FY 2017 Proposed Budget by City of Coral Springs

Fiscal Year 2017

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

Mayor Walter “Skip” Campbell

Vice Mayor Dan Daley

Commissioner Larry Vignola

City Manager Erdal Dönmez

Commissioner Lou Cimaglia

Commissioner Joy Carter

City Attorney John Hearn

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

Cover design by Christine Parkinson Jahrsdoerfer

Proposed

Distinguished Budget Presentation Award

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

Fiscal Year 2017 Annual Budget

Table of Contents City Managerâ&#x20AC;&#x2122;s Letter ........................................................................................................................................................7 Strategic Priorities ........................................................................................................................................................... 12 Core Values ........................................................................................................................................................................ 13 City of Coral Springs Organization Chart................................................................................................................ 14 History of Coral Springs ................................................................................................................................................ 15 Management and Budget Office ............................................................................................................................... 17 Budget Process Overview ............................................................................................................................................ 18 Budget Highlights ........................................................................................................................................................... 23 Combined Budget Summary ...................................................................................................................................... 27 Fund Structure Overview ............................................................................................................................................. 28 Fund Budget Overviews ............................................................................................................................................... 33 General Fund Budget Summary ....................................................................................................................... 33 General Fund Description .................................................................................................................................. 36 Fire Fund Budget Summary ............................................................................................................................... 42 Fire Fund Description ........................................................................................................................................... 43 Water and Sewer Fund Budget Summary ..................................................................................................... 46 Water and Sewer Fund Description ................................................................................................................. 47 Health Fund Budget Summary ......................................................................................................................... 49 Health Fund Description ..................................................................................................................................... 50 General Insurance Fund Budget Summary.................................................................................................. 51 General Insurance Fund Description ............................................................................................................. 52 Coral Springs Charter School Fund Budget Summary ............................................................................ 53 Coral Springs Charter School Fund Description ........................................................................................ 53 Public Art Fund Budget Summary ................................................................................................................... 54 Public Art Fund Description ............................................................................................................................... 54 Equipment Services Fund Budget Summary ............................................................................................... 55 Equipment Services Fund Description ........................................................................................................... 56 Pension Fund Budget Summary ....................................................................................................................... 58 Pension Fund Description ................................................................................................................................... 58 Solid Waste Fund Budget Summary ................................................................................................................ 60 Solid Waste Fund Description............................................................................................................................ 60 Debt Service Fund Budget Summary ............................................................................................................. 61 Debt Service Fund Description ......................................................................................................................... 62 Debt Service Schedule ......................................................................................................................................... 64 Capital Improvement Program................................................................................................................................... 65 Impact of CIP on the Operating Budget ........................................................................................................ 69 Capital Improvement Summary by Fund ...................................................................................................... 73 CIP Budget by Funding Source- All Funds .................................................................................................... 74 Major Capital Projects by Department ........................................................................................................... 75 Major Capital Projects by Location .................................................................................................................. 76 General Fund CIP Summary by Funding Source......................................................................................... 77 Revenue Trends................................................................................................................................................................ 78 General Fund Five-Year Forecast................................................................................................................................ 80

City of Coral Springs, Florida

Table of Contents (continued) Business Plan .................................................................................................................................................................... 82 Introduction ............................................................................................................................................................. 82 Market Environment ............................................................................................................................................. 83 Service and Operations Strategy ...................................................................................................................... 96 A Family-Friendly Community........................................................................................................................... 97 A Thriving Business Community.....................................................................................................................103 An Active, Healthy Community.......................................................................................................................109 An Attractive Community .................................................................................................................................113 An Innovative, High-Performing Organization .........................................................................................119 Financial Strategy.................................................................................................................................................124 Customer Requirements Analysis ..................................................................................................................130 Department Budgets Overview ...............................................................................................................................155 Department Budgets ...................................................................................................................................................158 City Attorney..........................................................................................................................................................158 City Commission...................................................................................................................................................160 City Managerâ&#x20AC;&#x2122;s Office ..........................................................................................................................................161 Development Services .......................................................................................................................................166 Financial Services .................................................................................................................................................173 Fire/EMS...................................................................................................................................................................176 Human Resources ................................................................................................................................................182 Information Technology ....................................................................................................................................186 Parks and Recreation ..........................................................................................................................................189 Police ........................................................................................................................................................................198 Public Works...........................................................................................................................................................203

Fiscal Year 2017 Annual Budget

Tables and Illustrations City of Coral Springs Organization Chart................................................................................................................ 14 The Budget Team............................................................................................................................................................. 17 FY 2017 Budget Calendar ............................................................................................................................................. 22 Coral Springs Operating millage rate ..................................................................................................................... 23 Operating millage rate comparison with other municipalities ...................................................................... 23 Voter-approved debt service millage rate ............................................................................................................. 23 Tax Rate Fiscal Year 2017............................................................................................................................................... 23 Net full-time position changes per fiscal year ...................................................................................................... 24 Full-time additions for Fiscal Year 2017 ................................................................................................................... 24 Annual net operating budget and capital ............................................................................................................. 25 Appropriated Funds Budget—Fiscal Year 2017 ................................................................................................... 27 Major Funds....................................................................................................................................................................... 28 Fund structure overview .............................................................................................................................................. 28 Summary of net budgeted revenues —Fiscal Year 2017 .................................................................................. 30 Summary of net budgeted expenditures —Fiscal Year 2017.......................................................................... 31 Where the money comes from by source (all funds) ........................................................................................ 32 Where the money goes by category (General Fund only) ............................................................................... 32 Where the money goes by type of program (all funds) .................................................................................... 32 General Fund Budget Summary ................................................................................................................................ 33 Millage rates, combined, historical ........................................................................................................................... 36 General Fund total revenues—$111,881,119 ....................................................................................................... 36 Utility service taxes ......................................................................................................................................................... 37 Franchise fees ................................................................................................................................................................... 37 General Fund total expenditures—$111,881,119 ............................................................................................... 39 General Fund revenue and expenditure summary ............................................................................................ 40 General Fund non-departmental operating expenses ..................................................................................... 41 Fire Fund Budget Summary......................................................................................................................................... 42 Fire Assessment rate schedule .................................................................................................................................. 43 Fire Fund total revenues—$20,489,199 .................................................................................................................. 43 Fire Assessment rate comparison Fiscal Year 2017 ............................................................................................. 44 Fire Fund total expenditures—$20,489,199 .......................................................................................................... 44 Fire Fund revenue and expense summary ............................................................................................................. 45 Water and Sewer Fund Budget Summary .............................................................................................................. 46 Water bill for average single-family residence ..................................................................................................... 47 Water and Sewer Fund total revenues —$23,776,556 ...................................................................................... 47 Water and Sewer Fund revenue and expense summary .................................................................................. 48 Water and Sewer Fund total expenditures —$23,776,556 .............................................................................. 48 Health Fund Budget Summary................................................................................................................................... 49 Health Fund revenue and expense summary ....................................................................................................... 50 General Insurance Fund Budget Summary........................................................................................................... 51 General Insurance Fund revenue and expense summary ................................................................................ 52 Coral Springs Charter School Fund Budget Summary...................................................................................... 53 Public Art Fund Budget Summary ............................................................................................................................ 54 Equipment Services Fund Budget Summary ........................................................................................................ 55 Equipment Service Fund revenue and expense summary .............................................................................. 56 Ten-year fleet replacement cost ................................................................................................................................ 57 Pension Fund Budget Summary ................................................................................................................................ 58

City of Coral Springs, Florida

Tables and Illustrations (continued) Solid Waste Fund Budget Summary ......................................................................................................................... 60 Solid Waste Assessment................................................................................................................................................ 60 Debt Service Fund Budget Summary ...................................................................................................................... 61 Debt Service Fund revenues - $10,240,655 ........................................................................................................... 62 Debt Service Fund expenditures - $10,240,655 ................................................................................................... 63 Debt Service Schedule .................................................................................................................................................. 64 Capital expenditure Fiscal Years 2017-2022 ($148,800,715)............................................................................ 65 Capital expenditure Fiscal Year 2017 ($26,352,799) ........................................................................................... 65 Fleet Replacement Program contributions and expenses ............................................................................... 67 Computer Replacement Program contributions and expenses ................................................................... 67 CIP funding sources- Fiscal Year 2017 ...................................................................................................................... 68 CIP Operating Capital- Fiscal Year 2017................................................................................................................... 70 CIP impact on the operating budget Fiscal Year 2017 ....................................................................................... 71 FY 2017 Capital projects financed via grants ........................................................................................................ 72 Capital Improvement Summary by Fund ............................................................................................................... 73 CIP Budget by Funding Source- All Funds ............................................................................................................. 74 Major Capital Projects by Department .................................................................................................................... 75 Major Capital Projects by Location ........................................................................................................................... 76 General Fund CIP Summary by Funding Source .................................................................................................. 77 Revenue Trends................................................................................................................................................................ 78 General Fund Revenues ................................................................................................................................................ 78 General Fund Five Year Forecast ............................................................................................................................... 80 General Fund Five-Year Forecast Summary .......................................................................................................... 81 Percent Change in GDP ................................................................................................................................................. 83 Unemployment Rates .................................................................................................................................................... 84 Change in CPI ................................................................................................................................................................... 84 Total Taxable Assessed Values .................................................................................................................................... 85 Demographic charts ...................................................................................................................................................... 92 City of Coral Springsâ&#x20AC;&#x2122; Business Model ...................................................................................................................... 96 Age Ranges of Community Paramedicine Patients ..........................................................................................100 2016-2018 Short-Range Transportation Improvement Plan .........................................................................108 Long-Range Transportation Improvement Plan ................................................................................................108 Summary of Fiscal Year 2017 Initiatives ................................................................................................................122 Operating Millage remains one of the lowest ....................................................................................................124 Assessed Value Totals as billed* ..............................................................................................................................125 Five-Year Forecast: General Fund ............................................................................................................................127 Fire Assessment rate comparison Fiscal Year 2017 ...........................................................................................128 Residential Solid Waste Assessment Rates...........................................................................................................129 Water and Sewer Fund forecasted debt service ...............................................................................................129 Survey charts ..................................................................................................................................................................130 SWOC Rankings ............................................................................................................................................................139 Composite Indicators...................................................................................................................................................143 Summary of Fiscal Year 2016 KIO Results .............................................................................................................146 Summary of Fiscal Year 2016 Initiative Updates ................................................................................................147 Budget Process Map.....................................................................................................................................................156 Departmental charts ...................................................................................................................................................158 Summary of Fleet Purchases 2017 ..........................................................................................................................211

Fiscal Year 2017 Annual Budget

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

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.

Fiscal Year 2017 Annual Budget

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

61%

2016

57% 61%

Very Good

2014

40%

2012

34%

37% 37%

Good

2008

57%

5% 3% 3%

Poor

Very Poor

1% 0% 0%

94%

94% 98% 97%

Total: Very Good + Good 0%

20%

40%

60%

City of Coral Springs, Florida

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.

Fiscal Year 2017 Annual Budget

• 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 highdefinition 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

City of Coral Springs, Florida

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

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

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

An Active, Healthy Community

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

Fiscal Year 2017 Annual Budget

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

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

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

• Measure organizational and employee successes based on customer satisfaction.

Continuous Improvement

• Solicit and listen intently to customer requirements and expectations.

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

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

• Plan for quality.

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

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

Leadership

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

Sustainability • Work toward efficient and cost-effective solutions to protect and conserve natural resources, maintain economic viability, and ensure a healthy and safe quality of life for current and future generations. • Commit to increasing green awareness in the community and reducing our own carbon footprint. • Balance environmental, economic, and social factors in decision making. • Promote and role-model practices that improve our environment by reducing energy usage, water consumption, and waste stream. • Promote practices that improve our environment while creating greater economic opportunity.

• Establish an inspiring vision that creates a government that works better and costs less.

• Promote the concepts of “green” development, sustainable business practices, and renewable energy in our community.

• Create an atmosphere of innovation, risk-taking and tolerance for mistakes.

• Contribute to economic development through the support and promotion of a market for environmentally friendly and energy-efficient products.

• Recognize failure as the price paid for improvement. • Lead by example, by involvement and demonstrate commitment to quality, service and customers—“walk the talk.”

• Consider the impact of your actions on the environment and aesthetics of the City.

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

City of Coral Springs, Florida

City of Coral Springs Organization Chart Citizens/ Customers

Citizens Advisory Committees and Boards

City Commission City Attorney Internal Auditor

John J. Hearn jhearn@coralsprings.org

City Manager Erdal Dönmez edonmez@coralsprings.org

Deputy City Manager

Susan Grant sgrant@coralsprings.org

Jennifer K. Bramley jbramley@coralsprings.org

Financial Services Director of Financial Services Melissa Heller mheller@coralsprings.org

Fire/EMS Fire Chief Frank Babinec fbabinec@coralsprings.org

Development Services

*Community Redevelopment Agency

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

Police

*City Clerk’s Office City Clerk Debra Thomas dthomas@coralsprings.org

Chief of Police Anthony Pustizzi apustizzi@coralsprings.org

Public Works Director of Public Works Rich Michaud rmichaud@coralsprings.org

Parks and Recreation

Information Technology

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

Director of Information Technology Curlie Matthews cmatthews@coralsprings.org

Human Resources

*Economic Development

Director of Human Resources Dale Pazdra dpazdra@coralsprings.org

Chief Economic Dev Officer Ana Barbosa abarbosa@coralsprings.org

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

Charter Offices *Communications and Marketing

*Divisions of the City Manager’s Office

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

Fiscal Year 2017 Annual Budget

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

City of Coral Springs, Florida

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

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

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

Fiscal Year 2017 Annual Budget

Management and Budget Office We are pleased to present this nationally recognized planning and budgeting document as one of the many services we provide to the City of Coral Springs.

The Budget Team

The Management and Budget Office (MBO) is a division of the City Manager’s Office and is responsible for managing and implementing several cross-functional processes within the City, including:

Catherine Givens Strategic Plan

Grants

Business Plan

Program Analysis

Performance Measurement System

Financial Analysis

Annual Budget

Performance Benchmarking

Capital Improvement Program

Operational Auditing

Performance Improvement Projects

Technical Assistance for Departments

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

Director of Budget and Strategy (954) 344-5920 cgivens@coralsprings.org

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

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

Chelsea Stahl Senior Financial Analyst (954) 344-5914 cstahl@coralsprings.org

Sherri Toops

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

Senior Financial Analyst (954) 346-1723

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

Grant Coordinator (954) 344-5902

Thank You!

stoops@coralsprings.org

Kristin Holowicki kholowicki@coralsprings.org

Karlens Direny

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

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

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

City of Coral Springs, Florida

Budget Process Overview The Budget Environment Since 2011 the nation’s economy has maintained a slow but steady growth with most economists expecting a modest increase for the next two years, remaining below the 3% GDP growth rate that is considered normal. Gross Domestic Product (GDP), the total dollar value of all goods and services produced in the United States during any given time period, is one of the primary indicators used to measure the health of the nation’s economy. While calendar years 2014 and 2015 showed growth above 2%, the annualized growth in real GDP through the second quarter of 2016 is closer to one percent, indicating that the American economy seems to be falling away from an assumed 2 percent growth trend. Most sources are predicting a tepid economy due to lagging uncertainties, the upcoming US election, and a depressing effect from several key overseas economies. In Florida, GDP growth is expected to continue eclipsing the national average. Florida’s gross domestic product, or overall economic output, grew 3.1 percent in 2015, beating the national growth rate of 2.4 percent -- the third-fastest rate among all large states. It is a growing consensus among economists that Florida’s economy is in recovery mode mostly as a result of solid job growth, declining unemployment, and higher consumer confidence. The City of Coral Springs, leaning on our business model and long-range financial planning, has been able to navigate the unpredictable, up-again-down-again economic recovery. Since the 2016-2017 Strategic Plan, the City has developed a comprehensive plan to encourage our economic growth. It embraces the implementation of the Economic Development Strategic Plan and includes activities to support the redevelopment of the City’s commercial areas. Growing and diversifying the economic base will provide the foundation that will enable the City to withstand future economic downturns. In addition, the City will continue working to attract businesses and increase property values by investing in the curb appeal, safety, and educational resources of our community.

How the Budget Was Created The Strategic Plan began with the City’s mission, strategic priorities, and Key Intended Outcomes developed in year one. Reviewed and updated biennially, the plan creates a shared vision for the future of the community. Strategic Priorities Beginning in 1997, the City Commission began a process of strategic planning designed to identify the issues that must be addressed to achieve our mission and that will persist over the lifetime of the Strategic Plan. These long-range policy issues developed by the City Commission in Fiscal Year 2015, emphasize the values of our customers: • A Family-Friendly Community • A Thriving Business Community • An Active, Healthy Community • An Attractive Community • An Innovative, High Performing Organization For each priority, an action plan is developed for implementing policy and operating measures. Through this process, the Business Plan was developed: • Commission Priority: Identify the vital issues. • Key Intended Outcomes (KIO): Identify desired results. • Initiatives: Allocate activities, resources, personnel, investment and time planned for the year to achieve each KIO. • Performance Measures: Specific and measurable data indicating the effectiveness in meeting the KIOs.

City Mission

Strategic Priori es

Key Intended Outcomes Department Performance Measures

• By setting quality targets (Key Intended Outcomes) we are able to determine the resources necessary to meet them. The Business Plan section includes a matrix listing the KIOs and the departments that impact each.

Fiscal Year 2017 Annual Budget

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

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

City of Coral Springs, Florida

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

Fiscal Year 2017 Annual Budget

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

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

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

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

City of Coral Springs, Florida

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

FY 2017 Budget Calendar

Description

Time

03/31/2016

Date

Budget Kickoff

2:00 p.m.

04/04/2016

Budget Training Session I

2:30 p.m.

04/05/2016

Budget Training Session II

10:00 a.m.

04/06/2016

CC Strategic Planning Workshop*

11:00 a.m.

05/02/2016

Budget Package due to MBO

5:00 p.m.

05/09-05/20 Departmental Budget Meetings

Individually scheduled

05/25/2016

CC Business Plan Preview Workshop*

5:00 p.m.

06/22/2016

CC Business Plan Workshop I*

5:00 p.m.

07/27/2016

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

09/14/2016

First Public Budget Hearing*

09/21/2016

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

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

Fiscal Year 2017 Annual Budget

5:15 p.m.

Budget Highlights

Tax Rate Fiscal Year 2017

Introduction

$4.0000

$5.0930

$4.5697 $4.5697 $4.5697

$4.7982 $4.7982

$3.8866

$3.8715 $3.3651 $3.3651

$3.0000

$1.0000 $0.0000 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

Operating millage rate comparison with other municipalities $10 $9

$4.1193

$4.7982

$5.0819

Sunrise

$5.4865

Deerfield Beach

$5.6368

$5.9000

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

$6.0543

$7.4479

$6.1949

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

• The Fire Assessment fee for singlefamily homes will increase by $8.00, from $147.00 to $155.00. Multi-family fee will increase by $9.25 per unit, from $186.00 to $195.25. Commercial, industrial and institutional properties will also see an increase in fire assessment rates.

Combined City Millage Rate

$4.3559 $4.3939

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

• The combined general operating and debt service millage rate is $5.0930 per $1,000 of assessed value, an increase of $0.0015 or 0.03%.

$0.2948

$5.0000

$2.0000

• The voter-approved debt service millage rate will increase from $0.2933 to $0.2948 an increase of $0.0015 or 0.5%. This increase is due to Fiscal Year 2017 being the first full year of debt service on the $12.4 million Public Safety G.O. Bond approved by voters in November of 2014.

Debt Service Millage

$6.0000

Budget in Brief

Highlights of the Fiscal Year 2017 budget include:

$4.7982

Coral Springs Operating millage rate

$6.7654

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

General Operating Millage

$1 $0 Hollywood Miramar

Plantation Pembroke Pompano Pines Beach

Davie

Coral Springs

Ft Lauderdale

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

Voter-approved debt service millage rate $1.0000

$0.8000

$0.6000

$0.4000 $0.2915 $0.2134

$0.2000

$0.1774

$0.1763

$0.2933

$0.2906 $0.2033

$0.2948

$0.2038

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

City of Coral Springs, Florida

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

Full-time additions for Fiscal Year 2017

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

Position title

Dept—Division

# of positions

(1)Law Enforcement Sergeant

Police-General Investigations

(2)Investigator

Police-General Investigations

(3)Maintenance Worker

Parks-Landscape

(4)Pension Analyst

Human Resources

(5)Lead Neighborhood Service Worker

Public Works-Streets

• General Fund debt service for franchise and capital revenue bonds, as a percentage of total budget, will equal 6.1% in Fiscal Year 2017 as compared to 6.4% in the current year, well within the General Fund debt service policy limitation of 12.5% of total General Fund expenditures. • With a General Obligation bond indebtedness of 0.30% of total taxable assessed value, the City is well below its debt policy limit of 5%. Staffing

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

Net full-time position changes per fiscal year 50 44

40 29

30 20

17 14

13 8

0 -2

-10

-8 -13

-11

Fiscal Year 2017 Annual Budget

FY 2017

FY 2015

FY 2016

FY 2013

FY 2014

FY 2012

FY 2011

FY 2010

FY 2009

FY 2008

FY 2007

FY 2006

FY 2005

FY 2004

FY 2003

FY 2002

FY 2001

FY 2000

FY 1999

FY 1998

-20

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

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

Annual net operating budget and capital

Net Operating Budget Capital Improvements (CIP) Total Financial Program

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

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

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

City of Coral Springs, Florida

$ Change $3,635,345

% Change 5.1%

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

7.0% 0.1% 72.5%

$2,140,198 $40,514

12.6% 0.9%

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

6.1% 4.4% -3.7% 5.6% 5.1%

Major Policy Considerations Expecting the economic recovery to maintain its slow but steady progression, the City’s strategy is focusing its efforts on continuing to invest in the community, as well as providing high quality services to our residents, maintaining and improving our aging infrastructure and building up our reserves. Investing in the Community The City Commission has set the stage for this vision by incorporating language in the 2016-2017 Strategic Plan directing the City to take a leadership role in creating its future by investing in our community. In partnership with the Economic Development Office, Community Redevelopment Agency, the Chamber of Commerce, and other stakeholders, the City will proactively prime the engine of economic growth by assisting our existing business community, devoting resources to encourage the redevelopment of the City’s commercial areas such as the Corporate Park, and investing in education. In addition, the City will work to attract businesses and increase property values by investing in the appearance and the safety of our community. Economic Development Strategy A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base. Over one-third of the City’s revenue comes from property taxes which are the City’s single largest revenue source. After several years of declining property values, the City’s Total Taxable Assessed Values have steadily increased over the past five years. The tax base is expected to continue to grow due to new commercial entities, such as Hoerbiger Corp., Lupin Pharmaceuticals, and Cleveland Clinic, as well as key residential development projects currently underway. Upgrade Technology Infrastructure The City will continue to invest in tools that allow its employees to achieve high levels of productivity as well as provide customer service that is second to none. A state of the art technology infrastructure is a crucial element in allowing the City to meet its service delivery goals now and in the future. This objective must be balanced against the need to protect the confidentiality, integrity, and availability of information and at the same time control costs. It is also important that all City departments participate in the efforts to utilize technology in an efficient and effective manner.

Fiscal Year 2017 Annual Budget

Combined Budget Summary Appropriated Funds Budget—Fiscal Year 2017

Debt Service Fund

General Fund CASH BALANCE BROUGHT FORWARD

Capital Projects Fund

$400,000

Public Art Fund

$752,434

Solid Waste Fund

$334,000

Water and Sewer Fund $0

Charter School Fund

Fire Fund

$1,597,793

FY 2017 Total Budget $0

$3,084,227

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

41,287,396 2,536,685 2,245,712

4,347,900 11,598,058

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

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

194,000 13,888,385

23,000

30,502

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

12,067,868

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

Total Revenues and Other Financing Sources

$111,881,119

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

$23,000

$4,347,900

$22,178,763

$20,489,199

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

Grand Total Revenues and Balances

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

$357,000

$4,347,900

$23,776,556

$20,489,199

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

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

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

12,067,868 16,991,274 4,347,900

20,288,182 271,050

357,000 10,240,655

2,213,411

282,860

1,003,913

3,215,065

14,834,819 5,223,455

111,881,119

10,240,655

14,834,819 0

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

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

357,000

4,347,900

23,776,556

20,489,199

12,067,868

197,995,116

$357,000

$4,347,900

$23,776,556

$20,489,199

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

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

Rev 09/14/2016

City of Coral Springs, Florida

Fund Structure Overview 325

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

FY 2017 Net Operating Budget $174,993,853

General Fund $75,079,944

Special Revenue Funds $25,200,062

Internal Services Funds $28,797,032

Trust and Agency Funds $12,216,095

Water and Sewer $19,128,376

Fire $14,195,194

Insurance Funds $18,854,360

Pension $12,216,095

Solid Waste Fund $4,331,688

Charter School $ 10,647,868

Equipment Services $9,942,672

Enterprise Funds $23,460,064

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

Public Art $357,000

Major Funds Fund Name

Fund Type

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

General Fund*

City Operating Fund

Fire Fund*

Special Revenue Fund

Water and Sewer Fund*

Enterprise Fund

Solid Waste Fund*

Enterprise Fund

Health and General Insurance Funds*

Internal Service Funds

Coral Springs Charter School Fund*

Special Revenue Fund

Equipment Services Fund*

Internal Service Fund

Public Art Fund*

Special Revenue Fund

Pension Fund

Trust and Agency Fund

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

Debt Service Fund*

Debt Service Fund

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

*Indicates appropriated funds in accordance with the Budget Ordinance.

Fiscal Year 2017 Annual Budget

Fund Structure Overview (continued)

FY 2017 Capital Budget $26,352,799

General Fund $15,334,819

Special Revenue Funds $645,500

Internal Services Funds $3,742,080

Water and Sewer $6,630,400

Fire $565,500

Equipment Services $3,742,080

Solid Waste Fund $0

Charter School $50,000

Enterprise Funds $6,630,400

Public Art $20,000

Tree Trust Fund $10,000

City of Coral Springs, Florida

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

Percent of Total

FY 2017 Adopted Net Budget

Percent of Total

Dollar Change

Percent Change

$102,330,504

61.5%

$106,191,978

60.7%

$3,861,474

3.8%

Fire Fund

18,090,533

10.9%

19,160,749

10.9%

1,070,216

5.9%

Water and Sewer Fund

21,442,772

12.9%

23,776,556

13.6%

2,333,784

10.9%

1,735,000

1.0%

2,090,000

1.2%

355,000

20.5%

12,052,503

7.2%

12,067,868

6.9%

15,365

0.1%

207,000

0.1%

357,000

0.2%

150,000

72.5%

Equipment Services Fund

3,846,285

2.3%

3,954,275

2.3%

107,990

2.8%

Solid Waste Fund

4,306,918

2.6%

4,347,900

2.5%

40,982

1.0%

Debt Service Fund

2,495,284

1.5%

3,047,527

1.7%

552,243

22.1%

100.0% $174,993,853

100.0%

$8,487,054

5.1%

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

Total

$166,506,799

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

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

Debt Service Fund 1.7%

Other 1.4% Charter School Fund 6.9%

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

Fiscal Year 2017 Annual Budget

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

Percent of Total

FY 2017 Adopted Net Budget

Percent of Total

Dollar Change

Percent Change

$71,444,599

42.9%

$75,079,944

42.9%

$3,635,346

5.1%

Fire Fund

13,270,342

8.0%

14,195,194

8.1%

924,852

7.0%

Water and Sewer Fund

16,988,178

10.2%

19,128,376

10.9%

2,140,198

12.6%

Health and General Insurance Funds

17,771,875

10.7%

18,854,360

10.8%

1,082,485

6.1%

C.S. Charter School Fund

10,632,503

6.4%

10,647,868

6.1%

15,365

0.1%

207,000

0.1%

357,000

0.2%

150,000

72.5%

9,520,887

5.7%

9,942,672

5.7%

421,785

4.4%

12,684,265

7.6%

12,216,095

7.0%

(468,170)

-3.7%

Solid Waste Fund

4,291,174

2.6%

4,331,688

2.4%

40,514

0.9%

Debt Service Fund

9,695,976

5.8%

10,240,655

5.9%

544,679

5.6%

100.0%

$8,487,054

5.1%

Public Art Fund Equipment Services Fund Pension Fund

Total

$166,506,799

100.0%

$174,993,853

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

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

Equipment Services Fund 5.7% Water and Sewer Fund 10.9%

General Fund 42.9%

Fire Fund 8.1%

Charter School Fund 6.1%

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

Insurance and Health Fund 10.8%

City of Coral Springs, Florida

Where the money comes from by source (all funds) 10.8% 20.0%

2.3% 1.6%

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

1.5%

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

20.1% 9.2%

4.4% 5.4% 5.8%

14.7% 2.1%

Where the money goes by type of program (all funds) 4.8%

8.0%

7.5% 6.4% 9.9%

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

8.0% 0.4% 38.8% 16.3%

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

6.1%

5.1% 0.5%

17.3% 46.3%

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

23.7%

Fiscal Year 2017 Annual Budget

General Fund Budget Summary FY 2014 Actual

FY 2015 Actual

FY 2016 Adopted Budget

FY 2017 Proposed Budget

$ % Change From Change From FY16 Budget FY16 Budget

Revenues General Operating Ad Valorem Taxes Solid Waste Assessment-FF

$33,847,000 2,138,469

$35,279,815 2,147,155

$38,909,404 2,245,712

$41,287,396 2,245,712

$2,377,992 $0

6.11% 0.00%

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

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

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

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

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

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

1.00% 6.90% 18.81% 2.81%

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

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

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

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

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

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

3.00% -3.16% -18.00% 1.51%

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

9.27% 5.00% 0.00% -83.30% 6.48%

Business Tax Subtotal Permits and Business Tax

1,165,913 3,511,763

1,075,826 3,799,547

1,271,900 4,005,554

1,297,338 4,208,100

$25,438 $202,546

2.00% 5.06%

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

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

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

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

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

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

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

City of Coral Springs, Florida

General Fund Budget Summary (continued) FY 2014 Actual

FY 2016 Adopted Budget

FY 2017 Proposed Budget

$ % Change From Change From FY16 Budget FY16 Budget

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

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

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

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

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

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

4.19% 4.25% 4.25% 4.22%

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

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

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

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

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

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

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

Subtotal - Charges For Services

12,964,154

13,859,999

14,306,464

14,512,775

$206,311

1.44%

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

98,805,659

103,141,625

107,719,478.0 111,751,145.5

$4,031,667

3.74%

100,000 0 720,285 0 820,285

0 0 0 400,000 400,000

0 127,425 0 0 127,425

0 129,973 0 0 129,973

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

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

$99,625,944

$103,541,625

$107,846,903

$111,881,119

$4,034,216

3.74%

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

FY 2015 Actual

Fiscal Year 2017 Annual Budget

General Fund Budget Summary (continued) FY 2016 Adopted Budget

FY 2017 Proposed Budget

$ % Change From Change From FY16 Budget FY16 Budget

FY 2014 Actual

FY 2015 Actual

$318,138 3,049,892 1,453,909 2,490,268 2,910,805 869,172 5,968,441 44,757,596 8,452,558 4,314,667 13,841,313 88,426,759

$320,070 3,507,908 1,664,726 2,461,598 3,182,972 915,442 6,236,248 44,934,521 8,901,547 4,695,804 14,216,083 91,036,919

$361,999 3,990,533 1,753,051 2,444,342 3,522,893 1,023,041 6,798,286 46,622,075 9,128,502 4,751,708 14,636,819 95,033,249

$370,614 $4,190,515 $1,873,135 $2,548,325 $3,655,547 $1,044,068 7,168,975 48,022,040 9,529,479 4,818,349 15,012,348 98,233,395

446,725 529,542 0 126,564 0 0

150,000 580,139 0 0 0 0 0 147,317 49,064 464,371 529,116 100,000 0 0 271,856 9,956 0 0 2,301,818

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

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

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

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

Interfund Transfers Property/Casualty 1,043,886 Fire Fund (Nonprofit Subsidy Churches/Schools) 1,043,031 Fire Fund Govt. Assessment 182,830 To Equipment Services (to offset FY 2012 internal borrowing To Capital Fund 185,000 Subtotal - Interfund Transfers 2,454,747

1,105,266 995,808 185,323 0 469,720 2,756,117

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

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

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

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

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

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

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

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

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

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

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

174,938 174,938

225,577 225,577

0 0

Expenditures: Departmental City Commission City Manager Human Resources Financial Services Information Technology City Attorney Development Services Police Emergency Medical Services Public Works Parks and Recreation Total Departmental Non-Departmental Operating Capital Non-Departmental Operating Contingency Economic Development Incentive Market Adjustments Other Post Employment Benefits Microsoft Licensing CRA Special Assessment Tuition Reimbursement Charter School (Lease Expense) Center for the Arts Internal Auditor City Hall Licensing/Maintenance PD Comm Syst & Eq. Improvement Study City Hall at the Walk Lease Library/Grounds Parking lot Maint 50th Anniversary SQL Database License Subtotal - Non-Departmental

Miscellaneous Expenditures: Gainsharing Total Miscellaneous Expenditures Total Non-Departmental

137,849 38,163 459,684 488,423 70,993 3,675 21,680 0 9,992 0 350,831 2,662,774

$8,615 $199,982 $120,084 $103,983 $132,654 $21,027 $370,689 $1,399,965 $400,977 $66,641 $375,529 $3,200,146

2.38% 5.01% 6.85% 4.25% 3.77% 2.06% 5.45% 3.00% 4.39% 1.40% 2.57% 3.37%

n/a

9,788,154

9,943,143

12,813,654

13,647,724

$834,070

6.51%

Total Expenditures

$98,214,913

$100,980,062

$107,846,903

$111,881,119

$4,034,216

3.74%

Revenues in Excess of Expenditures

$1,411,031

$2,561,563

Number of FTE's

649.66

659.77

$0 659.65

City of Coral Springs, Florida

($0)

n/a

664.29

4.63

0.70%

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

General Fund total revenuesâ&#x20AC;&#x201D;$111,881,119

Revenues A summary of the Fiscal Year 2017 General Fund revenue by source is provided in the chart to the right.

Sales Tax 7.8% Fines and Forfeitures 2.7%

Major revenue sources for the General Fund Fiscal Year 2017 budget include:

Misc. Revenues 3.8% Intergovernmental 10.1%

Charges for Services 13.0%

Ad valorem taxes: $41,287,396

Utility Taxes 10.3%

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

Permits and Business Tax 3.8%

Franchise Fees/Solid Waste Assessment 11.6%

Other 0.1%

The general operating tax millage rate is $4.7982, no increase from Fiscal Year 2016. This is well below the stateimposed ten mill cap. The ad valorem revenue generated by the Fiscal Year 2017 tax millage rate is based on the July 1, 2016 assessed value provided by the Broward County Property Appraiserâ&#x20AC;&#x2122;s Office.

Ad Valorem Taxes 36.9%

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

Millage rates, combined, historical Adopted Adopted Adopted Adopted Percent FY 2014 FY 2015 FY 2016 FY 2017 Change General Operating Voter-Approved

$4.5697 $0.2033

$4.5697 $0.2038

$4.7982 $0.2933

$4.7982 $0.2948

0.00% 0.51%

Total Millage

$4.7730

$4.7735

$5.0915

$5.0930

0.03%

Fiscal Year 2017 Annual Budget

Utility service taxes

Solid Waste Assessment: $2,245,712 (2.0% of total revenues)

Type (% of Gross)

The City assesses residences for solid waste services. Electricity (10%)

Franchise fees: $10,728,844

FY 2015 Budgeted Receipts

Percent Change

$9,100,000

$9,373,000

3.00%

2,060,000

2,101,200

2,034,861

-3.16%

185,986

192,496

$11,045,986

$11,393,696

$11,565,708

Type (% of Gross)

FY 2015 Budgeted Receipts

FY 2016 Budgeted Receipts

FY 2017 Budgeted Receipts

Electricity (6%)

$7,434,499

$7,508,844

2,600,000

2,900,000

3,100,000

6.90%

100,000

101,000

120,000

18.81%

$10,134,499

$10,435,499

$10,728,844

2.81%

Propane (10%) Total

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

FY 2017 Budgeted Receipts

$8,800,000

Water (10%)

(9.6% of total revenues)

FY 2016 Budgeted Receipts

157,847 -18.00% 1.51%

Franchise fees

UƟlity service taxes: $11,565,708

Solid Waste Towing/Other

(10.3% of total revenues)

Total

Percent Change 1.00%

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

Intergovernmental revenue sharing:

$11,279,106

(10.1% of total revenues) Intergovernmental revenue sharing is provided to local municipalities by the state using a predetermined allocation methodology based, in part, on population. Anticipated revenues to be received in Fiscal Year 2017 are as follows: Communications service tax

$4,032,488

State shared revenue

$4,400,000

First local option fuel tax

$1,310,000

Second local option fuel tax

$950,000

Recycling material revenue

$75,000

Public safety E911

$237,936

Alcoholic beverage license

$58,794

Municipal rebate

$49,886

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

Sales tax:

$8,712,500

(7.8% of total revenues) Also considered an intergovernmental revenue, half-cent sales tax may be used for municipal-wide programs, municipal-wide property tax or utility tax relief, or principal and interest payments on capital projects only. Sales tax revenue is expected to increase $462,500 or 5.61% over Fiscal Year 2016 budget.

Permits and business tax:

$4,208,100

(3.8% of total revenues) Building permit revenues are budgeted at $2,558,838, an increase of $217,088 or 9.27% from Fiscal Year 2016. This includes charges

City of Coral Springs, Florida

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

Charges for services—Parks & RecreaƟon:

$4,458,533

(4.0% of total revenues) Parks and Recreation revenues are generated from user fees at the City’s parks, pools, and athletic facilities. Fiscal Year 2017 revenues are projected to decrease 5.52% or $260,635 driven in part by the shutdown for the pool renovation.

Charges for services—other funds:

$4,269,141

(3.8% of total revenues) The transfer from the Water and Sewer Fund to the General Fund for administrative services is increasing by $88,393 or 4.19%. The transfer from the Fire Fund to the General Fund for indirect cost is increasing by $73,299, or 4.25%, in Fiscal Year 2017. These interfund transfers will fully reimburse the General Fund for the cost of administrative services related to Fire and the Utilities fund. In addition, a transfer in the amount of $271,050 is budgeted from the Water and Sewer Fund to the General Fund to support the recently created Economic Development Division. This inter-fund transfer is increasing by $11,050 or 4.25% over Fiscal Year 2016 budget.

Charges for services—other:

$5,785,101

(5.2% of total revenues) Charges for services rendered represent a fair method of recovering the cost of providing a service to an individual or group, not the community at large. These user fees are primarily related to planning, EMS, and general governmental services. Fiscal Year 2017 revenues are projected to increase 5.36% or $294,204 from the Fiscal Year 2016 budget. EMS interfacility transport fee and EMS Community Paramedicine fee revenues are expected to decrease by 56.20% or $12,500 and $100,000 respectively over Fiscal Year 2016. General Government and City Hall in the Mall revenues are expected to increase by $190,128 or 11.19% from Fiscal Year 2016 budget.

Fines and forfeitures:

$3,010,292

(2.7% of total revenues) Fines and forfeitures are revenues generated by enforcement and prosecution of municipal ordinances and state statutes. Fiscal Year 2017 revenues are projected to decrease $807,542 or 36.7% from Fiscal Year 2016.

Miscellaneous revenues:

$4,200,714

(3.8% of total revenues) The majority of the miscellaneous revenues include the Coral Springs Charter School lease, rents and royalties, interest earnings from fund balance, and the Solid Waste Disposal agreement. The Coral Springs Charter School lease revenue will remain the same ($1,420,000). This represents 1.3% of total General Fund revenues. Rents and royalties include telecommunication tower leases and facility rentals. Fiscal Year 2017 revenues are expected to be $1,470,937, an increase of $166,487 or 12.76% over Fiscal Year 2016. Interest earnings are expected to be $255,000, an increase of $5,000 or 2.0%. They are generated by investment earnings on that portion of cash reserve investments attributable to the General Fund. Interest earnings represent 0.2% of total General Fund revenues.

Fiscal Year 2017 Annual Budget

Other financing sources:

$129,973

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

Expenditures

General Fund total expenditures—$111,881,119

The Fiscal Year 2017 General Fund budgeted expenditures total $111,881,119. This adopted budget represents an increase of $4,034,216 or 3.74% from the Fiscal Year 2016 budget of $107,846,903. A recap of departmental expenditures in the General Fund Budget includes: City Commission: $370,614 (0.3% of total expenditures) The City Commission’s budget increased $8,615 or 2.4% from Fiscal Year 2016. The increase is primarily due to health allocation. City Manager: $4,190,515 (3.7% of total expenditures)

Development Services 6.4% HR/CAO 2.6%

Emergency Medical Svc. 8.4% Financial Services 2.3%

Non-Departmental 12.2%

Information Services 3.3%

CMO/Commission 4.1%

Police 42.9%

The City Manager’s Office includes Parks and Recreation Administration, Economic Development, 13.4% the Management and Budget Office, Public Works Communications and Marketing, 4.3% City Clerk, and the CRA (Community Redevelopment Agency). The overall department increased by $199,982 or 5.0% in Fiscal Year 2017. The majority of the increase is attributed to an increase in health allocation and wages.

Human Resources:

$1,873,135

(1.7% of total expenditures) Human Resources’ budget increased $120,084 or 6.85% mainly due to health allocations and wages.

Financial Services: (2.3% of total expenditures)

$2,548,325

Financial Services’ budget increased by $103,983 or 4.25% from Fiscal Year 2016 budget mainly driven by wages and health fund allocations.

InformaƟon Technology (IT):

$3,655,547

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

City AƩorney:

$1,044,068

(0.9% of total expenditures) The City Attorney’s budget increased by $21,027 or 2.06%. Development Services—Administration, Code, Building, Community Development, and Engineering: (6.4% of total expenditures)

$7,168,975

Development Services includes the Administration Division, Code Compliance, Building Divisions, Community Development, and Engineering. The budget for this department increased by $370,689 or 5.45%.

City of Coral Springs, Florida

Police: (42.9% of total expenditures)

$48,022,040

The Police Department’s budget increased by $1,399,965 or 3.0% primarily due to increased wages and maintenance service contracts offset by a decrease in the Police pension estimate for Fiscal Year 2017.

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

$9,529,479

The EMS budget increased $400,977 or 4.39% primarily due to increased wages.

Public Works: (4.3% of total expenditures)

$4,818,349

The Public Works budget increased by $66,641 or 1.4%, mainly due to budgeting additional funding for street lights.

Parks and RecreaƟon—includes AquaƟcs, Tennis, and Sportsplex: (13.4% of total expenditures)

$15,012,348

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

General Fund revenue and expenditure summary FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

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

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

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

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

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

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

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

$45,533,554 46,746,453 49,366,070 25,106,823 27,817,922 26,201,840 17,591,247 16,524,053 19,221,756 195,135 162,210 243,583 4,064,428 3,667,984 4,934,821 1,228,031 1,401,808 1,011,001 4,495,695 4,659,631 6,867,832 $98,214,913 $100,980,062 $107,846,903

$2,448,938 $312,633 $174,592 $334,705 $689,511 $81,400 ($7,564) $4,034,216

5.0% 1.2% 0.9% 137.4% 14.0% 8.1% -0.1% 3.7%

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

$2,182,164 640.41

$1,411,031 649.66

$2,561,563 659.77

$0 659.65

Fiscal Year 2017 Annual Budget

51,815,008 26,514,473 19,396,348 578,288 5,624,332 1,092,401 6,860,269 111,881,119 $0 664.29

$0 4.6

n/a 0.7%

Non-departmental: (3.7% of total expenditures)

$4,130,941

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

Internal fund transfers: (2.4% of total expenditures)

$2,656,514

The interfund transfers budget increased by $137,579 or 5.46%. The increase is mainly driven by higher Property and Casualty and Fire Fund Government Assessment transfers for Fiscal Year 2017.

Debt service: (6.1% of total expenditures)

$6,860,269

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

General Fund non-departmental operating expenses Adopted FY 2016 Budget

Item Internal Auditor

Financial Quality Program

100,000

80,000

5,000

6.67%

70,000

20,000

40.00%

Resident/Business Survey

25,000

0.00%

Benchmarking

15,000

0.00%

41,000

#DIV/0!

34,000

0.00%

Festival of the Arts

20,000

0.00%

Lobbyist

36,000

40,000

4,000

11.11%

Center for the Arts Rentals

8,500

8,700

200

2.35%

Other Contractual Services

165,000

60,000

(105,000)

-63.64%

Special Projects CRA Assessment Boards and Commission Expense

6,500

0.00%

50,000

40,000

(10,000)

-20.00%

153,484

193,571

40,087

26.12%

17,500

0.00%

Accessibility Issues (Disability)

2,500

0.00%

Historical Advisory Committee

10,000

0.00%

5,000

3,000

(2,000)

-40.00%

35,231

0.00%

Sports Commission Multi-Cultural Events Martin Luther King, Jr. Day Celebration

15,000

0.00%

Sports Event Grants

35,000

0.00%

Coral Springs Community Chest

50,000

52,500

2,500

5.00%

Holiday Parade

20,000

22,000

2,000

10.00%

7,500

0.00%

Teen Political Forum Half-Marathon

15,000

0.00%

Kreul Classic Tournament

15,000

0.00%

Art Walk Events July 4th

Total

-75.00%

75,000

Special Event Banner Printing

Events

(75,000)

50,000

Hurricane Preparedness (Safety)

Grants

% Change

Tuition Reimbursement

Unemployment

Boards & Advisory Committees

25,000

$ Change

Credit Card Charges

Election Expense

Cross Departmental

Proposed FY 2017 Budget

54,000

n/a

40,000

0.00%

$1,006,215

$983,002

-$23,213

-2.31%

City of Coral Springs, Florida

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

FY 2014 Actual

FY 2015 Actual

FY2016 Adopted Budget

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

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

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

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

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

8.17% -5.80% 8.05% 7.84% 0.00%

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

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

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

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

217,872 0 217,872

3.97% 0.00% 3.96%

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

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

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

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

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

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

10,511 4,300 14,811

6,050 700 6,750

52,020 0 52,020

0 0 0

0.00% n/a 0.00%

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

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

50,000 5,000 0 55,000

(0) 0 0 (0)

0.00% 0.00% n/a 0.00%

173,565 173,565

0 0

0 0 0

n/a n/a

$18,377,177

$19,416,772

$19,352,126

$20,489,199

$1,137,073

5.88%

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

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

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

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

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

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

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

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

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

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

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

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

756,500 0 181,339 937,839

765,500 0 192,002 957,502

218,420 218,420

0 100,000 230,705 330,705

0 100,000 12,285 112,285

n/a n/a 5.62% 51.41%

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

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

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

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

0 0 0 0 494,288

0.00% 0.00% 0.00% 0.00% 16.46%

$18,377,177

$19,356,630

$19,352,126

$20,489,199

$1,137,073

5.88%

$60,142

($0)

Fiscal Year 2017 Annual Budget

$ % Change From Change From FY16 Budget FY16 Budget

FY2017 Proposed Budget

($0)

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

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

Revenues

Other 0.5%

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

$11,603,945

Charges for Services 14.9%

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

Intergovernmental 27.9%

Special Assessment 56.6%

$5,719,224

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

$3,059,010

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

$107,020

Other revenue includes interest income and fines and forfeiture.

Fire Assessment rate schedule Adopted FY 2014

Adopted FY 2015

Single-Family

$141.36

$147.00

$155.00

Multi-Family

$174.89

$186.40

$186.00

$195.25

$9.25

5.0%

$19.34

$19.98

$19.78

$23.03

$3.25

16.4%

$3.01

$2.40

$2.98

$0.58

24.2%

$23.05

$21.47

$22.00

$22.50

$0.50

2.3%

Property Use:

Adopted Proposed FY 2016 FY 2017

$ Change

% Change

Residential (per unit)

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

City of Coral Springs, Florida

$8.00

5.4%

Expenditures

Fire Fund total expenditures—$20,489,199

The Fire Fund expenditures increased by $1,137,073 or 5.88% over the Fiscal Year 2016 adopted budget. The increase is primarily attributable to operating expenditures and capital. Inspection 6.5%

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

$12,883,761

Interfund Transfer 1.6%

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

Debt Service 1.4%

Training 9.4%

Non-Departmental 14.1%

Suppression 62.9%

Administration 3.4% Communication Services 0.8%

$1,922,733

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

$1,324,408

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

$694,080

Fire’s Administration budget increased $12,723 or 1.87%. This is due to slight increases to wages and operating expenses.

Fire Assessment rate comparison Fiscal Year 2017 $400 $350

$372.84

*ISO 1 Fire Departments $350.00

$300 $250 $200

$261.28

$256.00 $225.00

$222.00

$199.50

$150

$189.00

$175.00

$100

$155.00

$134.00

$50 $0 *Miramar *Tamarac *Pembroke *Ft *Margate *Hollywood Sunrise Pines Lauderdale

Fiscal Year 2017 Annual Budget

Davie

*Deerfield Beach (BSO)

*Coral *Pompano Springs Beach

Communication Services: (0.8% of total expenditures)

$166,292

The Communication Services Division consists of telecommunicators and emergency call takers. Expenses in this area increased $5,609 or 3.49% from Fiscal Year 2016. The cost of this division is split between the Fire Fund and EMS in the General Fund. Non-departmental: (14.1% of total expenditures)

$2,884,360

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

$330,705

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

$282,860

Debt service is unchanged.

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

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

City of Coral Springs, Florida

$ Change from FY16 Budget

% Change from FY16 Budget

Water and Sewer Fund Budget Summary FY 2014 Actual Revenues Operating Revenues Water Wastewater Private Fire Line Fee Meter Sales Backflow Recertification Adm. Fee Miscellaneous Income Charges for Service Total Operating Revenue Non-Operating Revenues Interest Income - Operating Interest Earnings-Revenue Bond Series 2012 Doubtful Accounts Capitalization from Prior Year CIP Appropriated Fund Balance Total Non-Operating Revenue Grand - Total Revenues Expenses Departmental Administration Water Distribution Wastewater Collection Water Treatment Total Departmental Non-Operating Wastewater Treatment Capital Administrative Services Revenue and Collection Non-Departmental Transfer To Renewal and Replacement Business Development Property/Casualty Computer Replacement Debt Service Lease Purchase Financing 2013 (Phone System) Revenue Bond-Series 2010 Revenue Bond-Series 2012 ($8.7M/2.29%/20 years) Revenue Bond-Series 2015 ($4.7M/2.002%/10 years) SRF Loans Water Plant Imp DW0603010 ($5.4M/2.57%/20 years) Wells & wellheads DW0603020 ($1.8M/2.79%/20 years) Transm. Dist, Interconnect DW0603030 ($3M/2.79%/2 Source & Treatment DW061620 ($1.1M/3.06%/20 years Lift Stations Rehab WW822020 Sewer Rehab WW06160 Forest Hills Wellfield DW061630 Subtotal Debt Service Total Non-Operating Grand Total - Expenses Revenues in Excess of Expenses Positions

FY 2015 Adopted Budget

FY 2015 Actual

FY 2016 Adopted Budget

FY 2017 Proposed Budget

$ Change From FY16 Budget

% Change From FY16 Budget

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

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

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

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

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

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

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

0 47,912 0 0 0 47,912

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

30,309 190 0 0 0 30,499

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

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

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

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

$20,308,098

$22,648,735

$21,052,568

$21,442,772

$23,776,556

$2,333,784

10.88%

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

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

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

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

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

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

5.45% 2.77% 7.43% 1.12% 3.27%

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

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

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

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

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

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

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

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

50,000 0 580,376 175,028

50,000 0 579,622 252,698

50,000 0 581,330 564,132

50,000 0 582,056 563,683

0 0 726 (449)

0.00% 0.00% 0.12% -0.08%

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

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

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

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

0 1 0 0 1 1 0

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

$1,577,198

$1,823,075

$1,881,291

$2,213,131

$2,213,411

$280

0.01%

13,201,927

16,548,968

15,593,484

15,199,165

17,328,930

2,129,765

14.01%

$18,298,928

$22,648,735

$21,009,048

$21,442,772

$23,776,556

$2,333,784

10.88%

$2,009,169

$43,520

n/a

38.75

40.25

40.50

0.00

0.00%

Fiscal Year 2017 Annual Budget

$0 40.50

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

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

$22.64 $39.20 $61.84

$23.43 $40.57 $64.00

$0.79 $1.37 $2.16

3.5% 3.5% 3.5%

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

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

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

Other 8.0%

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

Water 36.8%

Wastewater 55.2%

$8,755,199

Revenue from the sale of water is estimated to increase by $296,069, or 3.5% compared to Fiscal Year 2016 budget This increase is due to the recommended 3.5% annual rate adjustment. Wastewater: (55.2% of total revenue)

$13,124,068

The wastewater revenue consists of a base charge to the customer for sewage disposal and a volume-based charge based on the monthly water consumption. For Fiscal Year 2017, the rate to calculate the volumetric charge will be $3.96 per 1,000 gallons of water use. This represents a 3.5% annual rate adjustment. Appropriated fund balance (6.7% of total revenues) $1,597,793 The allocation of surplus or fund balance will increase by $1,597,793 or 100% compared to FY 2016. This increase is due to the financing of specific capital projects in order to maintain the Cityâ&#x20AC;&#x2122;s water and sewer infrastructure. Other (1.3% of total revenue)

$299,496

Other miscellaneous revenues include meter sales, private fire line fee, administrative fee for backflow certification, and interest income from fund balance.

City of Coral Springs, Florida

Expenses

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

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

Non-Operating 46.0%

Major expenses in the Water and Sewer Fund Include: Administration:

Wastewater Treatment 25.5%

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

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

Wastewater Collection 5.2% Capital 1.4%

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

Water Treatment 12.8%

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

Administration 4.4% Water Distribution 4.7%

$3,037,385 or 12.8% of total expenses

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

Water and Sewer Fund revenue and expense summary

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

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

$0 35

$1,993,243 38.75

$43,520 40.25

$0 40.5

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

FY 2017 Budget

Fiscal Year 2017 Annual Budget

$ Change from FY16 Budget

$0 0.00

% Change from FY16 Budget

n/a 0.0%

Health Fund Budget Summary

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

Positions

FY 2014 Actual

FY 2015 Actual

FY 2016 Adopted Budget

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

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

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

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

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

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

17,160

15,074

20,000

0.00%

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

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

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

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

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

14,542,798 48,608 180,000 139,200

$771,687 $23,608 $19,650 $8,000

5.60% 94.43% 12.25% 6.10%

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

$14,910,606

$822,945

5.84%

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

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

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

FY 2017 Proposed Budget

$ % Change From Change From FY16 Budget FY16 Budget

$206,484

$172,663

n/a

1.25

1.50

2.25

0.75

n/a

City of Coral Springs, Florida

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

Revenues Interfund transfers: (87.0% of total revenues)

Expenses $12,970,606

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

$14,542,798

Interfund transfers from the General Fund, Water and Sewer, Fire, General Insurance, and Equipment Services funds increased by $507,945 or 4.0%. This revenue consists of recovering administrative cost for services regarding health, dental, life, and long-term disability insurance. This fee is calculated annually based on the number of full-time employees assigned to each Department and Fund.

This represents health and dental insurance costs for the City, which is self-insured. This expense increased $771,687 or 5.6% from Fiscal Year 2016. This is due to expected higher cost for medical claims.

Recoveries: (12.9% of total revenues)

This represents the cost to cover long-term disability for full-time employees. This program has enabled the City to cap sick leave accruals at 480 hours per employee, while providing employees long-term disability coverage. This expense increased $19,650 or 12.2%.

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

$1,920,000

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

$180,000

Life insurance: (.9% of total expenses)

$139,200

The cost of life insurance has increased $8,000 or 6% from Fiscal Year 2016.. Contingency:

Interest income: (0.1% of total revenues)

$20,000

$48,608

A contingency of $48,608 was budgeted to cover for differences in estimates versus actual payments. This expense increased $23,608 or 94.4%.

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

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

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

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

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

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

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

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

4.1% 19.6% 0.0% 5.8%

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

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

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

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

$14,542,798 180,000 139,200 48,608 $14,910,606

$771,687 $19,650 $8,000 $23,608 $822,945

5.6% 12.3% 6.1% 94.4% 5.8%

$206,484 1.25

$172,663 1.5

$0 1.5

$0 2.25

$0 0.75

n/a 50.0%

$11,474,688 $57,631 1.25

Fiscal Year 2017 Annual Budget

$ Change from FY16 Budget

% Change from FY16 Budget

General Insurance Fund Budget Summary FY 2016 Adopted Budget

FY 2014 Actual

FY 2015 Actual

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

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

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

Interest Income/Other

21,443

22,610

25,000

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

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

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

$3,269,614

$3,534,492

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

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

$2,709,737

$3,384,683

$559,877

$149,809

($0)

1.50

2.50

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

FY 2017 $ % Proposed Change From Change From Budget FY16 Budget FY16 Budget

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

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

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

25,000

0.00%

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

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

0.00% 0.00% 400.00% 47.06%

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

$279,955

7.50%

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

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

10.56% 1.66% 74.97%

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

$279,955

7.50%

n/a

0.00

0.00%

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

City of Coral Springs, Florida

($0) 2.50

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

Revenues

Expenses

Interfund Transfers: (96% of total revenues)

$3,864,456

Workers’ compensation: (42.0% of total expenses)

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

Workers’ compensation claims are estimated to increase by $161,000 or 10.5%. Property/motor vehicle liability: (53.1% of total expenses)

$2,130,732

This represents a $34,694 or 1.6% increase for property/motor vehicle liability due mainly to a rise in property insurance premium costs. Casualty/general claims: (4.9% of total expenses)

$125,000

Recoveries revenue consist of motor vehicle, property, and workers’ compensation recoveries. Recoveries in Worker’s Compensation are projected to increase $40,000 or 400% in Fiscal Year 2017. Interest Income: (0.6% of total revenues)

$1,687,297

$196,427

Casualty/general claims are expected to increase by 74.9% from Fiscal Year 2016 budget.

$25,000

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

General Insurance Fund revenue and expense summary Sources Revenues: Interfund Transfers Recoveries Interest Income Total Revenues

FY 2013 Actual

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

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

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

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

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

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

6.6% 47.1% 0.0% 7.5%

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

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

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

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

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

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

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

10.6% 1.7% 75.0% 7.5%

($149,033) 1.5

$559,877 1.5

$149,808 1.5

$0 2.5

$0 0.0

n/a 0.0%

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

Fiscal Year 2017 Annual Budget

$ Change from FY16 Budget

% Change from FY16 Budget

Coral Springs Charter School Fund Budget Summary FY 2014 Actual

FY 2015 Actual

FY 2016 Adopted Budget

Revenues Intergovernmental Other Revenue/ Miscellaneous Appropriation of Fund Balance

$11,814,219 48,998 0

$12,120,478 52,322 0

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

$12,043,752 24,116 0

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

2.23% 18.87% -100.00%

Total Revenues

$11,863,217

$12,172,800

$12,052,503

$12,067,868

$15,365

0.13%

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

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

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

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

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

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

-0.04% 0.00% 66.67%

Total Expenditures

$12,251,013

$11,901,564

$12,052,503

$12,067,868

$15,365

0.13%

($387,796)

$271,236

n/a

Revenues in Excess of Expenditures

FY 2017 Proposed Budget

$ Change From FY16 Budget

% Change From FY16 Budget

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

Revenues Intergovernmental: (99.8% of total revenues)

Expenditures $12,043,752

This revenue represents funds received from Broward County for students attending the Coral Springs Charter School. Based on the updated calculation by the state for the new school year, revenues increased $263,230 or 2.23% from Fiscal Year 2016. Other revenue: (0.2% of total revenues)

$24,116

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

Operating expenditures CSUSA: (87.8% of total expenditures)

$10,597,868

This represents the funds needed to operate the Coral Springs Charter School. Total operating expenses decreased by $4,635 or 0.04%. Transfer to General Fund: (11.8% of total expenditures)

$1,420,000

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

$50,000

Capital expenditures will be used for air conditioning repairs.

City of Coral Springs, Florida

Public Art Fund Budget Summary FY 2014 Actual

FY 2015 Actual

FY 2016 Adopted Budget

FY 2017 Proposed Budget

$ % Change From Change From FY16 Budget FY16 Budget

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

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

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

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

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

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

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

Expenditures Operating Expenses Capital Total Expenditures

$46,864 20,000 $66,864

$122,387 20,355 $142,742

$187,000 20,000 $207,000

$37,000 320,000 $357,000

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

-80.21% 1500.00% 72.46%

$22,823

$20,674

Revenues in Excess of Expenditures

n/a

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

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

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

Fiscal Year 2017 Annual Budget

Equipment Services Fund Budget Summary FY 2016 Adopted Budget

FY 2017 Proposed Budget

$ % Change From Change From FY16 Budget FY16 Budget

FY 2014 Actual

FY 2015 Actual

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

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

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

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

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

-0.28% -0.28% -0.28%

1,885,333 214,748 468,704

1,979,580 225,453 492,136

2,262,929 284,710 448,752

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

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

7.53% 9.17% 30.22%

(2,397) 157,921

41,917 291,224

50,000 120,000

50,000 144,000

$0 $24,000

0.00% 20.00%

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

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

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

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

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

-28.89% 0.00% n/a 5.39%

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

0 3,237,402 3,237,402

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

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

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

-17.24% 3.95% 2.67%

$9,377,054

$9,501,448

$9,836,254

$431,684

4.39%

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

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

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

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

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

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

4.09% 3.34% -11.56% 11.08% 2.04%

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

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

0 3,237,402 3,237,402

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

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

$166,740 134,790 301,530

521.06% 3.95% 8.76%

$9,377,054

$9,031,634

$9,836,254

$431,684

4.39%

$469,814

n/a

15.00

0.0%

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

Grand Total Expenses Revenues in Excess of Expenses Positions

City of Coral Springs, Florida

$10,267,938

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

Equipment Service Fund revenue and expense summary

FY 2013 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

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

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

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

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

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

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

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

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

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

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

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

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

$96,924 15

$0 15

$469,814 15

$0 15

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

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

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

FY 2014 Actual

Fiscal Year 2017 Annual Budget

$ Change from FY16 Budget

$0 0.0

% Change from FY16 Budget

n/a 0.0%

Revenues Major revenues in the Equipment Services Fund include: Interfund transfers: (61.5% of total revenues) $ 6,313,663 Departments are charged an annual administrative fee plus a proportional fuel, maintenance and replacement cost of their assigned vehicles and their share to operate the fleet division. Overall revenues increased by 4.39% from Fiscal Year 2016. This is mainly due to an increase in vehicle chargebacks. For Fiscal Year 2017, interfund transfers into the Equipment Services Fund are allocated as follows: • Chargeback: General Fund: $ 2,433,262; Fire $ 584,356; Water and Sewer Fund $ 310,824. • Fuel and maintenance transfers: General Fund $ 2,401,856; Fire $ 361,609; Water and Sewer Fund $ 221,756 Appropriated Fund Balance: (36.3% of total revenues)$ 3,724,775 This revenue appropriation consists of $181,435 allocated for capital enhancements and $3,543,340 for replacement of vehicles and equipment. Miscellaneous Income: (2.2% of total revenues) $ 229,500 This source of revenue includes: • Return on investment or interest earnings on fund balance during the fiscal year. The projected interest for Fiscal Year 2017 is budgeted at $50,000, remaining at the same FY 2016 budgeted levels. • Auction of vehicles is estimated at $144,000. This amount represents a $24,000 or 20.0% increase from the previous year’s budget.

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

$7.2

$7.1

Millions

$5.0

$3.0

$5.5

$5.1

$4.0 $4.1 $3.4

$3.8 $3.7

$4.6 $3.6

$3.5

$2.0 $1.0 $Ͳ

City of Coral Springs, Florida

Pension Fund Budget Summary FY 2016 Adopted Budget

FY 2017 Proposed Budget

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

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

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

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

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

$12,698,654

$12,898,198

$12,684,265

$12,216,095

($468,170)

-3.69%

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

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

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

$7,664,000 1,600,000 1,626,448 587,735 204,285 529,000 4,627

($466,000) ($100,000) $64,845 $14,587 $18,571 $0 ($173)

-5.73% -5.88% 4.15% 2.55% 10.00% 0.00% -3.60%

$12,698,654

$12,898,198

$12,684,265

$12,216,095

($468,170)

-3.69%

n/a

FY 2014 Actual

FY 2015 Actual

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

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

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

$ % Change From Change From FY16 Budget FY16 Budget

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

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

Fiscal Year 2017 Annual Budget

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

$7,664,000

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

$1,600,000

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

$1,626,448

This represents a $64,845 or 4.1% increase from Fiscal Year 2016. This is a defined contribution plan available to full-time general employees. Management (ICMA) expense: (4.8% of total expenses)

$587,735

This represents a $14,587 or 2.5% increase from Fiscal Year 2016. This is a defined contribution plan, based on salary, available to managers and supervisors. General employee pension expense: (4.3% of total expenses)

$529,000

This is a single-employer defined benefit plan that was established in 1973 and was closed to new participants in 1988. This expense will remain the same in Fiscal Year 2017. OPEB (1.7% of total expenses)

$204,285

This represents the City’s contribution to Other Post Employment Benefits (OPEB) provided to the City’s retired employees. These benefits principally involve health care benefits, but also may include life insurance, disability and/or other services. This expense increased $18,571 or 10% from Fiscal Year 2016. City Commission pension expense: (0.04% of total expenses)

$4,627

There is a slight decrease of $173 or 3.6% from Fiscal Year 2016. This is a former Commission closed pension plan with only one remaining participant.

City of Coral Springs, Florida

Solid Waste Fund Budget Summary

FY 2016 FY 2013

FY 2014

FY 2015

Adopted

Actual

Budget

$4,042,989

FY 2017

Proposed Change From Change From Budget

FY16 Budget FY16 Budget

Revenues: Solid Waste Non Franchise

$3,908,538

Appropriated Fund Balance

$3,908,538

$4,042,989

$4,092,700 $4,347,900

$255,200

6.24%

(214,218)

n/a

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

$40,982

0.95%

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

214,218

Expenditures: $2,995,990

$4,190,011

$111,200

2.66%

Personal Services

n/a

41,982

$42,658

676

1.6%

Benefits

n/a

18,956

$19,562

606

3.2%

720,285

36,000

71,500

(71,500)

n/a

$3,716,275

$4,226,011

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

$40,982

0.95%

Revenues in Excess of Expenditures

$192,263

($183,022)

# FTEs

0.00

Operating Expenses

Interfund Transfer (to Capital)

0.00

n/a

0.75

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

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

Expenses $4,347,900

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

Operating Expenses: (99% of total expenses)

$4,285,680

This represents the cost for the waste hauler contract with Waste Pro and the waste disposal contracts with Sun Bergeron and Wheelabrator.

Solid Waste Assessment Residen al Solid Waste Assessment*

2014

2015

2016

2017

$220.92

$225.84

$234.75

$239.75

*The residential solid waste assessment is included on the property tax bill issued each November. The assessment period is the upcoming calendar year.

Fiscal Year 2017 Annual Budget

Debt Service Fund Budget Summary FY 2014 Actual

FY 2015 Actual

FY 2017 Proposed Budget

FY 2016 Budget

Change from Change from FY16 Budget FY16 Budget

Revenues Ad Valorem Taxes Transfer from General Fund Transfer from Fire Fund Transfer from Water & Sewer Fund Transfer from Capital Projects Appropriated Fund Balance Proceeds of Refund Bond Lease Principal Contribution Interest Rebate-Revenue Bond Series 2010 Other Interest Income

$1,508,312 4,495,695 282,860 50,000 9,441,272

$1,573,553 $2,378,418 4,659,631 6,867,832 282,860 282,860 50,000 50,000 114,409 109,891 104,296 4,670 6,676 12,570 $ 15,897,217 $ 6,682,611 $ 9,695,976

Total Revenues

2,536,685 $ 6,860,269 282,860 50,000 400,000 98,606 12,236 $ 10,240,655 $

158,267

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

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

544,679

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

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

$ 607,375.00 $ 606,156.00 $ 526,479 530,516 345,582 437,721 1,500 750 1,480,936 1,575,144

$ 533,736 1,001,478 843,124 2,000 2,380,338

$ 531,603 (2,133) 998,541 (2,936) 1,006,877 163,752 1,250 (750) 2,538,271 157,933

1,670,680 $ 3,550 1,617,505 (64,658) 511,888 (6,139) 473,756 519,600 248,062 1,245,129 448,879 1,405,114 5,114 650 7,692,384 386,746

Total Revenue Bonds

231,743 $ 1,669,663 529,807 473,757 519,600 10,887,509 650 14,312,729

1,666,830 $ 1,676,788 523,998 473,757 519,530 241,861 650 5,103,413

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

35,253 $ 35,253

681 $ 681

10,000 $ 10,000

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

Other Issuance Costs

Total Other Total Expenditures Revenues in Excess of Expenditures

$15,828,918

6,679,238

$68,299

$3,374

$9,695,976 $

10,000 $ 10,000

$ 10,240,655 $ $

544,679

*Capital Improvement Revenue Bond Series 2010 (aka Build America Bond) issued in December 2010 **Lease Purchase Financing was initiated in June 2013 for phone system

City of Coral Springs, Florida

Debt Service Fund Description The Debt Service Fund is used to account for the repayment of voter-approved long-term general obligation debt, as well as other long-term financing utilized by the City, including but not limited to franchise revenue bonds, capital revenue bonds and notes, lease purchase financing and bank loans. Ad valorem taxes are used to pay debt service on general obligation bonds; debt service obligations on all other financing is allocated to various City funds. The Fiscal Year 2017 Debt Service Fund budget is $10,240,655. This represents an increase of $544,680 or 6% from the Fiscal Year 2016 budget primarily due to paying the first full year of debt service on the new 2015 GO Bond and the Phase 2 Municipal Complex financing.

Debt Service Fund revenues - $10,240,655

Revenues

Other 1.1%

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

Ad Valorem Taxes 25.9%

24.8% of total revenues

Ad valorem taxes represent a levy of $0.2948 per $1,000 of taxable assessed value on real and personal property. This debt service millage rate is calculated separately from the operating millage rate and covers the debt service on the City’s general obligation bonds (voted debt) only. There is no legal debt millage limit established by the state of Florida for municipalities, counties, or independent taxing districts. The City, however, complies with its self-imposed debt policy to limit its General Fund debt to no more than 12.5% of the total General Fund budget and limit total outstanding debt to 5% of the City’s total taxable assessed value.

Fire Fund 2.9%

General Fund 70.1%

Transfers from Other Funds: $7,193,129 70.2% of total revenues Transfers in from other funds are the debt service payments for which each fund bears responsibility for the non-voted outstanding debt, including franchise and capital revenue bonds, a recovery zone bond, and lease purchase financing.

Expenditures The total GO (General Obligation) debt service budgeted in Fiscal Year 2017 is $2,537,021, or 24.8% of total expenditures. This debt service is for three outstanding GO bonds. • GO Refunding Bond Series 2005B This bond, issued July 6, 2005, matures October 1, 2018. Debt service totals $531,603 for principal and interest, leaving an outstanding balance at year-end of $1,025,000. This bond refunded the GO Series 1998 C&D, originally issued to fund North Community Park and Mullins Gymnasium. • GO Refunding Bond Series 2013 This bond, issued April 25, 2013, matures October 1, 2027. Debt service for the year is $998,541 and the year-end balance will be $12,703,613. Refunded at a 2.18% interest rate, replacing the original 4.2% rate, this bond was originally issued in 2006 to fund the Mullins Master Plan project,including additional Public Safety Building space, a new fire station, and parking and access improvements to Mullins Park. • GO Bond Series 2015 Public Safety Approved by voters in November 2014, this $12.45 million bond was issued in January 2015 at a rate of 2.40% to fund four high priority projects: Upgrade Public Safety communications, construct two new fire stations, construct a new Safety Town, and renovate the CSI building. Debt service will be $1,006,877.

Fiscal Year 2017 Annual Budget

Total debt service for the non-voted debt is $7,692,384, or 75.1% of total expenditures. These are payments for seven outstanding debt issuances plus the estimated debt service for Phase 2 of the Municipal Complex. • Franchise Revenue Bond Series 2014 The 2004 Franchise Bonds refunded in 2014 at a new rate of 1.7% to mature September 1, 2020. The 2004 Franchise Revenue bond had previously refunded the 1994, 1996, 1998 and 1999 Series, which were issued to fund Public Works projects, parks projects, as well as other major projects and infrastructure improvements. Debt service is $1,670,680; the balance at year-end will be $4,840,874.

Debt Service Fund expenditures - $10,240,655 Other 0.1%

General Obligation Bonds 24.8%

Revenue Bonds/Loans 75.1%

• Capital Revenue Bond Series 2015 Originally issued August 14, 2008 to refund two capital revenue bonds from the Florida Intergovernmental Financing Commission, (FIFC 2001A and FIFC 2002B) this debt was refunded in October 2015 at a 1.75% interest rate. It matures September 1, 2021. Debt service is $1,617,505. The outstanding balance will be $6,203,000. • Capital Revenue (RZED) Bond Series 2010 As part of the 2009 Federal stimulus (American Recovery and Reinvestment Act), the City issued taxable Recovery Zone Economic Development (RZED) bonds, with a rebate of 45% of the taxable interest paid. Issued December 14, 2010 with a maturity date of April 1, 2030, the proceeds funded downtown improvements. Debt service net of the expected rebate is $413,282 and the year-end balance will be $4,368,486. • Capital Revenue Note 2013 Issued July 5, 2013 to mature September 1, 2023, this low interest rate debt (1.95%) funded the Fiscal Year 2013 Capital Improvement Plan. Debt service is $519,600, and the year-end outstanding balance will be $2,915,419. • Lease/Purchase Financing 2013 A critical technology and infrastructure upgrade was funded with a lease/purchase agreement dated June 20, 2013 with a maturity date of December 1, 2017. Debt service is $473,756, and the outstanding balance will be $462,439. • Municipal Complex Loan (Phase I) 2014 Funding sufficient to meet the near-term cash flow needs of the municipal complex project was obtained on September 10, 2014 with a maturity date of September 1, 2024. Interest-only debt service is budgeted at $248,062. With no principal payments planned until Fiscal Year 2021, the outstanding balance will remain at $10,043,000. • Capital Revenue Bond 2015B A $12 million bond was issued December 18, 2015 at a rate of 2.32% to fund three years’ of vital capital projects. Maturing September 1, 2025, debt service is $1,405,114. The outstanding balance will be $10,155,000. • Municipal Complex Loan (Phase 2) 2016 est. The remaining funding needed for the Municipal Complex project is expected to be issued in September 2016 with debt service of $1,245,129 (estimated) for Fiscal Year 2017.

City of Coral Springs, Florida

Debt Service Schedule

Fiscal

Franchise Revenue

2008 Capital

Capital

Lease/Pur.

Municipal

Capital

Municipal

1997 CD

2006

2015

Refunding

Revenue

Capital

(Phone System)

Cmplx Loan

Revenue

Cmplx Loan

Refunding

Public Safety

(94,96,98,99,04)

Refunding

(RZED)

Revenue

Agreement

Phase I

Bond

Phase II

Series 2014

Series 2015

Series 2010

Series 2013

2013

2014

2015B

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

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

P Int

450,000 80,516

128,531 309,191

DS EB

530,516 1,980,000

437,722 14,118,768

P Int

470,000 63,736

701,333 300,145

DS EB

533,736 1,510,000

1,001,478 13,417,435

P Int

485,000 46,603

713,822 284,719

DS EB

531,603 1,025,000

998,541 12,703,613

P Int

500,000 28,750

730,783 268,973

DS EB

528,750 525,000

999,756 11,972,830

P Int

525,000 9,844

742,114 252,919

DS EB

534,844 0

995,033 11,230,716

P Int

1,302,892 230,628

DS EB

1,533,520 9,927,824

P Int

1,328,096 201,950

DS EB

1,530,046 8,599,728

P I

1,357,048 172,682

DS EB

1,529,730 7,242,680

P I

1,389,632 142,743

DS EB

1,532,375 5,853,048

P I

1,415,726 112,165

DS EB

1,527,891 4,437,322

P I

1,450,388 80,924

DS EB

1,531,312 2,986,934

P I

1,479,744 48,986

DS EB

1,528,730 1,507,190

P I

1,507,190 16,428

DS EB

1,523,618 0

P I

2029

P I

2030

P I

TOTAL TOTAL TOTAL

P I DS

$ 5,855,000 $ 1,521,956 $ 7,376,956

$ 14,302,475 $ 2,712,861 $ 17,015,336

Sabadell June 3, 2014

1.7002%

16,098,768

$7,780,000 10/14/2015 9/1/2021 1.7500% 1,275,000 401,788

493,810.00 349,314.28

7,934,944

8,780,000

1,665,143 1,532,236 713,195 134,894

1,419,000 224,700

843,124.28 $ 2,378,338 1,667,130 1,643,700 11,956,190.00 26,883,625 6,402,708 7,686,000 728,672 278,205

1,927,494 1,561,834 609,527 108,846

1,483,000 134,505

1,006,877 $ 2,537,021 1,670,680 1,617,505 11,227,518 24,956,131 4,840,874 6,203,000 746,160 260,507

1,976,943 1,585,010 558,230 82,295

1,509,000 108,553

1,006,667 $ 2,535,173 1,667,305 1,617,553 10,481,358 22,979,188 3,255,864 4,694,000 764,068 242,384

2,031,182 1,614,862 1,539,000 505,146 55,350 82,145

1,006,452 $ 2,536,328 1,670,212 1,621,145 9,717,290 20,948,006 1,641,002 3,155,000 2,085,298 1,641,002 1,566,000 454,454 27,897 55,213

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

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

Dec 14, 2010 July 05, 2013 Jun 20, 2013 Sep 1, 2023 2.7995%

Sep 10, 2014

Dec 18, 2015 Sep 1, 2025

(estimated)

tbd

1.9502%

2.4474%

2.4700%

430,083 43,674

Ͳ 241,861

3,908,819 1,075,534

405,517 4,912,001

519,600 3,814,533

473,757 1,354,439

241,861 10,043,000

$ 36,838,917

268,006 445,216 145,725 74,384

440,608 33,148

Ͳ 248,062

791,000 197,104

519,600 473,756 3,369,317 913,830

248,062 10,043,000

988,104 11,298,000

275,509 453,898 137,774 65,702 413,283 4,368,486

tbd

$ 4,984,352

$ 5,954,084

Ͳ 248,062

1,143,000 Ͳ 262,114 1,245,129

5,368,633 2,224,496

248,062 10,043,000

1,405,114 10,155,000

38,988,218

1,245,129

$ 7,593,129

462,439 11,318

Ͳ 248,062

1,170,000 Ͳ 235,596 1,176,500

5,472,420 2,048,774

519,600 473,756 2,452,670 Ͳ

248,062 10,043,000

1,405,596 8,985,000

33,515,798

1,176,500

$ 7,521,194

291,150 471,773 121,198 47,827

Ͳ 248,062

1,197,000 Ͳ 208,452 1,176,500

5,113,785 1,939,534

412,348 3,794,114

248,062 10,043,000

1,405,452 7,788,000

28,402,013

1,176,500

$ 7,053,319

299,301 480,972 112,560 38,628

Ͳ 248,062

1,225,000 Ͳ 180,682 1,176,500

5,212,275 1,839,541

411,861 3,494,813

519,600 1,499,925

248,062 10,043,000

1,405,682 6,563,000

23,189,738

2,129,279 406,773

1,589,000 27,808

307,680 490,351 103,681 29,249

1,051,000 248,062

1,253,000 Ͳ 152,262 1,176,500

4,691,031 1,737,561

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

1,616,808 Ͳ

411,361 3,187,133

18,498,707

801,183 204,823

1,176,500

$ 7,051,816

$ 6,428,592

519,600 1,009,574

1,299,062 8,992,000

1,405,262 5,310,000

2,177,460 358,046

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

2,755,000 222,102

1,282,000 Ͳ 123,192 1,176,500

4,853,207 1,636,034

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

1,405,192 4,028,000

13,645,500

820,412 185,364

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

2,977,102 6,237,000

2,229,734 308,181

325,148 85,169

509,661 9,938

2,824,000 1,312,000 Ͳ 154,054 93,450 1,176,500

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

410,317 2,545,691

519,599 $ Ͳ

2,978,054 3,413,000

840,102 165,438

1,176,500

$ 6,489,241

1,176,500

$ 6,489,920

334,251 75,523

3,413,000 1,342,000 Ͳ 84,301 63,011 1,176,500

5,089,251 1,399,335

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

409,774 2,211,440

3,497,301 Ͳ

1,405,450 2,716,000

1,176,500

$ 6,488,586

343,608 61,909

1,374,000 1,870,000 31,877 1,176,500

3,587,608 1,270,286

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

405,517 1,867,832

1,405,877 Ͳ

1,867,832

1,405,011 1,374,000

3,046,500

2,381,796 151,730

353,228 52,290

1,918,250 1,176,500

405,518 1,514,604

3,094,750

2,430,892 97,263

363,116 42,401

1,969,125 1,176,500

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

405,517 1,151,488

3,145,625

945,870 58,400

373,282 32,236

2,017,500 1,176,500

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

405,518 778,206

3,194,000

968,571 35,426

383,732 21,786

2,073,375 1,176,500

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

405,518 394,474

3,249,875

991,817 11,902

394,474 11,043

2,167,500 1,176,500

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

405,517 Ͳ

3,344,000

923,702 80,835

$ 12,450,000 $ 2,468,339 $ 14,918,339

$ 32,607,475 $ 6,703,155 $ 39,310,630

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

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

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

$ 9,589,647

$ 9,591,568

$ 8,964,644

$ 9,024,747

$ 9,027,835

$ 9,021,775

3,585,440

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

902,052 102,744

$ 10,056,366

8,674,691

2,331,299 205,064

880,911 124,139

$ 10,130,150

4,970,809 1,519,111

2,275,990 257,198

860,264 145,033

$ 8,332,422

$ 44,356,850

451,392 22,365

519,600 1,980,897

$ 6,558,746

4,896,066 1,058,018 Ͳ

519,600 473,756 2,915,419 462,439

283,222 462,749 129,600 56,851 412,822 4,085,264

DEBT SERVICE TOTAL

$28 Million

260,707 436,701 144,810 82,899

413,731 4,643,995

2.3200%

2016

OTHER DEBT TOTAL

1,621,213 1,589,000

782,406 223,826

1,006,232 $ 2,539,752 1,668,899 8,934,884 18,862,708 Ͳ

991,817 11,902

DS EB

$9,441,272

$ 1,574,394 1,666,830 1,676,788

968,571 35,426

DS EB

$37,312,475

1,173,531 1,506,328 400,863 160,502

945,870 58,400

DS EB

GO TOTAL

$ 4,857,894

$ 7,394,257

2,271,478 1,228,790

$ 3,500,268

$ 6,033,794

1,514,604 2,332,241 1,218,901

$ 3,551,142

$ 6,079,297

1,151,488 2,390,782 1,208,736

$ 3,599,518

$ 4,603,788

778,206 2,457,107 1,198,286

$ 3,655,393

$ 4,659,390

394,474 2,561,974 1,187,543

$ 3,749,517 Ͳ

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

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

Fiscal Year 2017 Annual Budget

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

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

tbd tbd

$61,832,852 $11,238,062 $73,070,914

$ 4,753,236

Capital Improvement Program The Capital Improvement Program (CIP) is an economical and responsible financial plan to ensure quality public services today and in the future. The CIP is a separate budgeting process within the annual operating budget. Collectively, the CIP and the Five-Year Forecast serve as a road map to intelligently plan for the City’s future. The capital expenditures for Fiscal Year 2017 is programmed at $26,352,799. General Fund Water and Sewer Equipment Service Fund Fire Fund Charter School Fund Public Art Fund Tree Trust Fund

$15,334,819 $6,630,400 $3,742,080 $565,500 $50,000 $20,000 $10,000

The CIP procedure is used to plan, budget, and finance the purchase and/or construction of large capital infrastructure, facilities, equipment, and other fixed assets. The City uses this process to ensure these expensive, long-lived projects are aligned with its strategic direction and that the money is prudently spent. The capital item to be undertaken or purchased, the year in which it will be started, the anticipated capital outlay each year, the estimated impact on the operating budget, and the method of financing the project are all listed in the CIP summaries that follow this description. The six-year Capital Improvement Program includes Fiscal Year 2017 budget and expenditure projections for the next five years. The total capital plan for Fiscal Years 2017 through 2022 is $148,800,715.

Capital expenditure Fiscal Years 2017-2022 ($148,800,715)

Charter School 0.7%

Solid Waste 0.8%

Equipment Services 26.3%

General Fund 41.3%

Public Art 0.1%

Water and Sewer 26.3%

Capitalpexpenditure Fiscal Year 2017 ($26,352,799) p ($ , , )

Equipment Services 14.2%

Fire Fund 2.1%

Water and Sewer 25.2%

The Capital Improvement Program provides detailed information for all CIP projects with capital outlays greater than $5,000 that the City plans to construct, improve, or purchase during Fiscal Years 2017 through 2022. The following policy guidelines are used to define a capital expenditure and steer the management of the process:

Fire Fund 4.6%

General Fund 58.2%

Public Art 0.1%

• A capital expenditure is defined as a major construction, expansion, purchase, or major repair/replacement of buildings, utility systems, streets, or other physical structures or property which has an estimated total cost of $5,000 or more and generally has an expected life of at least five years. • Capital items under $5,000 are generally included in the various Fiscal Year 2016 funds’ operating budgets. • Capital improvements are programmed and scheduled based on the City’s projected financial ability to purchase and maintain the capital project. All projects are prioritized and ranked based on criteria including the strength of the linkage between the capital expenditure and the City’s strategic priorities. • General Fund debt service expenditures will not exceed 12.5% of the total annual General Fund budget. • Voter-approved general obligation debt outstanding will not exceed 5.0% of the City’s total taxable assessed valuation.

City of Coral Springs, Florida

CIP Selection Process The CIP is updated annually to make adjustments for changing capital needs, changes in availability and cost of funds, and to add a year of programming to replace the year just completed. The CIP process begins in early January with an evaluation of the capital budgeting process to determine if there are any changes that will make the process more user-friendly, efficient, or effective. Next, departments conduct a fixed assets inventory including an inventory of vehicles, computers, and printers. Each department submitting a capital acquisition request must complete a Project Description Form (to the right). The request includes the following information: project title, department/ division, linkage to strategic priority or initiatives, expected life of equipment (when applicable), additional operating cost/savings, additional revenue or income, contingencies, project description, project update, alternatives, impact on other departments, and a justification.

One of the key components in the CIP process has been the linkage of the Capital Improvement Program to the Strategic Plan. In the spring, capital requirements flowing from the adopted Strategic Plan and Business Plan are identified. Each project recommended for inclusion in the Fiscal Year 2017 capital budget is linked to the Strategic Plan as it relates to the City Commission’s five priorities. The CIP also takes into consideration department needs, the Comprehensive Plan Capital Improvement element, and the Water and Wastewater Master Plan. Prior to being included in the six-year Capital Improvement Program, each potential project is analyzed to determine its financial impact on operations, operating expenditures, and revenues. The total cost of each recommended project is identified as part of the capital budgeting process and associated operating expenses are included in the operating budget. In the CIP, the Project Description Form for each project identifies expected debt service costs, including interest rate and life expectancy assumptions, and operating and maintenance costs for new equipment. Fleet requests are accompanied by a Fleet Replacement Form (below) identifying the vehicle type, quantity, replacement cost, vehicle identification numbers, model type, and specialty items necessary to put the vehicle in service. In addition, current status and condition of each vehicle is required as part of the justification submitted for review (e.g. mileage, life-to-date repair cost, etc). The City evaluates each project recommended for inclusion in the Fiscal Year 2017 capital budget through a CIP project prioritization funding exercise. The goal of this exercise is to reduce subjectivity when comparing projects and ensure that projects are prioritized on a citywide perspective- balancing needs and budget with strategic priorities. The CIP Review Committee— made up of the City Manager, the department requesting the capital, and staff from the Budget office—discusses all capital requests with further justification, research, and analysis during the budget meetings. If the need proves to be valid and the capital is part of the City’s overall strategic plan, the project is recommended for approval. The Senior Management Team reviews the entire list of proposed capital projects along with the funding sources and restraints. A final list of projects is recommended to the City Commission by this team for inclusion in the capital budget.

Fiscal Year 2017 Annual Budget

CIP Project Categories: Capital projects are divided into one of three primary categories: Capital improvement projects: The purchase, replacement, maintenance, and repair of infrastructure and fixed assets is budgeted and accomplished through the Capital Improvement Program.

Computer Replacement Program contributions and expenses

Planned Fiscal Year Expenditures 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Fleet replacement: The entire inventory of vehicles and equipment is evaluated annually in order to prioritize replacement and repairs needed in the upcoming year, based on age, condition, maintenance cost, and expected life of each equipment. The Equipment Services Fund provides for the purchase, replacement, and maintenance of the City’s fleet and other large equipment (such as generators or tillers). This is an internal service fund in which departments are charged for the usage or depreciation of the equipment.

$1,013,350 $776,100 $889,120 $610,300 $1,190,000 $1,064,450 $739,600 $905,470 $510,085 $1,340,250 $1,080,800

Contributed Depreciation $734,043 $787,445 $808,447 $830,499 $853,654 $877,967 $903,495 $930,300 $958,445 $987,997 $1,019,027

YearͲend Balance 1,002,954 1,014,299 933,626 1,153,825 817,479 630,996 794,892 819,722 1,268,082 915,829 854,056

This recurring source of money makes the fund selfsufficient. Existing assets are replaced on a life cycle replacement schedule. New equipment can be added through a new initiative if it can be shown to support the Strategic Plan. The table below shows the estimated replacement cost of the City’s fleet inventory for the next ten years with corresponding annual contributions required from department users of vehicles, in order to make “pay-as-you-go” fleet purchases. This annual contribution eliminates borrowing money to finance a vehicle’s replacement. In Fiscal Year 2017, the City will invest nearly $3.5M to replace vehicles and equipment that otherwise would be more costly to maintain. Computer replacement: The Computer Replacement Program is used to purchase and maintain computer hardware (including scanners, laptops, and desktops) and software. This is also a self-sufficient, internal service fund. Existing computer technologies are replaced on a standardized replacement schedule that considers legacy as well as usage. The table above shows the annual investment cost to replace the existing inventory of computers.

Fleet Replacement Program contributions and expenses Fiscal Year 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Expenses $3,543,340 $7,117,090 $4,087,419 $3,658,731 $3,774,069 $5,147,826 $3,600,982 $3,477,819 $5,523,774 $4,632,071 $7,179,313

Contributed Depreciation $3,328,442 $3,694,571 $3,879,299 $4,073,264 $4,276,927 $4,490,774 $4,715,312 $4,951,078 $5,198,632 $5,458,563 $5,731,492

Intra Fund Transfer $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $0

Estimated Interest $39,800 $39,049 $6,215 $5,196 $10,393 $16,525 $11,120 $23,375 $39,341 $37,483 $47,123

Year-End Balance $3,904,939 $621,469 $519,564 $1,039,293 $1,652,544 $1,112,017 $2,337,467 $3,934,101 $3,748,300 $4,712,275 $3,311,577

City of Coral Springs, Florida

Capital Projects Funding

CIP funding sources- Fiscal Year 2017

Funding for capital projects can be obtained from any of the following sources: General Fund, Fire Fund, and Water and Sewer Fund operating revenues—these appropriated revenues will generally be used to purchase modest, routine operating capital items. Franchise revenue bonds and capital revenue bonds—this consists of debt that is secured through the pledge of City General Fund franchise revenues and other non-ad valorem revenues. Water and Sewer revenue bonds—the Water and Sewer Fund is an enterprise fund supported by fees for service rather than by taxes. Revenue bonds are repaid with revenues generated from this fund, not by contributions from the General Fund. Revenue bonds are obtained to increase plant capacity and modernize the Utility system.

Funding Source

Budget

Operating General Fund

$500,000

Fire Fund

$565,500

Equipment Services Fund Water and Sewer Fund

$3,543,340 $325,000

Equity Financing General Fund

$752,434

Equipment Service Fund

$198,740

Water and Sewer Fund

$591,400

General Fund Loan

$10,154,919

Grants

General obligation bonds—this funding source requires voter approval and is used to finance major capital projects with an expected life of 15 to 30 years. Debt retirement is achieved through a special ad valorem debt millage separate from the General Fund ad valorem operating millage.

CDBG

$522,781

HOME Grant

$148,948

TAP Grant

$1,000,000

Variable-rate debt bonds and loans—this funding source will be used to purchase capital items through a financial institution with a contractual obligation specifying payment terms, including principal and interest to be paid over a period of time.

Grant Dependent

$1,494,000

Equity Financing— this is generally known as “pay-asyou-go” financing and involves dedicating budget surpluses that are generated in previous years to fund capital purchases. When the City equity finances some of its CIP, it reduces the amount of debt that needs to be issued.

SHIP Grant

$591,737

Dept of Environ. Protection

$190,000

Tree Trust Fund

$10,000

Public Art Fund

$20,000

Charter School Fund

$50,000

Facilities Reserve

$55,000

Impact Fees Renewal and Replacement Fund Total FY 2017 CIP

$425,000 $5,214,000 $26,352,799

Florida Department of Environmental Protection (DEP) loan—this program provides low-interest loans for planning, designing, and constructing drinking water and wastewater projects. This program is also known as a State Revolving Fund (SRF) Loan. Grants—this funding source refers to giving of funds for a specific purpose. Funds may be granted from federal, state, or local sources, such as Community Development Block Grant (CDBG), Urban Area Security Initiative (UASI), Federal Emergency Management Administration (FEMA), Florida Department of Transportation, Florida Department of Environmental Protection, Justice Assistance Grant (JAG), Resource Recovery Board, Florida Department of Health, etc. Tax Incremental Financing (TIF)—this captures the future taxes of real estate improvements in a designated area to pay the present cost of these improvements. In summary, the six-year CIP provides the necessary components of a sound Capital Improvement Program. The table on the right lists the sources of financing for the capital budget in Fiscal Year 2017.

Fiscal Year 2017 Annual Budget

Impact of CIP on the Operating Budget Operating Capital Operating capital is a funding source for capital requests, vehicles, and equipment that are relatively modest in cost, have a short life expectancy and/or are purchased annually or fairly regularly. Each fund allocates money to make appropriate purchases or enhancements, financed through recurring revenues. Projects funded through operating capital in Fiscal Year 2017 totals $4,933,840. Please see CIP Operating Capital- Fiscal Year 2017 table for individual project costs. General Fund The General Fund operating capital for Fiscal Year 2017 totals $500,000. The replacement of existing speed humps, guardrails, bus shelters and park amenities along with resurfacing of basketball courts and street lights and security upgrades will be included in the General Operating Capital. Also included will be the purchase of Trackit software for Development Services, video storage and Flexscan machines for the City Managerâ&#x20AC;&#x2122;s Office and CSI building roof replacement as well as taser replacements for the Police Department. The design of the Turtle Run Park Turn lane and the grant match for the dock at Riverside are also included in the General Fund Operating Capital. Fire Fund The Fire Funds operating capital for Fiscal Year 2017 totals $565,500. This allocation will be used for on-going improvements and upkeep of the fire stations, replacement of Personal Protective Equipment and Tactical Rescue Training Equipment, Thermal Imagers, replacement of radios for CERT team, Honor Guard Uniforms, and flashover Replacement. These funds will also continue support the on-going program to install traffic light controllers at major intersections to allow safe and quick access to emergency vehicles as well as other projects listed in the CIP Operating Capital- Fiscal Year 2017 table. Water and Sewer Fund The Water and Sewer Fundâ&#x20AC;&#x2122;s operating capital of $325,000 will be used for ongoing replacement of fire hydrants, continued inspection, repair and maintenance of water and wastewater valves ensuring all components of the sanitary system will perform as needed during times of emergencies, installation of a new water fill station and new vehicle for Water Billing as well as other projects listed in the CIP Operating Capital -Fiscal Year 2017 table. Equipment Services Fund In Fiscal Year 2017, the City is projecting a $3,543,340 in operating capital expense in the Equipment Service Fund to replace vehicles and equipment that have exceeded their useful life (refer to Fleet Assets for more information).

City of Coral Springs, Florida

CIP Operating Capital- Fiscal Year 2017 Fund

Budget

Fund

Budget

Fire

General Fund

Tactical Rescue Training Equipment

$65,000

Trackit Software

$50,000

Park Amenities

$4,337

Cooling Fans in Bay

$8,000

Resurfacing Basketball/Tennis/Hockey

$65,000

Traffic Pre-Emption

$25,000

Dock at Riverside Park- Grant Match

$ 21,475

Sparky Costume Replacement

New Hire Phone/Computer

$3,700

$5,000

Replacement Radios for the CERT team

$18,000

Rear Entrance Gate

$15,000

Solar Lighting

$10,000

Flashover Replacement

$10,000

Taser Replacement

$22,658

Thermal Imagers

$34,000

Honor Guard Uniforms

$15,000

CSI Building- Roof Replacement

$105,000

Keyless Door Access Speed Hump Repair and Restripe

$25,000

Street Light Upgrades

$5,000

Mobile Eyes Fire Inspection Services

$25,000

$15,000

Knox Box/ Switch Rekeying

$25,000

Guardrail Maintenance and Repair

$10,000

Handheld GPS Units

$17,500

Bus Shelters Repair and Replacement

$10,000

Fire Stations Painting & Improv.

$40,000

Personal Protective Equipment

$200,000

Turtle Run Park Left Turn Lane- Design

$10,000

Security System Upgrades

$ 7,830

Flex Scan Micro Fiche Digitzer

$60,000

Video Storage Solution

$80,000

Total General Fund Operating CIP

Forcible Entry Door Prop and Materials

$9,000

Fire Station Surveillance Camera

$19,000

Knox Mast Key Retention

$20,000

Total Fire Operating CIP Total FY 2017 Operating Capital

Fire Hydrant Replacement Prog.

$50,000

Broward Cty Water Conserv. Prog.

$29,000

Force Main Valve Repair/Repl Prog.

$45,000

Water Main Valve Repair/Repl Prog.

$45,000

Dead End Water Main Auto. Flusher

$20,000

CMMS

$85,000

New Water Billing Vehicle

$21,000

Water fill Station

$30,000 $325,000

Equipment Fund Vehicle and Equip. Replacement

$3,543,340

Total Equipment Operating CIP

$3,543,340

$10,000

$565,500

$500,000

Water & Sewer

Total Water & Sewer Operating CIP

Parking lot resurfacing/restriping

Fiscal Year 2017 Annual Budget

$4,933,840

Impact of CIP on the City’s Operating Budget (continued) Operating Expenses

CIP impact on the operating budget Fiscal Year 2017

CIP projects can affect the City’s operating budget by increasing expenditures and offset by anticipated savings or new revenues generated by the project. Major capital projects requested for Fiscal Year 2017 are comprised mainly of rehabilitation and improvements to the water and sewer facilities, virtual/data center infrastructure improvements in the Information Technology department, Aquatic Complex and Mullins Gym renovations, air conditioning maintenance, walkway renovation, road resurfacing in the Public Works departments, replacement of equipment for the Fire and Police departments and the continued construction of the new Municipal Complex. These projects improve but do not expand the level of service the City provides. The operating impact, therefore, is either negligible or indeterminable at this time due to the early stage of the projects.

Operating Budget $174,993,852

CIP Impact $28,700

Capital Improvement Budget $26,352,799

The operating impacts of other CIP projects are measurable and have been included in the operating budget. For example, the implementation of EMS PulsePoint will require an increase of $8,000 in software maintenance. The Wiles Road & 441 Entry improvements will increase landscaping and lighting electric costs by approximately $1,000 a year. The addition of a new water billing vehicle, two new unmarked Police vehicles, a Workman and two electric vehicles will result in an impact on the City’s operating budget by increasing gasoline/electric and depreciation costs. The additional fuel and maintenance cost for this new fleet is estimated at $3,900 and the annual depreciation charge for the use of this equipment is projected at $22,800. Communications and Marketing’s new video storage solution will require $16,000 per year in NAS storage costs and Development Services’ purchase of TRAKiT software will require $8,000 in software maintenance commencing Fiscal Year 2018. Some capital projects are associated with the reduction of operating expenses. For example, the Parks’ light fixture replacement program will result in approximately $7,000 in cost savings by replacing existing fixtures with new energy efficient lighting systems.

Debt Service Debt service refers to the amount of interest and principal the City will pay on its outstanding debt during a fiscal year. In Fiscal Year 2017, the City will continue repayment of a $4.7 million loan issued in 2013 to finance capital improvements in the General Fund. The total principal and interest payment for this loan in Fiscal Year 2017 is $519,600. In Fiscal Year 2016, the City borrowed $12 million to finance vital capital improvements for the General Fund. The total principal and interest payment for this loan in Fiscal Year 2017 is $1,405,114. The City has also budgeted debt service related to the Municipal Complex in Fiscal Year 2017. Debt service totaling $248,062 (interest only) is budgeted for the repayment of a $10 million loan for the first phase of the Municipal Complex. An additional $27 million will be borrowed in Fiscal Year 2016 to finance the construction phase of the Municipal Complex and debt service of $1,245,129 is budgeted in Fiscal Year 2017 for this 20 year estimated 3.5% borrowing. The City has secured long term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) loan program for the improvements at the Water Treatment Plant as well as throughout the entire water and sewer system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for these improvements over a term of 20 years. Approximately $15 million in SRF financing has been obtained and the projects have been completed (i.e. replacement of existing wells, construction of new raw water supply, and improvements at lift stations). In Fiscal Year 2017, debt service totaling $1,017,671 is allocated in the Water and Sewer fund for the repayment of existing SRF loans. The City will continue repayment of an $8.7 million bank loan secured in Fiscal Year 2013 for the rehabilitation of booster stations and improvements on the water and sewer system. The interest rate for this loan is 2.29%. Principal and interest repayment for Fiscal Year 2017 is programmed at $582,056. In 2015, the City borrowed an additional $4.7 million to continue rehabilitation of booster stations and perform other necessary improvements to the water and sewer system. In Fiscal Year 2017, $563,683 is allocated for the repayment of this 2.002% 10 year loan.

City of Coral Springs, Florida

Impact of CIP on the City’s Operating Budget (continued) Vehicle Chargeback

Fleet Assets

Fire Fund

Replacement of vehicles and fleet equipment is funded in the Equipment Services Fund. This internal service fund provides for the operating and maintenance costs of the City’s vehicles and major equipment. Fuel, maintenance and depreciation expenses are determined on a full-recovery basis for each fleet asset type. The allocated amount for each department in the City is budgeted taking into account the expected life of the vehicle/ equipment, the type of equipment, fuel and maintenance cost, purchase price, and inflation.

General Fund

Water and Sewer

$310,824

$ 584,356

$2,433,262

The City’s entire inventory of vehicles is inspected annually followed by a complete analysis of each fleet item, including mileage, life-to-date repair and maintenance cost, operational condition and life expectancy. This evaluation helps prioritize replacements and repairs for inclusion in the upcoming budget year. As a result, some vehicles originally scheduled for replacement are found to be in good condition. Therefore, replacement is not necessary. Instead, funding is placed in the budget to fund repairs, thereby extending their useful life. This strategy has resulted in annual cost savings to the General Fund, Fire Fund, Vehicle Maintenance & Gas and Water and Sewer Fund operating budgets by reducing the “chargeback” or annual allocation transfer to the Equipment Fire Fund General Fund Water and Sewer Service Fund. $221,756 $ 361,609 Chargeback is a term used to describe the method to reimburse the Equipment Service Fund for the usage of an asset over its expected useful life (also known as funded depreciation) rather than borrowing money to buy the asset at the beginning of its useful life. Depreciation fees collected from a department are held in the fleet replacement fund until the money is needed to purchase fleet items. The total chargeback allocation for Fiscal Year 2017 is $ 3,328,442 of which $2,433,262 impacts the General Fund, $ 594,356 is charged to the Fire Fund and $310,824 is allocated to the Water and Sewer Fund. Vehicle Maintenance expenses and gasoline costs are also funded by the Equipment Replacement Fund. This expense is also collected from all applicable departments via interfund transfers. The fuel and maintenance budget for Fiscal Year 2017 totals $ 2,985,221. The impact to the City’s general operating fund is $2,401,856. The Fire Fund allocation for Fiscal Year 2017 is $ 361,609, and the Water and Sewer Fund’s portion is $221,756.

$2,401,856

FY 2017 Capital projects financed via grants Source of grant

CDBG

Grants The City of Coral Springs is continually seeking grant opportunities to help finance projects that support its five strategic priorities and link to Business Plan initiatives. Grants from Federal, Local, and State sources are researched and applied for with the ultimate goal of funding specific projects that meet our customers’ needs while lowering departmental operating costs. For Fiscal Year 2017, the City projects $3,947,466 in grants to assist with funding of necessary capital projects, as described in the table below. This year’s grant funds impact the City’s operating budget by supplementing 15% of the total capital expenditure for Fiscal Year 2017.

Project Housing Rehabilitation Pedestrian Lighting for Forest Hills Blvd Neighborhood Partnership Existing Walkways Renovation New Sidewalk Constrction Youth scholarships Senior recreational activities & TherapeuticalActivity

Allocation $74,760 $190,000 $15,000 $115,000 $30,000 $50,000 $48,021

HOME Grant

Housing Rehabilitation

$148,948

SHIP Grant

Housing Rehabilitation

$591,737

Department of Environmental Protection

Automatic Flushers

TAP Grant Grant Dependent

Fiscal Year 2017 Annual Budget

40th Street Improvements NW 110th Ave Sidewalk & Drainage Improvements Residential Construction Mitigation TAP Grant

$75,000 $115,000 $1,000,000 $194,000 $1,300,000

Capital Improvement Summary by Fund Fund Name Fire Fund General Fund Public Art Fund Tree Trust Fund Water and Sewer Fund Equipment Services Fund Charter School Fund Solid Waste Fund Total

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Proposed $565,500 $15,334,819 $20,000 $10,000 $6,630,400 $3,742,080 $50,000 $0 $26,352,799

Plan $923,000 $4,341,419 $20,000 $0 $7,042,500 $7,650,950 $535,653 $175,000 $20,688,522

Plan $4,691,000 $17,104,421 $20,000 $0 $6,582,000 $15,087,419 $516,092 $250,000 $44,250,932

Plan $208,000 $10,649,774 $20,000 $0 $5,849,000 $3,658,731 $0 $700,000 $21,085,505

Plan $221,000 $7,555,787 $20,000 $0 $7,242,000 $3,774,069 $0 $0 $18,812,856

City of Coral Springs, Florida

FY 2022

Total Cost

Plan FY 2017-2022 $181,000 $6,789,500 $6,439,275 $61,425,495 $0 $100,000 $0 $10,000 $5,842,000 $39,187,900 $5,147,826 $39,061,075 $0 $1,101,745 $0 $1,125,000 $17,610,101 $148,800,715

CIP Budget by Funding Source- All Funds Funding Source Operating General Fund Fire Fund W&S Fund Equipment Services Fund Total Operating

FY 2016 Budget

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$173,000 398,200 558,000 3,408,550 4,537,750

$500,000 565,500 325,000 3,543,340 4,933,840

$503,829 423,000 1,244,500 7,117,090 9,288,419

$452,829 191,000 576,000 4,087,419 5,307,248

$406,329 208,000 484,000 3,658,731 4,757,060

$425,829 221,000 484,000 3,774,069 4,904,898

$426,829 181,000 484,000 5,147,826 6,239,655

2,715,645 1,789,500 3,597,500 27,328,475 35,431,120

103,000 0 71,500 32,000 206,500

752,434 0 591,400 0 198,740 1,542,574

450,000 0 0 175,000 32,000 657,000

0 0 0 250,000 0 250,000

0 0 0 700,000 0 700,000

0 0 0 0 0 0

1,202,434 0 591,400 1,125,000 230,740 3,149,574

0 0

55,000 55,000

330,000 330,000

Grants CDBG Grant Justice Assistance Grant SHIP Grant FEMA AFG Dept of Environ Protection Grant TAP Grant HOME Grant Grant Dependent Total Grants

509,703 14,900 561,360 357,300 130,000 0 148,948 320,000 2,042,211

522,781 0 591,737 0 190,000 1,000,000 148,948 1,494,000 3,947,466

335,760 0 591,737 0 0 0 148,948 224,000 1,300,445

485,760 0 591,737 0 0 0 148,948 194,000 1,420,445

667,760 0 591,737 0 0 0 148,948 194,000 1,602,445

689,760 0 591,737 0 0 0 148,949 194,000 1,624,446

3,187,581 0 3,550,422 0 190,000 1,000,000 893,689 2,494,000 11,315,692

Renewal and Replacement Renewal and Replacement Total R&R Fund

3,344,000 3,344,000

5,214,000 5,214,000

3,659,000 3,659,000

3,830,000 3,830,000

3,215,000 3,215,000

4,608,000 4,608,000

3,208,000 3,208,000

23,734,000 23,734,000

0 0

425,000 425,000

0 0

425,000 425,000

28,020,474 912,000 0 0 28,932,474

10,154,919 0 0 0 10,154,919

2,032,145 2,139,000 501,860 500,000 5,173,005

15,176,147 2,176,000 11,000,000 4,500,000 32,852,147

8,768,000 2,150,000 0 0 10,918,000

5,472,513 2,150,000 0 0 7,622,513

4,333,000 2,150,000 0 0 6,483,000

45,936,724 10,765,000 11,501,860 5,000,000 73,203,584

Other Funds Charter School Fund Total Charter School Fund

30,000 30,000

50,000 50,000

535,653 535,653

516,092 516,092

0 0

1,101,745 1,101,745

Tree Trust Fund Tree Trust Fund Total Tree Trust Fund

15,000 15,000

10,000 10,000

0 0

10,000 10,000

Public Art Fund Public Art Fund Total Public Art Fund

20,000 20,000

0 0

100,000 100,000

$39,127,935

$26,352,799

20,688,522

44,250,932

21,085,505

18,812,856

17,610,101

148,800,715

Equity Financing General Fund Fire Fund Water & Sewer Fund Solid Waste Fund Equipment Services Fund Total Equity Financing Reserves General Fund Facilities Total Reserves

Impact Fees Water and Sewer Fund Total Impact Fees Debt Service Loan (General Fund) Revenue Bond (W&S) Potential Loan (Westside Complex) Potential Loan (Fire Fund) Total Debt Service

Total CIP

Fiscal Year 2017 Annual Budget

Major Capital Projects by Department Department/Fund Aquatics

Development Services

Police

Public Works

Transportation

Capital Project

Funding Source

Dive Well Upgrades

$195,000 General Fund Loan

Aquatic Complex Renovations

$300,000 General Fund Loan

Housing Rehabilitation

$148,948 HOME Grant

Housing Rehabilitation

$591,737 SHIP Grant

Residential Construction Mitigation

$194,000 Grant Dependent

CSI Roof Replacement

$105,000 General Fund Operating

Surveillance Equipment

$225,000 General Fund Loan

Corporate Park Drainage Improvements

$170,000 GenerL Fund Loan

Pedestrian Lighting for Forest Hills Blvd

$190,000 CDBG Grant

Roof Replacement

$135,000 General Fund Loan

40th Street Improvements

$646,296 General Fund Loan/Equity/ Dep Emerg Prot Grant

Existing Walkway Renovation

$115,000 CDBG Grant

Road Resurfacing Program

$201,000 General Fund Loan

Wiles Road & 441 Improvements NW 110th Ave Sidewalk & Drainage Improvements

Parks & Recreation

FY 2017 Budget

$280,000 General Fund Loan $2,985,000 General Fund Loan

15-year Playground Replacement

$100,000 General Fund Loan

Light Fixture Replacement Program

$500,000 General Fund Loan

Mullins Gym Interior Renovations

$100,000 General Fund Loan

Athletic Field Renovations

$100,000 Equiity General Fund

Neighborhood Park Renovations

$200,000 General Fund Loan

City Manager Office

Municipal Complex Construction

$5,000,000 General Fund Loan

Equipment Services

Vehicle and Equipment Replacement

$3,543,340 Equipment Fund Operating Capital

Infiltration/Inflow Correction Program

$1,500,000 Renewal and Replacement

Lift Station Rehab Program

$500,000 Renewal and Replacement

Cast Iron Water Main Replacement Water and Sewer Fund

Fire Fund Center for the Arts

Information Technology

$1,180,000 Renewal and Replacement

Galvanized Water Service Replacement Program

$850,000 Renewal and Replacement

Force Main Integrity Evaluation

$704,000 Renewal and Replacement

Raw Water Well Replacement Program

$825,000 Renewal and Replacement/Impact Fees

Lift Station 21 C Rehabilitation

$591,400 General Fund Equity

Personal Protective Equipment (PPE)

$200,000 Operating Fire Fund

A/C Replacement

$110,000 Gneral Fund Loan

Roof Repair and Replacement

$225,000 General Fund Loan

Network/Internet Infrastructure

$275,000 General Fund Loan

Data Center Infrastructure

$501,000 General Fund Loan

Virtual Infrastructure Growth

$240,000 General Fund Loan

*Major capital projects listed are those $ 100,000 and greater

City of Coral Springs, Florida

Major Capital Projects by Location Capital Projects Citywide Infiltration/inflow correction program Lift Station Rehab Program Roof Replacement Program Galvanized Water Service Replacement Program Personal Protective Equipment (PPE) Data Center Infrastructure

Housing Rehabilitation SurveilLance Equipment Cast Iron Water Main Replacement Vehicle and Equipment Replacement Raw Water Well Replacement Program

Lift Station 21-C Corporate Park Rehabilitation Drainage Improvements

110th Ave Sidewalk & Drainage Improvements

Virtual Infrastructure Growth Network/Internet Infrastructure Existing Walkway Renovations Force Main Integrity Evaluation Residential Construction Mitigation

110th Ave Road Resurfacing Program Volunteer Park Playground Replacement

Center for the Arts Roof Repair & Replacement Wiles Road A/C Replacement Improvements Public Safety Building 40th Street CSI Roof Replacement Improvements Aquatic Center

Lions Park

Dive Well Upgrades

Neighborhood Park Renovations

Aquatic Complex Renovations

Municipal Complex Construction

Betti Stradling Park Neighborhood Park Renovations

Forest Hills Blvd Pedestrian Lighting

Countrywood Park Mullins Park Playground Replacement Athletic Field Renovations Light Fixture Replacement Program

Mullins Gym Riverside Park

Interior Renovations

Neighborhood Park Renovations Facility Street name Capital project

Fiscal Year 2017 Annual Budget

General Fund CIP Summary by Funding Source Funding Source Operatingâ&#x20AC;&#x201D;General Fund Aquatic Complex Aquatics- Cypress Pool Aquatics- Mullins Center For The Arts Development Services Information Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation City Manager Operatingâ&#x20AC;&#x201D;General Fund Total Equity Financing Emergency Medical Services Parks and Recreation Police Public Works Transportation Equity Financing Total CDBG Grant Aquatics- Cypress Pool Development Services Parks and Recreation Public Works Transportation CDBG Grant Total Grant Dependent Development Services Parks and Recreation Transportation Grant Dependent Total Loan Aquatic Complex Aquatics- Cypress Pool Aquatics- Mullins Center For The Arts Development Services Emergency Medical Services Information Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation City Manager Loan Total HOME Grant Development Services HOME Grant Total SHIP Grant Development Services SHIP Grant Total Dept of Environ Protection Grant Transportation Dept of Environ Protection Grant Total TAP Grant Transportation TAP Grant Total Facilities Reserve Public Works Facilities Reserve Total Total General Fund CIP

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

0 0 0 0 50,000 3,700 90,812 127,658 40,000 0 40,000 147,830 500,000

0 0 0 0 0 0 75,000 50,829 303,000 0 75,000 0 503,829

81,000 7,000 7,000 10,000 0 0 63,000 37,829 55,000 92,000 100,000 0 452,829

87,500 0 0 15,000 0 0 73,000 37,829 55,000 38,000 100,000 0 406,329

75,000 0 0 5,000 0 0 88,000 55,829 55,000 47,000 100,000 0 425,829

75,000 10,000 10,000 0 0 0 88,000 48,829 55,000 40,000 100,000 0 426,829

318,500 17,000 17,000 30,000 50,000 3,700 477,812 358,803 563,000 217,000 515,000 147,830 2,715,645

19,000 218,500 103,638 50,000 361,296 752,434

0 0 450,000 0 0 450,000

0 0 0 0 0 0

19,000 218,500 553,638 50,000 361,296 1,202,434

33,000 89,760 65,021 190,000 145,000 522,781

33,000 89,760 63,000 0 150,000 335,760

33,000 89,760 63,000 0 300,000 485,760

35,000 89,760 63,000 0 480,000 667,760

35,000 89,760 65,000 500,000 689,760

202,000 538,560 382,021 190,000 1,875,000 3,187,581

194,000 0 1,300,000 1,494,000

194,000 30,000 0 224,000

194,000 0 0 194,000

1,164,000 30,000 1,300,000 2,494,000

547,500 0 0 469,200 0 108,319 1,016,000 900,000 424,000 353,900 0 1,336,000 5,000,000 10,154,919

35,000 0 0 5,000 0 76,305 390,000 667,000 251,000 261,000 26,840 320,000 0 2,032,145

1,105,500 105,000 40,000 344,100 385,762 112,390 915,756 5,322,000 822,139 796,000 1,447,500 3,770,000 10,000 15,176,147

205,000 52,500 25,000 14,500 0 72,000 1,190,000 3,475,000 396,000 438,000 65,000 2,835,000 0 8,768,000

160,000 59,500 30,000 4,500 0 129,000 1,025,000 1,505,000 107,000 365,480 107,000 1,980,033 0 5,472,513

120,000 0 20,000 0 0 73,000 1,045,000 1,200,000 0 360,000 10,000 1,505,000 0 4,333,000

2,173,000 217,000 115,000 837,300 385,762 571,014 5,581,756 13,069,000 2,000,139 2,574,380 1,656,340 11,746,033 5,010,000 45,936,724

148,948 148,948

148,949 148,949

893,689 893,689

591,737 591,737

3,550,422 3,550,422

115,000 115,000

0 0

115,000 115,000

1,000,000 1,000,000

0 0

1,000,000 1,000,000

55,000 55,000

330,000 330,000

15,334,819

4,341,419

17,104,421

10,649,774

7,555,787

6,439,275

61,425,495

City of Coral Springs, Florida

Revenue Trends % of General Fund

Fiscal Year 2017 Budget

% Change from FY16 Budget

Ad Valorem (Property) Taxes

36.9%

$41.3 million

6.1%

Electric Utility Service Tax

8.4%

$9.4 million

3.0%

Half-cent Sales Tax

7.8%

$8.7 million

5.6%

Electric Franchise Fee

6.7%

$7.5 million

1.0%

State Shared Revenues

3.9%

$4.4 million

10.0%

Communications Services Tax

3.9%

$4.0 million

-16.0%

Solid Waste Franchise Fees

4.8%

$5.3 million

3.9%

Charges for Service-Parks & Rec

4.0%

$4.5 million

-5.5%

General Fund Revenues

The primary source of revenue for the City is ad valorem property taxes, which comprises over one-third of $112 million total budgeted revenues for the General Fund. The remaining revenue comes from a wide variety of intergovernmental, franchise, and other demand-driven sources. As part of the Five-Year Forecast, we have made several assumptions about future revenue growth that have a major impact on the resources that we can plan to use. Following is an explanation of some of these assumptions.

Total Fiscal Year 2017 Budget General Fund Revenues: $111,881,119

Ad Valorem Taxes

Source: Broward County Tax Collector Frequency: monthly, EFT

$50.00 $45.00

Ad valorem taxes are levied against the taxable value of real and personal property. The City sets the rate (“millage”) for this tax each year prior to October 1, and this rate is applied to each property’s taxable assessed value as determined by the Broward County Property Appraiser. This revenue can grow through increases to the millage rate and/or taxable values. The City’s millage rate will remain at $4.7982 while values are increasing 6.76% overall for Fiscal Year 2017 resulting in a 6.1% increase in this revenue. Future estimates include a conservative property value growth of 4% with no millage rate increase contemplated.

$40.00

Year-end Projection

$30.00 $ Millions

Budget Estimate

$35.00

$25.00 $20.00 $15.00 $10.00 $5.00

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2005 2006

2006

2004 2005

$Ͳ

Electric Utility Service Tax

Source: Florida Power & Light (FPL) Frequency: monthly, EFT

$10.00

Year-end Projection

$8.00

$6.00 $5.00 $4.00 $3.00 $2.00 $1.00

Fiscal Year 2017 Annual Budget

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

$Ͳ 2004

$ Millions

$7.00

Budget Estimate

$9.00

The City levies a 10% utility service tax on all electricity payments made within the City, through FPL. Electricity charges are made up of a base rate and a fuel rate. The City receives no tax on fuel rate increases, only on the base rate. When fuel rates increase, there is no effect on this revenue. Because this tax is based on the consumption of electricity, the City expects moderate growth as vacant residential and commercial properties become absorbed and normal activity resumes after the recession. This revenue is conservatively forecast to increase 2% annually.

Revenue Trends (continued) Half-cent Sales Tax

Source: Florida Department of Revenue Frequency: monthly, EFT

$10.00 $9.00

$7.00

$ Millions

$6.00 $5.00 $4.00 $3.00

Budget Estimate

Year-end Projection

$8.00

$2.00 $1.00

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

$Ͳ

The half-cent sales tax generates the largest amount of revenue for local governments among the state-shared revenues currently authorized. Taxable sales in Fiscal Year 2015 finally exceeded the previous peak in Fiscal Year 2007. The State forecasts increases related to tourism, motor vehicles, business purchases, and household goods. Each city’s share is based on a percentage of county population, so as other cities grow faster, our revenue will not increase on the same trajectory, however we are forecasting a range of 3% to 4.5% growth over the next five years. Electric Franchise Fee

$10.00

Source: Florida Power & Light (FPL) Frequency: monthly, EFT

$9.00 $8.00

$2.00 $1.00

Communications Services Tax

2022

2021

2020

2019

2018

Source: Florida Department of Revenue Frequency: monthly, EFT

$9.00 $8.00 $7.00 $6.00

$Millions

$5.00 $4.00 $3.00 $2.00 $1.00

State Shared Revenues

2022

2021

2020

2019

2018

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

$Ͳ

2004

Coral Springs imposes a local tax rate of 5.22% on retail sales of communications services. The State is forecasting a decline in this revenue due to negative growth rates in wireless service and annual declines in landlines. A refund claim of $525,000 to AT&T will be deducted over 15 months, further reducing this revenue. The City forecasts a 2% annual decline as technology changes and consumer preferences shift to services not subject to tax.

Budget Estimate

$10.00

Year-end Projection

$9.00 $8.00 $7.00 $6.00 $5.00 $4.00 $3.00 $2.00 $1.00

City of Coral Springs, Florida

2022

2021

2020

2019

2018

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

$Ͳ 2004

$ Millions

State shared revenues are comprised of revenues from the state sales tax and the municipal fuel tax. As of January 1, 2014, cities will no longer receive revenues from the alternative fuel user decal fee, which the State estimates as an insignificant negative impact to local government of $0.2 million annually. As the economy recovers, the City predicts this revenue source will grow. A conservative 2% is forecast due to the drag of lower gas prices on this blended revenue.

Budget Estimate

$10.00

Source: Florida Department of Revenue Frequency: monthly, EFT

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

$Ͳ

2017

$3.00

2016

$4.00

Year-end Projection

$5.00

The City authorizes FPL to provide electrical service in exchange for a franchise fee to reimburse the City for use of rights-of-way and other public services. FPL bills each customer a portion of their total electric usage. As FPL rates increase and consumption of electricity grows, this revenue will increase. FPL reduced rates as of May 2015 due to lower natural gas costs but has petitioned for an increase to build two nuclear power plants. Forecasts show a slow increase (1%) in the consumption of electricity over the coming year.

2016

$ Millions

$6.00

Budget Estimate

Year-end Projection

$7.00

General Fund Five-Year Forecast General Fund Five Year Forecast Remaining Deficit

0.0

$0.0

-1.0 -2.0 -3.0

Millions

The General Fund FiveYear Forecast is an integral part of planning the City’s future fiscal position. It is an important tool used to determine a longerrange picture of the City’s financial horizon, as well as the level of risk we face over the next few years as current revenue growth does not keep pace with the growth in operational costs.

-$2.3 -$3.4

-4.0 -$5.1

-5.0 -6.0

-$6.8

This model is the -7.0 framework to peer into the -8.0 near future to identify the deficits that might await -$9.3 -9.0 us if we were to take no FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 action. It helps City staff -10.0 to conservatively quantify our financial outlook so This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if we can adequately plan no positive action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies and be prepared to meet will be formulated to address future year shortfalls and will be included in the FY 2017 Business Plan. these challenges. As we map out our financial and operating strategies, we use the model to determine the potential impact of decisions, focusing on long-term solutions rather than short-term “fixes,” which could lead to negative financial impacts in future years. This financial outlook provides an opportunity to both avoid future budget problems and maintain financial stability. The forecast integrates projections of the major drivers of the City’s annual budget, new programs, and the anticipated revenues over the forecast period. Typically, future years show a deficit of revenues over expenditures. The General Fund’s forecast continues to project minimal revenue growth and the need to hold the line on expenditures in order to maintain adequate working capital over the five-year period. The national and state economies are improving at a steady, but slow pace. However, local governments are still experiencing slowly recovering revenues, which will make it difficult to provide both essential services to the community and improvements needed for infrastructure. On the positive side, the General Fund’s beginning working capital will allow us to forecast another year of stable, though lean, operations. As shown in the chart above, the City is presenting a balanced budget for Fiscal Year 2017. Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years.

Fiscal Year 2017 Annual Budget

City of Coral Springs, Florida

$35,299,267 2,124,467 10,134,499 11,045,986 19,508,503 3,735,836 14,400,669 2,219,855 4,131,756 625,355

$35,279,815 2,147,155 10,097,898 11,054,809 19,635,746 3,799,547 13,859,999 3,470,086 3,796,569 400,000

Actual Fiscal Year 2015

$320,070 3,507,908 1,664,726 2,461,598 3,182,972 915,442 44,934,521 8,901,547 6,236,248 4,695,804 14,216,083 2,847,116 2,286,397 4,809,631

$2,561,563

2.8% $100,980,062

1.2% 14.4% 15.3% -2.7% 12.9% 15.4% 0.6% 1.2% 3.2% 4.4% 1.3% -3.9% 9.7% 13.9% n/a

2.8% $103,541,625

4.9% 1.0% -1.9% 2.2% 1.0% 2.5% 7.6% 8.2% 13.4% -58.8%

% '

($0)

$107,846,903

$361,999 3,990,533 1,753,051 2,444,342 3,522,893 1,023,041 46,622,075 9,128,502 6,798,286 4,751,708 14,636,819 3,253,887 2,518,935 7,040,832 0

$107,846,903

4.5%

1.6% 4.6% 4.6% -1.4% 8.1% 2.6% 2.7% 2.0% 1.3% 3.1% 2.2% 5.1% -6.4% 44.1% n/a

4.5%

$38,909,404 10.3% 2,245,712 4.6% 10,435,499 3.3% 11,393,696 3.1% 20,026,189 2.0% 4,005,554 5.4% 14,306,464 3.2% 2,202,750 -36.5% 4,194,210 10.5% 127,425 n/a

Budget Fiscal Year 2016

($0)

111,881,119

370,614 4,190,515 1,873,135 2,548,325 3,655,547 1,044,068 48,022,040 9,529,479 7,168,975 4,818,349 15,012,348 3,630,941 2,656,514 7,360,269 0

$111,881,119

$41,287,396 2,245,712 10,728,844 11,565,708 19,991,606 4,208,100 14,512,775 3,010,292 4,200,714 129,973

Projected Fiscal Year 2017

3.7%

2.4% 5.0% 6.9% 4.3% 3.8% 2.1% 3.0% 4.4% 5.5% 1.4% 2.6% 11.6% 5.5% 4.5% n/a

3.7%

6.1% 0.0% 2.8% 1.5% -0.2% 5.1% 1.4% 36.7% 0.2% 2.0%

% '

($2,249,905)

$116,555,113

$387,398 4,380,300 1,960,970 2,675,578 3,809,372 1,091,308 49,933,829 9,969,196 7,519,067 4,998,382 15,617,628 3,562,134 2,811,617 7,838,334 0

$114,305,208

4.2%

4.5% 4.5% 4.7% 5.0% 4.2% 4.5% 4.0% 4.6% 4.9% 3.7% 4.0% -1.9% 5.8% 6.5% n/a

2.2%

$42,827,595 3.7% 2,268,169 1.0% 10,850,432 1.1% 11,795,444 2.0% 20,399,788 2.0% 4,366,110 3.8% 15,014,674 3.5% 2,643,122 -12.2% 4,007,301 -4.6% 132,573 2.0%

Projected Fiscal Year 2018

($3,382,871)

$120,810,856

$405,330 4,595,409 2,060,656 2,819,782 3,982,383 1,145,012 52,101,140 10,469,658 7,915,403 5,197,405 16,290,924 3,463,766 2,976,529 7,387,459 0

$117,427,985

$44,540,699 2,268,169 10,957,737 12,029,758 20,783,164 4,531,502 15,535,855 2,728,857 3,917,020 135,224

Projected Fiscal Year 2019

3.7%

4.6% 4.9% 5.1% 5.4% 4.5% 4.9% 4.3% 5.0% 5.3% 4.0% 4.3% -2.8% 5.9% -5.8% n/a

2.7%

4.0% 0.0% 1.0% 2.0% 1.9% 3.8% 3.5% 3.2% -2.3% 2.0%

% '

($5,129,426)

$125,918,131

$424,509 4,823,015 2,166,268 2,973,063 4,165,169 1,201,778 54,399,121 11,001,281 8,336,527 5,407,333 17,003,010 3,546,191 3,151,909 7,318,957 0

$120,788,704

$46,322,327 2,268,169 11,066,114 12,268,743 21,137,854 4,704,640 16,077,113 2,817,603 3,988,214 137,928

Projected Fiscal Year 2020 $48,175,220 2,268,169 11,175,575 12,510,866 21,458,733 4,872,538 16,639,283 2,909,466 3,998,501 140,687

Projected Fiscal Year 2021

$445,044 5,064,375 2,278,210 3,136,075 4,358,385 1,261,805 56,836,799 11,566,318 8,784,226 5,628,925 17,756,647 3,631,637 3,338,462 6,828,593 0

($6,766,465)

4.2% $130,915,504

4.7% 5.0% 5.1% 5.4% 4.6% 5.0% 4.4% 5.1% 5.3% 4.0% 4.4% 2.4% 5.9% -0.9% n/a

2.9% $124,149,038

4.0% 0.0% 1.0% 2.0% 1.7% 3.8% 3.5% 3.3% 1.8% 2.0%

% '

4.0%

4.8% 5.0% 5.2% 5.5% 4.6% 5.0% 4.5% 5.1% 5.4% 4.1% 4.4% 2.4% 5.9% -6.7% n/a

2.8%

4.0% 0.0% 1.0% 2.0% 1.5% 3.6% 3.5% 3.3% 0.3% 2.0%

% '

Annual budgets will always be balanced, as required by State law. Projected deficits in this model should not be construed as actual shortfalls.

Note: This forecast is for planning purposes only and shows potential deficits if no positive action is taken, given known operational and capital needs and conservative projections of revenue.

$98,214,913 $103,226,193

$1,411,031

$356,301 3,814,675 1,675,532 2,478,075 3,258,968 997,264 45,386,271 8,952,200 6,710,576 4,608,241 14,314,764 3,096,298 2,692,397 4,884,632 0

Surplus/(Deficit)

$318,138 3,049,892 1,453,909 2,490,268 2,910,805 869,172 44,757,596 8,452,558 5,968,441 4,314,667 13,841,313 2,216,049 2,454,747 4,942,420 174,938

$99,625,945 $103,226,193

$33,847,000 2,138,469 10,098,445 10,859,975 19,174,603 3,511,763 12,964,154 2,189,442 4,021,807 820,285

Budget Fiscal Year 2015

Total Expenditures

Expenditures/Financing Uses City Commission City Manager's Office Human Resources Financial Services Information Technology City Attorney's Office Police Department Emergency Medical Services Development Services Public Works Parks and Recreation Non-Departmental Interfund Transfers Capital Financing Miscellaneous

Total Revenues

Revenues/Financing Sources Ad Valorem Taxes Solid Waste Special Assessment Utility Franchise Fees Utility Service Taxes Intergovernmental Revenues Licenses and Permits Charges for Services Fines and Forfeitures Miscellaneous Interfund Transfers

Actual Fiscal Year 2014

General Fund Five-Year Forecast Summary

($9,261,863)

$136,897,332

$467,056 5,319,996 2,396,920 3,309,529 4,562,740 1,325,308 59,423,907 12,167,206 9,260,430 5,863,002 18,554,821 3,720,230 3,536,945 6,989,241 0

$127,635,469

$50,102,229 2,268,169 11,286,131 12,757,830 21,792,034 5,048,832 17,223,233 3,004,561 4,008,950 143,501

Projected Fiscal Year 2022

4.6%

4.9% 5.0% 5.2% 5.5% 4.7% 5.0% 4.6% 5.2% 5.4% 4.2% 4.5% 2.4% 5.9% 2.4% n/a

2.8%

4.0% 0.0% 1.0% 2.0% 1.6% 3.6% 3.5% 3.3% 0.3% 2.0%

% '

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

Fiscal Year 2017 Annual Budget

Market Environment Overview The City’s financial health and management remains positive as evidenced by our “AAA” bond rating with Fitch and Standard and Poor’s, and Aa1 rating with Moody’s rating agency. While only the Communication Services Tax revenue declined from the State of Florida Department of Revenue, expenses are increasing. The City is facing significant cost increases in various departments from the cost of technology to health care to public safety. Economists remain optimistic yet cautious going into years 2017 and 2018. Many market indicators predict moderate growth. Consumer confidence is holding at a fairly high level, supported by job and wage gains. Unemployment forecasts continue to decline. Many industries have amplified hiring at higher rates and average wage growth is gaining momentum this past year as the dollar has begun to appreciate from the first half of the year. In the Fiscal Year 2017 Business Plan, outlined here are the market conditions and trends impacting the City of Coral Springs.

Slow and steady economic expansion Gross Domestic Product, a universally-accepted measure of economic vitality, continued at 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.

Percent Change in GDP

8.0% 6.0% 4.0% 2.0% 0.0% Ͳ2.0%

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Ͳ4.0% Ͳ6.0% Ͳ8.0% US

Florida

Region

City of Coral Springs, Florida

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 Rates 12%

11.2% 10.5%

10%

8.9%

9.5%

8.5%

8.8%

8.9%

8.7% 8.1% 7.6% 7.5%

8.5%

7.6%

6% 4% 2% 0%

5.0%

6.8%

5.4% 4.7%

5.7%

5.7% 5.7% 5.6% 5.50% 5.4%

3.4%

5.00% 4.50%

4.90%

4.1% 3.8%

3.2%

2007

2008

2009

2010 Coral Springs

2011

2012 National

2013

2014

2015

YTD

Florida

Source: FL Dept of Economic Opportunity – Labor Market Statistics,As of May 20, 2016

Inflation muted to non-existent The era of near-zero short-term interest rates ended when the Federal Reserve finally raised the Fed Funds rate 25 basis points in December 2015. Initial expectations were for there to be a total of four rate increases in 2016 but due to the slow economy, most experts forecast only one more adjustment in 2016. The Fed aims for a two percent inflation rate, which they believe supports price stability and maximum employment. A lower rate presents a higher risk of falling into deflation, which means prices and perhaps wages are falling. The Consumer Price Index (CPI) is one measure of inflation in the U.S. CPI fizzled out in 2015 and started out 2016 well below Fed targets, all but ensuring no further rate increases for the first half of 2016, maybe longer. 6.0%

Change in CPI

Miami Region US

5.0%

4.0%

3.0%

2.0%

1.0%

0.0% 2005

2006

2007

2008

2009

2010

2011

Ͳ1.0%

Fiscal Year 2017 Annual Budget

2012

2013

2014

2015

Growth in the commercial, retail and industrial sectors will be the primary driver of progress in the City for the coming year.

$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%.

Total Taxable Assessed Values $12.0

$ Billions

Real Estate Trends

$2.0 $0.0 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Total Taxable Assessed Values are recovering for the City but growth is restrained due to the high percentage of properties protected by Save Our Homes. Source: July 1 values from FL Department of Revenue form DR-420.

Housing Market Recovered • Broward County has seen a 9% decrease in active listings of single family homes, compared to February 2015; the inventory for condos increased by 8%. • Single-family home sellers enjoy a strong market. Data for February 2016 shows the average sales price remains very high at 94% of the listing price, with a median 62 days to contract. • Median sales prices in Coral Springs (Q1 2016) were $350,750 for single-family homes and $104,900 for condos, an increase of 6% and 22% from a year ago, respectively. In Broward County, median sales prices of single family homes reached $299,000 in February 2016, an increase of 5% from a year ago. • A 7% decrease in cash sales of single-family homes and condos in Broward County, February 2015 vs. February 2016, indicates a diminishing presence of investors in the market, further contributing to market stability. In February 2016, 33% of single-family home sales and 65% of a townhouse/condo sales were cash sales. • There has been an 82% decrease in foreclosures since 2010; roughly 1,000 in March 2016 down from a peak of 5,500 in May 2010. The number of cases in all phases of foreclosure (lis pendens, final judgments, and REOs) is declining.

New Residential Development in Progress • The former Broken Woods Golf Club will be the site of over 400 new residential units - 186 single-family, zero-lot line homes on the north parcel, 80 townhomes and 168 three-story, multi-family units on the south parcel. Construction is underway at the Reserve, the south parcel with multi-family units and townhomes. Building permits have been issued for model homes in Coral Lago, the north parcel where the single-family homes will be constructed. • Coral Springs Country Club will be home to 250 mid-rise units on the northern portion of the golf course property fronting Sample Road, including a new golf course clubhouse, redesign of two fairways/greens, and tennis courts. Construction is underway for the high rise units in Bainbridge Coral Springs, while site work for the clubhouse is scheduled to begin in the upcoming year.

Vibrant Commercial Activity • Major retailers and restaurants have recently opened, including Total Wine & More and Pei Wei. With the addition of Lucky’s Market, nearly all of the “big box” retail spaces within the City have been filled. • Cleveland Clinic Florida is expanding 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.

City of Coral Springs, Florida

Economic Development The Economic Development Office directly impacts the City’s Thriving Business Strategic Priority. In order to make Coral Springs a community of choice, it must continue to tout the assets of Coral Springs, promote economic development initiatives, and create opportunities for new and expanding businesses. All economic development efforts are focused on encouraging and supporting development and redevelopment, as well as expansion and retention of existing businesses.

Complete an Economic Development Strategic Plan • Create action items that address the needs of the entire City to assure continued economic wellbeing and a diversified tax base. • Promote absorption of existing available commercial, industrial, and retail space. • Develop and maintain relationships with the top real estate experts in Broward County by continuing the annual Realtors’ Summit. • Provide support and assistance to developers, contractors, and business owners. Serve as a liaison with City departments, County and State agencies. Continue the Business Recognition and Appreciation initiative.

Implement the “Business is Brighter” Marketing Campaign • Efforts will be focused on implementing a marketing strategy developed in Fiscal Year 2016. Elements include a website that provides strategic marketing to site selectors and prospectors. Additionally, the website has the capability to search available commercial property within the City. • Social media marketing will be utilized to increase new lead generation and deliver value to businesses. Social media is an important tool to inform consumers about economic development opportunities. It can also provide an identity to the City, create relationships, and provide interaction with businesses and site selectors. • Conferences, trade shows, and other events and institutions will again be targeted to promote Coral Springs. A strategic partnership with other Broward County cities, and with financial institutions providing business assistance, will be fostered to leverage infrastructure and capital. Marketing materials will be developed for target industries and business lines. • Support will be given to the Chamber of Commerce Business Academy.

Promote an improvement district for the Corporate Park • One of the recommendations of the 2014 assessment completed by Angelou Economics is to reposition the Corporate Park as a key asset. The Economic Development Office will work to establish relationships with all Corporate Park businesses. Events will be planned, promoted, and hosted to discuss future plans and required actions.

Fiscal Year 2017 Annual Budget

Downtown Coral Springs Downtown Coral Springs is a vision of City leaders to create a sense of place for residents. Ground zero for this vision is in the vicinity of the intersection of University Drive and Sample Road. This location falls within a dependent special district known as the Coral Springs Community Redevelopment Area (CRA) which contains approximately 137 acres along the Sample Road corridor. Multiple efforts are underway to lay the foundation for progress in this area, many of which are moving from rendering to reality in the near future.

ArtWalk has successful inaugural year With a goal of creating a vibrant Downtown gathering place, the ArtWalk’s inaugural year was a resounding success. The event season included six events - three large and three small. On October 9, the ArtWalk Grand Opening featured the unveiling of Beyond, a 13-foot tall infinity glass sculpture, food trucks, live art and music, and drew more than 1,500 attendees. Downtown in December featured a two-story movie screen showing holiday shorts, an ice skating rink, carolers and ‘snow,’ and drew a crowd of 3,500. The last of the large ArtWalk events, UnPlugged, took place in February, with a crowd of more than 2,500. The smaller events were also well-received. The City partnered with the Chamber of Commerce to host Biz and Kidz Holiday Happening in November, and partnered with the CRA to host two Savor the Notes jazz brunch events that took place in conjunction with our Farmers’ Market.

Municipal Complex underway Groundbreaking was held in May 2016 on a multi-purpose, vibrant, and attractive municipal complex that will serve as the functional and symbolic center of the City. Significant parking capacity will be available in a 607 space parking garage, spurring other private investment and redevelopment. In the first quarter of Fiscal Year 2016, Song + Associates, an award winning architecture, planning and interior design firm, completed the design and engineering of the complex. Boca Raton-based Kaufmann Lynn Construction was awarded the contract in April 2016 to build the 74,000 square-foot City Hall and 607 space parking garage. Construction is scheduled to start in June 2016. To support the infrastructure demands of the new Complex as well as anticipated future development, necessary water and sewer improvements, along with the installation of a new turn lane will require temporary road closures along Sample Road, currently scheduled for early 2017. Occupancy of the new Complex is expected for late 2017.

Building Momentum The new Downtown Pathway connects Downtown Coral Springs with various civic and cultural organizations along Ben Geiger and Coral Hills Drives. This 8-foot wide concrete sidewalk, tying into Mullins Park, includes new landscaping and pedestrian amenities, such as benches and trash receptacles. Construction has started at the former Broken Woods Golf Club location, with a multi-use development that includes single-family, multi-family, townhomes and a public park. Just south of Sample Road on University, Butters Construction and Development and the Bristol Group are in the middle of a $2 million dollar makeover for the University Place at City Center.

City of Coral Springs, Florida

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.

Fiscal Year 2017 Annual Budget

Technology The Cityâ&#x20AC;&#x2122;s ability to deliver services and to be transparent in its management of information resources is critical. City departments must have ready access to information to make sound business decisions. Ready access to data depends on information technology platforms that are state-of-the-art. Therefore, the City must invest in systems that meet current hardware and software standards and are easy to use. As a result, City staff will be more productive, thereby, reducing the overall cost of service delivery.

Network Infrastructure Voice and data services are integrated onto a fully redundant fiber backbone network. This integration enables data to flow and to be available at a rate that exceeds past performance. The platform implemented by the Information Technology department includes both wired and wireless services. This network architecture ensures access to data across multiple locations as well as mobile connectivity for City staff and citizens. Future enhancements will increase data center performance and information availability through the increased use of virtual servers and data storage platforms.

Enterprise Software Application The deployment of an Enterprise Resource Planning (ERP) platform that enables data to be shared across departments is critical to the Cityâ&#x20AC;&#x2122;s ability to deliver services to its citizens in the most cost effective manner. The end goal is to implement software systems that satisfy the needs of departments while allowing the free flow of information. Success in deploying an ERP platform is dependent on the selection of software that can be fully integrated with the business functions of the majority of City departments. Where this objective cannot be fully met, the goal should be to provide a software interfaces that allow the transfer of information in a seamless manner. The City is currently exploring options for a fully integrated enterprise software solution and is in the process of hiring a consulting firm to assist with requirements, definitions, and vendor selection.

Software Sustainability The City continues to maintain a strong business relationship with SHI, the Microsoft reseller. Future changes and enhancements to the Microsoft suite of software products will be closely monitored as well as keeping current on software patches required to protect the City from data breaches. Maintenance of GIS data continues to be a major focus as this information impacts nearly all City departments. Staying current with software agreements (maintenance) ensures ongoing security and availability of applications and data.

IT Standardization With the full implementation of ITIL Change Management, the Information Technology (IT) department continues to take major steps forward in ensuring that upgrades to the data infrastructure does not impact departmental operations. The IT department incorporated a project management process that ensures technology based projects will be successfully implemented, tracked, and completed within budget, time, and resource objectives.

On-Line Services Software purchases or upgrades are reviewed based on an objective to increase the use of on-line services for conducting business with the City. Information Technologyâ&#x20AC;&#x2122;s Project Management division partners with departments in the evaluation of software programs to determine the extent to which web based service can be provided as a part of the implementation.

City of Coral Springs, Florida

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.

Fiscal Year 2017 Annual Budget

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 both ballot questions in November.

City of Coral Springs, Florida

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 age Population In the State of Florida, the official municipal level population estimates in the intercensal years are produced by the University of Florida’s Bureau of Economic and Business Research (BEBR). According to the BEBR’s 2015 estimates, the City of Coral Springs had a population of 124,282, an increase over the 2010 Census estimate of 121,096. The 2010 Census reported the gender distribution as 52% female and 48% male. The median age was 36.5 years. Population under 18 made up 27% of the City’s total population, while senior population (age 65 and over) made up only 8% of the City’s total population.

Under 5 Age 65+ 5.8% 7.9% Age 50-64 20.5%

Age 35-49 23.6%

Age 5-17 20.8%

While Coral Springs is a “young” community, especially when compared to Broward County and the United States, there has been some “aging” of the population over the past 20 years. Population under 18 years old has decreased its share of total population by roughly 14% since 1990, while the age group 50-64 grew significantly, increasing its share of the population by 130% since 1990. This increase is due to the “baby boom” population entering this age cohort.

Age 18-34 21.4%

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

Age 5-17

Age 18-34

7.0% 8.8% 28.4%

Age 35-49 6.0% 14.1%

Age 50-64

Age 65+ 7.9%

20.5%

28.1% 23.6%

24.9%

21.2%

21.4%

23.8%

20.8%

7.1%

6.9%

5.8%

1990

2000

2010

Fiscal Year 2017 Annual Budget

Race and Ethnicity The 1990-2000 comparison of the City’s racial/ethnic make-up shows an increasingly diverse community: This significant change over the past twenty years is best reflected in the growth of the minority population which reached 48% of the City’s total population in 2010, compared to only 13% in 1990. Black (Non-Hispanic) population has grown considerably, from only 3.2% of the City’s total population in 1990 to 17.1% in 2010. While the minority population as a whole has increased in the past 20 years, it is the Hispanic population that has seen the greatest growth – its share of the City’s total population grew from 7.1% in 1990 to 23.5% in 2010, an increase of 231%. The latest estimate indicates 25% of the City’s population identifies as Hispanic. This diversification of the population is primarily due to the race/ ethnicity of the South Florida region. Households and Families

Growing Hispanic Population

The 2010 Census reported 41,814 households in the City, with the average household size of 2.9 people. Families made up 78% of the City’s households (higher than Broward County’s 63% and the nation’s 66%). This figure includes both married-couple families (55%) and “other” families – female householder, no husband present (17%) and male householder, no wife present (6%). Family households with children are much higher is Coral Springs, accounting for 40% of total households (higher than Broward County’s 29% and the nation’s 30%). The average family size was 3.3 people. Most of the non-family households were people living alone.

100% Hispanic or Latino

90%

Non-Hispanic Other Non-Hispanic Black

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

Non-Hispanic White

20% 10% 0% 1990 Census

2000 Census

2010-2014 ACS estimate

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

Place of birth Percentage of Native Born 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

21% 79%

2000 Census

City of Coral Springs, Florida

Percentage of Foreign Born 25%

28%

75%

72%

2005-2009 ACS Estimate

2010-2014 ACS Estimate

Language

Language spoken at home

Among people at least five years old living in Coral Springs, two-thirds (65%) speak only English and one-third (35%) spoke a language other than English at home. One-fifth (22%) of residents over the age of five spoke Spanish, while 11 percent spoke an Indo-European language.

100% 90% 80% 70%

Other languages

60%

Asian and Pacific Islander

50%

Other Indo-European

40%

Housing Characteristics

Spanish

30%

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

English only

20% 10% 0% 2000 Census

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

The 2010-2014 ACS provides additional characteristics of occupied housing units. Seventy-nine percent of the owner occupied housing units had a mortgage. Two percent of all occupied households did not have telephone service. Five percent had no vehicle available and 20 percent had three or more available. According to the 2010-2014 ACS, close to 90% of all housing units in Coral Springs were built between 1970-1999, with a fairly similar share of units built in each of those three decades.

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

10%

15%

20%

25%

30%

35%

0.0%

Built 2000 to 2009

10.3%

Built 1990 to 1999

26.3%

Built 1980 to 1989

32.4%

Built 1970 to 1979 Built 1960 to 1969

Housing Costs The median monthly housing costs for mortgaged owners was $2,178, nonmortgaged owners $681, and renters $1,295. Almost 50% of owners with mortgages, almost 20 percent of owners without mortgages, and 60 percent of renters in Coral Springs spent 30 percent or more of household income on housing.

26.8% 2.8%

Built 1950-1959

0.6%

Built 1940 to 1949

0.2%

Built 1939 or earlier

0.5%

Education

School enrollment (age 3 and older) 50%

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 bachelorâ&#x20AC;&#x2122;s degree or higher, 23 percent had some college but no degree. Five percent had not received their high school diploma.

45%

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.

10%

Percetage of Nursery School, Preschool

40% Percentage of Kindergarten

35% 30% 25%

Percentage of Elementary School (Grades 1-8)

20% 15%

Percentage of High School Grade (Grades 9-12)

Percentage of College or Graduate School

0% 2000 Census

2005-2009 ACS Estimate

Fiscal Year 2017 Annual Budget

2010-2014 ACS Estimate

Employment Status and Type of Employer

Commute time to work 0%

10%

15%

20%

<15 minutes

25%

30%

35%

40%

21.2%

15-29 minutes

Eighty-two percent of the people employed were private wage and salary workers; 12 percent were federal, state, or local government workers; and 6 percent were self-employed in their own (not incorporated) business.

31.5%

30-59 minutes

40.5%

60-89 minutes

90+ minutes

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

45%

5.7%

Commuting to Work Eighty-one percent of Coral Springs workers drove to work alone, and 10 percent carpooled. Among those who commuted to work, it took them on average 27 minutes to get to work. Fifty-three percent of all workers in Coral Springs travel to work in less than 30 minutes.

1.1%

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

Income Coral Springs

Broward County

$80,000 $70,000

Income

$60,000

The 2010-2014 ACS reported the median household income in Coral Springs at $66,271. Seven percent of households had income below $15,000 a year and 14 percent had income over $150,000 or more. The estimated median family income was $71,854. A household consists of people who occupy a housing unit regardless of relationship, while family households have more than two related individuals living together.

$50,000

United States $71,854

$66,271

$61,958

$65,443

$51,574 $53,482

$40,000 $30,000 $20,000 $10,000 $0 Median Household Income

Median Family Income

Population below poverty level

Poverty

25.0%

Ten percent of Coral Springs residents had incomes below the poverty level during the 12 months before the ACS survey was conducted. Eight percent of people 65 years old and over were below the poverty level.

20.0%

65 years and over

15.0%

All Families

10.0%

Related children under 18 years Families with female householder

5.0% 0.0% 2000 Census

2010-2014 ACS Estimate

City of Coral Springs, Florida

Eight percent of all families were below the poverty level, 13 percent were related children under 18, and 20 percent of families with a female householder and no husband present had incomes below the poverty level. Poverty thresholds vary depending on the size of the family, number of children under 18, and age of the householder. For instance, in 2014 the threshold was $11,354 for a person 65 years and older living alone. The threshold for a family with two adults and two children was $24,008.

Service andand Operations Strategy Service Operations This Business Plan covers the second year within a twoyear 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:

Strategy

City of Coral Springs’ Business Model Citizen Input

Data Analysis

• A Family-Friendly Community • A Thriving Business Community

Strategic Plan

• 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.

Business Plan Budgets Output to Citizens

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. 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.

Fiscal Year 2017 Annual Budget

A Family-Friendly Community New Initiatives Host Virtual Slice of the Springs Meeting Lead Departments: Development Services, Communications & Marketing

Operating Expenses: Existing Funds

Since 1995, the City of Coral Springs has held a series of “Slice of the Springs” neighborhood meetings, conducted in different sections or slices of the City – Southeast/Southwest, Town Center/Center West and Northside/Northeast. At each Slice meeting, City staff comes to the neighborhood to provide an annual update to the community and to discuss relevant issues or concerns with the residents. The meetings are a chance for the residents to interact directly with staff members from all sectors of the City, including Police, Fire, Community Development, Code Compliance, Building, Public Works and Parks and Recreation. After a decrease in attendance in 2014-2015, the three-meeting series held in 2015-2016 saw a significant increase in attendance. The attendance was boosted by the advertising efforts of the City’s Communications and Marketing Department through the City’s social media platforms. In an effort to bring the meetings to an even wider resident audience, the Communications and Marketing and Development Services departments are considering offering the meetings in a virtual format, or videocast. Residents could continue to physically attend the Slice of the Springs meetings, but would also be offered the option to participate virtually. This format would allow residents to view the meeting from any computer or mobile device, and would allow for full participation, including the ability to ask questions of staff, remotely.

FY 2016 Goal

FY 2017 Goal

2,500

Resident rating of City efforts to prevent crime (Resident Survey)

—

92%

Resident rating of City Government for respecting religious and ethnic diversity (Resident Survey)

—

94%

(Biz) 96%

(Res) 96%

Coral Springs Charter School graduation rate

95%

Injury accidents at or near 14 major intersections in the City

175

165

Key Intended Outcomes City crime rate (crimes/100,000 residents—Calendar Year)

Ratings of Quality of Life (Resident and Business Surveys)

City of Coral Springs, Florida

New Event Programming Lead Department: Parks and Recreation Operating Expenses: $2,000 new plus Existing Funds The City will add two new special events to its familyfriendly programming - an annual Egg Hunt and a Founders’ Day event. The Egg Hunt was introduced in Fiscal Year 2016, and based on the initial success, the City plans to incorporate this event into regular annual programming. Funds are needed to purchase the eggs, the prizes, and to cover the expense of an off-duty police officer to assist with crowd control. A Founders’ Day celebration is also being introduced in Fiscal Year 2017 with plans to incorporate it as a regular event. On the City’s birthday, July 10, a celebration will be held at Cypress Pool. Current plans contemplate an evening program which will offer food, fun, and games for the entire family revolving around the water features.

License Plate Readers Lead Department: Police

Capital Outlay: $240,500 funded by UASI Grant

The City of Coral Springs Police Department was the recipient of automated license plate reader speed trailers funded through the Urban Areas Security Initiative (UASI) grant. Automated license plate readers are computer controlled high speed camera systems that capture an image of every license plate that comes into view. These cameras, along with the processing unit and proprietary software, allow officers to capture images of license plates and instantaneously compare them with millions of “hot list” records to identify vehicles of interest. This technology not only makes police work more efficient, it has been shown to increase arrests of car thieves and deter auto theft. These license plate readers will be stationed at entrance locations within the City.

Enhance Economic Crimes Staffing Lead Department: Police

Operating Expenses: $309,000

Capital Outlay: $70,000

In the past three years, economic crime has increased 34.7%. Investigating this type of crime requires special training and skill sets. These types of investigations are typically more complicated. Often, economic crimes are investigated over extended periods of time, sometimes years. Cases can involve multiple victims, banks, credit card companies, merchants, and cell phone providers. This environment is constantly changing and evolving. Currently the City has three detectives, 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.

Fiscal Year 2017 Annual Budget

Ongoing Initiatives ArtWalk Events (2016-2017) Lead Department: Communications & Marketing, Parks and Recreation Operating Expenses: Existing Funds The ArtWalk successfully fulfilled its mission of creating a vibrant Downtown gathering place during its inaugural year. The event season included three large events – the ArtWalk Grand Opening, Downtown in December, and Unplugged. Three smaller events were also offered, and these were produced with the assistance of community partners. The Chamber of Commerce hosted Biz and Kidz Holiday Happening, and the CRA hosted two Savor the Notes jazz bunches that took place in conjunction with our Farmers’ Market. Funding for this initiative will provide for a similar event season next fiscal year, with a new event, Artober Fest, kicking off the season. This funding ensures a well-planned and coordinated effort, with support for public safety, setup, clean-up and advertising.

Body Worn Cameras Pilot (2016-2017) Lead Department: Police Capital Outlay: Allocated in FY2016 CIP Bond The Coral Springs Police Department has always been a leader with regard to progressive law enforcement, particularly in the area of technology. Over the past year, there have been a number of high profile incidents throughout the United States that have spurred the discussion of equipping all law enforcement officers with body worn cameras. Although police accountability and transparency have been the resounding arguments, there are a number of other benefits of body worn cameras, such as sensitive evidence collection, recording of spontaneous utterances, documentation to ensure accurate reports, stronger court/case presentation, enhanced training scenarios, and liability mitigation. Initially, approximately 12 patrol officers will be outfitted with body worn cameras so that the equipment and processes can be tested. Collaboration with the vendor and State Attorney’s Office will be necessary to develop procedures and controls.

Community Paramedic Program (2015-2017) Lead Department: Fire/EMS

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

There is an increase in demand for health care services due to the Affordable Care Act, the expansion of Medicaid, and the aging population. EMS (Emergency Medical Services) is considered an essential resource in reducing the cost of health care delivery, improving the population’s health, and improving the quality of care. Increasingly, 911 emergency services are being accessed by individuals with low acuity medical issues, the chronically ill, those with no access to primary care, and those with behavioral health needs who find themselves in crisis with no other way to access appropriate care. Invariably, many of these patients are transported by rescue to a hospital’s ER even though it may not be the most appropriate way to meet their needs. In March 2015, the Coral Springs Fire Department launched a pilot of a Community Paramedic program, based on best practices from several agencies across the nation. An existing, experienced paramedic was temporarily moved from the traditional 24 hour on and 48 hour off, to an 8 hour a day, five days per week schedule to run the program. Based on the proven success of the interventions made to date, the City will create a permanent Community Paramedic position in Fiscal Year 2017. The cost of this position, like other firefighter/paramedics, will be split between the General Fund (EMS) and the Fire Fund.

City of Coral Springs, Florida

This paramedic will continue the program on a permanent basis, conducting house visits to patients who traditionally have used the 911 system for non-medical emergencies, or as their primary source of healthcare. This paramedic will assist these patients in meeting their non-medical needs, helping them obtain resources directly, instead of through the already taxed 911 system.

Age Ranges of Community Paramedicine Patients 40

Number of Patients

35 30 25 21 20 14

15 10 5

7 3

0 0 Ͳ 10 11 Ͳ 20 21 Ͳ 30 31 Ͳ 40 41 Ͳ 50 51 Ͳ60 61 Ͳ 70 71 Ͳ80 81 Ͳ90 91 Ͳ 100

A community paramedic helps our citizens make better use of available emergency services and find solutions to problems that are not typically related to emergency medical care (transportation, follow up care, medication management, food, housing, utilities, etc...) These patients are being directly assisted or referred to agencies that can assist them.

Mobile Integrated Healthcare (2015-2017) Lead Department: Fire/EMS

Operating Expenditures: Existing Funds

A separate program under the Community Risk Reduction initiative is Mobile Integrated Healthcare, which utilizes an existing ALS-equipped (advanced life support) vehicle staffed by one Coral Springs Fire Department paramedic and one registered nurse practitioner provided by a partner hospital. The rescue vehicle is being outfitted with an examination table and will be stocked with ALS supplies and equipment, as well as all the supplies commonly found in the fast track area of the hospital emergency room (stitching, stapling, diagnostic equipment, soft casting, etc...) The vehicle will eventually carry mobile diagnostic equipment such as a portable radiology machine and portable scanning equipment. A state of the art communication system will allow providers to interact with medical direction via telemedicine. This rescue unit will bring mid-level medical care to our residents under a model of Assess, Treat, and Refer. Services provided will include treatment of low severity medical issues, such as basic wound care, x-rays for possible fractures, pediatric fever, and flu-like symptoms. The nurse practitioner in the mobile unit will be able to prescribe medication and provide referrals to specialists for follow up. Currently, the Mobile Integrated Heathcare (MIH) unit has been outfitted and is ready to be put in service. Next steps involve partnering with a local hospital to hire, train, and complete the credentialing of the nurse practitioner who will staff the MIH unit with one of our paramedics. This innovative health care delivery initiative will establish the Coral Springs Fire Department as an active partner in residents’ health care management, with an expanding presence in all stages of treatment including prevention and follow up.

Fire Stations 43 and 95 (2015-2017) Lead Department: Fire/EMS Capital Outlay: $5.1 million Voter-approved (Nov 2014) GO Bond ; $1 million Fire Fund reserves; $1 million Equipment Services Fund Fire Station 43 was erected in 1988, four years before Hurricane Andrew hit, and Fire Station 95 was built twenty years ago in 1995. Both stations were constructed before the Coral Springs Fire Department became a career force, and were only designed to house apparatus and gear, not full-time staff. The Fire Department long ago changed from a volunteer department to a full-time professional department in a city with a developing urban center. Additional missions brought on by changing demands require the Fire Department to respond to emergencies not imagined when these stations were built, such as acts of terrorism and mass casualty incidents. Natural disasters also present a special challenge for ensuring our fire stations weather these storms and preserve our Department’s ability to respond.

100

Fiscal Year 2017 Annual Budget

In November 2014, voters approved a general obligation bond to finance the construction of replacements for these two fire stations. Bids were opened in February 2016 with the most responsive bidder being Kaufman Lynn Construction, Inc. of Boca Raton, Florida. Funding is being drawn from the Public Safety General Obligation Bond approved in November 2014, plus $1 million from Fire Fund reserves, and a $1 million internal loan from the Equipment Service Fund. Groundbreaking was held in June 2016 for the two new stations which are designed to meet the recommended safety requirements for the staff who live in the stations and accommodate male and female firefighters with adequate sleeping and working areas to perform their jobs as emergency responders.

Education Grants (2016-2017) Lead Department: City Manager’s Office

Operating Expenses: Existing Funds

To support and supplement the education efforts of the Broward County Schools, the City has committed resources to assist area students. For Fiscal Year 2016 the City provided financial assistance to qualifying students and/or local schools for SAT preparation. For Fiscal Year 2017 the City will review the success of last year’s effort and look for an improved method to encourage and sustain academic achievement.

CSI Building Renovation (2015-2017) Lead Department: Police

Capital Outlay: $950,000 Voter-approved (Nov 2014) GO Bond plus $265,000 allocated in CIP

The CSI (Crime Scene Investigations) Unit is a specialized civilian unit of the Coral Springs Police Department, processing crime scenes, including the documentation and collection of evidence. The evidence collected is brought back to and housed in the CSI building, where further in-depth forensic examination is conducted. The CSI Unit also provides assistance to other agencies such as neighboring police departments, Broward Sheriff’s Office, and the State Fire Marshall’s Office. The CSI Unit is currently housed in a small, single-story building adjacent to the main, three-story Public Safety Building. This building has not been updated since its original construction in 2001, when it was built to accommodate a staff of eight. Since then, the volume of work has necessitated adding four additional Crime Scene Investigators. As a result of the increased staffing, additional work spaces were integrated into the office area. Likewise, existing workspaces were consolidated to accommodate equipment acquired due to advancements in forensic sciences. Such advancements, like those in DNA, have dictated the creation of dedicated areas to handle, document, process, and package evidence to lessen the potential for cross-contamination. Renovation of the current building will accommodate these dedicated areas, allowing staff to work on their cases simultaneously without the risk of cross-contamination. This expansion will provide dedicated evidence handling space and office space, and will accommodate the equipment needed to keep pace with technological advancements. Voters approved a general obligation bond in November 2014 to finance the construction of a second floor to the current CSI building and renovate the existing space. Capital funds are being programmed to purchase furnishings and equipment.

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School Resource Officers (2015-2017) Lead Department: Police

Capital Outlay: $115,000 Equipment Fund

School Resource Officers (SROs) perform duties that promote positive relations between students and law enforcement officers, serve as liaison with school administrators, identify and prevent delinquent behavior, as well as other functions to create a safer school environment. The Broward County School Board only provides financial assistance for one SRO for every two elementary schools, requiring the SROs to split their time between two locations. The City will provide the funding necessary to allow an SRO to be present full time at each Coral Springs elementary school and equip them with vehicles.

Multi-cultural Events (1995-2017) Lead Department: Human Resources Operating Expenses: Existing Funds Each year, the City promotes a number of events and programs to strengthen the ethnic, religious and cultural bond within the community. By focusing on diversity and respect, we become stronger as an inclusive community and add value to our lives through understanding, acceptance, and appreciation of others. These events and programs are designed to appeal to every segment of the population from students and teachers to families and businesses. In Fiscal Year 2017 the City anticipates hosting the following events. • Martin Luther King, Jr. Celebration • WorldFest • CommuniTea • International Day of Peace • International Dinner Dance In addition, diversity/leadership programs, such as Uniteens and Unitown, will be conducted for middle and high school students to raise awareness and respect for different cultures, religions and disabilities, with special emphasis on antibullying.

Teen Political Forum (2008-2017) Lead Department: Human Resources

Operating Expenses: Existing Funds

The purpose of the Teen Political Forum is to have city and county elected officials enlighten students with their personal experiences and address teen issues of interest, concluding with a Q & A from the student audience. This is an opportunity for students to talk directly to elected officials and feel that their voices are heard. A Steering Committee, made up of select high school students plans and implements the program, with City staff supervision, which further develops their leadership skills. The event is open to all high school students who live in Coral Springs or who attend local high schools: Coral Springs High, Marjory Stoneman Douglas High, Coral Glades High, Coral Springs Charter, J. P. Taravella High and Coral Springs Christian Academy. Service hours are offered for attending the Forum. Students who are home-schooled or attend private schools and live in Coral Springs are also welcome. Three years ago we introduced incentives to help attract attendees, with great success. The high school with the largest attendance at the event is offered a trophy as well as a $1,000 check donated by Waste Pro. Students are also treated to free food donated by local restaurants. This helped to attract around 1,700 students to the 2015 event and close to 1,500 students to the 2016 event.

102

Fiscal Year 2017 Annual Budget

A Thriving Business Community New Initiatives TRAKiT Lead Department: Development Services

Capital Outlay: $50,000

The Development Services Department is transitioning to a new database system called TRAKiT, provided by Sungard. TRAKiT will standardize permit pricing, automate permit invoicing and routing, enhance inspection scheduling, document scanning, and improve communications. For example, field inspectors will be able to enter inspection results from the field via tablets, speeding notification times for the Building staff as well as the customer. TRAKiT will also give customers the ability to schedule or cancel inspections, check contractor licensing, research property information and permit status online. TRAKiT will greatly improve customer service and streamline the Building division’s processes. The Fire Department’s plan review and inspection processing will also fall within the scope of TRAKiT. With an adjunct software installation, called Bluebeam, electronic plan review will also be available. Customers will be able to submit their plans electronically. City staff will be able to collaborate on these plans with design and engineering professionals to mark up, add comments and measurements, with everyone working on the plans concurrently, greatly reducing plan review times. Electronic plan review not only makes the review process more efficient and saves space, it allows sharing of documents with other City departments. For example, the Police and Fire departments will be able to quickly access drawings and floor plans in crisis situations. TRAKiT will also be deployed in the Code Compliance and Business Tax division. This will allow efficient management of Code cases and business tax receipts, providing customers a means to apply, renew, update, pay for, and submit information online. For the Community Development Division, TRAKiT will automate over 40 processes currently completed in the Division. It will improve the productivity of all processes and allow the public to view the status of this information online. It will also allow for residents to view when meetings will occur for various land development actions within the City.

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

FY 2016 Goal

FY 2017 Goal

95%

—

Net new taxable value as % of Total Taxable Assessed Value (BCPA)

above the average of six comparison cities

Non-residential tax base growth

above the average of six comparison cities

Coral Springs’ June unemployment rate

below State

City of Coral Springs, Florida

103

“Business is Brighter” Campaign Lead Department: Economic Development Office Operating Expenses: Existing Funds The economic development marketing campaign is designed to attract new and expanding business, recruit and retain a talented workforce, and attract retail development. Commercialization of “Business is Brighter” campaign with advertisements, brochures, website, trade shows, publicity, special events, and direct mail is aimed at attracting new and expanding businesses. Creating an active on-line presence is crucial to innovate and to adapt to the new trends in online marketing communication. Additionally, the strategy and implementation of an economic development marketing campaign will include an approach to ensure retention and expansion of high-growth companies.

Chamber of Commerce Business Academy Lead Department: Economic Development Office

Operating Expenses: Existing Funds

Business owners that want to grow their business, network and exchange knowledge with each other can join the Chamber Business Academy. Presented by the City of Coral Springs and Atlantic Technical College, participants will have the opportunity to attend a variety of presentations and discussions. These include award-winning principles of high-quality customer service, obtaining higher level communication and human relations skills, as well as how to develop a customer mindset, and much more. A nominal fee will be charged to attend.

Corporate Park Improvement District - Ph. II Lead Department: Economic Development Office

Operating Expense: Existing Funds

The Economic Development Office (EDO) will continue to work to establish relationships with all the Corporate Park businesses. Events will be planned, promoted, and hosted to discuss future plans and required actions of the Corporate Park. The EDO will continue to meet with the involved parties to talk about their vision for the Corporate Park and start building a relationship. In addition, the EDO will lead educational efforts on Business Improvement Districts and how a BID can enhance the Corporate Park. The Economic Development Office retained Chen-Moore & Associates to complete the needs assessment and assessment methodology report. Staff has met with the newly created Corporate Park Association Board of Directors regularly since early 2016, coordinating discussions about the needs of the Corporate Park and potential methodologies of assessing. GSG Consultants has been retained to complete the assessment methodology. Discussions will be ongoing into Fiscal Year 2017.

Water Fill Station Lead Department: Public Works

Capital Outlay: $30,000 Water & Sewer Fund

Currently there are commercial businesses that tap into the City’s water system to fill large-volume tanks or trucks, such as pressure cleaning companies and pest control companies. These entities do so with the permission of the City, utilizing a fire hydrant meter. The use of hydrant meters at multiple hydrants by non-utility and fire personnel increases the risk of unreported damage to the fire hydrants and contamination to the City’s water distribution system. An automated water fill station will be installed on City property in Fiscal Year 2017 to manage, track, and charge for trucked-out water. Commercial entities will access the station using a reloadable swipe card and PIN number. Each time the station is used, all data including date, time, customer, volume, cost and more are automatically recorded. This simple to use, automated station will capture revenue for the City while reducing the risk of contamination to the water system.

104

Fiscal Year 2017 Annual Budget

Ongoing Initiatives Economic Development Marketing Strategy (2016-2017) Lead Department: Economic Development Office

Operating Expenses: Existing Funds

An economic development marketing campaign will be implemented to foster growth in Coral Springs. The goals of the campaign will be to attract new and expanding business, recruit and retain a talented workforce, and attract retail development. Elements of the strategy will be the creation of an Economic Development official website, targeting conferences, trade shows, and events to promote the City, co-hosting Chamber of Commerce events, and increasing new lead generation through social media marketing outreach.

Downtown Water and Sewer Improvements (2016-2017) Lead Department: Public Works

Capital Outlay: $6.2 million Water & Sewer Fund

In preparation for development in the Downtown area, many water and sewer improvements are planned, some of which began in Fiscal Year 2016. In order to support the Municipal Complex, a new wastewater pump station, as well as water and sewer lines, will be installed on NW 94th Avenue from NW 31st Court to Sample Road. In addition, a new water main will go in on Coral Hills Drive south of Sample Road, and existing water and wastewater main lines along Sample Road from University Drive to Coral Hills Drive will be upgraded to replace aging infrastructure. These improvements need to be completed before completion of the new Municipal Complex to minimize costs and avoid disruption.

Downtown Redevelopment (2013-2017) Lead Department: City Manager’s Office

Partner: Community Redevelopment Agency (CRA)

Capital Outlay: $3.6 M (Economic Recovery Zone funding 2010) During Fiscal Year 2013, the City began to explore alternatives for the best use of the Downtown area in terms of public gathering opportunities, future activities, and the connectivity between the public and private spaces with the ultimate goal of creating a sustainable Downtown. As an on-going effort, the City will continue discussions of the anticipated gateway hub, entertainment options, and other civic uses within the Downtown. The City and CRA have enumerated and prioritized the infrastructure improvements that will occur in the downtown area in order to support future development. These improvements include the installation of a right turn lane from Sample Road to NW 94th Avenue (part of the Municipal Complex), the already completed redevelopment of NW 31st Court into the ArtWalk, potential streetscaping along NW 32nd Street and NW 94th Avenue, water and sewer upgrades, and future road resurfacing. The aim of the enhancements is to provide an infrastructure which will create a “sense of place” that residents and commercial owners have been seeking for the past several years.

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Municipal Complex (2007-2017) Lead Department: City Managerâ&#x20AC;&#x2122;s Office

Project Cost: $38 million

The existing City Hall was built in 1967. It was originally built as a real estate sales center, and not designed to serve as a municipal complex. The City moved its operation to the site in 1976, intending to use it as a temporary location. The facility is outdated and functionally obsolete. Among its many deficiencies include a lack of energy efficiency, failure to meet many modern ADA accessibility standards, significant security and life safety limitations, not hurricane-resistant, and lack of sufficient parking and public meeting space. Approximately 5.9 acres have been assembled to accommodate a new Municipal Complex and associated uses on the south side of Sample Road. Existing buildings (City Hall South and bank drive-thru) were demolished. Architectural firm, Song + Associates, designed the architectural and engineering aspects of the Complex, an in-house construction project manager was hired to shepherd the project, a comprehensive space plan was developed, and initial financing was secured in 2015. Song + Associates took the conceptual design into schematics, then into the design development phase. The Commission decided to increase the size of the garage to over 600 spaces by partnering with a developer. Construction drawings were finalized in early 2016. In April 2016, Boca Raton-based Kaufman Lynn Construction, one of the largest construction companies in South Florida, was awarded the contract to build the 74,000 square-foot City Hall and 607 space parking garage at the corner of Sample Road and NW 94 Avenue. Groundbreaking was held in May 2016. The remainder of the financing is expected to be obtained before the end of Fiscal Year 2016. Construction is expected to be completed by fall of 2017 with occupancy occurring before the end of the year. The Cityâ&#x20AC;&#x2122;s CRA (Community Redevelopment Agency) requested proposals for the Municipal Complex Commercial Development (Phase II and Phase III parcels), located directly southeast of where the new City Hall will be built, and received a proposal from Amera Urban Developers. If the proposal is approved by the CRA Board, the City intends to convey Phase II and Phase III parcels to the CRA and the CRA will grant Amera the right to develop both parcels. The CRA supports mixed uses, businesses that generate pedestrian traffic, high quality design that will enhance Downtown, and projects that are flexible to respond to future market evolution.

106

Fiscal Year 2017 Annual Budget

Traffic Management (2010-2017) Lead Department: Development Services

Capital Outlay: $25,000

The Transportation Improvement Plan for Fiscal Year 2017 shows the efforts planned or underway to ensure acceptable levels of service and safe driving conditions are maintained in the City. The City’s Traffic Management Team meets monthly to address issues pertaining to the safe and efficient use of the roadway network. Projects include traffic calming, road resurfacing, turn lanes at intersections, as well as pedestrian and bicycle infrastructure improvements. In Fiscal Year 2017, the City will work with Broward County on pedestrian signal improvements to enhance mobility and connectivity, including the installation of audible pedestrian detectors at three intersections with high levels of pedestrian activity. Another project involves installation of a solar powered pedestrian activated signal to replace the stop signs on NW 31st Court at NW 94th Avenue adjacent to the ArtWalk. Broward County is planning several improvements including updated traffic signal synchronization and the installation of new mast arms with pedestrian countdown signals. City staff will work with the Broward MPO (Metropolitan Planning Organization) on the following efforts: • Implement projects that improve regional connectivity, including the extension of the Sawgrass Expressway east to I-95 • Expand University Drive to 6 lanes north of NW 40th Street • Widen Wiles Road east of Riverside Drive to 6 lanes • Work towards ensuring federal funds for the Gateway Mobility Hub. City staff will work with the NW City Planners Consortium to secure funding through the MPO and Broward County to identify services connecting downtown Coral Springs and Broward College with other educational institutions and transit generators in Coconut Creek, Margate, and Pompano Beach. Staff will continue to monitor development within the Downtown LAC (Local Activity Center) to determine traffic impacts of new development and will monitor the ongoing development within the “Wedge” area of Parkland. Also in Fiscal Year 2017, $25,000 will be used to purchase replacement speed cushion parts, speed hump signage, and new thermoplastic used for advanced pavement markings and chevrons to make the speed humps more visible. Speed cushions will be replaced in coordination with roadway resurfacing in the following areas as funding allows: • NW 21st Street • NW 93rd Terrace

Realtors’ Summit (2015-2017) Lead Department: Economic Development Office (EDO) Operating Expenses: Existing Funds Realtors are an important economic force in the community. In order to promote the City and foster economic growth, an outreach program has been developed to ensure the real estate community has all the information it needs to enthusiastically market the City of Coral Springs. A real estate forum or similar platform will be held on an annual basis, in a concerted effort between EDO, the City Manager’s Office, and the Community Redevelopment Agency. The purpose of the forum is to strengthen the City of Coral Springs’ ties with all stakeholders to include commercial and residential realtors, business owners, and developers in order to make the City attractive for mutually beneficial economic development activities.

City of Coral Springs, Florida

107

2016-2018 Short-Range Transportation Improvement Plan SAWGRASS EXPRESSWAY

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City Roadway Resurfacing Program Sidewalk/Pathway Improvements Mast Arm Installation Wiles Road - Riverside Drive to Rock Island Road - Widen 4-6 lanes (2019) NW 110 Avenue Bike Lanes and Sidewalk Wiles Road - Rock Island Road to US 441 - Widen 4-6 lanes Traffic Calming Speed Cushion Replacement New Northbound/Southbound left turn lanes School Zone Mast Arm Installation Street Lighting Project (County) Entryway Improvements Right turn lane, Sample Road at NW 94 Avenue Tortoise Way - Left turn into Turtle Run Park

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Downtown CRA Infrastructure Project (NW 31 Ct, Art Walk) Regional Bike Trailhead (Broward County) New Signalized Intersection Downtown Pathway Traffic Calming Speed Cushion Replacement Lane Reduction (4 lanes to 2 lanes, add bike lane) City Roadway Resurfacing

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1. University Drive/Sample Road - Add SB, EB and WB right turn lanes 2. University Drive/Wiles Road - Add NB, SB, EB, and WB left turn lanes - Add NB and SB through lanes 3. Sample Road/Coral Springs Drive - Add EB and WB right turn lanes 4. Sample Road/Riverside Drive - Add EB right turn lanes Add NB and SB left turn lanes 5. Sawgrass Expressway 6 lanes to 8 or 10 lanes 6. Coral Hills Drive - Sample Road to NW 29th Street Widen to provide a 3-lane cross section 7. NW 33rd Street - Coral Hills Drive to NW 99th Way Widen to provide a 3-lane cross section 8. University Drive - NW 40th Street to Sawgrass Widen from 4 to 6 lanes 9. Wiles Road - University Drive to Riverside Drive Widen from 4 to 6 lanes 10. Multi-Modal Improvements (2040 LRTP, Comp Plan) 11. Proposed Transit Center in Downtown DRI 12. Proposed Diverging Diamond Interchange 13. Future Sidewalks 14. NW 85 Avenue Northbound/Southbound turn lanes

" ) Completed A. University Drive/ Sample Road - Add NB and EB right turn lanes, Bus Bay and Sidewalk Improvements (Completed 2007) B. Sample Road/Sportsplex Drive, install traffic signal (Completed 2006) C. Downtown Pathway (Completed 2016)

Community Redevelopment Agency (CRA) Area #1

108

Fiscal Year 2017 Annual Budget

An Active, Healthy Community New Initiatives Replacement Fund for Parks and Recreation Lead Department: Parks and Recreation

Operating Expenses: $152,000

In Fiscal Year 2017, at the request of the City Commission, the City is establishing a Parks and Recreation Replacement Plan. The Plan lists all major recreation components, such as artificial turf, pools, athletic fields, and provides an estimate for the remaining useful life of the components and their replacement cost. Using this information, the City calculates how much to set aside in the replacement plan to meet future repair and replacement needs. The Parks and Recreation Replacement Plan, similar to the Fleet Replacement Plan and Computer Replacement Plan, allows the City to use pay-as-you-go financing as a method of funding capital projects. This financing method uses current tax revenues to fund future replacement costs rather than requiring the issuance of additional debt.

Additional Senior Programming Lead Department: Parks and Recreation

Grant Funding (CDBG): $48,021

Operating Expenses: $3,000

With the aging of our general population, today’s mature resident is seeking opportunities for continued education and lifelong health and fitness. This has led to an increased demand on the City’s senior programming. Currently, the City offers a variety of health, fitness and education classes free of charge to Coral Springs seniors. We are one of the few cities that offers 100% free classes. Tai Chi, yoga, as well as a variety of other fitness classes are among the most popular offerings. Many of these classes reach capacity, with seniors signing up on a wait list to attend. The City receives an annual Community Development Block Grant (CDBG) from the federal government which partially funds these programs. Additional funding has been set aside in Fiscal Year 2017 in order to add new senior events, programs, or classes depending on need and interest. Ideas include adding more intergenerational classes, concerts, and lecture series. Funding will be used for the events, instructors, and supplies.

FY 2016 Goal

FY 2017 Goal

Resident rating of appearance of Parks and Recreation facilities (Resident Survey)

—

95%

Resident rating of range of activities at Parks and Recreation facilities (Resident Survey)

—

95%

8,100

Key Intended Outcomes

Athletic league participation

City of Coral Springs, Florida

109

Turtle Run Park Improvements Lead Department: Parks and Recreation

Capital Outlay: $100,000 FY2016 CIP Bond

The north parking lot at Turtle Run Park floods every time there is a heavy rain, forcing the closure of the lot, making the park unavailable, sometimes for several days. The parking lot was originally built by the Broward School District when this was the temporary home of Forest Glen Middle School during construction of the current school. A small swale was built on the north side of the parking lot and a large swale was installed on the west side. These swales are meant to hold water and drain within 48 hours, which is not happening. The City will regrade the swales and restore the drainage pipe and sidewalk so that the park can be accessed after heavy rains.

Athletic Field Renovations Lead Department: Parks and Recreation

Capital Outlay: $100,000

Many of the Cityâ&#x20AC;&#x2122;s athletic fields require renovations over the next few years. Patching has been done to the extent possible but after multiple patches, fields develop low spots, making them uneven, creating areas that hold water after rainstorms Field renovation would involve removing the existing grass, grading the fields, then installing new sod. The Cityâ&#x20AC;&#x2122;s goal is to renovate an athletic field once every 10 years. Renovation provides for a smooth field that drains well, reducing the chance of injuries, and maximizing use by reducing the number of rainouts. These improvements also make the fields more attractive to tournaments, increasing local economic activity. The primary focus of the upcoming field renovations will be the soccer and football fields at Mullins Park and the soccer fields at North Community Park.

Court Resurfacing Lead Department: Parks and Recreation Capital Outlay: $65,000 Outdoor basketball, tennis, roller hockey, and skateboard surfaces require regular resurfacing, which involves laying a colored protective surface over the asphalt, then painting new lines. The color-coated sealer protects the asphalt and reduces slipping. It also prevents cracking and fills in low areas so water does not sit on the courts. Regular resurfacing prevents deterioration of the underlying asphalt, keeping the courts open, and extending their useful lives. Normally done every three or four years, this maintenance task has fallen behind due to the recession. In Fiscal Year 2017 the City will catch up on this important task, focusing on courts at Cypress Park, North Community Park, and several neighborhood parks, approximately 14 courts total.

Riverside Park Boat Dock Grant Lead Department: Parks and Recreation

Capital Outlay: $21,475 Grant Match

The City has been awarded a Broward Boating Improvement grant to renovate the existing boat dock at Riverside Park. The plan is to demolish both sides of the existing dock at the boat ramp on the C-14 canal at Riverside Park and replace the east side only, utilizing existing pylons. These docks were installed with the assistance of the Broward Boating Improvement Program over 25 years ago and the City has been maintaining them ever since. However, their condition has reached a critical point where small repairs are not enough to properly maintain the safety and intended use of this facility and a more comprehensive overhaul is required. The east and west sides of the boat ramp will be demolished and the east side only will be replaced. New structural supports, new composite decking and railings will be installed. A $64,425 grant from Broward County was awarded, with a required City match of $21,475.

110

Fiscal Year 2017 Annual Budget

Ongoing Initiatives City-wide Day of Service (2016-2017) Lead Department: Human Resources Operating Expenses: Existing Funds The City organized its first official Day of Service on March 18, 2016. Employees were encouraged to spend the morning participating in one of the following service projects. • Making lunch bags to distribute to children at Lyons Park • Making “no sew” pillows for WWII veterans traveling to their memorial in Washington, D.C. • Cleaning up litter on three streets in different areas of the City • Providing lawn and shrubbery clean-up for low income seniors • Establishing a food collection drive within employees’ neighborhoods while engaging high school students in the effort Due to the overwhelming response and success, the City will continue this initiative for Fiscal Year 2017. Once again, through community outreach efforts, City employees will engage others to make a positive contribution through existing community programs that can bring joy to our world while promoting goodwill throughout the City. Funds are used for event promotion materials, supplies, refreshments, t-shirts for volunteers, and any additional needs.

Aquatic Complex 50 Meter Pool (2016-2017) Lead Department: Parks and Recreation

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

The Coral Springs Aquatic Complex was built in 1990 and the 50 meter pool was part of the initial construction. After over 25 years of use, components of the pool have deteriorated and require replacement. A number of cracks and leaks have developed, resulting in loss of water. Additionally, the current depth of the pool does not meet many aquatic sports governing bodies’ minimum depth requirements. These changes in depth requirements have occurred since the pool’s construction. The City hopes to attract more nationally recognized events with the planned improvements, which will extend the life of the pool for at least 25 years. With the upgrade of the pool, additional updates to the pump system and water lines will need to be made in order to handle the additional water in the pool. In an effort to minimize the pool’s closure, a design/build contract was executed with a Recreational Design and Construction, Inc. of Fort Lauderdale. Rather than procure architectural and engineering services and then request bids from construction firms separately, this design/build process saves time by requiring a joint proposal for the design of the project and cost of completion, on a turnkey basis. Timing of the work will be conscientiously scheduled to minimize disruption and service hours of this popular City amenity, with completion estimated by February 2017.

City of Coral Springs, Florida

111

Drowning Prevention/Water Safety (2007-2017) Lead Departments: Fire/EMS, Communications and Marketing

Operating Expenses: Existing Funds

Drowning is a leading cause of death among kids and, in Florida, is the number one cause of death in children under age four. Too many families in and around Coral Springs have experienced this unimaginably horrible family tragedy. In a majority of the drowning deaths, the child has been seen five minutes or less before being missed and subsequently found in the pool. The City makes it a priority to heighten community awareness and focus on prevention efforts. The Coral Springs Fire Department, together with various local partners, administers a program called “Watch Your Kid, You’ll Be Glad You Did”. This effort presents educational sessions to a wide range of community groups to raise awareness and provide pool safety instruction. The Police Department and Aquatics staff work together to support the message as part of their community outreach efforts. This past year the Coral Springs Regional Institute of Public Safety, together with our community partners, was able to develop and deliver our first drowning prevention program focused on high school students. This is another part of the City’s long range commitment to breaking down the known obstacles which keep the tragedy of drowning so prominent in our community As part of the Safety Town initiative, training devices have been obtained to allow residents to practice providing CPR and using AEDs (automated external defibrillators.) Training mannequins are brought to all outreach events to provide as many practice opportunities as possible. Many other programs, such as Sleep Safe and Car Seat Safety installations, are utilized to further drowning prevention efforts.

112

Fiscal Year 2017 Annual Budget

An Attractive Community New Initiatives Piloting Electric Vehicles and Charging Stations Lead Department: Public Works

Capital Outlay: $58,000 Equipment Fund;$10,000 FY2016 CIP Bond

To support the Cityâ&#x20AC;&#x2122;s drive toward sustainability, two electric automobiles will be added to the fleet in Fiscal Year 2017. These vehicles will showcase efforts to reduce emissions and dependence on fossil fuels. In addition, these vehicles will help meet the Key Intended Outcome of reduced fuel consumption. One vehicle will be utilized by the internal mail service for daily pick-up and delivery to various parts of the community. The second electric vehicle will be displayed at City events and made available to City staff to give the community the opportunity to experience an electric vehicle. This exposure could potentially influence future purchases. For wider community application, the City will be installing an electric vehicle charging station at the Aquatic Complex and will also pursue installing electric vehicle charging stations at other central city-owned locations. Currently, the City is contemplating installing charging stations over the next few years at the Gymnasium, Aquatic Complex, Municipal Complex, and North Community Park. Depending on usage, further installations will be considered.

Turtle Run Park Left Turn Lane - Phase I Lead Department: Public Works

Capital Outlay: $10,000

A left turn lane will be designed on northbound Tortoise Way into the park. This turn will eliminate the need for motorists to make a dangerous U-turn at the intersection of Wiles Road and Tortoise Way in order to enter Turtle Run Park. An imminent County project to widen Wiles Road to six lanes will make this current U-turn practice even more dangerous. Design will take place in Fiscal Year 2017 with construction the following year.

Key Intended Outcomes

FY 2016 Goal

FY 2017 Goal

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

(Biz) 87%

(Res) 87%

â&#x20AC;&#x201D;

90%

Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys)

(Biz) 85%

(Res) 85%

Fuel consumed by City operations (diesel and unleaded)

400,000

120

Ratings of condition/appearance of medians (Resident Survey)

Pounds of recycled materials per capita

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Interactive Public Art Lead Department: Development Services

Capital Outlay: $100,000 Public Art Fund

Recognizing that public art creates a unique sense of place and distinction, enjoyment and pride for all citizens and visitors to our community, the City has instituted a Public Art Program. The goal of this program is to create a stimulating environment that reflects or enhances the City’s heritage, diversity, and character through public artworks integrated in the architecture, infrastructure and landscape. For Fiscal Year 2017, this program will venture into a kind of creative place making, looking for an installation that will be a magnet for public participation. More than ever before, public artworks are stimulating and inviting active dialogue rather than just passive observation, fostering social interaction. The Public Art Committee will be tasked to find interactive artwork to engage with the public space in which works are sited. One stellar example is in Seattle. Jack Mackie’s “Dancers Series: Steps” created in 1982, inlaid into the sidewalk in bronze, eight sets of footsteps for dancing the lindy, tango, foxtrot, mambo and a few other dance. The City hopes to build a sense of place for the community around its public art, by growing and attracting activities that make it a multi-use destination.

Maintain and Protect City Trees Lead Department: Parks and Recreation

Operating Expenses: $28,000

The City invested heavily in restoring the tree canopy after the devastation wrought by Hurricane Wilma, trying to reach at least a 30% coverage citywide. At this level, additional benefits are realized, such as reduction of heat islands, increased rainfall interception, reduced flooding, and increased oxygen production. As the City’s tree canopy continues to grow and mature, the need for tree trimming is increasing. Proper maintenance of City trees will help them withstand future storms. The City employs a tree trimming crew that applies specialized attention and care to the City’s tree inventory, which is essential in limiting losses in the event of another hurricane. The City’s tree trimming crew currently consists of one full time arborist, one full time technician and four part time employees who each work 24 hours per week. There has been frequent turnover of the part time employees, disrupting the crew’s productivity. Replacements take several weeks to properly train on equipment, safety requirements, and procedures. The cohesion and work flow of the tree trimming crew is constantly interrupted. The City will convert two of the part-time positions to one full time tree trimmer. With a stable crew, more extensive work plans can be developed and implemented and more trees can be serviced.

Increase and Enhance Litter Control Lead Department: Public Works

Operating Expenses: Existing Funds

Capital Outlay: $11,500 offset by Waste Pro administrative fees Litter continues to be an environmental concern among City residents. In February 2008 the Streets division of Public Works implemented a litter control program which currently consists of six part-time crew members and one part-time Lead Neighborhood Service Worker, which oversees the crew. The crew operates from John Deer Gators, a golf cart type vehicle, to quickly traverse public right of ways to pick up litter. Over the last eight years a total of 1,897 cubic yards of litter has been collected. This crew can de-litter about 159 miles of public land in 5 working days. Thanks to this program, resident complaints about litter are down 80%.

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For Fiscal Year 2017, the Lead Neighborhood Service Worker will be converted from a part time to a full time position and an additional Gator will be purchased for an additional route. This will expand litter removal to 170 miles of public land every 5 days. In addition to managing the span of control in the field, coordinating and supervising continuity throughout the work day, the Lead Neighborhood Service Worker will be able to continue service after the part time crew leaves for the day. This will ensure litter is being collected every day at full time status. Funding of this initiative will be offset by the increased revenues from an amendment to the Solid Waste Franchise agreement with Waste Pro.

NW 110th Avenue Bicycle and Pedestrian Project Lead Department: Development Services, Public Works Capital Outlay: $685,000; $1.0 M TAP Grant; $1.3 M Pending The need for infrastructure improvements along NW 110th Avenue has been requested by residents within the adjacent community, by the administrators and parents of children attending Coral Springs Elementary, and by local bicycle advocacy groups. A primary benefit of the NW 110th Avenue Project is the safety of neighborhood children that must utilize the existing substandard sidewalks to access the Coral Springs Elementary School located on the south end of NW 110th Avenue near Sample Road. At a City Commission workshop on January 23, 2013, Botek Thurlow Engineering presented a “Feasibility Study to Incorporate Bicycle Facilities on Existing Roadways”. NW 110th Avenue was identified as a roadway that could accommodate new bike lanes because there are no existing curbs, there is more than adequate existing right-of-way, and it is in an established area of the city which does not meet Americans with Disabilities Act (ADA) standards. The existing sidewalks are connected to the valley gutter and function as part of the drainage system with slopes that exceed the standards established by the ADA. Portions of the sidewalk flood during the rainy season. The NW 110th Avenue Bicycle and Pedestrian Project will promote a safer environment for local residents who utilize the corridor to attend school, access public transportation, and provide connections to local restaurants or other businesses within the area. This project also promotes a sustainable environment and improves the quality of life for area residents by promoting the use of alternate modes of transportation that will connect to the regional transportation network. Projects plans include • Narrow existing travel lanes to reduce speed • Build 4 foot bicycle lanes throughout the corridor • Construct a new 6 foot sidewalk separated from the roadway with new curbing • Remove speed humps and, after project completion, conduct new traffic studies to determine whether new speed humps are warranted • Plant native landscaping to enhance the pedestrian environment • Upgrade existing sub-standard sidewalks meet ADA standards. • Improve drainage to prevent flooding. CDBG funding has been used for a feasibility study and design. City staff applied for and was awarded a $1 million Federal Transportation Alternatives grant. Capital funds for road resurfacing and walkway renovation will be drawn to help implement this project.

Coral Springs Water Quality Improvement Lead Department: Public Works

Grant Funding: $75,000

The City received an appropriation from the State to improve water quality within the City. Proposed improvements will consist of installing automatic flushing systems at dead end streets to ensure water quality. The automatic flushing devices regularly release small amounts of water to ensure water quality in dead end locations while minimizing the amount of potable water wasted through the exercise. These devices also save staff time required to manually flush the lines and decrease service disruptions, as the automatic flushers activate during the late hours.

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Ongoing Initiatives CDBG Action Plan (2011-2017) Lead Department: Development Services

FY 2017 CDBG Allocation: $653,476

Each year, the City is required to complete an Action Plan as a part of the Community Development Block Grant (CDBG) program, provided through the Department of Housing and Urban Development. The plan describes specific projects and activities the City will undertake in the coming year to address priority needs identified in the 2015-2020 Consolidated Plan. These priorities include providing a suitable living environment, providing decent and affordable housing, and expanding economic opportunities. The City’s five-year Consolidated Plan approved for Fiscal Year 2017 provides the framework for the City to identify housing, homelessness, community and economic development needs and resources, and then tailor a strategic plan to meet those needs. The program allows the City to utilize grant funds for capital improvement projects in the City’s low- to moderate-income areas which otherwise would have to be paid through the City’s Capital Improvement Program and allows 15% of the funding for public services (senior and youth programs). The following projects are listed in the Fiscal Year 2016/2017 Action Plan: • Forest Hills Pedestrian Lighting: $190,000 • NW 29 Street Sidewalk Project: $115,000 • 114 Lane Sidewalk Project: $30,000 • Home Repair: $74,760 • Youth Scholarship Program: $50,000 • Senior Recreational and Functional Training: $33,000 • Senior Recreation and Therapeutic Program: $15,021 • Neighborhood Partnership Program: $15,000 • Planning and Administration: $130,695

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Fiscal Year 2017 Annual Budget

Residential Construction Mitigation Grant (2016-2017) Lead Department: Development Services

Grant Funding: $194,000

The residential construction mitigation program is a competitive grant provided by the State of Florida’s Division of Emergency Management through the Division’s Bureau of Mitigation. The program provides funding to local governments to support programs intended to improve hurricane preparedness and reduce loss from a hurricane for residential units through a home repair grant program. Funded activities include retrofits, inspections, and construction or modification of building components designed to increase a structure’s ability to withstand hurricane-force winds. The City of Coral Springs has a waiting list of approximately 100 households. The primary concerns voiced by residents are leaking roofs and damaged windows. Many low- to moderate- income residents simply cannot afford the cost of these repairs. The price of roofing and windows continues to increase, and more residents require financial assistance to make these repairs. This program will work in conjunction with the City’s existing Home Repair program. The mitigation funds will be leveraged with other City programs, including SHIP, CDBG, and HOME by funding simultaneous mitigation retrofits on homes undergoing repairs. These funds will provide homeowners with needed repairs that will allow for insurance discounts for certain mitigation features. The additional funds will allow the City to assist more home repair applicants each year.

Inflow and Infiltration Rehabilitation (2012-2017) Lead Department: Public Works

Capital Outlay: $1,500,000 Water & Sewer Fund

The City will continue repairs of vitrified clay sanitary sewer lines that may be cracked or damaged, allowing rain and ground water to seep in (infiltrate). As this water enters the sewer system, it travels to a Broward County wastewater treatment facility where charges are incurred for treating the additional ground water, thus increasing our wastewater treatment costs paid to Broward County. This was recognized at the start of Fiscal Year 2016 as record consecutive days of rainfall resulted in higher than average Broward County treatment costs, further validating the need for continued rehabilitation throughout the City. Generally, the work includes joint grouting, relining of defective or cracked main line and structural defective segments of the sewer lines. Structural defects can cause collapsed pipes and interrupt service to our residents.

Meadows and Dells Stormwater Improvements (2014-2017) Lead Department: Public Works

Grant Funding: $245,000

There is an urgent need in The Meadows neighborhood, and The Dells neighborhood, to provide more storage of stormwater run-off during and after significant weather events. The City has received two appropriations totaling $245,000 from State legislative funding in Fiscal Year 2016 and Fiscal Year 2017 to install catch basins and drainage piping, and to grade swales. These enhancements will also increase the efficiency by which stormwater is removed, and increase the quality of the stormwater prior to discharge to receiving water bodies (the Sunshine Water Control District canals, the C-14 canal, and ultimately the Atlantic Ocean.) This project will re-establish swale storage and conveyance in the neighborhoods to eliminate standing water and provide flood mitigation for up to a 100 year, three day storm event. The plan is to have a system in place that is designed to take the full load of a 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.

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Fiscal Year 2017 Annual Budget

An Innovative, High-Performing Organization New Initiatives Video Storage Solution Lead Department: Communications and Marketing

Capital Outlay: $80,000

Currently, Communications and Marketing has two computer storage systems that are not interconnected. The first system holds graphic projects and photos and all Communications and Marketing users are connected to this server. The second system, dedicated to video storage and video editing, is completely inadequate in terms of speed and space. This second system was purchased as a capital project three years ago. Since then, technology has changed, and all videotaping and editing is now done exclusively in HD (high definition), with plans in the near future to be editing in 4K. While this evolving technology produces amazingly sharp video content, it also creates a massive drain on processing speed and space. For example, to edit a show, recent projects need to be removed from the server to allow adequate space to work on the new project â&#x20AC;&#x201C; a very inefficient process because many of the recently edited shows still need to be accessible. Additionally, the system often freezes because the server cannot handle the processing required to render video. A new server will be faster, scalable, offer more storage, provide a backup solution, and consolidate the video editing processes into one piece of equipment (as opposed to the current configuration of multiple components), and as an added benefit, will allow all users to share all data on one server. The existing system requires regular maintenance by a trained technician. The new system can be managed in-house, by a member of the Communications & Marketing staff. This new video storage system will be installed in Fiscal Year 2017, and then migrated over to the new Municipal Complex.

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%

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Digitize Microfiche, Microfilm Lead Department: City Clerk

Capital Outlay: $60,000

Prior to 2002, the City’s permanent retention documents were preserved on microfilm or microfiche, flat pieces of film with photographic images of the documents. Accessing and printing these documents in response to public record requests requires special equipment which is cumbersome, outdated, and unreliable. The City’s existing microfilm/microfiche reader/printer is so antiquated, replacement parts are no longer available. In order to preserve and access important City documents as mandated by Florida Statutes, the City must convert the photographic images to digital files. City Clerk will not only replace a film reader/printer, it will provide a conversion system for both microfilm and microfiche. Once the City’s files have been converted, the opportunity to contract with Broward municipalities to assist with their conversion needs may lead to a new revenue opportunity.

Sustaining Pension Administration Lead Department: Human Resources Operating Expenses: $34,000 When the Police Pension Plan Administrator was hired in 1991, only three retirees existed and there was no DROP Plan. Assets were approximately $10 million with one money manager. In 2004 the Firefighters Retirement Plan was established and the duties and responsibilities of supporting a second Plan and Board of Trustees were absorbed by the existing Pension Administrator. Today, there is still just this one full-time staff position assigned to administer two pension plans with combined assets exceeding $200 million, with 343 active members, 165 retirees, and 28 different money managers. The level of complexity and ongoing demands to effectively manage two separate pension plans has grown considerably, requiring additional resources to maintain accuracy and high quality pension processing. In order to relieve the administrative burden, the Board of Trustees could choose to hire an external administrator or the City can hire a second staff position and retain the current in-house Administrator position. The City believes retaining the Pension Administration function in-house is a strategic advantage. This ensures greater oversight of plan administration costs, keeping overhead expenses to a minimum. This also enables more favorable alignment of board governance with existing City business policies. One of the greatest advantages is the ability to influence positive relationships with all board vendors and represent the City in related negotiations for additional services. For Fiscal Year 2017, the City will add a new full-time Pension Analyst to perform highly critical administrative and complex plan administration responsibilities that are needed to effectively sustain both pension plans. The position will allow the City to better meet the unique requirements mandated by Chapter 175 and 185 pension plans. In addition, the City will be able to establish a fully cross-trained staff, achieving proactive succession planning within the pension function of Human Resources.

Ongoing Initiatives Misdemeanor Diversion (2015-2017) Lead Department: City Attorney’s Office

Operating Expenses: Existing Funds

The City offers non-violent first time offenders an opportunity to participate in a Misdemeanor Diversion Program. The purpose is to rehabilitate first time offenders and mitigate the potential negative consequences on a person’s livelihood from the creation of a court case. When a defendant is issued a Notice to Appear in County Court for a qualifying offense, an information sheet is given to them outlining the program. The person must contact the City Attorney’s Office within three business days from the issuance of the Notice to Appear. The City Attorney’s Office reviews the case file and makes a final determination if the offender qualifies for the program. If so, defendants must attend a rehabilitative instructional program and pay a required fee. Upon successful completion of the program, the offender’s case will be closed and will not be filed in court. To date, over 300 first time offenders have successfully completed the City’s Misdemeanor Diversion Program.

120

Fiscal Year 2017 Annual Budget

Network Security (2015-2017) Lead Department: Information Technology

Operating Expenses: Existing Funds

As a result of a March 2015 security audit of the City’s network and data configurations, steps have been taken to increase the overall security of critical City information. The major step in the enhancements was the installation a next generation firewall (NGFW) in Fiscal Year 2016. The NGFW is a hardware and software based network security system that enables IT staff to monitor, detect, and block sophisticated computer attacks. The NGFW protects the City’s computer systems through a real-time threat prevention mechanism that analyzes data that enters or leaves the City’s network. As the threat landscape increases, it is imperative that the City’s IT Department maintain state-of-the-art protection mechanisms to ensure data integrity and network availability. Security incident monitoring will be the next step taken to ensure network and data security. For Fiscal Year 2017, a subscription based service will be considered to provide non-stop network monitoring, reviews of data traffic through the firewall, searching for anomalies that may pose a threat to the City’s data infrastructure.

Public Safety Technology Upgrade (2013-2017) Lead Department: Information Services

Capital Outlay: $150,000 allocated in FY2016

The City has an ongoing program to maintain state-of-the-art technology for emergency responders who rely on hardware and software systems to deliver concise and reliable information to keep the City and it’s citizens safe. Whether it is fighting crime in the community, conducting forensic analysis, or investigations, technology plays a critical role in the delivery of services to citizens. The City is in the process of migrating to a new enterprise software system to replace a software platform that has reached the end of its useful life and is at the end of vendor support. The software chosen for the Police and Fire Departments is OneSolution Public Safety (OSPS), which provides a Windows look and feel that is more user-friendly and runs on a less expensive hardware platform. This unified software will replace up to 30 independent software applications, which allows for more efficient software maintenance. OSPS will also integrate and enhance the useful life of the upgraded radio system and enables automatic vehicle locations service. The Police Department is scheduled to deploy the upgrade by December 2016.

Enterprise Software (2013-2017) Lead Department: Information Technology

Capital Outlay: $265,000 FY2016 CIP Bond

In Fiscal Year 2013, the City began the planning process to replace the software (HTE from SunGard) application used to support internal services departments. The goal is to streamline the financial, budgeting, human resources, asset management, and licensing processes throughout the City. Options being considered include employing a consulting firm to assist the City in preparing a formal RFP (request for proposals) that includes short and long term objectives for a new Enterprise Resource Planning (ERP) platform. A project team has been established and an RFP was published to begin the selection process for a consulting firm. This phase of the process has been completed and a firm has been chosen to assist in a needs analysis review, the development of the RFP, and vendor selection. The strategy will be to select the software provider that best matches the requirements of the City. Implementation of the new ERP platform will be a phased process involving Finance, Budget, Human Resources, Information Technology, and other departments that will be impacted. Considerable time and effort is needed to ensure the preservation of existing data and the uninterrupted functionality of these key internal services.

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Summary of Fiscal Year 2017 Initiatives A Family-Friendly Community Host Virtual Slice of the Springs Meeting

Development Services/Comm&Mktg

New Event Programming

Parks and Recreation

License Plate Readers

Police

Enhance Economic Crimes Staffing

Police

ArtWalk Events (ongoing)

Comm&Mktg/Parks and Recreation

Body Worn Cameras Pilot (ongoing)

Police

Community Paramedic Program (ongoing)

Fire/EMS

Mobile Integrated Healthcare (ongoing)

Fire/EMS

Fire Stations 43 and 95 (ongoing)

Fire/EMS

Education Grants (ongoing)

City Manager’s Office

CSI Building Renovation (ongoing)

Police

School Resource Officers (ongoing)

Police

Multi-cultural Events (ongoing)

Human Resources

Teen Political Forum (ongoing)

Human Resources

A Thriving Business Community TRAKiT

Development Services

“Business is Brighter” Campaign

Economic Development Office

Chamber of Commerce Business Academy

Economic Development Office

Corporate Park Improvement District - Phase II

Economic Development Office

Water Fill Station

Public Works

Economic Development Marketing Strategy (ongoing)

Economic Development Office

Downtown Water & Sewer Improvements (ongoing)

Public Works

Downtown Redevelopment (ongoing)

City Manager’s Office/CRA

Municipal Complex (ongoing)

City Manager’s Office

Traffic Management (ongoing)

Development Services

Realtors’ Summit (ongoing)

Economic Development Office

An Active, Healthy Community Replacement Fund for Parks and Recreation

Parks and Recreation

Additional Senior Programming

Parks and Recreation

Turtle Run Park Improvements

Parks and Recreation

Athletic Field Renovations

Parks and Recreation

Court Resurfacing

Parks and Recreation

Riverside Park Boat Dock Grant

Parks and Recreation

City-wide Day of Service (ongoing)

Human Resources

Aquatic Complex 50 Meter Pool (ongoing)

Parks and Recreation

Drowning Prevention/Water Safety (ongoing)

Fire/EMS, Communications and Marketing

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Fiscal Year 2017 Annual Budget

Summary of Fiscal Year 2017 Initiatives An Attractive Community Piloting Electric Vehicles and Charging Stations

Public Works

Turtle Run Park Left Turn Lane - Ph. I

Public Works

Interactive Public Art

Development Services

Maintain and Protect City Trees

Parks and Recreation

Increase and Enhance Litter Control

Public Works

NW 110th Avenue Bicycle and Pedestrian Project

Development Services, Public Works

Coral Springs Water Quality Improvement

Public Works

CDBG Action Plan (ongoing)

Development Services

Residential Construction Mitigation Grant (ongoing)

Development Services

Infiltration and Inflow (ongoing)

Public Works

Meadows and Dells Stormwater Improvements (ongoing)

Public Works

An Innovative, High-Performing Organization Video Storage Solution

Communications and Marketing

Digitize Microfiche, Microfilm

City Clerk

Sustaining Pension Administration

Human Resources

Misdemeanor Diversion (ongoing)

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

Network Security (ongoing)

Information Technology

Public Safety Technology Upgrade (ongoing)

Information Technology

Enterprise Software (ongoing)

Information Technology

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Financial Strategy Financial Strategy Introduction The improving local and regional economy has begun to favorably impact the City’s financial outlook. The City’s unemployment rate (May 2016 3.8%) is expected to remain below the National (5.0%) and State (4.5%) rate and signs point toward moderate economic growth. The City’s healthy financial position can be attributed to our long-term financial planning that identifies emerging issues which may affect our ability to provide the level and type of service our customers expect. We were able to achieve a structural balance between expenditures and revenues for Fiscal Year 2017 by relying on sound financial practices, not reserves. In fact, Fitch and Standard and Poor’s rating agencies recently affirmed the City’s credit rating as AAA, the highest bond rating an organization can earn. Structural balance has been achieved through: • Maintaining the same operating millage rate as FY2016 of $4.7982; • Increasing the Debt Service millage rate from $0.2933 to $0.2948, due to the first full year of debt service on the Public Safety GO Bond; • Increasing Water and Sewer rates 3.5%, in accordance with the 2013 Water and Wastewater Rate Study; • Increasing the Fire Special Assessment Fee from $147 to $155 per single-family household; • Increasing the residential Solid Waste Special Assessment from $234.75 to $239.75 per single-family household; • Health Fund expenditure increases are below medical inflation; • Zero growth in Pension Fund contributions. Use of Surpluses One important component of our long-term planning is utilizing all identified surpluses in all funds to pay for the following years needed capital items. Each year we carefully analyze all our funds to determine if any surpluses exist. Instead of leaving those funds idle, or spending them on on-going operating expenses which should be budgeted for, we invest them in needed capital improvements. As surpluses are declining it is more important than ever that future surpluses, beyond satisfying the appropriate financial reserve policy, be earmarked to provide a funding source for future capital expenditures, foregoing the need to borrow or issue additional debt, thereby avoiding future interest expense. A significant portion of the expected Fiscal Year 2016 surplus will be allocated to Financial Stabilization Reserves, while a portion will be dedicated to Capital Improvement Program Projects and Capital Replacement Programs. Managing Debt

124

FY 2015

FY 2016

$10.0000 $9.0000

$1.0000 $0.0000

*Includes EMS millage

Fiscal Year 2017 Annual Budget

$4.1193

$4.7982

$5.4865

$5.2470

$5.0829

$5.0819

$5.6368

$5.9000

$4.5697

$2.0000

$5.6368

$3.0000

$5.7500

$6.0543

$4.0000

$6.2745

$5.0000

$6.1949

$6.0000

$6.7654

$7.0000

$6.7654

$8.0000 $7.4479

In Fiscal Year 2016, the operating millage rate was increased to $4.7982 by a unanimous vote of the City Commission. This decision was based on the longterm financial well-being of the City to provide for priority capital needs and to supplement reserves. The additional tax revenue generated by the millage increase will be allocated toward debt service on $12 million in capital projects over the next three years such as the Aquatic Complex renovations (including repairing the 50 meter pool), replacing artificial turf fields in Cypress Park,

Operating Millage remains one of the lowest

$7.4479

The City incurs debt and other obligations to fund investments which help finance infrastructure and capital improvement projects.

a Gymnasium renovation project, security cameras in the parks, energy efficient field lighting, Center for the Arts roof repairs, interior improvements at the Center for the Arts, roadway resurfacing, pedestrian lighting on Forest Hills Boulevard, improvements at the Wiles Road and 441 intersection, forensic analysis equipment, and other police safety and investigative equipment. In Fiscal Year 2017, the City is proposing a balanced budget using the existing millage rate of $4.7982. Although the millage rate did not change from Fiscal Year 2016, it must be advertised as a tax increase because it is higher than the rolled-back rate of $4.5037 mills. In November 2016, Broward County will be voting on a Broward County Surtax. As most Broward municipalities are supporting an aging infrastructure and Broward County is in need of funding transportation projects, the surtax will address some major deferred infrastructure and maintenance projects. Depreciation Funding depreciation of vehicles, computers, and parks (turf fields and 50 meter aquatic pool) is another vital component of our financial strategy. This innovative “pay-as-you-go” approach allows the City to avoid debt service for vehicle replacement and for computer replacement. In 2017, the City set up a parks replacement plan for larger parks capital items such as the turf fields and 50 meter aquatic pool. The City will continue to fund vehicle, computer, and parks depreciation plans on an annual basis to ensure we can replace our vehicles, technology, and large park items when necessary, thereby avoiding the issuance of additional debt. Finally, we will continue to pursue strategies to diversify our revenue stream, particularly our property tax base. Attracting new business, growing and further diversifying the economic base will provide a more solid foundation that will foster development to better enable the City to withstand future economic downturns. Fostering Commercial Development A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base. Over one-third of the City’s revenue comes from property taxes which are the City’s single largest revenue source. Property taxes are determined by the assessed value of real property within the City limits. In other words, increasing assessed values is vital to increasing revenue. As shown in the table below, these efforts appear to be paying off. After several years of declining property values, the City’s Total Taxable Assessed Values, after Value Board adjustments, have steadily increased over the past five years. The tax base is expected to continue to grow due to new commercial entities as well as key residential development projects currently underway. • Hoerbiger Corp. of America has purchased a 425,000 square foot building in the Corporate Park to relocate its U.S. headquarters and manufacturing, expecting to relocate 420 jobs with long term capacity of 700+ with a $50 million capital investment. • Lupin Pharmaceuticals has relocated a $13 million research center to the Corporate Park, expecting to employ 45 people. • Cleveland Clinic is investing $70 million to build a new 65,000 square foot Family Health Center in 2017. • Broward Health Coral Springs is expanding capacity with a $56 million construction of a three-story building. Two residential developments are currently being built. Coral Lago is a redevelopment of the former Broken Woods Golf Club and includes 186 single-family homes,168 multi-family units and 80 townhomes. The Country Club of Coral Springs is also undergoing a redevelopment including the construction of 250 apartments, a new clubhouse, tennis courts and modifications to the existing 18-hole golf course. Other businesses that have celebrated their Grand Openings include: Lucky’s Market; Total Wine, filling a long-time vacancy at the Royal University Plaza; Pei Wei in the Cornerstone Plaza; and CVS on the corner of Sample and Coral Springs Drive.

Fiscal Year 2012

Assessed Value Totals as billed* Collected Ad Valorem Revenue

Fiscal Year 2013

Fiscal Year 2014

Fiscal Year 2015

$7,314,462,946 $7,406,611,267 $7,672,193,557 $8,112,209,703

$31,133,669

Fiscal Year 2016

Fiscal Year 2017

$8,484,376,574

$9,057,650,131

+1.3%

+3.6%

+5.7%

+4.6%

+6.76%

$32,726,175 +5.1%

$33,847,000 +3.4%

$35,279,815 +4.2%

$38,909,404 Budget +10.3%

$41,287,396 Budget +6.1%

* Values as of October used for tax bills, which determines actual ad valorem revenues. For Fiscal Year 2017 the Assessed Value is as of July 2016.

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The City is contributing as well with a voter-approved GO Bond to rebuild two fire stations and expand Public Safety CSI. A new Municipal Complex has broken ground that will serve as a catalyst for redevelopment of Downtown Coral Springs. Just as we leaned on these methods to exit the great recession on sound financial footing, we will rely on our Core Values and solid principles of financial management to guide our journey toward long-term financial sustainability. Moreover, this strategy will allow the City to continue to provide the same quality of services our customers have come to expect and preserve our community’s quality of life.

Revenue Outlook The City’s intergovernmental, franchise, and other demanddriven revenues fluctuate with the economy. As the City learned during the recession, a slumping economy leads to lower retail sales, which in turn, translate to lower sales tax revenue. Less traveling leads to lower fuel tax revenue. Declining economic growth leads to less construction, less renovation, fewer home improvements, and thus declining revenue. Positive economic growth, on the other hand, promises to reverse this trend.

General Fund Revenue

Fiscal Fiscal Year 2016 Year 2017 % Budget Budget Change

Ad Valorem (property) Taxes

$38.9 million

$41.3 million

6.1%

Electric Utility Service Tax

$9.1 million

$9.4 million

3.0%

Half-cent Sales Tax

$8.3 million

$8.7 million

5.6%

Electric Franchise Fee

$7.4 million

$7.5 million

1.0%

Solid Waste Franchise Fee

$5.2 million

$5.3 million

3.9%

Charges for ServiceParks & Rec

$4.7 million

$4.5 million

-5.5%

State Shared Revenues

$4.0 million

$4.4 million

10.0%

Communication Service Tax

$4.8 million

$4.0 million

-16.0%

Most economists are expecting moderate economic growth to continue. We have, therefore, adopted a more muted growth philosophy for Fiscal Year 2017 revenue estimates with a budgeted increase in revenues of about 3.7% overall, compared to 4.5% last year. Longer term, the City’s revenue growth is forecast to be slow and more closely approximate inflation, with current outyears’ forecasts exhibiting revenue growth under 3%. Property Tax Revenue The primary source of revenue for the City is ad valorem property taxes, which comprises over 37% of $112 million total budgeted revenues for the General Fund. The remainder of revenue comes from a wide variety of intergovernmental, franchise, and other demand-driven sources. Although the millage rate will not change, remaining at $4.7982, the City is expecting a 6.1% increase in property tax revenue due to the overall increase in property values. Homesteaded properties will be protected by the Save Our Homes legislation and will only see an assessed property value increase of 0.7% over last year. Other Major Revenues The Half-cent Sales Tax continues its respectable growth. This revenue grew 4.5% in Fiscal Year 2015 and is projected to grow 4.3% in Fiscal Year 2016, coming in $25,000 higher than budget, per current estimates. With improving economic conditions, we are forecasting a 5.6% growth to $8.7 million for Fiscal Year 2017. The State Shared Revenues similarly are providing a boost with an additional $400,000 or 10% more in the Fiscal Year 2017 budget. These gains will help offset the continued decline in the Communications Services Tax (CST) revenue, which looks to be -16% or $800,000 less than last year’s budget. Going forward, the State is estimating negative growth rates for wireless service and a decline in landlines, which we reflect with an annual 2% decline in this once vigorous revenue. With continuing low fuel prices, the electric franchise fees, which are based in part upon the fuel surcharge, are not expected to dramatically increase going forward, budgeted at only a 1% increase over last year. However a non-recurring revenue stream from Code Compliance activities is expected to offset these declines for Fiscal Year 2017. Overall, we anticipate Fiscal Year 2016 revenues to be nearly at 101% of budget estimates, allowing the year to end with a slight surplus. For Fiscal Year 2017, we anticipate a modest increase of 3.7% over last year’s total budgeted revenues.

Managing Debt and Equity As part of the City’s financial strategy that was put into place at the beginning of the recession, reserves were used over three fiscal years (Fiscal Years 2010, 2011 and 2012) to soften the impact of declining revenues. The City has always maintained a contingency reserve of 17% of the general fund budget, but in addition to building up our savings for another rainy day, we are working toward a more than adequate cushion of savings for known, large-scale future capital needs.

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Fiscal Year 2017 Annual Budget

Future Debt Issuance For Fiscal Year 2016 the operating millage rate was increased 5% to $4.7982 by a unanimous vote of the City Commission. The additional tax revenue generated by the millage increase is being allocated toward debt service on $12 million in vital capital projects over three years. The City will issue capital revenue bonds of approximately $27 million to provide the remaining funding needed to complete construction of the new municipal complex

Five-Year Forecast The Five-Year Forecast is an integral part of planning the City’s future fiscal position. It is an important tool used to determine a longer-range picture of the City’s financial horizon, as well as the level of risk over the next few years as current revenue growth does not keep pace with operational costs. Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years.

Five-Year Forecast: General Fund Remaining Deficit

0.0

$0.0

-1.0 -2.0

-$2.3

-3.0

-$3.4

-4.0 -5.0

-$5.1

-6.0

-$6.8 This model is the framework to peer into -7.0 the near future to identify the deficits -8.0 that might await us if we were to take -$9.3 no further action. It helps City staff to -9.0 conservatively quantify our financial FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 -10.0 outlook so we can adequately plan and This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if no positive action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies will be be prepared to meet these challenges. formulated to address future year shortfalls and will be included in the Fiscal Year 2016 Business Plan. As we map out our financial and operating strategies, we use the model to determine the potential impact of decisions, focusing on long-term solutions rather than short-term “fixes,” which could lead to negative financial impacts in future years. This financial outlook provides an opportunity to both avoid future budget problems and maintain financial stability. The forecast integrates projections of the major drivers of the City’s annual budget, new programs, and the anticipated revenues over the forecast period. Typically, future years show a deficit of revenues over expenditures.

The forecast continues to project minimal revenue growth and the need to hold the line on expenditures in order to maintain adequate working capital over the five-year period. The national and state economies are improving at a steady, but slow pace. However, local governments are still experiencing slowly recovering revenues, which will make it difficult to provide both essential services to the community and improvements needed for infrastructure. On the positive side, the General Fund’s beginning working capital will allow us to forecast another year of stable, though lean, operations. As shown in the Five-Year forecast chart, the City is presenting a balanced budget for Fiscal Year 2017.

Fiscal Year 2017 Capital Improvement Program The Capital Improvement Program (CIP) is a long-range plan for the timely replacement and maintenance of the City’s equipment and facilities. Financing options for capital needs are examined to determine the best source for each project including operating fund balances, capital reserves, grants, outstanding debt, and rating agency criteria for borrowing. Because submitted capital requests exceed available financing, decisions about which requests to fund in the upcoming year’s capital budget and which to schedule for future consideration were made based on a project prioritization funding exercise conducted by senior management. The highest priority projects are proposed for funding in the capital budget. Those are projects that satisfy a regulatory requirement are tied to a new initiative, achieve the City’s strategic goals and objectives, maintain or improve a standard of service, contribute to the enhancement of aesthetic value, or maintenance programs that protect the City’s infrastructure. This evaluation resulted in adopted capital expenditures for Fiscal Year 2017 of $26.3 million, of which approximately $15.3 million is proposed for projects in the General Fund. In FY2016, a $12 million loan was secured to finance vital capital improvements to our parks, facilities, roadways, and other areas to be funded over a three year period. Debt service of $1.4 million is budgeted in FY2017 for this 10 year 2.32% loan. In September 2016, the remaining funding needed for the construction of the Municipal Complex is expected to be issued with estimated debt service of $1.2 million budgeted in Fiscal Year 2017.

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127

The Water and Sewer Fund is budgeting $6.6 million in improvements to the water and wastewater infrastructure, the Fire Fund is budgeting $0.5 million in capital improvements and the Equipment Service Fund is budgeting $3.8 million for the replacement of vehicles in Fiscal Year 2017. This allocation also includes funding to perform repairs and preventive maintenance on vehicles and equipment to extend their useful life, the introduction of two electric vehicles to the City’s fleet as well as funding for the design phase of the Westside Maintenance Compound which is the headquarters for Public Works Street Division, Equipment Services Division and Central Stores. The City has applied for various federal, state and local grants such as CDBG (Community Development Block Grants), Department of Environmental Protection grants, and HOME/SHIP grants. These funds supplement $2.6 million of the total capital investment for the upcoming year. Other financing sources include operating capital supported by revenues, and equity. In Fiscal Year 2017, operating capital is estimated at $500,000 for the General Fund, $565,500 for the Fire Fund, $3,543,340 for the Equipment Services Fund and $325,000 for the Utilities Fund. Public Art Fund projects total $20,000, Charter School Fund projects total $50,000 and Tree Trust Fund projects total $10,000. Equity from the General Fund ($752,434), Water and Sewer ($591,400) and the Equipment Service Fund ($198,740) will be used for improvement and construction projects.

Fire Fund Three of the City’s five fire stations have been renovated or completely rebuilt to make them suitable for a full-time, professional department rather than a volunteer force. Architectural and engineering designs have been completed for the remaining two stations. The plan is to rebuild Stations 43 and 95 to meet today’s challenges. The new designs ensure these stations meet the recommended safety requirements for the staff who live in the stations and accommodate male and female firefighters with adequate sleeping and working areas to perform their jobs as emergency responders. Coral Springs voters approved in November 2014 a bond referendum for $12.45 million in general obligation bonds for public safety infrastructure. A portion, $5.1 million, will be used to finance the construction phase of these two fire stations.

Fire Assessment rate comparison Fiscal Year 2017 $400 $350

$372.84

*ISO 1 Fire Departments $350.00

$300

In March 2015, the Coral Springs Fire Department launched a pilot of a Community Paramedic program, based on best practices from several agencies across the nation. Based on the proven success of the interventions made to date, the City will create a permanent Community Paramedic position in Fiscal Year 2017.

$250 $200

$261.28

$256.00 $225.00

$222.00

$199.50

$150

$189.00

$175.00

$100

$155.00

$134.00

$50 $0 *Miramar *Tamarac *Pembroke *Ft *Margate *Hollywood Sunrise Pines Lauderdale

Coral Springs has one of the lowest fire assessment fees for a single-family home in the area.

Davie

*Deerfield Beach (BSO)

*Coral *Pompano Springs Beach

Water and Sewer The City’s water and sewer infrastructure requires ongoing repair and maintenance to ensure the safe, efficient operation of the utility. To meet these capital requirements, the City secured long-term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) for improvements at the Water Treatment Plant as well as throughout the entire system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for a term of 20 years. Over $15 million in financing has been obtained for the replacement of existing wells, construction of new raw water supply wells, installation of wellheads and transmission lines, and improvements at lift stations. In Fiscal Year 2016, debt service totaling $1,017,671 is allocated in the Water and Sewer Fund for repayment of SRF loans. In Fiscal Year 2014, the City began repayment of an $8.7 million bank loan secured during 2012 to continue rehabilitation of booster stations and complete Phase III of water treatment plant improvements. The interest rate for this loan is 2.29% with a debt service of $582,056 for Fiscal Year 2017. In Fiscal Year 2015, the City secured a $4.7 million low interest bank loan to finance the continued rehabilitation of the East and West booster stations as well as other system improvements. The interest rate for this loan is 2.002% with a debt service of $563,683 which has been budgeted in Fiscal Year 2017.

128

Fiscal Year 2017 Annual Budget

Operating capital funds will be used for ongoing inspection, repair, and maintenance of water and wastewater valves ensuring all components of the sanitary system will perform as needed during times of emergencies, ongoing replacement of fire hydrants, and installation of automatic flushing systems at dead end streets to ensure water quality. The City will also continue to support the requirements of the Computerized Maintenance Management system which is designed to achieve maximum life and usefulness of infrastructure improvements and actively participate in water conservation efforts through Broward County’s water conservation program. Additionally, the City will add new Water Billing vehicle to the fleet to better serve the needs of the Utility Division and will install a water fill station to sell bulk water to private companies and to minimize the use of fire hydrant meters.

Water and Sewer Fund forecasted debt service SRF

Revenue Bonds

$2,500,000 $1,145,462

$2,000,000

$1,145,739

$1,146,605

$1,141,043

$1,142,186

$1,141,880

$1,146,145

$1,145,865

$780,629

$1,500,000

$1,000,000 $1,017,671

$1,017,671

2016

2017

2018

2019

$500,000

$1,017,671

$1,017,671 $1,017,671

$Ͳ 2015

2020

2021

2022

2023

Solid Waste A Solid Waste enterprise fund was established in Fiscal Year 2014 to collect the residential solid waste assessment and directly pay collection and disposal costs for residential waste and recycling. This process provides the City a clear picture of the costs involved. As of January 1, 2014 the City engaged Waste Pro as the City’s exclusive hauler of residential solid waste and recyclables, as well as commercial garbage hauler, ending a 15 year relationship with Waste Management. With this overhaul, residents continue to receive a low solid waste assessment, less than $20 per month, at $239.75 for 2017. Litter Control Litter continues to be an environmental concern among City residents. In February 2008, the Streets division of Public Works implemented a litter control program which currently consists of six part-time crew members and one part-time Lead Neighborhood Service Worker, which oversees the crew. The crew operates from John Deer Gators, a golf cart type vehicle, to quickly traverse public right of ways to pick up litter. Over the last eight years a total of 1,897 cubic yards of litter has been collected. This crew can de-litter about 159 miles of public land in five working days. Thanks to this program, resident complaints about litter are down 80%. For Fiscal Year 2017, the Lead Neighborhood Service Worker will be converted from a part time to a full time position and an additional Gator will be purchased for an additional route. This will expand litter removal to 170 miles of public land every five 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 Residential Solid Waste Assessment Rates part time crew leaves for the day. This $300 will ensure litter is being collected every day at full time status. Funding of this $290 initiative will be offset by the increased $280 revenues from an amendment to the $270 Solid Waste Franchise agreement with Waste Pro. $260 $250.20 $246.72

$250

$243.00

$230

$239.75

$233.64

$240

$232.20

$234.75 $227.16

$226.32

$225.84

$220

$220.92

City of Coral Springs, Florida

FY 2017

FY 2016

FY 2015

FY 2014

FY 2013

FY 2012

FY 2011

FY 2010

FY 2009

FY 2008

$200

FY 2007

$210

129

Customer Requirements Analysis Overview In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOC analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.

Residential Satisfaction Survey Results Overview ETC Institute administered surveys to residents in the City of Coral Springs during February and March of 2015. The purpose of the surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community. Methodology A seven-page survey was mailed to a random sample of households in the City of Coral Springs. Approximately seven days after the surveys were mailed, residents who received the survey were contacted by phone. Those who indicated that they had not returned the survey were given the option of completing it by phone or over the Internet. A total of 1,265 completed surveys. The results for the random sample of 1,265 households have a precision of at least +/-2.7% at the 95% level of confidence. There were no statistically significant differences in the results of the survey based on the method of administration (phone vs. mail).

Survey respondents by general location

In order to understand how well services are being delivered in different areas of the City, ETC Institute geocoded the home address of respondents to the survey. The map to the right shows the physical distribution of respondents to the resident survey based on the location of their home. A minimum of 200 surveys were completed in each of six areas of the City. The results for each area have a precision of at least +/-6.9% at the 95% level of confidence. Major Findings The major City services that were rated best included:

Source: ETC Institute 2015 Coral Springs Resident Satisfaction Survey

• fire services (100%) • emergency medical services (99%) • City parks and recreation programs (97%) • City parks (97%) • police services (96%) Residents were least satisfied with Code Compliance Division (78%). The major City services that residents thought should be emphasized most over the next two years were: (1) police services, (2) maintaining the quality of neighborhoods in the City, and (3) Code Compliance Division

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Fiscal Year 2017 Annual Budget

The public safety services that were rated best included: • how quickly EMS personnel respond to emergencies (100%) • how quickly fire personnel respond to emergencies (99%) • how quickly police respond to emergencies (97%) Residents were least satisfied with how often police officers patrol neighborhoods (77%). The public safety services that residents thought were most important to emphasize over the next two years were: (1) the City’s efforts to prevent crimes and (2) how often police patrol neighborhoods. The areas of parks and recreation that were rated best included: • the City’s aquatic/pool facilities (98%), • the number of City parks (98%), • the maintenance of city parks (98%) The quality of recreation programs for seniors (88%) was the lowest rated service in this category. The parks and recreation services that residents thought were most important to emphasize over the next two years were: (1) the maintenance of City parks, (2) walking and biking paths in the City and (3) the appearance of parks and recreation facilities. The solid waste services that were rated best included: • the City Waste Transfer Station (94%) • curbside recycling services (93%) Bulk trash pickup (88%) was the lowest rated service in this category. The City communication services that were rated best included: • the City’s website (97%) • the Coral Springs News Magazine (97%) City efforts to keep residents informed on local issues (91%) was the lowest rated item in this category. The areas of infrastructure/maintenance that were rated best included: • satisfaction with the condition of major City streets (94%) • the condition/appearance of medians (92%) • the condition of neighborhood streets (88%) Residents were least satisfied with the adequacy of street lighting in neighborhoods (74%). The areas of maintenance that residents thought were most important to emphasize over the next two years were: (1) adequacy of City street lighting in neighborhoods, (2) the condition of major City streets and (3) litter collection on City streets. How Coral Springs Compares to Other Communities Overall Satisfaction. The City of Coral Springs is setting the standard with regard to the overall quality of City services. Seventy-two percent (72%) of the residents surveyed in the City of Coral Springs were satisfied (ratings of 4 or 5 on a 5-point scale) with the overall quality of City services compared to a national average of just 57% and a Florida average of 58%.

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Satisfaction with Specific Areas. The City of Coral Springs rated at or above the U.S. and Florida averages in 39 of the 43 areas that were assessed on the survey. The individual areas where Coral Springs was setting the standard for service delivery (rating 15% or more above the national average) among other U.S. communities are listed below: • Coral Springs aquatic/pool facilities (+29%) • Condition of major City streets (+23%) • How well the City is planning for the future (+21%) • Condition of neighborhood streets (+19%) • Bulk trash pick-up service (+18%)

The City of Coral Springs rated at or above the U.S. and Florida averages in 39 of the 43 areas that were assessed on the survey

• Public works (streets and drainage) (+17%) • City efforts to inform about local issues (+17%) • City communication with residents (+16%) • Number of City parks (+16%) • Outdoor athletic facilities/fields (+16%) • Availability of information about recreation programs (+15%) • Customer service provided by City employees (+15%) • Availability of information about City services (+15%) The individual areas where Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities are listed below: • How well the City is planning for the future (+27%) • Coral Springs aquatic/pool facilities (+26%) • City communication with residents (+20%) • Quality of recreation programs for youth (+19%) • As a place to raise children (+18%) • Bulk trash pick-up service (+16%)

Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities

• As a place to work (+16%) • Outdoor athletic facilities/fields (+16%) • City efforts to prevent crimes (+15%) • Availability of information about City services (+15%) • City efforts to inform about local issues (+15%) Other Findings • Eighty-three percent (83%) of residents reported they read the Coral Springs’ magazine “all the time” or “sometimes”; 15% reported they read the magazine “seldom” or “never” and 2% did not know. • Forty-five percent (45%) of those surveyed thought the taxes they pay to the City of Coral Springs are just right; 32% of the residents thought the taxes they pay are too high, 1% thought taxes were too low, and the remaining 21% felt that while taxes remain high, the city is providing a higher level of service than expected. • The City services or facilities that were used most often were: the Coral Springs Center for Performing Arts (59%), City Hall in the Mall (48%) and police services (45%).

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Fiscal Year 2017 Annual Budget

• The top four reasons residents indicated they originally made the decision to move to Coral Springs were: the nice neighborhoods (67%), housing (61%), the quality education system (59%) and the location (54%). • Fifty-five percent (55%) of residents, who had an opinion, were “very satisfied” or “satisfied” with the overall effectiveness of the City’s efforts to address public school issues; 29% were “neutral” and 16% were dissatisfied. • Nearly half (47%) of residents felt they had a good understanding of the important issues facing the City of Coral Springs; 32% did not; and 22% did not know. • Sixty-two percent (62%) of residents think the City of Coral Springs is continually improving as a place to live; 21% disagreed; and 16% did not know. Opportunities for Improvement In order to help the City identify opportunities for improvement, ETC Institute conducted Importance-Satisfaction Priorities Analysis. This analysis examined the importance that residents placed on each City service and the level of satisfaction with each service. By identifying services of high importance and low satisfaction, the analysis identified which services will have the most impact on overall satisfaction with City services over the next two years. If the City wants to improve its overall satisfaction rating, the City should prioritize improvements in services with the highest Importance Satisfaction (I-S) ratings. Based on the results of the Importance-Satisfaction (I-S) Priorities Analysis, ETC Institute recommends the following: Overall Priorities for the City by Major Category. The first level of analysis reviewed the importance of and satisfaction with major categories of City services. This analysis was conducted to help set the overall priorities for the City. Based on the results of this analysis, the major services that are recommended as the top two opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are listed below in descending order of the Importance-Satisfaction rating: • Efforts to maintain quality neighborhoods • Code Compliance Division Priorities within Departments/Specific Areas. The second level of analysis reviewed the importance of and satisfaction of services within departments and specific service areas.This analysis was conducted to help departmental managers set priorities for their department. Based on the results of this analysis, the services that are recommended as the top priorities within each department over the next two years are listed below: • Public Safety: frequency of police patrols in neighborhoods and City efforts to prevent crimes • Parks and Recreation: quality of recreation programs for seniors • Maintenance: adequacy of city street lighting in neighborhoods

The major services recommended as the top two opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are efforts to maintain quality neighborhoods and the Code Compliance Division

The departmental services recommended as the top opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are frequency of police patrols in neighborhoods and City efforts to prevent crimes quality of recreation programs for seniors adequacy of city street lighting in neighborhoods

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Business Survey Summary

Business Survey: Bottom line up front

Overview

Businesses have a very positive perception of the City

In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOC analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views. Purpose and Methodology During the spring of 2014, ETC Institute administered a survey to businesses in the City of Coral Springs. The purpose of the survey was to gather feedback from Coral Springs business owners and senior managers to identify ways to improve the quality of City services. The survey was administered by phone to a random sample of 403 businesses in the City of Coral Springs. The overall results of the survey have a precision of at least +/-5.0% at the 95% level of confidence.

Satisfaction improved in zoning and street maintenance, but decreased slightly in other areas The top two reasons businesses plan to stay in Coral Springs are: (1) the City’s positive image and (2) the City’s low crime rate If the City wants to enhance overall satisfaction among businesses with City services, the City should emphasize improvements in (1) trash collection services and (2) code compliance.

Major Findings Overall Satisfaction with City Services

94% of businesses were satisfied with the quality of City services

Forty-one percent (41%) of the businesses surveyed felt the quality of City services was higher than their expectations; more than half (53%) of the businesses surveyed felt the quality of City services was meeting their expectations and only 6% felt the quality of City services was below their expectations.

Satisfaction with Specific City Services, Departments, or Programs Seventy-six percent (76%) or more of the businesses surveyed were “satisfied” or “neutral” with all 16 of the City services, departments or programs assessed on the survey. The City services, departments, or programs that businesses were most satisfied with, based upon the combined percent of businesses who were “very satisfied,” “satisfied” or “neutral” were: • Emergency Paramedics (97%) • Fire Inspection (97%) • Streets Maintenance (96%) • Police Department (96%) • Water Billing (94%)

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Fiscal Year 2017 Annual Budget

Satisfaction with City Customer Service Most (94%) of the businesses surveyed rated the City’s customer service as “very good” or “good;” only 6% of businesses rated the City’s customer service as “poor.” Satisfaction with City Efforts to Improve Coral Springs Businesses were asked how satisfied they were with the City’s efforts to improve various aspects of the Coral Springs. Items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses were: • Clean city streets and public areas (99%) • Work on road conditions (95%) • Support quality neighborhoods (95%) • Support the availability of customer parking (91%) • Events bringing residents from surrounding towns (91%) Satisfaction with City Codes and Regulations The City codes and regulations that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • Paint color regulations (92%) • Trash disposal regulations (91%) • Requirements for proper business appearance maintenance (90%) • Business parking regulations (90%) Importance of City Services The three City services, departments, or programs that businesses felt were most important to their organization were: • Police Department (40%) • Fire Inspection (32%) • Trash Collection Service (29%) Overall Perceptions of the City Businesses were asked to indicate how satisfied they were with various items that may influence their perceptions of the City. The items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • Overall quality of life (97%) • Overall image of the City (96%) • Overall feeling of safety (96%)

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Ratings of the Physical Appearance of the City

Reasons Businesses Decide to Locate Here

Eighty percent (80%) of the businesses surveyed rated the physical appearance of the area where their business is located as “excellent” or “good;” 17% rated it as “average,” and only 3% rated it as “poor.”

Low crime rate Overall image of the City

Extremely Important (5)

Telecommunications/utilities/other infrastructure

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

Attitude of local government toward business

Very Important (4)

Access to Sawgrass Expressway

Important (3)

Level of taxation Quality of schools Proximity of important businesses

• Low crime rate (91%)

20%

40%

60%

80% 100%

• Overall image of the City (88%) • Telecommunications/utilities/other infrastructure (87%) • Attitude of local government toward business (86%) • Access to Sawgrass Expressway (85%)

Reasons Business Will Stay in Coral Springs for the Next 10 Years The top reasons businesses indicated that they would stay in Coral Springs for the next 10 years were: • Low crime rate (32%) • Overall image of the City (29%) • Access to Sawgrass Expressway (29%)

Overall Business Atmosphere Rating

A “Business Friendly” Community Likelihood of Recommending the City as a Business Location Most (90%) of the businesses surveyed were “very likely,” “likely” or “somewhat likely” to recommend Coral Springs as a business location to friends, family and coworkers; only 9% were “not likely” or “not likely at all” to recommend Coral Springs as a business location and 1% did not know.

40% 32% 27% 39%

Better

46% 50%

No change, but good

60% 48%

No change, but poor

2008 2007

86% 82% 87% 87%

Total: Better/No change, but good

Forty percent (40%) of the businesses surveyed felt the City’s business atmosphere was “better” compared to two years ago; nearly half (46%) of the businesses surveyed felt the City’s business atmosphere was the same compared to two years ago but felt it was “good,” 8% felt it was the same compared to two years ago but that it was “bad” and 6% felt it was “worse” compared to two years ago.

136

2012

6% 12% 9% 10%

Worse

Ratings of the City’s Business Atmosphere Compared to Two Years Ago

Fiscal Year 2017 Annual Budget

2014

9% 6% 4% 4%

20%

40%

60%

80%

100%

Ratings of the Labor Pool in Coral Springs When asked to rate the labor pool in Coral Springs, the items that showed the highest positive ratings, based upon a combined percentage of “excellent,” “good” or “average” responses, were: • Productivity of the workforce (94%) • Attitude of employees (93%) • Stability of the City’s labor force (90%) • Availability of labor (90%) Communication

Best Ways for the City to Communicate with Businesses Direct Mail Emails Newsletters Brochures City Webiste Personal calls Social Media Business Forums Workshops e HelpDesk City TV

57% 51% 37% 20% 20% 20% 15% 10% 9% 7%

Use of the City’s Website

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

11%

20%

40%

60%

Fifty-six percent (56%) of the businesses surveyed indicated their organization had not used the City’s website, 42% of businesses had used the City’s website and 2% did not remember. Satisfaction with Various Communication Services The communication related services that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • City’s website: www.CoralSprings.org (99%) • www.businessENews.org (97%) • www.csbizassist.org (96%) • www.WorkCoralSprings.org (96%) Best Ways to Communicate With Businesses The top three ways that respondents felt it would best for the City to communicate with businesses were: direct mail (57%), emails (51%), and newsletters (37%). Overall Ratings of City Communication Seventy-eight percent (78%) of the businesses surveyed rated the City’s communication with businesses owners and managers as “very good” or “good;” 17% rated the City’s communication with business owners and managers as “poor” and 5% rated it as “very poor.” Conducting Business with the City Online More than half (53%) of the businesses surveyed were interested in conducting business with the City online; 41% were not interested and 6% were unsure. Of the businesses who were interested in conducting business with the City online, most (88%) were interested in applying for City permits online and most (88%) were interested in paying City bills online. Property Taxes

Ratings of City Property Taxes Compared to Other Communities 33% 29%

Higher

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

Lower

How Property Taxes Compare to Surrounding Communities

2014 2012 2008

37% 45%

About the same

2007

25% 31%

Thirty-seven percent (37%) of businesses felt the City’s property taxes were “about the same” compared to surrounding communities; 33% felt property taxes were higher compared to surrounding communities, 4% felt they were lower and 26% did not know.

26% 21%

Don't know/ Not sure

City of Coral Springs, Florida

29% 25%

10%

20%

30%

40%

50%

137

Ratings of the Amount of Property Taxes

Ratings of City Property Taxes

Businesses were asked to indicate their agreement with various statements regarding the amount of property taxes they were paying in relation to the quality of City services they were receiving. The results are provided below: • 53% of the businesses surveyed felt property taxes were just right for the amount and quality of City services they were receiving. • 24% of businesses felt property taxes were too high for the quality of City services they were receiving. • 22% of businesses felt property taxes were high but felt the City was providing more services at a higher quality than expected.

53% 57%

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

41% 42% 22% 19% 20%

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

2014 31%

2012 2008

24% 24%

Property taxes are too high for the quality of services received

2007

38% 26%

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

1% 0% 1% 1%

20%

40%

60%

80%

100%

• 1% of businesses felt property taxes were too low for the amount and quality of City services they were receiving. Other Findings The City services, departments or programs that businesses used most often were: • Fire Inspection (81%), Street Maintenance (73%) and Street Drainage (72%). The City services, departments or programs that used least often were: the Planning (11%), Building Division Call Center (12%), Zoning (12%) and Community Development (12%). Three-fourths (75%) of businesses indicated that they had not taken advantage of the new sign regulations; 13% had taken advantage of the new regulations and 12% did not know. Sixty-five percent (65%) of the businesses surveyed reported that they would know who to call or where to go if they had a complaint or comment about City services, 34% did not and 1% were unsure. Businesses generally felt that City events had a positive impact on the City. • When asked to rate the impact of various events on the City, eighty-nine percent (89%) of businesses felt the Festival of the Arts had a positive impact on the City, 87% felt the Holiday Parade had a positive impact on the City, 86% felt the Our Town event had a positive impact on the City, 85% felt the Green Market had a positive impact on the City and 78% felt the Kruel Classic had a positive impact on the City. Three-fourths (75%) of the businesses surveyed indicated they would support a City ordinance that requires businesses in Coral Springs to participate in a recycling program; 18% were not supportive and 7% were not sure. Nearly all (96%) of the businesses surveyed did not feel that they had workforce training needs that were not being met; only 1% did have workforce training needs that were not being met and 3% were not sure.

138

Fiscal Year 2017 Annual Budget

SWOC: Strengths, Weaknesses, Opportunities, and Challenges The Challenges category was previously titled Threats. During February and March 2015, 120 participants (79 volunteers—the majority serving on advisory boards and committees, 39 employees, and two “other”respondents) completed the SWOC exercise. Prior SWOT exercises included 190 participants in 2013, 130 participants in 2011, 138 participants in 2009, and 56 respondents in 2006. Each respondent was asked to rank five strengths, five weaknesses, five opportunities, and five threats to the community. The list of options came from prior SWOT exercises, the most recent Visioning event, the Urban Land Institute report, the Economic Development Strategic Plan, and the branding research. Below is a summary of the top ranked issues for each category. The chart below shows which items volunteers and employees ranked the same and which they did not.

SWOC Rankings STRENGTHS

WEAKNESSES

Volunteers Response Employees 1 Good schools 1 2 Safe community (low crime rate) 2 3 Well-run City government 4 4 Parks and recreation facilities/programs 6 5 Quality of life 3 6 Family oriented 5 7 Accessible (close to major highways and airports) 11

Volunteers 1 2 3 4 5 6 7

Response Lack of Downtown Declining aesthetics Aging infrastructure Lack of high paying jobs Outdated City facilities Traffic congestion Not pedestrian friendly

Employees 1 7 2 6 3 8 5

Volunteers 1 2 3 4 5 6 7

Response Economic downturn Reputation difficult to do business Negligent landlords Crime State and Federal mandates without funding Traffic on major roads Natural disaster

Employees 1 5 3 2 4 7 6

Response New City Hall Economic development Business development Redevelopment Nightlife Higher education New revenue sources

Employees 4 1 5 2 8 10 6

CHALLENGES

OPPORTUNITIES

Best practice research suggests using the findings in the following way:

Challenges/Threats (be responsive)

Opportunities (take advantage)

Strengths (leverage strengths)

Use strengths to reduce or block threats

Exploit opportunities by using strengths

Weaknesses (manage weaknesses)

Eliminate weaknesses to reduce impact of threats

Exploit opportunities to support reduction of weaknesses

Example “exploit opportunities by using strengths”:

Strengths (leverage strengths)

Opportunities (take advantage)

Good schools, Safe community, Well-run City government, Quality of life, Parks & Rec facilities/programs

Economic Development, Redevelopment, Business development...

City of Coral Springs, Florida

139

Ranking of first choices by all respondents Below is a comparison chart of the first choices selected by all respondents. Highlighted in blue are the top choices in 2015 and 2013.

2015 STRENGTHS

2013 STRENGTHS

2015 WEAKNESSES

2013 WEAKNESSES

Safe community

1 Safe community

Lack of Downtown

1 Lack of Downtown

Good schools

2 Fiscally responsible

Lack of high paying jobs

2 Crime/perception of crime

Quality of life

3 Good schools

Declining aesthetics

3 Vacant storefronts

Family oriented

4 Quality of life

Outdated City facilities

4 Outdated City facilities

Well-run City government

5 Well-run City government

Traffic congestion

5 Declining aesthetics

2015 OPPORTUNITIES

2013 OPPORTUNITIES

2015 CHALLENGES

2013 THREATS

New City Hall

1 Nightlife

Crime

1 Crime

Economic development

2 Business development

Economic downturn

2 Economic downturn

Business development

3 Redevelopment

Unfunded State and Federal mandates

3 Reputation difficult to do business

Redevelopment

4 New revenue sources

Negligent landlords

4 Negligent landlords

Corporate Park

5 Economic development

Reputation difficult to do 5 Natural disaster business

140

Fiscal Year 2017 Annual Budget

Neighborhood Meetings The City completed its twentieth year of the “Slice of the Springs” Town Hall Meetings during Fiscal Year 2015. City staff from various departments presented on a number of important topics including: General Obligation Bond Projects, Downtown development, Municipal Complex status and crime statistics among other topics. Attendance continues to decline as residents have more opportunities to interact with staff, both in person and via the Help Desk portal. These three Slice meetings yielded an attendance of 130, compared to a high of 486 in Fiscal Year 2003. However 100% of the residents that do attend rate the meeting as productive and would recommend it to a neighbor. In addition, 22% of the attendees attended meetings for the first time so City staff was able to educate citizens on how the City operates. Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their specific concerns, some of which mirror previous years’ comments. The top five issues raised by Slice attendees are: • Speeding, high traffic volume • Poor street lightning in certain areas • New housing units development and its effect on school enrollment • Code compliance issues • Street maintenance

Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their specific concerns

Slice meetings continue to provide an opportunity for residents to interact directly with City staff from multiple departments, to raise their concerns and suggest programs and activities for their neighborhoods. A follow up letter was sent to the attendees covering outstanding issues from the meetings and also to acknowledge how important is for City staff to address all concerns/complaints voiced by the residents during the sessions. The Slice meetings are taped and replayed on City TV 25, 25.2 or 725 on Advanced Cable Communications, via Channel 99 on AT&T U-Verse or can be streamed on-line from CoralSprings.org/live.

Workforce Analysis

Overall employee satisfaction remains high at 93% —57% of which selected the top box score “strongly agree”

Employee Survey Results The latest organization survey was conducted during December 2014. Participation in the survey was open to all full-time and part-time employees. For purposes of this analysis, full-time and part-time results were combined for all questions. A total of 551 (481 full-time, 51 part-time, and 19 did not specify) employees completed surveys in 2014. This was one of the largest response rates since the City began administering employee satisfaction/ engagement surveys. Overall employee satisfaction remains high at 93% (57% of which selected the top box score “strongly agree”), consistent with surveys conducted during the last several years. The average score for each category from the most recent survey are noted below: • Strategic Direction 94% • Equipment and Resources 91% • Leadership and Managerial Effectiveness 89% • Work Environment 88% • Empowerment 87% • Communication 87% • Professional Development 89% • Employee Recognition 78%

City of Coral Springs, Florida

141

Since the onset of the 2012 survey, the City has continued to monitor an internal employee engagement index. The engagement index includes questions from five different categories and provides a comprehensive view of subjects that are tied to employee engagement levels. The combined overall engagement rating remains at 87%, this correlates with the City’s consistently high employee satisfaction levels. The average scores for the categories within the engagement index are noted below: • Work Environment 82% • Empowerment 84% • Leadership and Managerial Effectiveness 95% • Professional Development 91% • Employee Recognition 83% Data Segmentation The survey results were segmented and reviewed for variations based on tenure, position level, work environment and employment status. No significant deviations were identified. Conclusions/Actions Citywide survey results are communicated internally following a preview with the City Manager and senior management team. Meetings are facilitated annually by Human Resource Partners through each Department Director to share feedback from the current year and review survey trend data. Based on departmental feedback, Human Resources will facilitate employee focus groups as needed for employees to provide more in-depth feedback and opportunities for improvement. Human Resources A combined survey for all support service functions including Financial Services, Risk Management, Human Resources and Information Services was administered in July 2014. The human resources quality rating of 98% (45% of which selected the top box score “strongly agree”), continues to be a positive indicator of overall performance. Ninety three percent of employees were satisfied with the City’s benefits package, which is higher than similar feedback received 2013. Three other key department measures showed slight variability, but still remained high: • Liaison Services 96% (top box strongly agree of 45%) • Wellness Satisfaction 92% (top box strongly agree of 37%) • Training Applicability 94 % (top box strongly agree of 30%) Future Staffing Needs Human Resources initiates workforce planning discussions prior to the annual budget process to proactively request data that will help project turnover from anticipated retirements among the police, fire and other City departments. Recruitment is ongoing for Law Enforcement Officers and Law Enforcement Trainees. Turnover not attributed to retirement continues to remain low and all vacancies continue to be re-evaluated prior to initiating recruitment processes. The City continues to carefully manage attrition

142

Fiscal Year 2017 Annual Budget

Composite Indicators The following indicators were carefully chosen to give an overall representative snapshot of our financial and operating results. These measures correspond with the City’s mission and longtime focus areas: property values, safety, educational opportunity, customer satisfaction, recreation participation, community involvement, and employee productivity. Although we began tracking these results in 1994 as part of the Composite Index, for brevity we only show the post-2004 results.

Residential Property Values

Good Residential taxable assessed property values decreased drastically in Fiscal Years 2010 and 2011 due to property tax legislation passed in January 2008. The national recession which began in 2008 also contributed to depressed values.

Source: Broward County Property Appraiser’s Office

Billions

Residential property values are slowly increasing, inching closer to where they were 10 years ago. (Property values reflect calendar year rather than fiscal year.)

Non-Residential Property Values There is an inverse relationship between residential and non-residential property values; an increase in residential property values (see chart above) means a decrease in non-residential as a percentage of total value. Non-residential includes commercial/industrial sites, as well as agricultural, institutional, government and miscellaneous real estate. As residential values improve, non-residential values should ease back to about 20%.

Good

35%

As a % of Total Property Values 30% 25%

27.9% 22.6%

22.1%

21.2%

28.8%

27.4%

26.5%

26.2%

25.4%

21.9% 20.1%

20%

19.7%

Source: Broward County Property Appraiser’s Office

15%

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

10% 5% 0% FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Crime Rate

Good

3,500

2731.4 2500.5

2,500 2,000

Source: City of Coral Springs Police Department and Florida 2171.2 Department of Law Enforcement Crime Report

Incidents of major crimes per 100,000 population

3085.5 3,000

2259.3

2583.9

2530.1

2559.1

2688.8 2469.4

2485.3 2278.2

1,500 (Crime figures are calculated utilizing calendar year rather than fiscal year)

1,000 500 0

There was a decrease in incidents of major crimes per 100,000 population. The increase in FY 2012 was due to a 4% rise in the number of indexed crimes (3,271 from 3,145) coupled with a lower population number. The 2010 Census for Coral Springs was 4% less than prior estimates by BEBR. The rise in the crime rate from FY 2009 to FY 2010 was the result of a mathematical anomaly. While the number of crimes decreased during this period, the population upon which the ratio is based decreased at a faster rate.

FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

City of Coral Springs, Florida

143

Customer Satisfaction The City has consistently received high ratings in customer satisfaction from our residents. The overall satisfaction rating decreased in Fiscal Year 2009, yet ratings for departments and services increased. Results from the 2011, 2013, and 2015 surveys show a steady return to historically high levels. The Residential Survey is conducted every other year.

Good

100%

40%

20%

95%

96%

Projected

60%

92%

No survey conducted; used prior year result

92%

No survey conducted; used prior year result

93% No survey conducted; used prior year result

93%

No survey conducted; used prior year result

95%

93% 80%

Source: 2015 Resident Survey conducted by ETC Institute.

FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Volunteers in Government

Good

Source: Database of Boards and Committees

Members of City committees and boards are counted as volunteers for this indicator. The number of volunteers in government reached an all-time high of 540 for Fiscal Year 2013 due to participation in the Cityâ&#x20AC;&#x2122;s 50th Anniversary Committee and decennial Charter Review Committee. Three boards were dissolved during Fiscal Year 2014, causing a decrease in the number of volunteers that year. Fewer people participated on the Parent Education Advisory Committee during Fiscal Year 2015.

Athletic League Participants Some of the activities offered by the Parks and Recreation Department are basketball, soccer, football, baseball, lacrosse, and cheerleading. Independent teams and programs, though not counted in this measure, also utilize City facilities. The recent declines are due primarily to the number of participants moving from recreational leagues to more competitive travel leagues, whose participants are not included in this measure.

Good

14,000 12,000

11,624

11,150 10,151 9,500

10,000

8,763

8,500 7,792

8,000

8,158

8,711 8,105

8,475

8,713

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

4,000 2,000 0 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Employee Satisfaction

Good

94%

95%

97%

95%

97% 90%

93%

Same result used for FY 2012 and 2013

91%

Survey conducted during Q4

100% 95%

All employees are surveyed annually by the Human Resources Department to determine overall job satisfaction.

93%

80%

60%

40%

20%

Source: City of Coral Springs Human Resources Department Employee Survey

FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

144

Fiscal Year 2017 Annual Budget

Employee Productivity

Good

12.0

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

Employees Per Million Dollars of Revenue 10.0 8.0 6.0

6.94

6.57

6.39

5.97

5.77

Source: Annual Budget 5.60

5.39

5.13

5.18

5.17

5.09

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

4.0 2.0 0.0 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

School Overcrowding Overcrowding has continually decreased for Coral Springs schools since FY 2002. Enrollment and capacity numbers are provided by the Broward County School District.

Good

150% % Capacity Student Stations 125%

114%

112% 104%

100%

96%

95%

92%

93%

92%

90%

89%

Source: Broward County School Board

88%

75% 50%

(Percentages reflect academic year rather than fiscal year.)

25% 0% FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

City of Coral Springs, Florida

145

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

2,278.2

2,171.2

2,500

2,180.5 3

—

(Res) 94%

—

— 3

—

(Res) 98%

—

— 3 (Biz) 98% 3

(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%

—

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% 3

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%

4.4% 3

5.0%

—

(Res) 97%

—

— 3

—

(Res) 95%

—

— 3

below State

State was 4.9%

An Active, Healthy Community Resident rating of appearance of Parks and Recreation facilities (Resident Survey) Resident rating of range of activities at parks and recreation facilities 12 (Resident Survey)

13 Athletic league participation

8,475

8,713

—

(Res) 87%

(Biz) 87%

(Biz) 98% 3

(Res) 92%

—

— N/A

95%

(Res) 84%

(Biz) 85%

(Biz) 96% 3

401,977 118.3

390,933 125

400,000 120

290,250 131

(Biz) 78%

(Res) 94%

(Biz) 81%

(Biz) 79% *

95%

93%

92%

8,100

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

N/A

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

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)

AAA

(Biz) 76%

(Res) 87%

(Biz) 65%

(Biz) 78% 3

(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

146

Available Q4

N/A S&P AAA Fitch AAA 3 Moody's Aa1

Fiscal Year 2017 Annual Budget

3 * 2 N/A

City of Coral Springs, Florida

147

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)

45%

70%

95%

100%

Complete

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)

75%

In Progress

9 Fire Stations 43 and 95 (ongoing)

CMO

6 Education Grants

100%

Complete

In Progress

CMO

5 Community Spotlight Pilot

50%

100%

% 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

Fiscal Year 2016 Initiative Summary

148

Fiscal Year 2017 Annual Budget

Parks and Recreation

Human Resources

13 Multi-cultural Events (ongoing)

14 Teen Political Forum (ongoing)

Police

11 CSI Building Renovation (ongoing)

12 Safety Town (ongoing)

Police

10 School Resource Officers (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. In Progress Q1: After receiving notification that additional SRO positions on a part-time basis, similar to other local agencies, was not approved for the 2015/16 school year, funding was secured that would allow the Coral Springs Police Department to continue with its Seasonal School Resource Officer (SSRO) program. At this time, we have filled five of the six budgeted positions with retired law enforcement officers and are actively recruiting to fill the final vacancy. These efforts have greatly increased our departmentâ&#x20AC;&#x2122;s level of security at schools throughout the City of Coral Springs and allowed us to be more proactive with crime prevention/educational efforts. 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

149

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 In Progress managers, and updating and streamlining application forms and website information. 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.

150

Fiscal Year 2017 Annual Budget

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 In Progress plans electronically. Q2: In March, the conversion process from Navaline to TRACKiT was initiated. Staff began reviewing permit codes and documenting permit processes. The goal is to transition the faxable permit process to an EPermit platform in 2017. Q1: In December, Staff attended a field visit at the city of Cape Coral. Staff received a demonstration about their online permitting process. Cape Coral staff presented best practices and shared some obstacles to look out for in developing an on-line platform.

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

151

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

152

Fiscal Year 2017 Annual Budget

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

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 In Progress recycling carts and stimulated participation. Provisions for recycling became a standard feature for new commercial 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

153

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.

85%

In Progress

32%

75%

In Progress

75%

90%

In Progress

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

154

Fiscal Year 2017 Annual Budget

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.

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

City of Coral Springs, Florida

155

Budget Process Map

January

February

March

Workbooks Compiled & “Hot Topics” Identified

Commission Workshop

April

May

June

Strategic Plan Resident / Business Survey (as scheduled)

Management SWOT Exercise

Final Draft Published

KIO’s Set

Business Plan Select Initiatives

Environmental Scan

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

Operating Budget & Performance Measures Five-Year Forecast

Business Plan Workshop

Packages Returned Staffing & Capital CMO/Dept. Meetings

Line Item Review Performance Measures

Budget Client Feedback Quarterly PM Report

Quarterly PM Report

Capital Budget Fleet Process Review

156

Replacement Programs Distributed and Conduct Fleet Budget Meetings

Replacement Programs Updated Fixed Asset Inventory Distributed

Fiscal Year 2017 Annual Budget

New Capital Requests

Prioritize Capital Funding

July

August

September

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

Business Plan Presentation

October

November

December

Elections

New Commission Orientation

City of Coral Springs Strategic Planning & Performance Measurement Process Map January January 2016 201

Composite Index

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

Proposed Budget Prepared

To Environmental Scan

Second Budget Hearing Quarterly PM Report

Quarterly PM Report

Adopted Budget Published

Budget Adopted

Budgeted Purchases

Proposed CIP Prepared

Fiscal Year Ends

City of Coral Springs, Florida

Fixed Asset Inventory Updated

157

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

Core Processes and Outputs

City A orney’s Oﬃce

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

General Insurance Fund (8801) / 2.5

City Attorney (2502) / 5.75

• Provide legal services for City Commission and operating departments.

Risk Management Coordinator

• Attend City Commission and subordinate agency meetings.

Risk Assistant

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

Outside Litigation

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

Human Resources Partner **

• Prepare approximately 100 resolutions and 50 ordinances.

Executive Assistant (2)

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

Contracts • Review and prepare contracts and agreements within the shortest time frame to ensure contract compliance without vendor inconvenience. • Prepare and/or review approximately 200 agreements, contracts, and leases. Litigation and Municipal Violation Prosecution • Advise on statutory matters and handle litigation. • Appear in State and Federal court on behalf of the City. • Respond to citizen inquiries. • Bring about preventive approaches to limiting risk. • Participate in and present continuing legal updates to staff. • Participate in employment/administrative matters.

New Initiatives An Innovative, High-Performing Organization Misdemeanor Diversion (ongoing)

• Aggressively enforce the Florida Contraband Forfeiture Act. General Insurance Fund (Workers’ Compensation, Property and Casualty) Administer and maintain City’s insurance programs for workers’ compensation, general, professional, vehicle liability, and property insurance. • Procure insurance coverages. • Review and respond to all claims. • Receive and process all workers’ compensation claims. • Coordinate and facilitate Safety Evaluation Committee meetings, reporting all incidents and accidents to the Committee. Risk Management • Administer City’s risk management policies.

158

Fiscal Year 2017 Annual Budget

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

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$18,453 $18,453

$29,035 $29,035

$30,000 $30,000

$0 $0

0.00% 0.00%

Expenditures: Program Summary City Attorney Total

$869,172 $869,172

$915,439 $915,439

$1,023,041 $1,023,041

$1,044,068 $1,044,068

$21,027 $21,027

2.06% 2.06%

Summary By Category Personal Benefits Other Expenses Litigation Total

$507,070 183,104 178,498 500 $869,172

$587,580 212,935 111,142 3,782 $915,439

$607,626 225,159 189,724 532 $1,023,041

$622,094 231,590 189,830 554 $1,044,068

$14,468 6,431 106 22 $21,027

2.38% 2.86% 0.06% 4.14% 2.06%

6.00

5.75

0.00

0.0%

FTE's

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

$3,322,898 22,610 188,984 $3,534,492

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

Expenses: Program Summary Workers' Compensation Property Casualty Total

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

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

Summary By Category Personal Benefits Other Expenses Total

$108,977 589,290 2,011,470 $2,709,737 1.50

General Insurance Fund Revenues: Transfers Interest Income Recoveries Total

FTE's

$ Change from FY16 Budget

% Change from FY16 Budget

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

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

6.62% 0.00% 47.06% 7.50%

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

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

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

10.56% 1.66% 74.97% 7.50%

$135,662 570,521 2,678,500 $3,384,683

$136,599 1,018,871 2,579,031 $3,734,501

$130,224 1,034,940 2,849,292 $4,014,456

($6,375) 16,069 270,261 $279,955

-4.67% 1.58% 10.48% 7.50%

1.50

2.50

0.00

0.0%

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

FY2015 Goal Actual

FY2016 Goal

FY2017 Goal

99%

47%

52%

47%

City of Coral Springs, Florida

159

City Commission

Mission To provide the Charter offices clear policy direction toward making the City of Coral Springs the premier community in which to live, work and raise a family.

City Commission 6 (0100) 1

A Family-Friendly Community

Executive Asssistant to the City Commission

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

Mayor (0100) 0

A Thriving Business Community

Vice-Mayor 1 (0100) 0

Commissioner 3 (0100) 0

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

Continue to provide fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses. An Active, Healthy Community

Influence and support an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy. An Attractive Community Take proactive measures to preserve and enhance the community’s appearance and maintain of its vital infrastructure. Lead by example in the stewardship and conservation of natural resources. An Innovative, High Performing Organization The City is committed to ethical governance, adherence to its Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering high-quality programs and services that meet the needs of an increasingly diverse community.

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

Revenues and Expenditures by Program and Category City Commission Expenditures: Program Summary City Commission Total Summary By Category Personal Benefits Other Expenses Total FTE's

160

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$318,138 $318,138

$320,071 $320,071

$361,999 $361,999

$370,614 $370,614

$8,615 $8,615

2.38% 2.38%

$124,728 108,902 84,508 $318,138

$127,542 111,038 81,491 $320,071

$131,423 113,589 116,987 $361,999

$135,419 117,670 117,525 $370,614

$3,996 4,081 538 $8,615

3.04% 3.59% 0.46% 2.38%

6.00

0.00

0.0%

Fiscal Year 2017 Annual Budget

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

Core Processes and Outputs City Manager’s Office Organize and mobilize City departments to address the five priorities established by the City Commission. • Complete strategic activities for the City Commission’s five priority areas. • Provide overall management of all City operations in a way that empowers employees to exceed customer expectations. • Provide effective communication between the City Commission, staff, residents and other customers. • Continue to attract quality businesses to the City of Coral Springs. Management and Budget Office Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency. • Monitor the budget through monthly financial reports. Prepare biennial/triennial Strategic Plan, annual Business Plan, annual budget document, and Capital Improvement Program. • Produce the City’s Business Plan, budget document and Capital Improvement Program. • Process biennial/triennial Strategic Plan including the Environmental Scan, the SWOC Analysis and the Strategic Planning Workshop Presentation. • Maintain Performance Measurement System. • Aggressively seek grants on behalf of the City and oversee administration of grant funding. • Collaborate with Police and Fire pension boards, Charter School Advisory Committee, and other committees.

City Manager's Office City Manager’s Oﬃce

(Department/Division Number) / Number of FTEs (Full-Time Equivalent) *Position split 50% City Manager's Office Div. 0501; 50% Water and Sewer Fund Div. 6001 **Position split 91% CRA Div. 3200; 0.09% Economic Development Div. 0502

City Manager (0501) / 6.5 Assistant to City Manager

Executive Assistant

Deputy City Manager* (0501)

Community Redevelopment Agency (3200) / 0.91

CMO Management Analyst

Deputy City Manager (0501)

City Clerk's Office (3501) / 5

Budget and Strategy (1901) / 6

Communications and Marketing (0604) / 6

City Clerk

Director Budget and Strategy

Director Communications and Marketing

CRA Administrator**

Economic Development (0502) / 2.09 Assistant City Clerk

Senior Financial Analyst (4)

Creative Services Coordinator (1)

Grant Coordinator

Communications Services Coordinator

Records Mgmt. Coordinator (2) Chief Economic Development Officer Public Records Specialist Economic Development Coordinator Senior Videographer/Editor

CRA Administrator**

Broadcast Communications Coordinator

Construction Project Manager (0501)

Writer/Media Relations Coordinator

City of Coral Springs, Florida

161

City Manager’s Office (continued) Communications and Marketing

New Initiatives

Communicate public information in an effective, creative manner. A Family-Friendly Community • Publish three editions of Coral Springs magazine, Annual State of the City Report, and other informational publications.

Host Virtual Slice of the Springs Meeting with Development Services

• Provide writing, design, photography and other graphic services for print, digital and video formats.

ArtWalk Events (ongoing) with Parks and Recreation

• Provide multimedia, video and photographic support, and produce public service announcements and programming for use by the broadcast media. • Develop and manage the City’s social media accounts and websites, including coralsprings.org and workcoralsprings.org.

Education Grants (ongoing) A Thriving Business Community

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

“Business is Brighter” Campaign

• Provide special event promotion. Handle media relations.

Chamber of Commerce Business Academy

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

Corporate Park Improvement District - Phase II

City Clerk

Economic Development Marketing Strategy (ongoing)

Serve as Secretary of the City.

Downtown Redevelopment (ongoing)

• Oversee City Commission agenda process which includes creation of bimonthly agendas, coordination of over 500 agenda memoranda, duplication and distribution of agenda material to interested parties, and continue to encourage the City’s “paperless agenda” environment. • Inform citizenry of public hearings by advertising pursuant to Florida law. Provide public notice for approximately 300 public meetings annually.

Municipal Complex (ongoing) Realtors’ Summit (ongoing) An Active, Healthy Community Drowning Prevention/Water Safety (ongoing) with Fire/EMS

• Manage codification and distribution to subscribers of the Municipal Code, both the general volume and Land Development Code. • Attend and prepare minute summaries for advisory boards and committees.

An Innovative, High-Performing Organization

Serve as the City’s records custodian by preserving the integrity of the City’s official records, which encompasses business transactions, law and policy making, and property matters.

Video Storage Solution Digitize Microfiche, Microfilm

• Maintain an historical database of over five million document images Citywide from 1963 to the present and respond to public records requests. • Maintain a database of public meetings via audio tapes, CD-ROMs and summaries of the meeting proceedings, and respond to more than 1,500 customer requests for information annually. • Provide for records disposal to the fullest extent permissible by Florida law, and the cost effective, legal maintenance of permanent records for all City departments. Serve as the director of municipal elections as required by the City Charter and Florida Statutes. Economic Development Promote absorption of existing vacant commercial, industrial and retail space by continuing to maintain and develop relationships with the top real estate experts in Broward County. Set the stage for new development as well as redevelopment while the economy improves and our proactive approach sparks opportunities in selected targeted industry sectors. • Complete Economic Development Strategic Plan. • Reduce vacancy rates in commercial, industrial, and retail sectors. • Assist, support, and grow business in Coral Springs. • Continue to increase local property values through key tenant improvement projects. Maximize the potential of the Coral Springs Corporate Park. Maintain a competitive business environment. Attract high-value industries and businesses. Implement Downtown infrastructure improvements on City Center planning as catalysts for Downtown Redevelopment.

162

Fiscal Year 2017 Annual Budget

Revenues and Expenditures by Program and Category

City Manager's Office Revenues: City Clerk Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$19,140 $19,140

$22,905 $22,905

$28,892 $28,892

$22,256 $22,256

($6,636) ($6,636)

-22.97% -22.97%

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

$973,688 0 620,539 925,161 0 530,504 $3,049,892

$1,101,599 168,230 646,988 1,032,582 74,122 558,507 $3,582,028

$1,153,664 266,411 704,539 1,107,887 77,131 680,901 $3,990,533

$1,184,864 287,075 709,081 1,168,565 69,875 771,055 $4,190,515

$31,200 20,664 4,542 60,678 (7,256) 90,154 $199,982

2.70% 7.76% 0.64% 5.48% -9.41% 13.24% 5.01%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,843,959 666,780 527,617 11,536 $3,049,892

$2,146,768 802,493 607,918 24,849 $3,582,028

$2,324,720 853,283 812,530 0 $3,990,533

$2,445,860 881,177 863,478 0 $4,190,515

$121,140 27,894 50,948 0 $199,982

5.21% 3.27% 6.27% n/a 5.01%

23.50

26.50

0.00

0.0%

FTE's

City of Coral Springs, Florida

163

Performance Measures Management and Budget Office Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Internal customer satisfaction rating 2) Process 100% of budget transfers within 24 hours of receipt 3) Facilitate or support cross-functional process improvement teams

FY2015 Goal Actual 95% 98%

FY2016 Goal 95%

FY2017 Goal 95%

100%

FY2016 Goal

FY2017 Goal

Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 4) Receive the GFOA Distinguished Budget Presentation award 5) Payroll regular salaries adopted budget versus actual, net of policy changes 6) Produce monthly financial statements within seven business days of period close

FY2015 Goal Actual Yes

Yes

±2%

<7 days

1 day

<7 days

Communications and Marketing Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness FY2015 Goal Actual

Measure: 1) Customer satisfaction with communications (Internal Survey) 2) Awareness of Coral Springs magazine by new residents (Resident Survey) 3) NEW Number of followers on social media 4) REVISED Number of new promotional/informational campaigns produced for social media and City TV

FY2016 Goal

FY2017 Goal

94%

100%

94%

95%

79%

88%

—

85%

5,985

7,785

9,300

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

164

FY2015 Goal Actual

FY2016 Goal

FY2017 Goal

95%

100%

95%

4 hours

2 hours

4 hours

Fiscal Year 2017 Annual Budget

City Managerâ&#x20AC;&#x2122;s Office CIP by funding source Funding Source Project Name

FY 2017 Proposed

Loan Mailing/Postage Machine Municipal Complex Construction Municipal Complex Design Loan Total Operating General Fund Security System Upgrades Video Storage Solution Flex Scan Micro Fiche Digitizer Operating General Fund Total Total City Manager's Office

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 5,000,000 0 5,000,000

$0 0 0 0

$10,000 0 0 10,000

$0 0 0 0

$10,000 5,000,000 0 5,010,000

$7,830 $80,000 $60,000 147,830

$0 $0 $0 0

$7,830 $80,000 $60,000 147,830

$5,147,830

$10,000

$5,157,830

Tree Trust Fund CIP by funding source Funding Source Project Name

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

Tree Trust Fund W Atlantic Blvd. Tree Trust Fund Total

$10,000 $10,000

$0 $0

$10,000 $10,000

Tree Trust Fund Total

$10,000

City of Coral Springs, Florida

165

Development Services Mission To plan and facilitate quality development and redevelopment, enhance citywide aesthetics through education by complying with local regulations, and provide professional services to the community while incorporating the latest technology.

Core Processes and Outputs Community Development Continue to provide technically sound and professional recommendations to the City Commission, along with the various boards and committees appointed by the City Commission. • Maintain the City’s recertification of its Comprehensive Plan. • Maintain department customer satisfaction rating at 95%. Coordinate and implement neighborhood revitalization and enhancement efforts through continued coordination with residents and other government agencies. • Conduct three Slice of the Springs meetings and ensure 93% of attendees find the neighborhood meeting productive. • Collaborate on 10 neighborhood partnerships (formal and informal). Implement state and federal programs (CDBG, RCMP, HOME, SHIP opportunities). • Screen applicants for home repair programs resulting in 30 grants being awarded each year.

Development Services Development Services Director of Development Services (3100) / 4

Assistant Director of Development Services (3100) / 4

Executive Assistant

Code Compliance (5403) / 23

Community Development (3001-3004) /12

Code Compliance Manager

Code Compliance Administrator

Senior Office Assistant (2) Code Support Specialist Principal Office Assistant (4) Office Assistant

Development Services Coordinator

Code Compliance Supervisor (2)

Code Compliance Officer (11)

Planning & Zoning (3001) / 4

Neighborhood Services (3004) / 8

Planning & Zoning Manager

Chief Planner

Engineering* (5901) / City Engineer

Senior Planner

Associate Planner

Transportation Planner

Assistant Planner

Env. Coordinator / City Forester

Building (5100 - 5304) / 27

Chief Building Official (5101) / 12

Assistant Bulding Official (5301)

Senior Office Assistant

Comm. Dev. & Housing Coordinator

Structural (5301) / 8

Neighborhood Coord. Assistant

Electrical (5302) / 4

Museum Director Assistant Planner/Housing Specialist

Chief Inspector

Chief Inspector Inspector II (3)

Electrical Inspector Inspector II (4) Inspector I Plumbing (5303) / 1

Chief Inspector

Mechanical (5304) / 2

Chief Inspector Inspector II

Building Serv. Administrator (5101)

Lead Permit Rep Sr. Permit Serv. Rep. (2) (Department/Division Number) / Number of FTEs (Full-Time Equivalent)

166

Permit Services Rep. (6)*

Fiscal Year 2017 Annual Budget

*Three positions are contractual

Development Services (continued) Continue to provide accurate plan review to ensure compliance with land development regulations and architectural design guidelines in order to encourage an attractive and quality aesthetically pleasing community. • Administratively review 50 Development Review Committee and Architectural Review Committee projects. • Process 15 petitions for various land development actions. • Process 600 paint approval forms. Assist the public (residential and commercial) with general zoning information and aesthetic issues. • Maintain cycle time for new DRC plan reviews at eight days by the Zoning Division. •Conduct 2,000 zoning inspections. •Maintain cycle time for sign permits and small permits at two days by the Zoning Division. • Continue to process designer and monument signs to increase the aesthetic appeal while staying business-focused. Collect and evaluate sustainability data. • Monitor and observe the sustainability of the City through the Neighborhood and Environmental Committee. • Ensure the ecological integrity of environmentally sensitive lands through regular inspections, exotic species removal, and general preventive maintenance. • Support Sawgrass Nature Center in becoming an ecotourism destination through assistance in grant writing, media outreach, intergovernmental coordination, and material support where feasible. Implement the objective of environmental monitoring and improving a sustainable urban forest, with specific emphasis on tree canopy replacement. Provide technical support to various City departments, including the Community Redevelopment Agency effort in conjunction with Downtown Coral Springs. • Provide detailed analysis on current topics affecting the City, such as tracking properties in foreclosure on a monthly basis. • Research and apply for various grants that support department objectives and improve mobility and connectivity within the City. Oversee operations of the Coral Springs Museum of Art and the Public Art Program. Building Provide prompt, professional, and courteous customer service to the entire community for all plan reviews, building permits, and field inspections to ensure conformance of construction in the City with the Florida Building Codes. • Conduct plan reviews in 15 days or less 90% of the time. • Conduct approximately 21,000 building inspections. • Process 4,300 contractor license insurance information requests. • Schedule 5,000 residential inspection related appointments. • Provide plan reviews and issue approximately 9,000 building permits. • Complete requested inspections within one day 95% of the time. • Process approximately 3,000 open permit search requests within three business days. • Process 600 record requests. • Issue 20,000 notification postcards to permit holders and property owners. • Respond to 40,000 incoming calls for Building division via the Customer Care Center.

City of Coral Springs, Florida

167

Development Services (continued) Code Compliance Respond to citizen requests, questions, emergencies, and complaints within 48 hours. Educate the public on the City’s Code of Ordinances in order to achieve compliance with the code to preserve and enhance aesthetics citywide. • Provide education to property owners and occupants on City codes and ordinances. • Coordinate and implement programs on code compliance issues in conjunction with other departments including Public Works, Police, and Fire.

New Initiatives A Family-Friendly Community Host Virtual Slice of the Springs Meeting with Communications and Marketing A Thriving Business Community TRAKiT Traffic Management (ongoing) An Attractive Community

• Promote voluntary compliance through collaboration with property owners, residents, business owners, and neighborhoods.

Interactive Public Art

• Perform over 30,000 code compliance/business tax field inspections, neighborhood preservation inspections, and abandoned property maintenance for approximately 11,000 cases.

NW 110th Avenue Bicycle and Pedestrian Project with Public Works

• Address and resolve problems on difficult cases, such as abandoned or nuisance properties, or those properties whose owners are financially distressed.

CDBG Action Plan (ongoing) Residential Construction Mitigation Grant (ongoing)

• Support volunteer Code Rangers partnered with Code Compliance Officers and administrative staff. • Collect illegal signs from our street rights-of-way. • Process 4,000 lien inquiries. • Follow-up on 600 Public Stuff inquiries from residents and business owners. Support business development in the City by working with business owners and outside agencies to educate business owners on laws, regulations, and ordinances, and by processing Business Tax applications in a timely manner. • Process 6,200 business tax receipts. • Administer Landlord Registration Program and Neighborhood Preservation Program. Engineering Provide engineering inspection on select City projects, right-of-way permits, and developer-provided infrastructure. • Ensure NPDES and MS4 requirements are upheld and maintained on construction sites greater than one acre. • Issue approximately 125 driveway permits. • Provide approximately 300 engineering plan reviews. • Complete requested inspections within one day each. • Perform approximately 500 inspections. • Construction Management support for City projects.

168

Fiscal Year 2017 Annual Budget

Revenues and Expenditures by Program and Category Development Services Revenues: Community Development Building Code Compliance* Total *Includes Business Tax revenue Expenditures: Program Summary Development Services Community Development Building Code Compliance Engineering Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$127,307 2,398,923 2,632,249 $5,158,479

$133,540 2,779,210 3,507,187 $6,419,937

$135,200 2,793,154 2,700,900 $5,629,254

$105,000 2,907,447 3,210,432 $6,222,879

($30,200) 114,293 509,532 $593,625

-22.34% 4.09% 18.87% 10.55%

$474,227 1,069,817

$501,007 1,058,936

$521,254 1,265,438

$548,881 1,303,313

27,627.00 37,875

5.30% 2.99%

2,410,043 1,828,354 186,000 $5,968,441

2,489,031 1,953,814 233,459 $6,236,247

2,718,823 2,028,051 264,720 $6,798,286

2,800,166 2,198,395 318,220 $7,168,975

81,343 170,344 53,500 $370,689

2.99% 8.40% 20.21% 5.45%

$3,451,181 1,603,445 894,896 0 18,919 $5,968,441

$3,584,084 1,649,373 979,471 16,453 6,866 $6,236,247

$3,959,752 1,740,373 1,082,171 0 15,990 $6,798,286

$4,239,580 1,796,935 1,115,783 0 16,677 $7,168,975

$279,828 56,562 33,612 0 687 $370,689

7.07% 3.25% 3.11% n/a 4.30% 5.45%

65.00

66.00

0.00

0.0%

Summary By Category Personal Benefits Other Expenses Capital Grants and Aids Total FTE's

City of Coral Springs, Florida

169

Performance Measures Development Services Community Development Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Department customer satisfaction rating (composite)

FY2015 Goal Actual 95% 95%

FY2016 Goal 95%

FY2017 Goal 95%

FY2015 Goal Actual

FY2016 Goal

FY2017 Goal

Strategic Priority: A Thriving Business Community Measurement Type: Efficiency Measure: 2) Cycle time for small permits by the Zoning Division (Building Plan Review) 3) Cycle time for sign permits by the Zoning Division (Building Plan Review) 4) Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) 5) Comprehensive Plan consistency with Department of Community Affairs (DCA)

2 days

1.4 days

2 days

1.8 days

2 days

9 days

8 days

Yes

FY2016 Goal

FY2017 Goal

Strategic Priority: An Attractive Community Measurement Type: Effectiveness Measure: 6) Number of housing units rehabilitated using public financial assistance per $100,000 housing rehabilitation 7) Average number of days from the receipt of the resident's application for rehabilitation assistance to application approval (new beginning FY 2013)

FY2015 Goal Actual 2.90

2.80

2.90

45 days

30 days

45 days

FY2015 Goal Actual

FY2016 Goal

FY2017 Goal

Strategic Priority: An Attractive Community Measurement Type: Efficiency Measure: 8) Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 9) Number of trees planted within the City

1.50

1.53

1.50

1,000

1,525

1,000

FY2016 Goal

FY2017 Goal

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

170

FY2015 Goal Actual 15

Fiscal Year 2017 Annual Budget

Performance Measures Building Measure: 1) Requested inspections completed within one day

FY2015 Goal Actual 95% 100%

2) Percent of plan reviews completed within 15 working days

90%

98%

FY2016 Goal 95%

FY2017 Goal 95%

90%

FY2016 Goal

FY2017 Goal

Code Compliance Measure: 1) Percent of code cases brought into voluntary compliance prior to administrative/judicial process 2) Percent of survey respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Resident Survey) 3) Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods (Business Survey - new beginning FY 2013 )

FY2015 Goal Actual 75%

78%

75%

85%

84%

—

85%

—

87%

—

FY2016 Goal

FY2017 Goal

Yes Yes Yes — — — — —

— — — Yes Yes Yes Yes Yes

Construction Management Support Measure: 1) Build the following City construction projects within budget and on time: City Hall South Building Demolition Safety Town Humane Unit Fire Station 43 Fire Station 95 CSI Building City Hall Building Demolition Municipal Complex

FY2015 Goal Actual

Yes Yes — — — — — —

No No — — — — — —

City of Coral Springs, Florida

171

Development Services CIP by funding source Funding Source Project Name CDBG Grant Neighborhood Partnership Housing Rehabilitation- CDBG Commercial Faรงade CDBG Grant Grant Dependent Residential Construction Mitigation Grant Grant Dependent Loan Atlantic Boulevard Entryway Loan Operating General Fund Trackit Software Operating General Fund HOME Grant Housing Rehabilitation-HOME HOME Grant SHIP Grant Housing Rehabilitation-SHIP SHIP Grant Total Development Services

172

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$15,000 74,760 0 89,760

15,000 74,760 0 89,760

90,000 448,560 0 538,560

194,000 194,000

1,164,000 1,164,000

0 0

385,762 385,762

0 0

385,762 385,762

$50,000 50,000

$0 0

$50,000 50,000

148,948 148,948

148,949 148,949

893,689 893,689

$591,737 591,737

$3,550,422 3,550,422

$1,074,445

$1,024,445

$1,410,207

$1,024,445

$1,024,446

$6,582,433

Fiscal Year 2017 Annual Budget

Financial Services Mission Financial Services To preserve the City’s strong financial condition by creating responsible financial strategies, effectively managing the City’s resources, and providing analysis and recommendations that ensure optimal economic outcomes. Center for the Arts To provide a diverse schedule of programming for all residents, reduce the deficit of the venue, and deliver high quality customer service to all.

Core Processes and Outputs Financial Services Provide financial policy, cash management, debt management, accounting, payroll, accounts payable, purchasing, central stores, and utility billing for the City. • Produce the City’s Comprehensive Annual Financial Report. • Process over 8,000 accounts payable checks and prepare over 30,000 payroll checks. • Reconcile and track over 40 different funds. • Process over 2,500 purchase orders. • Purchase over $32 million in goods and services. • Refinance and restructure City’s outstanding debt. Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency. Maintain all water and wastewater customer accounts. • Process over 150,000 utility bills including standby.

Financial Services

Financial Services Director of Financial Services* (1501)

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

Accounting Services (1601) / 7

Revenue & Collection (1602) / 6

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

(Departm ent/ Division Num ber) / Num ber of FTEs (FullTim e Equivalent) *Pos ition s plit 75% Financial Services Adm . Div. 1501; 25% Water and Sewer Fund Div. 6001 **Pos ition s plit 50% Financial Services Adm . Div. 1501; 50% Water and Sewer Fund Div. 6001

City of Coral Springs, Florida

Purchasing (1701-1702 ) / 9 Administration (1701) / 5 Purchasing Administrator Purchasing Agent II ( 3 ) Senior Office Assistant Central Stores (1702) / 4 Central Stores Coordinator Purchasing Assistant ( 3 )

173

Financial Services (continued) Center for the Arts Coordinate event management and production. Program national tours. Provide theater and meeting room rentals. • Host 365 meetings. • Accommodate over 122,000 theater attendants. Facilitate Museum exhibitions, programming, and events. • Museum hosts 105 events and 190 classes. • Accommodate over 35,000 museum attendees. Box Office services. Catering services and concessions.

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

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$336,200 $336,200

$384,190 $384,190

$304,053 $304,053

$399,557 $399,557

$95,504 $95,504

31.41% 31.41%

$546,028 525,109 521,832 $1,592,969

$438,450 553,141 530,874 $1,522,465

$478,140 633,835 535,316 $1,647,291

$480,088 682,447 556,712 $1,719,247

$1,948 48,612 21,396 $71,956

0.41% 7.67% 4.00% 4.37%

$579,292 318,007 $897,299

$586,485 352,648 $939,133

$512,290 284,761 $797,051

$531,129 297,949 $829,078

$18,839 13,188 $32,027

3.68% 4.63% 4.02%

Total

$2,490,268

$2,461,598

$2,444,342

$2,548,325

$103,983

4.25%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,441,036 631,992 413,268 3,972 $2,490,268

$1,394,770 618,414 446,360 2,054 $2,461,598

$1,448,742 639,790 355,810 0 $2,444,342

$1,537,598 665,595 345,132 0 $2,548,325

$88,856 25,805 (10,678) 0 $103,983

6.13% 4.03% -3.00% n/a 4.25%

25.00

24.25

FTE's

174

Fiscal Year 2017 Annual Budget

0.00

0.0%

Performance Measures Financial Services Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Internal customer satisfaction rating (Financial Services Internal Survey) 2) Percentage of purchase requisitions under $10,000 processed within 24 hours

FY2015 Goal Actual

FY2016 Goal

FY2017 Goal

93%

95%

94%

88%

85%

88%

FY2016 Goal

FY2017 Goal

Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency FY2015 Goal Actual

Measure: 3) Water billings past due more than 180 days as percentage of outstanding bills

4) Number of repeat items in management letters prepared by the City's external auditors

99%

93%

90%

2.50%

3.8%

2.50%

5) Percentage of invoices paid within 30 days 6) Out of stock level of the total inventory at Central Stores

City of Coral Springs, Florida

175

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

Core Processes and Outputs Administration Manage and administer the fire department’s budget, policies, and procedures while providing department-wide leadership and direction. Responsible for the direction and development of approximately 400 members of the organization. • Personnel include nine full-time fire administrative staff, 147 shift personnel, five fire academy administrative staff, 10 full-time fire inspection staff, 100 emergency service instructors, and 140 Community Emergency Response Team (CERT) members.

Oversee the daily operations pertaining to Inspections, Prevention, Suppression, Emergency Medical Services (EMS), and Training. • Provide contractual Fire/EMS service to the City of Parkland and provide Fire/EMS to unincorporated Broward County. • Provide automatic aid to the cities of Margate, Coconut Creek, and Tamarac. Provide additional mutual aid response in accordance with federal, state, and local agreements. Commit to continuous involvement in major organizations and committees on a national, state and local level that affect the delivery of emergency services.

Fire/EMS Fire Chief* (4601)

Administration* (4601 ) / 4.5

Communication Services* (4602 ) / 1.84

Deputy Fire Chief (0.5) Telecommunicator (0.69) Division Chief Administration (1.0) Emergency Call Taker (1.15) Senior Office Assistant (1.0) Executive Assistant (0.5) Fire Equipment Technician (0.5) *All positions are split 23% Comm. Data Analyst (0.5) *All positions are split 50% Fire Adm. Div. 4601; 50% EMS Div. 4702

Svc. Div. 4602; 77% EMS Comm. Svc. Div 4703

Suppression* (4801) / 92.38

Assistant Fire Chief (1.86) Battalion Chief (1.86) Fire Captain (18.6) Rescue Lieutenant (18.6) Driver Engineer/Paramedic (16.12) Chief Training Officer (0.62) Community Paramedic (0.62) Driver Engineer/EMT (2.48) Firefighter/Paramedic (31) Firefighter/EMT (0.62) *All positions are split 62% FireSuppression Div. 4801; 38% EMS Div. 4702 **Position split 50% Fire-Supression Div. 4801; Fire Training Div. 4805

(Department/Division Number) / Number of FTEs (Full-Time Equivalent)

Emergency Medical Services* (4702) / 61.5 Deputy Fire Chief (0.5)** Division Chief Administration (1.0)** Chief Training Officer (.38) Assistant Fire Chief (1.14) Battalion Chief (1.14) Fire Captain (11.4) Rescue Lieuteneant (11.4) Firefighter/Paramedic (19) Community Paramedic (0.38) Firefighter/EMT (0.38) Driver Engineer/Paramedic (10.26) Driver Engineer/EMT (1.14) Fire Equipment Technician (0.5)** Public Education Officer (0.38) Data Analyst (0.5)** Senior Office Assistant(1.0)** Executive Assistant (0.5)**

EMS-Communication Services (4703) / 6.16 Telecommunicator (2.31) Emergency Call Taker (3.85)

EMS Training (4705) / 1 Assistant Chief Training Officer

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

*All positions are split 38% EMS Div. 4702; 62% Fire-Supression Div. 4801 **Position split 50% EMS Div. 4702; 50% Fire Adm. Div. 4601

Training (4805) / 3

Inspection (4901) / 9.62

Division Chief (Training Center) Fire Marshal Senior Office Assistant Fire Inspection Captain Accreditation & Compliance Admin Fire Inspection Lieutenant Fire Inspector II (5) Public Edication Officer (0.62)* Senior Office Assistant *Position split 62% Fire-Inspection Div. 4901; 38% EMS Div. 4702

176

Fiscal Year 2017 Annual Budget

Fire/EMS (continued) Fire Suppression and Emergency Medical Services (EMS) Respond to all types of fire-related emergencies within the City. Provide basic and advanced emergency medical care to victims of illness or injury.

New Initiatives A Family-Friendly Community

• Respond to a projected 15,000 calls for service.

Community Paramedic Program (ongoing)

• Maintain an average response time of 8 minutes or less at least 90% of the time to emergency incidents.

Mobile Integrated Healthcare (ongoing)

• Provide treatment and transport approximately 9,000 patients to area hospitals.

Fire Stations 43 and 95 (ongoing) An Active, Healthy Community

• Provide inter-facility transport services to the community. Continue to acquire and utilize state of the art equipment to ensure the highest level of care to the community

Drowning Prevention/Water Safety (ongoing) with Communications and Marketing

• Provide a Special Weapons and Tactics (SWAT) medic program to support local police departments. • Provide a specialty water rescue unit. • Maintain a ready fleet of apparatus consisting of 7 front line ALS transport units, 3 reserve ALS transport units, 6 front line advanced life support (ALS) pumpers, 1 ALS aerial apparatus, 2 reserve ALS pumpers, and 2 reserve ALS aerial apparatus. • Maintain a ready fleet of support service apparatus to include a mobile air support unit, a dive rescue boat, a special events cart, and an incident support trailer. Training Provide comprehensive training programs to enhance the skills of firefighters and their ability to deliver the highest level of service while safely responding to emergency incidents. Provide required medical, fire, and inspection related recertification training in accordance with national, state, and local regulations for members of the Coral Springs Fire Department. Deliver entry level, recertification, and advanced level courses in fire, EMS, and technical rescue to Firefighters / EMS personnel nationally and internationally. Provide various levels of training to military, federal, state, and local law enforcement personnel. Provide training and education to the residents and businesses within the community. Research and evaluate the newest technology and procedures in the fire and EMS fields to enhance the delivery of services to the public. Organize the Fire Explorer Program, a career development program geared towards high school students who are interested in a career in the fire-rescue profession. Fire Inspection Perform approximately 6,400 annual fire inspections and approximately 5,600 re-inspections on all commercial properties and applicable multi-family residential units. Perform fire and life safety inspections of all public and private schools. Perform approximately 1,100 permit inspections and review approximately 1,300 sets of plans annually. Provide annual fire safety and prevention education through Safety Town and various educational programs to the community. Provide hands-on fire extinguisher training to the public. Conduct fire investigations on all fire related incidents to determine origin and cause while working closely with local law enforcement and the Florida State Fire Marshal’s Office.

City of Coral Springs, Florida

177

Revenues and Expenditures by Program and Category Fire/EMS Revenues: Fire Fund Fire Fund Special Assessment Intergovernmental Revenue Charges for Services Miscellaneous Revenues Fines and Forfeitures Partial Year Assessment Appropriated Fund Balance Capital Reserve Sub-Total EMS-General Fund Emergency Medical Services Contract Services Training Sub-Total Total Revenues Expenditures: Program Summary Fire Fund Administration Communication Services Suppression Training Inspection Capital Debt Service Interfund Transfers Non-Departmental Sub-Total EMS-General Fund Emergency Medical Services Communication Services Training Sub-Total Total Expenditures Summary by Category Fire Fund Personal Services Benefits Other Operating Expenses Capital Training Non-Departmental Interfund Transfers Debt Service EMS-General Fund Personal Benefits Other Expenses Capital Sub-Total Total FTE's Fire EMS Total FTE's

178

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

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

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

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

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

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

7.84% 3.96% 2.56% 0.00% 0.00% 0.00% n/a n/a 5.88%

$1,896,929 1,750 (750) $1,897,929

$2,318,301 1,751 0 $2,320,052

$2,618,663 1,751 0 $2,620,414

$2,509,133 1,751 0 $2,510,884

($109,530) 0 0 ($109,530)

-4.18% 0.00% n/a -4.18%

$20,275,106

$21,736,824

$21,972,540

$23,000,083

$514,542 108,378 12,164,048 1,273,670 1,238,334 213,344 282,860 937,839 1,644,162 $18,377,177

$587,636 108,012 12,146,562 1,727,281 1,314,871 216,856 282,860 957,502 2,015,051 $19,356,630

$681,357 160,683 12,286,296 1,937,855 1,282,298 398,200 282,860 218,420 2,104,157 $19,352,126

$694,080 166,292 12,883,761 1,922,733 1,324,408 565,500 282,860 330,705 2,318,860 $20,489,199

$12,723 5,609 597,465 (15,122) 42,110 167,300 0 112,285 214,703 $1,137,073

1.87% 3.49% 4.86% -0.78% 3.28% 42.01% 0.00% 51.41% 10.20% 5.88%

$7,876,509 363,525 212,524 $8,452,558

$8,325,264 362,028 214,252 $8,901,544

$8,509,693 427,562 191,247 $9,128,502

$8,891,096 446,549 191,834 $9,529,479

$381,403 18,987 587 $400,977

4.48% 4.44% 0.31% 4.39%

$26,829,735

$28,258,174

$28,480,628

$30,018,678

$1,538,050

5.40%

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

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

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

$9,829,275 3,653,390 1,585,876 565,500 1,922,733 2,318,860 330,705 282,860 $20,489,199

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

4.88% 0.80% 12.14% 42.01% -0.78% 10.20% 51.41% 0.00% 5.88%

$5,502,135 1,952,071 998,352 0 $8,452,558

$5,675,957 2,106,466 1,094,699 24,422 $8,901,544

$5,830,218 2,237,639 1,048,165 12,480 $9,128,502

$6,143,154 2,299,245 1,074,064 13,016 $9,529,479

$312,936 61,606 25,899 536 $400,977

5.37% 2.75% 2.47% 4.29% 4.39%

$26,829,735

$28,258,174

$28,480,628

$30,018,678

$1,538,050

5.40%

107.84 65.16 173.00

109.98 68.02 178.00

111.10 67.90 179.00

111.34 68.66 180.00

0.24 0.76 1.00

0.2% 1.1% 0.6%

Fiscal Year 2017 Annual Budget

$1,027,543

4.68%

Performance Measures Fire/EMS Strategic Priority: A Family-Friendly Community Measurement Type: Efficiency Measure: 1) Maintain Fire Rescue quality standards: —Response time of eight minutes or less for 90% of all emergency Fire/EMS calls —A minimum of fourteen firefighters on scene within ten minutes 90% of time for all structural fires

FY2015 Goal Actual

FY2016 Goal

FY2017 Goal

90%

97%

90%

100%

90%

FY2016 Goal

FY2017 Goal

Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 2) Provide inspection report to customer within 12 days from date of inspection (revised FY 2017) 3) Perform annual fire inspections on all commercial properties and applicable multi-family residential units (new beginning FY 2015) 4) Provide public education programs to residents ages 5-8 (new beginning FY 2015) 5) Provide a minimum number of classes at the Fire Academy: —Florida Firefighter Minimum Standards classes —EMT classes —Specialty classes (new beginning FY2014) —Paramedic class (new beginning FY2015) 6) Percentage of customers who are satisfied with the quality of the Fire Department (Resident Survey) 7) Percentage of customers who are satisfied with the quality of the emergency paramedics (Business Survey) 8) Maintain Citizen Emergency Response Team (CERT) force (new beginning FY 2015) 9) Maintain Fire Explorers program participation (new beginning FY 2015)

FY2015 Goal Actual n/a

n/a

95%

6,400

8,883

6,400

4,000

6,788

4,000

7 4 50 1

7 8 180 2

7 4 50 1

99%

99.5%

—

95%

—

99%

—

100

135

100

City of Coral Springs, Florida

179

EMS CIP by funding source Funding Source Project Name

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

Equity Financing Chest Compression Devices Lifepaks Pulse Point Equity Financing Total Loan Chest Compression Devices Dive Rescue Equipment Lifepaks Power Lift Stretchers Stair Chairs Auto Ventilation Units Portable Radio Equipment Suction Units Mobile Integrated Healthcare Loan Total

$6,000 $3,000 $10,000 $19,000

$0 $0 $0 $0

$6,000 $3,000 $10,000 $19,000

$14,000 $0 $67,000 $0 $27,319 $0 $0 $0 $0 $108,319

$0 $0 $76,305 $0 $0 $0 $0 $0 $0 $76,305

$0 $25,000 $70,000 $0 $0 $17,390 $0 $0 $0 $112,390

$0 $0 $72,000 $0 $0 $0 $0 $0 $0 $72,000

$0 $0 $73,000 $40,000 $0 $0 $0 $16,000 $0 $129,000

$0 $0 $73,000 $0 $0 $0 $0 $0 $0 $73,000

$14,000 $25,000 $431,305 $40,000 $27,319 $17,390 $0 $16,000 $0 $571,014

EMS Total

$127,319

$76,305

$112,390

$72,000

$129,000

$73,000

$590,014

180

Fiscal Year 2017 Annual Budget

Fire CIP by funding source Funding Source Project Name Operating-Fire Fund Dive Rescue Equipment Tactical Rescue Training Equipment Traffic Pre-Emption Portable Radio Replacement Thermal Imagers Structure Burn Replacement Gas Meters Flashover Replacement Fire Stations Painting & Improvements Cooling Fans in Bay Sparky Costume Replacement Replacement Radios for the CERT Team Rear Entrance Gate Honor Guard Uniforms Keyless Door Access MobileEyes Fire Inspection Licenses Knox Box/ Switch Rekeying Handheld GPS Units Personal Protective Equipment (PPE) Parking lot resurfacing/restriping Forcible Entry Door Prop and Materials Fire Station Surveillance Camera Installation Knox Mast Key Retention Operating-Fire Fund Total Potential Loan Academy 3rd Floor Potential Loan Total Fire Total

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 $65,000 $25,000 $0 $34,000 $0 $0 $10,000 $40,000 $8,000 $5,000 $18,000 $15,000 $15,000 $5,000 $25,000 $25,000 $17,500 $200,000 $10,000 $9,000 $19,000 $20,000 $565,500

$25,000 $0 $25,000 $0 $35,000 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $18,000 $0 $0 $200,000 $0 $0 $0 $0 $423,000

$0 $0 $25,000 $0 $36,000 $0 $10,000 $0 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $191,000

$0 $0 $25,000 $0 $36,000 $17,000 $0 $10,000 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $208,000

$0 $0 $25,000 $40,000 $36,000 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $221,000

$0 $0 $25,000 $0 $36,000 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $181,000

$25,000 $65,000 $150,000 $40,000 $213,000 $17,000 $10,000 $20,000 $640,000 $8,000 $5,000 $18,000 $15,000 $15,000 $5,000 $43,000 $25,000 $17,500 $400,000 $10,000 $9,000 $19,000 $20,000 $1,789,500

$0 $0 $565,500

$500,000 $500,000 $923,000

$4,500,000 $4,500,000 $4,691,000

$0 $0 $208,000

$0 $0 $221,000

$0 $0 $181,000

$5,000,000 $5,000,000 $6,789,500

City of Coral Springs, Florida

181

Human Resources Human Resources Human Resources

Mission

Department

Human Resources The Human Resources Department is committed to providing expertise in attracting, developing, and sustaining a high quality workforce committed to excellent service. Health Fund To provide Coral Springs employees and their families with a competitive benefits package consisting of a comprehensive, yet cost effective program for health, life, and long-term disability benefits.

Core Processes and Outputs Recruitment Recruit top talent by coordinating advertising, screening, interviewing, testing, selection, employee database management. • Timely processing of job applications to identify the most qualified candidates.

Director of Human Resources* (1000)

Human Resources

Community Relations

(1000) / 9.25

(1001) / 2

Human Resources Coordinator Human Resources Manager (2) Human Resources Partner (0.5)** Human Resources Analyst

Community Relations Coordinator

Pension Administrator Pension Analyst HR Technician Project Support Specialist Volunteer Services

City Hall in the Mall

(1008) / 1

(1007) / 2

Volunteer Services Coordinator

Passport Services Supervisor Senior Office Assistant

Health Fund

General Insurance Fund

(8501) / 2.25*

(8801) / 0.5

Human Resources Coordinator

Employee Development

Community Relations Manager

Human Resources Partner (0.5)**

Employee Benefits Program Manager

Provide training and development opportunities in the areas of compliance, customer service, leadership development and other topics identified through needs analysis.

(Department/ Division Number) / Number of FTEs (Full-Time Equivalent) *Position split 75% Human Resources Div.1000; 25% Health Fund Div. 8501 **Position split 50% Human Resources Div. 1000; 50* General Insurance Fund Div. 8801

• Offer training through a variety of methods including instructor-led, e-learning, webinars, forums, mentoring, shadowing, books, and articles. • Develop leadership training programs and other professional development options in support of the City’s succession planning process. Compensation and Classification Support the development and maintenance of the Citywide broad band classification system, preparation and maintenance of classification specifications, preparation and maintenance of job descriptions, and completion of salary surveys. • Perform a comprehensive review of the City’s classification and compensation system to ensure competitive salaries to enable the City to hire and retain the best qualified employees. • Timely and accurate processing of payroll change authorizations.

182

Fiscal Year 2017 Annual Budget

Human Resources (continued) Compliance/Safety

New Initiatives

Coordinate Citywide safety programs. • Provide effective methods to ensure a safe work environment including safety training, committee meetings, library, events and programs.

A Family-Friendly Community Multi-cultural Events (ongoing) Teen Political Forum (ongoing)

Employee Relations Partner with departments to provide guidance and consultation on human resource matters. • Develop, communicate and implement policies.

An Active, Healthy Community City-wide Day of Service (ongoing) An Innovative, High-Performing Organization

• Discretely manage employee relations issues. • Effectively manage collective bargaining negotiations.

Sustaining Pension Administration

Benefits Administration • Administer Police and Fire retirement plans. • Provide administrative support for general employee retirement plan, self-insured comprehensive medical and dental plan, and fully insured vision plan. Ensure that the aggregate and specific reinsurance coverage is maintained. • Limit health care costs to less than the medical inflation rate. • Provide fully insured basic life insurance, employee paid supplemental group life, long-term disability coverage, and wellness programs to all eligible employees. Community Relations/Citizens Services/City Hall in the Mall • Act as a clearinghouse for citizen requests for information and service via the City’s Help Desk. • Provide an added level of service and convenience by coordinating various new and existing city, county, state and federal programs and services at our City Hall in the Mall satellite location. • Human Resources staff serve as liaisons on the MLK Committee, Multicultural Advisory Committee, and the Customer-Involved Government Committee. • Plan and organize community, multi-cultural and education-related events, including the Martin Luther King, Jr. weekend Celebration, State of the City Reception, Unitown, Uniteens, Unikids, Teen Political Forum, National Day of Prayer, International Dinner Dance, Worldfest, and other ethnic festivals. Quality Feedback Initiatives Provide strategic direction and support for the City’s internal quality initiatives and coordinate the annual support services survey, organization survey, and department director/supervisor 360-degree assessments. • Coordinate the City’s Sterling/Baldrige efforts including coordination of the Citywide survey.

City of Coral Springs, Florida

183

Revenues and Expenditures by Program and Category

Human Resources Revenues: City Hall In The Mall Total Expenditures: Program Summary Human Resources Community Relations Volunteer Services* City Hall In The Mall Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget 27.81% 27.81%

$668,151 $668,151

$758,891 $758,891

$728,350 $728,350

$930,924 $930,924

$202,574 $202,574

$839,714

$894,933

$945,401

$1,069,887

124,486

13.17%

279,697 0 334,498 $1,453,909

281,345 128,805 359,641 $1,664,724

291,483 153,388 362,779 $1,753,051

233,769 153,972 415,507 $1,873,135

(57,714) 584 52,728 $120,084

-19.80% 0.38% 14.53% 6.85%

$905,079 348,150 200,680 0 $1,453,909

$975,971 374,216 311,363 3,174 $1,664,724

$1,004,506 385,120 363,425 0 $1,753,051

$1,136,198 417,618 316,319 3,000 $1,873,135

$131,692 32,498 (47,106) 3,000 $120,084

13.11% 8.44% -12.96% n/a 6.85%

12.25

13.00

14.25

1.25

9.6%

$ Change from FY16 Budget

% Change from FY16 Budget

*Division transferred from the Police Department Summary By Category Personal Benefits Other Expenses Capital Total FTE's

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

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

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

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

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

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

4.08% 0.00% 19.63% 5.84%

Expenses: Program Summary Health-Dental Long Term Disability Contingency Life Insurance Total

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

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

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

$14,542,798 180,000 48,608 139,200 $14,910,606

$771,687 19,650 23,608 8,000 $822,945

5.60% 12.25% 94.43% 6.10% 5.84%

Summary By Category Personal Benefits Other Expenses Total

$102,913 11,258,552 1,713,583 $13,075,048

$135,862 11,685,711 1,709,147 $13,530,720

$139,684 12,036,092 1,911,885 $14,087,661

$184,146 12,583,633 2,142,827 $14,910,606

$44,462 547,541 230,942 $822,945

31.83% 4.55% 12.08% 5.84%

1.25

1.50

2.25

0.75

50.0%

Health Fund Revenues: Transfers Interest Income Recoveries Total

FTE's

184

Fiscal Year 2017 Annual Budget

Performance measures Human Resources Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Percentage of employees who agree with the statement “I would recommend working for the City to a friend” 2) Employee engagement index (new beginning FY 2013) 3) Percentage of employees who feel Human Resources provides quality services 4) Percentage of employees that are satisfied with liaison services 5) Percentage of employees that are satisfied with wellness activities 6) Percentage of employees who believe benefits are in line with needs 7) Quality of hire satisfaction (new beginning FY 2013) 8) Sick hours per employee 9) Percentage of minority applicants per recruitment 10) Percentage of employees who agree with "I am satisfied with the access to training resources to assist in my professional development." (new beginning FY 2013 )

FY2015 Goal Actual

FY2016 Goal

FY2017 Goal

90%

93%

92%

90%

87%

90%

97%

92%

95%

90%

96%

90%

95%

90%

91%

90%

92%

90%

90% 48 45%

96% 64.7 64%

90% 48 45%

90%

91%

90%

FY2016 Goal

FY2017 Goal 95% 95%

Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 11) Respond to customer requests within 2 days —and complete service request within 7 business days*

FY2015 Goal Actual 100% 95% 100% 95%

transitioned to new app *Complete is defined as either resolved or assigning it to another platform (such as Code or Track EZ) with a new case number.

City of Coral Springs, Florida

185

Information Technology Mission To successfully integrate people, process and technology by fostering partnerships and consistently delivering solutions that serve as the foundation of City operations.

Core Processes and Outputs The Information Technology department provides voice and data services to over 1,000 staff at 35 locations. The voice network includes over 275 mobiles devices and over 900 wired devices, approximately half of which are related to CISCO VOIP service switches (Public Safety, City Hall, Center for the Arts and Tennis Center). The remaining lines provide basic telephone service (CENTREX) from AT&T. The data network consists of systems that can access a full suite of general purpose software tools, as well as 142 business applications and services. Elements of the data network consist of computing platforms, local area networks (LAN), the wide area network (WAN), and a wireless infrastructure. Computing platforms in the network include AS/400, file servers, and application servers. Access to a computing platform from most locations is accommodated via LAN, which, in turn, is interconnected to form the City’s WAN. Application Development and Integration Develop and maintain business applications, integrating them with the production computing environment. • Maintain, administer, and upgrade three AS/400 computing systems and the 35 HTE integrated applications that are operational on this platform. • Maintain, administer, and upgrade nine NetWare and 53 NT (a Microsoft operating system) servers, and the 97 applications and services that are server based.

Informa on Technology Information Technology Director of Information Technology (2001) / 21.5 IT Business Analyst IT Project Manager

Applications Manager

Solutions/Systems Analyst

Application Support

GIS Support

Infrastructure Manager

Network Data Center Operations

Solutions/Systems Analyst

GIS/Security Admin.

Programmer Analyst (2)

IT Support Specialist (0.75)*

Database Analsyt

Network Engineer

Programmer Analyst

Network Analyst (4) Applications Analyst (0.75)*

(Department/Div ision Number) / Number of FTEs (Full-Time Equiv alent) *Position split 75% Information Technology Div . 2001; 25% Public Works-Utilities-Adm. Div 6001

186

Fiscal Year 2017 Annual Budget

Service Center Support Team IT Support Specialist (3)

Information Technology (continued) Infrastructure Management

New Initiatives

Plan, manage, and maintain a production environment (platforms, LANs, and WAN) in accordance with service level agreements related to security, reliability, availability, and performance of voice and data services.

An Innovative, High-Performing Organization Network Security (ongoing)

• Maintain and administer the City’s WAN, consisting of CISCO routers and switches at all City locations. Provide and support desktop access to general purpose software tools, business applications and data across multiple computing platforms, and external services, data, or applications.

Public Safety Technology Upgrade (ongoing) Enterprise Software (ongoing)

• Maintain and administer the fully integrated voice and data network that consists of over 900 voice and data drops. The network serves all City locations with technology from CISCO systems. • Maintain, administer, and upgrade the City’s mobile computing environment for Police, Fire, Code Compliance, and Fleet Management. • Maintain, administer, and upgrade the GIS and AutoCADD computing platforms and applications serving departmental needs City-wide. • Maintain, administer and provide information relative to the City’s library of plat maps, as-builts, and design drawings. Customer Service Provide “on demand” service and support for system and security administration, problem resolution or coordination, acquisition research and assistance, and information requests relative to tools, data, and applications. • Respond to over 8,100 requests for service per year. Project Management Provide timely assistance and/or information required to satisfy customer requests and/or align their expectations to service delivery capabilities.

Performance Measures Information Technology Strategic Priority: An Innovative, High-Performing Measurement Type: Workload FY2015 Goal Actual

Measure: 1) Number of IT Development Projects implemented in accordance with City’s Business Plan and IT Work Program

FY2016 Goal

FY2017 Goal

FY2016 Goal

FY2017 Goal

Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 2) Customer satisfaction rating from survey of Information Technology 3) Meet service level agreement regarding network availability (new beginning FY 2013) 4) Meet service level agreement regarding application availability (new beginning FY 2013) 5) Meet service level agreement regarding server availability (new beginning FY 2013)

FY2015 Goal Actual 95%

99%

95%

99.5%

100%

99.5%

98%

100%

98%

100%

99%

City of Coral Springs, Florida

187

Revenues and Expenditures by Program and Category

Information Technology Revenues: Information Technology Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$9,334 $9,334

$137 $137

$0 $0

Expenditures: Program Summary Computer Services Total

$2,910,805 $2,910,805

$3,182,973 $3,182,973

$3,522,893 $3,522,893

$3,655,547 $3,655,547

$132,654 $132,654

3.77% 3.77%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,458,315 559,322 801,420 91,748 $2,910,805

$1,544,804 611,962 1,026,207 0 $3,182,973

$1,732,945 656,662 1,133,286 0 $3,522,893

$1,804,231 677,531 1,173,785 0 $3,655,547

$71,286 20,869 40,499 0 $132,654

4.11% 3.18% 3.57% n/a 3.77%

19.25

21.25

21.50

0.00

0.0%

FTE's

n/a n/a

Information Technology CIP by funding source Funding Source Project Name Loan Desktop Computing Environment Email Retention and Anti-spam Filtering Network/Internet Infrastructure SharePoint Virtual Infrastructure Growth Computer Training Lab Uptime Monitoring Data Center Infrastructure Finance/HR ERP System and OSPS Dell Secure Works Loan Total Operating General Fund New Hire Phone/Computer Operating General Fund Total Information Services Total

188

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 0 275,000 0 240,000 0 0 501,000 $0 $0 1,016,000

$0 0 120,000 0 200,000 0 0 70,000 $0 $0 390,000

$221,428 63,000 150,000 50,000 200,000 50,000 65,000 71,328 $0 $45,000 915,756

$0 30,000 250,000 60,000 250,000 0 0 550,000 $0 $50,000 1,190,000

$250,000 30,000 250,000 70,000 250,000 0 50,000 70,000 $0 $55,000 1,025,000

$250,000 30,000 250,000 70,000 250,000 75,000 50,000 70,000 $0 $0 1,045,000

$721,428 153,000 1,295,000 250,000 1,390,000 125,000 165,000 1,332,328 $0 $150,000 5,581,756

$3,700 3,700

$0 0

$3,700 3,700

$1,019,700

$390,000

$915,756

$1,190,000

$1,025,000

$1,045,000

$5,585,456

Fiscal Year 2017 Annual Budget

Parks and Recreation Mission To serve as a sports and entertainment destination to the residents of Coral Springs and northwest Broward County by providing exceptional leisure opportunities, beautification of the City, and support in reaching the City Commissionâ&#x20AC;&#x2122;s strategic priorities. We are focused on exceeding customer expectations through a philosophy of providing quality services, well-maintained facilities, and customer-friendly and attentive staff.

Parks and Recrea on Director of Parks & Recreation (8102) Senior Office Assistant (8116)

Aquatics Services (8300's) / 16

Recreation & Sportsplex Tennis (8200's) / 8 - (7810) / 1 - (8400's) / 3

Cypress Pool (8301) / 3

Aquatics Administrator Parks & Recreation Associate (2) Mullins Pool (8302) / 2

Assistant Director of Parks & Recreation (7810)

Recreation Superintendent (8208)

Activity Center (8204) / 1

Sportsplex (7810) / 1

Recreation Service (8205) / 5

Executive Assistant

Parks & Recreation Coordinator Parks & Rec Coordinator (4)

Tennis Center (8409) / 2

Parks & Rec Associates (5) Team Swimwear District Supervisor Parks & Rec Technician

Parks & Rec Coordinator

Summer Recreation (8208) / 1

Parks Lead Worker

Maintenance Worker

Parks & Rec Coordinator Park Technician (2)

Parks & Rec Coordinator Parks Technician (2)

Landscape (8118) / 16

Maintenance Worker (6) Parks Services Coordinator (2)

Parks Lead Worker Maintenance Worker (6)

North Community Park (8103) / 9 Parks & Rec Coordinator

Parks Lead Worker Maintenance worker (5)

Neighborhood Park (8116) / 15

Recreation Superintendent Transportation (8209) / 1

Parks & Rec Coordinator Parks Technician (2)

Bus Driver

*No Staff in this Division

Parks & Rec Coordinator Maintenance Worker (2)

City of Coral Springs, Florida

Parks Lead Worker (3) Parks Technician Maintenance Worker (10) Irrigation (8119) / 8 Parks Services Coordinator Parks Technician (1) Maintenance Worker (6) Environmentally Sensitive Land (8121) / 2

Parks Lead Worker Maintenance Worker (10)

Athletics (7812) / 5

Gymnasium* (8210)

(Department/Division Number) / Number of FTEs (Full-Time Equivalent)

Beautification (8117) / 1

Parks Lead Worker

Mullins Park (8102) / 11

Parks Technician (2)

Principal Office Assistant (2)

Parks Administrator (8117)

Cypress Park (8101) / 11

Cypress Tennis (8401) / 1

Parks & Rec Coordinator

Prin. Office Assistant

Parks Administrator (8101)

Sportsplex/ Tennis (7800's and 8400's)

Parks & Recreation Associate (2) Aquatics Complex (8303) / 11

Parks (8100's) / 73 - (7812) / 5

Parks & Rec Coordinator Parks Technician

Parks Technician Parks Lead Worker

189

Parks and Recreation (continued) Core Processes and Outputs Maintenance

New Initiatives A Family-Friendly Community

Coordinate overall management of Parks and Recreation divisions. • Maintain quality athletic fields and courts for over 1,150 organized sports teams. • Maintain 49 parks totaling 765 acres including buildings, structures, landscaping, irrigation and equipment. • Maintain safe and clean tennis facilities at Tennis Center, Cypress Park Tennis Center, other City parks, and two middle schools. • Maintain ten pools, a 7,500 square foot fitness center, a full-service swim shop, and three concession venues.

New Event Programming ArtWalk Events (ongoing) with Communications and Marketing An Active, Healthy Community Replacement Fund for Parks and Recreation Additional Senior Programming Turtle Run Park Improvements

Landscape and Irrigation

Athletic Field Renovations

Install, repair, and maintain irrigation systems, landscaping, and athletic turf in parks, medians, and all public buildings, facilities and grounds.

Court Resurfacing

Recreational Programming

Aquatic Complex 50 Meter Pool (ongoing)

Provide programming for seniors, teens, special needs populations, preschoolers, after-school, summer recreation, and at-risk youth among others.

Riverside Park Boat Dock Grant

An Attractive Community Maintain and Protect City Trees

• Conduct 32,000 swim classes annually to over 4,000 participants through three different Learn to Swim programs. Administrative Services Manage new park construction and existing facility enhancements. Develop, implement, and monitor the budget and strategic plan for Parks and Recreation. City representative to sports groups, Kreul Classic, Sports Coalition Committee, and Sports Commission. Negotiate reciprocal use agreements with schools, both public and private. Prepare grants and inter-local, reciprocal use, and lease agreements. Revenue collection for permits, rentals, clinics, summer recreation and other programs. • Generate over $320,000 in tennis lesson revenue and over $450,000 in gross sales at the Swim Shop. Coordinate and secure sponsorships and advertising. Negotiate and administer contracts of third-party contractors providing a variety of services to facility customers. Scheduling Provide field and court permits for 19 City-recognized sports programs, independent leagues and organizations, and drop-in groups. • Accommodate over 4,000,000 park visitors to all sites. • Accommodate 500,000 Aquatic Complex participants and visitors. • Host 118,000 tennis players. Transportation Provide community and senior bus service.

190

Fiscal Year 2017 Annual Budget

Revenues and Expenditures by Program and Category Parks and Recreation Revenues: Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Sub-Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$117,835 286,149 33,692 112,583 $550,259

$119,747 323,939 31,928 107,025 $582,639

$121,709 313,855 45,185 110,766 $591,515

$124,141 320,130 46,087 112,979 $603,337

$2,432 6,275 902 2,213 $11,822

2.00% 2.00% 2.00% 2.00% 2.00%

Recreation Mullins Activity Center $45,110 Recreation Center 16,141 Summer Recreation 525,870 Transportation Services* 164,750 Gymnasium 468,083 Sub-Total $1,219,954 *Includes Community Bus Program Revenues

$43,800 18,032 536,992 164,918 472,227 $1,235,969

$75,247 23,476 612,000 179,934 446,272 $1,336,929

$44,676 18,393 547,732 181,031 462,747 $1,254,579

($30,571) (5,083) (64,268) 1,097 16,475 ($82,350)

-40.63% -21.65% -10.50% 0.61% 3.69% -6.16%

$338,281 30,661 109,868 304,820 $783,630

$349,931 30,454 120,273 336,667 $837,325

$313,864 28,019 162,478 425,275 $929,636

$320,140 28,578 165,725 433,775 $948,218

$6,276 559 3,247 8,500 $18,582

2.00% 2.00% 2.00% 2.00% 2.00%

$133,006 72,167 1,704,323 $1,909,496

$125,568 66,046 1,739,191 $1,930,805

$168,325 83,276 1,734,489 $1,986,090

$128,079 67,317 1,582,005 $1,777,401

($40,246) (15,959) (152,484) ($208,689)

-23.91% -19.16% -8.79% -10.51%

$4,463,339

$4,586,738

$4,844,170

$4,583,535

($260,635)

-5.38%

Expenditures: Program Summary Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Beautification Landscape Irrigation Environmentally Sensitive Land Sub-Total

$1,179,826 1,336,899 806,102 1,558,234 1,172,270 1,360,696 597,917 173,746 $8,185,690

$1,174,671 1,420,000 777,100 1,509,774 1,133,568 1,275,759 576,887 158,853 $8,026,612

$1,189,844 1,361,657 805,682 1,532,818 1,175,805 1,425,207 607,345 234,794 $8,333,152

$1,289,942 1,425,781 838,853 1,567,525 1,229,488 1,504,168 627,996 238,676 $8,722,429

$100,098 64,124 33,171 34,707 53,683 78,961 20,651 3,882 $389,277

8.41% 4.71% 4.12% 2.26% 4.57% 5.54% 3.40% 1.65% 4.67%

Recreation Activity Center Recreation Services Summer Recreation Transportation Services Gymnasium Sub-Total

$109,050 452,836 633,000 403,447 381,982 $1,980,315

$106,802 434,694 503,563 380,924 454,876 $1,880,859

$124,990 466,751 650,563 422,746 405,000 $2,070,050

$127,315 485,808 594,625 406,813 387,574 $2,002,135

$2,325 19,057 (55,938) (15,933) (17,426) ($67,915)

1.86% 4.08% -8.60% -3.77% -4.30% -3.28%

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total

$276,317 514,848 224,126 654,065 $1,669,356

$260,108 496,386 199,356 658,954 $1,614,804

$278,871 531,831 227,417 664,233 $1,702,352

$279,717 538,237 230,327 673,067 $1,721,348

$846 6,406 2,910 8,834 $18,996

0.30% 1.20% 1.28% 1.33% 1.12%

Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total

$309,678 261,289 1,908,438 $2,479,405

$323,768 272,394 2,097,662 $2,693,824

$318,395 268,079 1,944,791 $2,531,265

$395,112 267,352 1,903,972 $2,566,436

$76,717 (727) (40,819) $35,171

24.09% -0.27% -2.10% 1.39%

$14,314,766

$14,216,099

$14,636,819

$15,012,348

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total Total Revenues

Total Expenditures

City of Coral Springs, Florida

$375,529

2.57%

191

Revenues and Expenditures by Program and Category Parks and Recreation (continued) Expenditures: Summary By Category Parks Personal Benefits Other Expenses Capital Sub-Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$3,152,328 1,650,729 3,360,649 21,984 $8,185,690

$2,992,121 1,631,446 3,365,825 37,220 $8,026,612

$3,190,570 1,697,860 3,421,861 22,861 $8,333,152

$3,291,516 1,777,671 3,629,402 23,840 $8,722,429

$100,946 79,811 207,541 979 $389,277

3.16% 4.70% 6.07% 4.28% 4.67%

$856,652 229,475 894,188 0 $1,980,315

$721,923 219,843 937,701 1,392 $1,880,859

$888,566 237,241 944,243 0 $2,070,050

$852,441 246,473 903,221 0 $2,002,135

($36,125) 9,232 (41,022) 0 ($67,915)

-4.07% 3.89% -4.34% n/a -3.28%

Personal Benefits Other Expenses Capital Sub-Total

$607,649 233,832 821,520 6,355 $1,669,356

$575,082 231,303 802,104 6,315 $1,614,804

$628,389 242,712 824,642 6,609 $1,702,352

$640,543 246,734 827,178 6,893 $1,721,348

$12,154 4,022 2,536 284 $18,996

1.93% 1.66% 0.31% 4.30% 1.12%

Aquatic Services Personal Benefits Other Expenses Capital Sub-Total

$1,020,426 398,418 1,060,561 0 $2,479,405

$1,040,591 395,843 1,255,932 1,458 $2,693,824

$1,057,288 408,809 1,065,168 0 $2,531,265

$1,052,724 409,997 1,103,715 0 $2,566,436

($4,564) 1,188 38,547 0 $35,171

-0.43% 0.29% 3.62% n/a 1.39%

$14,314,766

$14,216,099

$14,636,819

$15,012,348

$375,529

2.57%

$5,637,055 2,512,454 6,136,918 28,339 $14,314,766

$5,329,717 2,478,435 6,361,562 46,385 $14,216,099

$5,789,813 2,586,622 6,255,914 29,470 $14,661,819

$5,837,224 2,680,875 6,463,516 30,733 $15,012,348

$47,411 94,253 207,602 1,263 $350,529

0.82% 3.64% 3.32% 4.29% 2.39%

72.00 8.00 9.00 16.00 105.00

73.00 8.00 9.00 16.00 106.00

1.00 0.00 0.00 0.00 1.00

1.39% 0.00% 0.00% 0.00% 0.95%

Recreation Personal Benefits Other Expenses Capital Sub-Total Sportsplex/Tennis

Total Expenditures Expenditures - All Divisions Summary By Category Personal Benefits Other Expenses Capital Total Expenditures

FTE's Parks Recreation Sportsplex/Tennis Aquatic Services Total FTE's

192

Fiscal Year 2017 Annual Budget

Performance Measures Parks and Recreation Parks Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 1) Quality service rating for appearance of recreation/athletic facilities (Resident Survey) 2) Customer service rating for parks and recreation staff (Resident Survey) 3) Safety rating of City parks (Resident Survey)

FY2015 Goal Actual

FY2016 Goal

FY2017 Goal

96%

97%

—

95%

94%

96%

—

95%

92%

93%

—

90%

FY2015 Goal Actual 98% 100%

FY2016 Goal 98%

FY2017 Goal 95%

FY2015 Goal Actual 60% 66%

FY2016 Goal 60%

FY2017 Goal 60%

FY2015 Goal Actual 90,000 85,208

FY2016 Goal 80,000

FY2017 Goal 80,000

Recreation Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness Measure: 1) Customer service rating of summer recreation program Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 2) Cost recovery ratio for the Recreation Division Strategic Priority: A Family-Friendly Community Measurement Type: Demand Measure: 3) Number of riders on community buses

City of Coral Springs, Florida

193

Performance Measures Aquatics Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) The combined cost recovery for the Aquatic Services —Aquatic Complex —Aquatic Services Division

FY2016 Goal

FY2017 Goal

65% 60%

FY2016 Goal

FY2017 Goal

4,000 49% 250 120

4,000 50% 250 120

FY2016 Goal

FY2017 Goal

92% 92% 92%

90% 90% 90%

FY2015 Goal Actual $198K $230K

FY2016 Goal $226K

FY2017 Goal $226K

FY2015 Goal Actual 4,000 3,404

FY2016 Goal 3,600

FY2017 Goal 3,600

FY2015 Goal Actual 50% 55% $300K $288K

FY2016 Goal 50% $275K

FY2017 Goal 50% $275K

FY2015 Goal Actual 90% 94% 30% 19%

FY2016 Goal — 30%

FY2017 Goal 90% 30%

FY2015 Goal Actual 65% 50%

84% 72%

Strategic Priority: An Active, Healthy Community Measurement Type: Demand Measure: 2) Increase members and reduce member turnover: —Aquatic Complex membership —Aquatic Complex membership turnover —Cypress Pool average daily pool usage —Mullins Pool average daily pool usage

FY2015 Goal Actual 5,000 49% 250 120

4,863 39% 253 N/A

Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness FY2015 Goal Actual

Measure: 3) Maintain customer service ratings: —Aquatic facility —Cypress Park Pool —Mullins Park Pool

92% 92% 92%

N/A N/A N/A

Sportsplex Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) Revenue generated from Sportsplex concessionaires Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 2) Sports Commission: Number of room nights Tennis Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) Combined cost recovery ratio 2) Tennis lesson revenue Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness Measure: 3) Maintain customer service ratings at the Tennis Center 4) Membership turnover at the Tennis Center 5) Customer service rating for court maintenance at the Tennis Center 6) Number of tennis special events 7) Number of tennis teams

194

90%

78%

—

90%

25 60

36 93

30 60

Fiscal Year 2017 Annual Budget

Parks and Recreation CIP by funding source Funding Source Project Name CDBG Grant Youth Recreation Scholarship Sr. Recreational and Therapeutical Activity CDBG Grant Total Equity Financing Park Amenities Turtle Run Drainage Athletic Field Renovations Forest Glen Middle School Gym Partnership Workman w Dumpbed- Cypress Equity Financing Total Grant Dependent Splash Pad Systemâ&#x20AC;&#x201D;Betti Stradling Park Grant Dependent Total Loan 15-year Playground Replacement Artificial Turf Fields Building Furniture Cypress Park Renovations ESL Site Upgrades Fence Replacement Gym Sidewalks and Landscaping Irrigation Upgrades Linear Park Renovations Little League Building MIR 5000 Irrigation System Mullins Park Renovations Mullins Park Revitalization Neighborhood Parks Renovations North Community Park Renovations Paint Buildings Pathway Lighting @ Mullins Resurfacing Basketball/Tennis/Hockey Skateboard Park Equipment Replacement Storage Buildings at Cypress Park Landscape Beautification Light Fixture Replacement Program Median Master Plan Mullins Gym Interior Renovations Athletic Field Renovations Sherwood Forest Park Roadway Renovations Pro Force Debris Blower Topdresser 1 Ton Cab & Chassis Loan Total Operating General Fund Fence Replacement Fencing Park Amenities Resurfacing Basketball/Tennis/Hockey Irrigation Equipment Dock at Riverside Park- Grant Match Operating General Fund Total Parks Total

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$50,000 $15,021 $65,021

$50,000 $13,000 $63,000

$50,000 $15,000 $65,000

$300,000 $82,021 $382,021

$25,000 $0 $100,000 $70,000 $23,500 $218,500

$0 $0 $0 $0 $0 $0

$25,000 $0 $100,000 $70,000 $23,500 $218,500

$0 $0

$30,000 $30,000

$0 $0

$30,000 $30,000

$100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$150,000 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0

$140,000 $1,500,000 $25,000 $100,000 $75,000 $40,000 $30,000 $75,000 $125,000 $600,000 $5,000

$45,000 $1,500,000 $0 $100,000 $50,000 $100,000 $0 $75,000 $125,000 $0 $10,000

$245,000 $0 $30,000 $100,000 $50,000 $100,000 $0 $75,000 $125,000 $0 $10,000

$245,000 $0 $0 $100,000 $50,000 $50,000 $0 $75,000 $100,000 $0 $10,000

$925,000 $3,000,000 $55,000 $400,000 $225,000 $390,000 $30,000 $300,000 $475,000 $600,000 $35,000

$0 $0 200,000

$0 $0 50,000

$50,000 $100,000 200,000

$100,000 $100,000 200,000

$100,000 $50,000 200,000

$350,000 $300,000 1,050,000

$0 $0 $0 $0 $0 $0 $0 $500,000 $0 $100,000 $0 $0 $0 $0 $0 900,000

$0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $240,000 $16,000 $11,000 $0 667,000

$100,000 $15,000 $200,000 $100,000 $100,000 $150,000 $70,000 $1,000,000 $75,000 $300,000 $100,000 $0 $0 $0 $47,000 5,322,000

$100,000 $0 $0 $125,000 $100,000 $0 $70,000 $400,000 $75,000 $100,000 $100,000 $0 $0 $0 $0 3,475,000

$100,000 $25,000 $0 $0 $0 $0 $70,000 $0 $50,000 $100,000 $75,000 $0 $0 $0 $0 1,505,000

$50,000 $0 $0 $0 $0 $0 $70,000 $0 $0 $100,000 $0 $0 $0 $0 $0 1,200,000

$350,000 $40,000 $200,000 $225,000 $300,000 $150,000 $280,000 $1,900,000 $200,000 $700,000 $275,000 $240,000 $16,000 $11,000 $47,000 13,069,000

$0 $0 $4,337 $65,000 $0 $21,475 $90,812

$50,000 $0 $25,000 $0 $0 $0 $75,000

$0 $20,000 $25,000 $0 $18,000 $0 $63,000

$0 $30,000 $25,000 $0 $18,000 $0 $73,000

$0 $40,000 $30,000 $0 $18,000 $0 $88,000

$50,000 $130,000 $139,337 $65,000 $72,000 $21,475 $477,812

$1,274,333

$835,000

$5,448,000

$3,611,000

$1,656,000

$1,353,000

$14,177,333

City of Coral Springs, Florida

195

Parks and Recreation-Aquatics CIP by funding source

Funding Source Project Name CDBG Grant Sr. Rec and Therapeutical Activity CDBG Grant Total Loan 25-Meter Pool Cover Replacement Cooling/Misting System Deck Staining—Cypress Dive Well Upgrades Dryland Training Area Filter Room Upgrade Fitness Center Expansion Fitness Equipment Replacement Funbrellas Replacement Locker Room Upgrades Play Feature Replacement Pool Furniture Replacement Spectator Seating Shade Prog Starting Block Replacement Window Replacement 50-Meter Pool Cover Replacement Patio Furniture Replacement Carpeting/Flooring/Fitness Center Lighting Program (Energy Efficient) Support Meeting Room Endless Pool Painting Interior/Exterior Pool Resurfacing—Cypress Pool Heater Replacement Pool Heater Replacement—Mullins Pool Heater Repl—Cypress Pool Covers- Cypress Scoreboard Replacement Pool Covers- Mullins Aquatic Complex Renovations Event Parking Lot Upgrades Stairway Renovations Steam room renovations Loan Total Operating General Fund Chemical Feeder Repl for 3 Pools Fitness Equipment Replacement Lane Line Replacement Motor Pump Repl— 3 pool sites Timing System Replacement Pool Vacuum—Aquatics Pool Vacuum—Cypress Pool Vacuum—Mullins Operating General Fund Total Aquatics Total

196

FY 2017 Adopted

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

33,000 33,000

35,000 35,000

202,000 202,000

0 0 0 195,000 0 0 0 35,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 17,500 0 0 0 0 0 300,000 0 0 0 547,500

0 0 0 0 0 0 0 35,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 60,000 0 0 0 0 7,500 20,000 0 0 0 0 0 10,000 0 0 0 0 0 35,000 25,000 25,000 0 0 0 100,000 0

0 0 12,000 0 0 0 0 0 5,000 0 7,500 0 0 0 0 0 0 0 25,000 0 0 0 0 35,000 25,000 25,000 15,000 0 0 100,000 0

35,000

13,000 17,500 22,500 0 30,000 60,000 225,000 0 5,000 15,000 7,500 0 35,000 65,000 17,500 30,000 20,000 10,000 20,000 60,000 25,000 30,000 35,000 17,500 20,000 25,000 15,000 35,000 15,000 100,000 250,000 10,000 20,000 1,250,500

282,500

249,500

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 20,000 20,000 0 0 0 0 100,000 0 0 0 140,000

13,000 17,500 34,500 195,000 30,000 120,000 225,000 70,000 10,000 15,000 22,500 20,000 35,000 65,000 17,500 30,000 20,000 20,000 45,000 60,000 25,000 30,000 35,000 125,000 90,000 75,000 30,000 35,000 15,000 700,000 250,000 10,000 20,000 2,505,000

0 0 0 0 0 0 0 0 0

10,000 13,500 12,500 15,000 10,000 20,000 7,000 7,000 95,000

10,000 30,000 12,500 15,000 10,000 10,000 0 0 87,500

10,000 30,000 0 15,000 10,000 10,000 0 0 75,000

0 40,000 0 15,000 10,000 10,000 10,000 10,000 95,000

30,000 113,500 25,000 60,000 40,000 50,000 17,000 17,000 352,500

580,500

68,000

1,378,500

403,000

359,500

270,000

3,059,500

Fiscal Year 2017 Annual Budget

Parks and Recreation- Sportsplex CIP by funding source

Funding Source Project Name Loan Additional Tennis Courts Artificial Turf Fields Brick Paver Recondition Exterior Painting—Athletics Exterior Painting—Clubhouse Interior Painting—Clubhouse Landscape North Parcel Replace Clubhouse Furniture Resurface Tennis Courts Resurfacing Track and Courts Shade Shelters—Athletics Shade Shelters—Clubhouse Shade Shelters—Tennis Courts Renovate Baseball Infield Replace Kitchen Appliances Paint/Recushion Courts-Tennis Ctr. Athletic Complex Park Amenities Replace Windows- Phase II Replace light fixtures on stadium courts

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$170,000 $700,000 $8,500 $7,000 $10,000 $10,000 $200,000 $17,000 $40,000 $25,000 $17,000 $0 $8,000 $30,000 $15,000 $25,000 $30,000 $25,000 $75,000

$0 $0 $0 $0 $0 $0 $0 $0 $0 $60,000 $0 $5,000 $0 $0 $0 $0 $0 $0 $0

$0 $0 $9,000 $8,000 $12,000 $0 $0 $0 $0 $0 $0 $0 $8,000 $0 $0 $0 $30,000 $0 $0

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

$170,000 $700,000 $17,500 $15,000 $22,000 $20,000 $200,000 $17,000 $40,000 $85,000 $17,000 $5,000 $16,000 $30,000 $15,000 $25,000 $60,000 $25,000 $75,000

Laser Grade Clay Workman w Dumpbed- Sportsplex Loan Total Operating General Fund Dog Park Exercise Equipment Fencing—Tennis Courts Tennis Center Improvements Tennis Center Renovations Operating General Fund Total

$0 $0 $0

$26,840 $26,840

$35,000 $0 $1,447,500

$0 $0 $65,000

$40,000 $0 $107,000

$0 $0 $10,000

$75,000 $26,840 $1,656,340

$0 $0 $0 $0 $0

$8,000 $25,000 $9,000 $50,000 $92,000

$0 $8,000 $0 $30,000 $38,000

$9,000 $8,000 $0 $30,000 $47,000

$0 $10,000 $0 $30,000 $40,000

$17,000 $51,000 $9,000 $140,000 $217,000

Sportsplex Total

$26,840

$1,539,500

$103,000

$154,000

$50,000

$1,873,340

City of Coral Springs, Florida

197

Police Mission To provide professional, high quality and effective police service in partnership with the community.

Core Processes and Outputs Administration Administer the financial, operational and capital budgets of the department. Manage the overall working of the Police Department to provide a safe and secure community environment. Provide public informational services. Identify specific training needs of department personnel.

Police

Chief of Police (4101) / 2

SWAT* (4107)

Executive Assistant

Operations Deputy Chief (4201) Special Events* (4108)

Executive Assistant (4201)

Operational Support

Criminal Investigations

Special Operations

Senior Office Assistant (4301)

Patrol Unit (4201) / 113

General Investigations (4301) / 21

K-9 Unit (4203) / 6

Dive Team* (4114)

Special Investigations (4302) / 17

Law Enforcement Captain

Law Enforcement Sergeant

Law Enforcement Captain

Law Enforcement Sergeant (2)

Law Enforcement Lieutenant (4)

Law Enforcement Officer (5)

Law Enforcement Sergeant (2)

Investigator (11)

Investigator (12)

Victim/Family Advocate (2)

Criminal Investigations Specialist

Principal Office Assistant (2)

Law Enforcement Sergeant (12) Law Enforcement Officer (84)

Strategic Enforcement Team (4204) / 10

Traffic Accident Investigator (9) Senior Office Assistant

Law Enforcement Captain Law Enforcement Sergeant

Traffic Unit (4202) / 10

Law Enforcement Sergeant

Law Enforcement Officer (8)

Humane Unit (4205) / 3

Senior Crimes Analyst Crime Analyst Principal Office Assistant (2)

Crime Scene Investigation (4305) / 12

Motorcycle Officer (9) Humane Officer (3)

Crime Scene Investigations Unit Supervisor Latent Fingerprint Examiner

Bicycle Unit (4209) / 6

Crime Scene Technician (6) Law Enforcement Sergeant Law Enforcement Officer (5)

Evidence Specialist (3) Crime Lab Technician

Street Intelligence Unit (4211) / 4

Law Enforcement Officer (4) (Department/Division Number) / Number of FTEs (Full-Time Equivalent) * No full-time staff assigned to these divisions

BEAR Unit (4212) / 7

Law Enforcement Sergeant Law Enforcement Officer (6)

198

Fiscal Year 2017 Annual Budget

Investigations

New Initiatives

Investigate property crimes such as burglaries, thefts etc., and violent crimes such as batteries, assaults, domestic violence, child abuse (physical, sexual, and neglect), elderly abuse, adult sex crimes, homicide, and aggravated battery.

A Family-Friendly Community License Plate Readers Enhance Economic Crimes Staffing

Patrol Body Worn Cameras Pilot (ongoing) Receive, process, and dispatch both emergency and non-emergency calls for Police and Fire Rescue.

CSI Building Renovation (ongoing)

â&#x20AC;˘ Respond to 170,000 projected calls for service and incident response.

School Resource Officers (ongoing)

Support Functions Process all external and internal requests for reports and information. Coordinate fleet and facility maintenance. Juvenile Operate the School Resource Officer program and present educational program at all grade levels. Coordinate court-ordered community service hours program for juveniles and adults.

Office of Professional Standards (4102) / 3

Administration Deputy Chief (Funded in 4110)

Vice and Intelligence (4103) / 14

Fiscal Management (4110) / 4

Communications (4502) / 29

Community Services

Human Resources (4104) / 4

Law Enforcement Sergeant Police Accreditation Coordinator Senior Office Assistant

Law Enforcement Sergeant

Background Investigator

Communications Administrator

Deputy Police Chief

Investigator (12)

HR Support Specialist (2)

Telecommunicator (19)

Police Fiscal and Procurement Coordinator

Intelligence Analyst

Principal Office Assistant

Communications Tech. Coordinator

Senior Office Assistant (2)

Communications Shift Supervisor (6) Emergency Call Taker (2)

Off Duty Detail* (4109)

Training (4210) / 4

Law Enforcement Sergeant Law Enforcement Officer (2)

Community Involvement (4207) / 2

Law Enforcement Officer

Emergency Management (4115) / 1

Central Records (4501) / 7

Emergency Management Coordinator

Community Involvement Specialist

Records Supervisor Principal Office Assistant (4) Office Assistant (2)

Range Master Building/Fleet (4503) / 4.625

Senior Fleet/Facilities Coordinator Fleet/Facilities Coordinator Facilities Technician (2)

Youth Liaison (4303) / 18

School Crossing Guards* (4206)

Law Enforcement Captain Law Enforcement Sergeant (2) Youth Liaison Officer (14) Principal Office Assistant

Custodian (0.625)

(Department/Division Number) / Number of FTEs (Full-Time Equivalent) *No full-time staff assigned to these divisions

City of Coral Springs, Florida

199

Revenues and Expenditures by Program and Category Police Revenues: Office of the Chief Off-Duty Detail Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$2,158,534 346,987 $2,505,521

$2,390,586 408,623 $2,799,209

$2,177,210 427,037 $2,604,247

$2,689,551 424,966 $3,114,517

Expenditures: Program Summary Administration Office of the Chief Vice/Intelligence Human Resources Off-Duty Detail Communications Center Fiscal Management SWAT Sub-Total Administration-Community Services Youth Liaison Emergency Management Community Involvement Training Volunteer Services* Central Records Crossing Guards Building and Fleet Maintenance Sub-Total

$286,560 2,647,966 420,039 321,927 2,894,465 972,980 265,697 $7,809,634

($7,764) 185,885 24,285 13,272 240,641 (16,655) 4,650 $444,314

-2.64% 7.55% 6.14% 4.30% 9.07% -1.68% 1.78% 6.03%

3,062,530 82,027 354,291 784,396 133,538 457,739 431,295 558,351 $5,864,167

3,329,703 86,238 228,935 804,096 1,728 479,172 423,051 512,443 $5,865,366

3,484,173 90,988 240,512 760,238 0 519,754 455,815 573,641 $6,125,121

3,532,130 94,150 248,035 801,621 0 561,723 445,815 585,934 $6,269,408

$47,957 3,162 7,523 41,383 0 41,969 (10,000) 12,293 $144,287

1.38% 3.48% 3.13% 5.44% n/a 8.07% -2.19% 2.14% 2.36%

$13,042,394

$13,490,441

$14,079,042

$588,601

4.36%

$261,974 $261,974

$269,345 $269,345

$324,631 $324,631

$55,286 $55,286

20.53% 20.53%

$429,539 5,832 17,907 $453,278

2.31% 4.02% 0.94% 2.20%

$17,848,172 128,687 1,871,384 $19,848,243

$18,572,434 145,006 1,912,889 $20,630,329

$19,001,973 150,838 1,930,796 $21,083,607

$1,596,580 227,363 1,124,746 570,420 855,498 1,132,348 $5,506,955

$1,690,574 257,907 1,155,770 588,111 872,118 1,150,769 $5,715,249

$1,685,765 259,605 1,165,155 596,667 928,508 1,178,673 $5,814,373

Criminal Investigations General Investigations Special Investigations Crime Scene Investigations Dive Team Sub-Total

$2,800,175 2,341,031 1,007,429 10,369 $6,159,004

$2,817,329 2,393,752 1,053,082 10,797 $6,274,960

$2,956,502 2,381,497 1,165,235 13,477 $6,516,711

$3,012,298 2,503,907 1,190,414 13,768 $6,720,387

200

23.53% -0.48% 19.59%

$294,324 2,462,081 395,754 308,655 2,653,824 989,635 261,047 $7,365,320

$1,622,881 226,890 1,195,361 614,593 913,876 1,122,640 $5,696,241

Positions FTE's

$512,341 (2,071) $510,270

$277,499 2,444,457 381,480 356,380 2,527,335 999,550 190,327 $7,177,028

Special Operations Strategic Enforcement Team Humane Unit K-9 Street Intelligence Unit Bicycle Unit BEAR Unit Sub-Total

Total Summary By Category Personal Benefits Other Expenses Capital Total

% Change from FY16 Budget

$257,897 2,453,717 374,115 307,906 2,512,658 955,719 222,082 $7,084,094

Sub-total Administration $12,948,261 *Division transferred to Human Resources in FY 2015 Office of Professional Standards Office of Professional Standards $257,866 Sub-Total $257,866 Operations Patrol Unit $17,684,127 Special Events 134,562 Traffic Unit 1,877,535 Sub-Total $19,696,224

Sub-Total Operations

$ Change from FY16 Budget

($4,809) 1,698 9,385 8,556 56,390 27,904 $99,124 $55,796 122,410 25,179 291 $203,676

-0.28% 0.66% 0.81% 1.45% 6.47% 2.42% 1.73% 1.89% 5.14% 2.16% 2.16% 3.13%

$31,551,469

$31,630,158

$32,862,289

$33,618,367

$756,078

2.30%

$44,757,596

$44,934,526

$46,622,075

$48,022,040

$1,399,965

3.00%

$23,568,210 15,935,518 5,215,785 38,083 $44,757,596

$23,930,698 15,747,625 5,237,980 18,223 $44,934,526

$25,058,911 15,974,078 5,565,197 23,889 $46,622,075

$26,300,129 15,865,993 5,831,002 24,916 $48,022,040

$1,241,218 (108,085) 265,805 1,027 $1,399,965

4.95% -0.68% 4.78% 4.30% 3.00%

299.00 298.63

301.00 300.63

302.00 301.63

Fiscal Year 2017 Annual Budget

1.00 1.00

0.33% 0.33%

Performance Measures Police Strategic Priority: A Family-Friendly Community Measurement Type: Effectiveness Measure: 1) Police Department's overall quality rating (Resident Survey) 2) Percentage of customers who has contact with or knows their neighborhood officers (Resident Survey) 3) Percentage of residents who feel that Coral Springs has remained as safe or become a safer place to live (Resident Survey)

FY2015 Goal Actual 96%

—

95%

45%

43%

—

45%

75%

79%

—

75%

2015 4:55 2015 0% 2015 0% 2015 30% 2015

2016 5:00 2016 0% 2016 0% 2016 30% 2016

-42.4%

2015 31

2016 31

135

321

200

FY2016 Goal

FY2017 Goal

5:00

5:00 2014

-9.2% 2014

-4.7% 2014

7) Clearance rate for crimes (Source: Uniform Crime Report)

29%

35.7% 2014

8) Reduce or maintain percent change in number of robberies (Source: Uniform Crime Report) (new beginning FY 2013)

-5% 2014

9) Traffic crashes per 1,000 citizens 10) Number of high school students that are awarded safe driving certificates at graduation

FY2017 Goal

95%

2014 4) Average Police response time (from time of call to arrival) 5) Stabilize the burglary rate at a 0% increase adjusted for population (Source: Uniform Crime Report) 6) Maintain 0% increase in crime rate as adjusted for population (Source: Uniform Crime Report)

FY2016 Goal

Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 11) Satisfaction rating by businesses (Business Survey) (new beginning FY 2013) 12) Safety rating by businesses (Business Survey) (new beginning FY 2013)

FY2015 Goal Actual —

—

92%

—

92%

—

City of Coral Springs, Florida

201

Police CIP by funding source Funding Source Project Name Equity Financing Command Bus CIP for New Police Hires- Vehicles CIP for New Police Hires- Other Equity Financing Total Loan 911 UPS Batteries AVL Security Display Replacement Ballistic Helmets Ballistic Shields and Breaching Tools Bicycle Replacements for Bike Unit Communications Chair Repl Computer/Hi-Tech Forensic Analysis Unit EOC Improvements Handgun Replacement Intelligence Software Upgrades License Plate Reader Lighting at Gun Range Livescan Morphotrak Latent Station Painting Public Safety Facilities Prisoner Transport Van Radar Gun Replacement Replcmt. Bikes for Substation Unit Replacement Gas Masks and Filters Rubber Flooring at Public Safety Seal Coating Driveways Surveillance Equipment Tactical (SRT) Vests Taser Replacement Total Station Replacement Video Forensics System VIN Tracking Device Wireless Motor Kit Gran Tex Safety Town Improvements K-9 Tactical Vests Security Cameras @ Parks BearCat Enhancements Rapid ID Devices Emergency Management Director Vehicle Carpet Replacement Public Safety SWAT Weapons Obstacle Course Imaging Processing Equipment PSB 2nd Floor UPS Batteries/Capacitors PPE Gear 3M FR-64 Canisters SRO Vehicles- 3 Explorer Traffic Accident Investigator Vehicle Combat Gauze Traffic Homicide Invest Enhancement Parking Enforcement Vehicle Administrative Lieutenant Vehicle Economic Crimes Detective Vehicle Economic Crimes Sergeant Vehicle Body Cameras SET- Ballistic Vests Social Media Manager Vehicle Loan Total Operating General Fund Communications Center Carpet Repl Gym Equipment Replacement Radio Tower UPS Batteries Taser Replacement CSI Building- Roof Replacement Operating General Fund Total Police Total

202

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$0 $63,000 $40,638 $103,638

$450,000 $0 $0 $450,000

$0 $0 $0 $0

$450,000 $63,000 $40,638 $553,638

$0 $0 $0 $0 $0 $0 $15,000 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $26,000 $0 $0 $225,000 $0 $43,000 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $80,000 $0 $0 $424,000

$0 $0 $0 $0 $0 $0 $26,000 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $125,000 $0 $0 $0 $0 $0 $0 $0 $80,000 $0 $0 $251,000

$8,000 $8,000 $0 $12,000 $10,800 $10,800 $70,000 $15,000 $0 $20,000 $32,000 $0 $30,000 $100,000 $7,500 $45,000 $0 $0 $0 $20,000 $45,000 $0 $0 $10,000 $15,000 $7,500 $9,800 $5,000 $0 $5,000 $7,000 $0 $20,000 $12,000 $30,000 $15,000 $8,000 $10,000 $0 $0 $15,000 $0 $28,000 $15,000 $0 $28,000 $28,000 $28,000 $28,000 $0 $0 $25,000 $822,139

$0 $0 $25,000 $0 $0 $0 $0 $15,000 $10,000 $0 $0 $0 $0 $0 $10,000 $0 $40,000 $5,000 $0 $0 $0 $0 $120,000 $10,000 $0 $5,000 $0 $0 $28,000 $0 $0 $0 $0 $55,000 $0 $5,000 $8,000 $0 $30,000 $10,000 $0 $0 $0 $0 $5,000 $0 $0 $0 $0 $0 $15,000 $0 $396,000

$10,000 $8,000 $0 $0 $0 $0 $0 $0 $5,000 $0 $0 $8,000 $0 $0 $10,000 $0 $0 $0 $0 $38,000 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $5,000 $0 $0 $0 $0 $0 $0 $8,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $107,000

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$18,000 $16,000 $25,000 $12,000 $10,800 $10,800 $111,000 $30,000 $35,000 $20,000 $32,000 $8,000 $30,000 $100,000 $27,500 $45,000 $40,000 $5,000 $26,000 $58,000 $45,000 $225,000 $120,000 $73,000 $15,000 $22,500 $9,800 $5,000 $28,000 $10,000 $7,000 $25,000 $20,000 $67,000 $30,000 $20,000 $24,000 $10,000 $30,000 $10,000 $15,000 $125,000 $28,000 $15,000 $5,000 $28,000 $28,000 $28,000 $28,000 $160,000 $15,000 $25,000 $2,000,139

$0 $0 $0 $22,658 $105,000 $127,658

$18,000 $0 $0 $32,829 $0 $50,829

$0 $5,000 $0 $32,829 $0 $37,829

$18,000 $5,000 $0 $32,829 $0 $55,829

$0 $0 $16,000 $32,829 $0 $48,829

$36,000 $15,000 $16,000 $186,803 $105,000 $358,803

$655,296

$751,829

$859,968

$433,829

$162,829

$48,829

$2,912,580

Fiscal Year 2017 Annual Budget

Public Works Mission Public Works To support Coral Springs in becoming the premier community in which to live, work, and raise a family by providing quality facilities, infrastructure and customer-focused services to both internal and external customers. Utilities To provide the City utilities service area with a reliable and safe water supply that is adequate for all customer needs including fire protection; and to ensure that wastewater is collected and disposed of properly in accordance with all regulations and standards as set forth by the Environmental Protection Agency, Florida Department of Environmental Protection, Broward County Health Department and the Broward County Environmental Protection Department. Equipment Services To support all departments of the City by maintaining and repairing all vehicles and equipment in a timely and cost-effective manner.

Public Works Director of Public Works* (5501)

Administrative Services (5501) / 2

Solid Waste Recycling (5502) / 0.75

Streets (5601) / 21.75

Facilities Management (5801) / 5

Public Works Analyst (0.5 )** Public Works Analyst (0.5) Streets Superintendent Facilities Superintendent Senior Office Assistant PW Project Tech. (0.25)*** Lead Worker (2) Electrician Senior Office Assistant Facilities Technician Equipment Operator II (4) Lead Custodian Streets Technician (6) AC Technician PW Project Tech. (0.75) *Position split 50% Public Works Div. 5501; 50% Utilities Adm. Div. 6001 Lead Neighboorhood Service Worker **Position split 50% Public Works Div. 5501; Neighborhood Service Worker (5) 50% Facilities Mgmt. Div. 5502 Office Assistant ***Position split 25% Public Works Div. 5502; 75% Streets Div. 5601

Equipment Maintenance (5701) / 15

Utilities (6001-6005) / 40.5

Fleet Superintendent Fleet Analyst Service Writer Lead Mechanic Mechanic (9) Administration* Mechanic/Fire-Evt (6001) / 7.5 Generator Technician Senior Office Assistant Deputy City Manager (0.5)** Director of Financial Services (0.25) Director of Public Works (0.50) Assistant City Attorney (0.25) City Controller (0.50) Utilities Operations Manager Civil Engineer IT Support Specialist (0.25)**** Applications Analyst (0.25)***** Asset Mgmt. System Technician Project Support Specialist Office Assistant Wastewater Collection (6005) / 8 Utilities Coordinator Sr. Utilities Instrumentation Technician Equipment Operator II (2) Utilities Mechanic Video Inspection Technician Utilities Service Technician Utilities Electrician

City of Coral Springs, Florida

Utilities Operation Mgr. (6001)

Water Distribution (6002) / 9

Water Treatment (6003) / 16

Field Operations Supervisor Water Conservation Coordinator PW Lead Worker Utilities Service Technician (3) Utilities Locator Technician Utilities Service Worker (2)

Wastewater Treatment* ( 6004 )

Chief Water Plant Operator Utilities Maintenance Specialist *No staff in this division Utilities Mechanic (3) Senior Water Plant Operator (9) Water Plant Operator (1) Utilities Service Technician

(Department/Division Number) / Number of FTEs (FullTime Equivalent) *Total FTE also includes the following position split: 50% Director of Public Works (5501), 25% Director of Financial Services (1501), 50% City Controller (1501), and 25% Assistant City Attorney (2502) **Position split 50% City Manager's Office Div. 0501; Utilities Adm. Div. 6001 ***Position split 50% Public Works Div. 5501; 50% Utilities Adm. Div. 6001 ****Position split 25% Utilities Adm. Div. 6001; 75% Information Technology Div. 2001 *****Position split 50% Utilities Adm. Div. 6001; 50% Information Technology Div. 2001

203

Public Works (continued) Core Processes and Outputs Public Works Administration

New Initiatives A Thriving Business Community

Coordinate overall department management, administration, and budget.

Water Fill Station

Oversee the contractual responsibilities of the solid waste franchise holder.

Downtown Water & Sewer Improvements (ongoing)

Streets

An Attractive Community

Perform repair and maintenance of City-owned streets, bike paths and parking areas. • Maintain 96.5 miles of bike paths and sidewalks. • Maintain 224 center lane miles of City streets. • Inspect 8 miles of state roads and 32 miles of county roads. • Clean and maintain over 6,500 drains.

Piloting Electric Vehicles and Charging Stations Turtle Run Park Left Turn Lane - Ph. I NW 110th Avenue Bicycle and Pedestrian Project with Development Services Increase and Enhance Litter Control

Facilities

Coral Springs Water Quality Improvement

Perform in-house or contract for maintenance, repair, and minor construction of all City buildings.

Infiltration and Inflow (ongoing)

• Maintain 662,170 square feet of City facilities.

Meadows and Dells Stormwater Improvements (ongoing)

Utilities Perform management, administration, and support for the daily operation of water treatment, water plant maintenance, water distribution, wastewater collection, and wastewater treatment. • Produce an average of 5.84 million gallons per day of treated water. Equipment Services Repair and maintain all City vehicles including fire, police, and small engine equipment. • Maintain more than 812 vehicles/equipment and 450 pieces of small engine equipment. Prepare specifications for new equipment and vehicle purchases. Provide specialized equipment installation for public safety vehicles. Repair and service motorcycles for the City of Margate.

204

Fiscal Year 2017 Annual Budget

Revenues and Expenditures by Program and Category

Public Works Revenues: Administrative Services Streets Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$188,858 45,607 $234,465

$258,866 49,684 $308,550

$185,500 48,000 $233,500

$108,184 49,777 $157,961

($77,316) 1,777 ($75,539)

-41.68% 3.70% -32.35%

$337,227 82,057 $419,284

$295,668 54,497 $350,165

$262,257 152,743 $415,000

$287,489 61,309 $348,798

25,232 (91,434) ($66,202)

9.62% -59.86% -15.95%

Streets Facilities Management Total

$3,273,590 621,793 $4,314,667

$3,551,565 794,073 $4,695,803

$3,528,357 808,351 $4,751,708

$3,738,749 730,802 $4,818,349

210,392.00 (77,549) $66,641

5.96% -9.59% 1.40%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,520,867 682,091 2,109,709 2,000 $4,314,667

$1,497,962 675,932 2,510,964 10,945 $4,695,803

$1,502,414 651,954 2,593,128 4,212 $4,751,708

$1,613,521 732,316 2,466,443 6,069 $4,818,349

$111,107 80,362 (126,685) 1,857 $66,641

7.40% 12.33% -4.89% 44.09% 1.40%

28.50

28.00

27.75

28.75

1.00

3.6%

$ Change from FY16 Budget

% Change from FY16 Budget

Expenditures: Program Summary Administrative Services Solid Waste Recycling Sub-Total

FTE's

Equipment Services Revenues: Fuel/Maint/Chargeback Transfers Fleet Services to other entities: City of Parkland City of Margate/Coconut Creek Interest Income Appropriated Fund Balance Auction Total

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$5,724,387

$5,890,747

$5,989,969

$6,313,663

$323,694

5.40%

43,226 2,333 (2,397) 3,451,584 157,921 $9,377,054

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

45,000 3,500 50,000 3,627,785 120,000 $9,836,254

32,000 3,500 50,000 3,722,625 144,000 $10,265,788

(13,000) 0 0 94,840 24,000 $429,534

-28.89% 0.00% 0.00% 2.61% 20.00% 4.37%

Expenses: Program Summary Equipment Maintenance Total

$9,377,054 $9,377,054

$9,031,634 $9,031,634

$9,836,254 $9,836,254

$10,265,788 $10,265,788

$429,534 $429,534

4.37% 4.37%

Summary By Category Personal Benefits Other Expenses Depreciation Interfund Transfers Equipment Purchases Total

$776,631 360,462 2,083,241 2,568,785 173,475 3,414,461 $9,377,054

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

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

$893,000 393,875 1,910,541 3,328,442 198,740 3,541,190 $10,265,788

$35,107 12,727 (249,731) 332,051 166,740 132,640 $429,534

4.09% 3.34% -11.56% 11.08% 521.06% 3.89% 4.37%

15.00

0.00

0.00%

FTE's

City of Coral Springs, Florida

205

Revenues and Expenditures by Program and Category

Water and Sewer Fund Utilities Revenues: Water Wastewater Private Fire Line Fee Meter Sales Backflow Recertification Adm. Fee Misc. Income Charges for Service Appropriated Fund Balance Interest Income Total Expenses: Program Summary Administration Water Distribution Water Treatment Wastewater Treatment Wastewater Collection Sub-Total Non-Departmental Total Summary By Category Personal Benefits Other Expenses Capital Sub-Total Non-Departmental Total FTE's

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

$ Change from FY16 Budget

% Change from FY16 Budget

$8,140,432 11,797,667 22,679 5,895 21,500 0 271,742 0 32,256 $20,292,171

$8,434,232 12,262,183 24,979 3,130 25,476 4,323 267,746 0 30,499 $21,052,568

$8,459,130 12,680,259 24,865 12,731 18,362 11,330 192,845 0 43,250 $21,442,772

$8,755,199 13,124,068 25,611 10,000 18,913 10,000 204,470 1,597,793 30,502 $23,776,556

$296,069 443,809 746 (2,731) 551 (1,330) 11,625 1,597,793 (12,748) $2,333,784

3.50% 3.50% 3.00% -21.45% 3.00% -11.74% 6.03% n/a -29.48% 10.88%

$567,984 906,178 2,467,958 4,883,673 1,154,883 $9,980,676

$849,464 903,403 1,178,791 5,232,090 2,483,906 $10,647,654

$995,700 1,089,044 3,003,667 5,513,827 1,155,196 $11,757,434

$1,049,980 1,119,212 3,037,385 6,065,210 1,241,049 $12,512,836

$54,280 30,168 33,718 551,383 85,853 $755,402

5.45% 2.77% 1.12% 10.00% 7.43% 6.42%

$8,318,251 $18,298,927

$10,361,394 $21,009,048

$9,685,338 $21,442,772

$11,263,720 $23,776,556

$1,578,382 $2,333,784

16.30% 10.88%

$1,844,885 907,677 2,326,913 574,928 $5,654,403

$2,061,769 975,154 2,378,641 475,538 $5,891,102

$2,221,234 1,015,407 2,988,555 576,411 $6,801,607

$2,346,999 1,068,168 3,032,461 343,411 $6,791,039

$125,765 52,761 43,906 (233,000) ($10,568)

5.66% 5.20% 1.47% -40.42% -0.16%

$12,644,525 $18,298,930

$15,117,946 $21,009,048

$14,641,165 $21,442,772

$16,985,517 $23,776,556

$2,344,352 $2,333,784

16.01% 10.88%

38.75

40.25

40.50

0.00

0.00%

FY 2014 Actual

FY 2015 Actual

FY 2016 Budget

FY 2017 Budget

Total

$3,908,538 0 $3,908,538

$4,042,989 0 $4,042,989

$4,092,700 214,218 $4,306,918

$4,347,900 0 $4,347,900

$255,200 (214,218) $40,982

6.24% -100.00% 0.95%

Expenditures: Summary By Category Personal Benefits Operating Expenses Interfund Transfers Total

$0 0 2,995,990 720,285 $3,716,275

$0 0 4,190,011 36,000 $4,226,011

$41,982 18,956 4,174,480 71,500 $4,306,918

$42,658 19,562 4,285,680 0 $4,347,900

$676 606 111,200 (71,500) $40,982

1.61% 3.20% 2.66% -100.00% 0.95%

0.00

0.75

Solid Waste Fund Revenues: Program Summary Solid Waste Non Franchise

Appropriated Fund Balance

FTE's

206

Fiscal Year 2017 Annual Budget

$ Change from FY16 Budget

0.00

% Change from FY16 Budget

0.0%

Performance Measures Public Works Strategic Priority: An Attractive Community Measurement Type: Effectiveness Measure: 1) Departmentâ&#x20AC;&#x2122;s overall quality service rating (Resident Survey) 2) Customer satisfaction rating on janitorial services (new beginning FY2014)

FY2015 Goal Actual

FY2016 Goal

FY2017 Goal

92%

90%

â&#x20AC;&#x201D;

90%

93%

90%

FY2016 Goal

FY2017 Goal

Strategic Priority: An Attractive Community Measurement Type: Efficiency FY2015 Goal Actual

Measure: 3) Availability rate of all vehicles/equipment for all departments 4) Facilities routine work orders completed within 15 working days 5) Percent of hydrants inspected (new beginning FY2014) 6) REVISED Reduce total flow by 1 million gallons per year in lift stations through I&I program compared to I&I 2011 base year 7) Service valves per year (new beginning FY2014) 8) Pot hole repair response time 9) Miles of street sweeping per year to meet NPDES standards (new beginning FY 2015) 10) Complete litter removal of 159 miles of road rights-ofway in five working days (new beginning FY2015)

94%

93%

94%

90% 100%

93% 100%

750 3 days

1,164 <1 day

90% 100% 1 million gallons/ year 1,000 1 day

90% 100% 1 million gallons/ year 1,000 2 days

300

978

850

1,000

5 days

4.3 days

5 days

FY2015 Goal Actual

FY2016 Goal

FY2017 Goal

9,600

15,000

14,000

FY2016 Goal

FY2017 Goal

Strategic Priority: An Attractive Community Measurement Type: Workload Measure: 11) Inspect and clean storm drains per year (new beginning FY2015)

19,770

Strategic Priority: An Attractive Community Measurement Type: Demand Measure: 12) Number of times wastewater flow exceeds 9.79 mgd per month for three consecutive months (new beginning FY2015) 13) Percent of "unaccounted for" water

FY2015 Goal Actual 0

<10%

8.00%

<10%

City of Coral Springs, Florida

207

Public Works CIP by funding source Funding Source Project Name CDBG Grant Pedestrian Lighting for Forest Hills Blvd CDBG Grant Total Equity Financing Air Conditioning Maint/Replacement Equity Financing Total Loan Air Conditioning Maint/Replacement Speed Hump Repair and Restripe Street Light Upgrades Roof Replacement Corporate Park Drainage Improvements University Dr. LED Street Light Pilot Program Broward College Asphalt Repair Forest Hills Blv Light conversion to LED Corporate Sign Improvements Electric Car Charging Stations PD Radio Tower Emergency Power Re-wiring Canal Bank Beautification Loan Total Operating General Fund Air Conditioning Maint/Replacement Speed Hump Repair and Restripe Street Light Upgrades Drainage and Swale Improvements Pedestrian Lighting for Forest Hills Blvd Operating General Fund Total Equity Solid Waste Fund Waste Transfer Station Improvements Equity Solid Waste Fund Total Facilities Reserve Roof Repairs Facilities Reserve Total Public Works Total

208

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$190,000 $190,000

$0 $0

$50,000 $50,000

$0 $0

$50,000 $50,000

$0 $0 $6,400 $135,000 $170,000 $32,500 $0 $0 $0 $10,000 $0 $0 $353,900

$0 $0 $0 $240,000 $0 $0 $0 $0 $0 $15,000 $6,000 $0 $261,000

$100,000 $33,000 $0 $200,000 $200,000 $45,000 $65,000 $54,000 $30,000 $13,000 $0 $56,000 $796,000

$150,000 $33,000 $0 $190,000 $0 $45,000 $0 $0 $20,000 $0 $0 $438,000

$204,480 $36,000 $0 $125,000 $0 $0 $0 $0 $0 $0 $0 $0 $365,480

$225,000 $30,000 $0 $75,000 $0 $0 $0 $0 $30,000 $0 $0 $0 $360,000

$679,480 $132,000 $6,400 $965,000 $370,000 $122,500 $65,000 $54,000 $60,000 $58,000 $6,000 $56,000 $2,574,380

$0 $25,000 $15,000 $0 $0 $40,000

$120,000 $33,000 $30,000 $0 $120,000 $303,000

$0 $0 $30,000 $25,000 $0 $55,000

$120,000 $58,000 $165,000 $100,000 $120,000 $563,000

$0 $0

$175,000 $175,000

$250,000 $250,000

$700,000 $700,000

$0 $0

$1,125,000 $1,125,000

$55,000 $55,000

$330,000 $330,000

$688,900

$794,000

$1,156,000

$1,248,000

$475,480

$470,000

$4,832,380

Fiscal Year 2017 Annual Budget

$190,000 $190,000

Equipment Services CIP by funding source Funding Source Project Name Operating-Equipment Services Fund Contingency for Equip Purchases Vehicles and Equipment Replacement Operating-Equipment Services Fund Total Equity Financing Equipment Fund Replacement of Inground Vehicle Lifts West Side Complex Construction Two Electric Vehicles Equity Financing Equipment Fund Total Potential Loan West Side Complex Construction Potential Loan Total Total

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

Total Cost

Proposed

Plan

FY 2017-2022

$39,000 $3,504,340 $3,543,340

$44,000 $7,073,090 $7,117,090

$50,000 $4,037,419 $4,087,419

$53,000 $3,605,731 $3,658,731

$56,000 $3,718,069 $3,774,069

$60,000 $5,087,826 $5,147,826

$302,000 $27,026,475 $27,328,475

$0 $139,740 $59,000 $198,740

$32,000 $0 $0 $32,000

$0 $0 $0 $0

$32,000 $139,740 $59,000 $230,740

$0 $0 $3,742,080

$501,860 $501,860 $7,650,950

$11,000,000 $11,000,000 $15,087,419

$0 $0 $3,658,731

$0 $0 $3,774,069

$0 $0 $5,147,826

$11,501,860 $11,501,860 $39,061,075

Transportation CIP by funding source Funding Source Project Name CDBG Grant Existing Walkways Renovation New Sidewalk Construction CDBG Grant Total Equity Financing 40th Street Improvements, Riverside to Woodside Equity Financing Total Loan Alley Refurbishment Program Master Parking Lot Refurbishing Resurface & Restripe Parking Lots Road Resurfacing Program University Drive North Resurfacing Roadway Evaluation and Management software Westchester Elem & Royal Palm Blvd crosswalk Wiles Road and 441 Entry Improvements Coral Hills Drive Sidewalk and Drainage New Sidewalk Construction 40th Street Sidewalk Meadows and Dells Drainage Improvement40th Street Improvements, Riverside to Woodside NW 110th Ave Sidewalk & Drainage Improvements University Drive Interconnectivity Project 39th St Sidewalk & Drainage Improvements Loan Total Operating General Fund Bridge Repairs Guardrail Maintenance and Repair Bus Shelters Repairs & Replacement Keep Coral Springs Beautiful- Re-engage for good NW 39th Street- Existing Walkway Renovations 31 Ct & 94th Ave Crosswalk, solar lighting Turtle Run Park Left Turn Lane- Design Operating General Fund Total Dept of Environ Protection Grant Meadows and Dells Drainage Improvement 40th Street Improvements, Riverside to Woodside Dept of Environ Protection Grant Total TAP Grant NW 110th Ave Sidewalk & Drainage Improvements TAP Grant Total To Be Determined NW 110th Ave Sidewalk & Drainage Improvements To Be Determined Total Transportation Total

FY 2017 Proposed

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$115,000 $30,000 $145,000

$150,000 $0 $150,000

$300,000 $0 $300,000

$480,000 $0 $480,000

$500,000 $0 $500,000

$1,845,000 $30,000 $1,875,000

$361,296 $361,296

$0 $0

$361,296 $361,296

$0 $0 $0 $201,000 $0 $0 $0 $280,000 $0 $0 $0 $0 $170,000 $685,000 $0 $0 $1,336,000

$0 $0 $0 $320,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $320,000

$210,000 $50,000 $200,000 $800,000 $250,000 $0 $20,000 $0 $350,000 $90,000 $0 $300,000 $0 $0 $1,500,000 $0 $3,770,000

$170,000 $50,000 $115,000 $800,000 $0 $0 $100,000 $0 $350,000 $475,000 $0 $425,000 $200,000 $0 $0 $150,000 $2,835,000

$300,000 $50,000 $120,000 $800,000 $350,000 $0 $0 $0 $100,000 $35,033 $0 $225,000 $0 $0 $0 $0 $1,980,033

$300,000 $50,000 $125,000 $800,000 $0 $100,000 $0 $0 $0 $100,000 $0 $30,000 $0 $0 $0 $0 $1,505,000

$980,000 $200,000 $560,000 $3,721,000 $600,000 $100,000 $120,000 $280,000 $800,000 $700,033 $0 $980,000 $370,000 $685,000 $1,500,000 $150,000 $11,746,033

$0 $10,000 $10,000 $0 $0 $10,000 $10,000 $40,000

$0 $0 $10,000 $0 $0 $0 $65,000 $75,000

$10,000 $65,000 $25,000 $0 $0 $0 $0 $100,000

$40,000 $270,000 $120,000 $0 $0 $10,000 $75,000 $515,000

$0 $115,000 $115,000

$0 $0 $0

$0 $115,000 $115,000

$1,000,000 $1,000,000

$0 $0

$1,000,000 $1,000,000

$1,300,000 $1,300,000

$0 $0

$1,300,000 $1,300,000

$4,297,296

$545,000

$4,170,000

$3,235,000

$2,560,033

$2,105,000

$16,912,329

City of Coral Springs, Florida

209

Water and Sewer CIP by funding source

Funding Source Project Name

FY 2017 Proposed

Equity Financing Lift Station 21C Rehabilitation or Raw water Replacement Equity Financing Total Renewal and Replacement Infiltration/Inflow Correction Program Spare Pumps and Replacement Pumps Water Meter Replacement Program Lift Station Rehab Program Galvanized Water Service Replacement Program New Transfer Pump Station at WTP Force Main System Improvements Cast Iron Water Main Replacement Water Storage Tanks and Clearwell Cleaning Force Main Integrity Evaluation Raw Water Well Replacement Program Water and Wastewater Pumps Renewal and Replacement Total Revenue Bond Lift Station Rehab Program Force Main System Improvements Revenue Bond Total Impact Fees Raw Water Well Replacement Program Impact Fees Total Operating-W&S Fund Fire Hydrant Replacement Program Broward County Water Conservation Prog FF&E for WTP Force Main Valve Repair/Repl. Program Water Main Valve Repair/Repl. Program Site Select./eval.â&#x20AC;&#x201D;3 new Raw Water Supply Wells Overall WTP Site Master Plan & Stormwater Mgmt Plan Painting WTP Dead End Water Main Automatic Flushers Water Distribution System Model CMMS Portable Emergency Generators for Lift Stations Triennial Eng Report Water & Wastewater Systems Dump Truck WTP SUV (small) Gator New Vehicle-water billing 1/2 Ton Pickup Water fill Station Operating-W&S Fund Total Dept of Environ Protection Grant Automatic Flushers Dept of Environ Protection Grant Total Total

210

FY 2018 Plan

FY 2019 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

Total Cost FY 2017-2022

$591,400 $591,400

$0 $0

$591,400 $591,400

$1,500,000 $0 $30,000 $500,000 $850,000 $0 $704,000 $1,180,000 $0 $0 $400,000 $50,000 $5,214,000

$1,000,000 $0 $65,000 $0 $850,000 $0 $0 $1,014,000 $0 $126,000 $500,000 $104,000 $3,659,000

$1,000,000 $0 $68,000 $0 $402,000 $261,000 $0 $1,065,000 $292,000 $133,000 $500,000 $109,000 $3,830,000

$1,000,000 $0 $65,000 $0 $450,000 $0 $0 $1,000,000 $0 $100,000 $500,000 $100,000 $3,215,000

$1,000,000 $0 $58,000 $1,400,000 $450,000 $0 $0 $1,000,000 $0 $100,000 $500,000 $100,000 $4,608,000

$1,000,000 $0 $58,000 $0 $450,000 $0 $0 $1,000,000 $0 $100,000 $500,000 $100,000 $3,208,000

$6,500,000 $0 $344,000 $1,900,000 $3,452,000 $261,000 $704,000 $6,259,000 $292,000 $559,000 $2,900,000 $563,000 $23,734,000

$0 $0 $0

$1,400,000 $739,000 $2,139,000

$1,400,000 $776,000 $2,176,000

$1,400,000 $750,000 $2,150,000

$7,000,000 $3,765,000 $10,765,000

$425,000 $425,000

$0 $0

$425,000 $425,000

$50,000 $29,000 $0 $45,000 $45,000 $0 $0 $0 $20,000 $0 $85,000 $0 $0 $0 $0 $0 $21,000 $30,000 $325,000

$121,000 $29,000 $0 $96,000 $96,000 $0 $100,000 $586,500 $75,000 $0 $61,000 $80,000 $0 $0 $0 $0 $0 $0 $1,244,500

$127,000 $29,000 $0 $101,000 $101,000 $0 $0 $0 $75,000 $0 $63,000 $80,000 $0 $0 $0 $0 $0 $0 $576,000

$100,000 $29,000 $0 $100,000 $100,000 $0 $0 $0 $75,000 $0 $0 $80,000 $0 $0 $0 $0 $0 $0 $484,000

$598,000 $174,000 $0 $542,000 $542,000 $0 $100,000 $586,500 $395,000 $0 $209,000 $400,000 $0 $0 $0 $0 $21,000 $30,000 $3,597,500

$75,000 $75,000 $6,630,400

$0 $0 $7,042,500

$0 $0 $6,582,000

$0 $0 $5,849,000

$0 $0 $7,242,000

$0 $0 $5,842,000

$75,000 $75,000 $39,187,900

Fiscal Year 2017 Annual Budget

Summary of Fleet Purchases 2017

Department/Fund

Division/Program Name Special Response Team

Div # 4107

Patrol

4201

Strategic Enforcement Training

4204 4210

General Investigations

4301

Youth Liaison

4303

Crime Scene Investigation Emergency Medical Service Suppression

4305 4702 4801

Inspections

4901

Building Code Compliance

5302 5403

North Community Park

8103

Mullins Park

8102

Neighborhood Parks

8116

Beautification/ Landscape

8118

Sportsplex

8409

Cypress Park

8101

Public Works

Streets

5601

Equipment Services

Equipment Maintenance

5701

Utilities

Wastewater Collection

6005

Police

Fire/EMS

Development Services

Parks & Recreation

2007 2009 2006

Item ID 8504 9245 9246 9249 9251 9252 9255 9268 9270 9271 9273 9274 9275 9276 9277 9280 9281 9282 9283 9284 9287 9295 9299 9303 9307 8079 9901 8069 8901 9977 8055 8061 8062 8063 NEW NEW NEW 9978 7754 7727 7704 7746 6006 6602 1952 2012 2202 1229 1957 1281 1289 1269 1259 2273 1796 2276 1809 1810 1164 1173 1351 2100

Proposed Budget FY 2017 11,000 39,500 39,500 39,500 39,500 39,500 39,500 39,500 39,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 35,500 29,000 30,000 9,000 29,000 33,000 29,000 31,500 33,000 35,500 35,500 35,500 30,000 220,000 767,390 40,000 25,500 21,000 25,500 18,400 34,000 31,300 18,400 56,000 $10,350 18,400 22,800 4,700 21,000 56,000 21,000 8,500 8,500 12,500 5,000 18,400 2,500

Concrete Mixer Loader Truck, Dump 2 1/2 Ton Van, Mini 7- Passenger Van, Mini 7-Passenger * Light Tower * Generator, 65 KW * Generator, 65 KW Contingency

2009 2005 2004 2008 2008 2005 2006 2007 N/A

1492 4462 4432 5707 5708 5725 Gen-17 Gen-76 N/A

5,500 238,000 55,000 29,500 29,500 1,200 3,000 3,000 39,000

Vacuum Jet Sewer Truck Vactor

2006

3002

Vehicle/Equipment Type Trailer Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Sive SUV Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size Admin. Vehicle (Charger) Admin- SUV (GMC Arcadia) Workman-replace w Gator Admin- SUV (Chevey Traverse) Admin Vehicle, Impala Admin Vehicle, Charger Admin Vehicle, Camry Admin Vehicle, Impala Patrol Vehicle, Full Size Patrol Vehicle, Full Size Patrol Vehicle, Full Size SUV -Full Size Rescue Transport Vehicle Truck, Pumper Van, Mini replace with 3/4 Ton HD PU Ford Escape Truck, Pickup 1/2 Ton Mini-EC Truck, Pickup 1/2 Ton Mini-EC replace with Escape Mower, Zero Turn Truck, Pickup 3/4 Ton EC-replace with Cargo Van Pickup Truck, 3/4 Ton EC Mower, Zero Turn Mower, Reel Master Aerifier( Dump Trailer) Mower, Zero Turn Workman w dump bed Sod Cutter Pickup Truck, 1/2 Ton Mini Mower, Reel Master Pickup Truck, 1/2 Ton Mini Pressure Cleaner & Trailer Pressure Cleaner & Trailer Workman w canopy replace with Gator * Showmobile-Stage Mower, Zero Turn *Front End Loader w box blade

Year 2005 2009 2009 2009 2009 2009 2009 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2011 2011 2011 2011 2011 2013 2003 2010 2007 2011 2005 2007 2007 2007 NEW NEW NEW 2005 2010 2007 2010 2010 2007 2005 2009 2008 2007 2010 2010 2010 2009 2010 2012 2008 2010 2010 2005 2005 2010

Total Fleet Budgetâ&#x20AC;&#x201D;FY 2017 *Equipment to be refurbished in FY 2017

$382,000 3,543,340

City of Coral Springs, Florida

211

212

Fiscal Year 2017 Annual Budget