BUSINESS PLAN FISCAL YEAR 2018
PROPOSED
To:
The Honorable Mayor and City Commissioners
From:
Michael Goodrum, City Manager
Subject:
City Commission Business Planning Workshop
Date:
July 26, 2017
Copy:
John J. Hearn, City Attorney Debra Dore Thomas, City Clerk
Coral Springs is a city with a defined mission, commitment to excellence and employees who deliver a high level of service to the community with a great sense of pride. I am pleased to present to you the City of Coral Springs Proposed Business Plan to build the Budget for Fiscal Year 2018; beginning October 1, 2017 and ending September 30, 2018. The budget document represents the policy direction set by the City Commission through the Strategic Planning process, which took place April 2017. It also represents the preparation and collaboration among the operating departments concerning the best ways to provide the level of services to the community. The proposed business plan is intended to give a comprehensive view of the City’s new initiatives, market environment, environmental scan, and our customer requirements analysis from our community. The FY 2018 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. Strategic Plan for the Future We continue to utilize the vision of the following five Strategic Priorities as the foundation of our financial planning. These priorities
• A Family-Friendly Community; • A Thriving Business Community; • An Active, Healthy Community; • An Attractive Community; and • An Innovative, High-Performing Organization; have been affirmed in surveys, employee commitment, and in committee meetings as well. Strategic priorities form the basis for how we develop goals for the future and deploy resources necessary to pursue and achieve those goals. Building Our Future Our vision of building our future is near, as our Municipal Complex, the most visible expression of constructing the downtown for tomorrow, will be completed in the fall. The following ribbon cutting ceremonies have taken place around the City: rebuild Fire Stations 43 and 95; renovate and expand of the Crime Scene Investigations building; reconstruct the 50- meter pool at the Aquatics Complex; build a permanent structure for Safety Town and Humane Unit Facility. Our residents are pleased by the visible improvements around town, such as a new entrance to the Aquatic Complex and continuing Our Downtown Pathway project creating a walking path between the Downtown area and the Center for the Arts.
CITY OF CORAL SPRINGS, FLORIDA • OFFICE OF THE CITY MANAGER 9551 W. Sample Rd. • Coral Springs, FL 33065 • 954-344-5906 • Fax 954-344-1043 • mgoodrum@coralsprings.org
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. The City is working diligently to attract new businesses, diversify the tax base, and increase property values of our community. We welcome Orchard Supply Hardware, 4 Rivers Smokehouse, Mainland China, Nothing Bundt Cakes, Lucky’s Market, and look forward to Cleveland Clinic expanding in Coral Springs with a $70-million investment, Broward Health Coral Springs, the Village Green development with Starbucks and Holy Cross Urgent Care. With a healthy housing market, new residential development underway, and an energized commercial sector developing growing and further diversifying the economic base will provide a more solid foundation to withstand future economic downturns. Investing in Our Future We are proposing a balanced budget for Fiscal Year 2018 by increasing the City’s millage rate from $4.7982 to $6.0482. Although the City has experienced an increase in total taxable assessed value of 7.39% this year, we have not regained to the levels from 2008 when Coral Springs reached its taxable value peak. Our City is at a crossroad to invest in the community and adapt to changing needs for future growth. Key factors influencing this budget
• Enhancing staffing levels in Public Safety. • Improving median maintenance and condition of streets and street lighting. • Replacing walking/biking paths. • Addressing aging infrastructure. • Refreshing our parks and maintenance plans. • Funding a plan for deferred capital. • Increasing events for all segments of our community. • Continuing our commitment to attracting and retaining a well-qualified, highly regarded workforce. Additional points from the FY 2018 budget to highlight include:
• Dedicating resources to fund additional reserves. • The Debt Service millage rate will slightly decrease from $0.2948 to $0.2753. • The Water rates will increase 3.5% per the 2013 Water and Wastewater Study, which equates to approximately $2.24 per month for the average single-family homeowner. • The residential Solid Waste Assessment will increase by $8.25, from $239.75 to $248.00. • The Single-Family Fire Assessment will increase by $25, from $155 to $180. • The Multi-Family and Industrial Fire Assessment will remain constant. • The Commercial Fire Assessment will decrease by $0.03, from $23.03 to $23.00 per sq ft. Coral Springs continues to maintain a AAA bond rating from Standard and Poor’s and Fitch which signals to the market the City of Coral Springs is a low-risk investment, thus, lower interest rates on any borrowing and lower payments on general obligation bonds. The City also received another unqualified opinion from external auditors.
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Excellent Customer Ratings 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 2017, found 93% of the residents surveyed were satisfied with the service provided by City employees and 94% of the businesses surveyed in the 2016 business survey rated the City’s customer services as “very good” or “good”. Acknowledgements The development of this year’s Proposed Budget has taken a great deal of time, energy, dedication, and hard work. I would like to express my sincere appreciation for the collaboration between the City, the commission, our residents and businesses. Thank you to our employees who make all of these accomplishments possible. We are deeply grateful for their dedication, commitment and ability to deliver quality services to our community. Respectfully Submitted,
Michael Goodrum City Manager
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Fiscal Year 2018 Business Plan
The City of Coral Springs
Business Plan Fiscal Year 2018 To be the premier community in which to live, work, and raise a family.
City Commission Mayor Walter “Skip� Campbell Vice Mayor Dan Daley Commissioner Larry Vignola Commissioner Joy Carter Commissioner Lou Cimaglia Business Planning Team Catherine Givens, Director of Budget and Strategy Laurie Bishara, Senior Financial Analyst Vannelys Rivera, Senior Financial Analyst Chelsea Stahl, Senior Financial Analyst Sherri Toops, Senior Financial Analyst Kristin Holowicki, Grant Coordinator Karlens Direny, Principal Office Assistant
Senior Management Team Michael Goodrum, City Manager John Hearn, City Attorney Susan Grant, Deputy City Manager Jennifer K. Bramley, Deputy City Manager Debra Thomas, City Clerk Frank Babinec, Fire Chief Rick Engle, Director of Parks and Recreation Catherine Givens, Director of Budget and Strategy Melissa Heller, Director of Financial Services Liz Kolodney, Director of Communications & Marketing Susan Hess Krisman, Director of Development Services Robert Curnow, Director of Information Technology Richard Michaud, Director of Public Works Dale Pazdra, Director of Human Resources Anthony Pustizzi, Chief of Police
Proposed July 26, 2017
Cover design by Christine Parkinson Jahrsdoerfer
City of Coral Springs, Florida
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Table of Contents Introduction ..........................................................................................................................................................................................................9 Market Environment .....................................................................................................................................................................................10 Overview ...................................................................................................................................................................................................10 Real Estate Trends ................................................................................................................................................................................11 Economic Development .................................................................................................................................................................12 Downtown Coral Springs ................................................................................................................................................................13 Technology ..............................................................................................................................................................................................14 Legislative Issues...................................................................................................................................................................................15 Workforce Analysis ..............................................................................................................................................................................16 Emerging Issues ....................................................................................................................................................................................17 Environmental Scan ......................................................................................................................................................................................21 Demographic Trends .........................................................................................................................................................................21 Customer Requirements Analysis .........................................................................................................................................................24 Overview ...................................................................................................................................................................................................24 Residential Satisfaction Survey Results ...................................................................................................................................24 Business Survey Summary..............................................................................................................................................................28 Service and Operations Strategy...........................................................................................................................................................33 A FAMILY-FRIENDLY COMMUNITY ........................................................................................................................................................34 New Initiatives........................................................................................................................................................................................34 Enhance Strategic Enforcement Team .........................................................................................................................34 Administrative Lieutenant ....................................................................................................................................................34 Increase Firefighter/Paramedic Staffing ......................................................................................................................35 Emergency Call-Taker and Dispatch Improvements ...........................................................................................35 Summer Breakspot Program...............................................................................................................................................35 SWAT Suppressors .....................................................................................................................................................................36 Mobile Command Center.....................................................................................................................................................36 Ongoing Initiatives ..............................................................................................................................................................................36 Virtual Slice of the Springs Meeting (2017-2018) ..................................................................................................36 Event Management Process (2016-2018) ...................................................................................................................37 Community Paramedic Program (2015-2018) .........................................................................................................37 School Resource Officers (2015-2018)..........................................................................................................................38 Education Grants (2016-2018) ...........................................................................................................................................38 Multi-cultural Events (1995-2018) ...................................................................................................................................38 Youth Programs (2008-2018) ..............................................................................................................................................39 A THRIVING BUSINESS COMMUNITY ...................................................................................................................................................40 New Initiatives........................................................................................................................................................................................40 Crowdfunding Event ...............................................................................................................................................................40 K - 12 Education Summit ......................................................................................................................................................40 Corporate Park License Plate Readers ...........................................................................................................................41 Business Recruitment Campaign .....................................................................................................................................41 Building Our Future Campaign .........................................................................................................................................41 Target Key Economic Development and Trade Groups ....................................................................................42 Pedestrian Crossing at NW 28th Street Feasibility Study ..................................................................................42 Ongoing Initiatives ..............................................................................................................................................................................42 Municipal Complex (2007-2018) ......................................................................................................................................42 Economic Development Marketing - Website Redesign (2016-2018) .....................................................43 Real Estate Summit (2015-2018).......................................................................................................................................43 Coral Springs Regional Chamber Business Academy (2017-2018) .............................................................43 Corporate Park Improvements (2017-2018)..............................................................................................................43 Traffic Management (2010-2018) ....................................................................................................................................44
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Fiscal Year 2018 Business Plan
AN ACTIVE, HEALTHY COMMUNITY ....................................................................................................................................................46 New Initiatives........................................................................................................................................................................................46 Zika Prevention Efforts............................................................................................................................................................46 Senior Outreach Newsletter................................................................................................................................................46 Mullins Aiello Field Turf Replacement...........................................................................................................................47 Cultural Facilities Grant for Museum Renovations ................................................................................................47 Mullins MacElderry Field Lighting ...................................................................................................................................47 Athletic Field Maintenance ..................................................................................................................................................47 City-wide Day of Service (2016-2018) ...........................................................................................................................48 Additional Senior Programming (2017-2018) ..........................................................................................................48 Forest Hills Boulevard Pedestrian Lighting (2016-2018) ....................................................................................48 Drowning Prevention/Water Safety (2007-2018) ...................................................................................................49 AN ATTRACTIVE COMMUNITY ................................................................................................................................................................50 New Initiatives........................................................................................................................................................................................50 Building Permit Fee Study ....................................................................................................................................................50 Flag Replacement Project.....................................................................................................................................................50 Code Compliance Operational Review and Training ..........................................................................................50 Optimize Code Compliance Administrative Support .........................................................................................51 Median/Right of Way Maintenance Plan.....................................................................................................................51 Replace Irrigation Control System, Add Irrigation Wells....................................................................................52 New Entrance for Sherwood Forest Park ....................................................................................................................52 Intersection Approaches Upgraded to ADA Compliance................................................................................52 Canal Bank Clearing..................................................................................................................................................................52 Mini Asphalt Paver.....................................................................................................................................................................52 Downtown Decorative Street Lights .............................................................................................................................53 Ongoing Initiatives ..............................................................................................................................................................................53 Maintain and Protect City Trees (2017-2018)............................................................................................................53 Increase and Enhance Litter Control (2017-2018) .................................................................................................53 Turtle Run Park Left Turn Lane (2017-2018) ...............................................................................................................54 Electric Vehicles and Charging Stations (2017-2018) ..........................................................................................54 CDBG Action Plan (2011-2018)..........................................................................................................................................54 NW 110th Avenue Bicycle and Pedestrian Project (2017-2018) ...................................................................55 Inflow and Infiltration Rehabilitation (2012-2018) ................................................................................................55 Roadway Resurfacing (2001-2018) .................................................................................................................................55 Wiles Road and 441 Entry Improvements (2017-2018)......................................................................................55 AN INNOVATIVE, HIGH-PERFORMING ORGANIZATION ............................................................................................................56 New Initiatives........................................................................................................................................................................................56 City Engineer ................................................................................................................................................................................56 Contract Administrator in Purchasing ..........................................................................................................................56 City Hall in the Mall Service Improvements ..............................................................................................................57 Municipal Bond Post-Issuance Compliance Monitoring...................................................................................57 FEMA Appeals Consultant ....................................................................................................................................................57 Interactive OnLine Mapping...............................................................................................................................................58 Onboarding Enhancements ...............................................................................................................................................58 Recruitment Bonuses ..............................................................................................................................................................58 Information Technology Contract Staff Augmentation.....................................................................................58 Promoting Public Safety Wellness ...................................................................................................................................59 Superion Training Package ..................................................................................................................................................59 Construction Management Support .............................................................................................................................59 Ongoing Initiatives ..............................................................................................................................................................................60 Stormwater Assessment Implementation (2014-2018) .....................................................................................60 IT Security and Training (2015-2018) .............................................................................................................................60 Enterprise Software (2013-2018) ......................................................................................................................................60
City of Coral Springs, Florida
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Tables and Illustrations Market Environment Total Taxable Assessed Values.......................................................................................................................................................11 Population age ......................................................................................................................................................................................21 Population trends ................................................................................................................................................................................21 Growing Hispanic Population ......................................................................................................................................................22 Place of birth ...........................................................................................................................................................................................22 Language spoken at home............................................................................................................................................................22 Income........................................................................................................................................................................................................23 Population below poverty level ..................................................................................................................................................23 Survey respondents by general location ..............................................................................................................................24 Overall ratings of customer service ..........................................................................................................................................28 Overall perceptions of Coral Springs .......................................................................................................................................29 Reasons Businesses Decide to Locate Here.........................................................................................................................30 Overall Business Atmosphere Rating.......................................................................................................................................30 Best Ways for the City to Communicate with Businesses ..........................................................................................31 Ratings of City Property Taxes Compared to Other Communities .......................................................................31 Ratings of City Property Taxes ......................................................................................................................................................32 Service and Operations Strategy City of Coral Springs’ Business Model ......................................................................................................................................33 2017-2019 Short Range Transportation improvement plan .....................................................................................45 Summary of Fiscal Year 2018 Initiatives ..................................................................................................................................62 Summary of Fiscal Year 2017 KIO Results ..............................................................................................................................64 Summary of Fiscal Year 2017 Initiative Updates ...............................................................................................................65
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Fiscal Year 2018 Business Plan
Introduction The Strategy Behind the Plan The Business Plan outlines how City resources will be applied within our five priority areas to achieve the objectives determined by the Strategic Plan. This Business Plan represents the second year in the current strategic planning process. Our strategic planning delivers a mission and a set of strategic priorities that provide vision and direction for the City. While it has evolved over the years, true to the spirit of continuous improvement, it is still the linchpin in linking our day-to-day activities with the mission that we aspire to achieve. We often say the Business Plan gives “feet” to our priorities and Key Intended Outcomes, as well as establishes a structure for resource allocation. With the strategic priorities set—and appropriate outcomes identified—the operations of the City are reviewed and redeployed to bring the strategic vision to life. Specific initiatives are developed in response to the priorities identified in the Strategic Plan. This Business Plan is an outgrowth of the strategic priorities, capturing the City’s vision in a specific, directed, and quantifiable form. The Market Environment section is the result of an environmental scan performed prior to the strategic planning process. It is presented in its complete form in the Strategic Planning Workbook and then updated and summarized here in the Business Plan. We look at local demographic and economic forces to identify emerging issues and items of concern to our residents. Direct customer feedback is solicited through surveys, focus groups, and town meetings (Slice of the Springs), which becomes the basis for the Commission’s strategic planning. Our Service and Operations Strategy is organized by strategic priority to document the steps we are taking to achieve the intended outcomes for each of the priority areas. Key Intended Outcomes, set by the Commission, are the measurable results we intend to achieve.
Why Are We Here?
Data Analysis
Citizen Input Strategic Plan Policy Business Plan
Operations
Budget Output to Citizens
City of Coral Springs, Florida
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Market Environment Environment Overview The improving local and regional economy has begun to favorably impact the City’s financial outlook. Economists remain optimistic yet cautious going into years 2018-2019. Many market predictors anticipate a moderate growth which is evident in the increases in the City’s property values. 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. Better-than-expected job growth could convince the Fed that the economy can withstand a faster pace of rate increases. Expecting the economic recovery to maintain its slow but steady progression, the City’s strategy is to focus 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 our reserves. During the depths of the recession, the City adopted a three-pronged financial strategy. The prongs of that strategy included the adoption of the rolled-back rate; reduction in spending; and the judicial use of reserves. While this was an appropriate strategy for the time, a new financial strategy is necessary to place the City in the most advantageous position to embrace the economic recovery. Although the recession has officially ended, the return to pre-recession growth rates and increases in particular revenues is not on the near horizon. Since the fuel that powered the City’s economic engine (population growth and new construction) will not return to previous levels quickly, we must create a plan to bridge the gap. The City Commission has set the stage for this vision by incorporating language in the previous 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 safety of our community. 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 been steadily increasing. The City continues to be faced with demands for changes or increasing services, numerous challenges including the cost of technology, potential legislation that will weaken its home rule authority or impose mandates without a corresponding funding source, the need to invest in capital infrastructure, growing our financial reserves, and controlling expenses. There are no easy decisions ahead. We must rely on our planning process to ascertain available resources, identify priorities, and then allocate our scarce resources according to those priorities. In the Fiscal Year 2018 Business Plan, outlined here are the market conditions and trends impacting the City of Coral Springs.
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Fiscal Year 2018 Business Plan
Total Taxable Assessed Values
$10.0
5%
$9.69
$8.54
5%
$9.06
$8.13
‐2%
$7.75
$7.40
‐11%
$7.47
$7.55
$8.53
$4.0
$9.82
$6.0
$10.39
$8.0
$9.48
Ad valorem property taxes, which are based on assessed values, make up a third of the City’s total revenues. 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%. Growth in this singularly important revenue mainly comes from value increases in the commercial, retail and industrial sectors, new development, and millage rate increases.
$12.0
$ Billions
Real Estate Trends
Total Taxable Assessed Values Increasing Steady but Slow
$2.0 15.3%
$0.0
9.6%
‐5.5%
‐13%
1%
4%
6%
7%
FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018
Total Taxable Assessed Values are recovering for the City but growth is restrained due to the high percentage of
Source: July 1 certified values, FL DOR Certified Taxable Value form (DR‐420) properties protected by Save Our Homes. Source: July 1 values from FL Department of Revenue form DR-420. Housing Market Healthy
• Single-family home sellers enjoy a strong market. Data for January 2017 shows the average sales price remains very high at 95% of the listing price, with a median 45 days to contract. • Broward County has seen a 7% decrease in active listings of single family homes from January 2016 to January 2017; the inventory for condos decreased by 3%. • Median sales prices in Coral Springs in February 2017 were $363,000 for single-family homes and $135,000 for condos, an increase of 4% and 18% from a year ago, respectively. In Broward County, median sales prices of single family homes reached $311,250 in January 2017, an increase of 10% from the previous year. • A 17% decrease in cash sales of single-family homes and 6% decrease for condos in Broward County, January 2016 vs. January 2017, indicates a diminishing presence of investors in the market, further contributing to market stability. In January 2017, 29% of single-family home sales and 62% of townhouse/condo sales were cash sales. • There has been an 87% decrease in foreclosures since 2010; roughly 700 in February 2017 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 Underway • 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 as well as several new 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, and two of the seven buildings have received a certificate of occupancy. The site work for the clubhouse has been completed and work on a new clubhouse will begin in the next year or two. Commercial Sector Energized • Major retailers and restaurants have recently opened, including Orchard Supply and Four Rivers. Nearly all of the “big box” retail spaces within the City have been filled. • Cleveland Clinic Florida is expanding in Coral Springs and will soon begin construction of 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 282 new business tax receipts issued since October 2016.
City of Coral Springs, Florida
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Economic Development The Economic Development Office directly impacts the City’s Thriving Business Strategic Priority. In order to make Coral Springs a community of choice, it must continue to tout the assets of Coral Springs, promote economic development initiatives, and create opportunities for new and expanding businesses. All economic development efforts are focused on encouraging and supporting development and redevelopment, as well as expansion and retention of existing businesses.
Complete an Economic Development Strategic Plan • The Economic Development Office (EDO) is currently working with AngelouEconomics and other City departments to identify priorities, develop roles and responsibilities, establish an implementation strategy, and ascertain budget requirements to finalize the Economic Development Strategic Plan. • Create action items that address the needs of the entire City to assure continued economic well-being and a diversified tax base. • Promote absorption of existing available commercial, industrial, and retail space. • Develop and maintain relationships with the top real estate experts in Broward County by continuing the annual Real Estate 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. Continue the “Business is Brighter” Marketing Campaign • Continue to steer site selectors, prospectors and businesses to the EDO website. Ensure high visibility through promotion of the property search capability feature, and highlight the assets of 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. Partner with Business Owners to Improve the Corporate Park • The Economic Development Office will continue to work with the Corporate Park Association and the businesses to ensure that the Corporate Park is considered a desirable location by repositioning the area as a key asset to the City. Support current and ongoing efforts for security and compliance while developing plans for sustainment of such efforts.
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Fiscal Year 2018 Business Plan
Downtown Coral Springs The City of Coral Springs and the Coral Springs Community Redevelopment Agency (CRA) are creating a vibrant and sustainable downtown in which residents, businesses, and visitors can live, work, shop, and entertain. Efforts include rezoning the downtown area to promote a mix of uses, increase density, and facilitate redevelopment. The City is investing in infrastructure improvements to support new development, such as a water and sewer line replacement currently under construction in the downtown core. The recent completion of the ArtWalk and the construction of the new Municipal Complex will serve as catalysts to downtown redevelopment. Downtown Housing With the upcoming approval of a new downtown Zoning District (expected September 2017), the amount of downtown housing is expected to increase significantly, allowing for the development of 2,400 residential dwelling units. This housing will be in addition to two new housing developments already under construction within walking distance to the downtown core - The Reserve at Coral Springs and Coral Lago. The Reserve features 80 townhomes and 186 multifamily units with apartments and townhomes. Amenities include a fitness center, clubhouse, 4.7 acre public park, pool, and a business-savvy e-cafe. Coral Lago features 186 single-family homes with three, four, and five bedrooms. A third housing project, Bainbridge Coral Springs, is nearly completed. This new luxury, resort style development located one mile from Downtown features 250 units in seven five-story buildings. Amenities include a 17,000 sq. ft. clubhouse, three tennis courts, pool, fitness center, pro shop, and a free round of golf for residents at the redesigned golf course on which this development sits. Downtown Business A new Cornerstone Plaza development (Pei Wei and Chase Bank), located on University Drive in the downtown area, was completed in the summer of 2016. The Village Green project, within the CRA/Downtown area (located in the NE corner of Sample and University), is currently under construction. The project will include a Starbucks drive-thru, Holy Cross Imaging Center, and space for future retail. Although outside the boundaries of the CRA, Broward Health Coral Springs is contributing to the momentum with a $56 million project. Construction of a three-story south building will house 28 private post-partum rooms, a neonatal intensive care unit, and surgical beds. The hospital’s bed capacity will increase from 196 to 250. The hospital’s central energy plant will also be upgraded. Construction is expected to be completed by the first half of 2018. Municipal Complex nears Completion Groundbreaking was held May 2016 for 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. The new 74,000 square-foot five-story Municipal Complex building is estimated to be completed in October 2017. This project will serve the community, encourage private sector confidence, and drive the necessary private investment in our designated downtown, serving as a catalyst for redevelopment in the Downtown area. To support the infrastructure demands of the new Complex as well as anticipated future development, there will be necessary water and sewer improvements, along with the installation of a new turn lane on Sample Road. Occupancy of the new Complex is expected for late 2017. Building Momentum The Municipal Complex Commercial Development is city-owned land adjacent to the new Municipal Complex and parking garage. The City intends to convey Phase II and Phase III parcels to the CRA and the CRA will grant the selected private developer the right to develop both parcels. The CRA desires a commercial development project that will serve as a catalyst for the evolution of the Downtown. The CRA encourages 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. Once the new Municipal Complex is completed the City is going to sell or lease the old City Hall to a private developer for construction of a project that includes a mixture of residential and commercial.
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Technology The City of Coral Springs information technology strategic plan is a comprehensive blueprint that defines how technology will be envisioned, architected, and delivered to all City departments. The strategic plan will enable Information Technology (IT) to meet its mission by defining a strategy that adheres to best practices, governance, and supports the initiatives and vision of the City’s strategic plan. Defining this fundamental IT best practice favorably positions the City to take full advantage of future solutions and technologies we pursue.
Network Infrastructure The City’s network infrastructure was designed to provide data and voice redundancy shared across multiple data centers in the City. This foundation provides stability, bandwidth, and survivability to the critical systems that are necessary to run critical City operations. In an effort to ensure the availability of data, an enterprise class virtualized server and storage network was implemented. This technology provides a robust application layer, which is capable of handling the latest in software applications, as well as allowing for future platform growth. Enterprise Software Application The City is currently working with a consultant to develop an RFP (request for proposals) for a new Enterprise Resource Planning (ERP) system. Combining multiple data elements into a seamless platform is necessary to meet the growing demands of the City, and to meet the expectations of our customers. In an effort to integrate the numerous work-flow processes that are now being done by multiple disparate platforms, or in many cases shadow systems, an ERP project will be necessary to create uniformity and up-to-date functionality. The ERP solution will also allow the City to take advantage of electronic document delivery, as well as drastically minimize many of the manual processes that are done today. Software Sustainability The City maintains a comprehensive inventory of the software products deployed across the environment. With the use of integrated tools such as Microsoft System Center Configuration Manager (SCCM), we have the ability to conduct real-time inventories of all of the software in use on all City devices. In addition to maintaining software inventory, the City also maintains Enterprise License Agreements (ELA) with Microsoft, our largest software provider. In accordance to the ELA, the IT department maintains appropriate license levels, and keeps products on their latest versions and patch levels. IT Standardization The IT department maintains a change management practice modeled after industry standard protocols outlined by the Information Technology Infrastructure Library (ITIL) governance body. ITIL governance dictates how changes to production systems are handled, documented, and communicated. Detailed logs of the regular weekly Change Advisory Board (CAB) meetings are kept, and changes must pass through the CAB before implementation. The IT department also follows the industry standards set for Project Management based on the Project Management Book of Knowledge (PMBOK). Currently the IT department has two certified Project Management Professionals (PMP) on staff.
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Fiscal Year 2018 Business Plan
On-Line Services and Registration Currently the City utilizes several online or web based solutions to serve our residents. Our customers can pay water bills online, register and pay for parks and recreation classes or events, and enroll in our Fire Academy courses. Additionally, several of the City’s applications are hosted in the cloud when available, and depending on the nature of the data. Online services provide the City with an added reach to our programs and payment options, which allow us to focus on our residents’ needs. The City currently supports an online registration process for our Parks and Recreations department, as well as our Regional Fire Academy. Recently, the City deployed a new Applicant Tracking Application (NEOGOV) that allows for a more refined Human Resources hiring process. These web based technologies allow the public to conduct day-to-day business with the city outside of the normal face to face transactions. As the City looks to deploy state-of-the-art applications, the focus will be on extending online registration as a part of the deployment. Green Information Technology & Document Management/Imaging The IT department continues to invest in energy compliance by reducing our data center footprint and purchasing energy star compliant devices. Taking advantage of virtualized technology allows the IT department to maintain powerful systems that require less cooling and power than conventional server infrastructures. This reduction directly relates to data center efficiency, and provides flexible architectures that can be deployed in smaller more efficient locations. The IT department also maintains a digital document management system that aims at reducing the physical paper products produced, which must be stored in costly offsite locations. Public Safety Technology Initiatives Public Safety is paramount to the integrity and security of the residents of Coral Springs. Our Police and Fire Departments are outfitted with the latest CAD E911 applications and state-of-the-art Motorola GPS enabled two-way radios. The IT department recently wrapped up a major retrofit of mobile devices used in Patrol cars, and is doing the same for our Fire and Rescue apparatus. In addition, the 911 Communications Center workstations recently received a refresh where new solid state hard drives were added. This upgrade, in conjunction with larger screen monitors for the calltakers and dispatchers, added additional speed and functionality to their workspace.
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. The Florida League of Cities’ legislative bulletins were used as the source of the summaries below. State Appropriations With an initial surplus expected in the State 2017-2018 budget, a host of special local funding requests were submitted to State legislators and the City of Coral Springs was no exception, submitting over $2.8 million in appropriations requests for special projects. The final adopted pre-veto budget totaled approximately $82.4 billion. Two of the eight special projects submitted by the City of Coral Springs made it to the pre-veto budget but ended up being vetoed in the final session. Job Growth Grant Fund A new program called the Job Growth Grant Fund was funded at $65 million in the state budget. The Job Growth Grant Fund is meant to act as economic incentives, but rather than benefiting one company or entity, the funding would go towards infrastructure investment in communities that would then drive private sector investment.
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Workforce Analysis According the latest organization survey, overall employee satisfaction remains high at 93%, highlighting the City’s excellent work environment where employee recognition is linked to core values and employees feel valued for their contributions. Employees 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. Three years ago Human Resources established an employee engagement index as part of our annual organization survey. The index includes indicators such as work environment, empowerment/innovation, managerial effectiveness, professional development and employee recognition. Our engagement index remains high at an overall average 89%. Strategic Direction is the highest scoring area. Employees have a strong sense of belonging, know how their job supports their department goals and City’s mission, and continue to model the City’s five core values which sustains a positive work environment and organization culture. Sustaining Employee Engagement through Health/Wellness Initiatives The City is committed to sustaining our workforce by offering onsite wellness programs and quality employee benefits. Our wellness committee has established a champions program to increase awareness of wellness opportunities. To keep engagement levels high, we continue to offer quarterly wellness challenges to promote teamwork and individual progress. To further strengthen wellness engagement, our onsite health coach provides personalized one-on-one health coaching sessions and a variety of stopby booths to educate employees on counteracting chronic health conditions. Healthy behaviors are rewarded and employees are encouraged to strive for overall well-being, with an increased focus on delivering education on emotional well-being, stress management, the importance of sleep and topics related to financial wellness. Proactively Growing Internal Talent The City has been growing our talent pool for the last decade resulting in several successes, turning succession plans into reality. Currently 57 employees (both non-managers and managers) participate in the program by attending in-house workshops, lectures and thought-provoking training programs. Recently, leadership participants completed a four part master-mind series called “Today Matters”. Two years ago, the City established an employee chapter of Toastmasters International to support those who are interested in 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 is committed to growing future leaders and will continue to offer a variety of fresh learning opportunities to enable participants to succeed. Expanding Recruitment and Selection Strategies To promote the City’s employment brand and positive work culture, Human Resources implemented a number of initiatives. In November 2016 the City launched a new applicant management system NEOGov which has improved applying for positions within the City and increased the quality of the applicant match through position specific screening questions. NEOGov automatically advertises the City’s openings at GovernmentJobs.com increasing our reach. Future enhancements will expand NEOGov for volunteer opportunities, increase self-service options for hiring managers and streamline new-hire on-boarding paperwork for payroll processing. With the support of Communications and Marketing, a homegrown “Welcome” video was produced and is being used to recruit and onboard our new employees. In it, existing employees share why they believe Coral Springs is the #1 employer of choice.
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Fiscal Year 2018 Business Plan
Emerging Issues The following issues may affect our ability to provide the level and type of service our customers expect. Opioids Opioid misuse and abuse is an epidemic in the United States. According to the Centers for Disease Control, they were involved in more than 33,000 deaths in 2015. Florida has seen a dramatic increase in opioid-driven overdoses, up more than 20 percent. Opioids, such as heroin, lead to nearly 10 deaths a day in the state, killing someone every two and a half hours, according to the Florida Behavioral Health Association. The problem is spurring calls for expanded availability of treatment for people addicted to drugs and increased training of law-enforcement officers and first responders in overdose prevention. Potential Federal Budget Impacts: CDBG The Community Development Block Grant (CDBG) program, provided through the Department of Housing and Urban Development (HUD), funds specific projects and activities the City will undertake to address priority needs identified in the 20152020 Consolidated Plan. These priorities include providing a suitable living environment, providing decent and affordable housing, and expanding economic opportunities. 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 Fiscal Year 2017 CDBG Allocation for the City was $653,476. The Office of Management and Budget’s “blueprint” for 2018 proposed by the Trump administration reduces HUD’s funding and eliminates community development grants. The proposed budget needs congressional approval before it is enacted. Dodd-Frank Wall Street Reform and Consumers Protection Act The Dodd-Frank Wall Street Reform and Consumer Protection Act was signed into federal law by President Barack Obama on July 21, 2010. The Act made changes in the American financial regulatory environment that affect federal financial regulatory agencies and almost every part of the nation’s financial services industry. President Donald Trump pledged during his campaign to repeal the bank reforms that came about after the 2008 financial crisis promising to replace it with “new policies to encourage economic growth and job creation.” It is not clear how Trump might change specific rules for big banks, small banks and other financial firms. Some suggest changes could include a more lax regulatory environment for money managers, insurance companies, consumer lenders and other financial firms. Increasing Cost of Technology While the costs of computer hardware and processing power has fallen at a steady rate for years, the increase in the amount of data we capture, manage and hold has grown exponentially. Once we have captured and stored that data, we now have to protect it. Even with inexpensive servers and software we add additional layers of security, which means more people have to administer the applications and more layers of integration and complexity. We then present this data to the citizens, and increasingly provide them with online services ranging from building permit scheduling to water bill payments, and even citizen to police reporting. Providing the increased services, additional data storage, and higher level of security is causing Information Technology maintenance to increase consistently from year to year. In Fiscal Year 2018, the City’s Information Technology department is requesting an 8% increase in maintenance costs. School Boundaries For the 2017-2018 school year, boundary proposal No. C7 phases out a portion of the Stoneman Douglas High School boundary to Coral Glades High School over a four year period- relieving overcrowding at Stoneman Douglas High School. As the area in Parkland known as “the wedge” continues to grow, Stoneman Douglas High School will continue to be monitored to ensure that its student enrollment does not exceed 110% of its permanent capacity. The City of Coral Springs will continue to observe this situation and work with the Broward County School Board.
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Charter School Relocation The Charter School creates significant traffic at peak school hours for roadways that are already highly congested. The school has already outgrown its facility and is examining opportunities to relocate to a larger space with assistance from the City. Currently, the school does not have any fields for sports practice and would like a space that can incorporate this need. Several sites have been considered including relocating the Charter School to the parking lot of the Coral Springs Center for the Arts. Discussions have been tabled giving City Staff time to take a fresh look at all of the sites considered including the upgrading the school at its present site or moving it to another spot on the same site. Threat of Diminishing Federal Funding (CDBG, SHIP, HOME) The more than 40 year old Community Development Block Grants (CDBG) program could be in jeopardy of being cut out of the federal budget according to documents obtained by the Washington Post. The Trump administration could slash more than $6 billion in funding for the Department of Housing and Urban Development and eliminate funding for community development projects. Community Development grants including CDBG, State Housing Initiative Partnership (SHIP) and HOME Investment Partnerships Program (HOME) could all be impacted. These programs are a cornerstone tool for cities to pay for affordable housing development, create economic opportunities and ensure suitable living environments for low- and moderate-income residents. In FY16 CDBG funds in the City of Coral Springs were used for housing rehabilitation, youth scholarships, pedestrian lighting and senior recreational activities. 75% Recycling Goal by 2020 The Energy, Climate Change and Economic Security Act of 2008 established a statewide recycling goal of 75% by 2020. The Act directed the Florida Department of Environmental Protection to submit to the Florida Legislature a comprehensive program to achieve this goal. While the State recycling goal and responsibility for meeting the goal falls on county governments, the City desires to be a leader in supporting Broward County’s efforts to reach the goal established by the State. In 2011, the City adopted a goal of achieving a citywide 75% recycling rate by 2020. The City contracted with HDR Engineering, Inc. in May 2011 to develop a Solid Waste and Recycling Strategic Plan for the City to provide quality solid waste and recycling services for the next 10 years, increase recycling to reach its 75% goal by 2020, and develop innovative strategies for managing solid waste. Solid Waste Disposal In 2013, the City executed an Interlocal Agreement with Broward County and accessed two agreements for waste disposal, whereby residential and commercial solid waste is processed in Wheelabrator’s Waste to Energy plant and bulk materials, yard waste and construction and demolition debris is processed at Sun-Bergeron facilities. No waste goes directly to a landfill. These five-year agreements allow renewals that would become effective in July 2018. It is our understanding that the County is taking no action until the lawsuits related to the Sun-Bergeron joint venture are concluded. In the meantime, staff is researching other disposal options, which may include another five-year agreement with Sun-Bergeron, subject to provisions within the ILA. Royal Utility Royal Utility Company is a ground water lime softening treatment plant located in northeast Coral Springs. It produces potable drinking water, servicing approximately 1,500 customers. The City conducted an analysis of the financial viability of purchasing the water utility. The study puts a value of the utility at approximately $1.4 million which is net of the $3.3 million in capital improvements needed. Based on the findings, the City does not intend to purchase the utility at this time. Corporate Park The Corporate Park is 442 acres, approximately 244 businesses with business tax licenses, 318 folios, and 233 property owners. The Economic Development Office is working with the City, property owners, businesses and other organizations in the Corporate Park to create a Business Improvement District. The goal of the District is to enhance and expand economic activity by increasing business development conducive to economic advancement. This will provide a stronger, more balanced and stable economy and employment opportunities for the residents, and improve the competitive advantage of the City. As a result of a study performed in 2014, stormwater system improvements have been identified in the Corporate Park Area which has historically encountered flooding issues during and after significant rainfall events. This study estimated implementation costs for any recommended stormwater improvements and developed a phase in plan for any recommended stormwater improvements. The design of those improvements began in 2016.
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Fiscal Year 2018 Business Plan
Census 2020 The U.S. Census counts every resident in the United States. It is mandated by Article I, Section 2 of the Constitution and takes place every 10 years. The data collected by the decennial census determine the number of seats each state has in the U.S. House of Representatives (a process called apportionment) and is also used to distribute more than $400 billion in federal funds to local communities spent on infrastructure, programs, and services. The next Census in 2020 will require counting an increasingly diverse and growing population of around 330 million people in more than 140 million housing units. To get an accurate count, the Census Bureau must build an accurate address list of every housing unit, maximize self-response to the Census, and efficiently follow up with those who do not respond. SW 10th Street Extension - Sawgrass The Broward Metropolitan Planning Organization voted in favor of an 18-point plan to expand SW 10th Street. It includes sunken express lanes down the middle of SW 10th Street, with higher local access roads running parallel. Other options include soundproofing walls, better traffic signal timing at eight intersections, and improved interchanges between SW 10th Street and the three highways. The SW 10th Street expansion was approved as part of a five-year, $5.4 billion capital budget proposed by the State’s transportation agency. A connection was part of the original plans when the Sawgrass Expressway opened in 1986. Education Support With over 40% of households having school age children at home, education has historically, and continues to be a priority for Coral Springs residents and businesses. In the 2016 Business Survey, 82% of respondents indicated that the quality of local schools was an important factor in their decision to locate in Coral Springs. In addition, 93% of business survey respondents are satisfied with the quality of public education. Residents have consistently noted that education is an important factor when deciding where to locate. In the 2017 resident survey, 54.3% indicated the quality of the education system was important to their decision to live in or stay in Coral Springs. Given the importance of education to our stakeholders, the City has continued to support our schools through the school crossing guard program, the School Resource Officer Program, Parent and Principal Education Committees, GRADE program, Safety Town, school grants, and many other programs. Looking into the future, the City will need explore ways to continue to be a community known for excellent schools. These efforts will include developing and maintaining relationships with school board members and staff and having open lines of communication with students, parents, teachers, and principals so that emerging issues are identified and addressed.
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Fiscal Year 2018 Business Plan
Environmental Scan 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 Census data for 1990, 2000 and 2010, along with the 2011-2015 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 50, the decrease in proportion of school age residents, and the growing number of multi-lingual residents. Coral Springs has a majority minority population for the first time.
Population age
Population • Coral Springs is still a “young” community, with 25.8% of population under 18 • Population under 18 has seen a decrease in its share of the total population from a high of 30.9% in 1990 • There has been some “aging” in the past 20 years • Median Age reported by the Census increased from 31.7 in 1990 (37.6 for Broward County) to 36.5 in 2011-15 (40.0 for Broward County) • Age group 50-64 increased its share of the population significantly, 122% since 1990 • Persons 65 and older also increased and these trends will continue through 2030 as Baby Boomers age.
Age Breakdown
Population trends 2011‐2015 ACS Age 65+ 9.3%
Under 5 6.7%
The City is still a Age 5‐17 Age 50‐ community “young” 64 population 19.1% but the is aging19.5% in place. There will be a continued need for youth and senior Age 18‐ 34 5 programsAge 35‐ in the next 49 22.2% to 10-year period. 23.2%
Under 5 100% 90%
Age 5‐17
7.0% 8.8%
80% 70%
28.4%
60% 50% 40%
6.0% 14.1% 28.1%
20% 10%
Age 50‐64
Age 65+
7.9%
9.3%
20.5%
19.5%
23.6%
23.2%
Da 199 201
21.2%
21.4%
22.2%
23.8%
23.8%
20.8%
19.1%
7.1%
6.9%
5.8%
6.7%
1990
2000
2010
2011‐2015
City of Coral Springs, Florida
Coral Springs is still a “young” community
Age 35‐49
24.9%
30%
0%
•
Age 18‐34
21
Growing Hispanic Population • Coral Springs has a Majority Minority population for the first time, according to the 2011-2015 ACS 5-year estimates. Majority Minority means the White Non-Hispanic population comprises less than 50% of the population.
Race/Ethnicity
• Based on the racial and ethnic diversity of Miami-Dade and Broward Counties, the current trends will continue as more racially/ ethnically diverse population continues to move from Miami-Dade into Broward (and Coral Springs). 2011‐2015 ACS
100% 90%
Hispanic or Latino
25%
80%
Hispanic or Latino 25%
Non‐Hispanic Other
7%
60%
Non‐Hispanic Black
20%
Non‐Hispanic White
48%
50%
Non‐ Hispanic White 48%
Non‐ Hispanic Other 7%
70%
40% 30%
Non‐ Hispanic Black 20%
20% 10% 0% 1990
2000
2010
2011‐2015
Data Sources: 1990‐2010 Decennial Census, 2011‐2015 American Community Survey 5‐year estimates
Place of birth
• •
For the first time – the City of Coral Springs has Majority Minority population, according to the 2011‐ • Foreign-born population in the City has increased its share of the total population from 11% in 1990 to almost 30%. 2015 ACS 5‐year estimates. • The majority of foreign born residents come from the Caribbean/West Indies, City of Coral Springs (ACS 2011-2015) Based on the racial and ethnic diversity of Miami‐Dade and Broward Counties, the current trends will Central America, and South America. Percent of Total Place of Birth Estimate Foreign Born continue as more racially/ethnically diverse population continues to move from Miami‐Dade into Percentage of Native Born Percentage of Foreign Born Haiti • 5,356 14.7% Foreign‐born population in the Broward (and Coral Springs). 100% Jamaica 4,902 13.4%
Place of Birth
80% 60%
21%
25%
79%
has increased its share of the t 4,736 13.0% 1,820 5.0% population from roughly 1/5 t Mexico 1,475 4.0% India 1,466 4.0% almost 30% since 1990. Dominican Republic 1,427 3.9%
29%
75%
Colombia Peru
71%
40% 20%
Cuba
0% 2000 Census
2005‐2009 ACS
1,416
•
2011‐2015 ACS
Venezuela
3.9%
3.3% The majority of foreign born 1,153 3.2% residents come from the West Indies and Central/South Ame
Trinidad and Tobago
1,217
Language Spoken at Home
Language spoken at home City of Coral Springs (ACS 2011‐2015)
Broward County (ACS 2011‐2015)
Percent of Total Place of Birth Estimate Place of Birth Estimate • Over the last 10+ years, Percent of Total the population speaking only English at home has decreased from 75% to 63%. Foreign Born Foreign Born Haiti 5,356 14.7% less Jamaica • Roughly 1 in 8 residents speak English than “very well” as86,299 reported by the14.5% 2011-2015 ACS. Jamaica
4,902
13.4% Haiti
77,286
13.0%
5.0% Cuba
47,795
8.1%
24,002 Other languages 20,720
4.0%
18,374
3.1%
• Due to the increase in foreignLanguage spoken at home born population, of households may rely on children or grandchildren to access Colombia 4,736 13.0% Colombia many heads56,853 9.6% Peru information in English. 1,820 Mexico India
100%
Dominican Republic 90%
1,475 English only 1,466 1,427
4.0% Venezuela Spanish or Spanish Creole 4.0% Peru 3.9% Canada
3.5%
Cuba 80%
1,416
3.9% Brazil
18,116
3.1%
70% Trinidad and Tobago
1,217
3.3% Dominican Republic
17,543
3.0%
Venezuela 50%
1,153
3.2% Mexico
15,320
2.6%
60%
40% 30% 20% 10% 0%
2000 Census
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2005‐2009 ACS
2011‐2015 ACS
Fiscal Year 2018 Business Plan
As the foreign born population increases from areas other than English speaking countries, there will be a future need to provide pertinent City information in other languages, and provide information in social media and other outlets to get information to the younger age groups.
Income • Residents’ Median Household Income is 28% higher than the County and 23% higher than the U.S. • Residents’ Median Family Income is 15% higher than the County and 8% higher than the U.S. Coral Springs
Broward County
$80,000 $70,000
$71,321
$66,430
$60,000
United States
$61,809 $51,968
$66,011
$53,889
$50,000 $40,000 $30,000 $20,000 $10,000 $0
Median Household Income
The City’s reputation as a place to raise a family will continue to attract young families with higher incomes as compared to Broward County and the U.S.
Median Family Income
A household consists of all people who occupy a housing unit regardless of relationship. A household may consist of a person living alone or multiple unrelated individuals or families living together. Median family income is typically higher than median household income because of the composition of households.
Population below poverty level
Poverty
• The percent of residents living below poverty level in the City is lower than the County and the State. • Poverty has doubled from 1990 (5.2%). Percent of Population Below Poverty Level 18.0%
16.5%
16.0%
14.5%
14.0% 12.0%
10.3%
10.0% 8.0% 6.0% 4.0% 2.0% 0.0% Coral Springs
Broward County
Florida
Although lower than the County and the U.S., this data does not include those living below the median household and median family income levels. These families continue to struggle to make ends meet. The fate of funding for Federal programs (HOME/CDBG and other HUD programs) may have a direct impact on these figures over the next few years.
2011‐2015 ACS 5‐year estimates
rcent of residents living below poverty level in the City is lower than the County and the State.
umber may increased due to impending cuts.
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Customer Requirements Analysis Overview In an effort to closely align the City’s limited resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOT analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.
Residential Satisfaction Survey Results Overview and Methodology ETC Institute administered surveys to residents in the City of Coral Springs during February and March of 2017. The purpose of the surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community.
Survey respondents by general location
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 1,237 completed surveys. The results for the random sample of 1,237 households have a precision of at least +/-2.8% at the 95% level of confidence. There were no statistically significant differences in the results of the survey based on the method of administration (phone vs. mail vs. online). In order to understand how well services are being delivered in different areas of the City, ETC Institute geocoded the home address of respondents to the survey. The map shows the physical distribution of respondents to the resident survey based on the Source: ETC Institute 2017 Coral Springs Resident Satisfaction Survey 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: the quality of emergency medical services (90%), the quality of fire services (89%), the quality of police services (85%), and the quality of City parks and recreation programs (80%). Residents were least satisfied with Code Compliance Division (55%). 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) Public Works. Public Safety The public safety services that were rated best included: how quickly EMS personnel respond to emergencies (84%), how quickly police respond to emergencies (81%), and how quickly fire personnel respond to emergencies (81%). Residents were least satisfied with how often police officers patrol neighborhoods (46%). 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.
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Fiscal Year 2018 Business Plan
Parks and Recreation Services The areas of parks and recreation that were rated best included: the number of City parks (85%), outdoor athletic facilities/fields (81%), the appearance of parks and recreation facilities (80%), and the maintenance of City parks (80%). Residents were least satisfied with the City senior center (48%). 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. Solid Waste Services Eighty-one percent (81%) of the residents surveyed who had an opinion were satisfied (rating of 4 or 5 on a 5-point scale) with curbside recycling services; 80% were satisfied with residential trash collection services, and 78% were satisfied with bulk trash pickup. City Communications Seventy-two percent (72%) of the residents surveyed who had an opinion were satisfied (rating of 4 or 5 on a 5-point scale) with the quality of the Coral Springs News Magazine; 70% were satisfied with the City’s website (CoralSprings.org), and 67% were satisfied with the availability of information about City services. Infrastructure/Maintenance Services The areas of infrastructure/maintenance that were rated best included: satisfaction with the condition/appearance of medians (74%), the condition of major City streets (73%), and the condition of neighborhood streets (71%). Residents were least satisfied with the adequacy of City street lighting in neighborhoods (55%). The areas of maintenance that residents thought were most important to emphasize over the next two years were: (1) the condition of major City streets, (2) the adequacy of City street lighting in neighborhoods, and (3) the condition of neighborhood 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-five percent (75%) 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 49% and a Florida average of 49%.
The City of Coral Springs rated at or above the U.S. and Florida averages in 44 of the 51 areas that were assessed on the survey
Satisfaction with Specific Areas The City of Coral Springs rated at or above the U.S. and Florida averages in 44 of the 51 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 (+39%) • Public Works (+28%) • Bulk trash pickup service (+27%) • Customer service by City employees (+25%) • Condition of major City streets (+23%) • Condition of neighborhood streets (+23%) • City communication with residents (+22%) • Availability of information about City services (+21%) • How well the City is planning for the future (+20%) • Appearance of parks and recreation facilities (+20%)
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• Condition/appearance of medians (+20%) • As a place to live (+19%) • As a City that is moving in the right direction (+19%) • As a place to raise children (+18%) • City efforts to inform on local issues (+18%) • City efforts to prevent crimes (+17%) • Number of City parks (+17%) • Enforcement of exterior maintenance of residential property (+17%) • How quickly police respond to emergencies (+16%) • Outdoor athletic facilities/fields (+16%) • Adequacy of City street lighting of major streets (+15%) • Police services (+15%) • Overall satisfaction with parks and recreation (+15%) • Value for City taxes and fees (+15%) Setting the standard
Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities
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: • Coral Springs aquatic/pool facilities (+37%) • Bulk trash pickup service (+29%) • As a City that is moving in the right direction (+25%) • As a place to live (+23%) • Customer service by City employees (+22%) • Appearance of parks and recreation facilities (+22%) • Public Works (+21%) • How well the City is planning for the future (+22%) • City efforts to inform on local issues (+19%) • City communication with residents (+18%) • As a place to raise children (+18%) • City efforts to prevent crimes (+17%) • Condition/appearance of medians (+17%) • Adequacy of City street lighting of major streets (+17%) • Availability of information about City services (+16%) • Condition of neighborhood streets (+15%) • As a place to work (+15%) • Number of City parks (+15%) • Quality of recreation programs for youth (+15%)
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Fiscal Year 2018 Business Plan
Other Findings • Seventy-eight percent (78%) of residents reported they read the Coral Springs’ magazine “all the time” or “sometimes”; 17% reported they read the magazine “seldom” or “never” and 5% did not know. • Forty percent (40%) of those surveyed thought the taxes they pay to the City of Coral Springs are just right; 37% 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: MyCoralSprings on website, CoralSprings.org (43%), the Coral Springs Center for the Performing Arts (40%), Police services (31%), and City Hall in the Mall (30%). • The top four reasons residents indicated they originally made the decision to move to Coral Springs were: the nice neighborhoods (67%), housing (57%), the quality education system (54%) and the location (54%). • Fifty-two percent (52%) 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; 28% were “neutral” and 19% were dissatisfied. • Nearly half (46%) of residents felt they had a good understanding of the important issues facing the City of Coral Springs; 29% did not, and 25% did not know. • Sixty-six percent (66%) of residents think the City of Coral Springs is continually improving as a place to live; 20% disagreed, and 14% did not know. Opportunities for Improvement In order to help the City identify opportunities for improvement, ETC Institute conducted Importance-Satisfaction (I-S) Priorities Analysis. This analysis examined the importance that residents placed on each City service and the level of satisfaction with each service. By identifying services of high importance and low satisfaction, the analysis identified which services will have the most impact on overall satisfaction with City services over the next two years. If the City wants to improve its overall satisfaction rating, the City should prioritize improvements in services with the highest Importance Satisfaction (I-S) ratings. Based on the results of the Importance-Satisfaction (I-S) Priorities Analysis, ETC Institute recommends the following: 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 service that is recommended as the top opportunity for improvement over the next two years in order to raise the City’s overall satisfaction rating is:
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: condition of major City streets City efforts to prevent crimes frequency of police patrols in neighborhoods walking and biking paths in the City adequacy of city street lighting in neighborhoods
• Efforts to maintain quality neighborhoods 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: • Public Safety: frequency of police patrols in neighborhoods and City efforts to prevent crimes • Parks and Recreation: walking and biking paths in the City • Maintenance: adequacy of city street lighting in neighborhoods and condition of major City streets
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Business Survey Summary
Business Survey: Bottom line up front
Overview In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOC analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views. Purpose and Methodology
Perceptions of the City are very positive and continue to improve Overall satisfaction with City services remains high and stayed about the same 93% of businesses would recommend Coral Springs as a place to do business The top two reasons businesses plan to stay in Coral Springs are: (1) the City’s low crime rate and (2) access to Sawgrass Expressway
During the spring of 2016, ETC Institute administered a survey to businesses in the City of Coral Springs. The purpose of the survey was to gather feedback from Coral Springs business owners and senior managers to identify ways improve the quality of City services. The survey was administered by phone to a random sample of 305 businesses in the City of Coral Springs. The overall results of the survey have a precision of at least +/-5.6% at the 95% level of confidence.
Major Findings
96% of businesses were satisfied with the quality of City services
Overall Satisfaction with City Services Thirty-six percent (36%) of the businesses surveyed felt the quality of City services was higher than their expectations; more than half (60%) of the businesses surveyed felt the quality of City services was meeting their expectations and only 4% felt the quality of City services was below their expectations. Satisfaction with Specific City Services, Departments, or Programs
Seventy-six percent (76%) or more of the businesses surveyed were “satisfied” or “neutral” with all 16 of the City services, departments or programs assessed on the survey. The City services, departments, or programs that businesses were most satisfied with, based upon the combined percent of businesses who were “very satisfied,” “satisfied” or “neutral” were: • Emergency Paramedics (100%)
Overall Ratings of the City’s Customer Overall ratings Service of customer service
• Police Department (98%) • Fire Inspection (98%)
By percentage of respondents (excluding don’t know/not sure)
• Streets Maintenance (95%)
61%
Very Good 40%
• Street Drainage (90%)
37% 37%
Very Poor
2008
57%
3%
3%
1% 0% 0%
94%
94% 98% 97%
Total: Very Good + Good 0%
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2012
5% 3% 3%
Poor
Most (94%) of the businesses surveyed rated the City’s customer service as “very good” or “good;” only 6% of businesses rated the City’s customer service as “poor.”
2014
34%
Good
Satisfaction with City Customer Service
2016
57% 61%
20%
Fiscal Year 2018 Business Plan
40%
60%
80%
100%
Customer service ratings remain very high
Satisfaction with City Efforts to Improve Coral Springs Businesses were asked how satisfied they were with the City’s efforts to improve various aspects of the Coral Springs. Items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses were: • Clean city streets and public areas (99%) • Litter collection on city streets (98%) • City efforts at maintaining the quality of neighborhoods (96%) • Work on road conditions (94%) • Provide lighting in commercial areas (91%) Satisfaction with City Codes and Regulations The City codes and regulations that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • Requirements for proper business appearance maintenance (93%) • Trash disposal regulations (93%) • Landscaping codes (90%) • Business parking regulations (90%) Importance of City Services The three City services, departments, or programs that businesses felt were most important to their organization were: • Police Department (38%) • Fire Inspection (29%) • Emergency Paramedics (19%)
Current Perceptions of Coral Springs Overall perceptions of by percentages of respondents who rated the Coral item as a 1 toSprings 5 on a 5-point scale
Overall Perceptions of the City Businesses were asked to indicate how satisfied they were with various items that may influence their perceptions of the City. The items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were:
Overall image of the City
56%
33%
8%
Overall quality of life
55%
34%
9%
Overall feeling of safety
54%
34%
8%
• Overall quality of life (98%) • Overall image of the City (96%)
Quality of new development in the City
44%
32%
20%
38%
15%
• Overall feeling of safety (96%) Quality of public education
Ratings of the Physical Appearance of the City
Very Satisfied (5)
40% Satisfied (4)
Neutral (3)
Dissatisfied (1/2)
Eighty-five percent (85%) of the businesses surveyed rated the physical appearance of the area where their business is located as “excellent” or “good;” 13% rated it as “average,” and only 2% rated it as “poor.”
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Reasons Why Businesses Decide to Locate to
Reasons Businesses Decide to Locate Here Coral Springs
Reasons for Moving to Coral Springs When asked to indicated which issues they felt were most important in their decision to locate their business in Coral Springs, the items that businesses identified as most important, based upon the combined percentage of “extremely important,” “very important” and “important” responses, were:
By percentage of business respondents who rated the item as a 3, 4 or 5 on a 5-point scale
Low crime rate Overall image of the City Attitude of local government toward business
Extremely Important (5) Very Important (4)
Access to Sawgrass Expressway
Important (3)
Telecommunications/utilities/other infrastructure
• Low crime rate (95%)
Proximity of important businesses
• Overall image of the City (95%) • Attitude of local government toward business (91%)
Level of taxation Quality of schools
• Access to Sawgrass Expressway (90%)
0%
• Telecommunications/utilities/other infrastructure (90%)
20%
40%
60%
80% 100%
Reasons Business Will Stay in Coral Springs for the Next 10 Years The top reasons businesses indicated that they would stay in Coral Springs for the next 10 years were: • Low crime rate (31%) • Access to Sawgrass Expressway (25%) • Proximity of important businesses (18%) A “Business Friendly” Community Likelihood of Recommending the City as a Business Location Most (92%) of the businesses surveyed were “very likely,” “likely” or “somewhat likely” to recommend Coral Springs as a business location to friends, family and coworkers; only 7% were “not likely” or “not likely at all” to recommend Coral Springs as a business location and 2% did not know (does not equal 100% due to rounding).
Overall Business Atmosphere Rating
Ratings of the City’s Business Atmosphere Compared to Two Years Ago Nearly half (48%) of the businesses surveyed felt the City’s business atmosphere was “better” compared to two years ago; 42% of the businesses surveyed felt the City’s business atmosphere was the same compared to two years ago but felt it was “good,” 8% felt it was the same compared to two years ago but that it was “poor” and 4% felt it was “worse” compared to two years ago.
Overall Business Atmosphere Rating By percentage of respondents (excluding don’t know/not sure)
48%
40% 32% 27%
Better
• Productivity of the workforce (95%) • Stability of the City’s labor force (93%) • Attitude of employees (92%)
Fiscal Year 2018 Business Plan
2014
46% 50% 60%
2012
6%
2008
9% 6% 4%
No change, but poor
When asked to rate the labor pool in Coral Springs, the items that showed the highest positive ratings, based upon a combined percentage of “excellent,” “good” or “average” responses, were:
2016
42%
No change, but good
5%
6% 12% 9%
Worse
Ratings of the Labor Pool in Coral Springs
30
90%
86% 82% 87%
Total Positive
0%
20%
40%
60%
80%
100%
Best Ways for the City to Communicate
Communication
Best Ways for the City to Communicate with Businesses with BusinessesBy percentage of respondents
Use of the City’s Website Forty-eight percent (48%) of the businesses surveyed indicated their organization had used the City’s website, 47% of businesses had not used the City’s website and 5% did not remember. Satisfaction with Various Communication Services The communication related services that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • City’s website: www.CoralSprings.org (96%)
Emails Direct Mail Personal calls Social Media Newsletters City Website Brochures Business Forums City TV Workshops e HelpDesk
58% 53% 29% 21% 19% 13% 9%
Email and Direct Mail are the preferred methods of communication with the City
5% 4% 4% 4%
0%
20%
40%
60%
• Under the Sun magazine (92%) • www.WorkCoralSprings.org (89%) Best Ways to Communicate With Businesses The top three ways that respondents felt it would best for the City to communicate with businesses were: emails (58%), direct mail (53%), and personal calls (29%). Overall Ratings of City Communication Seventy-nine percent (79%) of the businesses surveyed rated the City’s communication with businesses owners and managers as “very good” or “good;” 14% rated the City’s communication with business owners and managers as “poor” and 7% rated it as “very poor.” Conducting Business with the City Online Nearly half (49%) of the businesses surveyed were interested in conducting business with the City online; 42% were not interested and 10% were unsure (does not equal 100% due to rounding). Of the businesses who were interested in conducting business with the City online, most (91%) were interested in applying for City permits online and most (93%) were interested in paying City bills online.
Ratings CityProperty PropertyTaxes TaxesCompared Compared Ratings ofof City to Other Communities to Other Communities
Property Taxes
By percentage of respondents
How Property Taxes Compare to Surrounding Communities Thirty-six percent (36%) of businesses felt the City’s property taxes were “about the same” compared to surrounding communities; 35% felt property taxes were higher compared to surrounding communities, 3% felt they were lower and 26% did not know.
36% 37%
About the same 25%
45%
35%
Higher
29%
2016
33%
2014
43%
2012
3%
4% 6% 4%
Lower
2008 26%
Don't know/ Not sure
21%
0%
City of Coral Springs, Florida
10%
20%
26%
29%
30%
40%
50%
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City Property RatingsRatings of Cityof Property TaxesTaxes
Ratings of the Amount of Property Taxes
By percentage of respondents (excluding don’t know)
Businesses were asked to indicate their agreement with various statements regarding the amount of property taxes they were paying in relation to the quality of City services they were receiving. The results are provided below: • 58% of the businesses surveyed felt property taxes were just right for the amount and quality of City services they were receiving. • 22% of businesses felt property taxes were too high for the quality of City services they were receiving. • 17% of businesses felt property taxes were high but felt the City was providing more services at a higher quality than expected.
58%
Property taxes are just right for the amount and quality of City services received
53% 57% 41%
17%
Property taxes are high but, the City's is providing more services at a higher quality than expected
22% 19% 20%
2014 2012
22%
Property taxes are too high for the quality of services received
Property taxes are low for the amount and quality of City services received
2016
2008
24% 24% 38%
4%
1% 0% 1%
0%
20%
40%
60%
80%
100%
• 4% of businesses felt property taxes were too low for the amount and quality of City services they were receiving. Other Findings The City services, departments or programs that businesses used most often were: • Fire Inspection (71%) • Trash Collection Services (54%) • Water Billing (47%) • the Police Department (46%)
Two-thirds (67%) of the businesses surveyed reported that they would know who to call or where to go if they had a complaint or comment about City services, 30% did not and 3% were unsure.
Businesses generally felt that City events had a positive impact on the City: • 89% of businesses felt the Festival of the Arts had a positive impact on the City • 89% felt the Half Marathon/Race for Women’s Wellness had a positive impact on the City • 88% felt the Farmer’s Market had a positive impact on the City • 86% felt the Holiday Parade had a positive impact on the City • 84% felt the Our Town event had a positive impact on the City • 79% felt the Kruel Classic had a positive impact on the City
Over half (54%) of the businesses surveyed indicated they presently have a recycling program; 41% do not have a recycling program, and 5% were not sure.
Nearly all (96%) of the businesses surveyed did not feel that they had workforce training needs that were not being met; only 1% did have workforce training needs that were not being met and 3% were not sure.
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Fiscal Year 2018 Business Plan
SERVICE OPERATIONS STRATEGY ServiceAND and Operations Strategy The purpose of the Business Plan is to set out detailed actions the City intends to undertake in the coming fiscal year to help achieve our Strategic Priorities. The five priorities identified by the City Commission set the agenda for this Business Plan, namely: • A Family-Friendly Community • A Thriving Business Community • An Active, Healthy Community • An Attractive Community • An Innovative, High-Performing Organization While the Strategic Plan sets out the vision, the Business Plan outlines tangible plans for making the vision a reality. In each of the priority areas, department directors have developed initiatives that will direct the way the City operates in order to address our five priorities and implement the vision expressed in the Strategic Plan. A Word About Existing Services and Ongoing Initiatives In some sections, we have highlighted initiatives that were in previous Business Plans that are still being implemented in Fiscal Year 2018. 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. Wherever applicable, operating expenditures have been identified for the first year only. Capital expenditures also reflect only the first year of the project, and do not include capital carrying costs.
CITY OF CORAL SPRINGS’ BUSINESS MODEL Citizen Input
Data Analysis
Strategic Plan Business Plan Budgets Output to Citizens
City of Coral Springs, Florida
33
A FAMILY-FRIENDLY COMMUNITY THE CITY WILL UNDERTAKE EFFORTS TO 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 OF OUR DIVERSITY, AND EMBRACING OUR INCLUSIVE, WELCOMING NATURE.
NEW INITIATIVES Enhance Strategic Enforcement Team Lead Department: Police
Operating Expenses: $860,000
SET detectives are used for a variety of crime issues that occur within the City of Coral Springs. These detectives are plain clothed officers who operate unmarked vehicles and provide support to every unit in the Police Department. These detectives search for, and take into custody the suspects of crimes being investigated by our detectives as well as attack emerging crimes trends, track gang intelligence and support Youth Liaison Officers during school release hours. Currently the City employs eight Strategic Enforcement Team (SET) Detectives. The need for the addition of four SET detectives is to expand our support to the other units of the department. The goal of the SET unit expansion is to provide seven-day week coverage for both day and night shift to maximize support to other units of the department. Because of the seven-day week coverage for both day and night shift, the span of control is too thin for the current SET sergeant to provide proper oversight of the unit’s operations. The need for the addition of another sergeant is to supervise six SET members which will alleviate the span of control issue.
Administrative Lieutenant Lead Department: Police
Operating Expenses: $156,900
Capital Outlay: $46,870
In the early 1990’s lieutenants were removed from the Police Department rank structure to flatten the department’s organizational command. In 2010, the rank of lieutenant was reintroduced by cutting one of the two Patrol Captains and adding four (4) lieutenants, one for each platoon in the Patrol division. These four lieutenants shared the administrative tasks involved in the dayto-day operations of the Police Department and provided direct supervision of those under their command. Currently all of the lieutenants perform duties related specifically to their assigned platoon or collateral duties. Their schedule and assignment to one specific platoon restricts their ability to perform administrative tasks that are common to all of Patrol. It also hampers their ability to properly supervise units that work a traditional five-day work week as their schedule is the 12 hour day/two-week rotation schedule. The remaining Patrol Captain is required to perform all of the administrative tasks that were shared by two captains in the past. An administrative lieutenant would work a traditional five-day work week, and assume administrative responsibilities of the Patrol division.
FY 2016 GOAL
FY 2017 GOAL
FY 2018 GOAL
2,500
2,500
TBD
Resident rating of City efforts to prevent crime (Resident Survey)
—
92%
TBD
Resident rating of City Government for respecting religious and ethnic diversity (Resident Survey)
—
94%
TBD
(Biz) 96%
(Res) 96%
TBD
Coral Springs Charter School graduation rate
95%
95%
TBD
Injury accidents at or near 14 major intersections in the City
175
165
TBD
KEY INTENDED OUTCOMES City crime rate (crimes/100,000 residents—Calendar Year)
Ratings of Quality of Life (Resident and Business Surveys)
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Fiscal Year 2018 Business Plan
Increase Firefighter/Paramedic Staffing Lead Department: Fire
Operating Expenses: $175,700 Fire Fund, $107,700 General Fund
Capital Outlay: $19,000
The Coral Springs Fire Department (CSFD) currently maintains a staff of 147 shift based personnel, 49 per shift. These personnel staff eight fire stations located in Coral Springs and Parkland. CSFD requires a minimum of 37 personnel to staff all required positions on a daily basis. Seven personnel are on “Kelly day” per shift (this is a mandatory day off to keep firefighters within FLSA standards). Only four personnel are available to fill in for anyone who is not on duty for any number of reasons. Each day, up to four personnel are allowed to be on leave for vacation or comp time, leaving zero firefighters to fill any open positions. Openings occur for multiple reasons, such as sick calls, injury or illness leaves of absence, military deployment, FEMA Task force deployment, and D-MAT deployment, all of which can be brief or extended. Adding three firefighters will add one firefighter/paramedic to each of the three fire department shifts. This will increase the amount of personnel on particular units, such as the busier rescue units that are running a heavy amount of calls for service. This would also decrease the need for some of the busiest ladder and engine companies to respond to medical calls for additional staffing, thus permitting suppression companies to remain available, allowing faster and more efficient responses in their respective response zones. One additional person per shift will also allow more personnel to utilize their leave time. Not only does this greatly improve the functionality and efficiency of the fire department, it substantially improves morale in the rank and file.
Emergency Call-Taker and Dispatch Improvements Lead Department: Police
Operating Expenses: $115,055
Last year the Police Department’s Communications unit answered over 61,000 emergency calls in our center, averaging 5,000 calls a month, spending over 450 minutes a month on these emergency calls. This does not include the increase in non-emergency calls that the City received after implementing the “Make a Call, Make a Difference” program. The Communications unit is taking over 115,200 non-emergency calls a year, spending over 1,057 minutes a month on non-emergency calls. All of these calls come in through the Communications Center and are entered as a call for service. The amount of time spent on emergency and nonemergency calls has increased by 157 minutes a month. The City will add an additional Emergency Call-Taker in the Communications unit due to this heavy call volume. An additional call-taker will also provide better coverage for accreditation purposes, and will reduce the amount of mandatory overtime for other unit members. Victims, residents, and visitors will benefit from a quicker response time to their calls for service. Additionally, our dispatch and call-taker consoles are past the end of their life expectancy. A bid was submitted to the Broward County Office of Regional Communication and Technology for funding of thirteen (13) consoles in our Communications unit. Once approved, the City will pay for the replacement of new consoles including installation and movement of radio equipment from old consoles to new consoles as well as the addition of ergonomic lighting over each console.
Summer Breakspot Program Lead Department: Police
Operating Expenses: $6,500
During the summer of 2016 the Community Services division of the Police Department coordinated the facilitation of a “Summer Breakspot” juvenile feeding and outreach program in conjunction with Meals on Wheels South Florida. This 6 week program not only provided nourishment to at-risk children (ages 6-14) within our community, but also provided enrichment through daily safety presentations, reading and mentoring, arts and crafts, and sports activities. Coral Springs Police personnel staffed and operated the program, coordinating volunteers, providing educational and recreational components, sports activities, and food distribution. High school students and community volunteers were also recruited to assist with the daily operations. Last summer’s 2016 program was hosted at James Hunt Elementary School and benefitted 80 at-risk children. This year’s 2017 program will be held at Coral Springs Elementary. Seeking to reinstitute the “Summer Breakspot” program this coming summer and years ahead, a dedicated funding source would help with the continuance and possible expansion of the “Summer Breakspot” program.
City of Coral Springs, Florida
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SWAT Suppressors Lead Department: Police
Operating Expenses: $28,949
Coral Springs Police SWAT has been researching and testing hearing protection devices that can be utilized effectively on operations to reduce the risk of hearing damage. Unfortunately, officers that were assigned to SWAT for many years have retired with considerable hearing loss. The Police Department will purchase suppressors for the SWAT rifles to reduce the decibel level when the guns are fired and help prevent hearing damage. The rifles, when fired with suppressors, bring the decibel level below 140, making it hearing-safe. Anything over 140 decibels can cause permanent or severe hearing loss. Suppressors will make it safe for our SWAT personnel when they are out in the field and when they are training.
Mobile Command Center Lead Department: Police
Capital Outlay: $80,000
The City’s command bus was purchased in 1999. Over the last five years, the command bus was utilized an average of 17 times per year. This number is low because the vehicle was inoperable for long periods of time for repairs (23 times in the last 3 years with the majority occurring within the last 2 years) and required upgrades. General maintenance costs have increased each year and the duration of each downtime has also increased because parts for the bus are not kept in stock anymore; they are specific parts and have to be made to order. When the vehicle was originally purchased, it was outfitted specifically for SWAT needs and SWAT callout deployment. The new vehicle will be built for both police and fire operations. Current needs indicate the command bus should be utilized at every major scene, event, and operation and should have technological support as a benefiting factor at these venues. At City sponsored events, the command bus should be utilized as a command center for public safety personnel, dispatch center, lost and found, missing children, and a central location for citizens to report suspicious activities. Additionally, the City currently does not have a vehicle for Police and Fire to adequately implement the Incident Command System. A new command bus will provide an area with internet, satellite and cellular communications which would be beneficial for commanders to gather to develop action plans and discuss mutual efforts in situations such as large fires, gas leaks, larger crashes, and emergency management situations. Funding for the command bus is made available in part through the Equipment Service Fund vehicle replacement plan ($517,000), repurposing of previous years’ CIP funds ($243,000), and a Fiscal Year 2018 CIP allocation ($80,000).
ONGOING INITIATIVES Virtual Slice of the Springs Meeting (2017-2018) Lead Departments: Development Services, Communications and Marketing
Operating Expenses: $7,500
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 provides an annual update to the community and discusses relevant issues or concerns with the residents. The meetings are a chance for the residents to interact directly with staff members from all departments 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. The goal of this ongoing initiative is to increase the number of participants in Slice meetings by including residents who would like to attend the meeting in person but are unable to do so. A “virtual” option allows people to attend “live” via their computer or mobile device. Communications and Marketing and the Development Services departments conducted the first “Virtual Slice of the Springs” on April 20, 2017. A panel of eight staff members answered questions from the public as they were submitted on Facebook while streaming live. This first Virtual Slice was a great success with over 250 questions or comments submitted and over 2,000 views during the 45 minute broadcast—and over 15,000 views to date. Due to this success, staff plans to hold two Virtual Slice meetings during Fiscal Year 2018. Additional technology, lighting equipment, and software, will be rented to support these meetings.
36
Fiscal Year 2018 Business Plan
Event Management Process (2016-2018) Lead Department: Communications and Marketing
Operating Expenses: $109,000
Capital Outlay: $2,650
The City has always taken a decentralized approach to event management. Individual departments and divisions, like Parks, Police, Community Relations, Community Development, Fire, and Communications and Marketing are all responsible for planning and executing their own events, relying on the help of other City departments in varying degrees. With the addition of the ArtWalk event series, the City has added three major events and three smaller events to the City’s event calendar. Those events, along with the recent addition of the Mayors’ Chess Challenge, April Pools Day, Founders Day, Hoppin’ into Springs, and others have created a need for us to evaluate our event process. The lack of a coordinated effort in planning, and the increasing drain on resources, has challenged all departments. In December 2016, the City contracted with The Dorsey Group to work with members of City staff involved in event-related activities. The team included staff from several City departments. After an initial meeting with the Dorsey Group, a core team of City employees conducted over 25 interviews with employees with event-related experiences. That data, along with benchmarking data from surrounding cities, provided the research The Dorsey Group used to develop a list of recommendations to improve the City’s event management process. Based on the Dorsey Group recommendations, the City proposes: • Hiring a full time Event Coordinator to oversee the event process. • Developing event guidelines to assist an event planner through the planning and permitting process. • Establishing a cross-functional committee to review all new and ongoing events, and guarantee that all events have been vetted through the event process. This initiative includes a $1,000 performance bonus for those committee members. • Assigning a project number to every event, so that we can establish an event budget baseline. • Doing a post-event evaluation on every event as a requirement of the event process.
Community Paramedic Program (2015-2018) Lead Department: Fire/EMS
Operating Expenses: Existing Funds (General Fund and Fire Fund)
Demand is increasing 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 eight 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 created a permanent Community Paramedic position in Fiscal Year 2017. This paramedic will continue the program on a permanent basis, conducting house visits to patients who traditionally have used the 911 system for non-medical emergencies, or as their primary source of healthcare. This paramedic will assist these patients in meeting their non-medical needs, helping them obtain resources directly, instead of through the already taxed 911 system. A community paramedic helps our citizens make better use of available emergency services and find solutions to problems that are not typically related to emergency medical care (transportation, follow up care, medication management, food, housing, utilities, etc.). These patients are being directly assisted or referred to agencies that can assist them.
City of Coral Springs, Florida
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School Resource Officers (2015-2018) Lead Department: Police
Capital Outlay: $125,000
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 provides financial assistance for an SRO to be present full time at each Coral Springs elementary school. However, that is only a small portion of the yearly costs. All SROs require a vehicle and the City is responsible for funding vehicles for these officers. While we increased six SRO’s last year, we only purchased three vehicles. Three additional vehicles will be added to the fleet so that each SRO will be equipped to perform their duties.
Education Grants (2016-2018) 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. In Fiscal Year 2017, the City provided $2,000 grants through a grant application process to each of the five public high schools serving Coral Springs students (Coral Glades, Coral Springs, J.P. Taravella, M.S. Douglas, Coral Springs Charter). Grant funds were used for various initiatives including SAT/ACT prep, test prep software, Saturday Reading and Writing Camp, and student incentives. End of year reports indicate positive impact on school results. For Fiscal Year 2018, it is anticipated that the funds will once again be distributed to the high schools through a grant application process.
Multi-cultural Events (1995-2018) 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 bonds 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 2018 the City anticipates hosting the following events. • Martin Luther King, Jr. Celebrations: Student Art & Literary Exhibits, Community Celebration, Business Luncheon, Diversity/ Leadership Day for high school and middle school students, MLK Scholarship Program, MLK Golf Tournament, and a proposed MLK Monument Award to a resident or organization who exemplifies Dr. King’s teachings • WorldFest • National Day of Prayer, hosted by The Clergy Coalition of Coral Springs & Parkland in partnership with the Multi-Cultural Advisory Committee • CommuniTea • International Day of Peace • International Dinner Dance In addition, diversity/sensitivity training programs, such as UniKids, UniTeens, and UniTown, are offered for elementary, middle, and high school students to raise awareness and respect for different cultures, religions, and disabilities, with special emphasis on antibullying.
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Fiscal Year 2018 Business Plan
Youth Programs (2008-2018) Lead Department: Human Resources
Operating Expenses: Existing Funds
Teen Political Forum: The purpose of the Teen Political Forum is to have City, County and State elected officials enlighten students with their personal experiences and address teen issues of interest, concluding with a Q & A from the student audience. This is a great opportunity for students to talk directly to elected officials and feel that their voices are heard. A Steering Committee made up of select high school students spends several months planning the program, under the guidance of a City Commissioner and City staff. This is a valuable experience for the students to develop 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, Marjory Stoneman Douglas, Coral Glades, Coral Springs Charter, J. P. Taravella 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. Four years ago incentives were introduced to help attract attendees, which proved very successful. Sponsors donated a $1,000 cash award and Pizza Party to the high school with the largest attendance at the event. Additionally, a Traveling Trophy is awarded to the school with the largest attendance each year. Students are treated to food donated by local restaurants. These incentives help to attract approximately 1,000 to 1,500 students to the event. ShineOn: An annual recognition ceremony which honors the “Teacher of the Year� and one student from each graduating class (5th grade, 8th grade, 12th grade) for exemplary community service in each of our public and private schools. Swearing In Ceremony: Officers of student government councils in each of our public and private schools are sworn in at City Hall, honoring them for their commitment and dedication to their schools and fellow students.
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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.
NEW INITIATIVES Crowdfunding Event Lead Departments: Communications and Marketing, CRA
Operating Expenses: $20,000
A crowdfunding festival will allow local artists, entrepreneurs and innovators (known as ‘creators’), to showcase their products in front of festival attendees and potential investors—helping them to raise money to start their business venture. The festival will take place over two days at the ArtWalk, and at the newly opened Municipal Complex. Creators categories include arts, health, sports, technology, and social good. Since there is no similar event being produced in our area, it will be an experience unique to our community. This will be a joint project funded by the City and the CRA (Community Redevelopment Agency) and is planned for spring 2018.
K - 12 Education Summit Lead Departments: Communications and Marketing, Economic Development Office
Operating Expenses: $10,000
In order to become known as one of the best cities for families in the U.S., the City needs to educate the community on the opportunities available. The K-12 Summit will involve educators, students, residents, and businesses coming together to discuss how Coral Springs can build on its offerings for children and families. A K-12 Summit will help gain support and be a tool for economic development The Summit will discuss actions the community-at-large can take to support excellence in the schools including but not limited to: • Internships and jobs • Pipelines to higher education • Adopt-a-School program that engages business in providing support and in-kind services to specific schools • Summer programs • A bold initiative like “Coral Springs Promise” – enabling high school seniors to attend college regardless of their families’ means • Attention to culturally diverse students and their needs (e.g. language), including ethnic diversity and country of origin, including Asians and Pacific Islanders
KEY INTENDED OUTCOMES Business rating of the image of the City (Business Survey)
FY 2016 GOAL
FY 2017 GOAL
FY 2018 GOAL
95%
—
TBD
Net new taxable value as % of Total Taxable Assessed Value (BCPA)
above the average of six comparison cities
TBD
Non-residential tax base growth
above the average of six comparison cities
TBD
below State
TBD
Coral Springs’ June unemployment rate
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Fiscal Year 2018 Business Plan
Corporate Park License Plate Readers Lead Department: Police
Operating Expenses: $126,000
The Corporate Park License Plate Reader (LPR) project will provide self-contained video surveillance equipment for remote surveillance, intelligence, and incident command system management. The equipment will be interoperable with web based systems and portable technology components such as laptops, tablets, and smart phones. The LPR cameras will serve a dual purpose. They will read the license plates of all vehicles entering the Corporate Park and will also act as a security camera system that provides video and still photos. This not only benefits criminal investigations but can be utilized by Incident Command System Management for condition updates during a large scale event or natural disaster. The primary purpose will be to deter crime, identify possible suspects, and develop investigative leads for crimes that occur throughout the Corporate Park. LPR cameras will be operable 24 hours a day and will be placed at each major entrance into the Corporate Park. The Corporate Park Association has agreed to conduct the necessary site work which consists of digging and sinking the poles and running power to the poles. Their contribution to this project is expected to be approximately $35,000.
Business Recruitment Campaign Lead Department: Economic Development Office
Operating Expenses: $95,000
Hiring an expert site selection consultant can bring a significant value to Coral Springs by providing the resources and experience to simplify the business site selection process, maximize the return on investment, and reduce risks. They will assist the EDO in the following areas: • Web email marketing campaign to select businesses highlighting Coral Springs’ quality of life, local incentives, target industries, regional workforce, regional market, and real estate • Organizing biannual inter-city visits with companies and public officials (two per year), to include approximately seven local leaders and officials • Host training session prior to site visits • Coral Springs case study promotion at top trade shows and conferences • When applicable, promote benefits and successes of Coral Springs in publications and economic development industry conferences • Develop site selection proposal template. Proposal to be used as template for site location requests following industry best practices and expertise from practitioners The overall campaign will last one year. Individual campaigns will take place every other month, six in total.
Building Our Future Campaign Lead Department: Economic Development Office
Operating Expenses: $10,500
At the Fiscal Year 2018-2019 Strategic Planning Workshop in April 2017, Angelou Economics, the City’s economic development consultant, suggested additional economic development marketing ideas to bring businesses to Coral Springs. Specifically, the campaign would focus on the six industry sectors: business services, advanced technologies, life sciences and healthcare, manufacturing, entertainment and amateur sports, and aviation, aerospace and defense. In order to achieve our goals, the following items will be funded: • Publish a map of Corporate Park, highlighting available properties • Design and publish a brochure highlighting the Corporate Park and other economic development opportunities • Produce a testimonial video campaign
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Target Key Economic Development and Trade Groups Lead Department: Economic Development Office
Operating Expenses: $5,000
The Economic Development Office attends the International Economic Development Council (IEDC) and International Council of Shopping Centers (ICSC) every year. The City’s economic development consultant Angelou Economics suggested expanding attendance to three additional key economic development and trade groups including Industrial Asset Management Council (IAMC), SelectUSA, and Site Selector’s Guild with the goal of eventually increasing the tax base for the City.
Pedestrian Crossing at NW 28th Street Feasibility Study Lead Department: Development Services
Operating Expenses: $25,000
The City continues to receive complaints about the safety of the pedestrian crossing at NW 28th Street at The Walk west of University Drive. In 2008, the City and Amera Corporation coordinated to improve the crosswalk when it was determined it did not meet ADA (Americans with Disabilities) standards. At that time, the crosswalk was moved to the west in order to provide proper accessibility and away from the parking lot exits. The City added signage to emphasize that approaching vehicles must yield to pedestrians, reflectors were placed in each travel lane, and 12 inch white thermoplastic lines were installed to mark the crosswalk. Even with these improvements, the City continues to receive complaints. The Traffic Management Team recommends a feasibility study be performed to evaluate and cost out several options to improve pedestrian safety. Ideas include a raised crosswalk, a pedestrian-activated signal that flashes a warning to drivers when a person is entering the crosswalk, embedded colored lights to increase visibility, and increased lighting.
ONGOING INITIATIVES Municipal Complex (2007-2018) Lead Department: City Manager’s Office
Operating Expenses: $201,500
Total 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. Its many deficiencies include a failure to meet many modern ADA accessibility standards, significant security and life safety limitations, not hurricane-resistant, a lack of sufficient parking and public meeting space, and poor energy efficiency. A 74,000 square-foot Municipal Complex and 607 space parking garage at the corner of Sample Road and NW 94 Avenue will be completed and occupied in Fiscal Year 2018. Taking up residency in this facility will require many new expenses that have to be anticipated and estimated, including increased janitorial, utilities, and maintenance expenses. Because the main floor will be open to the public and will house additional organizations, such as the Coral Springs Chamber of Commerce and various State legislators’ offices, additional personnel including a security guard, a facilities attendant, and a “One-Stop Shop” guide will be needed. All of these expenses take into account the elimination of services at the old City Hall location, which is expected to be sold or leased, and eliminating the lease expense for personnel housed at The Walk. The City and the CRA (Community Redevelopment Agency) are seeking proposals from experienced developers interested in buying or leasing three City owned sites (Former City Hall Parcel, Municipal Complex Commercial Parcel, and Grand Lawn Parcel) located in the Downtown core. This redevelopment will serve as a catalyst for the continued evolution of the Downtown and include a mix of uses that create a pedestrian-friendly environment.
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Fiscal Year 2018 Business Plan
Economic Development Marketing - Website Redesign (2016-2018) Lead Department: Economic Development Office (EDO)
Operating Expenses: $40,000
The Economic Development Office’s website was launched in 2016 with help from a website developer. Although the existing website has a site selector feature, it appears generic to users. Staff has limited control over the design and any special feature incurs extra costs. In 2017, EDO’s professional consultant Angelou Economics suggested a redesign of the website with a custom theme to incorporate more interactive, engaging content with flawless navigation using the latest technologies. EDO will focus staff time, energy, and money on mission-critical tasks, such as investing in professional GIS software/web application that offers a comprehensive, interactive website with available properties and up-to-date demographic information, transitioning the existing site to a WordPress site, investing in search engine optimization, and producing “success stories” and “testimonial” content.
Real Estate Summit (2015-2018) Lead Department: Economic Development Office (EDO)
Operating Expenses: Existing
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 communities, and developers in order to make the City attractive for mutually beneficial economic development activities.
Coral Springs Regional Chamber Business Academy (2017-2018) Lead Department: Economic Development Office (EDO)
Operating Expenses: Existing
Now in the third year, the Coral Springs Regional Chamber Business Academy continues to grow. Sponsored by the City of Coral Springs and FPL and led by an expert that focuses on a specific topic or discipline, local business owners that want to grow their business have the opportunity to improve communication skills, gaining expert knowledge, network with other businesses and expand resources to help their business succeed. The series of six classes will begin in November and end in April. A nominal fee will be charged to attend.
Corporate Park Improvements (2017-2018) Lead Department: Economic Development Office (EDO)
Operating Expenses: Existing
In Fiscal Year 2017 the City and the newly-formed Property Owners of Coral Springs Corporate Park Association (Association) began working cooperatively to address long-standing issues in the Corporate Park. City staff, the Association, the Coral Springs Regional Chamber, and Sunshine Water Control District will continue to meet on a quarterly basis to discuss the three principal areas of concern: security, drainage, and code compliance. Although some progress has been made for security and drainage improvements, this is a large and complex project that is expected to take some years to complete. In Fiscal Year 2018, the City will encourage all commercial properties in the Corporate Park to ensure compliance with the code. The City will continue building solid, productive relationships and partnerships with existing companies in the Corporate Park to make it a better place to work and do business, together.
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Traffic Management (2010-2018) Lead Department: Development Services
Capital Outlay: $48,000
The Transportation Improvement Plan for Fiscal Year 2018 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 2018, 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 six lanes north of NW 40th Street • Widen Wiles Road east of Riverside Drive to six lanes • Advance multi-modal initiatives along Rock Island Road, Coral Ridge Drive, and Turtle Creek Drive • Ensure federal funds for the Gateway Mobility Hub become available in 2018. City staff will continue to monitor development within the Downtown LAC (Local Activity Center) to determine traffic impacts of new development as well as the ongoing development within the “Wedge” area of Parkland. Also in Fiscal Year 2018, $48,000 will be used to purchase replacement speed cushion parts, speed hump signage, thermoplastic for advanced pavement markings, and chevrons to increase visibility of speed humps. Replacement of speed cushions will be coordinated with roadway resurfacing.
44
Fiscal Year 2018 Business Plan
2017-2019 SHORT RANGE TRANSPORTATION IMPROVEMENT PLAN
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Proposed/Under Construction 2018-2019 1 2 3 4 5 6 7 8 9 10 11 12 13 14
City Roadway Resurfacing Program Sidewalk/Pathway/ADA 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 Eastbound Right Turn Lane School Zone Mast Arm Improvements Street Lighting Project (County) Entryway Improvements Forest Hills Lighting Project Tortoise Way - Left turn into Turtle Run Park Westbound Left Turn Arrow
" ) Completed 2017 A B C D E F G H
Water Main/Force Main Construction (NW 110 Avenue) Mast Arm Installation, extend SB travel lane north of Cardinal Rd. School Zone Mast Arm Installation Northbound/Southbound Left Turn Lanes Traffic Calming Speed Cushion Replacement Sidewalk Improvement City Roadway Resurfacing Right turn lane, Sample Road at NW 94 Avenue (Municipal Complex)
Community Redevelopment Agency (CRA) Area
City of Coral Springs, Florida
45
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.
NEW INITIATIVES Zika Prevention Efforts Lead Department: Public Works
Operating Expenses: $27,000
The City will adhere to a Broward County recommendation to place Zika tablets in the storm drains before the start of the rainy season. When the Zika tablets are placed in storm drains, the larvicide breaks the Zika virus cycle by reducing or eliminating the larvae in their habitats. County staff advised that this treatment may be necessary for a couple of years. Without dedicated annual funding for the tablets, the City runs the risk of larvae growth which may in turn spread the Zika virus by mosquitoes.
Senior Outreach Newsletter Lead Department: Communications and Marketing
Operating Expenses: $17,556
Since 1990 the City’s population in the 50-64 age group has increased by 122%, bringing us closer to being a ‘community for all ages.’ While there are an increasing number of programs serving this age group – most recently the Socrates Café – we need to improve awareness of these programs, along with other social issues that challenge this population. The senior population has unique challenges facing them, with scams that threaten them financially, and emerging technology that often leaves them feeling isolated. The City offers many programs to meet their needs, like our Senior Ride Transportation Program and Seniors vs. Crime groups, but the awareness of these programs needs to be raised. This population gets their news through print media rather than social media, or other online services. This initiative will promote the programs and services already available. The City currently produces a quarterly newsletter called ‘Forever Young’, printing several hundred in-house and distributing them to the local assisted living facilities. This funding will provide for a quarterly mailing of the ‘Forever Young’ newsletter to our 62+ population. The printing will be done externally and mailings increased from several hundred to 11,000.
FY 2016 GOAL
FY 2017 GOAL
FY 2018 GOAL
Resident rating of appearance of Parks and Recreation facilities (Resident Survey)
—
95%
TBD
Resident rating of range of activities at Parks and Recreation facilities (Resident Survey)
—
95%
TBD
8,100
8,100
TBD
KEY INTENDED OUTCOMES
Athletic league participation
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Fiscal Year 2018 Business Plan
Mullins Aiello Field Turf Replacement Capital Outlay: $400,000
Lead Department: Parks and Recreation
The artificial turf on Aiello Field at Mullins Park was installed 10 years ago and has reached the end of its life expectancy. The carpet is too thin and stretched out to get additional play and if not replaced, the field will have to be closed down. In addition to replacing the carpet and infill, a new layer of padding will be installed that is soon to be a requirement for all athletic fields for fall impact safety. The new artificial turf will come with a 10 year warranty and the addition of padding will be beneficial to players to help prevent concussions.
Cultural Facilities Grant for Museum Renovations Lead Department: Development Services
Grant Funding: $376,536
The City of Coral Springs received a Cultural Facilities grant in June 2017 from the Florida Division of Cultural Affairs in the amount of $376,536 to renovate the Coral Springs Center for the Arts—a performing arts theater and visual art museum. The City will provide a 2-to-1 match in the amount of $754,560. Funding will be used to renovate classrooms, renovate the museum gallery, security upgrades, sound system upgrades, painting, lighting of public art, replacement of flooring, roof and air conditioning repair.
Mullins MacElderry Field Lighting Lead Department: Parks and Recreation
Capital Outlay: $125,000
As part of Phase II of a three phase approach to upgrading field lighting, the MacElderry baseball field at Mullins Park will get new LED field lights. The existing lights do not meet current lighting standards for baseball fields and have exceeded their useful life expectancy of 20 years. There is an imminent threat of having to shut down this field for nighttime usage until the situation is resolved.
Athletic Field Maintenance Lead Department: Parks and Recreation
Capital Outlay: $145,000
In Fiscal Year 2018 two soccer/football fields at Mullins Park will be renovated. In addition, two pieces of turf equipment will be purchased to help reduce the field compaction, which according to our turf consultant will help the growth of the grass. City athletic fields are used seven days a week, every day of the year. Thousands of children and adults utilize these fields. The constant use wears out the grass in the goal mouths and in the center of the field. Each year we patch those areas and install new sod. Over time this causes the fields to become uneven, produces low spots and causes the fields to hold water. To remedy this, the entire field needs to be graded every 10 years. Sodding the entire field improves the drainage and makes the play on the field better. The City had a 10-year renovation program, however it was put on hold during the recession hit and many fields have not been fully renovated in over 14 years.
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ONGOING INITIATIVES City-wide Day of Service (2016-2018) Lead Department: Human Resources
Operating Expenses: $5,500
The City wants to build employee and volunteer involvement in the community by providing avenues for service. City-wide Day of Service was initiated in 2016 and continued in 2017 without any assigned funding. In order to support the momentum that has started during the last few years and grow the number of service projects that employees can participate in to support our community, dedicated funding is needed for program costs. Projects that were completed in the second year of this initiative include: • Six street cleanups • 200+ no-sew pillows made for South Florida Honor Flight (WWII vets traveling to Washington to see their memorial) • 96 Emergency Kits made and delivered to our vulnerable population in the City • Mulching, cleaning and landscaping at Sawgrass Nature Center and Community Garden • Shoe lace project for our most in-need schools providing a new pair of shoe laces to spruce up an old pair of shoes • Painting of the Senior Center at Sartory Hall Through community outreach efforts, 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 will be used for event promotion materials, supplies, refreshments, t-shirts for volunteers, and any additional needs.
Additional Senior Programming (2017-2018) Lead Department: Parks and Recreation
Grant Funding (CDBG): $51,407
Operating Expenses: $10,000
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 programing. Currently we offer a variety of health, fitness, and education classes free of charge to Coral Springs seniors. We are one of the few cities that offer 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 waiting list to attend. With the senior population growing, residents are asking for new activities. Additional funds will enable new classes to be added to our Senior Programming.
Forest Hills Boulevard Pedestrian Lighting (2016-2018) Lead Department: Public Works
Capital Outlay: $120,000
To enhance the quality of pedestrian lighting along Forest Hills Boulevard, 67 pedestrian light poles will be installed so that there is a light pole every 150 feet. The existing sidewalk around the boulevard circle is a popular place for pedestrian activity. This project’s goal is to provide a well-lighted pedestrian walkway encompassing the Forest Hills Boulevard circle so that residents may use it at night with a better sense of safety. The new lighting is necessary for enhanced pedestrian walkability, and complements the minimal street lighting located in the median and will improve the ability of the police department to monitor activity at night. Design was completed in Fiscal Year 2015 with use of CDBG funds. In Fiscal Year 2017 Phase 1 will begin with the installation of 34 light poles near Forest Hills Elementary and work south around the circle. The second phase of the project will be completed in Fiscal Year 2018 with the installation of the remaining 33 poles.
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Fiscal Year 2018 Business Plan
Drowning Prevention/Water Safety (2007-2018) Lead Departments: Fire/EMS, Communications and Marketing
Operating Expenses: Existing Funds
Drowning is a leading cause of death among all children, and in Florida it is the number one cause of death in children under age four, with Broward County leading in this tragic statistic. Due to our close proximity to all forms of water and our high population of children the City has made it a priority to heighten community awareness and focus on prevention efforts. One of the most significant prevention strategies we employ is our partnerships with local agencies and schools to bring swimming lessons to children and families in the community, offering free swimming lesson vouchers for children under four years of age, and recently began partnering to offer adult swim lesson vouchers. In 2016, more than 1,000 vouchers were distributed to Coral Springs families, and in the first six months of 2017 we have distributed 953. Additionally, cooperating with the School Board and local charter and private elementary schools, over 1,264 children received a week of free lessons during the 2016 school year, and we are scheduled to deliver 1,146 lessons in 2017. The Coral Springs Fire Department, together with our 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. During the fall of 2016 and in April of 2017, the City co-sponsored two major drowning prevention events. Both the October 2016 event at Cypress Pool and our April Pools Day event held at Mullins Pool were well-received, impacting more than 400 families. As part our overall Life Safety education initiative, CPR training mannequins are brought to most community events to educate the public on CPR training techniques, supporting our Pulse Point initiative in improving both the response to drowning as well as cardiac emergencies. Many other programs, such as Sleep Safe and Car Seat Safety installations, are utilized to further drowning prevention efforts.
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AN ATTRACTIVE COMMUNITY TAKE PROACTIVE MEASURES TO PRESERVE AND ENHANCE THE COMMUNITY’S APPEARANCE AND MAINTAIN ITS VITAL INFRASTRUCTURE. LEAD BY EXAMPLE IN THE STEWARDSHIP AND CONSERVATION OF NATURAL RESOURCES.
NEW INITIATIVES Building Permit Fee Study Lead Department: Development Services
Operating Expenses: $15,000 offset by Building Permit Training Fund
The Building division of Development Services will work with a consultant to conduct a detailed analysis of and subsequent recommendations for its current user fees. The current fee schedule is outdated and overly complicated; the last fee study was conducted in 2004. Our minimum permit fee is much lower than neighboring cities and needs to be evaluated to ensure the City is obtaining adequate cost recovery. There will also be opportunities to automate more fees and reduce the need for staff to make manual adjustments. Funds collected within the Building Permit Training Fund will be used to offset the costs of the study.
Flag Replacement Project Lead Department: Communications and Marketing
Operating Expenses: $2,000
The City selected its new City Flag in June 2017 and will fly this flag at the new Municipal Complex as well as other City facilities. A total of 80 submissions were received in a recent design contest and the public had an opportunity to vote online. A committee narrowed the selection down to six finalists, and the public was given a second opportunity to vote. City employee Dale Williams’ flag, which he calls “Where the Sawgrass Meets the Sky,” received the most votes from both the public and the selection committee. The City Commission concurred with the choice. Funds will be used to purchase and replace existing flags flying throughout the City.
Code Compliance Operational Review and Training Lead Department: Development Services
Operating Expenses: $25,000
The Code Compliance division of Development Services underwent a yearlong operational review in 2012. The review resulted in 67 findings and recommendations, of which a majority have been accomplished. One area that remains deficient is maintaining an image with the community that Code’s operations are consistent and predictable. The City continues to receive feedback related to Code Compliance’s consistency, which indicates the current level and content of existing training and communication is not adequate. The division will work with a consultant to assess the current situation, provide recommendations for appropriate training and more focused efforts to communicate the activities of the division.
KEY INTENDED OUTCOMES
FY 2016 GOAL
FY 2017 GOAL
FY 2018 GOAL
Ratings of litter collection on City streets (Resident and Business Surveys)
(Biz) 87%
(Res) 87%
TBD
—
90%
TBD
Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys)
(Biz) 85%
(Res) 85%
TBD
Fuel consumed by City operations (diesel and unleaded)
400,000
400,000
TBD
120
120
TBD
Ratings of condition/appearance of medians (Resident Survey)
Pounds of recycled materials per capita
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Fiscal Year 2018 Business Plan
Optimize Code Compliance Administrative Support Lead Department: Development Services
Operating Expenses: $4,000 net
The administrative workload of the Code Compliance division of Development Services has been at a high level for the past three years and does not show signs of declining. Applications for reductions of fines have continued to increase (from 166 in Fiscal Year 2014 to 497 in Fiscal Year 2016). Lien search volume continues to be high, with 3,400 in Fiscal Year 2014 to 4,400 in Fiscal Year 2016. Both activities are on target to meet or exceed last year’s levels for Fiscal Year 2017. In addition, a legal interpretation in Fiscal Year 2017 required Code Compliance to at least double the number of notices sent by certified mail, a much more labor-intensive mailing process. Administrative staff have been processing code violation notices for the past year as well. This task was previously performed by Code Officers, but responsibility was transferred to administrative staff to allow officers to spend more time in the field, communicating with property owners and property managers. A newly-created waiver for administrative costs will add a new task to existing staff. Current estimates are for about 150 waiver requests annually. Temporary agency staff have been filling the gap, with up to four on staff at a time, some of which have worked for the City for extended time periods. However, since the increase in work load is clearly not temporary, this solution is no longer viable. This position will allow the division to reduce the level of temporary agency staff.
Median/Right of Way Maintenance Plan Lead Departments: Public Works, Parks and- Recreation Operating Expenses: $745,000
Median maintenance will be moved from the Parks and Recreation Department to Public Works in order to place all maintenance in the public right of way under one department, with the exception of the Tree Trimming and Irrigation crews, which will remain in Parks and Recreation. Due to the workload in community and neighborhood parks associated with tree trimming and irrigation, these crews were deemed to be better suited to remain in the Parks and Recreation department. To address the organizational need for consolidating median maintenance into the Public Works right of way maintenance operation, eight part-time positions and one full-time position in Parks and Recreation will be transferred and funded within Public Works. The Public Works Streets division will assume responsibility of the pressure cleaning crew. Public Works expects to use six of the part-time positions for pressure cleaning. The Public Works Facilities Management division will assign two part time positions to the Municipal Complex. Due to the difficulty in retaining part time employees, the Pressure Cleaning crew will serve as back-up for Litter crew vacancies. Lapses in the pressure cleaning operation due to part time vacancies will be covered via contract. City crews have been able to pressure clean the entire City about once every 15 months. Because we have been doing this cleaning on a regular basis, we will explore extending the duration of the full-city sweep, or evaluate pressure cleaning the existing curbs on a less frequent basis, initially every other year. One side effect of frequent pressure cleaning is more weed growth along the median and outside travel lane curb lines. The City will be adding curb line herbicide to the Horticultural Services contract and purchase a tow-behind crash attenuator for employee and vehicle protection when in-house staff apply weed killer to the curb line. Increased emphasis on the design and upkeep of medians requires the City to increase the level of service of the existing horticultural services contract, which provides the plantings, mulching and mowing of the medians. An RFP (request for proposals) will seek a new contract for enhanced service levels, including pre-hurricane season tree trimming to mitigate potential storm damage, beginning January 1, 2018. To manage and oversee this highly visible and important service, the City will add a Horticultural Services Specialist to participate in the RFP review and selection committee process. This employee will be dedicated to this contract, and possess the technical knowledge to address deteriorating conditions before they happen, as well as manage the Landscape Master Plan, recommending replacement projects as part of the Capital Improvement Program. The emphasis will be on quality control. In addition, the above mentioned one full time position transferred from Parks to Public Works will be re-assigned to the drainage/ sidewalk crew to meet increased demand for repair and maintenance of these critical assets in the public right of way. A newly added Neighborhood Services Worker is proposed to fill a vacant zone resulting from an employee transferred from Streets to Utilities several years ago. This position will return staffing to full coverage of all six zones and empower “employee ownership” of assigned right of way and related areas in the City.
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Replace Irrigation Control System, Add Irrigation Wells Lead Department: Parks and Recreation
Capital Outlay: $326,000
The centrally controlled irrigation system automatically checks conditions to identify areas of unusual water flow, measuring rain water and automatically shutting down the system, and identifying if a valve does not turn on. From a central location, the system can be programmed for each area, setting when to turn on, how long to run, and when to shut down. It even measures how much water is used by zone. The City’s current system is no longer serviced by the manufacturer; parts to repair the system are no longer available, and the computer program can no longer be updated. The purchase of a new system will enable the City’s irrigation to be maintained remotely, preserving landscaping throughout the City while saving staff time and operating expenses. During the dry season, many of our canals, which are the irrigation source for many medians, dry up to the point that we cannot pump water out of them. Three locations are most vulnerable: the University Drive pump station which irrigates University Drive from Wiles Road to south of NW 40th Street; the Sample Road pump station which irrigates medians from Riverside Drive to Rock Island Road; and Sportsplex Drive. Wells will be installed at these locations to maintain consistent median irrigation.
New Entrance for Sherwood Forest Park Lead Department: Parks and Recreation
Operating Expenses: $160,000
The roadway into Sherwood Forest Park is sinking and the road needs to be rebuilt. Since the roadway will be under construction, it is the perfect time to enhance the entire entryway including landscaping, irrigation and signage to identify the park and make it more visible to the public. This project will improve the beauty of the park and make it safer for vehicular and pedestrian traffic coming into the park.
Intersection Approaches Upgraded to ADA Compliance Lead Department: Public Works
Capital Outlay: $100,000
The City will upgrade asphalt handicap ramps at intersections to concrete in order to meet current ADA (Americans with Disabilities Act) codes on City roads. The intent is to upgrade approximately 25 intersections per year. The City received a complaint through the Federal Highway Administration from a customer regarding intersection approaches being non-ADA compliant. The notice required a plan to convert asphalt ramps to concrete, meeting proper pitch and slope.
Canal Bank Clearing Lead Department: Public Works
Capital Outlay: $100,000
The canal banks in the Corporate Park abutting City-owned property are in need of clearing, including tree trimming and basic weed clean-up down to the water’s edge in order to comply with the City’s code. Clean-up will not only improve drainage, it will improve the aesthetics of the Corporate Park making it more appealing for future businesses.
Mini Asphalt Paver Lead Department: Public Works
Capital Outlay: $46,500
With the City’s aging critical infrastructure, the addition of the Mini Track Paver Box will enable in-house services such as laying new asphalt in parking lots and performing repairs on large stretches of asphalt paths. The Mini Track Paver Box covers a large area compared to laying the asphalt manually. The Streets division construction crew will benefit in day to day operations with the use of this piece of machinery. It will save money by allowing additional work to be performed in-house instead of by an outside contractor. It will also help remediate issues faster, providing better customer service.
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Fiscal Year 2018 Business Plan
Downtown Decorative Street Lights Capital Outlay: $170,000
Lead Departments: Public Works, CRA
Broward County provides and maintains the street lighting in most areas of Downtown, including the Community Redevelopment Agency (CRA). The County is currently in the design phase of replacing the street lights with LED lights. The City has the opportunity to upgrade from the standard concrete pole with cobra (highway style) light fixture to a more decorative light fixture by paying the incremental difference. The aesthetic difference will clearly delineate the Downtown area. The LED lighting will be brighter, more reliable, and potentially decrease energy consumption, providing electricity expense savings. For Fiscal Year 2018, the City and Broward County will jointly fund the replacement of County-owned standard street lights with decorative LED poles and fixtures for the Downtown area on Sample Road, west of University Drive to NW 99th Avenue. The City’s expected contribution is $170,000. In Fiscal Year 2019 the CRA will fund the replacement of the poles and fixtures on Sample Road east of University Drive to NW 90th Avenue. The CRA will work in partnership with the City on this project, which is consistent with the CRA Master Plan.
ONGOING INITIATIVES Maintain and Protect City Trees (2017-2018) Lead Department: Parks and Recreation
Operating Expenses: $26,700 net
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, two additional full-time employees and two 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. Since the implementation of the tree crew in 2012 we have employed more than 10 different part-time employees. For most of the year, the positions remain vacant. 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 the two 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 (2017-2018) Lead Department: Public Works
Operating Expenses: $99,000 Solid Waste Fund
Operating Savings: $31,000 General Fund
Litter continues to be an environmental concern for City residents. In February 2008 the Streets division 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. This crew can de-litter about 159 miles of public land in five working days. Since October 2016 the litter crew has not been at full staff. The performance measures serve as an early warning signal, and the Streets division has not been meeting the goal of clearing 159 miles of public land in five working days. Instead it is taking between 8 - 18 working days. It is clear that relying on part-time workers is no longer a viable strategy. The City will add two fulltime positions, paid from the Solid Waste Fund, to provide stability to this crew. This will reduce the expenditures for part-time employees in the General Fund.
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Turtle Run Park Left Turn Lane (2017-2018) Lead Department: Public Works
Capital Outlay: $55,000
A left turn lane will be constructed 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 was funded in Fiscal Year 2017 with construction funded in Fiscal Year 2018.
Electric Vehicles and Charging Stations (2017-2018) Lead Department: Public Works
Capital Outlay: $15,000
To support the City’s drive toward sustainability, two electric automobiles were added to the fleet in Fiscal Year 2017. These vehicles showcase efforts to reduce emissions and dependence on fossil fuels. In addition, these vehicles help meet the Key Intended Outcome of reduced fuel consumption. For wider community application, the City will be installing an electric vehicle charging station at various central city-owned locations. During Fiscal Year 2017, a pilot project consisting of the installation of two stations was completed at the Gymnasium. In Fiscal Year 2018, additional stations will be installed at the Municipal Complex garage. Future installations are contemplated for the NW Regional Library parking lot, the Aquatics Complex, and additional parks such as North Community Park and the Tennis Center.
CDBG Action Plan (2011-2018) Lead Department: Development Services
FY 2018 CDBG Allocation: $676,049
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 2018 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 2017/2018 Action Plan: • NW 28th Street Sidewalk: $100,000 • NW 114th Lane Sidewalk Project: $249,760 • Home Repair: $89,673 • Youth Scholarship Program: $50,000 • Senior Recreational and Functional Training: $36,386 • Senior Recreation and Therapeutic Program: $15,021 • Neighborhood Partnership Program: $15,000 • Planning and Administration: $135,209
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Fiscal Year 2018 Business Plan
NW 110th Avenue Bicycle and Pedestrian Project (2017-2018) Lead Departments: Development Services, Public Works
Capital Outlay: $685,000; $1.2 million TAP Grant (est.)
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. The project consists of construction of a bike lane, curbing, a six-foot sidewalk, landscaping and resurfacing of the roadway along 110th Avenue between Sample Road and Wiles Road. Restoration of existing driveways and irrigation systems will also be completed along this corridor. CDBG funding has been used for a feasibility study and design. City staff applied for and was awarded over $1.2 million from Federal Transportation Alternatives grant. Capital funds for road resurfacing and walkway renovation will be drawn to help implement this project. Infrastructure improvements along NW 110th Avenue have 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 Coral Springs Elementary School located on the south end of NW 110th Avenue near Sample Road. Construction of all improvements along 110th Avenue are scheduled to be completed by June 2018.
Inflow and Infiltration Rehabilitation (2012-2018) Lead Department: Public Works
Capital Outlay: $1,000,000 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). Water that enters the sewer system 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. The highest infiltration flows are observed following significant storm events or following prolonged periods of precipitation. 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.
Roadway Resurfacing (2001-2018) Lead Department: Public Works
Capital Outlay: $750,000
The life expectancy of an asphalt road is about 20 to 25 years depending on vehicle volume. Effective pavement management calls for streets to be resurfaced approximately every 25 years. Beyond 25 years, the aggregate in the road base rises to the surface leading to the recurring formation of potholes. The goal is to resurface the road before there is deterioration of the road base; if not, the existing road has to be demolished and a new road reconstructed in its place. If roads are not resurfaced based on the planned timeline, the City could incur greater expenses in the future. The areas targeted in Fiscal Year 2018 include Pine Ridge North and Westview Drive, and University to Riverside Drive. For roads within the City’s Utility service area, the Resurfacing plan is linked to the Utilities division cast iron water main replacement program. The water mains will be replaced in advance of the roadway resurfacing project.
Wiles Road and 441 Entry Improvements (2017-2018) Lead Department: Public Works
Capital Outlay: $280,000 Allocated in FY2017
Broward County will widen Wiles Road from State Road 7 to Rock Island Road due to traffic volumes exceeding capacity. The project consists of converting from a four- to six-lane road, adding a four foot bike lane and sidewalks on the north side, improved street lighting, and enhanced landscaping. The City entered into a memorandum of understanding with the County regarding opportunities to construct additional improvements to this primary entry way into the City from the north. The City will fund improvements including an entryway sign with landscaping as well as pedestrian lighting on the north sidewalk from State Road 7 to Creekside Drive.
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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.
NEW INITIATIVES City Engineer Lead Department: Public Works
Operating Expenses: $62,000 Water & Sewer Fund Operating Savings: $173,000 General Fund
Currently the City outsources engineering services to an engineering consultant company to perform as the “City Engineer�. The contract with the consultant providing these city engineering services will expire this year. The City would like to improve the quality of engineering services by providing better management of the day-to-day engineering activities with full-time, in-house personnel. This will eliminate communication gaps and increase accountability and accessibility to the Engineering division. These improvements will benefit internal customers, residents, and businesses. In addition, by implementing this initiative, the City will be saving money within the General Fund due to the reduction in costs from the external consulting service. This initiative will require the reclassification of nine existing positions under the Utilities division; no new staff will be added.
Contract Administrator in Purchasing Lead Department: Finance
Operating Expenses: $98,000
Recent reports issued by the Broward County Office of the Inspector General have provided clear evidence that the lack of resources applied by many municipalities to the contract administration process has resulted in improper expenditure of funds and less than optimal value received from contractual services. Adding a Contract Administrator position would provide a central resource for City employees who perform contract administration duties. The Contract Administrator would create standard templates, processes and methods to be used in the daily administration of the contracts. Most importantly, this position would provide training for any employees new to a position of responsibility which includes contract administration. This position would also provide continuing contract administration education for City employees that currently perform these services. This position should result in smoother daily operations, more accurate bill payment, better business relationships with service providers and a reduced possibility of negative reports from internal and external auditors. A defined report of cost savings and other findings would be prepared by the Contract Administrator and provided to the Purchasing Administrator and Finance Director annually.
FY 2016 GOAL
FY 2017 GOAL
FY 2018 GOAL
(Biz) 81%
(Res) 95%
TBD
Employee satisfaction rating (Employee Survey)
92%
92%
TBD
Maintain AAA bond ratings
AAA
AAA
TBD
Ratings of value for tax dollars and fees (Resident and Business Surveys)
(Biz) 65%
(Res) 75%
TBD
Ratings of customer service (Resident and Business Surveys)
(Biz) 95%
(Res) 95%
TBD
KEY INTENDED OUTCOMES Satisfaction ratings with City communications (Resident and Business Surveys)
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Fiscal Year 2018 Business Plan
City Hall in the Mall Service Improvements Lead Department: Human Resources
Operating Expenses: $82,500 net
For more than twenty years the City Hall in the Mall has proudly served our residents, businesses and visitors through a storefront located at the Coral Square Mall, a Simon Property. To sustain the ongoing demand for passport services, two full-time positions will be created to establish a more cohesive staffing model which historically was supported by a majority of part-time staff. The Passport Service Representatives have a significant level of responsibility and must adhere to strict passport intake procedures mandated by the State Department. All passport activity is subject to auditing procedures and our office must pass an annual onsite inspection. Converting part-time positions to full-time will support a more efficient high quality service delivery model and sustain ongoing operations. Additionally, the addition of full-time staff to the City Hall in the Mall team will enable long term succession planning goals to be achieved. Beginning in Fiscal Year 2018, a long-term (five year) lease agreement with Simon Malls will be put in place to ensure continuity in service for residents, businesses and visitors. The cost will be $14,000 per year with annual escalators.
Municipal Bond Post-Issuance Compliance Monitoring Lead Department: Finance
Operating Expenses: $3,000
The City will retain the services of Digital Assurance Certification (DAC) for required post issuance compliance tasks associated with outstanding municipal bonds. DAC is a dissemination agent who has perfected the art of monitoring compliance activities associated with municipal bonds. This firm, a former affiliate of Ernst & Young, provides thousands of issuers (including City of Fort Lauderdale, Miramar, Pembroke Pines, West Palm Beach and Delray Beach) the peace of mind that comes from its “No Action Letter” from the SEC. This letter means that, as long as an issuer is utilizing DAC’s services, the issuer will be considered in full compliance with all requirements. DAC is the single least expensive insurance policy we can buy to ensure full compliance with IRS and SEC requirements for taxexempt issuers. DAC provides a full suite of compliance monitoring and record keeping services including not only continuing disclosure and material event monitoring and filings when necessary, but private use monitoring and retention of all filing receipts for all parties (including bank loans). DAC will also provide the IRS with direct access to the City’s information retained in its system should the City ever be audited. Documents for any given issuance must be available throughout the life of the loan and then several years following payment in full. For some City borrowings, that is well over 20 years. Underwriters are increasingly shying away from issuers with disclosure transgressions because of the large monetary penalties that these firms have been paying in recent years for not discovering and correcting these shortcomings in all of their issuers. For issuers in this situation, fewer underwriters means less competition for borrowing which will increase the interest rates being paid by these issuers when they do borrow.
FEMA Appeals Consultant Lead Department: Finance
Operating Expenses: $10,000
For the past three fiscal years, the City has utilized the services of two firms to assist with ongoing FEMA appeals processes related to Hurricane Wilma: O’Briens Response Management and the Washington, DC office of the Baker Donelson law firm. This assistance needs to continue until we receive a final decision on the one outstanding appeal. The City’s use of these firms over the past three years has resulted in successful appeals of over $2,000,000. The remaining appeal is the result of an error on the part of FEMA and the State but the best course of action was to file an appeal.
City of Coral Springs, Florida
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Interactive OnLine Mapping Lead Department: Development Services
Operating Expenses: Existing Funds
Many cities are providing interactive online maps on their websites. The Community Development division will work with Information Technology and Communications and Marketing to provide interactive maps on the City’s website. These maps will provide the ability to highlight some of the City’s most significant features to residents and visitors, including parks, public art, and upcoming development. These maps can be used by multiple departments and are an interesting, fun way to disseminate information. An interactive webmap can be used to tell stories and answer questions by combining maps with narrative text, images, and multimedia content. An example would be a monthly map of current commercial development that would allow users to easily obtain projectrelated information by clicking on the map. A Public Art Tour map would combine a map showing the locations of art pieces with the images and descriptions of each piece. The same could be done with City parks, including images, amenities, contact information, etc. Even demographics, such as census tracts in the City, could be mapped this way. Interactive maps are a way for the City to advance technologically. They are easy to use and can be quickly updated. They will improve the City’s image and assist in the competition for economic development opportunities.
Onboarding Enhancements Lead Department: Human Resources
Operating Expenses: $25,000
To support the City’s ongoing goal to hire the best qualified candidates, the Human Resources Department will add various services that assist the organization in hiring candidates with the best skills and cultural fit. These additional services include using LinkedIn, which will allow us to expand our applicant pool and focus on those best matched to our qualifications. A skills testing service, such as ESkill, will help verify each candidate possesses the skills necessary to perform the job. Utilizing a Predictive Index is a highly recommended behavioral assessment and learning indicator which will further assist in identifying the best candidates for select positions and will be a great tool for development opportunities such as team building and succession planning. The addition of these services will ensure the City consistently hires the best qualified candidates.
Recruitment Bonuses Lead Department: Human Resources
Operating Expenses: $10,500
Some positions can be difficult to fill, either due to a shortage of qualified applicants or competition from other employers offering higher starting salaries. The City will provide a recruitment bonus for “hard-to-fill” positions to help hire the best qualified candidates. Approximately eight exempt positions would be awarded $500 at time of hire plus $500 additional at six months. About five non-exempt positions would be awarded $250 at time of hire plus $250 additional at six months.
Information Technology Contract Staff Augmentation Lead Department: Information Technology
Operating Expenses: $97,000
The Information Technology Department has vacancies in three critical positions. Establishing a partnership with a staffing agency will provide the department the ability to contract the skills necessary to implement new technology, as well as support existing technology. Staffing agencies provide flexibility with skills, as well as a database of talent in which the City can pull from based on needs. Staffing agencies have vetted their workforce, and the benefits come from individuals who possess the skills necessary to take on responsibilities immediately. This staffing strategy may also allow the department to leverage direct-hire opportunities when available; contractors can be hired as full time employees after six months.
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Fiscal Year 2018 Business Plan
Promoting Public Safety Wellness Lead Department: Police
Capital Outlay: $50,000
The gym located at the Public Safety Building is used by Police and Fire employees for health, wellness, and physical activity. The current space is overcrowded with outdated equipment, most of which is over a decade old. The user departments will benefit from a gym overhaul, beginning with a layout evaluation, maximizing space for more functional equipment as well as the purchase of newer training equipment.
Superion Training Package Lead Department: Information Technology
Operating Expenses: $13,500
The City will purchase the Superion (SunGard) Enterprise Wide Training Package in an effort to deliver timely training and learning opportunities to users throughout the City which will allow users to take full advantage of the information technology available to them. This package includes training for all software applications used by the City to run its main processes which includes Financials, HR Work Orders, Fleet Management, Payroll and Purchasing, Building Permits on Naviline, Code Compliance, Land, and Business Licensing in OneSolution and Community Development Services in TRAKiT. If purchased this would further technically develop our application users aiding the organization in enhanced service delivery. It will serve as a huge benefit to new staff joining the City or to those changing departments as a mechanism at their disposal to get them up to speed quickly on the application used by the new assignment.
Construction Management Support Lead Department: Public Works
Operating Expenses: $35,000
As the City’s current major construction projects come to a close (Municipal Complex, Fire Stations 43 and 95), the future major multi-year construction projects are expected to be related to Public Works. Therefore, the Construction Manager will be moved from the City Manager’s Office to Public Works. With this change, Public Works administrative staff will be expected to handle a larger volume of work, such as many more purchase orders, bill payments, tracking and organizing financial aspects of construction projects, plus an increase in vendor meetings and presentations. An incremental increase in staffing (converting one part-time position to full-time) is needed to cover the increased workload, such as covering phones, managing schedules, and processing payments, time sheets and reimbursements.
City of Coral Springs, Florida
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ONGOING INITIATIVES Stormwater Assessment Implementation (2014-2018) Lead Department: Public Works
Operating Expenses: Existing
Capital Outlay: $200,000
At least 17 municipalities in Broward County currently have a stormwater utility fee or assessment. A study was conducted to quantify the financial impact of stormwater runoff from each parcel within the City to determine the needs of the City’s stormwater management system. Parcels with a high percentage of impervious ground coverage generate more stormwater runoff which must be handled by the City’s system. A numerical correlation of the impact of each parcel has been calculated. Results of this study were presented and discussed at the Fiscal Year 2016-2017 Strategic Planning Workshop. At the Fiscal Year 2018 Business Plan Preview, the City Commission directed staff to proceed with next steps involving additional analysis to justify the assessment calculations, and required legal documentation and procedures to move toward implementation of the stormwater assessment on the tax bill. Funds raised by this assessment would be used to manage and maintain the City’s existing stormwater management system and to construct improvements to address flooding issues.
IT Security and Training (2015-2018) Lead Department: Information Technology Operating Expenses: $30,000 With the recent infusion of Spear phishing attacks, Ransomware attacks, and data breaches across the world, IT security is becoming more important than ever before. To protect the City, technical security training is necessary to help IT personnel stay ahead of these rapidly evolving threats. SANS training is the most trusted source for Information Security training, and offers the highest level courses including digital forensics, cyber threat intelligence, malware analysis and incident response. In addition, as we transform our IT environment from IBM (Naviline) to SunGard’s OSPS and TRAKiT, there is a need to introduce new skills and upgrade existing skills in IT. The required areas of focus include SQL development, Superion (SunGard) application conferences and training, and ESRI GIS training and conferences, affording us the opportunity to offer our customers the support they need.
Enterprise Software (2013-2018) Lead Department: Information Technology Operating Expenses: $66,000 Finance Department
Capital Outlay: $265,000 Allocated in FY2016
The City requires a new financial system as the current system was installed over 20 years ago. BerryDunn, a consulting firm, has been retained 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. BerryDunn is assisting the City in preparing a needs analysis as well as the RFP, and will continue support the City through vendor selection. The implementation of the new ERP platform will be a phased process involving Finance, Budget, Human Resources, Information Technology, and representatives from key using departments across the City. Considerable time and effort is needed to ensure the preservation of existing data and the uninterrupted functionality of these key internal services. The Finance department is preparing for this project by adding two part time positions, reclassifying one existing full time position and upgrading another from part time to family hours to create capacity for additional work without hiring new staff members that require full time compensation as well as a long learning curve. The selected vendor may require an up-front lump sum payment or it may require an annual fee that covers licensing and maintenance. In the event an up-front payment is required, the City will likely issue debt to cover that expense but no debt service payments will be required during FY 2018.
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Fiscal Year 2018 Business Plan
City of Coral Springs, Florida
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SUMMARY OF FISCAL YEAR 2018 INITIATIVES A Family-Friendly Community Enhance Strategic Enforcement Team
Police
Administrative Lieutenant
Police
Increase Firefighter/Paramedic Staffing
Fire
Emergency Call-Taker and Dispatch Improvements
Police
Summer Breakspot Program
Police
SWAT Suppressors
Police
Mobile Command Center
Police
Virtual Slice of the Springs Meeting (ongoing)
Development Services/Comm&Mktg
Event Management Process (ongoing)
Communications and Marketing
Community Paramedic Program (ongoing)
Fire/EMS
School Resource Officers (ongoing)
Police
Education Grants (ongoing)
City Manager’s Office
Multi-cultural Events (ongoing)
Human Resources
Youth Programs (ongoing)
Human Resources
A Thriving Business Community Crowdfunding Event
Communications & Marketing
K - 12 Education Summit
Comm&Mktg/EconDevelopment Office
Corporate Park License Plate Readers
Police
Business Recruitment Campaign
Economic Development Office
Building Our Future Campaign
Economic Development Office
Target Key Economic Development and Trade Groups
Economic Development Office
Pedestrian Crossing at NW 28th Street Feasibility Study
Development Services
Municipal Complex (ongoing)
City Manager’s Office
Economic Development Marketing-Website Redesign (ongoing)
Economic Development Office
Real Estate Summit (ongoing)
Economic Development Office
Coral Springs Regional Chamber Business Academy (ongoing)
Economic Development Office
Corporate Park Improvements (ongoing)
Economic Development Office
Traffic Management (ongoing)
Development Services
An Active, Healthy Community Zika Prevention Efforts
Public Works
Senior Outreach Newsletter
Communications & Marketing
Mullins Aiello Field Turf Replacement
Parks and Recreation
Cultural Facilities Grant for Museum Renovations
Development Services
Mullins MacElderry Field Lighting
Parks and Recreation
Athletic Field Maintenance
Parks and Recreation
City-wide Day of Service (ongoing)
Human Resources
Additional Senior Programming (ongoing)
Parks and Recreation
Forest Hills Boulevard Pedestrian Lighting (ongoing)
Public Works
Drowning Prevention/Water Safety (ongoing)
Fire/EMS, Communications & Marketing
62
Fiscal Year 2018 Business Plan
SUMMARY OF FISCAL YEAR 2018 INITIATIVES An Attractive Community Building Permit Fee Study
Development Services
Flag Replacement Project
Communications & Marketing
Code Compliance Operational Review and Training
Development Services
Optimize Code Compliance Administrative Support
Development Services
Median/Right of Way Maintenance Plan
Public Works
Replace Irrigation Control System, Add Irrigation Wells
Parks & Recreation
New Entrance for Sherwood Forest Park
Parks & Recreation
Intersection Approaches Upgraded to ADA Compliance
Public Works
Canal Bank Clearing
Public Works
Mini Asphalt Paver
Public Works
Downtown Decorative Street Lights
Public Works
Maintain and Protect City Trees (ongoing)
Parks and Recreation
Increase and Enhance Litter Control (ongoing)
Public Works
Turtle Run Park Left Turn Lane (ongoing)
Public Works
Electric Vehicles and Charging Stations (ongoing)
Public Works
CDBG Action Plan (ongoing)
Development Services
NW 110th Avenue Bicycle and Pedestrian Project (ongoing)
Development Services, Public Works
Inow and InďŹ ltration Rehabilitation (ongoing)
Public Works
Roadway Resurfacing (ongoing)
Public Works
Wiles Road and 441 Entry Improvements (ongoing)
Public Works
An Innovative, High-Performing Organization City Engineer
Public Works
Contract Administrator in Purchasing
Finance
City Hall in the Mall Service Improvements
Human Resources
Municipal Bond Post-Issuance Compliance Monitoring
Finance
FEMA Appeals Consultant
Finance
Interactive OnLine Mapping
Development Services
OnBoarding Enhancements
Human Resources
Recruitment Bonuses
Human Resources
Information Technology Contract Staff Augmentation
Information Technology
Promoting Public Safety Wellness
Police
Superion Training Package
Information Technology
Construction Management Support
Public Works
Stormwater Assessment Implementation (ongoing)
Public Works
IT Security and Training (ongoing)
Information Technology
Enterprise Software (ongoing)
Information Technology, Finance
City of Coral Springs, Florida
63
Strategic Planning Cycle Fiscal Year 2016-2017 Key Intended Outcomes FY 2015 Actual
FY 2016 Actual
FY 2016 Goal
FY 2017 FYTD as of Q3
FY 2017 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) 5 Coral Springs Charter School graduation rate 6 Injury accidents at or near 14 major intersections in the City
2,171.2
2,500
2,180.5 3
2,500
2,075 3
(Res) 94%
—
— 3
92%
93% 3
(Res) 98%
—
— 3
94%
97% 3
(Res) 96%
(Biz) 96%
(Biz) 98% 3
(Res) 96%
94% *
99.5%
95%
99.5% 3
95%
99% 3
133
175
97 3
165
—
(Biz) 95%
(Biz) 97% 3
—
81
as of Q3
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 0.19% above the average Comp avg 0.76% of 6 comp cities
CS 0.17% Comp avg 1.26%
2
above the average of 6 comp cities
CS 0.25% Comp avg 2.24%
2
above the average of 6 comp cities
CS 7.9% Comp avg 8.6%
2
above the average of 6 comp cities
CS 6.5% Comp avg 12.4%
2
9 Non-residential tax base growth 10 Coral Springs' June unemployment rate
(Biz) 97% 3
5.0%
4.4% 3
below State
N/A
below State
Met goal in FY2016, next survey in 2018
available in July
An Active, Healthy Community Resident rating of appearance of Parks and Recreation facilities (Resident Survey) Resident rating of range of activities at parks and recreation facilities 12 (Resident Survey) 11
13 Athletic league participation
(Res) 97%
—
— 3
95%
92% *
(Res) 95%
—
— 3
95%
92% *
7,976
*
N/A
8,713
8,100
(Res) 87%
(Biz) 87%
(Biz) 98% 3
87%
88% 3
(Res) 92%
(Res) 90%
(Res) 92% 3
90%
91% 3
(Res) 84%
(Biz) 85%
(Biz) 96% 3
85%
84% *
390,933 125
400,000 120
393,662 3 126 3
400,000 120
(Res) 94%
(Biz) 81%
(Biz) 79% *
(Res) 95%
92% *
93%
92%
93% 3
8,100
available Q4
An Attractive Community 14 15 16 17 18
NEW: Ratings of litter collection on City streets (Resident and Business Surveys) NEW: Rating of condition/appearance of medians (Resident Survey) Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys) Fuel consumed by City operations (diesel and unleaded) Pounds of recycled materials per capita
258,790 94.4
as of Q3 as of Q3; 126 proj FYE
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)
22
Ratings of value for tax dollars and fees (Resident and Business Surveys)
23 Ratings of customer service (Resident and Business Surveys)
92%
94% 3
S&P AAA Fitch AAA Moody's Aa1
AAA
S&P AAA Fitch AAA 3 Moody's Aa1
(Res) 87%
(Biz) 65%
(Biz) 78% 3
(Res) 75%
84% 3
(Res) 95%
(Biz) 95%
(Biz) 94% *
(Res) 95%
93% *
S&P AAA AAA Fitch AAA 3 Moody's Aa1
FY 2017 KIO Summary Met or exceeded goal Within 95% of goal Likely to meet goal Did not meet goal Not available
64
Fiscal Year 2018 Business Plan
10 6 3 2 2 23
3 * 2 N/A
City of Coral Springs, Florida
65
9
8
7
6
5
4
3
2
1
Department(s)
Update as of the Third Quarter Fiscal Year 2017
Virtual Slice took place April 20th at the Coral Springs Museum of Art. It was Host Virtual Slice of the Springs Development Services very successful, exceeding expectations in terms of engagement-- with a Meeting / Comm&Mktg reach of more than 15,000 and nearly 293 comments posted. Egg Hunt was completed and went very well. Staff is making final arrangements for the Founders Day Event on July 10th. New Event Programming Parks and Recreation The Event will be held at Cypress Park, either at the Pool or on the East Soccer Fields. We will hold the event at the pool if the Slide and Play Structure renovations are complete. The Department currently deploys all six LPR trailers and has kept them in areas that have proven to be successful. Fixed cameras are still being License Plate Readers Police researched and will further improve the already successful program. Q3: The interviews for the remaining detective position were completed and the selections were made. All positions have been filled. Enhance Economic Crimes Staffing Police Q2: The sergeant position has been filled for the Economic Crime Unit. Interviews for the remaining detective position are being held in April. The ArtWalk event season is complete. While Artoberfest was rained out, Downtown in December was rescheduled for later in the month of December, Comm&Mktg/ Parks and was well received. Equally, UnPlugged was again well-attended, and has ArtWalk Events (ongoing) become a signature event for Coral Springs. The second of the two Savor the and Recreation Notes Jazz Brunch events took place on April 30 in conjunction with the Farmers' Market. Q3:The Body Worn Cameras Pilot Program is complete. The program was presented to the City Commission. If the purchase is approved, we are ready to move forward with deployment. Body Worn Cameras Pilot (ongoing) Police Q2: The testing of the program is complete. The Police Department has created a policy for the worn cameras. Information will be presented to Commission. Once a budget is decided the project can move forward. The Community Paramedic Program is functioning at 100%. Our Community Paramedic, Susan Toolan, receives requests for patient follow-ups on an almost daily basis. The CP program continues to be an invaluable asset to our Community Paramedic Program (ongoFire/EMS community. The CP Program has been able to change the lives of many of our vulnerable population. The Mobile Integrated Healthcare Unit is operating with full autonomy at this time. Cleveland Clinic is now handling the appointments, which allows the Nurse Practitioner more time to spend with the patient, rather than Mobile Integrated Healthcare registering the patient on her computer first. The number of patients seen on Fire/EMS (ongoing) average, is 15-20 per week. This is significantly higher than during the initial pilot program. The MIH unit is changing how healthcare is delivered to our residents and visitors. Fire Station 43 is complete as of this update. Fire Station 95 is complete. Fire Stations 43 and 95 (ongoing) Fire/EMS
CInitiative
A Family-Friendly Community
Complete
Complete
Complete
Complete
Complete
Complete
In Progress
In Progress
Complete
Status
100%
100%
100%
100%
100%
100%
60%
70%
100%
% Complete
66
Fiscal Year 2018 Business Plan Human Resources
14 Teen Political Forum (ongoing)
Police
12 School Resource Officers (ongoing)
Human Resources
Police
11 CSI Building Renovation (ongoing)
13 MultiͲcultural Events (ongoing)
City Manager’s Office
10 Education Grants (ongoing)
Q3: Final reports received and compiled in June 2017, with successes documented for each of the five high schools. Q2: Compiled information from the grant applications was presented to the City Commission at the February 22, 2017 Workshop, where staff received consensus to proceed with the grants. Checks were provided to five high schools. End of year reports will be requested at the end of the school year. The CSI Building renovation is complete. The members of the Unit moved in on February 1st. Broward County agreed to pay all funding for the 20 positions including SSROS. All School Resource Officer positions are full. *The City celebrated the 27th Annual MLK Celebration with a weekend of programs and activities geared to every segment of the community. In addition to an Art & Literary Exhibits Contest for all schools, the Committee hosted a musical drama production entitled "I Have a Dream." On the King Holiday, a workshop was held for middle and high school students at the Charter School. Approximately 250 students were in attendance as we reminded them that this is a "Day On, not a Day Off." *The Annual CommuniTea was held on May 13th at the C.S. Museum of Art. It drew about 200 attendees who enjoyed an afternoon of good food, international teas while being entertained by a spectacular Venezuelan Dance Troupe and a Comedy/Magician. *The City’s Multi-Cultural Committee worked in partnership with the Coral Springs/Parkland Clergy Coalition to host the 29th National Day of Prayer (held May 4th) at the Coral Springs Charter School. In spite of heavy thunderstorms that evening, more than 350 people attended the ceremony, which drew 26 Houses of Worship of various denominations. The event was held March 30 at the Coral Springs Center for the Arts from 6:30 to 8:30 p.m.
Complete
In Progress
Complete
Complete
Complete
100%
90%
100%
100%
100%
City of Coral Springs, Florida
67
Department(s)
19 Water Fill Station
Public Works
Bids are under review by Purchasing and Utilities staff.
In Progress
Update as of the Third Quarter Fiscal Year 2017 Status Q3: TRAKiT and eTRAKiT launches were successful. Consulting contract with 15 TRAKiT Development Services Sungard/Superion expires 6/30/17. Continued attention is needed in fine In Progress tuning this effort. Q3: TwentyͲseven welcome letters were mailed out to the new businesses in April and May (note: final numbers for June businesses are not yet available). EDO reached out to a broader audience by placing a “Business is Brighter in Coral Springs” ad in the ULI magazine (1/2 page) and in the American Airline’s American Way magazine (1/4 page). EDO started to utilize Facebook to promote the City’s economic development updates. A short video of the Business Economic 16 “Business is Brighter” Campaign In Progress Recognition Program is completed and ready to be promoted in Q4. Development Office Q2: FiftyͲfour letters were mailed out to the new businesses in Coral Springs and 11 letters were sent out to the fastestͲgrowing companies nationwide. Real Estate Summit was held in January. Creation of the short video to promote the 2017 Business Recognition Program began. FL Business Boost Conference event planning continued. Q3: The final Business Academy session, “How to Harness the Power of Social Media,” was held on April 6, 2017. Overall, the Business Academy went well. The EDO and Chamber of Commerce met to evaluate this year’s sessions and to brainstorm topic ideas for next year’s Business Academy. Chamber of Commerce Business Economic Q2: Chamber of Commerce held three Business Academy sessions ("Creating 17 In Progress an Amazing Workplace Culture", "Speak, Dazzle, Succeed: Overcome your fear Academy Development Office of Public Speaking", and "Reputation Management & Capturing Your Target Market"). Q1: Chamber of Commerce held two Business Academy sessions ("YouTube is King" and "Top Ten Ways to Avoid Employee Lawsuit"). Q3: City Staff, Corporate Park Property Owner Association, and WastePro met on 4-17-17 and held a lengthy discussion on upcoming code compliance visit, trees, garbage, security, and drainage system issues in the Corporate Park. The next group meeting will be held on July 17, 2017. Q2: City staff met internally to discuss the next steps for improving the Corp Park. In January, a collaborative letter between the City and POA was sent out Corporate Park Improvement District Economic to 511 businesses and property owners to communicate about the upcoming In Progress 18 Ͳ Phase II Development Office Code Compliance site visit in Q3. Q1: The Needs Assessment and Assessment Methodology have been completed and presented to the Commission and the POA. The City Commission tabled the passing of the ordinance to "a date uncertain." City staff continued to meet with the POA to discuss improvements that can be made by property owners. The RFP for stormwater phase II has been issued.
Initiative
A Thriving Business Community
10%
85%
84%
75%
90%
% Complete
68
Fiscal Year 2018 Business Plan City Manager’s Office
City Manager’s Office/CRA
Downtown Redevelopment (ongoing)
22
23 Municipal Complex (ongoing)
Public Works
Economic Development Office
Downtown Water & Sewer Improvements (ongoing)
Economic Development Marketing Strategy (ongoing)
21
20
Q3: AngelouEconomics (AE) recommendations were presented at the Commission Workshop. Based on AE and Economic Development Advisory Committee's recommendations, staff prepared 7 business plan initiatives for the FY18 Budget. EDO continue to promote the "Business is Brighter" campaign and met with 7 businesses in Q3. Staff will also attend the ICSC Florida Conference in Q4. Q2: AngelouEconomics made several site visits in Q2 to discuss and plan the overall Economic Development Marketing Strategies and Implementation Actions. Key findings to be presented at the City Commission Workshop in April. Q1: Since the launch of the new EDO website in September, Google Analytics report shows that there has been an increase of 75% new visitors in Q1. Social media marketing such as Facebook and LinkedIn links were also created in Q1 featuring the "Business is Brighter" campaign to drive engagement and to market EDO services to the community. Q3: The replacement of the water and sewer mains between University Drive and Coral Hills is complete, as well as the water main on Coral Hills Drive and in the intersection of Coral Hills and Sample. The Contractor is working in the intersection of University and Sample thru the end of July, where after work will begin on the 94th Ave turn lane. Q2: The replacement of the water and sewer mains on Sample Road between University and Coral Hills began on Feb. 16th, leaving one lane open in each direction. Q1: The downtown water and sewer improvements consist of a new water and sewer main on 94th Avenue to service the municipal complex, the replacement of the water and sewer lines on Sample Road between University Drive and Coral Hills, and a new water main on Coral Hills Drive from 31 Ct to Sample Road. Q2: Water/wastewater replacement has been concluded. Work at intersections continues during the night. Q1: Contracts have been awarded for water line replacement on Coral Hills Drive and Sample Road from University Drive to Coral Hills Drive. The turn lane will be constructed concurrent with the water and sewer upgrades. Q3: RFP is due July 2017. Q2: The tri-party agreement has been terminated and our RFP will be issued on May 19, 2017. Q1: The second phase of financing has been approved and bonds have been issued. The proposal for Phase II and III parcels has been approved.
In Progress
In Progress
In Progress
In Progress
80%
70%
75%
75%
City of Coral Springs, Florida
69
25
Real Estate Summit (was Realtors’ Summit) (ongoing)
24 Traffic Management (ongoing)
Q3: Eight traffic studies were completed. TMT met on 4/21, 5/19, and 6/23. Topics included Rock Island Road bike lane proposal (which was authorized by Commission), exit from Master Parking at Sample and NW 99 Way, ‘3-Feet It’s the Law” signs (which staff will begin a pilot program on Coral Ridge Drive), speeding on Ramblewood, median signage on Royal Palm Blvd. – exit Orchard Supply, Atlantic Trailhead parking problem, NW 31st Court/NW 94th Avenue: 4-Way Stop, Coral Square Mall western exit onto Ramblewood Drive, BJ’s/Post Office intersection on Riverside Drive, Sam’s Club exit onto Ramblewood Drive, Chase Bank parking lot driveway on NW 31st Street, Our Lady of Health – 201 N. University Drive, and the NW 28th Street pedestrian Development Services In Progress crosswalk. Q2: Fourteen traffic studies were completed. TMT met on 1/20, 2/17, and 3/17. Topics included the Turtle Run Park turn lane, Sample Road Utility project, Sawgrass Expansion project, Andy’s Plaza cut-through traffic, and the NW 28th Street pedestrian crosswalk. Q1: Eight traffic studies were completed. TMT met on Oct. 28th to discuss the Diverging Diamond Interchange (DDI) being proposed by the Florida Turnpike Authority for the intersection of the Sawgrass/Coral Ridge Drive and the University Drive expansion project. Commission will review at Jan. workshop. Real Estate Summit was held on January 11, 2017 with a total of 81 attendees. Next year's Summit will be held in March 2018. This year, in addition to the Economic commercial and residential real estate agents, financial institutions attended Complete the Summit. The following keynote speakers were selected for 2017 Real Development Office Estate Summit: Malcolm Butters, Doug Simms, Angelos Angelou, and Erdal Donmez.
100%
75%
70
Fiscal Year 2018 Business Plan Parks and Recreation
Human Resources
31 Riverside Park Boat Dock Grant
32 CityͲwide Day of Service (ongoing)
Parks and Recreation
Parks and Recreation
30 Court Resurfacing
Aquatic Complex 50 Meter Pool (ongoing)
Parks and Recreation
29 Athletic Field Renovations
33
Parks and Recreation
Parks and Recreation
27 Additional Senior Programming
28 Turtle Run Park Improvements
Parks and Recreation
Department(s)
Replacement Fund for Parks and 26 Recreation
Initiative
An Active, Healthy Community
This project has been completed. The swale area was graded, new piping was put in under the sidewalks, and new sod was installed. The results are been Complete excellent. Three fields were renovated at the end of Soccer Season. Two fields on Tract Complete 24 and MW #3 fields were graded and resodded. All courts have been completed and are open for play. Complete The County changed the requirements for the grant funds for the dock. We cannot replace just one side at the current height. They want the dock lowered. The architect is working on the plans and should complete them In Progress shortly. Once they are done they will go to South Florida Water Management for a permit. After, we submit to the County to get the Grant Funds. Then we will hire a contractor to install the new docks. The day was a great success! Here’s what was accomplished: - 200 Laces of Love were created for Parkside, Coral Springs, Hunt and Forest Hills Elementary School - 116 pillows were made for the Honor Flight - 96 Emergency Bags were delivered to Coral Springs residents on the vulnerable population list Complete - Sawgrass Nature Center and Coral Springs Community Garden were cleaned up, mulched, trees planted and more - The Senior Center at Sartory Hall was painted and cleaned - Two streets were cleaned and litter was removed - 600 canned food items were collected by high school students that were donated to Coral Springs Food Banks The 50 Meter Pool is completed and in full operation. The project was completed on schedule and within the budget. The first meet held in the Complete renovated pool resulted in 22 state records being broken.
Q2: Several senior classes have been added including Socrates program, Chair Yoga and Tai Chi. The chair yoga and tai chi classes are paid classes that were added because the free classes were full and people were asking for more classes. Registration for the paid classes has been doing well. Staff is working Complete on adding some intergenerational classes during the summer and fall. Q1: The Senior Health Field was held in October. There was good participation from the Seniors and great participation by vendors.
Update as of the Third Quarter Fiscal Year 2017 Status A Depreciation Fund was set up as part of the 2016/17 Budget and funds have Complete been placed into the account.
100%
100%
25%
100%
100%
100%
100%
100%
% Complete
City of Coral Springs, Florida
71
The Coral Springs Fire Department, together with local partners, administers a drowning prevention 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 and water safety instruction. Police, Communications and Marketing, and Aquatics staff work together to support the message as part of 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. Over 700 high school juniors and seniors participated. Additionally, about half that number also completed a free CPR training program offered at their school during the drowning prevention event. This is another part of the City’s long range commitment to breaking down the known obstacles which keep the tragedy of drowning so Fire/EMS, Drowning Prevention/Water Safety prominent in our community. Communications and 34 Complete In Q1, 17 major Risk Reduction presentations were done in Coral Springs and (ongoing) Marketing an additional 18 were done in Parkland. Each of these presented material and information that was audience (age) appropriate on drowning prevention, as well as frequently allowing participants to try CPR using the training equipment provided and guided by our FD staff. The first quarter of each new fiscal year is typically one of our busiest, with numerous community invitations to present to schools or host events with business and community groups. This is because October is traditionally Fire Prevention Month and our department provides an expanded community education effort that encompasses many life safety risks. So in addition to the usual life safety messages about fire, we incorporate the information and materials on drowning prevention. I nQ1 we were able to provide information to 2,125 Coral Springs residents and 2,250 Parkland residents during our various events and contacts.
100%
72
Fiscal Year 2018 Business Plan
25%
Q3: Commission approved contracts on June 21st with Metro Express, Inc. for construction and Calvin Giordano & Associates for construction engineering and inspection (CEI) services. Water/sewer project will be completed early Development Services, August. In Progress Public Works Q2: Project needed to be re-bid due to discrepancy in plans and specifications. Q1: LAP Agreement signed by Commission and FDOT. Notice to Proceed issued by FDOT on December 6, 2016.
Coral Springs Water Quality Improvement
41
42 CDBG Action Plan (ongoing)
NW 110th Avenue Bicycle and Pedestrian Project
40
13 Automatic Flushing Devices were purchased with FDEP grant dollars. Utilities team will start installing the automatic flushing devices during Q4. Q3: Contracts have been awarded for all capital improvement projects and construction is underway. Senior programs will be expended by July 2017. Youth scholarship funds will be fully expended by August 2017. Home Repair Development Services projects are underway. Q2: Plans and designs have been completed and projects are out to bid for capital improvement projects. Home Repair projects are underway.
Public Works
In Progress
20%
40%
75%
Q3: Staffing shortages due to the difficulty in recruiting part time personnel has affected the timely completion of the routes. However, staff is making best efforts to complete the cycle. Q2: The additional Gator Utility vehicle has been received. In Progress Q1: As a result of funding from the Waste Pro contract, a part time positon was converted to full time with the hire beginning service in October 2016. Waste Pro has made payment to the City for the purchase of the Gator utility vehicle.
In Progress
100%
The full time Maintenance Worker has been hired and started work during the 1st Quarter.
Complete
Parks and Recreation
75%
39 Increase and Enhance Litter Control Public Works
38 Maintain and Protect City Trees
37 Interactive Public Art
Q3: The PAC sponsored an art show held at the Coral Springs Museum of Art Lobby Gallery in June 2017. It featured Broward County local artists and will be on display until August 23, 2017. The PAC is also in the process of wrapped 7 traffic signal boxes with artists’ designs. Q2: On January 23, 2017, the PAC approved the artwork selection of Jen Lewin Development Services In Progress for an interactive artwork that will be located on NW 31st Court ArtWalk. Q1: Public Art Committee created a call for artists. 139 applications were reviewed by the committee and two representatives of the CRA. On November 14, 2016, the top three artists were selected (Madeline Weiner, John Fleming, and Jen Lewin.)
100%
% Complete
100%
Engineering design is complete. Construction is funded in FY18.
Update as of the Third Quarter Fiscal Year 2017 Status Tesla provided two charging stations at no cost. They were installed by staff at Mullins Gym. Tesla will refund up to $4,000 for City time and materials. Fleet Complete staff purchased the two electric vehicles, Nissan Leafs.
Complete
Public Works
Piloting Electric Vehicles and Charging Stations
36 Turtle Run Park Left Turn Lane Ͳ Ph. I Public Works
35
Department(s)
Initiative
An Attractive Community
City of Coral Springs, Florida
73
Public Works
Meadows and Dells Stormwater Improvements (ongoing)
45
Public Works
Projected completed by Anzco, Inc.
Q3: The City's contractors lined 3,236 LF of gravity main pipe in lift station basins 17E, 19C, 14C and 72 LF of laterals in LS 21C basin. Q2: The City's Contractor installed 1,689 feet of lateral lining in various sections of the City's service area. Q1: City contractor lined 10,504 lineal feet of sewer line.
Residential Construction Mitigation Five home repair projects were completed by June 27, 2017. Development Services Grant (ongoing)
44 Infiltration and Inflow (ongoing)
43
Complete
Complete
In Progress
100%
100%
66%
74
Fiscal Year 2018 Business Plan Information Technology
Information Technology
50 Network Security (ongoing)
Public Safety Technology Upgrade (ongoing)
City Attorney’s Office
49 Misdemeanor Diversion (ongoing)
51
Human Resources
City Clerk
Complete
In Progress
Status
The new employee started in February and is actively being cross-trained by Complete the Pension Administrator. Thru Q3: Issued 16 notices to appear, 17 declined the program, 54 cases were In Progress closed Q3: Forescout (Network Access Control) configuration is 70% complete. Once fully implemented, this will only allow approved devices to communicate on our network. Palo Alto Next Generation Firewall configurations are now 100% complete. We are also moving all Security devices and IOT devices to private VLANs which have extensive access controls for routing back to the City's In Progress enterprise network. Q2: Glauber Ribiero was hired as our Security Analyst. He is currently configuring Forescout (Network Access Control). Finalizing Palo Alto Next Generation Firewall configurations for SSL decryption for all users. Q3: Emergin to Hiplink Interface to be implemented week of 7/17. EasyStreet Interface is fully implemented. Turn-by-Turn is in planning and information gathering process. Q2: Currently in post-implementation phase. Amendment 5 will be presented in the May 3rd Commission Meeting and will include: Emergin to Hiplink Interface, EasyStreet Interface and Turn-by-Turn and the removal of Property and Evidence Module. Q1: The OSPS Migration Project is complete. The project team successfully In Progress met the project scope to implement FIS/SunGard’s OSPS public safety modules as referenced in the project contract with an objective to upgrade and consolidate all current Police application onto a single platform. All base CAD, RMS, MCT, and MFR products and interfaces are in the production environment. Go Live was held December 6-8, 2016. The project is in post implementation phase through June 2017. Optional modules training from Jan - March 2017 is scheduled.
The newly formed Records Management Team researched different systems and conducted site visits to determine the best solution to meet our needs. The purchase of the Flex Scan 400 system was approved by the City Commission at their regularly scheduled meeting on March 1, 2017. Installation and training are complete.
Update as of the Third Quarter Fiscal Year 2017 EMC has been identified as the vendor. Purchasing will be taking this to the Communications and City Commission in May. We plan to have the server installed at our current Marketing location and then migrated over to the Municipal Complex.
Department(s)
48 Sustaining Pension Administration
47 Digitize Microfiche, Microfilm
46 Video Storage Solution
Initiative
An Innovative, High-Performing Organization
99%
95%
50%
100%
100%
75%
% Complete
City of Coral Springs, Florida
75
52 Enterprise Software (ongoing)
Information Technology
Q3: Over the past quarter we spent most of the time discussing the contract agreement to continue this journey of implementing the ERP system with the assistance from BerryDunn. We are also developing and preparing for process documents for the way we currently do business in our various departments. The contract was presented and approved without argument by the Commission. To that end, we are now ready to continue working on the process documents with BerryDunn which we will be doing over the next few months. Q2: Joint Requirements Planning Session was held March 22 – March 24, 2017. All Departments participated in the sessions in an attempt to give BerryDunn, the consultants driving this project, a good representation of the expectation of what they hope to get out of the proposed ERP system. Out of the sessions, the consultants drafted a Functional Requirements Report In Progress and submitted to the team for review, comment and amendments. The report was resubmitted to BerryDunn for final review. Received a Statement of Work for Project Management Services. · Quotes for two levels of services – Project Oversight and Full Time Project Management. We have opted to not include the Project Review level of service as we felt this would not add value to the City’s endeavor. · The costs are for budget purposes and are based on our experience with other similar projects. The quotations are based on the assumption that each phase implementation will take 12 months. The costs presented were for a single 12 month phase, giving us the flexibility to budget follow-on phases across fiscal years. We received the latest version of the project plan which included the push of the RFP release to 12/4/2017.
25%
76
Fiscal Year 2018 Business Plan
BUSINESS PLAN CITY OF CORAL SPRINGS, FLORIDA 9551 West Sample Road Coral Springs, Florida 33065 CoralSprings.org • 954-344-1000