BUSINESS PLAN FISCAL YEAR 2019
PROPOSED
To:
The Honorable Mayor and City Commissioners
From:
Michael Goodrum, City Manager
Subject:
City Commission Business Planning Workshop
Date:
July 25, 2018
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 dedicated to our core values of delivering a high level of service to the community with a great sense of pride in serving. Our City endured one the most challenging years in its history. Preparations for Hurricane Matthew began just five days into the fiscal year, while Hurricane Irma impacted the State of Florida as a catastrophic category 5 storm system at the end of the fiscal year. Additionally, Hurricane Irma was one of the strongest storms to impact our area in over a decade, creating over 300,000 cubic years of debris. The tragic events that took place at Marjory Stoneman Douglas High School on February 14, 2018, have left an indelible mark on us all. Our brave first responders in police, fire and communications faced the worst critical incident of their careers. Many employees personally knew victims and their families, mourning alongside neighbors during their time of grief. While the events of that day left a life-long impact on our community, it brought out the very best qualities in our employees, residents and businesses. From vigils to donations of time and money – the City of Coral Springs set forth a path to heal, learn and move forward. Regardless of the time that passes since our community was impacted by such senseless violence – we will forever remain “#MSDStrong”. Strategic Plan for the Future I am pleased to present the City of Coral Springs Proposed Business Plan to build the Budget for Fiscal Year 2019; beginning October 1, 2018 and ending September 30, 2019. The budget document represents the policy direction set by the City Commission through the Strategic Planning process. 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 business community. The FY 2019 Business Plan contains numerous tangible initiatives the City will undertake to move it closer to its vision. The City is committed to financial integrity and long-term resiliency. It demonstrates the City’s continued efforts to act in best interests of its residents by taking proactive and fiscally conservative actions that maintain the organization’s financial well-being.
CITY OF CORAL SPRINGS, FLORIDA • OFFICE OF THE CITY MANAGER 9500 W. Sample Rd. • Coral Springs, FL 33065 • 954-344-5906 • Fax 954-344-1043 • mgoodrum@coralsprings.org
The strategic goals and priorities were established by the Commission during several workshops from November 2017 to February 2018. The proposed budget supports the goals and priorities of the City Commission while at the same time maintaining the City’s outstanding service levels and AAA bond rating, with expenditures strategically linked to the goals, objectives, core businesses, and existing obligations of the City. The strategic goals include:
Strategic priorities form the basis for how we develop goals for the future and deploy resources necessary to pursue and achieve those goals. Building Momentum for our Future Our vision of building our future is near, as our Municipal Complex, the most visible expression of constructing the downtown for tomorrow, has been open since January 2018. In addition, Cornerstone at Downtown Coral Springs is a mixed-use project being proposed in a 7-acre property on the SW corner of Sample and University in the heart of Downtown Coral Springs. The developer’s preliminary plans includes a 150-room hotel, 450 residential units, 213,000 square feet of commercial (including restaurants, office and retail), a grocery store, and entertainment. With the recent approval of the new Downtown Mixed-Use (DT-MU) Zoning District, the amount of downtown development is expected to increase significantly. Our residents are pleased by the visible improvements around town, such as median improvements throughout the City, a new turf field at Aiello Field in Mullins Park, converting to LED lighting in Mullins and Cypress Parks, reopening our 50-meter pool at the Aquatic Complex and offering additional ArtWalk events. 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 Cleveland Clinic expanding in Coral Springs with a $70-million investment, MODS Pizza, Rise Biscuits and Donuts, Lady and the Mug, Starbucks and look forward to Broward Health Coral Springs, Costco, the Village Green development with Holy Cross Urgent Care and Imaging Center, WAWA and Cumberland Farms. With a healthy housing market, new residential development is still 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.
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Impact of Maintaining the Current Millage Rate in 2019 We are proposing a balanced budget for Fiscal Year 2019 using a millage rate of $5.8732. Although this millage rate is the same millage rate as the FY 2018 millage rate, it must be advertised as a tax increase because it is higher than the rolled-back rate of $5.5366 mills. The City has experienced an increase in total taxable assessed value of 6.99% this year, however, we have still not regained to the levels from 2008 when Coral Springs reached its taxable value peak. Our City is strategically and purposely investing in the community, adapting to changing needs for future growth and long-term financial sustainability. Key factors influencing the Fiscal Year 2019 budget:
• Enhancing staffing levels in Public Safety. • Adding 5 School Resource Officers to our schools, bring the total to 25 SROs. • Adding 3 Firefighter/Paramedics, 1 Logistics Captain, and converting 1 part time to full time Principal Office Assistant for increased Coral Springs Regional Institute of Public Safety training classes. • Increasing funding for median maintenance and landscape improvements of arterial roads. • Refreshing our parks and maintenance plans. • Addressing aging infrastructure and condition of streets. • Designing a Sample Road Master Parking Comprehensive Plan. • Developing an updated Economic Development Strategic Plan. • Continuing our commitment to attracting and retaining a well-qualified, highly regarded workforce. Additional points from the Fiscal Year 2019 budget to highlight include:
• Replenish reserves from Hurricane Irma. • The Debt Service millage rate will slightly decrease from $0.2753 to $0.2652. • The Water rates will increase 3.5% per the 2013 Water and Wastewater Study, which equates to approximately $2.32 per month for the average single-family homeowner. • The residential Solid Waste Assessment will increase by $12.00, from $248.00 to $260.00. • The Single-Family Fire Assessment will increase by $20.00, from $180.00 to $200.00. • The Multi-Family and Industrial Fire Assessment will increase by $19.75, from $195.25 to $215.00. • The Commercial Fire Assessment will increase by $3.10, from $23.00 to $26.10 per sq ft. • The Industrial/Warehouse Fire Assessment will increase by $0.66, from $2.98 to $3.64 per sq ft. • The Institutional Fire Assessment will increase by $4.87, from $27.00 to $31.87 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 business survey conducted in the Spring of 2018, 94% of the businesses surveyed in the 2018 business survey rated the City’s customer services as “very good” or “good” and found 93% of the residents surveyed in 2017 were satisfied with the service provided by City employees. Financial Summary Based on the priorities identified and discussed above, the FY19 proposed budget totals $256.3 million. Of the total, $239.7 million is for operations and $16.7 million is for capital projects.
Fund
Fiscal Year 2019 Budget
General Fund
$128,424,160
Fire Fund
24,410,312
Water and Sewer Fund
24,234,223
Health and General Insurance Funds
20,048,496
C.S. Charter School
13,766,538
Public Art Fund Equipment Services Fund
215,200 12,759,402
Solid Waste Fund
4,947,273
Debt Service Fund
10,881,231
Total Operating Budget Total Capital Improvement Program Total City Budget
$239,686,835 $16,651,182 $256,338,017
I encourage you to read further into the information describing the FY19 budget.
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 2019 Business Plan
The City of Coral Springs
Business Plan Fiscal Year 2019
To be the premier community in which to live, work, and raise a family.
City Commission Mayor Walter “Skip� Campbell Vice Mayor Lou Cimaglia Commissioner Larry Vignola Commissioner Joy Carter Commissioner Dan Daley Business Planning Team Catherine Givens, Director of Budget and Strategy Vannelys Rivera, Senior Financial Analyst Laurie Bishara, Senior Financial Analyst Tyler Kohrt, Senior Financial Analyst Iramene Modestil, Budget Analyst Marissa Williams, Budget Analyst Kristin Holowicki, Grant Coordinator Grace Checo, Principal Office Assistant
Senior Management Team Michael Goodrum, City Manager John Hearn, City Attorney Cynthia Birdsill, Deputy City Manager Melissa Heller, Deputy City Manager Debra Thomas, City Clerk Frank Babinec, Fire Chief/Assistant City Manager Clyde Parry, Chief of Police Rick Engle, Director of Parks and Recreation Catherine Givens, Director of Budget and Strategy Kim Moskowitz, 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
Proposed July 25, 2018
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................................................................................................................................................... 10 Economic Development...................................................................................................................................... 12 Downtown Coral Springs..................................................................................................................................... 12 Technology............................................................................................................................................................... 14 Legislative Issues..................................................................................................................................................... 15 Workforce Analysis................................................................................................................................................. 16 Emerging Issues...................................................................................................................................................... 17 Environmental Scan....................................................................................................................................................... 21 Demographic Trends............................................................................................................................................. 21 Business Survey Summary.................................................................................................................................. 24 Customer Requirements Analysis............................................................................................................................. 29 Overview.................................................................................................................................................................... 29 Residential Satisfaction Survey Results.......................................................................................................... 29 Service and Operations Strategy............................................................................................................................... 33 Responsible City government.................................................................................................................................... 34 New Initiatives......................................................................................................................................................... 34 Hiring of Grant Consultant......................................................................................................................... 34 Open Smart City- Strategic Planning Online Platform..................................................................... 34 Improving Human Resource Service Quality....................................................................................... 34 Linkedin Learning Subscriptions.............................................................................................................. 34 Comprehensive Compensation Study................................................................................................... 35 Tightrope Cablecast Upgrade for City TV.............................................................................................. 35 LiveU Equipment Purchase........................................................................................................................ 35 Electric Utility Vehicle................................................................................................................................... 35 Ongoing Initiatives................................................................................................................................................. 36 Dispatch Improvements (2018-2019)..................................................................................................... 36 Enhance Strategic Enforcement Team (2018-2019).......................................................................... 36 Virtual Slice of the Springs Meeting (2017-2019)............................................................................... 36 Event Management Process (2016-2019).............................................................................................. 37 Education Grants (2016-2019)................................................................................................................... 37 Multi-cultural Events (1995-2019)............................................................................................................ 37 Youth Programs (2008-2019)..................................................................................................................... 38 City Investment in Today and Future....................................................................................................................... 39 New Initiatives......................................................................................................................................................... 39 Landscape Improvement of Arterial Roads.......................................................................................... 39 Facilities/ Streets Cityworks software..................................................................................................... 39 Mullins Park Playground Replacement.................................................................................................. 39 Light Fixture Replacement – Aiello Field............................................................................................... 39 Parks Replacement CIP Projects............................................................................................................... 39 25 Meter Pool Linear Upgrade.................................................................................................................. 40 Air Conditioning Technician....................................................................................................................... 40 New Shop Equipment.................................................................................................................................. 40 Wireless Telecommunications Master Plan........................................................................................... 40 Ongoing Initiatives................................................................................................................................................. 41 Cultural Facilities Grant for Museum Renovations (2018-2019).................................................... 41 Roadway Resurfacing (2001-2019).......................................................................................................... 41 Wiles Road and 441 Entry Improvements (2017-2019).................................................................... 41 Inflow and Infiltration Rehabilitation (2012-2019)............................................................................ 41 Maintain and Protect City Trees (2017-2019)....................................................................................... 42
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Fiscal Year 2019 Business Plan
Turtle Run Park Left Turn Lane (2017-2019)......................................................................................... 42 New Entrance for Sherwood Forest Park (2018-2019)...................................................................... 42 CDBG Action Plan (2018-2019)................................................................................................................. 42 Traffic Management (2010-2019)............................................................................................................. 43 Downtown Becoming Vibrant.................................................................................................................................... 45 New Initiatives......................................................................................................................................................... 45 Sample Road Master Parking Comprehensive Plan.......................................................................... 45 Design Guidelines for Downtown............................................................................................................ 45 Development Agreement for the Cornerstone Project................................................................... 46 Ongoing Initiatives................................................................................................................................................. 46 Innovate Downtown (2018-2019)............................................................................................................ 46 Downtown Decorative Street Lights (2018-2020)............................................................................. 46 Intersection Approaches Upgraded to ADA Compliance (2018-2019)...................................... 46 Growing local economy................................................................................................................................................ 47 New Initiatives......................................................................................................................................................... 47 Economic Development Strategic Plan................................................................................................. 47 Venture Lab and/or co-working space downtown with possible university connection... 47 New quarterly economic development and marketing report on business expansion, retention and attraction efforts................................................................................................................ 47 Retention of marketing firm to help prepare economic development marketing strategy and materials................................................................................................................................................... 47 Residential Realtor’s Event ......................................................................................................................... 48 Ongoing Initiatives................................................................................................................................................. 48 Building Permit Fee Study (2018-2019)................................................................................................. 48 Corporate Park Improvements (2017-2019)......................................................................................... 48 Code Compliance Operational Review and Training (2018-2019)............................................... 48 Economic Development Marketing - Website Redesign (2016-2019)........................................ 49 Coral Springs Regional Chamber Business Academy (2017-2019).............................................. 49 Premier Community in south florida........................................................................................................................ 50 New Initiatives......................................................................................................................................................... 50 Additional (5) School Resource Officers................................................................................................ 50 Additional (3) Firefighter/ Paramedics................................................................................................... 50 Logistics Captain............................................................................................................................................ 51 Principal Office Assistant Part-time to Full-time................................................................................. 51 Adding Radio Authentication to all Public Safety Radios............................................................... 51 Stryker Powerload Stretcher Restraint and Lifting Systems........................................................... 52 SWAT Sniper Rifle Replacement .............................................................................................................. 52 Historic Preservation..................................................................................................................................... 52 Ongoing Initiatives................................................................................................................................................. 52 Summer Breakspot Program (2017-2019)............................................................................................. 52 Community Paramedic Program (2015-2019)..................................................................................... 53 Zika Prevention Efforts (2018-2019) ....................................................................................................... 53 Stormwater Assessment Implementation (2014-2019)................................................................... 53 Interactive OnLine Mapping (2018-2019)............................................................................................. 53 Enterprise Software (2013-2019).............................................................................................................. 54 FEMA Appeals Consultant (2018-2019)................................................................................................. 54 Health & Wellbeing Strategy (2018-2019)............................................................................................. 54 City-wide Day of Service (2016-2019).................................................................................................... 55 Additional Senior Programming (2017-2019)..................................................................................... 55 Drowning Prevention/Water Safety (2007-2019)............................................................................... 55 Senior Outreach Newsletter (2018-2019).............................................................................................. 56
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Tables and Illustrations Market Environment Total Taxable Assessed Values............................................................................................................................ 13 Population age........................................................................................................................................................ 23 Population trends................................................................................................................................................... 23 Growing Hispanic Population............................................................................................................................ 24 Place of birth............................................................................................................................................................ 24 Language spoken at home................................................................................................................................. 24 Income........................................................................................................................................................................ 25 Population below poverty level........................................................................................................................ 25 Overall ratings of customer service................................................................................................................. 26 Overall perceptions of Coral Springs............................................................................................................... 27 Overall Business Atmosphere Rating.............................................................................................................. 28 Reasons Businesses Decide to Locate Here.................................................................................................. 28 Best Ways for the City to Communicate with Businesses ........................................................................ 29 Ratings of City Property Taxes Compared to Other Communities ...................................................... 29 Ratings of City Property Taxes............................................................................................................................ 30 Survey respondents by general location....................................................................................................... 31 Service and Operations Strategy City of Coral Springs’ Business Model.............................................................................................................. 35 2017-2019 Short Range Transportation improvement plan................................................................... 46 Summary of Fiscal Year 2018 Initiatives.......................................................................................................... 59
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Fiscal Year 2019 Business Plan
Introduction The Strategy Behind the Plan The Business Plan outlines how City resources will be applied within our five Strategic Goal 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 goals 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 goals 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.
Why Are We Here?
Our Service and Operations Strategy is organized by strategic goal 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.
Data Analysis
Citizen Input Strategic Plan Policy Business Plan
Operations
Budget Output to Citizens
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Market Environment Overview As the local and regional economy continues to grow in a positive direction, the City has shifted away from recession recovery and continued focusing on sustaining long term financial stability while maintaining a strong foundation. The events of Hurricane Matthew and Irma as well as the tragedy on February 14, 2018, forced the City to operate in an unfamiliar yet realistic environment, which has helped develop and support the decisions being made for the upcoming fiscal year and years to come. The City’s financial status remains positive as seen through the “AAA” bond rating with Fitch and Standard and Poor’s, and AAa rating with Moody’s rating agency. Economists are stating that the high level of real growth in Florida’s Gross Domestic Product will begin to see a slowdown in the next couple of years into fiscal year 2020, but will remain above the national average. Florida’s personal income growth continues to strengthen and be above the United States average, but per capita personal income is not at the same level displaying a weaker status. The economic growth in Florida is mainly driven by the population growth, which boosts employment and income growth. The Hurricanes from 2017 have created a net permanent increase in Florida’s population growth. As the City’s population continues to grow, we begin to see more residential and commercial building, development of warehouses in the corporate park allowing businesses to move in while creating jobs and providing people to move into the newly developed residential buildings. We have seen an increase in median sales prices for single-family homes and condominiums for Coral Springs as well as Broward County. With the increases in median sale prices and population, economists are stating that foreclosures are no longer an issue for the housing market. We have begun to see major retailers and businesses investing in Coral Springs such as Costco, WAWA, and MOD Pizza. The City continues to be faced with demands for changes or increasing services, numerous challenges including the increasing cost of technology as well as cybersecurity, potential legislation that will weaken its home rule authority or impose mandates without a corresponding funding source, growing our financial reserves, attracting and retaining talented employees, 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. The City has revamped the Strategic Plan for years 2018-2023-2033 to provide for where we are today, where we will be in 5 years, and a vision for what to look for in 15 years. The Fiscal Year 2019 Business Plan outlines the market conditions and trends impacting the City of Coral Springs.
Real Estate Trends Ad valorem property taxes, which are based on assessed values, make up 45% of the City’s total revenues. Growth in this singularly important revenue mainly comes from value increases in the commercial, retail and industrial sectors, new development, and millage rate increases. 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%.
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Fiscal Year 2019 Business Plan
Total Taxable Assessed Values
Housing Market Healthy $12.0 $10.0
$10.28
$9.69
$9.06
$8.54
$8.13
$7.75
$7.47
$7.40
$7.55
$8.53
$4.0
$9.82
$6.0
$10.39
$8.0 $ Billions
• Single-family home sellers enjoy a strong market. Data for May 2018 shows the average sales price in Coral Springs remains very high at 98.2% of the listing price, with a median 29 days on the market (Miami Association of Realtors, June 2018).
• Broward County has seen a 2.1% $2.0 increase in active listings of single‐11% 5% 5% ‐2% 1% 4% ‐5.5% ‐13% 6% 7% 6% 9.6% family homes from May 2017 to $0.0 May 2018; the inventory for condos FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 increased by 0.6% (Relators of the Palm Beaches and Greater Ft. Source: July 1 certified values, FL DOR Certified Taxable Value form (DR‐420) Total Taxable Assessed Values are recovering for the City but growth is restrained due to the high percentage of properties protected by Save Our Homes. Source: July 1 values from FL Department of Revenue form DR-420. This Percentage Change in Taxable Value compares today’s July 1 TTAV to last year’s July 1 TTAV Lauderdale, June 2018). • Median sales prices in Coral Springs in May 2018 were $392,500 for single-family homes and $138,000 for condos, an increase of 3% and 9% from a year ago, respectively (Miami Association of Realtors, June 2018). In Broward County, median sales prices of single-family homes reached $360,000 in May 2018, an increase of 5.9% from the previous year. The median sales price of condos in Broward County was $165,000, an increase of 3.8% from the previous year (Relators of the Palm Beaches and Greater Ft. Lauderdale, June 2018). • There has been a 91% decrease in foreclosures since 2010; roughly 500 in May 2018 down from a peak of 5,500 in May 2010 (CoreLogic, June 2018). 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 at The Reserve is 100% completed, the south parcel with multi-family units and townhomes. Building permits have been issued for four model homes and 21 homes have their permanent certificates of occupancy in Coral Lago, the north parcel where the new single-family homes are underway. • In 2018, Marquis Coral Springs purchased Bainbridge Coral Springs (the new gated 250-unit community fronting on the northern portion of the Country Club of Coral Springs) for $72 million. Marquis Coral Springs comprises seven, five-story modern apartment buildings including the use of the golf course and tennis courts. Construction of a new clubhouse, which is owned by the Country Club of Coral Springs, is underway. Commercial Sector Energized • Major retailers and businesses have begun investing in Coral Springs, including Costco, WAWA, and MOD Pizza. Nearly all of the “big box” retail spaces within the City have been filled. Existing business facilities, such as 1750 University Drive Plaza and University Place at City Center, are also seeing modernizations, renovations, and expansions throughout the City. • Developers are also investing within the 442-acre Corporate Park of Coral Springs (City’s industrial center). Exeter Group Property is beginning a multi-million dollar renovation and development, which will lead to a total of 569,000 square feet of desirable industrial warehouse buildings to attract the City’s targeted industries and high-wage jobs. • A whole new level of healthcare industries is coming to Coral Springs. Cleveland Clinic Florida, a new 74,000 square-foot Family Health and Surgical Center, opened in July 2018. The facility houses a clinic with up to 40 exam rooms, an ambulatory surgery center with four operating suites, and several procedure rooms. Broward Health Coral Springs is also nearly complete on its four-story, 110,000 square-feet patient tower opening in August 2018. This new tower will be dedicated to maternity care and surgical services. • Business development continues to grow with 344 new business tax receipts issued since October 2017.
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Economic Development The Economic Development office supports the City’s Thriving Business Strategic Priority. In order to make Coral Springs a community of choice for businesses, residents, and visitors, we must continually compete in the market. To achieve this, we work closely with the business community to retain and grow existing businesses, as well as to attract new businesses to the City. In addition, we are focusing on the redevelopment of the downtown area as a destination. We also continue to enhance the lives of our citizens with quality education, parks, sports activities, art & culture, and community events. Economic Development Strategic Plan • The City is working to develop the next level of its Economic Development Strategic Plan with the community and business leaders. A request for proposals has been issued, and the City will select a firm to assist with stakeholder engagement and development of a plan based on data to help us determine our opportunities for appropriate growth. This plan will help direct efforts with regard to opportunities in our corporate park and other commercial areas, and will help us project the capacity for increasing our tax base. • Partnerships will be key to execution of the strategic plan, which includes working with Enterprise Florida, the Broward Alliance, the Coral Springs Regional Chamber of Commerce and brokers, developers, contractors and business owners. • The City successfully presented a Real Estate Summit on market trends in the past, and will continue to produce this event. The City plans to partner with the Coral Springs Regional Chamber of Commerce to produce an event tailored to residential real estate agents providing a forum to interact with City staff, School officials, and local resources that support their industry. • The City will also continue to acknowledge stellar local businesses with its Business Recognition and Appreciation awards. Business is Brighter Campaign • The City continues to market opportunities by providing data and information needed for businesses to make decisions on the Economic Development website, www.coralspringsedo.com. The City’s Communications & Marketing Department is retaining a firm with economic development marketing expertise to enhance our efforts with regard to the website, print pieces, social media, and advertisements, to ensure that we are spending our dollars on channels of communication that have a return on investment. Staff will continue to attend conferences and trade shows that provide an opportunity to showcase Coral Springs. For example the City is a Silver Sponsor of the 2019 Leadership Summit for the International Economic Development Council that is being held in Ft. Lauderdale, which gives us a national platform to reach economic development professionals. • The City continues to partner with the Coral Springs Regional Chamber of Commerce to support small businesses through the Chamber’s Business Academy. • The City has created a stronger dialogue with the Corporate Park Association and the CRA Merchants Association, and will continue to develop those relationships to support and enhance businesses in our community.
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. In FY 2018, the CRA partnered with the City on a variety of projects, including the water and sewer line replacement, rezoning 88 acres of the CRA core to Downtown Mixed-Use (DT-MU), and the completion of the Municipal Complex and Parking Garage. All of these projects have increased significantly the number of Developers interested in the Downtown area. A direct result of these improvements is a new mixeduse project, called Cornerstone at Downtown Coral Springs being proposed for the SW corner of Sample and University Drive. Some of the upcoming FY 2019 CRA projects include but are not limited to: creating Urban Design Guidelines to accompany the new DT-MU zoning district, redesigning the City’s master parking area within the CRA to improve the aesthetics and make the area more walkable, and adding wayfinding and gateway signage to help identify the Downtown area and help create a sense
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Fiscal Year 2019 Business Plan
Downtown Housing With the recent approval of the new Downtown Mixed-Use (DT-MU) Zoning District, the amount of downtown housing is expected to increase significantly. The Development of Regional Impact allows for a total of 2,400 residential dwelling units within the CRA. This housing will be in addition to three new housing developments, within walking distance to the Downtown core, that were completed in 2018. 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, Marquis Coral Springs features 250 units in seven five-story buildings. This new luxury Development includes resort style amenities with a three tennis courts, pool, fitness center, pro shop, and a free round of golf for residents at the redesigned Country Club of Coral Springs on which this development sits. In addition to these recently completed housing developments, the proposed Cornerstone at Downtown Coral Springs mixed-use project is proposing 450 residential units. Downtown Business The new Village Green project, located in the NE corner of Sample Rd. and University Dr., was completed in 2018 and includes a Starbucks drive-thru, space for Holy Cross Urgent Care and Imaging Center, and an area allocated for future retail. Right outside of the CRA boundaries but connected via the ArtWalk and Downtown Pathway, Broward Health Coral Springs is contributing to the momentum with a $56 million expansion that is nearing completion. This expansion project will increase bed capacity from 196 to 250. The tower addition will be a four-story, 130,000-sq.-ft. horizontal expansion, which will house the Mother/ Baby program, medical/surgical patient rooms, and new entrances for the hospital. In addition to these larger projects, the CRA continues working with the Downtown Merchants on business retention efforts. One of the programs being offered is a Commercial Enhancement Matching Grant to help existing businesses and property owners on Sample Road between Coral Hills Dr. and NW 99th Way make improvements to their building. Completion of the new Municipal Complex Construction of the new 74,000 square-foot five-story City Hall building in the Downtown/ CRA area started in June 2016 and was completed in January 2018. In addition to better serving the community, the New City Hall is also encouraging private sector confidence and serving as a catalyst for redevelopment. The 607-space parking garage that was completed with the City Hall is necessary to support City operations and it will also be used for the Commercial Development on the city-owned parcel adjacent to the garage (known as “Parcel II”). The “Grand Lawn” next to the New City Hall is already being utilized for community events and it also brings people together to visit and interact with the new CRA funded “Downtown Interactive Icon”, which is a large image of the Coral Springs Sun. People are able to walk under the arch of the sun and have their pictures taken. In the coming year, we will continue to utilize the Grand Lawn and the ArtWalk as a gathering place. Building Momentum Cornerstone at Downtown Coral Springs is a mixed-use project being proposed on a 7-acre property on the SW corner of Sample Rd. and University Dr. in the heart of Downtown Coral Springs. The Developer is currently working on the preliminary plans which includes a 150-room hotel, 450 residential units, 213,000 square feet of commercial (including restaurants, office and retail), a grocery store, and entertainment. If this Project meets the City and CRA’s vision, the CRA will provide a tax increment revenue incentive to the Developer. As part of the Cornerstone project, the Developer is also interested in purchasing the city-owned Parcel II. Another important redevelopment site is the old City Hall Parcel. The old City Hall building was recently demolished leaving this 4-acre site ready for redevelopment. The City and CRA are exploring the options to sell or lease the parcel to a private developer for construction of a project that includes a mixture of residential and office/commercial. As the Downtown grows and develops, the CRA will continue to encourage a mix of uses, businesses that generate pedestrian traffic, high quality design that will enhance Downtown, and projects that are flexible to respond to future market evolution.
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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 2019, the IT organization is planning on creating an off-site datacenter outside of the South Florida region for redundancy of mission critical public safety applications. In 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 evaluate and select a vendor for a new Enterprise Resource Planning (ERP) system. The combining of 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 realtime 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 2019 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. State Appropriations With an initial surplus expected in the State 2018-2019 budget, a host of special local funding requests were submitted to State legislators and the City of Coral Springs was no exception, submitting over $3.5 million in appropriations requests for special projects. The final adopted pre-veto budget totaled approximately $88.7 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. Marjory Stoneman Douglas High School Public Safety Act-SB7026 On March 9, 2018, Governor Rick Scott signed into the law the Marjory Stoneman Douglas High School Public Safety Act – SB7026. The state allocated $400 million for school safety, mental health and other programs in response to the Parkland shooting. This act authorizes the awarding of grants through the Crime Stoppers Trust Fund for student crime watch programs; establishes the Office of Safe Schools within the Department of Education; provides that each sheriff may establish a Coach Aaron Feis Guardian Program and appoint certain volunteer school employees as school guardians; prohibits a person who has been adjudicated mentally defective or been committed to a mental institution from owning or possessing a firearm until certain relief is obtained; prohibits a person younger than a certain age from purchasing a firearm; prohibits specified acts relating to the sale and possession of bump-fire stocks; and creates the Marjory Stoneman Douglas High School Public Safety Commission within the Department of Law Enforcement.
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Workforce Analysis According the latest organization survey, overall employee satisfaction remains high at 95%, 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. In late 2017, employees participated in the Top Workplaces Survey facilitated by the Sun-Sentinel, once again our City was recognized as a Top Workplace ranking 4th in the large employer category. Four 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 91%. 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. To increase collaboration and cross-departmental communication, the City launched Workplace by Facebook which has become a great resource for employees to stay informed and engaged in matters impacting our City. Sustaining Employee Engagement through Health/Wellness Initiatives The City remains committed to sustaining our workforce by offering onsite wellness programs and quality employee benefits. In response to the recent tragedy in our community, onsite EAP services were provided by local clinicians who assisted employees and their dependents. Our wellness committee continues to leverage our champions program to increase awareness of ongoing 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 stop by 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. Human Resources recently implemented the FitThumb wellness portal and CIGNA’s Motivate-Me program to increase employee and dependent participation in wellness programs offered by the City. Proactively Growing Internal Talent The City has pro-actively grown our talent pool for the last decade resulting in several successes, turning succession plans into reality. During the last year, participants in the Leadership Development Program (LDP) were invited to an employee focus group that later recommended several changes to enhance participant outcomes. The program now offers a selfdirected application process, attendance standards and new emphasis on strategic learning events and mentoring. Ongoing communication and sharing of information has been improved through the “Workplace – Leading the Way” private group. Our commitment to providing a learning culture and positive leadership role models remains strong. A new Learning Management System (LMS) has been requested through the annual budget process; it will enable more self-directed learning and the creation of learning paths for all LDP participants.
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Fiscal Year 2019 Business Plan
Expanding Recruitment and Selection Strategies The Human Resources department is committed to promoting the City’s employment brand and improving all processes that attract and engage qualified applicants. In February 2018, the Human Resources team implemented several enhancements in communication materials, training and applicant engagement programs to improve the overall on-boarding process. Additionally, the City’s Recruitment and Selection policy has been re-written to clearly identify roles and responsibilities related to selection strategies and provide recommended timeframes for all steps within the recruitment process. The NEOgov applicant management system has greatly improved the applicant experience, internal applicant review process and streamlined the online requisition process to meet the needs of hiring managers. In the coming year, more emphasis will be placed on leveraging the workflow capabilities of the NEOgov system to improve the timeliness of recruitment activities and automate on-boarding processes. Beginning in Fiscal Year 2019, Human Resources will implement new department measures to help assess the quality of hiring efforts and overall satisfaction with on-boarding programs.
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. 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 2019, the City’s Information Technology department is requesting an 18% increase in maintenance costs, with a majority of the increase due to new service contracts. 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. Royal Utility Royal Utility Company is a water utility and 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 $0.5 million which is net of the $3.7 million in capital improvements needed. Based on the findings, the City does not intend to purchase the utility at this time.
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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. 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. City staff has already begun working on this effort by ensuring addresses are accurate for the upcoming Census. 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 to these lanes at grade. Other options include sound-proofing 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, FDOT. 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 2018 Business Survey, 80% 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 to 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.
Community Engagement Community engagement is both a priority and a challenge for local government leaders. People engage with what they feel part of and value what they help to build. Engaging citizens and local communities is indispensable when it comes to developing a sense of ownership in local decision-making and service delivery. Thanks to the explosion and availability of affordable digital technologies, proactive agencies such as the City are poised to drive significant change in the way they interact with their communities. The City will do this by leveraging social media, video, mobile messaging and other tools to communicate with citizens in a way that is more engaging, interactive and personalized than ever before.
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Fiscal Year 2019 Business Plan
Challenges to Retain and Develop Talent State and local governments are challenged to find new and competitive ways to attract, retain, and engage talent. This challenge is compounded by the growing number of baby-boomer retirements and increased turnover among younger workers. To address the demographic shifts and ensure that they will have a skilled workforce for the future, state and local governments need a holistic approach to recruitment and retention, including the use of succession planning. By investing in people, the organization sends a clear message that people are valued and there is commitment to building a talented pipeline. Cybersecurity When it comes to the security of state and local government networks, recent data all points in one direction: vulnerability. In 2018, two large American cities learned that their information systems were hacked. First, Atlanta revealed that it had been the victim of a ransomware attack that took many of the city’s services offline for nearly a week, then, Baltimore’s 311 and 911 dispatch systems were taken offline for more than 17 hours, forcing dispatchers to log and process requests manually. Both attacks could have been prevented. IT departments are focused like never before on keeping their networks and data secure.
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Fiscal Year 2019 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 2012-2016 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 meaning the white non-hispanic population (45%) is less than half of the City’s total population.
Population age
Population • Coral Springs is still a “young” community, with 26% of population under 18 • Population under 18 has seen a decrease in its share of the total population by 16% 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 36.4 in 2012-16 (40.0 for Broward County) • Age group 50-64 increased its share of the population significantly, 87% since 1990 • The trend of aging population will continue through 2030 as Baby Boomers age.
Population trends 100%
The City is still a “young” community but the population is aging in place. There will be a continued need for youth and senior programs in the next 5 to 10year period.
90%
Under 5
Age 5 ‐17
7.0% 8.8%
80% 70%
28.4%
60% 50% 40%
Age 18‐ 34 6.0% 14.1% 28.1%
24.9%
21.2%
23.8%
23.8%
30% 20% 10% 0%
Age 35‐49
Age 50 ‐64
Age 65+
7.9%
9.9%
20.5%
19.7%
23.6%
22.2%
21.4%
22.3%
20.8%
19.3%
7.1%
6.9%
5.8%
6.6%
1990
2000
2010
2012‐2016
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Growing Hispanic Population • Coral Springs has a Majority Minority population, according to the 2011-2016 ACS 5-year estimates. Majority Minority means the White Non-Hispanic population comprises less than 50% of the population. • Based on the racial and ethnic diversity of Miami-Dade and Broward Counties, the current trends will continue as a more racially/ethnically diverse population continues to move from Miami-Dade into Broward (and Coral Springs). 100% 90%
Non‐ Hispanic Other 9%
Non‐Hispanic Black 21%
Hispanic or Latino
80% 70% 60%
Non‐Hispanic White 45%
50% 40% 30%
26%
Non‐Hispanic Other
9%
Non‐Hispanic Black
21%
Non‐Hispanic White
46%
20%
Hispanic or Latino 25%
10% 0% 1990
2000
2010
2012 ‐ 2016
Data Sources: 1990‐2010 Decennial Census, 2012‐2016 American Community Survey 5‐year estimates
Place of birth • Foreign-born population in the City has increased its share of the total population from roughly 1/5 to almost 30% since 1990. • The majority of foreign born residents come from the Caribbean/West Indies, Central America, and South America. Percentage of Native Born 100% 80%
Percentage of Foreign Born
21%
25%
28%
79%
75%
72%
2000 Census
2005‐2009 ACS
2012‐2016 ACS
City of Coral Springs (ACS 2012‐2016) Percent of Total Place of Birth Estimate Foreign Born Haiti 5854 16.2% Jamaica 4922 13.6% Colombia 4220 11.7% Dominican Republic 1773 4.9% Peru 1656 4.6% Mexico 1466 4.1% Cuba 1449 4% India 1408 3.9% Trinidad and Tobago 1261 3.5% Venezuela 1102 3.1%
60% 40% 20% 0%
Language spoken at home • The share of City’s population speaking another language at home has increased significantly, from 25% in 2000 to 37% in 2012-2016.
• Roughly 1 in 8 residents speak English less than “very well” as reported by the 2011-2015 ACS. 100%
English only
Spanish or Spanish Creole
Other languages
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.
90% 80% 70% 60% 50% 40% 30% 20% 10%
22
0% 2000 Census
2005‐2009 ACS
2012‐2016 ACS
Fiscal Year 2019 Business Plan
Income • Residents’ Median Household Income is 22% higher than the County and 18% 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
Unites States $74,303
$67,702
$60,000
$62,987 $52,954
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.
$67,871
$55,322
$50,000 $40,000 $30,000 $20,000 $10,000 $0
Median Household Income
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 • 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%).
14.40%
15.10%
10.30%
Coral Springs
Broward County
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) have a direct impact on these this population.
United States
City of Coral Springs, Florida
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Business Survey Summary
Business Survey: Bottom line up front
Overview
Perceptions of the City are very positive and continue to improve
In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOC analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.
Overall satisfaction with City services remains high and stayed about the same 94% 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) ease of travel by car on major City streets
Purpose and Methodology
During the winter of 2018, 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, mail and internet to a random sample of 405 businesses in the City of Coral Springs. The overall results of the survey have a precision of at least +/-4.8% at the 95% level of confidence.
Major Findings
94% of businesses were satisfied with the quality of City services
Overall Satisfaction with City Services Thirty-nine percent (39%) of the businesses surveyed felt the quality of City services was higher than their expectations; more than half (55%) of the businesses surveyed felt the quality of City services was meeting their expectations and only 6% felt the quality of City services was below their expectations.
Satisfaction with Specific City Services, Departments, or Programs Eighty-two percent (82%) 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 Overall businesses who were “very satisfied,” “satisfied” or “neutral” were:Ratings of the City’s Customer • Emergency Paramedics (100%)
Overall ratings Service of customer service
By percentage of respondents (excluding don’t know/not sure)
• Fire Inspection (97%) • Police Department (96%) • Building Inspections (92%)
Very Good 40% 39% 34% 37% 37%
Good
• Building Division Call Canter (92%)
2018 2016 2014 2012
57%
2008
4% 3% 5% 3% 3%
Poor
Very Poor
56% 61% 57% 61%
3% 1% 0% 0%
10%
95% 94% 94% 98% 97%
Total: Very Good + Good 0%
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20%
Fiscal Year 2019 Business Plan
40%
60%
80%
100%
Customer service ratings remain very high
Satisfaction with City Customer Service Most (94%) of the businesses surveyed rated the City’s customer service as “very good” or “good;” only 6% of businesses rated the City’s customer service as “poor.” Satisfaction with City Efforts to Improve Coral Springs Businesses were asked how satisfied they were with the City’s efforts to improve various aspects of the Coral Springs. Items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses were: • Clean city streets and public areas (98%) • Litter collection on city streets (97%) • City efforts at maintaining the quality of neighborhoods (94%) • Provide lighting in commercial areas (91%) • Support the availability of customer parking (90%) Satisfaction with City Codes and Regulations The City codes and regulations that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • Paint color regulations (92%) • Trash disposal regulations (90%) • Requirements for proper business appearance maintenance (90%) • Business parking regulations (90%)
Current of Coral OverallPerceptions perceptions of Coral Springs Springs
Importance of City Services The three City services, departments, or programs that businesses felt were most important to their organization were: • Police Department (45%)
by percentages of respondents who rated the item as a 1 to 5 on a 5-point scale
Overall image of the City
45%
Overall quality of life
46%
40%
13%
42%
11%
• Fire Inspection (28%) • Emergency Paramedics (24%)
Overall feeling of safety
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:
38%
Quality of new development in the City
35%
Quality of public education
35%
Very Satisfied (5)
Satisfied (4)
43%
35%
35% Neutral (3)
18%
24%
21%
Dissatisfied (1/2)
Column1
• Overall quality of life (99%) • Overall image of the City (98%) • Overall feeling of safety (97%)
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Reasons Businesses Decide Locate to ReasonsWhy Businesses Decide to LocatetoHere Coral Springs
Ratings of the Physical Appearance of the City Eighty-two percent (82%) of the businesses surveyed rated the physical appearance of the area where their business is located as “excellent” or “good;” 17% rated it as “average,” and only 2% rated it as “poor.” (does not equal 100% due to rounding)
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
Reasons for Moving to Coral Springs
Extremely Important (5) Very Important (4)
Access to Sawgrass Expressway
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:
Important (3)
Telecommunications/utilities/other infrastructure Proximity of important businesses Level of taxation Quality of schools
• Telecommunications/utilities/other infrastructure (93%)
0%
20%
40%
60%
80% 100%
• Low crime rate (92%) • Ease of travel by car on major City streets (92%) • Overall image of the City (90%) • Access to Sawgrass Expressway (89%) • Attitude of local government toward business (88%) 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 (37%) • Ease of travel by car on major City streets (33%) • Overall image of the City (26%)
Overall Quality of Services Provided by Overall Business Atmosphere the CityRating By percentage of respondents (excluding don’t know/not sure)
9%
Significantly higher than your expectations
A “Business Friendly” Community
11% 14%
8%
27%
Higher than your expectations
Likelihood of Recommending the City as a Business Location Most (94%) 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 6% were “not likely” or “not likely at all” to recommend Coral Springs as a business location.
18%
30% 32% 53% 50%
Expectations met
60%
2016
68%
2014
2%
Significantly below your expectations
2012
5% 4% 6%
Below your expectations
2008
2%
1% 1% 1%
96%
94% 96% 94%
Total: Higher/Meeting Expectations 0%
Ratings of the City’s Business Atmosphere Compared to Two Years Ago
20%
40%
60%
80%
100%
Nearly half (41%) of the businesses surveyed felt the City’s business atmosphere was “better” compared to two years ago; 49% of the businesses surveyed felt the City’s business atmosphere was the same compared to two years ago but felt it was “good,” 6% felt it was the same compared to two years ago but that it was “poor” and 5% felt it was “worse” compared to two years ago(does not equal 100% due to rounding).
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Fiscal Year 2019 Business Plan
Best Ways for City thetoCity to Communicate Best Ways for the Communicate with Businesses with Businesses
Ratings of the Labor Pool in Coral Springs When asked to rate the labor pool in Coral Springs, the items that showed the highest positive ratings, based upon a combined percentage of “excellent,” “good” or “average” responses, were:
By percentage of respondents
Emails Direct Mail Personal calls Social Media Newsletters City Website Brochures Business Forums City TV Workshops e HelpDesk
• Productivity of the workforce (91%) • Quality of labor (91%) • Stability of the City’s labor force (91%)
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%
Communication Use of the City’s Website Forty-eight percent (48%) of the businesses surveyed indicated their organization had used the City’s website, 45% of businesses had not used the City’s website and 7% 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 (97%) • Under the Sun magazine (96%) • Availability of information about city programs/services (96%) Best Ways to Communicate With Businesses
Ratings ofofCity Property Compared Ratings City Property TaxesTaxes Compared to Other to Other Communities Communities
The top three ways that respondents felt it would best for the City to communicate with businesses were: emails (55%), direct mail (53%), and personal calls (20%).
By percentage of respondents
36% 37%
About the same
Overall Ratings of City Communication
25%
Eighty-one percent (81%) 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 5% rated it as “very poor.”
45%
35%
Higher
29%
2016
33%
2014
43%
2012
3%
4% 6% 4%
Lower
2008 26%
Don't know/ Not sure
21%
0%
10%
City of Coral Springs, Florida
20%
26%
29%
30%
40%
50%
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Ratings of City Property Ratings of CityTaxes Property Taxes By percentage of respondents (excluding don’t know)
Property Taxes
58%
Property taxes are just right for the amount and quality of City services received
How Property Taxes Compare to Surrounding Communities Thirty-two percent (32%) of businesses felt the City’s property taxes were “about the same” compared to surrounding communities; 38% felt property taxes were higher compared to surrounding communities, 2% felt they were lower and 28% did not know. Ratings of the Amount of Property Taxes Businesses were asked to indicate their agreement with various statements regarding the amount of property taxes they were paying in relation to the quality of City services they were receiving. The results are provided below:
53% 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%
• 46% of businesses surveyed felt property taxes were just right for the amount and quality of City services they were receiving. • 31% of businesses felt property taxes were too high for the quality of City services they were receiving. • 23% of businesses felt property taxes were high but felt the City was providing more services at a higher quality than expected. • 1% of businesses felt property taxes were too low for the amount and quality of City services they were receiving. Other Findings The City services, departments or programs that businesses used most often were: • Fire Inspection (73%) • Business Tax (47%) • Trash Collection Services (43%) • The Police Department (43%) • Water Billing (36%)
Nearly two-thirds (64%) 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, 26% did not and 10% were unsure.
Over half (53%) of the businesses surveyed indicated they presently have a recycling program; 42% do not have a recycling program, and 5% were not sure.
Most (86%) of the businesses surveyed did not feel that they had workforce training needs that were not being met; only 2% did have workforce training needs that were not being met and 12% were not sure.
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Fiscal Year 2019 Business Plan
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 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.
Source: ETC Institute 2017 Coral Springs Resident Satisfaction Survey
Major Findings The major City services that were rated best included: quality of emergency medical services (90%), quality of fire services (89%), quality of police services (85%), and quality of City parks and recreation programs (80%). Residents were least satisfied with the 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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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%), condition of major City streets (73%), and 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) condition of major City streets, (2) adequacy of City street lighting in neighborhoods, and (3) 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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Fiscal Year 2019 Business Plan
• 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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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 ImportanceSatisfaction (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 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
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: • 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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Fiscal Year 2019 Business Plan
SERVICE AND OPERATIONS STRATEGY Service 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 Goals. The five goals identified by the City Commission set the agenda for this Business Plan, namely: • Responsible City Government • City Investment in Today and Future • Downtown Becomming Vibrant • Growing Local Economy • Premier Community in South Florida 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
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RESPONSIBLE CITY GOVERNMENT FINANCIALLY SOUND CITY PROVIDING EXCEPTIONAL SERVICES
NEW INITIATIVES Hiring of Grant Consultant Lead Department: Budget
Operating Expenses: $10,000
One of the City’s goals is to increase grant funding awarded to the City. Currently, there is a Grant Coordinator on staff to develop all of the city’s competitive grant proposals. The addition of grant consultants will assist the grant coordinator and city departments in crafting more competitive grant proposals. City departments would have access to subject matter experts who can provide the professional guidance needed to develop competitive grant proposals to funders which will in turn increase the amount of grant funding that is awarded to the City.
Open Smart City- Strategic Planning Online Platform Lead Department: Budget
Operating Expenses: $50,000
Recent events have led to a growing lack of confidence in our City. This lack of trust is not only directed at Coral Springs. Public trust in government remains near historic lows; with only 18% of Americans today saying they can trust the government to do what is right. The City’s current performance management system is failing and there are companies in the market which combine performance management and performance measurement into a scorecard for internal/external tracking and reporting. Exploring the use of an online platform to frequently update progress in the community will improve public perception and give our community a sense that they are able to track the new initiatives and reference the City’s strategic direction.
Improving Human Resource Service Quality Lead Department: Human Resource
Operating Expenses: $14,500
To provide a higher level of service and move away from manual HR processes; more emphasis needs to be placed on streamlining the HR service delivery model. To transform our HR Service delivery model, we will need to expand existing or acquire other systems to meet our future needs. During the last few years, more HR service providers have grown their suite of products in an effort to deliver a one-stop shop experience for HR customers. In 2016, the City purchased the NeoGov Insight recruitment and applicant management solution to improve the hiring processes supported by HR. The NeoGov solution has evolved considerably in the last two years and now provides multiple solutions from a common portal which streamline the HR service delivery model. Additional NeoGov modules can be purchased to leverage the existing recruitment applicant management system while delivery enhanced HR Services. These improved options for self-service and streamlined delivery of multiple core HR processes will increase employee productivity due to less reliance on paper-based and manual work processes.
Linkedin Learning Subscriptions Lead Department: Information Technology
Operating Expenses: $50,000
Linkedin Learning is an online platform that provides a multitude of online courses which would be available to all City employees. Training will be readily available to staff, no longer requiring users to register online or travel off-site. Training can be completed from the user’s desk at their most convenient time. Offering online courses to city employees will meet the City’s goal to “hire, develop and retain a top quality City workforce”.
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Fiscal Year 2019 Business Plan
Comprehensive Compensation Study Lead Department: Human Resource Operating Expenses: $25,000 During the Strategic Planning process, the City Commission identified a (two-part) high priority HR Department initiative requiring a comprehensive review of our compensation and benefit programs. In 2015, the city completed a comprehensive review of all non-union positions, our pay structure and pay related policies. The market survey revealed that our pay structure was lagging the local market which may have been impacted by the economic downturn that started in 2009 and lasted longer than anticipated. Although the cost of the compensation study was included in the annual budget, funds to support implementing a new more competitive pay structure were not available. Upon learning of the City Commissions desire to complete a comprehensive review of the City’s compensation programs, HR management began working with the consultant to identify a scope of services, project timeline and cost estimate. This project will fund the study but does not include any costs associated with implementing or updating of the existing broad-band compensation structure. Continued reliance on City’s reputation, worker loyalty and perceived value of benefits package will attract and retain top talent for the organization.
Tightrope Cablecast Upgrade for City TV Lead Department: Communications & Marketing
Capital: $46,070
In 2014, the City upgraded the Tightrope Cablecast broadcast system that is used to program CityTV. The Cablecast system consists of video servers that manage the scheduling and content being delivered to the station. In 2019, the system will be 5-years old with hardware warranties ending in November 2018 and components which are currently running Windows 7, and will no longer by supported beyond January 2020. This initiative is a request to upgrade the Cablecast system equipment located in our video server room at City Hall.
LiveU Equipment Purchase Lead Department: Communications & Marketing
Capital: $15,500
The LiveU system will allow the City to live stream video both internally and externally, enabling remote streaming to Facebook, Twitter or the city’s website from the field where WiFi is not available. The system can also be setup to stream right to cell phones/computers of senior staff, command staff, and responding officers as well as allow us to live stream from the ground or from our drones to the EOC TV through an encrypted signal. This would work great during emergency events and other press conferences the City may hold in the future.
Electric Utility Vehicle Lead Department: Public Works/Equipment Services Division
Capital: $14,721
The purchase of a four (4) seat electric utility cart will provide Public Works Facilities Division with an additional resource to help shuttle personnel, and perform routine maintenance tasks around the new Municipal Complex. The electric utility cart can also be used for hauling supplies during City sponsored events. Most commonly it would be used by staff, performing daily maintenance around the facility while moving supplies.
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ONGOING INITIATIVES Dispatch Improvements (2018-2019) Lead Department: Police Operating Expenses: Existing Funds Broward County Office of Regional Communications and Technology has approved the funding of the console replacement for the Communications Unit. The City of Coral Springs will have to pay for the replacement of new consoles including the installation and movement of radio equipment from old to new consoles as well as the updating of ergonomic lighting over each new console. This will be a cutover that is done live, while the Communications Unit is fully operational. The Communications Unit is in the final stages of the RFP process for the selection of the vendor. Two (2) companies are in the finals. Site visits were completed June 19 and 20, 2018 to see the product at other local Communications Centers in the TriCounty area. We will have final presentation with both vendors on July 18, 2018 and a selection of the vendor should be made by the following week. The goal is to have all of the installation of the consoles and lighting by December 31, 2018 or sooner.
Enhance Strategic Enforcement Team (2018-2019) Lead Department: Police Operating Expenses: Existing Funds 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. As these positions were adds to staff, we postponed filling these positions until the beginning of July to alleviate manpower restraints on road patrol while new officers were completing their training. While these positions are still going to be filled and are a high priority, we are going to discuss a new time line based on the need for additional School Resource Officers (SRO’s) as a result of the MSD Act. The addition of SRO’s must be in place by August 15th in order to comply with the new law. Our timeline to fill the positions to the SET Unit will be based on manpower needs to provide adequate road patrol coverage and fulfil the needs of the additional School Resource Officers.
Virtual Slice of the Springs Meeting (2017-2019) Lead Departments: Development Services, Communications and Marketing
Operating Expenses: Existing Funds
Since 1995, the City of Coral Springs has held a series of “Slice of the Springs” neighborhood meetings, conducted in different sections or slices of the City – Southeast/Southwest, Town Center/Center West and Northside/Northeast. At each Slice meeting, City staff 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
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Fiscal Year 2019 Business Plan
computer or mobile device. Communications and Marketing and the Development Services departments conducted the first “Virtual Slice of the Springs” on April 20, 2017 and again on April 12, 2018. 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 held two Virtual Slice meetings and two in-person meetings during Fiscal Year 2018, and plans to repeat this in 2019. Technology, lighting equipment, and software, will be rented for these meetings.
Event Management Process (2016-2019) Lead Department: Communications and Marketing
Operating Expenses: Existing Funds
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 opening of the ArtWalk and City Hall, the City has added three major events and six 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 eventrelated 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 hired an Assistant Director of Parks in January 2018 who oversees the event management process. He has established a cross-functional committee to review and vet all new and ongoing events, and conduct post-event evaluations. An annual calendar of events has been developed. Moving forward in FY 2019, the committee will develop an event sponsorship package, guidelines for the use of City venues for non-city events, and guidelines to assist event planners through the planning and permitting process.
Education Grants (2016-2019) 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 2019, it is anticipated that the funds will once again be distributed to the high schools through a grant application process.
Multi-cultural Events (1995-2019) 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 2019 the City anticipates hosting the following events. • Martin Luther King, Jr. Celebrations: Student Art & Literary Exhibits, Community Celebration, Business Luncheon, Diversity/
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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 anti-bullying.
Youth Programs (2008-2019) 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. This began in Fiscal Year 2017.
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Fiscal Year 2019 Business Plan
CITY INVESTMENT IN TODAY AND FUTURE UPGRADES TO CITY INFRASTRUCTURE, FACILITIES AND PARKS
NEW INITIATIVES Landscape Improvement of Arterial Roads Lead Department: Public Works
Operating Expenses: $185,000
Landscape improvements along University Drive and additional arterial roads such as Coral Ridge Drive, Coral Springs Drive, Royal Palm Blvd, Atlantic Blvd, Sample Road as well as master parking, will improve traffic visibility, allow improved growth and appearance of plants and create a themed more uniform corridor. University Drive will be first to be completed bringing the road up to current FDOT Landscape Design standards which will have a positive impact on safety aspects of the road, and also improve the appearance by beautifying this main corridor with fresh and adequate landscape material. This project will make a positive impact on drivers who use the road as well as business located along these roads.
Facilities/ Streets Cityworks software Lead Department: Public Works
Operating Expenses: $8,000
Capital: $100,000
In Fiscal Year 2017, the Utilities Division procured a software program called Cityworks, which is based on Public Works operations. It serves as an asset management program designed to achieve maximum life and usefulness of infrastructure improvements, as well as document total work order cost of labor, material, equipment and GIS. This project is a continuation of the city’s proactive approach to asset management empowering staff at all levels which should enact process improvements and operating efficiencies.
Mullins Park Playground Replacement Lead Department: Parks & Recreation
Capital Expenses: $300,000
Mullins Park is the largest and most heavily used playgrounds in the City. This playground is 15 years old and part of the city’s playground replacement plan. Equipment and play surface will be replaced with more modern equipment that will feature play items for ages 5 to 12 years old.
Light Fixture Replacement – Aiello Field Lead Department: Parks & Recreation
Capital Expenses: $125,000
Replacement of light fixtures with new energy efficient, hurricane resistant light fixtures on the fields and courts throughout our parks is part of the City’s 10 year Master Plan. Fiscal Year 2019 funds will replace light fixtures at Mullins Aiello field, ensuring a safe night-time environment by providing adequate field lighting, as well as other benefits such as energy costs and savings in labor costs by providing improved technology and more efficient light bulbs which last longer.
Parks Replacement CIP Projects Lead Department: Parks & Recreation
Capital Expenses: $546,118
In Fiscal Year 2017, the City established a Parks Replacement Plan. Funding for this plan is made through funded chargebacks to user departments and held in a sinking fund created for the purpose of paying for future replacements. This plan includes larger replacement projects such as artificial turf fields and pool replacements. As larger park replacements are completed, a review of inclusion into the replacement plan will be evaluated.
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25 Meter Pool Linear Upgrade Lead Department: Parks & Recreation
Capital Expenses: $350,000
This project is to replace the 25 Meter Pool Liner at the Aquatic Complex. The Pool Liner covers the walls and floor of the pool to protect the shell from developing cracks and leaks. The current liner is over 22 years old and the average life expectancy of a liner is 15 to 20 years. The 25 Meter Pool is used for swim meets, synchronized swimming, water polo, swim lessons and public swimming.
Air Conditioning Technician Lead Department: Public Works
Operating Expenses: $11,256
Capital: $49,000
Currently, the City contracts preventative maintenance on all non-General Fund facilities including the Water Plant, Center for the Arts, Charter School and Fire Stations. The addition of an in-house Air Conditioning Technician to the Public Works Facilities division will result in an annual cost savings and faster response time for non-General Fund departments that experience air conditioning system failures. Facilities staff will become the first responders to diagnose and in many cases initiate the repair process quicker resulting in less A/C down time and result in an overall reduction in repair and maintenance budget for air conditioning units.
New Shop Equipment Lead Department: Public Works/Equipment Services
Capital Outlay: $369,236
Public Works Equipment Services repair facility will be relocated to the newly purchased Public Safety and Public Works building located at 4150 NW 120 Ave. This new facility is currently not equipped for Equipment Services to perform routine maintenance repairs on the city’ vehicles and equipment fleet. New equipment will be procured and installed into the new facility so that Equipment Services can continue to maintain the City’s fleet. Examples of equipment to be procured and installed include stationary above ground automotive lifts, portable heavy duty wheel lifts for medium & heavy duty trucks, overhead hose reels, bulk fluid storage tanks, automated bulk fluid delivery & recovery systems, compressed air system, automotive alignment rack, automotive exhaust extrication system, air circulators, lighting, (2) commercial hand wash stations, tire equipment, and overhead fall restraint system for fire truck bays.
Wireless Telecommunications Master Plan Lead Department: Development Services
Operating Expenses: $28,000
Over the last twenty years, wireless communications have grown exponentially, both in terms of technology available, as well as the impact to people’s daily lives. Changes to the city’s process regarding telecommunications facilities is required as new technology and new types of facilities were not contemplated become introduced. Traditionally, these types of facilities have not been installed in city’s public right-of-way, and lawful competing uses need to be weighed and balanced with public safety and aesthetics in mind. The potential for rapid installation of these facilities and towers and the need for time to review and consider permits/applications necessitated amendments to the existing codes. In order to best prepare for the potential proliferation of these facilities, a wireless Telecommunication Master Plan is needed. The city’s existing telecommunications consultant, CityScape, will provide the service in three phases and Community Development staff will oversee the project, partnered with Public Works department, City Attorney’s Office and Purchasing Division. Once complete, the master plan will be presented to the City Commission for adoption and be utilized by City staff when reviewing land development requirements for wireless facilities. This master plan will provide a realistic placement plan that will improve network coverage while minimizing the overall number of towers built within the City.
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ONGOING INITIATIVES Cultural Facilities Grant for Museum Renovations (2018-2019) Lead Department: Development Services Grant Funding: Matching funds identified 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. The projected is expected to be completed by June 2019.
Roadway Resurfacing (2001-2019) Lead Department: Public Works
Capital Outlay: $500,000
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. In Fiscal Year 2019, areas include North Springs and Riverside Drive between Wiles Road & the Sawgrass Express Way, 40th Street between Riverside Drive and University Drive.
Wiles Road and 441 Entry Improvements (2017-2019) Lead Department: Public Works
Capital Outlay: $280,000 Allocated in FY2017
Broward County will widen Wiles Road from State Road 7 (US 441) 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. The County Project is continuing until December 31, 2018.
Inflow and Infiltration Rehabilitation (2012-2019) Lead Department: Public Works
Capital Outlay: $750,000 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.
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Maintain and Protect City Trees (2017-2019) Lead Department: Parks and Recreation
Operating Expenses: Existing Funds
The City invested heavily in restoring the tree canopy after the devastation wrought by Hurricane Wilma, trying to reach at least a 30% three canopy 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.
Turtle Run Park Left Turn Lane (2017-2019) Lead Department: Public Works
Capital Outlay: Existing Funds
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.
New Entrance for Sherwood Forest Park (2018-2019) Lead Department: Parks and Recreation, Public Works
Operating Expenses: Existing Funds
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.
CDBG Action Plan (2018-2019) Lead Department: Development Services
FY 2019 CDBG Allocation: $770,191
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 (Fiscal Year 2015 - 2019) Consolidated Plan the framework for the City’s annual Action Plan 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 2018/2019 Action Plan: • NW 28th Street Sidewalk phase II: $130,000 • NW 99th Avenue Sidewalk Project: $95,000 • Coral Hills Drive Sidewalk: $90,000 • Commercial Facade: $60,000 • NW 110th Avenue Traffic Calming Design and Construction: $60,000 • Home Repair: $50,624 • Youth Scholarship Program: $50,000
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Fiscal Year 2019 Business Plan
• Senior Recreation and Functional Training: $43,447 • Senior Recreation and Therapeutic Program: $22,082 • Neighborhood Partnership Program Grant: $15,000 • Planning and Administration: $154,038
Traffic Management (2010-2019) Lead Department: Development Services, Public Works
Capital Outlay: $45,000
The Transportation Improvement Plan for Fiscal Year 2019 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 2019, the City will work with the property owners and residents along NW 110th Avenue to develop a traffic calming plan to meet the needs of the neighborhood as well as requirements of the Coral Springs Fire Department to have minimal impact on the response times of emergency vehicles. The City will also 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. 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) and the Florida Department of Transportation (FDOT) on the following efforts: • Implement projects that improve regional connectivity, including the initiative to build the Sawgrass Expressway Connector to I-95 • Expand University Drive to six lanes north of NW 40th Street • Widen Wiles Road east of University Drive to six lanes • Advance multi-modal initiatives along Rock Island Road, Coral Ridge Drive, and Turtle Creek Drive • Utilize federal funds for the Downtown Mobility Hub planning study and conceptual design • 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 2019, $45,000 is being requested where $22,000 will be used to replace two temporary rubber speed cushions with concrete on Shadow Wood Boulevard. Additional funding is requested for the repair of speed cushions on 4 neighborhood streets and maintaining the thermoplastic pavement markings and signage to improve the safety and visibility of all traffic calming locations throughout the City.
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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 #10708 ihouseh 4-11-2017
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Fiscal Year 2019 Business Plan
FY 20 MA
DOWNTOWN BECOMING VIBRANT CREATING A SENSE OF PLACE AND A DESTINATION
NEW INITIATIVES Sample Road Master Parking Comprehensive Plan Lead Department: Public Works
Capital Expenses: $200,000
In partnership with the Coral Springs Community Redevelopment Agency (CRA), the City proposes the revitalization of the Master Parking area within the CRA (master parking limits on Sample Road between Coral Hills Drive and NW 99th Way). Improvements in this area consist of new facades, signs, landscaping, irrigation, lighting, drainage, resurfacing, hardscape and reconstructed sidewalks with decorative finishes that are ADA compliant. These improvements will create a more attractive environment, encouraging pedestrian activity that will be an asset to all property owners and the surrounding community. These public improvements will create additional private investments for the adjacent commercial properties, as well as, enhance their competitiveness in the marketplace.
Design Guidelines for Downtown Lead Department: Economic Development
CRA Expenses: Existing Funds
It has long been a goal of the City to develop at vibrant downtown that creates a sense of place and destination for citizens and visitors to gather. The City moved this vision forward by constructing a new City Hall, that serves as a focal point for civic functions, as well as an active event space on the grand lawn in front of City Hall where numerous events have already drawn residents to enjoy gathering with each other. In January 2018, the City adopted a form based zoning code for the area downtown designated as part of the Community Redevelopment District that encourages mixed use development and pedestrian friendly activities and circulation. As a next step, the CRA retained Bermello Ajamil & Partners to assist in development of design guidelines for the downtown that will provide guidance for developers with regard to things like appropriate landscape materials, street furniture, and architecture. In addition, Bermello will be creating a concept plan for the City to renovate its master parking areas along West Sample Road to create a more pedestrian-friendly downtown feel.
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Development Agreement for the Cornerstone Project Lead Department: Economic Development
Operating Expenses: Existing Funds
In 2018, a private developer acquired the Financial Plaza building and parking lot on the corner of University Drive and Sample Road, and is working on developing a large mixed use project called Cornerstone that will be a component in the City’s vision for a pedestrian friendly downtown. The City and the CRA are negotiating with the Developer to provide a tax increment incentive to encourage development of the property that will meet the City’s long term vision of having a vibrant downtown experience in this location. The final terms of the project components, requirements, and aesthetics, as well as the business terms with regard to the tax incentive will need to be memorialized in a Development Agreement that will be negotiated between the Developer, City and CRA.
ONGOING INITIATIVES Innovate Downtown (2018-2019) Lead Departments: Communications and Marketing, CRA
CRA Funding: $15,000
A crowdfunding event allows local artists, entrepreneurs and innovators, to showcase their ideas in front of an event crowd and potential investors—helping them to raise money to start their business venture. Innovate Downtown took place over two days, Friday, April 27 and Saturday, April 28, at City Hall. On Friday night, 10 innovators pitched their ideas to a distinguished panel of judges. On Saturday, innovators were showcased at the City’s UnPlugged event. Two prizes were awarded – one to the crowd favorite, the other to the judges’ choice. Innovate Downtown focused on bringing start-ups, entrepreneurs, and innovators (referred to as “Creators”) to the Downtown to showcase new creative products and ideas to a crowd and potential investors—helping them raise money to start their business venture. With the success of this event in 2018, the City and CRA will offer the event in 2019, pairing it again with UnPlugged. This event is presented and funded in partnership with the CRA. The CRA has allocated $15,000 towards the Innovate event.
Downtown Decorative Street Lights (2018-2020) Lead Departments: Public Works, CRA
Capital Outlay: CRA Funding
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 2020, the CRA will fund the replacement of the poles and fixtures on Sample Road within the CRA. The CRA will work in partnership with the City on this project, which is consistent with the CRA Master Plan.
Intersection Approaches Upgraded to ADA Compliance (2018-2019) 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.
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Fiscal Year 2019 Business Plan
GROWING LOCAL ECONOMY INCREASED BUSINESS INVESTMENT AND JOBS
NEW INITIATIVES Economic Development Strategic Plan Lead Department: Economic Development
Operating Expenses: Existing Funds
In FY 2018, the City went through a request for proposal procurement process to select a firm to undertake an in depth economic development strategic plan. This work will largely be completed in the first half of Fiscal Year 2019, and will entail analysis of market, demographic, and business data to support a strategy for how the City may best deploy its resources to obtain a maximum return on investment for its business attraction, retention and expansion efforts. The development of the strategic plan will include community stakeholder engagement and visioning for what the business community will look for in the future. Part of the deliverable will be a marketing strategic plan for engagement with businesses, brokers, and site selectors. The strategic plan will support the business plan goal of growing our local economy to increase business investment within the City as well as well-paying jobs.
Venture Lab and/or co-working space downtown with possible university connection Lead Department: Economic Development
Operating Expenses: Existing Funds
With the exit of Broward College from the Downtown, the City has wanted to pursue another use that will encourage the development of new businesses and innovation. Staff is working to find a venture lab or co-working space opportunity that would be attractive to small businesses, home based businesses, and entrepreneurial businesses. The City and CRA staff are also working to align with a higher education institution that would provide training and support.
New quarterly economic development and marketing report on business expansion, retention and attraction efforts Lead Department: Economic Development
Operating Expenses: Existing Funds
Staff created a new a quarterly report to document its efforts in promoting business expansion, retention and attraction. The new format was presented to the Economic Development Advisory Committee in July 2018, and will be updated every quarter going forward. The report notes how many businesses are contacted and the nature of the City’s assistance. As the City develops a formal Economic Development Marketing Plan, the report will evolve to highlight department efforts as well as serve as a tool to assess the return on the efforts made with regard to the level of business investment and jobs within the City.
Retention of marketing firm to help prepare economic development marketing strategy and materials Lead Department: Economic Development
Operating Expenses: Existing Funds
Following development of the detailed Economic Development Strategic Plan and Marketing Strategic Plan, staff will assess how best to work with an outside firm to execute the goals set forth in the plans. This may include assisting with decisions to place advertisements, attend trade shows, contact brokers and site selectors, provide familiarization tours, and develop marketing collateral. In addition, we will strive to present easily accessible and compelling data and information needed for a business to make a determination as to whether Coral Springs is the right location for them.
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Residential Realtor’s Event Lead Department: Economic Development Office (EDO)
Operating Expenses: Existing Funds
Residential realtors are an important economic force in the community, and often the first contact with new potential residents. Realtors are in a position to positively sell the City, and create interest in living here. In order to promote the City and foster economic growth, the EDO will work with the Coral Springs Regional Chamber of Commerce to produce a forum or similar platform to be held annually in order to strengthen the City and Chamber ties to residential realtors, and to inform realtors about City initiatives, current development, navigation of City approvals and information about schools. The forum would include allowing schools to present relevant information that could assist realtors in providing information to their clients.
ONGOING INITIATIVES Building Permit Fee Study (2018-2019) Lead Department: Development Services Operating Expenses: Existing Funds
The Building Division of Development Services is working 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. 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. Results of this study will be brought forward in Fiscal Year 2019.
Corporate Park Improvements (2017-2019) Lead Department: Economic Development Office (EDO)
Operating Expenses: Existing Funds
The City and Property Owners of the Coral Springs Corporate Park Association have created a stronger dialogue, 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 regarding security and drainage improvements, this is a large and complex project that is expected to take multiple meetings to complete. In Fiscal Year 2019, the City will continue to 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.
Code Compliance Operational Review and Training (2018-2019) Lead Department: Development Services
Operating Expenses: $15,000
The Code Compliance Division of Development Services underwent an operational review in 2012. The review resulted in 67 findings and recommendations, of which a majority have been accomplished. Code Compliance Operational Review and Training was an initiative in Fiscal Year 2018 where a consultatnt was hired to review Code Compliance processes and provide recommendations. The review continues with the consultant in Fiscal Year 2019 where the operating expenses will be used to fund the recommended additional training.
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Fiscal Year 2019 Business Plan
Electric Vehicles and Charging Stations (2017-2019) Lead Department: Public Works
Capital Outlay: Existing Funds
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. For wider community application, the City has installed 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, two stations were 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.
Economic Development Marketing - Website Redesign (2016-2019) Lead Department: Economic Development Office (EDO)
Operating Expenses: Existing
In Fiscal Year 2018, the Economic Development Office and the City’s in-house web design team revamped and redesigned the Economic Development website, www.CoralSpringsEDO.com. The updated website provides more interactive, engaging content (e.g. Business Recognition and Excellence Awards video, Real Estate Summit registrations, etc.) with a flawless navigation tool for economic development. Furthermore, a professional GIS software/web application has been installed, offering up-to-date demographic and labor force information as well as an online database of available industrial, retail, and office spaces based on user-defined criteria. EDO will continue to focus staff time, energy, and money on mission-critical tasks tailored for corporate executives and site selection consultants in Fiscal Year 2019. For example, EDO will invest in search engine optimization (SEO), and in CoStar Group Inc. (a Commercial Real Estate Information Company) to produce professional, comprehensive market analysis, whether the need is for citywide data or information on a single property.
Real Estate Summit (2015-2019) Lead Department: Economic Development Office (EDO)
Operating Expenses: Existing
Realtors are an important economic force in the community. In 2018, the City successfully presented a Real Estate Summit on past market trends and will continue to produce this event. In 2019, the City will partner with the Coral Springs Regional Chamber of Commerce for an event tailored to residential real estate agents. The event will provide a forum for interaction with City staff, school officials, and local resources supporting their industry, strengthening the City’s ties with all stakeholders and making the City attractive to mutually beneficial economic development activities.
Coral Springs Regional Chamber Business Academy (2017-2019) Lead Department: Economic Development Office (EDO)
Operating Expenses: Existing
Now in the fourth year, the Coral Springs Regional Chamber Business Academy continues to grow. Sponsored by the City of Coral Springs and FPL and led by experts focused on a specific topic or discipline, local small business owners seeking to grow their businesses have the opportunity to improve communication skills, gain 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.
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PREMIER COMMUNITY IN SOUTH FLORIDA THE PLACE FOR FAMILIES TO LIVE IN GREAT NEIGHBORHOODS
NEW INITIATIVES Additional (5) School Resource Officers Lead Department: Police Department
Operating Expenses: $703,157
Capital Outlay: $274,400
The City of Coral Springs currently employs twenty (20) School Resource Officers. These officers are assigned to all 19 public schools and 1 at the Coral Springs Charter School. Their role is for security of each individual school and to foster positive relationships with students. Given the horrific events of February 14, 2018, at Marjory Stonemen Douglas High School and the related MSD Public Safety Act passage, the City would like to add 5 SRO’s to the program. The MSD Public Safety Act requires that each school district school board and school district superintendent cooperate with law enforcement agencies to assign one or more safe-school officers to each school facility. Recent legal interpretation of the Act is that this language would include charter schools. This would require an SRO in Renaissance Charter School and Imagine Charter School of Broward. In addition, three of our schools have a population of students over 2000. These schools include Coral Glades High School, Coral Springs High School, and Taravella High Schools. We believe adding an additional SRO in these schools would be essential to the safety and security of the school. This would bring the total School Resource Officers to 25.
Additional (3) Firefighter/ Paramedics Lead Department: Fire/EMS
Operating Expenses: $177,455/$108,763
Capital Outlay Fire: $11,235
The Coral Springs Fire department currently maintains a staff of 150 shift based personnel, fifty (50) per shift. These personnel are responsible for the staffing of eight (8) fire stations located in Coral Springs and Parkland. The department is requesting three (3) additional firefighters in the Fiscal Year 2019 budget. The additional personnel would add one (1) firefighter/paramedic to each of the three (3) fire department shifts. The benefits to the department and the City are as follows: Increase the amount of personnel on particular units such as the busier units that are running heavy amount of calls for service. This would also decrease the needs for some of the busiest ladder and engine companies having to respond to medical calls for additional staffing. Having the suppression companies remain available will allow faster and more efficient responses in their respective response zones. One (1) additional person per shift will allow additional personnel to utilize their allotted accrued leave time for both vacation and comp time at a more consistent rate, which would greatly improve morale and efficiency within the fire department. Having one (1) additional firefighter/paramedic per shift would improve the functionality and efficiency of the fire department.
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Fiscal Year 2019 Business Plan
Logistics Captain Lead Department: Fire
Operating Expenses: $131,563
Capital Outlay: $50,075
The Coral Springs Fire Department is comprised of over 180 personnel operating out of eleven buildings on a daily basis with no one assigned to the logistical functions necessary to ensure continuity of operations. Over the past couple of years, the City has been faced with multiple hurricane deployments and the tragic events of February 14, 2018, along with multiple after events and had to pull personnel from shift and seek their assistance to pull resources and equipment to function during adverse and stressful times. There are resources on a weekly basis that have to be delivered to each station and other facilities throughout the county. The logistics position would provide the department with someone that will be responsible for complete inventory and asset tracking along with resource allocation during normal and adverse times. This person will be responsible for monitoring and coordinating storage, inventory and distribution of the fire department’s uniforms, personal protective equipment, rescue supplies and equipment. Work would involve responsibility for operation of the department’s inventory management program. This person directs and consolidates the functions of equipment and supply allocation, as well as procurement and research to facilitate efficient and effective utilization of fire department resources. The position will oversee the inventory and supply distribution network to meet the daily and mission critical needs of the fire department. The Coral Spring’s Fire Department is requesting the creation of one (1) Logistics Position with the rank of Captain. Having this position added to the fire department will fill a current void and provide for more efficient and effective day to day operations and allow the other members to dedicate their time to their responsibilities.
Principal Office Assistant Part-time to Full-time Lead Department: Fire
Operating Expenses: $31,594
The Coral Springs Regional Institute of Public Safety has continued its growth, and the amount of financial reconciliation has tripled over the past few years. The added new classes, Martin County Agreement and the ability to receive Florida pre-paid will increase the workload beyond the capability of a part-time position. Historically, temporary part-time positions have been responsible for specific programs. The department is requesting to convert a part-time employee to a full-time employee for the Fiscal Year 2019 budget. With the amount of work doubling over the past 3 years for the current bookkeeper/financial coordinator, converting a part-time to full-time will allow for immediate results. The part-time employee is already trained and understands their role, which will save time versus hiring and training an additional part-time employee. The additional time will ensue that staff is capable of handling their perspective responsibilities. Funding for the conversion will be made possible due to the three added attributes, new classes, Martin County Agreement and Florida pre-paid.
Adding Radio Authentication to all Public Safety Radios Lead Department: Police Department
Operating Expenses: $49,020
Broward County Office of Regional Communications Technology is currently in the process of updating their radio system to the Motorola P25 Digital system. This system is more compatible with the system that the City of Coral Springs upgraded to back in May of 2015. Broward County is now requiring any user that goes onto their system to have the radio authentication feature added to each radio that would be used on their radio system once the upgrade is complete. The current tentative date of completion is June of 2019. This is the most common method of protection that involves closing the system so that only the radios provisioned on the system database have access. Even though the City of Coral Springs is under a different radio system than Broward County, this feature will be necessary for any mutual aid operation that would require Public Safety to assist the City of Coral Springs or if Coral Springs needs to assist any neighboring jurisdiction that will be under Broward County’s radio system. All of the Public Safety personnel for both Police and Fire will benefit by adding the feature of Radio Authentication. This will avoid any gap in communication with surrounding cities.
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Stryker Powerload Stretcher Restraint and Lifting Systems Lead Department: Fire/EMS
Operating Expenses: $2,000
Capital $28,000
Rescue transport vehicles manufactured after July 1, 2015 are expected to meet the requirements of the GSA –KKK-1822 Federal Specification for Ambulance. This project seeks to procure eight (8) PowerLoad Stretcher and Lifting Systems to assure compliance with state guidelines put in place for the safety of patients being transported via rescue truck, while sitting or lying on a stretcher. The equipment asked for consists of an industry approved rugged stretcher mounting and lifting device that will be installed in each rescue truck. This device not only provides the right type of support to hold the stretcher securely to the rescue, it also provides battery operated lifting assistance so that the patients can be easily loaded and unloaded in the back of the rescue trucks. Obtaining specific equipment related to these requirements will not only assure that we will meet these current standards but also will assure that our patients are being transported in a safe manner for them as well as for our rescue crews.
SWAT Sniper Rifle Replacement Lead Department: Police Department
Operating Expenses: $10,000
The City of Coral Springs Police Department’s current SWAT Sniper Rifles are 20 years old. These current rifles do not have the ability to deploy all equipment at one time as the rail mounting system is smaller than newer rifles, causing the need for equipment be taken off and equipment added as needed depending on the need of the snipers. Newer rifles are much lighter, smaller and more maneuverable.
Historic Preservation Lead Department: Development Services
Operating Expenses: $10,000
The County Commission is considering a change to its Historic preservation ordinance which will require cities to obtain Certified Local Government (CLG) status with the state of Florida. Designation as a Certified Local government makes historic preservation a public policy through passage of a historic preservation ordinance. The proposed ordinance establishes a historic preservation Board to develop and oversee the functions of its historic preservation program. Should the City chose not to become a CLG, designation and oversight of Historic Structures and districts within the City will be determined by the County Commission upon recommendation by County Historic Preservation Board. As many of the buildings in the city have just reached fifty years old within the last few years, an inventory of potential historic structures needs to be conducted. Master Site Files need to be created for potential historic structures, which includes research of builders, architects of records, historically significant events, architectural styles, etc. This research and creation of Master Site files will need to be conducted by a consultant with expertise in the area of historic preservation. Historic Preservation Design Guidelines will need to be developed and a Historic preservation Ordinance will need to be created and adopted in order to establish the program requirements within the City. The Fiscal Year 2019 funds will be used to hire a consultant to create Master Site files.
ONGOING INITIATIVES Summer Breakspot Program (2017-2019) Lead Department: Police
Operating Expenses: Existing Funds
During the summer of 2017 the Community Services division of the Police Department coordinated the facilitation of a “Summer Breakspot” juvenile feeding and outreach program in conjunction with Florida Impact. 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.
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Last summer’s 2017 program was hosted at both James Hunt Elementary School and Coral Springs Elementary. The program benefitted 150 at-risk children. This year’s 2018 program will be held only at James Hunt Elementary School. 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.
Community Paramedic Program (2015-2019) Lead Department: Fire/EMS Operating Expenses: Existing Funds (General Fund and Fire Fund) 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.
Zika Prevention Efforts (2018-2019) Lead Department: Public Works
Operating Expenses: Existing
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.
Stormwater Assessment Implementation (2014-2019) Lead Department: Public Works
Operating Expenses: Existing
Capital Outlay: $200,000 Allocated in FY2018
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.
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Enterprise Software (2013-2019) Lead Department: Information Technology
Operating Expenses: Finance Department
Capital Outlay: TBD
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 Fiscal Year 2018.
FEMA Appeals Consultant (2018-2019) Lead Department: Finance
Operating Expenses: Existing Funds
For the past four 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 four 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.
Health & Wellbeing Strategy (2018-2019) Lead Department: Human Resources
Health Fund Expenses: Existing Funds
Behavior and lifestyle choices have a direct impact on employee health, medical claims, productivity and engagement. The City recognizes the need to shift towards a more holistic approach to well-being for employees, which not only includes physical fitness and nutrition, but mental, emotional and financial well-being. By expanding the well-being program to include increased workshops, elimination of barriers to behavioral care, and additional programming to incorporate a strategy focused on improving overall well-being, the City will realize the benefits of increased engagement, better health outcomes, and reduced claims costs. In an effort to further increase engagement in taking steps towards and maintaining a healthy lifestyle, the City will research and select a new vendor for the health information portal currently supported by Five Points Wellness. The new program will expand the offerings for earning incentives, integrate with fitness trackers, and have greater functionality to track and report data. A citywide wellness scorecard will be developed during FY2018 to monitor overall progress toward employee wellness/health goals and utilization of related programs. Greater integration with our Health Care Partner (CIGNA) with onsite biometric screenings and preventive care tracking through their system will enable greater metrics and data to be populated and reported on.
City-wide Day of Service (2016-2019) Lead Department: Human Resources
Operating Expenses: Existing Funds
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 and 2018. The City-wide Day of Service plan took a major turn after the tragedy at Stoneman Douglas High School on February 14. A Day of Healing was held on Sunday, March 4 at North Community Park.
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City Staff’s focus switched to provide all energy and resources to this event. The City knew more staff would be needed for this event. In total, 96 employees volunteered for this event and a host of community participants donated and served food. 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 (2017-2019) Lead Department: Parks and Recreation
Grant Funding (CDBG)
Operating Expenses: Existing Funds
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.
Drowning Prevention/Water Safety (2007-2019) 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 2017, there were 1,300 vouchers distributed just for children 4 years of age and under in our community. Additionally, cooperating with the School Board and local charter and private elementary schools, over 1,400 children received a week of free lessons during the 2017 school year. The Coral Springs Fire Department, together with our local partners, administers a program called “Watch Your Kid, You’ll Be Glad You Did”. This local community drowning prevention effort has become an action model for other cities in Broward County. The community team of agencies provides regular drowning prevention information and 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 2017, the City co‐sponsored two major drowning prevention events. Our most recent event was April 1, 2018 event at Cypress Pool and was well received, bring in our largest attendance ever, 525 people. This was a large increase over our last event, which had slightly more than 400 attendees. 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, which also supports 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. This efforts have resulted in a major shift in survivability for local children who do have a drowning event, with seven out of nine making full recoveries.
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Senior Outreach Newsletter (2018-2019) Lead Department: Communications and Marketing
Operating Expenses: Existing Funds
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 produces a quarterly newsletter called ‘Forever Young.’ In FY 2018, we began distributing this publication via mail to our 62+ population. We will continue this in FY 2019. Funds will be used to print and mail four issues of the publication.
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Fiscal Year 2019 Business Plan
SUMMARY OF FISCAL YEAR 2019 INITIATIVES Responsible City Government Hiring of Grant Consultant
Budget
Open Smart City- Strategic Planning Online Platform
Budget
Improving Human Resource Service Quality
Human Resources
Linkedin Learning Subscriptions
Budget
Comprehensive Compensation Study
Human Resources
Tightrope Cablecast Upgrade for City TV
Communications & Marketing
LiveU Equipment Purchase
Communications & Marketing
Electric Utility Vehicle
Public Works/Equipment Services
Dispatch Improvements (ongoing)
Police
Enhance Strategic Enforcement Team
Police
Virtual Slice of the Springs Meeting (ongoing)
Development Services/Comm&Mktg
Event Management Process (ongoing)
Communications & Marketing
Education Grants (ongoing)
City Manager’s Office
Multi-cultural Events (ongoing)
Human Resources
Youth Programs (ongoing)
Human Resources
City Investment in Today and Future Landscape Improvement of Arterial Roads
Public Works
Facilities/Streets Cityworks software
Public Works
Mullins Park Playground replacement
Parks & Recreation
Light Fixture Replacement - Aiello Field
Parks & Recreation
Parks Replacement CIP Projects
Parks & Recreation
25 Meter Pool Linear Upgrade
Parks & Recreation
Air Conditioning Technician
Public Works
New Shop Equipment
Public Works/Equipment Services
Wireless Telecommunications Master Plan
Development Services
Cultural Facilities Grant for Museum Renovations (ongoing)
Development Services
Roadway Resurfacing (ongoing)
Public Works
Wiles Road and 441 Entry Improvements (ongoing)
Public Works
Inflow and Infiltration Rehabilitation (ongoing)
Public Works
Maintain and Protect City Trees (ongoing)
Parks & Recreation
Turtle Run Park Left Turn Lane (ongoing)
Public Works
New Entrance for Sherwood Forest Park (ongoing)
Public Works
CDBG Action Plan (ongoing)
Development Services
Traffic Management (ongoing)
Development Services/Public Works
Downtown Becoming Vibrant Sample Road Master Parking Comprehensive Plan
Public Works
Design Guidelines for Downtown
Economic Development
Development Agreement for the Cornerstone project
Economic Development
Innovate Downtown
Communications and Marketing/CRA
Downtown Decorative Street Lights
Public Works/CRA
Intersection Approaches Upgraded to ADA Compliance
Public Works
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SUMMARY OF FISCAL YEAR 2019 INITIATIVES Growing Local Economy Economic Development Strategic Plan
Economic Development
Venture Lab and/or Co-working Space Downtown
Economic Development
New Quarterly Economic Development and Marketing Report
Economic Development
Retention of Marketing Firm
Economic Development
Residential Realtor’s Event
Economic Development
Building Permit Fee Study (ongoing)
Development Services
Corporate Park Improvements (ongoing)
Economic Development
Code Compliance Operational Review and Training (ongoing)
Development Services
Electric Vehicles and Charging Stations (ongoing)
Public Works
Economic Development Marketing - Website Redesign (ongoing)
Economic Development
Real Estate Summit (ongoing)
Economic Development
Coral Springs Regional Chamber Business Academy (ongoing)
Economic Development
Premier Community in South Florida Additional (5) School Resource Officers
Police
Additional (3) Firefighter/Paramedics
Fire/EMS
Logistics Captain
Fire
Principal Office Assistant Part-time to Full-time
Fire
Adding Radio Authentication to All Public Safety Radios
Police
Stryker Powerload Stretcher Restraint and Lifting Systems
Fire/EMS
SWAT Sniper Rifle Replacement
Police
Historic Preservation
Development Services
Summer Breakspot Program (ongoing)
Police
Community Paramedic Program (ongoing)
Fire/EMS
Zika Prevention Efforts (ongoing)
Public Works
Stormwater Assessment Implementation (ongoing)
Public Works
Interactive OnLine Mapping (ongoing)
Development Services
Enterprise Software (ongoing)
Information Technology, Finance
FEMA Appeals Consultant (ongoing)
Finance
Health & Wellbeing Strategy (ongoing)
Human Resources
City-wide Day of Service (ongoing)
Human Resources
Additional Senior Programming (ongoing)
Parks & Recreation
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City of Coral Springs, Florida
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BUSINESS PLAN CITY OF CORAL SPRINGS, FLORIDA 9500 West Sample Road Coral Springs, Florida 33065 CoralSprings.org • 954-344-1000