STRATEGIC PLAN: FISCAL YEAR 2019 - 2020
CITY OF CORAL SPRINGS STRATEGIC PLAN
Strategic Planning Process The Commission adopted the 2019-2020 Strategic Plan January 2020. The City is committed to financial integrity and long-term sustainability . City staff have provided the Commission with summaries and highlights from the many sources of information used to analyze the City’s financial condition, operational performance, customer requirements, and the forces at work in our economic, demographic, and legislative environment. We have used rich and various sources of data to prepare the information including: Business Survey (2020) Residential Survey (2019) Five-Year Forecast Slice of the Springs Summary Situational Analysis
Performance Management Reports Environmental Scan Strategic Plan Initiative Analysis Update SWOC Survey
Mission To be the premier community in which to live, work, and raise a family.
Vision Serving with Excellence, Innovation and Integrity.
CORE VALUES Teamwork
• Be Supportive • Communicate • Collaborate
Respect
• Be considerate • Have tolerance • Be grateful • Follows through • Be truthful
Accountability
• Takes Ownership • Be transparent • Be ethical
Innovation
• Be creative thinkers • Be forward thinkers • Deal with change
Leadership
• Be supportive and caring • Be committed to the Organization • Embrace Change Management • Develops others
Superior Service (Customer Centric)
• Be professional • Be patient • Communicate well • Be knowledgeable • Be proactive
Strategic goalS The City is committed to financial integrity, long-term sustainability, operational performance, continued growth and great customer service. Strategic goals have been established by the Commission and serve as a guide to the organization. City initiatives and key performance indicators are strategically linked to at least one of the five strategic goals. The 2019 - 2020 Strategic Plan contains numerous tangible initiatives the City will undertake to move it closer to its mission of being the premier community in which to live, work, and raise a family. The strategic goals include:
Responsible City Government
City Investment in Today and Future
Financially Sound City Providing Exceptional Services
Upgraded City Infrastructure, Facilities and Parks
Downtown Becoming Vibrant
Growing Local Economy
Creating A Sense of Place and a Destination
Increased Business Investment and Jobs
Premier Community in South Florida
The Place for Families to Live in Great Neighborhoods
Key Intended outcomes Key intended outcomes are quantifiable performance indicators used to evaluate customer satisfaction and performance levels in key areas of high importance for the City. These performance indicators are linked to at least one of the five strategic goals. The outcome or result for each of the following performance indicators is directly impacted by the successful implementation of City initiatives and the performance of departmental key performance indicators. The key inteded outcome performance indicators include:
Responsible City Government Financially sound City providing exceptional City services
City Investment in Today & Future Upgraded City infrastructure, facilities and parks
Premier Community in South Florida The place for families to live in great neighborhoods Increased Business Investment and Jobs.
Downtown Becoming Vibrant Creating a sense of place and a destination
Growing Local Economy Increased business investment and jobs
dePartMental PerforMance indicatorS Departmental key performance indicators are used to evaluate the operational performance of a department. These performance indicators are linked to at least one of the five strategic goals. The outcome or result for each of the following performance indicators directly impact key intended outcome performance indicators. The Departmental performance indicators include: Scorecard
Goals
Measure Type
KPIs
FY2018 Target
FY2018 Actual
FY2019 Target
FY2019 Actual
FY2020 Target
99%
100%
99%
100%
99%
49
14.00
49
37.00
49
City Attorney
Responsible City Government
Effectiveness
Preparation of Legislation within 10 workdays of request accompanied by backup material
City Attorney
Responsible City Government
Effectiveness
Number of days lost from on the job injuries (Per 100 employees)
City Attorney
Responsible City Government
Effectiveness
Percentage of subrogation eligible dollars recovered
47%
64.00%
47%
85.00%
47%
Budget & Strategy
Responsible City Government
Effectiveness
Internal customer satisfaction rating
95%
97%
98%
99%
98%
Budget & Strategy
Responsible City Government
Effectiveness
Facilitate or support cross‐functional process improvement teams # per year
2
5
2
4
2
Budget & Strategy
Responsible City Government
Effectiveness
Grant measures (New beginning FY2018): Grant Applications Submitted
20
32
21
36
6
Budget & Strategy
Responsible City Government
Effectiveness
Grant measures (New beginning FY2018): Grants Awarded
11
12
11
14
3
Budget & Strategy
Responsible City Government
Effectiveness
Grant measures (New beginning FY2018): Active Grants worked during FY
40
53
40
47
10
Budget & Strategy
Responsible City Government
Effectiveness
Receive the GFOA Distinguished Budget Presentation award
Yes
Yes
Yes
Yes
Yes
Budget & Strategy
Responsible City Government
Efficiency
Payroll regular salaries adopted budget versus actual, net of policy changes
2%
2.00%
2%
‐0.09%
2%
Budget & Strategy
Responsible City Government
Efficiency
Produce monthly financial statements within seven business days of period close
Yes
Yes
Yes
Yes
Yes
Communications & Marketing
Responsible City Government
Effectiveness
Customer satisfaction with communications (Internal Survey)
95%
98%
95%
100%
95%
Communications & Marketing
Responsible City Government
Effectiveness
Awareness of Coral Springs magazine by new residents (Res. Survey)
‐
‐
85%
84%
‐
Communications & Marketing
Responsible City Government
Effectiveness
New promotional/informational campaigns produced (Social media and City TV)
60
89.00
60
90.00
15
City Clerk's Office
Responsible City Government
Efficiency
Timely disposal of eligible paper records
‐
‐
320.00
689.00
90.00
City Clerk's Office
Responsible City Government
Effectiveness
Provide Public Records Management Training on a Yearly Basis (New beginning FY2020)
‐
‐
‐
‐
1
City Manager's Office
Responsible City Government
Demand
LinkedIn Learning: Number of users (New beginning FY2020)
‐
‐
‐
‐
200
Development Services
Responsible City Government
Effectiveness
Department customer satisfaction rating
95%
96%
95%
100%
95%
Development Services
Growing Local Economy
Effectiveness
Cycle time for small permits by the Zoning Division (Building Plan Review) (Days)
2
2.00
2
1.82
2
Development Services
Growing Local Economy
Effectiveness
Cycle time for sign permits by the Zoning Division (Building Plan Review) (Days)
2.00
1.00
2.00
1.39
2.00
Development Services
Growing Local Economy
Effectiveness
Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) (Days)
8.00
8.00
8.00
8.25
8.00
Departmental Performance indicators Scorecard
Goals
Measure Type
FY2018 Target
FY2018 Actual
FY2019 Target
FY2019 Actual
FY2020 Target
Avg. number of days from the receipt of the resident's application for rehabilitation assistance to approval
45.00
30.00
45.00
39.25
45.00
Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31
1.50
1.38
1.50
1.48
1.50
1,000
2,365
1,000
3,170
250
10
6
10
11
0
KPIs
Development Services
Growing Local Economy
Development Services
Premier Community in South Florida
Efficiency
Development Services
Premier Community in South Florida
Effectiveness
Number of trees planted within the City
Development Services
Premier Community in South Florida
Effectiveness
Number of formal and informal neighborhood partnerships each year
Development Services
Growing Local Economy
Effectiveness
QTRAC Data (12 Minute wait times) (New beginning FY2019)
‐
‐
30.00
9.46
12.00
Development Services
Growing Local Economy
Effectiveness
"Building" Records Requests within 10 business days (New beginning FY2019)
‐
‐
90%
95%
90%
Development Services
Growing Local Economy
Effectiveness
Requested inspections completed within one day
95%
100.00%
95%
99.95%
95%
Development Services
Growing Local Economy
Effectiveness
Percent of plan reviews completed within 15 working days
90%
89%
90%
95%
90%
Development Services
Growing Local Economy
Effectiveness
Process business tax applications within 7 business days (New beginning FY2020)
‐
‐
‐
‐
85%
Development Services
Growing Local Economy
Effectiveness
Percent of code cases brought into voluntary compliance prior to administrative/judicial process
75%
81%
75%
79%
75%
Development Services
Premier Community in South Florida
Effectiveness
Percent of respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Res. Survey)
‐
‐
85%
82%
‐
Development Services
Premier Community in South Florida
Effectiveness
Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods (Biz Survey)
87%
94%
‐
‐
87%
Economic Development
Growing Local Economy
Effectiveness
Retain businesses who received a retention visit (New for 2019)
‐
‐
70%
98.23%
70%
Economic Development
Growing Local Economy
Effectiveness
Increase in traffic to the Economic Development website (New for 2019)
‐
‐
20%
57.29%
20%
Economic Development
Growing Local Economy
Effectiveness
Increase social media followers for EDO (New for 2019)
‐
‐
20%
147%
20%
Emergency Management
Responsible City Government
Effectiveness
Community Outreach Events (New beginning FY2020)
‐
‐
‐
‐
10
Emergency Management
Responsible City Government
Effectiveness
Enrollment in "Alert Coral Springs" (New beginning FY2020)
‐
‐
‐
‐
2,000
Emergency Management
Responsible City Government
Effectiveness
Emergency Operations Center (EOC) Usage (New beginning FY2020)
‐
‐
‐
‐
5
Financial Services
Responsible City Government
Effectiveness
Internal customer satisfaction rating (Financial Services Internal Survey)
94%
98%
94%
98%
94%
Effectiveness
Departmental Performance indicators Scorecard
Goals
Measure Type
KPIs
FY2018 Target
FY2018 Actual
FY2019 Target
FY2019 Actual
FY2020 Target
Financial Services
Responsible City Government
Effectiveness
Percentage of purchase requisitions under $10,000 processed within 24 hours
88%
85%
88%
81%
85%
Financial Services
Responsible City Government
Effectiveness
Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting award
Yes
Yes
Yes
Yes
Yes
Financial Services
Responsible City Government
Effectiveness
Water billings past due more than 180 days as percentage of outstanding bills
3%
1.00%
3%
0.98%
3%
Financial Services
Responsible City Government
Effectiveness
Number of repeat items in management letters prepared by the City's external auditors
0
0
0
0
0
Financial Services
Responsible City Government
Effectiveness
Percentage of invoices paid within 30 days
90%
94%
95%
94%
95%
Financial Services
Responsible City Government
Efficiency
Out of stock level of the total inventory at Central Stores
2.50%
1.00%
2.50%
0.80%
2.50%
Fire/EMS
Premier Community in South Florida
Effectiveness
Response time in less than 8 mins, 90% of time (Emergency Fire/EMS calls)
90%
97%
90%
97%
90%
Fire/EMS
Premier Community in South Florida
Effectiveness
14 firefighters on scene within 10 mins 90% of time (Structural fires)
90%
100%
90%
100%
90%
Fire/EMS
Responsible City Government
Effectiveness
Provide inspection report to customer within 12 days (Revised FY17)
90%
100%
90%
95%
90%
Fire/EMS
Responsible City Government
Effectiveness
Perform annual fire inspections (comm. prop. & applicable multi‐family res. units)
6,400
6,596
6,400
6,611
1,650
Fire/EMS
Responsible City Government
Effectiveness
Provide public education programs to residents ages 5‐11
4,000
9,865
4,000
10,007
1,000
Fire/EMS
Responsible City Government
Effectiveness
Provide a minimum number of FL Firefighter Minimum Standards classes
7
10
7
7
2
Fire/EMS
Responsible City Government
Effectiveness
Provide a minimum number of EMT classes
7
7
6
9
6
Fire/EMS
Responsible City Government
Effectiveness
Provide a minimum number of Specialty classes
50
77
70
153
70
Fire/EMS
Responsible City Government
Effectiveness
Provide a minimum number of Paramedic classes
4
5
6
8
5
Fire/EMS
Responsible City Government
Effectiveness
Satisfaction rating with the quality of the Fire Department (Res. Survey)
‐
‐
95%
99%
‐
Fire/EMS
Responsible City Government
Effectiveness
Satisfaction rating with the quality of the Emergency Paramedics (Biz. Survey)
90%
100%
‐
‐
95%
Fire/EMS
Responsible City Government
Effectiveness
Maintain Community Emergency Response Team (CERT) force
60
75
60
50
60
Fire/EMS
Responsible City Government
Impact
Maintain Fire Explorers program participation
40
20
25
93
25
Human Resources
Responsible City Government
Effectiveness
Percentage of employees who would recommend working for the City to a friend
90%
95%
90%
90%
92%
Human Resources
Responsible City Government
Effectiveness
Employee engagement index
90%
91%
85%
87%
85%
Departmental Performance indicators Scorecard
Goals
Measure Type
KPIs
FY2018 Target
FY2018 Actual
FY2019 Target
FY2019 Actual
FY2020 Target
Human Resources
Responsible City Government
Effectiveness
Percentage of employees that are satisfied with wellness activities
90%
91%
90%
92%
90%
Human Resources
Responsible City Government
Effectiveness
Percentage of employees that value Employee Benefits Package
90%
88%
90%
90%
90%
Human Resources
Responsible City Government
Effectiveness
Percentage of employees satisfied with Volunteer Services (New beginning FY2019)
‐
‐
85%
99%
90%
Human Resources
Responsible City Government
Effectiveness
Percentage of employees satisfied with the Onboarding process with the City (New beginning FY2019)
‐
‐
‐
‐
85%
Human Resources
Responsible City Government
Effectiveness
Employees satisfied with the Culture of Inclusiveness/Belonging (New beginning FY2019)
85%
94%
85%
Human Resources
Responsible City Government
Effectiveness
Acknowledge to customer requests within 2 days (Revised FY2019)
95%
89%
95%
91%
85%
Human Resources
Responsible City Government
Effectiveness
Employee satisfaction with the City culture of learning (New beginning FY2020)
‐
‐
‐
‐
90%
Human Resources
Responsible City Government
Effectiveness
Employee satisfaction with the City culture of innovation (New beginning FY2020)
‐
‐
‐
‐
90%
Information Technology
Responsible City Government
Effectiveness
IT Development Projects implemented (In accordance with City’s Business Plan and IT Work Program)
9.00
35.00
8.00
30.00
2.00
Information Technology
Responsible City Government
Effectiveness
Customer satisfaction rating from survey of Information Technology
95%
100%
95%
100%
95%
Information Technology
Responsible City Government
Effectiveness
Meet service level agreement regarding network availability
99.50%
99.90%
99.50%
99.55%
99.50%
Information Technology
Responsible City Government
Effectiveness
Meet service level agreement regarding application availability
98%
99.90%
99%
99.88%
99%
Information Technology
Responsible City Government
Effectiveness
Meet service level agreement regarding server availability
99%
99.90%
99%
99.96%
99%
Parks & Recreation
City Investment in Today and Future
Impact
Customer service rating of summer recreation program
95%
100%
95%
100%
95%
Parks & Recreation
City Investment in Today and Future
Impact
Number of Senior Classes (New beginning FY2019)
‐
‐
1,250
1,641
313
Parks & Recreation
City Investment in Today and Future
Demand
Increase members and reduce member turnover: Aquatic Complex membership
4,000
4,169
4,000
3,990
4,000
Parks & Recreation
City Investment in Today and Future
Demand
Increase members and reduce member turnover: Aquatic Complex membership turnover
50%
37%
50%
35%
50%
Parks & Recreation
City Investment in Today and Future
Effectiveness
Maintain customer service ratings at the Tennis Center
90%
94%
95%
100%
90%
Parks & Recreation
City Investment in Today and Future
Demand
Membership turnover at the Tennis Center
30%
20%
30%
15%
30%
Departmental Performance indicators FY2018 Target
FY2018 Actual
FY2019 Target
FY2019 Actual
FY2020 Target
90%
87%
90%
92%
90%
30
62
35
58
9
3,600
4,909
3,000
3,200
900
Maintenance & appearance of City parks (Revised 2019) (Res. Survey)
‐
‐
95%
95%
‐
Impact
Customer service rating for parks and recreation staff (Res. Survey)
‐
‐
95%
95%
‐
Responsible City Government
Effectiveness
Safety rating of City parks (Res. Survey)
‐
‐
90%
92%
‐
Parks & Recreation
Responsible City Government
Impact
Cost recovery ratio for the Recreation Division
60%
59%
60%
54%
60%
Parks & Recreation
Responsible City Government
Impact
The combined cost recovery for the Aquatic Complex Division
65%
76.00%
65%
76.43%
65%
Scorecard
Goals
Measure Type
Parks & Recreation
City Investment in Today and Future
Effectiveness
Parks & Recreation
City Investment in Today and Future
Impact
Parks & Recreation
Growing Local Economy
Parks & Recreation
Responsible City Government
Effectiveness
Parks & Recreation
Responsible City Government
Parks & Recreation
Demand
KPIs Customer service rating for court maintenance at the Tennis Center Number of tennis special events Sports Commission: Number of room nights
Police
Premier Community in South Florida
Effectiveness
Police Department's overall quality rating (Res. Survey)
‐
‐
95%
96%
‐
Police
Premier Community in South Florida
Effectiveness
Residents who feel that Coral Springs has remained or become a safer place to live (Res. Survey)
‐
‐
75%
78%
‐
Police
Premier Community in South Florida
Effectiveness
Average Police response time (from time of call to arrival) ‐ (Previous year)
5:00
4:42
5:00
4:43
5:00
Police
Premier Community in South Florida
Effectiveness
Stabilize the burglary rate at a 0% increase adjusted for population (Uniform Crime Report) (Previous year)
0%
‐32.00%
0%
‐32.00%
0%
Police
Premier Community in South Florida
Effectiveness
Maintain 0% increase in crime rate as adjusted for population (Uniform Crime Report) (Previous year)
0%
‐14.00%
0%
‐14.00%
0%
Police
Premier Community in South Florida
Effectiveness
Clearance rate for crimes (Uniform Crime Report) (Previous year)
30%
33%
30%
28
30%
Police
Premier Community in South Florida
Effectiveness
Reduce or maintain percent change in number of robberies (Uniform Crime Report) (Previous year)
0%
‐13.00%
0%
0%
0%
Police
Premier Community in South Florida
Effectiveness
Traffic crashes per 1,000 citizens (Previous year)
31
30.70
31
1.74
31
Police
Premier Community in South Florida
Impact
Number of high school students that are awarded safe driving certificates at graduation
200
334
200
314
250
Police
Downtown Becoming Vibrant
Effectiveness
Police Department's Satisfaction rating by businesses (Biz Survey)
92%
96%
‐
‐
93%
Police
Downtown Becoming Vibrant
Effectiveness
Safety rating by businesses (Biz Survey)
97%
96%
‐
‐
94%
Public Works
Responsible City Government
Effectiveness
Public Works & Utilities Satisfaction Rating (Revised 2019) (Res. Survey)
‐
‐
90%
93%
‐
Public Works
City Investment in Today and Future
Effectiveness
Ratings of litter collection from major streets (Revised 2019) (Res. & Biz Surveys)
87.00%
97.00%
87.00%
90.12%
87.00%
Public Works
Responsible City Government
Effectiveness
City Hall internal customer satisfaction rating for janitorial services
90%
100%
90%
99%
90%
Departmental Performance indicators Scorecard
Goals
Measure Type
KPIs
FY2018 Target
FY2018 Actual
FY2019 Target
FY2019 Actual
FY2020 Target
Public Works
Responsible City Government
Effectiveness
Availability rate of all vehicles/equipment for all departments
93%
97%
99%
95%
99%
Public Works
Responsible City Government
Effectiveness
Facilities routine work orders completed within 15 working days
90%
99%
90%
92%
90%
Public Works
Premier Community in South Florida
Effectiveness
Pot hole repair response time (Days)
2
1
2
1
2
Public Works
Premier Community in South Florida
Effectiveness
Complete litter removal of 159 miles of road rights‐of‐way in ten working days (Days)
10
5.93
5
6.42
10
Public Works
Premier Community in South Florida
Effectiveness
Fire hydrants serviced (Revised for FY 2018)
1,155
1,167
1,155
1,160
289
Public Works
Premier Community in South Florida
Effectiveness
Miles of street sweeping per year to meet NPDES standards
1,000
989
1,000
1,173
333
Public Works
City Investment in Today and Future
Effectiveness
Length of sanitary sewer pipe liner rehabilitated (Linear Feet) (New beginning FY2018)
8,000
11,541
8,000
12,198
2,000
Public Works
City Investment in Today and Future
Effectiveness
Number of serviced valves per year
1,000
1,392
1,000
1,097
250
Public Works
City Investment in Today and Future
Effectiveness
Percent of "unaccounted for" water
10%
10.00%
10%
9.55%
10%
Public Works
Premier Community in South Florida
Effectiveness
Catch basins vactored per year (New beginning FY2020)
‐
‐
‐
‐
47
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