S T R AT E G I C P L A N FISCAL YEARS 2016-2017
ABOUT THE STRATEGIC PLANNING PROCESS The Commission Strategic Planning Workshop took place in April 2015. City staff developed a workshop manual to provide 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 varied sources of data to prepare the information including: Residential Survey (2015) Five-Year Forecast Slice of the Springs Summary Situational Analysis
Business Survey (2014) SWOC Analysis (2015) KIO & Initiative Update Environmental Scan
Careful attention to the Situational Analysis is indicative of the organizational commitment to data-driven decision-making. It completes the ultimate feedback loop, where organizational direction from the City Commission is not set until market information, customer input, performance data, and all other inputs are considered.
MISSION To be the premier community in which to live, work, and raise a family.
CORE VALUES Customer Focus Offer exemplary customer service and achieve customer satisfaction by soliciting feedback and improving when necessary.
Leadership Create an atmosphere of innovation and establish an inspiring vision for government that works better and costs less.
Empowered Employees Empower staff to make decisions and continuously improve the organizations’ service.
Continuous Quality Improvement Use customer feedback to drive quality improvements on a continuous basis.
Sustainability Work toward efficient and cost-effective solutions to protect and conserve natural resources, while promoting green awareness in the community.
STRATEGIC PRIORITIES
A Family-Friendly Community Augment the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive, welcoming nature. FY 2016 Goal
FY 2017 Goal
2,500
2,500
Resident rating of City efforts to prevent crime (Resident Survey)
—
92%
Resident rating of City Government for respecting religious and ethnic diversity (Resident Survey)
—
94%
(Biz) 96%
(Res) 96%
Coral Springs Charter School graduation rate
95%
95%
Injury accidents at or near 14 major intersections in the City
175
165
Key Intended Outcomes City crime rate (crimes/100,000 residents—Calendar Year)
Ratings of Quality of Life (Resident and Business Surveys)
A Thriving Business Community Continue to provide fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses. Key Intended Outcomes Business rating of the image of the City (Business Survey)
FY 2016 Goal
FY 2017 Goal
95%
—
Net new taxable value as % of Total Taxable Assessed Value (BCPA)
above the average of six comparison cities
Non-residential tax base growth
above the average of six comparison cities
Coral Springs’ June unemployment rate
below State
below State
An Active, Healthy Community Influence and support an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy. FY 2016 Goal
FY 2017 Goal
Resident rating of appearance of Parks and Recreation facilities (Resident Survey)
—
95%
Resident rating of range of activities at parks and recreation facilities (Resident Survey)
—
95%
8,100
8,100
Key Intended Outcomes
Athletic league participation
An Attractive Community Take proactive measures to preserve and enhance the community’s appearance and maintain of its vital infrastructure. Lead by example in the stewardship and conservation of natural resources. Key Intended Outcomes
FY 2016 Goal
FY 2017 Goal
Ratings of litter collection on City streets (Resident and Business Surveys)
(Biz) 87%
(Res) 87%
—
90%
Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys)
(Biz) 85%
(Res) 85%
Fuel consumed by City operations (diesel and unleaded)
400,000
400,000
120
120
Rating of condition/appearance of medians (Resident Survey)
Pounds of recycled materials per capita
An Innovative, High-Performing Organization The City is committed to ethical governance, adherence to its Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering high-quality programs and services that meet the needs of an increasingly diverse community. Key Intended Outcomes
FY 2016 Goal
FY 2017 Goal
Satisfaction ratings with City communications (Resident and Business Surveys)
(Biz) 81%
(Res) 95%
Employee satisfaction rating (Employee Survey)
92%
92%
Maintain AAA bond ratings
AAA
AAA
Ratings of value for tax dollars and fees (Resident and Business Surveys)
(Biz) 65%
(Res) 75%
Ratings of customer service (Resident and Business Surveys)
(Biz) 95%
(Res) 95%
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