Business Plan FY2013

Your City at Work Business Plan Fiscal Year 2013

July 24, 2012 The Honorable City Commission City of Coral Springs 9551 West Sample Road Coral Springs, FL 33065

I am pleased to present to you the adopted Business Plan for Fiscal Year 2013, which is the final Business Plan suppor ng the 20122013 Strategic Plan. This Plan outlines numerous efforts and ini a ves that will help posi on the City to meet our community’s needs despite a slow, but steady, economic recovery.

Despite the media’s steady drumbeat of dire economic predic ons, there is posi ve news to report. For example, in our community, efforts to mi gate foreclosures have helped cut the total number of residences in some stage of the process to 1,941 as of June 2012 from a high of nearly 5,500 in May 2010. The City of Coral Springs’ unemployment rate has fallen to 6.9%, well below Florida’s rate of 8.5% as of May 2012. And, in a posi ve comparison to surrounding communi es in Broward County, the City saw a 1.56% increase in taxable values over the past year. This is the first increase in taxable assessed values since Fiscal Year 2008.

Mee ng our Community’s Service Needs Even more importantly, despite all the economic turmoil, the City has maintained or increased service levels throughout our community. Our residents agree that we are succeeding. Our recent residen al (2011) and business (2012) surveys show that the City of Coral Springs is se ng the standard with regard to the overall quality of City services.

The City of Coral Springs ranked at or above the U.S. and Florida averages in all 47 areas that were assessed on the survey. Seventynine percent (79%) of the residents surveyed in the City of Coral Springs were sa sfied (ra ngs of 4 or 5 on a 5-point scale) with the overall quality of City services compared to a na onal average of just 56% and a Florida average of 60%.

Going forward, we will con nue to deliver for our community, and the following Business Plan provides a sound blueprint for focusing on the four key areas our residents have told us are most important: • • • •

Community aesthe cs Public safety Educa onal excellence Local business vitality

Impact of Maintaining the Current Millage Rate in 2013 We are adop ng a balanced budget for Fiscal Year 2013 using a millage rate of $4.5697, using $1.75 million in reserves and no increase in user fees. Adop ng the rolled-back rate was not a realis c op on given that it would have resulted in $480,000 less revenue than the current rate. This reduc on in revenue would have seriously hampered our ability to meet our residents’ most important needs.

The adopted millage rate of $4.5697 is 4% higher than the current millage rate of $4.3939. This increase will allow investment in our community’s appearance, safety, and infrastructure. The addi onal tax revenue will be allocated toward such projects as restoring the financial reserve, hiring three addi onal police officers, star ng the design work for a new Safety Town, and renova ng Sartory Hall. The impact to the average single-family homeowner would be $42.62 per year in addi onal property taxes to the City.

CITY OF CORAL SPRINGS, FLORIDA • OFFICE OF THE CITY MANAGER 9551 W. Sample Road • Coral Springs, FL 33065 • CoralSprings.org Phone 954-344-5906 • Fax 954-344-1043

The adopted budget includes numerous ini a ves designed to enhance our community’s quality of life. A key ini a ve in the Fiscal Year 2012 Business Plan was pension reform. We are pleased to report mutual resolu on with the City’s Police union will result in savings of over $3 million in the Fiscal Year 2013 and future budgets. Also in Fiscal Year 2012, the City’s finances were reviewed by the three major ra ng agencies. Though these reviews contained sugges ons to improve our financial posi on, we were able to maintain our AAA ra ngs.

Key Ini a ves for the Coming Year While the Business Plan includes economic data as well as the City’s budget process and methodology, most essen ally it includes staff ’s proposals for ini a ves geared toward addressing our residents’ needs and enhancing our community’s look, feel and overall appeal. These ini a ves will serve as the guiding force behind the City’s Fiscal Year 2013 ac vi es.

Highlights of the 32 new ini a ves, as well as 32 ongoing ini a ves, contained within the Business Plan include: •

Con nuing to invest in our vital informa on technology infrastructure, which was cri cally behind industry standards.

•

Encouraging business development and redevelopment by redesigning the Economic Development Founda on (EDF) web site, create an economic development strategic plan, and establish an economic incen ve account. We will also con nue to work closely with the EDF , Community Redevelopment Agency, Chamber of Commerce, and the Retail Coali on to diversify the tax base and absorb vacant commercial space.

•

Con nuing to support educa onal excellence by fostering our alliance with Broward College and ensuring the Charter School remains highly rated.

•

Con nuing to address the aesthe c appeal of our neighborhoods under the “Community Pride” umbrella. This ini a ve will enhance the appearance of our medians, rights-of-way and public buildings and will also invest heavily in our parks. Enhancing the City’s tree canopy will con nue this year with fer lizing and tree trimming, as well as with plan ng more trees throughout the parks and around public buildings.

•

Enhancing the efficiency and effec veness of the code enforcement process by automa ng a number of outdated and manual systems.

•

Revitalizing key elements of our community’s infrastructure, in part by u lizing proceeds from the low-interest Economic Recovery Zone Redevelopment Bond. Projects include improving the appearance, safety, and ease of movement in Mullins Park, and also replacing and/or renova ng the tackle football, flag football and soccer buildings. Addi onally, infrastructure improvements slated as part of the downtown development plan—including burying power lines, installing turn lanes, erec ng mast arms, and installing sidewalks—will also begin. Once these infrastructure improvements are completed, downtown Coral Springs will become more economically viable for investors as the economy begins to improve.

•

Maintaining a safe community will remain a top priority. Not only will the high-visibility “Make a Call, Make a Difference” campaign con nue, but we will make every effort to involve concerned ci zens in the safety of their neighborhoods by crea ng web-based repor ng mechanisms. We will invest in the latest technology to ensure our officers have the best tools for enhancing neighborhood safety.

•

Finally, we will celebrate the City’s 50th anniversary with events throughout the year.

Honoring our Partnership We know that maintaining our premier community requires a joint effort and strong partnership between the City and our residents and businesses. While the following Business Plan is our “community contract” for the coming fiscal year, we consider it the means to an ongoing dialogue with our residents and we offer numerous channels for feedback and sugges ons.

We also know that it is our employees who make all of these accomplishments possible, and we would not have emerged from the recent recession were it not for the herculean efforts of our dedicated and crea ve work force. I thank them and express the deepest debt of gra tude for their loyalty and ingenuity.

On their behalf, we all look forward to a produc ve and successful 2013 as we con nue to forge the best path for our Community of Excellence.

Erdal Dönmez City Manager

ii

Fiscal Year 2013 Business Plan

The City of Coral Springs

Business Plan Fiscal Year 2013

To be the na on’s premier community in which to live, work, and raise a family.

City Commission Mayor Roy Gold Vice Mayor Tom Powers Commissioner Vincent M. Boccard Commissioner Claude e Bruck Commissioner Larry Vignola Business Planning Team Robert Goehrig, Director of Budget, Strategy and Communica ons Rita Radziwon, Senior Financial Analyst Chelsea Stahl, Senior Financial Analyst Forrest Lehman, Senior Financial Analyst Liliana Alvarez, Senior Financial Analyst Sherri Toops, Grant Writer Linda Kuhlman, Budget Analyst

Senior Management Team Erdal DĂśnmez, City Manager Susan Grant, Deputy City Manager Roberto Hernandez, Deputy City Manager Susan Hess, Interim Director of Development Services John Hearn, City A orney Josephine Chavez, City Clerk Mark Curran, Fire Chief Rick Engle, Director of Parks and Recrea on Duncan Foster, Chief of Police Susan Hess, Director of Community Development Curlie Ma hews, Director of Informa on Services Mike McGoun, Director of Aqua c Services Tom Messenheimer, Execu ve Director of Sportsplex Rich Michaud, Director of Public Works Dale Pazdra, Director of Human Resources

Cover design by Chris ne Parkinson Jahrsdoerfer

City of Coral Springs, Florida

iii

Table of Contents

Introduc on ..........................................................................................................................................1 Market Environment .............................................................................................................................2 Overview ........................................................................................................................................2 Real Estate Trends ..........................................................................................................................6 Economic Development .................................................................................................................7 Downtown Coral Springs................................................................................................................7 Demographics ................................................................................................................................8 Technology ...................................................................................................................................10 Legisla ve Issues ..........................................................................................................................12 Service and Opera ons Strategy ........................................................................................................13 A Word About Exis ng Services and Ongoing Ini a ves .............................................................13 Our New Ini a ves ......................................................................................................................13 Customer-Involved Government.........................................................................................................14 New Ini a ves .............................................................................................................................14 City Hall Ligh ng and Entrance ADA Modifica ons ..............................................................14 Enterprise Resource Program ...............................................................................................14 Lead Department: Informa on Services ..............................................................................14 IT Infrastructure Moderniza on ...........................................................................................15 Building Division Customer Service Enhancements .............................................................15 City Charter Review ..............................................................................................................15 Downtown Planning ..............................................................................................................15 Ongoing Ini a ves .......................................................................................................................16 Neighborhood and Environmental Sustainability ...............................................................................17 New Ini a ves .............................................................................................................................17 Burglary Enforcement and Reduc on (BEAR) Unit ...............................................................17 Resurface Master Parking Lots .............................................................................................17 Public Safety Technology Upgrades ......................................................................................18 Public Art for 50th Anniversary ...........................................................................................18 Public Safety Communica on System and Equipment Upgrade Study ................................18 Single-Family Rental Registra on Program .........................................................................19 Mullins Park Revitaliza on—Phase II ...................................................................................19 Royal Palm Entryway Construc on.......................................................................................19 Median Master Plan—Phase I ..............................................................................................20 Community Wildlife Habitat Designa on .............................................................................20 Park Facili es Maintenance Crew .........................................................................................21 Ongoing Ini a ves .......................................................................................................................21 Financial Health and Economic Development ....................................................................................25 New Ini a ves .............................................................................................................................25 City Branding Phase II - Implementa on ..............................................................................25 Economic Development Enhancements ...............................................................................25 Corporate Promo onal Video...............................................................................................26 Fire Academy Promo onal Campaign ..................................................................................26 Lead Departments: Fire, Communica ons and Marke ng ...................................................26 EMS Equipment: Time=Life ...................................................................................................26 Water Rate Study ..................................................................................................................26 Ongoing Ini a ves .......................................................................................................................27

iv

Fiscal Year 2013 Business Plan

TraďŹƒc, Mobility and Connec vity .......................................................................................................28 New Ini a ves .............................................................................................................................28 New Sidewalks at 38th Drive and 85th Avenue ...................................................................28 Coral Hills Drive Sidewalk Design ..........................................................................................28 Roadway Resurfacing and Alley Improvements ..................................................................29 Right Turn Lane at Shadow Wood Boulevard and Riverside Drive .......................................29 Ongoing Ini a ves .......................................................................................................................29 Youth Development and Family Values...............................................................................................32 New Ini a ves .............................................................................................................................32 50th Anniversary Celebra on...............................................................................................32 Half Marathon and 5K Run/Walk ..........................................................................................32 Ongoing Ini a ves .......................................................................................................................33 Strength in Diversity ...........................................................................................................................35 New Ini a ves .............................................................................................................................35 BizArt Annual Event ..............................................................................................................35 Mullins Park Water Tank Mural.............................................................................................35 Ongoing Ini a ves .......................................................................................................................36 Excellence in Educa on .......................................................................................................................38 Ongoing Ini a ves .......................................................................................................................38 Financial Strategy ................................................................................................................................41 Inves ng in the Future of Our Community .................................................................................41 Revenue Outlook .........................................................................................................................42 Long-Term Financial Management ...............................................................................................42 Solid Waste ..................................................................................................................................43 Fiscal Year 2013 Capital Improvement Program ..........................................................................44 Water and Sewer..........................................................................................................................46 Pension Status .............................................................................................................................47 Fire Fund .....................................................................................................................................49 Measuring Results ...............................................................................................................................51 Quarterly Performance Review ...................................................................................................51 Supplier and Partner Performance Data......................................................................................52 Sustainability Index ......................................................................................................................53 Composite Index ..........................................................................................................................54 Appendices ..........................................................................................................................................73

City of Coral Springs, Florida

v

Tables and Illustrations

Introduc on ..........................................................................................................................................1 Market Environment .............................................................................................................................2 Locally Real GDP approaching the na onal average......................................................................3 Unemployment rate lowest since February 2009 ........................................................................3 Percent change in CPI.....................................................................................................................4 Fla ening of the yield curve signals reduced borrowing costs for long-term debt......................4 FPL proposed change in residen al electric bill for typical 1,000 kwh user .................................5 Foreclosures in Coral Springs have declined .................................................................................6 Occupancy Rates ............................................................................................................................7 Demographic Trends ......................................................................................................................9 Service and Opera ons Strategy ........................................................................................................13 City of Coral Springs’ Business Model..........................................................................................13 Long-Range Transporta on Improvement Plan...........................................................................30 2012-2014 Short-Range Transporta on Improvement Plan ........................................................31 Financial Strategy ................................................................................................................................41 Use of reserves decreases as economy rebounds .......................................................................42 Financing plan for General Fund capital improvements—FY 2013..............................................45 Wastewater treatment costs con nue to soar ............................................................................46 Water and Sewer Debt service will peak in FY 2013 ....................................................................47 Measuring Results ...............................................................................................................................51 Sa sfac on with items that influence percep ons of Coral Springs ...........................................52 Sustainability Index FY 2008 to 2012 ...........................................................................................53 Composite Index ..........................................................................................................................54 Fiscal Year 2012 KIO Summary .....................................................................................................57 Department Impact of Key Intended Outcomes for Fiscal Years 2012 • 2013 ...........................58 Department Performance Measurements ..................................................................................59 Fiscal Year 2012 Ini a ve Update ................................................................................................62 Fiscal Year 2013 Ini a ve Summary ............................................................................................71 Appendices ..........................................................................................................................................73 Staffing Changes ...........................................................................................................................74 Full- me posi ons added in Fiscal Year 2013 ..............................................................................74 Net full- me posi on changes per fiscal year .............................................................................74 General Fund Summary ...............................................................................................................75 Fire Fund Summary ......................................................................................................................78 Water and Sewer Fund Summary ................................................................................................79 Health Fund Summary .................................................................................................................80 General Insurance Fund Summary ...............................................................................................81 Coral Springs Charter School Fund Summary ..............................................................................82 Public Art Fund Summary ............................................................................................................82 Equipment Services Fund Summary ............................................................................................83 Pension Fund Summary ...............................................................................................................84 Debt Service Fund Summary........................................................................................................84 Major Capital Projects by Department ........................................................................................85 Major Capital Projects by Loca on .............................................................................................86

vi

Fiscal Year 2013 Business Plan

Introduction The Strategy Behind the Plan

Reading the Business Plan

The Business Plan outlines how City resources will be applied within our seven priority areas to achieve the objec ves determined by the Strategic Plan. This Business Plan represents the second year in the current strategic planning process. Our strategic planning results in a mission and a set of strategic priori es that provide vision and direc on for the City. While it has evolved over the years, true to the spirit of con nuous improvement, it is s ll the linchpin in linking our day-to-day ac vi es with the mission that we aspire to achieve. We o en say the Business Plan gives “feet” to our priori es, direc onal statements, and Key Intended Outcomes, as well as establishes a structure for resource alloca on.

The Market Environment sec on is the result of an environmental scan performed prior to the strategic planning process and is updated annually. It is presented in its complete form in the Strategic Planning Workbook each year and then updated and summarized here in the Business Plan. We look at local demographic and economic market forces to iden fy emerging issues and items of concern to our residents.

Direct customer feedback is solicited through surveys, focus groups, and town mee ngs, which becomes the basis for the Commission’s strategic planning.

With the strategic priori es set—and appropriate outcomes iden fied—the opera ons of the City are reviewed and redeployed to bring the strategic vision to life.

Specific ini a ves are developed in response to the priori es iden fied in the Strategic Plan. This Business Plan is an outgrowth of the strategic priori es, capturing the City’s vision in a specific, directed, and quan fiable form.

Our Service and Opera ons Strategy is organized by strategic priority to document the steps we are taking to achieve the intended outcomes for each of the priority areas. Key Intended Outcomes, set by the Commission, are the measurable results we intend to achieve.

The Financial Strategy provides a summary of the tac cs we are employing to maintain our stable financial condi on and respond to the lingering effects of the recent severe na onal recession.

To monitor the success of the Business Plan, we use a number of measurements, as detailed in the Measuring Results sec on. The most important measure is the Composite Index, a carefully balanced indicator of the City’s overall success rela ve to past performance.

City of Coral Springs, Florida

1

Market Environment Overview The Environmental Scan is the basis for the City’s short- and long-range planning efforts. The Scan iden fies poten al blind spots through the forward-looking analysis and comprehensive review of data from many sources including the economy, demographic pa erns, land development trends, service demand generators, technology changes, and legisla ve challenges. Its value lies in not only iden fying current constraints on the budget but future needs and opportuni es as well.

Careful a en on to the Environmental Scan is indica ve of the organiza onal commitment to data-driven decision-making. It completes the ul mate feedback loop, where organiza onal direc on from the City Commission is not set un l market informa on, customer input, performance data, and all other inputs are considered.

Although several noteworthy issues emerged during this analysis, two issues have the greatest poten al to derail the City’s vision: the state of the economy and legisla ve ac on. Three years a er the worst recession to hit the United States since the Great Depression officially ended, the recovery remains painfully slow. The slow economic recovery has frustrated consumers and puzzled economists. Overall, however, economic indicators such as GDP, consumer spending, inventories, and even foreclosures are moving in the right direc on.

Although economic indicators are moving in the right direc on, economic, poli cal, and policy uncertainty is making the business community cau ous and unwilling to rush to invest in the tools of produc on or hire addi onal workers.

Consumers, who lost a large chunk of their wealth with the devalua on of their homes and re rement por olios, are taking a wait-and-see a tude. This guarded a tude among business and consumers has dampened spending causing the economy to move along in fits and starts which in turn makes consumers more cau ous.

Nevertheless, most economists agree that business is basically healthy. As one pundit declared, “while there is a lack of hiring there

2

is also a lack of firing.” There seems to be consensus that the economy is in the recovery mode, albeit a slow and listless mode, and will con nue on its upward trajectory. There also seems to be consensus among economists that the recovery is a fragile one.

Just as concerning as the uncertain economy, non-economic forces on the horizon could have a significant impact on the City’s financial health.

In the recently completed Florida legisla ve session, a number of bills were passed that will have a nega ve impact on city revenues such as the Business Tax and the Communica ons Service Tax. In addi on, expected reforms that would have allowed ci es to crea vely reform public safety pensions did not materialize.

Further, a number of bills were introduced that would have imposed revenue and/or spending limits as well as curtail ci es’ ability to set property tax rates. These legisla ve ac ons have the poten al to limit the City’s home rule authority, diminish our residents’ ability to make their own decisions regarding their local governance, and ul mately erode the City’s revenue base.

Economic Analysis Overview Since the end of the recession in July 2009 there is good news and bad news. The good news is that the important economic indicators are moving in the right direc on. The bad news is that these indicators, while posi ve, are not as robust as we have experienced in previous economic recoveries. For example, providing evidence of a choppy recovery, the index of Leading Economic Indicators rose 0.3% in May following a 0.1% decline in April and a 0.2% increase in March.

Gross Domes c Product (GDP), the total dollar value of all goods and services produced in the United States during any given me period, is one of the primary indicators used to measure the health of the na on’s economy. Calendar year 2011 started off slow (0.4% GDP growth in the first quarter) but finished strong (3.0% GDP growth in fourth quarter) raising hopes that this

Fiscal Year 2013 Business Plan

strong growth would con nue. This calendar year, however, has been disappoin ng with a modest 1.9% growth in GDP the first half of the year.

As shown in the chart, Florida, which had been experiencing growth in GDP far above the na onal average in the early part of the decade, has suffered far worse during the recession than much of the rest of the country. The growth in GDP for the Miami/Fort Lauderdale/ Pompano Beach area has surpassed that of the rest of Florida during the recovery period and is approaching the na onal average in the first half of 2012. On a posi ve note, there appears to be a growing consensus among economists that the economy will grow by 2.7% in 2014 and 3% in 2015.

Consumer spending, which accounts for nearly 70% of real GDP, will ul mately drive economic growth. Consumer spending grew by 2.0% during the first half of 2012 and is expected to reach 2.2% in 2014.

Locally, experts are expec ng strong economic growth in South Florida due to foreign investment, popula on growth, and tourism. In fact, personal income has grown by 4.2% which is the largest growth rate in the state. Personal income is expected to reach 5% in 2014 whereas the rest of the state is expected to achieve an average growth rate of 3.5% in 2014. Likewise, employment and wages are expected to outpace the rest of the state which will, in turn, drive consumer spending. Therefore, the City will adopt an op mis c yet cau ous a tude toward the economy. This is an important dis nc on since it will guide our financial strategy of projec ng a moderate growth philosophy while at the same me taking steps to protect ourselves if the economic recovery is not as strong as hoped.

Employment While there is encouraging news on the employment front, there is a long way to go.

Florida’s unemployment rate has been falling consistently from its peak of 12.3% in March 2010 to 8.5% in May 2012 (the latest available data). Although Florida’s unemployment rate is at its lowest point since August 2009, it remains substan ally higher than the 5.4% of 2008. The unemployment rate in Broward County has fallen from 9.0% in May 2011 to 7.3% in May 2012. The City of Coral Springs’ unemployment rate, on the other hand, has fallen to 6.9%.

Locally Real GDP approaching the na onal average 8.00% 6.00% 4.00% 2.00% 0.00% -2.00% -4.00% -6.00% -8.00%

2005

2006

2007

2008

National

2009

Florida

2010

2011

2012Q1 2012Q2

Miami/Ft lauderdale

Of most concern is the labor underu liza on rate (commonly referred to as “U-6”). U-6 includes the unemployed who are looking for work as well as discouraged workers (i.e., those who have stopped looking for work). Na onally, this figure stands at 14.2% or nearly twice the unemployment rate. In Florida, U-6 currently stands at 17.3% compared to 18% at this me last year. The number of discouraged workers in Florida remains stubbornly high due to the large number of workers previously employed in the construc on industry who have not been able to secure employment since the housing bubble burst.

Unemployment rate lowest since February 2009 12%

11.2%

10%

8.9% 8.5%

8%

9.5%

10.5% 8.9%

8.8%

8.5%

8.5% 8.2%

7.6% 5.1%

5.0%

4%

3.3%

3.4%

2% 0%

6.9%

5.4%

6%

4.7% 4.1%

3.3%

3.2%

2006

2007

2008

2009

Coral Springs

2010

National

2011

May 2012

Florida

Source: Florida Agency for Workforce Innova on

City of Coral Springs, Florida

3

As the economy begins to recover, those who have stopped looking for work will once again enter the labor market. Un l this excess labor is absorbed, the unemployment rate will remain high. Therefore, experts expect Florida’s unemployment rate to stay above 8% un l midyear 2015.

Employment growth in the region is expected to be the strongest in the professional and business services, health care, educa on, and manufacturing sectors. The Coral Springs Economic Development Founda on will focus on recrui ng emerging industries such as medical, informa on technology, health care, and educa on.

Infla on From 2005 through 2008, the City struggled with the impact of infla on on its ability to purchase products and services. Infla on was especially troublesome in South Florida where the regional Consumer Price Index (CPI) was significantly higher than the na onal CPI. At its peak the infla on rate in Miami/Ft Lauderdale was 1.7% higher than the na onal average.

In 2009, the Miami-Fort Lauderdale metropolitan area CPI not only dipped below the na onal average, as shown in the following table, the area actually experienced defla on which has the poten al to reduce economic ac vity by discouraging investment and spending.

Percent change in CPI Na onal 2005

MiamiDierence Ft. Lauderdale

3.4%

4.7%

2006

3.2%

4.9%

1.7%

2007

2.8%

4.2%

1.4%

2008

3.8%

4.6%

0.8%

2009

2.2%

-0.3%

-2.5%

2010

1.5%

0.6%

-0.9%

2011

3.2%

3.5%

0.3%

2012

1.7% (May to May)

1.9% (April to April)

0.2%

Interest Rates As shown in the U.S. Treasuries interest rate yield curve chart, interest rates on 6-month Treasuries con nue to be near zero with longterm rates just above 2.5%. Interest rates for maturi es of two years or more are lower than one year ago.

The decline in rates, in comparison to a year ago, signals reduced borrowing costs for long term debt. The fla ening of the curve, meaning that rates are not increasing with dura on as much as they were, helps reduce the cost to the City for the longer maturi es on new bonds.

Together, these condi ons provide the City with the opportunity to borrow money for long term capital projects at rates that are lower than last year.

Between May 2011 and May 2012, infla on has increased na onally by 1.7% and by 1.9% in the Miami-Ft Lauderdale area (April to April). This monthly infla on rate has been declining every month since September 2011 primarily as a result of decreasing energy costs. As a Fla ening of the yield curve signals result, economists borrowing costs for long-term debt are expec ng low rates of infla on 4.50% through the end of 4.00% 2015. Nevertheless, 3.50% the City does have a number of service 3.00% contracts which 2.50% provide for price 2.00% increases linked to 1.50% infla on which will 1.00% cause the costs of 0.50% those programs to 0.00% increase over the 6 Month 1 Year 2 Year 5 Year next year.

7/11/2011

4

1.3%

reduced

10 Year

30 Year

7/9/12

Fiscal Year 2013 Business Plan

Energy Last year at this me there was a genuine fear that the rapidly rising oil prices could derail the fragile economic recovery. Oil jumped more than $20 a barrel to $114 a barrel between April 2010 and April 2011. This caused the retail price of gasoline to climb above $4 a gallon with fears that it would approach $5 a gallon during the peak summer driving season.

Since then the supply of oil has increased significantly resul ng in a reduc on in the price of oil. The price for a barrel of oil dropped from a high of $114 last year to just $83 by June 2012.

Likewise, the average retail price for a gallon of gasoline has dropped from $3.99 a gallon to $3.39 a gallon. The U.S. Department of Energy is projec ng gasoline retail prices to average $3.49 per gallon in 2013 or a 14% reduc on from last year’s average price. These stabilized fuel prices will be an important factor in the future economic growth of the region.

The Department of Energy expects an increase of 1% in the consump on of motor fuels next year due to rising employment and incomes as well as the recent steep decline in retail fuel prices. This increased consump on should help stabilize the City’s fuel tax receipts, expected to be nearly $5 million in Fiscal Year 2013.

In March 2012 Florida Power & Light (FPL) applied for a 16% base rate increase to be implemented in two phases. As shown in the following table, a 1,000 kwh monthly bill for residen al customer would increase by 12%, or $5.23, in January 2013 and an addi onal 4%, or $1.86, beginning in June 2013. However, this monthly increase will be offset by a proposed 23% decrease, or $7.71, by June 2013. Once adjustments to other charges and taxes are considered, the 1,000 kwh monthly bill for residen al customer is es mated to increase by 0.6%, or $0.57, in January 2013 and an addi onal 0.9%, or $0.84, beginning in June 2013. The overall electric bill for business customers is expected to decrease by 3% to 4% depending on usage due to fuel efficiency savings and reduc on in the fuel surcharge.

FPL proposed change in residen al electric bill for typical 1,000 kwh user As of January 2012

Es mated Es mated January June 2013 2013

Base Rate Charges

$43.26

$48.49

$50.35

Fuel Surcharge

$33.43

$26.76

$25.72

Other Charges*

$15.56

$17.56

$17.56

Gross Receipts Tax

$2.37

$2.38

$2.40

Total

$94.62

$95.19

$96.03

*Includes nuclear and non-nuclear capacity costs, environmental and conserva on cost recovery clause, and storm charge.

The Public Service Commission is considering a proposal requiring FPL to meet energy conserva on goals. The proposal would require FPL to give homeowners a rebate for installing energy efficient devices, which would cover everything from hot water heater insula on to air condi oner tune-ups. FPL would be allowed to recover the costs of these rebates by increasing rates by a like amount. Although the total cost of this proposal is not known, it would require FPL to fund up to $15.5 million annually just for solar power pilot programs. FPL expects the proposal will lead to a $2 to $3 per month rate increase for the average customer. While no metable has been set for a decision, we expect the increased cost to the City in terms of elevated electric rates to be more than offset by increased electric franchise fee revenues.

Given that FPL had agreed in January 2011 not to make any changes in the base rate un l at least the end of 2012, the Public Service Commission is expected to view FPL’s request favorably.

While a rate increase will cause the City’s electric bill to increase, it will be more than offset by the increase in the electric franchise fee revenue the City receives from the U lity.

City of Coral Springs, Florida

5

Real Estate Trends A primary revenue source for the City (33% of $93 million) is ad valorem taxes and assessments, which are determined by the taxable value of real and personal property within the City limits. Changes in property values have a direct impact on the amount of revenue the City receives. Locally, market values are improving. For example, a er experiencing five years of declining values, Coral Springs’ taxable assessed values actually increased by 1.56% for Fiscal Year 2013.

Foreclosures Declining The number of residen al proper es in some stage of foreclosure peaked at nearly 5,500 in May 2010. Since then the figure has dropped to 2,350, a 57% decrease. The City expects foreclosures will con nue to decline during 2012 enabling a stabiliza on of the housing market.

Heading Toward a Sellers’ Market The residen al real estate market is experiencing low inventory levels available for buyers. Buyers are now compe ng with mul ple offers and most proper es are sold at or near lis ng with many closing well above.

Compe on is especially tough for foreclosed proper es, where banks are receiving cash offers from investors. Because of this demand, most foreclosed proper es do not stay on the market for very long.

Thirty-six new single family homes are planned on the La Placida site now called Daniela Springs.

Three model homes have received a cer ficate of occupancy with 12 more expected in 2012.

Foreclosures in Coral Springs have 1,600

Chart shows properties that have completed the foreclosure process.

Source: BCPA

1,400 1,167

1,200 1,000 799

800 600 400 200

283 35

0 2006

6

2007

2008

2009

Coral Springs is a strong intergenera onal community, commi ed to passing on values and tradi ons.

Fewer Commercial Vacancies The non-residen al real estate cycle started its decline later than the housing market and is likewise expected to follow the housing market to recovery. The good news is that nonresiden al proper es have not, and are not, expected to experience the same steep level of decline in property values as residen al.

Vacancy rates for office, retail, and industrial space are star ng to improve. This is par cularly true for retail. The City a racted major declined businesses including Kohl’s at the Coral Square Mall, the Renaissance Charter 267 through School in the old Target site, Aldi’s April 2012 Grocery Store near Turtle Run, Benne Auto Supply, Salt Life, the Cheese Course 1,390 at the Walk, Shoreline Aerospace in the Corporate Park, Science Care and Speed Source, and U18 Sports Medicine in Heron Bay, to name a few. Also, 742 scheduled to open later this year are Sports Authority and Marshalls. Nearly all of the “big box” spaces within the City have been filled. Coral Springs has accepted 449 new occupa onal licenses 2010 2011 in 2012 and 1,423 total in 2011 and 2012.

Fiscal Year 2013 Business Plan

Economic Development For the upcoming fiscal year, the City will con nue to posi on itself to take advantage of the economic recovery. The Economic Development Founda on (EDF) will focus on its core services of business development, business services, and workforce development.

EDF will build on the findings of the branding study and use that as a catalyst for an economic development strategic plan. EDF will con nue to take many steps to posi on the City for future success by focusing on economic development oriented improvements that will increase revenues over the long term.

The City will a ract businesses, events, and residents by figh ng crime, grime, and decline by inves ng in infrastructure improvements, economic development, and educa on. For example, the City will increase its contribu on to the Economic Development Founda on (EDF) by 4% in Fiscal Year 2013. The City will also fund a redesign of the EDF web site as well as an economic development incen ve account to be er enable EDF to focus on a rac ng targeted industries, including medical services, informa on technology (IT), global IT, educa onal services, logis cs and distribu on, foreign trade opportuni es in the import/export market as well as small manufacturing.

Since vacancies con nue to be a challenge, we will establish a baseline of vacancy rates in the industrial, commercial/office and retail sectors. We will monitor and work toward improving these measures of economic vitality.

A number of other ini a ves will be undertaken to facilitate our recovery from the recession, such as a City branding ac on plan, promo onal videos, master parking lot refurbishing along Sample Road, and economic incen ves for targeted industries. These efforts will expand and diversify the commercial tax base, laying the founda on for a stronger, more vibrant future.

Occupancy Rates 100% 95%

85% 80%

93%

92%

90% 87%

88%

Dec-08

92% 89%

88% 89%

84% 85% 84%

90%

Dec-09 Dec-10 Dec-11

75% Office

Industrial

Retail

Downtown Coral Springs The Coral Springs Community Redevelopment Agency (CRA) con nues to prepare the downtown area for private investment and redevelopment. Its ini a ves are focused on infrastructure improvements and transporta on, increasing ac vity in the downtown area with the imminent opening of the Broward College Coral Springs campus, improving communica on with business owners and residents of the downtown area, and reducing commercial vacancies.

The Sample Road and University Drive infrastructure improvements are underway. The plan includes construc on of right turn lanes, power and cable line burial, installa on of new traffic light mast arms, an enhanced pedestrian environment, installa on of new bus shelters, improved landscaping, and points of interest at the four corners. Design of u lity line burial has been completed, necessary easements and rights-of-way have been iden fied for acquisi on, and bids for the construc on manager for the project have been sought.

The project is being funded by $4.2 million in low interest Recovery Zone Economic Development Bonds made available by the federal government. A $752,813 County Incen ve Grant will become available in 2015 for this project.

The Broward College Coral Springs campus, located at the northwest corner of Sample and University, is currently registering students for the October 2012 class session. The opening of the college’s satellite center is the culmina on of efforts that began in 2005 with the University and College Partnership. Course offerings include day, evening, and weekend classes focusing on degree and cer ficate programs that will provide skilled workers for industries targeted by the economic development plan for the City.

City of Coral Springs, Florida

7

The property located at the northeast corner of Sample and University has been cleared, resodded and landscaped by its owners, Publix and City Na onal. A Publix grocery store, Walgreens, and several other businesses had been on that site but damage from Hurricane Wilma in 2005 destroyed most of those buildings. Although there is ongoing development interest in the proper es, no current redevelopment plans exist.

The CRA is involved in several ac vi es aimed at closer communica on with current and prospec ve business owners and residents of the downtown area. A newly-designed website will allow visitors to learn about ongoing downtown plans as well as ac vi es, events, and programs. In addi on, the CRA is crea ng an electronic communica on database of its cons tuents to maintain regular and frequent communica on. The CRA con nues to work closely with the Economic Development Founda on to iden fy poten al businesses and show them the benefits of a downtown Coral Springs loca on.

Numerous Business Plan ini a ves support the revitaliza on of the downtown area. Resurfacing of master parking along Sample Road and the ongoing commercial façade program for businesses will help a ract customers to downtown businesses. The annual BizArt event and the weekend green market currently in the planning phase will bring residents and visitors to the area as early as September 2012. New and improved pedestrian and bike pathways in the area, along with con nued collabora on with Broward County and our neighboring ci es on transporta on hubs will make it easier for people to travel to the downtown area.

Demographics According to the 2010 Census, the popula on for the state of Florida is 18,801,310. This is an increase of 17.6% since the last census was conducted in 2000. As a result, Florida gained two seats in the U.S. House of Representa ves for a total of 27. Florida is one of eight states to gain at least one House seat. Florida has 350.6 people per square mile, making it the 10th most densely populated state. The decennial census provides the most accurate count of the City’s popula on.

Popula on Es mate It is important to monitor popula on trends. If the City’s popula on declines dispropor onately to other ci es in the county, its share of intergovernmental revenues could decline.

Our forecasts assume that our share remains constant. Further, the City has not experienced any decrease in demand for services, largely due to the counter-cyclical demand for many of our services.

Popula on growth over the last two decades has not only fueled the growth in demand for City services, but the property taxes and sales taxes paid by this increasing popula on have provided the funds to pay for these increased services and infrastructure improvements.

Our popula on is no longer growing at historic rates. The 2009 American Community Survey (ACS) and the University of Florida’s Bureau of Economic and Business Research (BEBR) es mates of popula on for Coral Springs were approximately 127,000, whereas the 2010 Census reported 121,096. The lower than expected popula on figure is primarily due to vacant housing units. There were 3,619 vacant homes in 2010 compared to 1,815 in 2000. The average household size is three persons.

The 2010 Census provides the official counts of the popula on and housing units and the American Community Survey (ACS) produces five-year es mates (2006-2010) about social, economic, and housing characteris cs.

American Community Survey The Census Bureau uses ACS to es mate municipal popula on between the na onal decennial Census. The ACS informa on is gathered through an annual survey ques onnaire mailed to a sample of households.

The survey uses a five-year average to u lize a

Because almost 30% of our residents are under 19 years old, the City strives to provide a rich variety of ac vi es for families, youth and teens.

8

Fiscal Year 2013 Business Plan

larger sample size and counter the poten ally large margin of error experienced with the single year surveys. In addi on, the larger sample size allows for the examina on of segmented survey data.

A number of trends are worth monitoring as they may indicate the need for a new mix of services. Some trends include the small increase in the propor on of residents over the age of 65, the decrease in propor on of school age residents, and the growing rate of residents of Hispanic origin.

Popula on Age According to the 2010 Census, the median age of our residents is 36.5 years. When we compare these results to the 1990 Census of 31.6 years and the 2000 Census of 33.8 years, it is apparent the popula on is aging slightly. However, Coral Springs remains slightly younger than Broward County’s median age of 39.7 years.

The bulk of Coral Springs’ popula on falls between five and 54 years of age, with 7.9% of residents aged 65 and older. Broward County, by contrast, has 14.3% of residents 65 years old and older. In 2000, 6% of Coral Springs residents were 65 years and older.

Significantly, almost 30% of Coral Springs residents were under 19 years old, slightly less than in 2000 (33%) but more than countywide (25%). Therefore, many of the City’s services will remain geared to a younger popula on.

Cultural Factors According to the U.S. Census Bureau, threequarters of all new residents in Broward County were born outside the United States. If not for this influx of immigrants, the popula on of Broward County would have dropped by more than 55,000 between July 2005 and July 2007. In fact, Broward County’s popula on mix became a “majority minority” in 2005 with minority groups making up more than half the popula on. Coral Springs is also quite diverse.

According to the 2010 Census, of those repor ng one race in Coral Springs, 69% were White, 18% Black or African-American, 5% Asian, less than 0.5% Pacific Islander, less than 0.5% American Indian or Alaska na ve, and 4% some other race.

These figures represent li le change from the previous survey period. Three percent of the popula on reported being of two or more races.

Twenty-three percent of our residents said they were of Hispanic or La no origin (who may be of any race), a steady increase each year since

City of Coral Springs, Florida

2000 when 15.5% reported they were of Hispanic or La no origin. According to the 2006-2010 ACS, the percent of respondents who were foreign born was 26.2%.

Demographic Trends Total Popula on Popula on 65 years and over Hispanic or La no (of any race)

2000 Census

2010 Census

117,549

121,096

7,040 6% of total

9,600 7.9% of total

18,233 15.5% of total

28,442 23.5% of total

Among those at least five years old, 32% Total households 39,522 spoke a language Households with 20,067 other than English individuals under 50.8% of at home. Spanish 18 years total is the most widely Households with 5,111 spoken among those individuals 65 years 12.9% of speaking a language and over total other than English. All of the City’s recent surveys and other informa on gathering methods indicate the vast majority of Coral Springs residents speak and read English. As of now, City communica ons will remain in English.

In order to make the City Commission mee ngs more accessible, they are broadcast with closed cap oning for the hearing impaired.

41,814 18,293 43.7% of total 7,144 17.1% of total

Households and Families In 2010 the average Coral Springs household size was 2.9 people, compared to 2.5 in Broward County. The average household size has stayed the same historically, though there have been a few shi s. The number of households with one or more people 65 years or older has increased from 12.9% in 2000 to 17.1% in 2010. Coral Springs has a greater percentage (43.7%) of households with children under 18 than Broward County (32%), yet fewer than in 2000 (50.8%).

Families made up 78% of the households in Coral Springs, compared to 63% for Broward County.

This figure includes both married couple families (55%) and other families (22%). Non-family households made up 22% of all households in Coral Springs. Most of the non-family households were people living alone, almost 20% of whom are female age 65 and over. We remain a family-oriented community, crea ng demand for family-oriented services.

The 2010 Census reported 45,433 housing units, of which almost 8% were vacant in Coral Springs.

Historically, 3 to 5% of housing units stand vacant.

9

Educa on, Employment, and Income According to the 2006-2010 ACS, almost 39,000 people age three and older were enrolled in school. Almost 2,300 (5.9%) were in nursery school and preschool, 1,736 (4.5%) were in kindergarten, 15,035 (39%) were enrolled in grades 1-8, 9,247 (24%) were in high school, and 10,113 (26%) were in college and graduate school. College students have historically averaged 20%, yet the recent ACS es mate is much higher.

Among people 25 years and older living in Coral Springs, 92% had at least graduated from high school and 36% had a bachelor’s degree or higher. In Broward County, 87% had at least graduated from high school and 29.6% had a bachelor’s degree or higher. The majority (84%) of employed people in Coral Springs worked in the private sector, 11% worked for some level of government, and 4% were self-employed. The most common occupa ons were management and professional (38%); sales and office (32%); service (16%); natural resources, construc on, and maintenance (8%); and produc on, transporta on, and material moving (6.5%). The top five industries for Coral Springs’ employed popula on were educa on services, health care, and social assistance (21%); retail trade (13.6%); professional, scien fic, management, administra ve and waste management services (13.3%); finance, insurance, and real estate (9.6%); and arts, entertainment, recrea on, accommoda on, and food services (8.3%). The average travel me to work was about equal for those in Coral Springs and Broward County at 26.6 minutes and 26.8 minutes respec vely. The es mated median household income for Coral Springs was $71,456, compared to $51,694 for Broward County.

Conclusion Although the City’s popula on growth has shi ed slightly, the City con nues to be populated by young families with school-aged children. The City has a diverse ethnic/racial popula on who can read and understand English. The City con nues to have an educated popula on whose workforce earns more than the county average. We do not see a change in the taste and preferences for the goods and services we provide.

10

Technology The City will con nue to invest in tools that allow its employees to achieve high levels of produc vity as well as provide customer service that is second to none. A state of the art technology infrastructure is a crucial element in allowing the City to meet its service delivery goals now and in the future. This objec ve must be balanced against the need to protect ci zen confiden ality, integrity, and availability of informa on and at the same me control costs.

It is also important that all City departments par cipate in the efforts to u lize technology in an efficient and effec ve manner.

Technology Refresh The City completed the long awaited ini a ve to replace its desktop and laptop computers along with the associated opera ng and produc vity so ware. Many employees were using so ware that was more than 10 years old meaning it was at least three genera ons behind the latest version.

In 2011 and 2012, the City replaced over 400 of its desktop and laptop computers and plans to replace another 300 in the coming months.

These new computers were loaded with the latest so ware including Microso Office 2010, Windows 7, and Microso Outlook (e-mail).

The cost to replace the hardware and so ware was nearly $2 million dollars. To prevent the new so ware from falling behind, an annual maintenance fee of $270,000 is required.

Modernizing this cri cal technology was a significant achievement in terms of improving employee produc vity as well as our employee’s ability to communicate with our customers.

In Fiscal Year 2013, the City will upgrade other cri cal so ware pla orms that have fallen behind industry standards. For example, the U.S. Department of Jus ce had mandated that all ci es upgrade the security features of the CJIS pla orm that is used by our Police Department to access vital crime data and informa on. The cost of this upgrade is $150,000. In addi on, the City must upgrade its remote access so ware (i.e., Citrix) which allows Police, Fire, and Code Enforcement personnel in the field to share informa on with headquarters and one another. The cost for this so ware upgrade is $240,000. Finally the Geographic Informa on System so ware must be upgraded to allow it to support code enforcement and public safety.

This so ware upgrade will cost $102,500. This cri cal infrastructure is o en referred to as

Fiscal Year 2013 Business Plan

“back office” opera ons because they are o en out of public view. Although out of sight, these vital services are not out of mind.

The City will con nue to evaluate the use of alterna ve technologies in an ongoing effort to improve the delivery of services to City staff and ci zens. For example, the City’s current enterprise so ware (i.e., Sungard H.T.E.), which has been in use for nearly 20 years, is in need of moderniza on. The City will procure the services of an independent expert to assist in the review of user needs and requirements and advise on poten al solu ons. A modernized enterprise so ware program will greatly enhance the produc vity of employees as well as provide ci zens with a self-service capability for some City services.

The City needs to upgrade its remote access so ware which allows Police, Fire and Code Enforcement personnel in the field to share informa on.

Server Technology

• Establish energy consump on metrics

Just as the desktop technology had fallen cri cally behind industry standards, the SQL server so ware has not been replaced since 2000 and is three genera ons behind. SQL server so ware has a similar func on to the opera ng system on a desktop computer. It will cost $360,000 to upgrade this so ware which includes an annual maintenance contract.

To effec vely run the new so ware, the City replaced 59 of its servers at a cost of $300,000.

• Monitor energy consump on on a regular basis

Advances in virtualiza on technology have resulted in new methods of delivery. For example, the City has consolidated computer servers from standalone servers to mul ple virtual servers running on a single physical server. Currently, the City operates 50 virtual servers and 50 physical servers. In addi on to reducing the amount of electricity for powering servers, virtualiza on reduces the data center’s cooling needs and further reduces the City’s carbon footprint.

Green Informa on Technology Wherever possible the City incorporates industry best prac ces to achieve maximum green benefits in all aspects of technology opera ons. A green informa on technology strategy is not only the environmentally responsible thing to do it also saves money.

Green Informa on Technology Strategy • Determine the total energy consump on of all electronic equipment such as desktops, monitors, keyboards, laptops, printers, copiers, scanners, phones, cell phones, and wireless devices.

City of Coral Springs, Florida

• Iden fy areas for energy savings such as ensuring all desktop and laptop computers meet industry standards and are ‘Energy Star’ rated.

Network Infrastructure The City conducts business using combina ons of voice, video, data, and mobility network applica ons. With the rapid changes occurring in voice and data technologies, it is cri cal that City staff have the capability to access and communicate informa on in a variety of loca ons, whether from their desks, in conferences rooms, parks, or vehicles. Planning is underway to determine the feasibility of merging the voice and data infrastructure as well as enhance wireless connec vity throughout the City. The current phone system has reached its technical end of life and can no longer support addi onal users or features. The goal is to implement a unified communica on infrastructure that fully incorporates Voice Over Internet Protocol (VOIP) and takes full advantage of internal technical resources.

The City will continue to invest in technology to ensure we can continue to provide topnotch service to our customers.

The voice and data network upgrade project will start in the first quarter of Fiscal Year 2013 with the project expected to be fully implemented by the end of the second quarter. A key element of this project is the u liza on of the exis ng investment that the City has made in network devices and ensuring that any new devices are fully compa ble.

11

Legisla ve Issues The City is most concerned about legisla on that could erode its home rule authority or impose mandates on the City without a corresponding funding source.

Communica ons Service Tax HB 809, passed by the Florida legislature during its 2012 session and effec ve July 1, 2012, makes numerous changes to the communica ons service tax (CST), which represents about 5% of the City’s revenues. Technical changes to the defini on of “sales price” of communica ons services subject to various types of taxes may result in a slight decrease in our CST revenue.

The bill also created a Communica on Service Tax Working Group tasked with reviewing tax policy and iden fying op ons for removing compe ve advantages within the industry.

This group will submit a report to the governor and legisla ve bodies in February 2013, and it is likely that more changes in the CST will occur next year as a result of this report.

Exemp ons from Local Business Tax Another bill which passed during this session of the legislature exempts real estate sales associates and broker associates from paying local business tax. We expect our business tax revenue to decline by approximately $100,000 in Fiscal Year 2013 as a result of this change.

Pension Reform Legisla ve constraints placed on public safety pension plans con nue to have a significant effect on municipal budgets. While some headway was made in the 2011 legisla ve session, further reforms proposed in the 2012 session were not successful. The City will con nue to support and lobby for reforms in this area.

12

Cons tu onal Amendments on November 2012 Ballot Several proposed cons tu onal amendments passed in the 2011 and 2012 Florida legisla ve sessions will, if approved by the voters at the November 2012 elec on, affect City revenue beginning in Fiscal Year 2014.

Amendment 4 is expected to have the greatest impact on City revenue. It will: • Prohibit increases in the assessed value of property if the just value decreases.

• Reduce the limit on annual assessment increases for certain non-homesteaded property from 10% to 5%.

• Allow new homeowners (those who have not received a homestead exemp on in the past three years) to receive an addi onal exemp on equal to 50% of the just value of the property, to be phased out over the first five years of the property’s ownership.

While the intent of the amendment is to s mulate sales of foreclosed proper es, it will also reduce property tax revenue at an indeterminate level.

Amendment 10 will provide a tax exemp on for personal property taxes for those owners (primarily small businesses) with tangible personal property of less than $50,000.

Several other proposed amendments will provide addi onal property tax exemp ons for surviving spouses of veterans or first responders, and low-income seniors who have maintained long-term residency on their property.

Amendment 3 will limit state revenues based on infla on and popula on changes. This limita on will trickle down to municipal governments, since about 10% of our revenues are derived from state revenues.

Fiscal Year 2013 Business Plan

Service and Operations Strateg y This Business Plan covers the second year within a two-year Strategic Plan for Fiscal Years 2012 and 2013. The seven priori es iden fied by the City Commission for this strategic planning cycle set the agenda for this Business Plan, namely: • Customer-Involved Government • Neighborhood and Environmental Sustainability • Financial Health and Economic Development • Traffic, Mobility, and Connec vity • Youth Development and Family Values • Strength in Diversity • Excellence in Educa on 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 ini a ves that will direct the way the City operates in order to address our seven priori es and implement the vision expressed in the Strategic Plan.

A Word About Exis ng Services and Ongoing Ini a ves In some sec ons, we have highlighted ini a ves that were in previous Business Plans that are s ll being implemented in Fiscal Year 2013.

Generally, if an ini a ve is fully opera onal and integrated into our service package, it will not be men oned. The emphasis is on mul year implementa on and the evolu on of exis ng ini a ves.

For more detail about the services we provide and the performance measures we use to manage those services, please reference the departmental sec ons of the Annual Budget.

City of Coral Springs, Florida

Our New Ini a ves Ini a ves are chosen that will assist us in achieving our Key Intended Outcomes. We include those we feel are significant contributors to suppor ng our strategic priori es or put addi onal demands on our resources. In this way, we iden fy the most significant ac ons we plan to take next year.

Fiscal Year 2013 will present new challenges.

Adhering to our successful business model, we will be preparing for the new normal that is resul ng from the slow recovery from the Great Recession. This Business Plan includes several ini a ves designed to proac vely prime the engine of City of Coral Springs’ Business Model economic growth by assis ng our exis ng business Ci zen Input Data Analysis community and deploying resources to encourage Strategic Plan redevelopment of commercial Business Plan areas such as the Corporate Park. In addi on, Budgets since aesthe cs and overall a rac veness Output to Ci zens of a community have been shown to be essen al to draw new businesses and residents, a number of Business Plan ini a ves will enhance the City’s appearance and overall safety.

Wherever applicable, opera ng expenditures have been iden fied for the first year only.

Capital expenditures also reflect only the first year of the project, and do not include capital carrying costs.

13

Customer-Involved Government New Ini a ves City Hall Ligh ng and Entrance ADA Modifica ons Lead Department: Public Works Capital Outlay: $205,000 This project will provide be er accessibility to this facility while improving the aesthe cs of the front entrance into City Hall North. In Fiscal Year 2012, an assessment was conducted along with an es mate of construc on costs. The next phase consists of construc ng a ramp outside the east and west doors of the lobby in place of the exis ng step down. This improvement will facilitate customer access to offices located on the east and west side of the building as well as entrance from the rear parking lot into City Hall offices. The concrete landing in the front of City Hall will be replaced with pavers or stamped concrete to create an aesthe c appeal and be er visibility to all customers and visitors.

Other enhancements planned to improve safety at this building include ligh ng in front of the wings and along the center driveway.

Enterprise Resource Program Lead Department: Information Services Capital Outlay: $30,000 (allocated in FY 2012) Staff is planning to modernize the current enterprise so ware applica on (i.e., Sungard H.T.E.) or replace it with a different enterprise resource program (ERP). The main goal of modernizing the ERP is to streamline the financial, budge ng, human resources, building, permi ng, asset management, and licensing processes throughout the City.

An improved ERP will also provide self-service func onality for both ci zens and staff. Other advantages of an ERP system is that it reduces redundant data entry, tracks ac vity and cost informa on associated with work orders, manages the collec on of money from mul ple loca ons with full audit trails, and produces flexible financial reports. A key advantage of this applica on is the capability to fully integrate asset management with the general ledger.

Prior to modernizing the current 20 year old system, the City will spend this year learning stakeholders’ needs and determining alterna ves available in the marketplace.

FY 2012

FY 2013

Goal

Goal

—

92%

Overall quality ra ng for City services by business owners (Business Survey)

92%

—

Employee sa sfac on ra ng (Human Resources Survey)

90%

90%

42,000

40,000

—

88%

88%

—

Customer service ra ng by residents (Resident Survey)

—

90%

Customer service ra ng by businesses (Business Survey)

90%

—

Key Intended Outcomes Overall quality ra ng for City services and programs (Resident Survey)

Number of ci zen volunteer hours Overall ra ng of the City in terms of communica ng with residents (Resident Survey) Overall ra ng of the City in terms of communica ng with businesses (Business Survey)

14

Fiscal Year 2013 Business Plan

IT Infrastructure Moderniza on Lead Department: Informa on Services Capital Outlay: $1,000,000 Lease: $500,000 per year for four years beginning in Fiscal Year 2014 The City is planning to merge its voice and data network onto a single pla orm. This merger is expected to increase the quality of service because of alternate rou ng of both voice and data. With this merger no single site outage will impact service at other loca ons and service will be re-routed automa cally using new and improved technology.

The City will experience a reduc on in the cost of internal calls based on calls being routed on the City’s infrastructure as opposed to a local carrier.

Key components of the new voice and data architecture include: replacing the exis ng phone system, servers, switches and routers, and the purchase of addi onal so ware licenses.

The exis ng voice system has been in place for over seven years and is no longer supported by the vendor. It is an cipated the new pla orm will serve the City’s voice and data requirements for the next ten years.

Building Division Customer Service Enhancements Lead Department: Building Opera ng Expenses: $10,000 The Building Division will undertake two new programs to improve customer service. The first program will educate homeowners who make building improvements to their own homes. These people are o en inexperienced in construc on and may not be aware of their responsibili es and liabili es during the building process. All residen al owner/builders will be offered a pre-submi al mee ng with staff specific to the work involved which will allow them to understand the processes, procedures, and expecta ons of their project. In addi on, the Building Division will revise its website and handouts to make them more useful to builder/ owners.

The second facet of the program will be a survey of building inspec on customers. We will gather feedback from our residents, business owners

City of Coral Springs, Florida

and contractors on ways we can provide the best building inspec on service. Each customer will be given a survey to complete. The completed survey will be returned by the customer directly to an independent survey firm. This firm will analyze the results and provide the City only aggregate level informa on.

City Charter Review Lead Department: City A orney’s Office Opera ng Expenses: $20,000 The City’s Charter provides for the periodic review of the Charter to ensure the structure con nues to serve the needs of the community.

Every ten years the City Commission appoints a 15-member commi ee to review the City’s charter, make recommenda ons for any changes to the Commission, and provide for public input at the commi ee’s mee ngs. This commi ee will be appointed in March 2013. Applica ons for membership to the commi ee will be made available at the beginning of 2013 to give the Commission me to review the applica on materials. The commi ee must submit its recommenda ons to the City Commission

by November 2013. In 2004, (the last me the commi ee convened) the Commission directed staff to arrange for inclusion of the recommended changes on the General Elec on ballot.

Downtown Planning Lead Department: Community Development Partner: Community Redevelopment Agency Opera ng Expenses: $5,000 Opera ng Capital: $15,000 Based on input received at the May 2012 Visioning Summit and other survey results, the City will con nue to explore appropriate uses for the Downtown area in terms of public gathering opportuni es, future ac vi es, and the connec vity between the public and private spaces needed to create a sustainable Downtown. The City will coordinate a discussion of the an cipated gateway hub, amphitheater and other civic uses within the Downtown. These uses will also promote pedestrian and bicycling connec ons which together will create a “sense of place” the residents/commercial owners have been seeking for the past several years.

Encouraging public-private partnerships will be

15

a cornerstone discussion. Ul mately, Downtown zoning district (s) will be codified in order to further this effort.

Code Enforcement Rangers (2012-2013) Lead Department: Code Enforcement Opera ng Expenses: $4,700

Ongoing Ini a ves Street Ligh ng Improvements (2012-2013) Lead Department: Public Works Capital Outlay: $20,000 This program was ini ated last year in response to customer’s comments regarding inadequate street ligh ng in nine of 30 residen al survey sec ons. These concerns are also communicated during Slice of the Springs Mee ngs and through the City’s Help Desk.

In Fiscal Year 2012, the City employed a licensed tree trimmer to properly prune trees away from blocked lights; therefore enhancing illumina on and visibility of City streets. In the event tree trimming doesn’t improve foot candle, streetlights would be upgraded from 70-wa to 150-wa high pressure sodium fixtures.

Other measures that will con nue in Fiscal Year 2013 are focused on be er repor ng light outages and quicker replacement of non-working street lights. To do so, the City hired two part me staff to assist iden fying and monitoring ligh ng outages at night. In addi on, Code Rangers have been trained to find pole numbers and conduct inspec ons in neighborhoods during the winter months when sunset occurs earlier in the evening. A media educa onal campaign is under way to instruct residents on the proper method of repor ng streetlight outages. A mobile message board was deployed in front of the Slice of the Springs mee ngs encouraging the public to call the “Streetlight Outages” hotline, thereby contribu ng to the safety of their neighborhoods.

Improving ligh ng in neighborhoods is expected to increase the percep on of safety among the Coral Springs’ community.

16

Code Rangers are volunteers trained to help improve the aesthe cs of the City by helping Code Officers uncover simple viola ons such as dirty roofs, overgrown lawns and hedges, trash and li er, and illegal signs. The group of volunteers receives 16 hours of training before being assigned to a patrol zone where they issue friendly reminder door hangers at proper es with viola ons. If viola ons aren’t corrected within a reasonable period, the case is assigned to a Code Officer. In Fiscal Year 2012, they have also assisted with the street tree program and business tax programs, and with checking streetlight outages. Several re red police vehicles have been converted to Code Ranger patrol vehicles for use by these volunteers.

The Code Rangers have completed over 4,800 inspec ons in the first three quarters of this year, with a 70% compliance rate.

Web-Based Crime Repor ng (2012-2013) Lead Department: Police Opera ng Expenses: Exis ng Forfeiture Fund: $36,000 (approved in previous years) The goal of the web-based repor ng program is to provide an op on for ci zens to report certain types of crimes directly from their home or business. Customers will be able to selfreport incidents such as minor the , vandalism, lost property, harassing phone calls, or other minor crimes without a suspect 24 hours a day, 7 days a week, without having to wait for an officer to respond to their call. The report will be reviewed and approved by Police Department personnel, and ci zens will be able to obtain an official copy of the police reports within 5 business days. The program is currently under development. The City’s Informa on Services department is working on expor ng the informa on to the records management system.

Once that has been accomplished, the program will be tested and publicized so that ci zens can begin making their reports.

Fiscal Year 2013 Business Plan

Neighborhood and Environmental Sustainability New Ini a ves Burglary Enforcement and Reduc on (BEAR) Unit Lead Department: Police Opera ng Expenses: $15,000 Capital Outlay: $80,000 In 2011, residen al and vehicle burglaries increased in Coral Springs. In December 2011, a temporary BEAR unit was formed to determine if the unit, in conjunc on with other police department programs, could have an effect on the burglary rate. The temporary unit has been very successful, using proac ve methods such as analyzing crime sta s cs to determine mes and loca ons where burglaries are likely to occur, educa ng residents on crime-preven on tac cs, and conduc ng high visibility patrols in targeted neighborhoods. From January 1 to March 31, 2012, residen al burglaries decreased over 15% and vehicle burglaries decreased 46% from the same me period in 2011.

The permanent BEAR unit will be composed of one sergeant and six officers, all from current department staff. Opera ng expenses consist of addi onal salary for the sergeant upgrade as well as special assignment compensa on for officers assigned to the unit. The capital outlay consists of funding for vehicles, GPS locators, and other specialized equipment.

Resurface Master Parking Lots Lead Department: Public Works Capital Outlay: $248,000 To encourage economic development and support its exis ng business the City will invest in the aesthe cs improvements to the master parking lots along Sample Road. In Fiscal Year 2013, the scheduled enhancements include repairing, resurfacing, and re-striping master parking lots east of Riverside Drive, as well as adding new signs, sign posts, and stubs.

As part of the improvements, parking stripes and ramps will be upgraded to comply with current ADA requirements. This resurfacing effort will enhance safety in the community and the aesthe c improvements will enhance the curb appeal of these commercial areas.

FY 2012

FY 2013

Goal

Goal

Percent of Code cases brought into voluntary compliance prior to administra ve/judicial process

75%

75%

Number of formal and informal neighborhood partnerships each year

15

15

(A subset of the CIG KIO. Includes environmental partnerships, student research projects, Eagle Scout projects, EarthFest, Adopt-A-Street, and Waterway Cleanup.)

1,500

1,500

City crime rate (crimes per 100,000 residents)

2,530

2,600

—

92%

1,750

1,000

Key Intended Outcomes

Number of volunteer hours aimed at enhancing the environment

Safety ra ng in neighborhood (Resident Survey) Number of trees planted within the City (Note: NEC goal recommenda on)

City of Coral Springs, Florida

17

Public Safety Technology Upgrades

Public Art for 50th Anniversary

Lead Department: Police

Lead Department: Community Development

Capital Outlay: $132,000

Partner: Public Art Commi ee

Today’s police departments rely on numerous high-tech tools to effec vely fight crime, some of which are in need of upgrade. For example, the Department’s exis ng license plate reader is woefully outdated. The replacement units incorporate high-resolu on cameras to scan vehicle tags while an officer is driving. If a stolen or suspect tag is iden fied, the system will immediately alert the officer, provide a phone alert to inves gators, and upload the vehicle’s GPS loca on into a web-based program available to law enforcement agencies across the na on.

Public Art Fund: $75,000

The Department’s automated fingerprint iden fica on system (AFIS) also needs to be replaced. The current AFIS system works in conjunc on with that of the Broward Sheriff ’s Office. Since BSO intends to upgrade its system, the CSPD must upgrade its system to remain compa ble. The AFIS unit consists of a computer, so ware, camera, and an FBIcer fied scanner that allow users to capture, encode, and submit latent fingerprints and palm prints directly from evidence. With this equipment, latent print experts can conveniently track cases through the system, perform quality checks, and verify search results.

Funds will also be used to purchase computer forensic analysis equipment to allow officers to retrieve evidence stored in cell phones, computers, and other electronic devices.

The Department currently must rely on other agencies’ computer forensic units for this type of analysis, and having its own equipment will allow inves ga ons to proceed more quickly.

The City’s Public Art Program will celebrate its 10th anniversary in 2013 and has introduced a number of ar sts and artworks to the City.

Since its incep on, 14 works of art have been purchased or commissioned through this program. This ini a ve will provide increased publicity for the City’s 50th anniversary and the Public Art Program.

The Public Art Commi ee has placed a call for ar sts to commission a unique piece of art for the City. The proposed loca on for the artwork will be at the east entry of Atlan c Boulevard.

The Commi ee will review the ar sts’ submi als and ul mately recommend the ar st and artwork for the City Commission to approve.

The Public Art Commi ee has budgeted $75,000 in FY 2013 to complete this project.

Public Safety Communica on System and Equipment Upgrade Study Lead Department: Police Opera ng Expenses: $45,000 The current P25 communica on equipment is an analog based system. The development of digital technology has made it difficult to procure repair parts. In fact, the manufacturer of the City’s equipment stopped making replacement parts in 2005. The decrease in the availability of parts has greatly increased the cost to operate the system. Furthermore, the manufacturer has announced it will no longer support analog systems. The City, therefore, will take steps to upgrade this important system.

Replacing the P25 communica on system is complex and costly. Es mates range from $4 million to $8 million. Therefore, it is important this project be done correctly the first me. The City will procure the services of an independent consultant to conduct a needs analysis; advise it on the op ons available; assist in wri ng a request for proposal; and assist in evalua ng responses to its request for proposal. The consultant will explore both short- and longterm solu ons that will be cost-effec ve and serve the needs of our ci zens and employees.

18

Fiscal Year 2013 Business Plan

Single-Family Rental Registra on Program Lead Departments: Code Enforcement Operating Expenses: $120,389 Capital Outlay: $52,540 Declining real estate prices over the past several years and the foreclosure crisis have created the perfect market for the real estate investor. Many of the single-family home foreclosures in Coral Springs have been purchased by investors and are being used as rental proper es. We es mate there are approximately 2,700 rental homes in the city.

These proper es have accounted for a significant por on of new code enforcement cases over the past year.

A rac ng more tournaments and special events is an important outgrowth of this beau fica on effort by transforming this park into a showcase for the City.

The first phase included architectural drawings for the construc on of three new buildings at Mullins Park. Design plans for a new pathway around the three baseball fields and football field was also completed last year, as well as demoli on of the soccer and flag football buildings.

During phase II of this project, staff will coordinate installa on of ar ficial turf on the grass around the playground, complete construc on of new sidewalks from NW 29th Street to the main road in the park as well as the sec on near the pool. The construc on of the three park buildings will commence.

This ini a ve will expand the current landlord registra on program. Currently, owners of rental proper es with two or more units are required to register with the City, which provides us with a database of contact informa on for use in case of emergencies and for correc ng code viola ons.

This ini a ve will require landlords of single-family residences to register those proper es as well.

Modernizing Mullins Park will require the installa on of direc onal signage throughout the park, upgrades to landscaping, and replacement of park equipment such as benches, trash cans, and picnic tables.

The improved Single-Family Rental Registra on Program will consist of educa on of tenants and landlords on Coral Springs code requirements, and an annual exterior inspec on of those proper es.

Addi onal personnel may be needed to implement this program. Expenses of the program consist of salary, benefits, and equipment and supplies.

Opera ng expenses will be offset by the revenue generated from the registra on fee of $79 per home.

Lead Departments: Public Works and Community Development

Mullins Park Revitaliza on—Phase II Lead Department: Parks and Recrea on Capital Outlay: $400,000

Royal Palm Entryway Construc on

Capital Outlay: $94,709 allocated in FY 2012; $155,291 in FY 2013 Tree Trust Fund: $175,000.

In 2012, staff was directed to obtain a survey instrument, select a landscape architect to implement the conceptual design and ul mately work towards construc on of an entry feature at the east entrance of the City on Royal Palm Blvd.

This is the first of several poten al entryways iden fied for aesthe c improvements and involves coordina on with numerous en es.

An important element of the Mullins Park Revitaliza on was the crea on of an integrated architectural landscape design to give a coordinated look and feel to all neighboring facili es, including the Public Safety Complex and the Center for the Arts.

The City has received permission from the north side property owner (Coral Springs Chris an Academy) to obtain the necessary easements and design proposal that will place a por on of the improvements within their property. This includes dele ng an unconstructed egress/ingress opening on Royal Palm Boulevard that requires County ac on. Sunshine Water Control District and Coral Springs Improvement District must also approve the plans impac ng their easement (culvert) and pump sta on improvements.

In 2011, a landscape conceptual plan was developed for this park. Recommenda ons from the plan suggested improving the appearance, safety, and ease of movement within the park.

In addi on to the efforts described above, the Design Development Plan will be presented for review and approval by the City which includes a meandering sidewalk on the north side of Royal

This program’s goal is to improve the overall aesthe c appearance of Mullins Park, the oldest and largest park in Coral Springs.

City of Coral Springs, Florida

19

Palm Boulevard, a retaining wall and decora ve columns, landscaping with irriga on, landscape ligh ng, decora ve paving, and the installa on of pedestrian street lights. Royal Palm Blvd. will be curbed with improved drainage along the north side from the City’s east boundary Riverside Drive.

Median Master Plan—Phase I Lead Department: Parks and Recrea on Capital Outlay: $150,000 In 2012, an architectural review of all City medians was conducted to analyze exis ng condi on and present recommenda ons. As a result, a Median Master Plan is being developed to implement the suggested improvements.

Some of the recommended median upgrades include adding new trees, installa on of new shrubs, removing exis ng ground cover and replacing with new ground cover, installa on of a more efficient irriga on system, and adding new sod and shrubs. The plan is intended to unify the look of the medians, contribu ng to the City’s goal of revitalizing the aesthe cs and improving the percep on of how people view the City.

In Fiscal Year 2013, median landscaping will begin along Coral Ridge Drive, Coral Springs Drive, and Wyndham Lakes. The remaining City maintained medians will be scheduled for beau fica on efforts in the near future.

Community Wildlife Habitat Designa on Lead Department: Community Development Opera ng Expenses: $1,500 Several years ago, the City of Coral Springs registered with the Na onal Wildlife Federa on to become a cer fied Community Wildlife Habitat. To receive this dis nc on 300 private proper es, seven public proper es, and five school proper es must be cer fied backyard habitats. Currently there are nine public proper es and seven school proper es cer fied but only 248 single family proper es. Although staff has taken every opportunity to encourage residents to register, the rate at which new proper es are being cer fied has slowed significantly over the last couple years.

To achieve the goal of receiving Community Wildlife Habitat Cer fica on by the 2013 Earth Fest event, the City will refocus a en on in two ways. First, staff will send informa on to homeowners in neighborhoods explaining how their property fulfills all the requirements of the backyard habitat program by virtue of their loca on. Good examples include, but are not limited to, Whispering Woods and Woodside Estates, and The Preserve.

Second, the City will offer na ve plants to homeowners who get cer fied to make their property even more wildlife friendly. The value of the plants will not exceed $15 per property.

Providing adequate wildlife habitat throughout the City leads to a decrease in nuisance wildlife.

In addi on, the use of bu erfly gardens and na ve plants to a ract wildlife is in line with the new Florida Friendly Landscape Ordinance that encourages the use of more shrubs and bushes to reduce landscape watering needs.

20

Fiscal Year 2013 Business Plan

Park Facili es Maintenance Crew

CDBG Ac on Plan (2011-2013)

Lead Department: Parks and Recrea on

Lead Department: Community Development

Opera ng Expenses: $221,036

FY 2013 CDBG Alloca on: $586,468

Capital Outlay: $140,100

Each year, the City is required to complete an annual Ac on Plan as a part of the Community Development Block Grant (CDBG) program. The plan describes specific projects and ac vi es that the City will undertake in the coming year to address priority needs iden fied in the five year plan. These priori es include providing a suitable living environment, decent and affordable housing, and expanded economic opportuni es.

The purpose of this program is to maintain City parks in op mal condi ons. To do so, it will be necessary to hire a maintenance crew to assist exis ng staff in keeping all park facili es safe and aesthe cally pleasant for our customers.

The crew will consist of three new technicians and one maintenance worker who will perform miscellaneous repairs.

The goal is to have an in-house crew to immediately address plumbing and electric related issues occurring in City parks, as well as other upkeep and maintenance, such as carpet replacement, pain ng, and replacement of lights. Having in-house staff, rather than contractors, conduct proac ve maintenance and repairs will reduce costs and ensure the parks are maintained to the standards our customers expect.

Ongoing Ini a ves Water Saving Devices (2012-2013) Lead Department: Public Works Capital Outlay: $100,000 (Facili es Reserves) This program is to upgrade exis ng restroom plumbing fixtures, such as toilets, urinals, faucets, and shower heads in 12 City facili es to water saving devices, as recommended in an energy study conducted in 2009 and 2010. The Consultant’s report observed the poten al for 30% in water savings through the installa on of water conserving mo on ac vated low flow flush valves or water strainers at the Center for the Arts. The report iden fied similar benefits at the 12 buildings evaluated under the Audit.

The implementa on phase began in Fiscal Year 2012. Plumbing retrofits were accomplished in City Hall South, Fire Sta ons 43 and 95, and the Westside Compound. In Fiscal Year 2013, the City will con nue replacing exis ng plumbing fixtures with improved and more efficient devices at the following facili es: Charter School, Fire Training Academy, City Hall North, Gymnasium, Tennis Center, Aqua cs, Cypress Hammock Park and Center for the Arts.

City of Coral Springs, Florida

The CDBG program allows the City to u lize grant funds for capital improvement projects in the City’s low- to moderate-income areas. The following projects are listed in the 2012-2013 Ac on Plan: • NW 38th Drive Sidewalk (curb, gu er and drainage): $250,000 • Commercial Façade Program: $80,000 • Playground Replacement (Poinciana Park): $51,205 • Youth Scholarship Program: $47,000 • Senior Recrea on and Func onal Training $30,970 • Senior Recrea on and Therapeu c Program: $10,000 • Planning and Administra on: $117,293 Inflow and Infiltra on Program (2012-2013) Lead Department: Public Works—U li es Capital Outlay: $1M (Renewal and Replacement Fund) The purpose of this program is preven ng the inflow and infiltra on of ground water into the sewer lines, which ul mately travels to Broward County Wastewater Treatment Facility for treatment. A Wastewater Facili es Plan, created in 2007 iden fied this project as a top priority for the City. Rehabilita on of the sanitary sewer system began in Fiscal Year 2012 with relining defec ve or cracked sewer lines, manhole repair and coa ng, point repairs, and site restora on.

There are a number of vitrified clay segments and joints that are allowing groundwater to enter the sewer system due to decay, cracking and root intrusion. This extra water adds to the

21

flow of wastewater sent to Broward County for treatment, needlessly increasing the pumping, treatment, and disposal costs.

This ini a ve allows the City to con nue sewer rehabilita on, making great strides toward elimina ng the infiltra on, preven ng structural defects, while reducing wastewater treatment costs paid to the County.

Community Pride Phase IV (2010-2013) Lead Department: Parks and Recrea on Capital Outlay: $2,000,000 CDBG: $301,205 The Community Pride ini a ve got off the ground in 2010 by developing a mul year plan focusing on revitalizing city facili es, rights-ofway, parks, and medians in prepara on for the City’s anniversary. This ini a ve, therefore, will dovetail with the 50th Anniversary Commi ee’s ini a ve meant to plan events celebra ng the City’s anniversary.

Community Pride con nued in 2011 with projects designed to revitalize the look of the City, such as modifica ons to exis ng bicycle and pedestrian walkways, parking lot improvements, renova ons to neighborhood parks, and enhancing and alloca ng addi onal resources to the maintenance of roadway medians.

In 2012, these projects con nued and addi onal projects designed to enhance the aesthe c appeal of City-owned proper es began. For example, park common grounds (non-athle c fields) were fer lized on a con nuing basis to beau fy the en re park.

In previous years the City invested heavily in restoring the tree canopy. The City hired an inhouse tree trimming crew to maintain a healthy tree canopy by regular and proper trimming of those trees. A full- me arborist has established a master tree trimming program to include trees in medians and at all public buildings, parks and linear parks throughout the City. Other projects that promote beau fica on efforts were implemented during Fiscal Year 2012.

These include pain ng and pressure cleaning of buildings, resurfacing and maintaining City roads, repair and replacement of roofs at various City facili es, and upkeep of athle c fields and pools.

Proposed ac vi es for Fiscal Year 2013 are: upgrades to Mullins Park, con nued replacement of playgrounds at City parks, upgrades to parking lots and pathways, pain ng the exterior of various park buildings, beau fica on of park grounds, streetlight upgrades, signage enhancements, pressure cleaning roofs and walls of City facili es, and installa on of new fencing at City facili es.

Improvements to landscape will be made on linear parks and medians as suggested in the Median Master Plan. Pressure cleaning of curbs and sidewalks will con nue throughout the City.

22

Fiscal Year 2013 Business Plan

Neighborhood Stabiliza on Program (NSP3)

Tree Canopy Restora on (2010-2013)

Lead Department: Community Development

Lead Department: Community Development

Grant Funded: $1,657,845

Opera ng Expenses: $60,000 (Tree Trust Fund)

In 2010, Congress appropriated a third round of Neighborhood Stabiliza on Program funds through the Dodd-Frank Act enabling the City to receive an addi onal alloca on of $1,657,845.

For many years, the City has been commi ed to reaching at least 30% tree canopy coverage Citywide. Thirty percent canopy coverage is significant because of the enhanced benefits to the environment at this level. The benefits include reduc on of heat islands, increased rainfall intercep on, reduced flooding and increased oxygen produc on.

The main goal of NSP3 is to invest funds in programs and projects that revitalize targeted neighborhoods and reconnect those neighborhoods with the economy, housing market, and social networks of the community and metropolitan area as a whole. The City has been using these funds to provide grant assistance to low-to-moderate income persons through the following strategies.

Financing Mechanism (Purchase Assistance): This ac vity sets aside funds to address the abundance of vacant homes by assis ng qualified buyers with purchasing a foreclosed property that has been deemed eligible under NSP3.

This goal was dealt a severe setback during the 2004 and 2005 hurricane seasons when nearly a third of the mature tree canopy was destroyed.

The City had reached an approximate coverage of 23% prior to this but was reduced to an es mated 16% a er the hurricanes. To achieve to a 30% tree canopy by 2020, as outlined in the City’s Comprehensive Plan, several components are in place.

Purchase and Rehabilita on Assistance: This ac vity sets aside funds to assist homeowners that purchased a foreclosed property with NSP3 funds to help them make minor repairs and/or make energy eďŹƒcient improvements.

Twenty-five percent of the funds from each type of assistance must be set aside to assist low-income persons, with the remainder used for moderate-income persons. The City must expend 50% of funds by March 2013 and 100%

by March 2014. Eight proper es have been purchased to date with five more proper es under contract. It is an cipated that fi een proper es will be purchased and improved.

City of Coral Springs, Florida

23

Street Tree Subsidy Program – In 2006, the City began this program which allowed eligible property owners to plant appropriate shade trees as street trees and receive up to $200 in subsidy per tree. This program was later expanded to include mul family and commercial proper es as well. This program is now in its final year in 2012 and its conclusion will have provided all eligible neighborhoods in the City with an opportunity to take advantage of the street tree subsidy program. As a result, over 3,000 trees have been planted in residen al neighborhoods and nearly 600 street trees were planted in commercial districts.

Tree Master Plan - The City has embarked on a mul year Tree Master Plan to install a significant number of trees in City parks and on other public property. These trees will be further supplemented by na ve understory plan ng where appropriate.

Over the next 10 years, trees planted under the Tree Master Plan and the Street Tree Subsidy Program will mature and will contribute significantly to the overall canopy coverage.

Effec ve educa on including informa on on “Right Tree, Right Place” – In conjunc on with the Street Tree Subsidy Program, the City began an educa onal campaign for property owners.

The goal is to encourage comprehensive tree care understanding that includes selec ng trees with quality structure, plan ng them correctly and in appropriate loca ons and caring for the trees over the long term.

24

Evalua ng extent of canopy coverage – In accordance with the Comprehensive Plan, the City will begin performing a tree canopy analysis every five years to determine progress towards the 30% tree canopy goal.

GIS-based tree inventory – The City has completed the first phase of developing a Geographic Informa on System-based tree inventory for public property. The inventory includes almost 2,000 trees located around public buildings. An expansion of the tree inventory to include medians and parks will be undertaken by the City arborist. This data will be valuable for ensuring that the City-owned trees will be properly documented and cared for.

Addi onally, it opens up the possibility to begin quan fying the economic benefits of trees as part of the green infrastructure.

Code Enforcement Process Improvement (20122013) Lead Department: Informa on Services Opera ng Expenses: $24,000 The purpose of this ini a ve is to improve the efficiency and effec veness of parts of the Code Enforcement process by upda ng some of the division’s automated systems. New so ware should allow the staff to handle an increased caseload as well as allow ci zens to submit code viola ons more easily.

In Fiscal Year 2012 the process for purchasing a complete business applica on for Code Enforcement began, and vendor presenta ons were made in the fourth quarter of the year. In the third quarter, a free smartphone applica on was launched that allows ci zens to report code viola ons and submit photos with the report.

Fiscal Year 2013 Business Plan

Financial Health and Economic Development New Ini a ves City Branding Phase II Implementa on Lead Department: Communica ons and Marke ng Partner: Economic Development Founda on Opera ng Expenses: $60,000 In Fiscal Year 2012, the City contracted with North Star Des na on Strategies to develop a branding strategy as part of the City’s overall marke ng effort to a ract and retain both residents and businesses. Phase I of this process has resulted in a brand pla orm, new logo, and an ac on plan for brand implementa on. City Branding Phase II will allow staff to put into place some of the key elements and recommenda ons in the branding strategic ac on plan.

An important element of this effort is to contact new residents to make them familiar with the A to Z Guide as well as the City’s web site to make them familiar with the various services the City has to offer.

Economic Development Enhancements Lead Department: City Manager’s Office Partner: Economic Development Founda on Opera ng Expenses: $250,000 The City Manager’s Office, in partnership with the Economic Development Founda on (EDF), is facilita ng the forward progress of the economic recovery by making sure the City maintains the commercial and industrial property tax base at or above 20% of the total tax base. The EDF’s mission is to expand and diversify the commercial tax base through targeted strategies which support the City’s quest to be the premier community in which to live, work and raise a family. This targeted approach will iden fy specific industries that are establishing the future of the area and of the country, such as medical services and informa on technology (IT), global IT opportuni es, educa onal services, logis cs and distribu on, foreign trade opportuni es in the import/export market as well as light manufacturing.

This ini a ve will encompass these primary efforts: • Revamping the EDF web site to provide relevant, useful informa on focused on EDF’s core services.

• Developing an Economic Development Strategic Plan, providing regular status updates on progress, causes and effects.

• Providing Economic Development incen ves for qualified targeted industries.

• Include ways to enhance the compe veness of the Corporate Park in the Economic Development Strategic Plan.

Key Intended Outcomes Bond ra ngs Residents’ value ra ng (Resident Survey) Non-residen al value as percent of total taxable value

City of Coral Springs, Florida

FY 2012

FY 2013

Goal

Goal

‘AAA’

‘AAA’

—

72%

20%

20%

25

Corporate Promo onal Video Lead Department: Communica ons and Marke ng Partners: Economic Development Founda on, Community Redevelopment Associa on

EMS Equipment: Time=Life

Opera ng Expenses: $5,000

Lead Department: Fire

In Fiscal Year 2012, the City undertook an economic development ini a ve which included a branding study as well as producing a sports event promo onal website. Phase II of the economic development strategy will include the produc on of a corporate video. This video will be used to encourage business en es to relocate or expand their presence in Coral Springs. This ini a ve will focus on the City’s assets and also capitalize on the pres ge of being a Baldrige-award-winning community of excellence.

EMS Grants: $79,275

Fire Academy Promo onal Campaign Lead Departments: Fire, Communications and Marketing Opera ng Expenses: $25,000 During the recent recession, the Fire Academy’s customer base shi ed substan ally. Prior to the recession, the Academy was filled with new students working toward basic fire service cer fica on, a lengthy, involved course of study which commands high tui on rates. As hiring of new firefighters has fallen off, the Academy now primarily provides in-service training and required recer fica on of exis ng professional firefighters, at significantly lower rates.

The Coral Springs Fire Academy is an integral part of the Fire Department but it has evolved to serve a wider purpose, fulfilling the training needs of over 35 fire departments across eight coun es. It was recognized as the top fire training center in the State of Florida in 2007 and 2011. The Academy has con nually contributed to the improvement of fire service training in Florida and has one of the largest academies in the state by volume of students.

The promo onal campaign will feature this long history of excellence, promo ng the City as an educa onal center, as a means to a ract students interested in the basic fire service cer fica on. The Coral Springs Fire Academy

26

promo onal campaign will be designed to dovetail with the branding effort which is expected to be completed early in Fiscal Year 2013.

Capital Outlay: $26,425 (City Match) The City received two grants from the Florida Department of Health EMS Matching Grant program for the purchase of Emergency Medical Services equipment. The funds will be used to purchase four video laryngoscopes and three chest compression devices. The City is required to provide at least a 25% match of the total cost.

During calendar year 2011, the Fire Department responded to 13,556 calls for service (23,698 total runs). Of these, 54 required advanced airway interven on and 17 required addi onal measures to secure an airway. Time is of the essence when establishing an airway and the longer this procedure takes, the lower the chances of survival. With the use of a video laryngoscope, it only takes seconds to intubate a pa ent. Cardiac events occurred in 62 of the calls for service. The key to a successful resuscita on of a pa ent suffering from cardiac arrest is con nuous effec ve chest compressions. The automa c chest compression devices offer high-quality, uninterrupted CPR. Both the video laryngoscopes and the chest compression devices allow the Department to increase opera onal efficacy as well as improve pa ent survival rates.

Water Rate Study Lead Department: Public Works—U li es Operating Expenses: $35,000 (Water and Sewer Fund) The 2007 Water and Sewer Rate Study recommended replacing the current twoer rate structure with an en rely new rate structure designed to encourage water conserva on. The two- er structure was replaced with a mul - er, inclining five-block rate structure for residen al customers. This rate structure was adopted to give residen al customers an incen ve to conserve water. As of November 2007 the recommended water rate increases were implemented.

Fiscal Year 2013 Business Plan

With the adop on of the 10-Year Water and Sewer Master Plan, the Water U lity will commission a new water and sewer rate study to determine whether current usage and rate structure will generate sufficient revenues to support the u lity’s ongoing opera ng costs as well as planned repair and rehabilita on.

Ongoing Ini a ves Internal Auditor (2012-2013) Lead Department: City Commission Opera ng Expenses: $100,000 In Fiscal Year 2012, the City contracted with an outside audi ng firm to provide an independent and objec ve review of the City’s finances and opera ons. The firm was tasked with ensuring internal controls are in place to safeguard assets, determining that financial and other reports disclose informa on fairly and accurately, making sure City resources and public funds are being u lized effec vely, and monitoring compliance with local, state, and federal laws and regula ons.

A workshop was held on December 13, 2011, and the internal auditor outlined the process to complete the internal audit. Based on requests and sugges ons from the City Commission and City management, an audit plan was established based on the priority areas iden fied by the City Commission. The external auditor is now implemen ng this plan.

City of Coral Springs, Florida

Commercial Façade Program (2012-2013) Lead Department: Community Development Community Development Block Grant: $80,000 This ini a ve’s goal is to assist businesses in the City by improving the look and aesthe cs of their storefronts. This program will poten ally a ract new customers to this area and contribute to future redevelopment within Coral Springs.

U lizing Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development, the City will re-establish its commercial façade program. This program was part of the City’s 2004 and 2005 Business Plans and focused on proper es within the City’s Community Redevelopment Area.

In Fiscal Year 2012, $57,000 was allocated to this ini a ve. Due to the number of businesses interested in the program, an addi onal $29,507 was added to the budget in Fiscal Year 2012.

The $80,000 allocated for Fiscal Year 2013 will be targeted at small businesses along Sample Road and Wiles Road and focus on upda ng signage and ligh ng for these businesses as well as redesigning storefronts. The total available amount of $166,507 is projected to provide assistance to between eight to 10 businesses.

27

Traffic, Mobility and Connectivity New Ini a ves

Coral Hills Drive Sidewalk Design Lead Departments: Public Works

New Sidewalks at 38th Drive and 85th Avenue Lead Department: Public Works FY 2013 Capital Outlay: $250,000 Community Development Block Grant; $89,000 (City’s por on) FY 2012 Capital Outlay: $200,000 In 2010, the City contracted with a consul ng engineering firm to perform an evalua on of poten al sidewalk construc on in conjunc on with the City’s master bike path comprehensive plan. The goal is to provide pedestrian connec vity to the future downtown, public transporta on, and industrial and commercial districts.

Capital Outlay: $50,000 The goal of this ini a ve is to increase safety to pedestrians walking on Coral Hills Drive. The design for this project will be completed during Fiscal Year 2013 and replacement of the exis ng asphalt path in place from Sample to Wiles Road is planned for the following year.

Preliminary cost es mates were provided by an engineering firm on contract with the City.

The project calls for construc on of a concrete sidewalk on one side of Coral Hills Drive from Sample to Wiles Road. Work will consist of a 6-foot sidewalk, curb, gu er and drainage as determined during the design phase.

The inspec on iden fied seven areas most in need of new concrete sidewalks. Two of the highest priority areas were iden fied as future pedestrian paths to University Drive and the downtown district. These areas are 38th Drive between University Drive and 85th Avenue from 38th Street to 40th street.

Providing walkways along streets leading into the downtown area is consistent with the Community Redevelopment Agency plan to facilitate pedestrian access to downtown, specifically to the Northwest Regional Library and Coral Springs Charter School.

There are currently no sidewalks on these roadway segments crea ng conflicts between pedestrians, bicyclists, and automobiles using these roads simultaneously.

FY 2012

FY 2013

Goal

Goal

Number of linear feet of improved sidewalks, bike paths, and bike lanes

2,500

2,500

Number of riders on intracity bus routes

85,000

85,000

Key Intended Outcomes

28

Fiscal Year 2013 Business Plan

Roadway Resurfacing and Alley Improvements

Right Turn Lane at Shadow Wood Boulevard and Riverside Drive

Lead Department: Public Works

Lead Departments: Public Works

Capital Outlay: $906,000

Capital Outlay: $63,700 (Road Impact Fund)

The City’s roadway resurfacing program’s goal is to resurface up to 10 miles of City roads per year. This resurfacing technique has proven to extend the life of the asphalt surface by 18-20 years which is more cost-effec ve than reconstruc ng the en re road bed and surface.

Each City road is resurfaced between the 20th and 25th year of useful life, preven ng deteriora on of the road base. Improvements include removing the old street surface and base materials and replacing with more durable materials, followed by grading and installa on of new asphalt.

This project was ini ated as a response to ci zens’ concerns regarding pedestrian safety at this intersec on. Vehicles coming from the westbound direc on are encroaching into a striped non-vehicular access lane to make a right turn (northbound) from Shadow Wood Boulevard onto Riverside Drive. The Traffic Management team evaluated this situa on and recommended the construc on of a right turn lane to alleviate the traffic conges on, especially before and a er school hours. Adding a turn lane at this intersec on will also avoid any future unpermi ed use of the striped area, ensuring pedestrians’ safety.

In Fiscal Year 2013, por ons of the remaining sec ons of the Turtle Run area will be completed, as well as the roads in Butler Farms, Coventry, and Pine Ridge, and Creekside Drive north of Wiles. Other roads scheduled for the future resurfacing include 105th Avenue and Coral Springs Drive, 100th Avenue west of Coral Hills Drive, por ons of Coral Hills Drive and other roads listed in the Road Resurfacing Master Plan.

Alleys improvements began in Fiscal Year 2007 with an engineering evalua on of 13 alleys in the City. The report iden fied alleys needing the installa on of a two-foot concrete valley gu er and an overlay of the surface with compacted asphalt. A master plan was created to classify public alley ways into low, medium and high priority categories, depending on the type of repair and improvements iden fied in the study.

Since the program began, five alleys have been improved. For Fiscal Year 2013, this ini a ve includes refurbishing alleys on the following loca ons: • West side of University Drive between 14th and 16th Avenues.

• East side of University Drive between 16th and 19th Avenues.

• The alleyway behind 7500 block of Sample Road, on the west side of Woodside Drive.

The remaining alleys listed in the master plan will be scheduled for enhancements in future years.

City of Coral Springs, Florida

Ongoing Ini a ves Downtown Pathways Phase II (2012-2013) Lead Department: Community Development Opera ng Expenses: Exis ng This ini a ve is to construct a pathway in the downtown area of Coral Springs to improve access to local social service agencies, schools, places of worship, and medical facili es. This pathway will be suitable for pedestrians and bicyclists with direct access to downtown.

The pathway will be constructed east of Coral Springs Drive along Ben Geiger Drive (also known as NW 29th Street) and north of Coral Hills Drive to Sample Road, with a sec on of the pathway cu ng across the southeast sec on of the Coral Springs Medical Center.

Transporta on enhancement funding ($545,000) to construct the Downtown Pathway will become available in July 2014 and does not require a local match. However, the design of the pathway is the responsibility of the City and is es mated for comple on by the end of 2012.

In Fiscal Year 2013, staff will work with the Florida Department of Transporta on in developing project melines and comple ng Local Agency Program cer fica on. Demoli on of exis ng sidewalks will follow in Fiscal Year 2014.

29

Northwest Broward Consor um for Planning Transporta on Improvements (2012-2013) Lead Department: Community Development Opera ng Expenses: Exis ng The Broward Metropolitan Planning Organiza on’s 2035 Long-Range Transporta on Plan iden fied gateway hubs at two intersec ons: Sample Road/University Drive and Sample Road/State Road 7. Four ci es in northwest Broward (Coral Springs, Margate, Coconut Creek and Parkland) have begun coopera ng in developing plans and programs that will support transit services on the Sample Road corridor. The consor um will also develop transit suppor ve land use ini a ves to promote the development of gateway hubs at or near these intersec ons.

A primary direc ve of the planning consor um is to establish a transit connec on, referred to as the “Educa onal Corridor” connec ng Pompano Beach to the Broward College campuses in Coconut Creek and the new campus in Downtown Coral Springs, u lizing State Road 7 and Sample Road. This ini a ve lays the groundwork for long-term transporta on planning for the northwest por on of Broward County.

This is a long-term effort to obtain federal, state and county funding for projects that enhance the downtown area and improve transit ridership. Planners from Coconut Creek, Margate, and Coral Springs con nue to meet regarding this project.

Long-Range Transporta on Improvement Plan

SAWGRASS

EXPRESSWAY 15 ( !

3 ! (

15 ( !

SPRINGS

ROYAL

15 ( !

13 ! (

13 ( !

RD

13

ROAD

PALM

5 ! (

4 ( !

BLVD

RS IDE

RIDGE

16 ! (

A COR

L

CORAL

13 13 ! ( ( !

ATLANTIC

BLV D DRIVE

RIVE RSID

E

10 ( !

16 ! (

15 ! (

STATE ROAD 7 (US 441)

DRIVE

( (1 ! !

6 11 ! ( 7 ! ( (" ! )A ! (

( !

13 ! ( 12 12 ( ! ! (

13 ( !

SAWGRASS

13 ( !

13

12

ROCK

SAMPLE

15 ( !

13

15 ( !

DRIVE

15 ( !

13 ! (

RIV E

B " )

13 ( !

15 ( !

13 ( !

UNIVERSITY

13 ( !

13 ! (

DRIVE

( !

13 ! (

DRIVE

EXPRESSWAY

15 ( !

13

13 ( !

15 ! ( ROAD 2 9 ( ! ! ( 8 ( !

WILES

15 ( !

13 ( !

15 ( !

14 ! (

ISLAND

15 ( !

13 ! (

15 ( !

DRIVE

WESTVIEW

( Future !

1. University Drive/Sample Road - Add SB, EB and WB right turn lanes 2. University Drive/Wiles Road - Add NB, SB, EB, and WB left turn lanes - Add NB and SB through lanes 3. Sample Road/Coral Springs Drive - Add EB and WB right turn lanes 4. Sample Road/Riverside Drive - Add EB right turn lanes Add NB and SB left turn lanes 5. Sample Road/NW 85th Avenue - Add NB and SB left turn lanes 6. Coral Hills Drive - Sample Road to NW 29th Street Widen to provide a 3-lane cross section 7. NW 33rd Street - Coral Hills Drive to NW 99th Way Widen to provide a 3-lane cross section 8. University Drive - Wiles Road to NW 40th Street Widen from 4 to 6 lanes 9. Wiles Road - University Drive to Riverside Drive Widen from 4 to 6 lanes 10. Wiles Road - Rock Island Road to US 441- Widen from 4 to 6 lanes 11. Proposed Transit Center 12. Downtown Pathways 13. Future Sidewalks 14. University Drive - Sawgrass Expy to Wiles Road- Resurfacing 2014 15. Multi-Modal Improvements (MPO) 16. Entryway Improvements (Sidewalk, lighting, landscaping, and entry feature

" )

Completed

A. University Drive/ Sample Road - Add NB and EB right turn lanes, Bus Bay and Sidewalk Improvements (Completed 2007) B. Sample Road/Sportsplex Drive, install traffic signal (Completed 2006)

Community Redevelopment Agency (CRA) Area

30

Fiscal Year 2013 Business Plan

Traffic Management (2010-2013)

Red Light Camera Implementa on (2012-2013)

Lead Department: Community Development

Lead Department: Police

Opera ng Capital: $10,000

Opera ng Expenses: Exis ng

Current projects include red light cameras, road resurfacing, intersec on improvements and turn lanes, and pedestrian and bicycle infrastructure improvements. Funding for this ini a ve is for ongoing maintenance of the City’s traffic calming program.

Enhanced Revenue: $50,000 Seven cameras were installed at five intersec ons throughout the City at the end of FY 2011, and went live September 15, 2011.

Early indica ons are that the cameras have been effec ve in preven ng traffic accidents at those intersec ons. Accidents at the 5 intersec ons have declined 17% from the same me period last year. The City is exploring the possibility of installing one more camera at the intersec on of Wiles Road and State Road 7.

In Fiscal Year 2012, 26 streets were tested for traffic calming measures, and speed cushions were repaired or installed on two streets.

Community Development also worked with the Turtle Run CCD on improvements to several streets in that area. The Traffic Management team meets monthly to monitor traffic-related issues and proposed developments throughout the City and surrounding area. It is composed of representa ves from Community Development, Public Works, Police, Fire, and Engineering.

2012-2014 Short-Range Transporta on Improvement Plan

8

3

EXPRESSWAY DRIVE

WESTVIEW G " )

C " ) 1 ( !

D " )

( !

2

ROAD

DRIVE

DRIVE

2

1

SAMPLE

9

9

11

H

9

UNIVERSITY

SPRINGS

PALM

BLVD

H " )

2

A " )

( !

11

" ) H " ) ATLANTIC

H " )

H " )

E

( !

H

CORAL

AL COR RIVE RSID

3

RS IDE

1

( !

(( ! !! ( 3

( !

F " )

13

6 7 8 9 10 11 12 13

" )

BLV D DRIVE

10

( !

3

C " )

( !

9

6

Proposed/Under Construction 2013-2014

3 4 5

RIV E

SAWGRASS

RIDGE

ROYAL

C " )

4

D

9

6

RD

ISLAND

2

5

6

H " )

ROCK

1

2

DRIVE

! ( ( ! ( ! ( ! ( ! ( ROAD !! " ( ) ( !! ( ( ! ! ( (! " ) ! ( ( !

1 ( !

2 2

( !

E " )

D " )

DRIVE

EXPRESSWAY

C " ) 1 ! (

12

7

1

1

WILES

( !

( !

( !

( !

STATE ROAD 7 (US 441)

( SAWGRASS ! ! (

A B C D E F G H

City Roadway Resurfacing Program Sidewalk/Pathway Improvements Mast Arm Installation w/Video Detection (Broward County) Video Detection Installation (Broward County) Downtown CRA Infrastructure Project (Sample Road/University Drive) Downtown Pathway (Transportation Enhancement Grant) US 441 (RRR) - Sawgrass Expressway to Sample Road Coral Ridge Drive/Sawgrass Expressway - sidewalk connections, traffic signal interconnections Bus Shelters Entryway Improvements (Sidewalk, lighting, landscaping, and entry feature) Alleyways Refurbishment Program Regional Bike Trailhead (Broward County) Right Turn Lane (Shadow Wood Blvd. westbound)

Completed 2012

Alleyways Refurbishment Program Bus Shelters City Roadway Resurfacing Program Sidewalk/Pathway Improvements NW 44 Court Sidewalk & Drainage Improvements Video Detection Installation (Broward County) Westview Drive - Left turn lane-North Community Park Red Light Camera

Community Redevelopment Agency (CRA) Area

City of Coral Springs, Florida

31

Youth Development and Family Values New Ini a ves 50th Anniversary Celebra on Lead Department: Community Development Opera ng Expenses: $150,000 Enhanced Revenue: $100,000 via sponsorship opportuni es Prepara on is underway for the City’s 50th Anniversary Celebra on on July 10, 2013.

City staff is working in conjunc on with a commi ee of volunteers appointed by the City Commission on a host of events and promo onal efforts. The focus is on the planning and promo on of the Citywide events that will take place through 2013.

The branding of all ongoing major City events will be part of the 50th Anniversary fes vi es. Funding will be offset by sponsorships obtained by the City’s consultant. Examples of the ac vi es include: par cipa on in the Holiday Parade, establishing a half marathon and 5K run, hos ng Broward County Pioneer Day, and other special events during the week of July 4 through July 10, 2013

Half Marathon and 5K Run/Walk Lead Department: Sportsplex Opera ng Expenses: $15,000 The City, in conjunc on with In the Zone Event and Sports Management, will be conduc ng a half marathon and 5K road race. This event encourages healthy lifestyle choices while providing posi ve exposure to the City and its facili es and local businesses. It is projected to bring 1,000 runners to the City and will begin and end at the Sportsplex. The event is going to be a part of the City’s 50th Anniversary Celebra on and is scheduled for March 30, 2013. The City hopes to make this an annual event.

FY 2012

FY 2013

Goal

Goal

Number of youths involved in City sponsored leadership opportuni es

2,000

1,600

Number of teen volunteer hours

20,000

18,500

15

15

Key Intended Outcomes

Number of middle school a er-school programs offered annually

32

Fiscal Year 2013 Business Plan

Ongoing Ini a ves

Senior Empowerment Program (2009-2013)

Car Club (2007-2013)

Opera ng Expenses: Exis ng

Lead Department: Parks and Recrea on

This ini a ve began in 2009 to help make Coral Springs “a community for a life me.”

The Senior Advisory Commi ee, City staff, and Commission work together to provide educa onal programs for seniors, teaching them to be self-sufficient and involved in the community, and to help them relate to younger age groups. In past years, physical fitness and computer classes have been offered. A very popular program is the “Window to My World” offered at St. Andrews Towers and the Sartory Senior Center. This event provides seniors the opportunity to tell a story, discuss their past, present, and future plans, and put together a book that will become a keepsake for their children and grandchildren. Due to the success of this event, staff will con nue invi ng Coral Springs residents who are 55 years or older to par cipate in this program in the future. Other senior ac vi es planned for next year include intergenera onal programs and incorporate a new photography class for seniors.

Opera ng Expenses: Exis ng The teen car club, Project CS, has had great success since its incep on in September 2007.

It is one of the few car clubs in Broward County geared toward teens, and allows the teens to learn leadership as well as technical skills. The teens meet regularly to restore cars that have been confiscated by the Coral Springs Police Department. Members work on customizing vehicles, relying on funds collected through fundraisers. The members interact not only with automo ve professionals, but with the local business community and restaurants as sponsors.

The Car Show was held on Saturday, February 4 at the Sportsplex. Flyers and press releases helped to promote the event; however, the weather kept some cars from entering. Overall, it was a good turnout, food trucks were a success and the event raised approximately $2,000 for the Car Club. The City will be housing the Blazer at the Westside maintenance yard and staff will con nue promo ng the club to recruit more members.

Lead Department: Parks and Recrea on

Teen Cookoff (2011-2013) Lead Department: Parks and Recrea on Opera ng Expenses: Exis ng

Teen Poli cal Forum (2009-2013) Lead Department: Human Resources Opera ng Expenses: Exis ng The Teen Poli cal Forum gives our youth the opportunity to meet their elected officials in person, ask ques ons, and feel involved in the decisions affec ng their community. This year’s Forum was held on April 2, 2012, at the Coral Springs Center for the Arts, and was a ended by nearly 350 high school students. Nine elected officials made up the panel. The Police and Fire chiefs were also in a endance, ready to answer ques ons. The event was more interac ve than in past years, and the ques ons posed by the students showed a high level of interest in their community. The City plans to host this successful forum again in Fiscal Year 2013.

City of Coral Springs, Florida

The Teen Cookoff event began two years ago with the purpose of showcasing local teens’ culinary talents. Par cipants can be in grades 9 through 12 and must be a Coral Springs resident or a end school in Coral Springs. Teams may be made up of two to six par cipants to compete outdoors at the Sportsplex.

In Fiscal Year 2012, this program was incorporated as part of the Teen Car Show event held in February. The annual cookoff contest is adver sed on the City’s web site to encourage teams to enter their applica on and show off their culinary skills. This year’s challenge was a barbeque with entries from three different teams. Each team received the same ingredients, provided by Whole Foods Market, to prepare barbeque ribs and a side dish. Prizes are awarded in different categories. The winning team for this year’s cook off was Coral Glades High School. In Fiscal Year 2013, this event will con nue to be offered with support from the Youth and Family Commi ee.

33

Playground Equipment Replacement Program (2012-2013) Lead Department: Parks and Recrea on Capital Outlay: $130,000 Community Development Block Grant: $51,205 Phase I of this program consisted of crea ng a plan to ensure playground equipment in our parks is scheduled for replacement before the end of its expected useful life. We currently have 33 playgrounds throughout the City in our neighborhood and community parks and the average life expectancy of the equipment is 15 years.

In the past, equipment in each park was replaced on an as-needed basis to maintain a safe recrea onal environment and to meet all the Americans with Disabili es Act requirements for playgrounds. All playground equipment and surfaces are inspected regularly by our maintenance sta and a cer fied playground inspector.

34

In Fiscal Year 2012, each playground was evaluated and placed in the replacement cycle by priority with the purpose of replacing first those in cri cal need due to damage from inclement weather or unforeseen condi ons.

The first new equipment installed was the playground in Cypress Park, followed by Kiwanis, DeDe Gilmore, Riverside and Fern Glen parks. In Fiscal Year 2013, the scheduled playgrounds to be replaced are Oakwood and North Community parks. In addi on, grant funds have been allocated by CDBG to replace the playground equipment at Poinciana Park.

The remaining playgrounds have been included in the Capital Improvement Program for replacement in future years.

Fiscal Year 2013 Business Plan

Strength in Diversity New Ini a ves

Mullins Park Water Tank Mural Lead Department: Coral Springs Museum of Art

BizArt Annual Event Lead Department: Community Development

Partners: Community Development, Public Art Committee

Partner: Community Redevelopment Agency

Grant-Funded: $67,000

Opera ng Expenses: $5,000 (Public Art Fund)

Public art is an important aspect of the City of Coral Springs. The Coral Springs Museum of Art celebrated its 15th anniversary in 2012 and con nues to provide a venue for local and interna onal ar st to display their artwork.

The Coral Springs Museum of Art was awarded a Community Founda on of Broward Grant to bring residents closer together through common efforts to address issues of public concern through arts. The museum will receive a $67,150 grant for this project. The project requires a 25% in-kind match ($33,575) along with an addi onal 25% ($33,575) to be raised through contribu ons to the museum. The grant requires the project be completed by March 31, 2013.

In 2012, the City of Coral Springs, the Coral Springs Community Redevelopment Agency (CRA) and the Public Art Commi ee cosponsored an event en tled BizArt, a celebra on of the City’s business community and the City’s Sculpture on Sample exhibi on. Although the event was ul mately cancelled due to inclement weather, the venue selected (NW 94th Avenue south of Sample Road) proved to be an excellent loca on to hold a public event.

This year, City staff will work with these partner agencies to establish an annual event in Downtown Coral Springs. The City intends to seek collabora on from the Coral Springs Chamber of Commerce and other business organiza ons to promote and ensure a successful event. The Public Art Fund has allocated $5,000 for site prepara on, including trash collec on and adver sement costs.

FY 2012

FY 2013

Goal

Goal

Minority residents who feel that the City is a great place to live (Resident Survey)

—

90%

Ci zen ra ng of City government for respec ng religious and ethnic diversity (Resident Survey)

—

93%

Key Intended Outcomes

City of Coral Springs, Florida

35

Ongoing Ini a ves Family Success Center (2005-2013) Lead Department: Human Resources Opera ng Expenses: Exis ng The Northwest Regional Family Success Center, located on Ben Geiger Drive (NW 29th Street), in the heart of Coral Springs, provides services to individuals and families through collabora on with other human services departments, governmental agencies, and nonprofit organiza ons. Onsite services include emergency financial assistance, integrated intake, assessment, case management, counseling, and life skills classes. The center offers workshops and par cipates in community events providing informa on and referrals for employment, housing, counseling, legal aid, subsidized child care, and health, elderly, and veterans’ services. In FY 2011, the City HelpDesk team visited the center to familiarize themselves with the new programs and services offered there. The City will con nue to support the ac vi es of the Family Success Center.

CommuniTea (2008-2013) Lead Department: Human Resources Opera ng Expenses: Exis ng The Coral Springs Mul -Cultural Commi ee created this event in 2007, and it was such a success that it has become an annual affair.

CommuniTea is an a ernoon mul -cultural tea party which encourages social interac on among members of the various ethnic groups of our community. Groups are encouraged to decorate their tables with a theme of their choice. Guests can bring their own special teacup to share their favorite teacup story.

Whole Foods Market donates a variety of interna onal teas for everyone’s enjoyment.

This year’s event was held May 19 at the Coral Springs Marrio at Heron Bay and was a ended by nearly 220 people, a significant increase over last year’s a endance of 165. Par cipants were treated to a lively folkloric Hai an dance performance by The Bu erfly Dancers, in addi on to being entertained by a comedian.

Interna onal Dinner Dance (2009-2013) Lead Department: Human Resources Opera ng Expenses: Exis ng The Interna onal Dinner Dance was created to increase the awareness and apprecia on for the diversity of cultures that abound in our community and surrounding areas. We focus on a different culture each year as we celebrate together in a harmonious se ng. Guests experience global cuisine and entertainment without leaving Coral Springs. Ethnic dress is encouraged to lend a special flair to the evening.

The popular event features food, dancing and live entertainment, all with an interna onal twist. This year’s event will be held at the Coral Springs Marrio on Saturday, September 29, 2012, and will highlight the countries of Jamaica and Trinidad and Tobago to celebrate 50 years of independence for each.

36

Fiscal Year 2013 Business Plan

Partnership between Mul -Cultural Advisory Commi ee and One Planet United (2009-2013) Lead Department: Human Resources Opera ng Expenses: Exis ng The Mul -Cultural Advisory Commi ee was formed in 1995 to address the needs of an increasingly diverse community, and has been ac ve in producing educa onal and cultural programs. One Planet United is a nonprofit organiza on headquartered in Coral Springs that promotes unity among all people through experien al and educa onal programs, community projects, and resources. The two groups collaborate in numerous ac vi es: conduc ng monthly Peace Walks, entering a float in the annual Holiday Parade, organizing the Muslim Fes val of Eid, producing the annual Weekend of Peace, and sponsoring the Teen Club and annual Faith in Music concert.

Weekend of Peace Celebra on (2009-2013) Lead Department: Human Resources Opera ng Expenses: Exis ng The Coral Springs Mul -Cultural Advisory Commi ee brings the community together when celebra ng the annual Interna onal Day of Peace. Residents and local schools are invited to take part in the event that highlights ways to promote peace, diversity and unity in our community. The one-day celebra on expanded to a weekend event several years ago to make it more inclusive of all cultures and faiths. This year the weekend celebra on will begin on Friday, September 21 with a ceremony at the Interna onal Peace Garden, adjacent to the Coral Springs Center for the Arts. The weekend will come to a close on Sunday, September 23 with a newly-produced “Peace in Music” concert. All local houses of worship and schools will be invited to send their choirs or choral groups to par cipate.

WorldFest (2006-2013) Lead Department: Human Resources Opera ng Expenses: Exis ng WorldFest is an outdoor one-day fes val, organized by the Mul -Cultural Advisory Commi ee, showcasing the variety of cultures that make up the community of Coral Springs.

This year’s WorldFest, held April 15, 2012, at the Sportsplex, provided a spectacular array of entertainment, cuisine and culture that saluted

City of Coral Springs, Florida

the diverse popula on of the greater Coral Springs area. Commi ee volunteers conducted a cooking demonstra on offering taste samples and recipes of delicious and unusual food items.

Kid’s World and Teen World offered games, dances and ac vi es to interest all ages. The event was a ended by approximately 5,000 people.

Mar n Luther King Program (2010-2013) Lead Department: Human Resources Opera ng Expenses: Exis ng The Mar n Luther King Commi ee has been organizing the weekend celebra on honoring Dr. King for over 22 years. The program has grown from a grassroots event to a na onally renowned weekend celebra on and successful scholarship program.

The keynote speaker for the 2013 event will be Ms. Joan Higginbotham, one of only three female African-American astronauts in America.

The weekend event begins with a Business Luncheon and Community Celebra on on Friday, January 18, 2013. This is followed by a Leadership/Diversity Day on Monday, January 21, the King Holiday, for middle and high school students. The day’s program focuses on the life and teachings of Dr. King and makes the students realize that “This is a Day On, not a Day Off.”

37

Excellence in Education Ongoing Ini a ves Coral Springs Outreach Database Lead Department: Communica ons and Marke ng Partner: Economic Development Founda on Opera ng Expenses: Exis ng In early Fiscal Year 2012 the website and database for the Coral Springs Outreach project was completed and the program was shared with school principals and guidance counselors.

The program was expanded to include all job seekers, not just the student popula on. The Coral Springs Outreach Project will con nue this fiscal year, with a focus on expanding the involvement of local businesses.

Cambridge Advanced Program at Coral Springs Charter School (2012-2013) Lead Departments: City Manager’s Office, Coral Springs Charter School Opera ng Expenses: Exis ng Coral Springs Charter School ini ated the Cambridge Advanced Program of Studies (CAPS) for students in grades 7 through 9 during the 2011-12 school year. The program’s first year a racted 383 students with 99% desiring to stay in the program throughout their high school career. The program’s focus began with language arts and science and will expand during the 2012-13 school term to include high school CAPS op ons such as General Paper, Thinking Skills, Sociology, Environmental Science, high level mathema cs, Spanish, Psychology and Marine Science.

The Cambridge program is an interna onally recognized, pre-university curriculum which offers a rigorous program of studies. CAPS is sponsored by Cambridge University in England and is currently offered at only a handful of schools in Broward County. The program emphasizes the value of broad and balanced study for academically able students. Its strengths lie in the flexibility and structure of the curriculum encouraging in-depth, working knowledge of each subject, and in essay-based examina ons as assessment of that knowledge and skill mastery. These examina on papers are sent to Cambridge for marking. Students who complete the program will have a special designa on on their diploma and be able to earn college credit based on their examina on scores.

All public colleges and universi es in Florida accept Cambridge credits.

Key Intended Outcomes Receive an “A” grade for Coral Springs Charter School (per FDOE) Number of students a ending courses offered by partnering ins tutes of higher educa on

38

FY 2012

FY 2013

Goal

Goal

N/A

“A” grade

3,000

3,500

Fiscal Year 2013 Business Plan

Broward College Campus in Coral Springs (2011-2013) Lead Department: City Manager’s Office Partners: Economic Development Agency, Community Redevelopment Agency Opera ng Expenses: Exis ng The University and College Partnership was established in 2005. Enrollment has climbed rapidly over the last two years with a majority of the students enrolled in Broward College, one of the three universi es in the partnership.

Due to this impressive performance, the City, in conjunc on with the Economic Development Founda on, established an alliance dedicated to increasing the presence of Broward College in Coral Springs. The ul mate goal of having a permanent presence for the college somewhere within our Community Redevelopment Area and downtown was made a reality during Fiscal Year 2011.

In January 2011, Broward College signed a lease for approximately 19,000 square feet in the Village Square Shopping Center located at the northwest corner of Sample and University. The tenant improvement renova ons for retrofi ng 10 classrooms and administra ve offices will be completed by end of July 2012. Broward College is currently registering students at Coral Springs Center campus for the Fall 2012 session beginning in October. Course offerings include

City of Coral Springs, Florida

day, evening, and weekend classes focusing on Bachelor’s and Associate Degrees, and college credit cer ficates in high wage, high demand occupa ons. It is projected that enrollment will reach 5,000 students over the next five years at this loca on.

The Broward College Coral Springs Center is the strong anchor and spark that will accelerate retail vacancy absorp on in our downtown area.

Charter School Organiza onal Excellence (2009-2013) Lead Department: City Manager’s Office Opera ng Expenses: Exis ng The Charter School’s efforts in con nuous improvement are apparent in its students’ success. The school has been named an “A” school for eight consecu ve years, and was recognized for student engagement during the Florida Sterling conference in June 2010.

The school con nuously focuses on process improvement. Its ability to review data on a regular basis allows for fluidity in the curriculum and other school programming.

As the school moves in to the 2012-2013 school year it will look to deliver an enhanced curriculum with the founda on based on reading throughout mul ple content areas.

School programs strategically developed based on prior performance will lead to innova ve opportuni es for all stakeholders.

39

40

Fiscal Year 2013 Business Plan

Financial Strateg y Overview Although business managers, investors, and consumers are frustrated with the slowness of the economic turnaround, it is worth no ng that the forces that brought about the Great Recession were different than those of previous recessions, the depths of the recession were deeper, and the forces that brought about this recession have changed the economic landscape for the foreseeable future. In fact, the depths of the recession were so deep it will be a long way back. Therefore, it is not reasonable to expect this recovery to mirror those of the past.

Since we cannot expect the economic landscape to return to normal quickly, we must expect and plan for the long haul. We must temper our desire to put the recession behind us with the realism that the City’s long-term financial health is a key ingredient in maintaining Coral Springs as the na on’s premier community in which to live, work, and raise a family.

The City, therefore, will take a leadership role in crea ng its future by inves ng in our community. In partnership with several business development organiza ons and our other stakeholders, the City will proac vely prime the engine of economic growth by assis ng exis ng and poten al businesses, and will devote resources to educa on, public safety, and aesthe cs.

While our economic future is likely to be different than our past, we have relied on our business model to prepare for the worst and must rely on it moving forward. This financial strategy allows the City to succeed in the short term yet makes structural changes to ensure long-term success. Moreover, this strategy will allow the City to con nue to provide the same quality of services our customers have come to expect by maintaining our current workforce and capital improvement program, and preserve our community’s quality of life.

City of Coral Springs, Florida

Other noteworthy components of this financial strategy: • Increase the millage rate from $4.3939 to $4.5697which will be considered a 5.6% increase over the Rolled-Back Rate ($4.3260).

• Decrease the voter-approved debt service millage rate from $0.2915 to $0.2906 for a savings of $0.16 per typical single-family home.

• In accordance with the 2007 Water and Wastewater Rate Study, increase water and sewer rates 3%, which is equivalent to $1.82 per month for the typical family.

• Increase the Fire Special Assessment Fee $9.33, or 7.2%, for single-family homes.

• Decrease the residen al Solid Waste Special Assessment by 3%, or $6.48, per single-family household.

• No increase in user fees.

Inves ng in the Future of Our Community During the depths of the recession, the City adopted a three-pronged financial strategy.

While this was an appropriate strategy for the me, the City rolled out a new financial strategy in Fiscal Year 2012 to place it in the most advantageous posi on to embrace the economic recovery. The City will build on that financial strategy in Fiscal Year 2013.

As discussed in Market Environment, although the recession has officially ended, the return to pre-recession economic growth rates is not on the horizon. Since the fuel that powered the City’s economic engine (popula on growth and new construc on) will not return to previous levels quickly, if at all, we must expect and plan for a new normal. In this new era, therefore, it will take strong, visionary leadership to ensure Coral Springs can compete in this new environment.

41

The City Commission has set the stage for this vision by incorpora ng language in the 2012-2013 Strategic Plan direc ng the City to take a leadership role in crea ng its future by inves ng in our community. In partnership with the Economic Development Founda on, Community Redevelopment Agency, the Chamber of Commerce, and other stakeholders, the City will proac vely prime the engine of economic growth by assis ng our exis ng business community by devo ng resources to encourage the redevelopment of the City’s commercial areas such as the Corporate Park. In addi on, the City will work to a ract businesses and increase property values by inves ng in the appearance and the safety of our community.

Long-Term Financial Management

Revenue Outlook

The original plan contemplated using as much as $6 million from the Stabiliza on Reserve (formerly known as the Financial Policy Reserve) beginning in Fiscal Year 2012. The City’s financial policy is to maintain the Stabiliza on Reserve at 17% of General Fund budgeted expenditures to provide 60 days of working capital in the event of an emergency. The use of $6 million contemplated in the original strategy would have le the Stabiliza on Reserve with less than 10% of budgeted expenditures available for emergencies. Primarily due to aggressively managing expenses and diversifying revenues, the City has been able to maintain its Stabiliza on Reserve at 17%. It appears as though we will not need to use that restricted reserve in Fiscal Year 2013 either. In fact, the modified plan called for the use of $3 million in undesignated reserves in Fiscal Year 2013 and $1.9 million of undesignated reserves in Fiscal Year 2014.

The City’s intergovernmental, franchise, and other demand-driven revenues fluctuate with the economy. As the City has learned over the past few years, a slumping economy leads to lower retail sales, which in turn, translate to lower sales tax revenue. Less traveling leads to lower fuel tax revenue. Declining economic growth leads to less construc on, less renova on, fewer home improvements, and thus declining revenue.

Posi ve economic growth, on the other hand, promises to reverse this trend.

Most economists are expec ng the economy to grow at a modest rate during the coming year.

However, rather than growth returning to normal levels quickly, the economy is expected to move slowly but steadily upward. We have, therefore, adopted a moderate growth philosophy for Fiscal Year 2013 revenue es mates. To hedge against being too op mis c, we have adopted a con ngency that is higher than we otherwise would simply to counterbalance this risk.

Use of reserves decreases as economy rebounds $5

$4.00

$4

$3.55

$4

$3.00

$ Millions

$3 $3 $2 $2 $1

$2.00 $1.65 $1.25 $1.00

$0.90

$1 $0

Actual

Actual

FY 2010

FY 2011

Reserves

42

$1.90

$1.50

Budget

FY 2012

Forfeiture for SRO salaries

Financial Strategy

FY 2013

$0.10

FY 2014

Original Strategy

Management of Reserves In Fiscal Year 2010 the City adopted a threepronged financial strategy which included the use of reserves to bridge the gap between opera ng expenditures and demand-driven revenue receipts. The original plan called for the use of $15.5 million in reserves between Fiscal Year 2010 and Fiscal Year 2013. Unfortunately, it has taken much longer than an cipated for the economy to recover. Therefore, the original plan was modified to use $17.3 million in reserves between Fiscal Year 2010 and 2014.

As shown in the chart, we now believe we can balance the Fiscal Year 2013 budget using just $1.75 million from undesignated reserve and will not need to use any undesignated reserves to balance the Fiscal Year 2014 budget.

While the City will ul mately use $1.8 million more in total reserve than originally contemplated, most of those addi onal monies were the result of a larger contribu on from the Forfeiture Fund than originally planned. State and federal law strictly defines the limited use of police forfeiture funds. One defined legal use is the funding of School Resource Officers (SROs).

Early in the Fiscal Year 2012 budget process the City had planned to use $750,000 in forfeiture funds for SRO salaries, which would have been a decrease from the $1.25 million used in the current fiscal year. However, given the con nued

Fiscal Year 2013 Business Plan

lackluster nature of the recovery and knowing the reliable nature of this funding source, the City used $1.5 million in forfeiture funds instead of the originally planned $750,000 in Fiscal Year 2012 for costs associated with the SRO program.

Likewise, the City had planned to use $750,000 from the Forfeiture Fund in Fiscal Year 2013 for SRO salaries but increased that to $900,000 due to the con nued lackluster performance of many of its revenues.

The City will also con nue to maintain restricted reserves necessary to finish our capital projects, or maintain reserves for encumbrances or those necessary to meet bond covenants.

In addi on, we will keep enough cash in the Equipment Replacement Fund and the Computer Replacement Reserve to ensure we can replace our vehicles and technology when necessary, thereby avoiding the issuance of addi onal debt.

Economic Development A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base.

Roughly one-third of the City’s revenue comes from property taxes which are determined by the assessed value of real property within the City limits. Increasing assessed values is vital to increasing revenue. For example, Coral Springs had an addi onal $6.3 million in new taxable value in Fiscal Year 2013. At the current millage rate of $4.3939, this will generate more than $27,000 in addi onal property tax revenue.

Some of our neighbors, however, have added much more to their tax base. For example, Coconut Creek increased its taxable values by $35 million, Sunrise by $32 million, Pembroke Pines by $31 million, and Davie by $24 million.

Even Margate ($8 million), which is a much smaller city, added more to its tax base than Coral Springs. Clearly, Coral Springs can do be er.

As outlined in the Market Environment, the City has many efforts underway focused on improving new commercial development and redevelopment including the branding study and the downtown infrastructure improvements.

The City will partner with the Economic Development Founda on (EDF) to develop an Economic Development Strategic Plan to guide these development efforts. This shared vision will establish the framework for the direc on and type of development/redevelopment we desire in the City. Ul mately, this investment will yield dividends in terms of enhanced property tax revenue.

City of Coral Springs, Florida

The Economic Development Strategic Plan dovetails nicely with the City’s Strategic Plan which has iden fied economic development as a strategic priority. The Strategic Plan asserts encouraging redevelopment in the downtown area, Corporate Park, and other commercial areas are the means to the City’s long-term viability.

Solid Waste Coral Springs is one of 26 partner ci es that formed the Broward County Solid Waste Disposal District in 1986. The District and its governing board, the Resource Recovery Board (RRB), was established to oversee the construc on, opera on, and maintenance of a system for the disposal of solid waste generated within the district.

The Interlocal Agreement (ILA) that formed the Broward County Solid Waste Disposal District will expire on July 3, 2013. The District, therefore, will be dissolved on that date.

Member ci es will be open to nego ate waste disposal service contracts as they see fit. In fact, Coral Springs’ waste hauling contract will expire at the end of calendar year 2013.

The RRB is currently nego a ng with the county on the disposi on of the district’s assets. These assets are of two types. First, the RRB maintains a debt reserve as a guarantee on the wasteto-energy plant bonds. With the re rement of those two bonds it is no longer necessary to maintain that reserve. The RRB has decided to distribute $20 million of that reserve to member ci es to encourage single stream recycling.

Coral Springs received $1,714,861 of this distribu on to purchase single steam containers for its residents as well as to fund other related programs.

The RRB is likely to consider making a recommenda on to the County Commission for a por on of the remaining $40 million debt reserve be distributed to member ci es in propor on to the amount of waste contributed by each city. Coral Springs, for example, would account for approximately 9% of the total. Coral Springs plans to deposit most, if not all, of its share into the General Fund reserve. As of this prin ng, it is uncertain whether the County will release any por on of the debt reserve.

The second type of asset which the District must dispose are it’s physical assets such as vehicles and land. There is uncertainty as to the method by which the value of these assets will be

43

distributed to the partner ci es, if at all, but the process will likely require nego a on between the County and Ci es.

Solid Waste Tipping Fee With the 2012 re rement of the construc on bond that was used to build the Wheelabrator South Plant and the 2013 re rement of the construc on bond used to build the Wheelabrator North Plant, pping fees have decreased substan ally during the past two years. Tipping fees are simply the rate charged to dump one ton of garbage at the waste disposal site.

Tipping fees dropped 27% from $99.20 per ton in Fiscal Year 2011 to $72.57 per ton in Fiscal Year 2012 as a result of re ring the first bond.

As a result, the City was able to increase its solid waste franchise fee while s ll saving residents $16.56 on its Solid Waste Special Assessment.

Commercial customers saved $0.89 per cubic yard.

With the re rement of the second bond in 2013, pping fees will drop to $67.93. However, this pping fee will only be in force during the term of the ILA which is un l July 3, 2013. Broward County and Wheelabrator have agreed on a $42 pping fee a er July 3. Since residents pay a Solid Waste Special Assessment once a year, the City has developed a blended pping fee that takes into account the amount of me the customer will be paying the different pping fees. As a result, the residen al Solid Waste Special Assessment fee will decrease from $233.64 to $227.16 per dwelling unit in FY 2013.

Commercial customers will also benefit from a reduc on in pping fees. However, since commercial customers pay as they use the service, the price will change as the pping fee changes. In other words, the price per yard will decrease from $13.05 to $12.98 for the period October 1, 2012 through July 3, 2013 and fall to $12.87 per cubic yard a er July 3, 2013.

Solid waste frachise fees will increase from $51.60 to $66 per year for residen al customers.

For commercial customers the franchise fee will increase from $2.25 per cubic yard to $2.29 from October 1, 2012 to July 3, 2013 and $3.61 from July 4 2013 through September 30, 2013.

The addi onal revenue resul ng from adjus ng these franchise fees allows the City to close the budget gap – without raising taxes – while allowing our customers to share the benefit of reduced pping fees.

44

Single Stream Recycling As men oned previously, the RRB has given the City a $1.7 million grant to purchase single steam containers and fund other related programs.

These new containers will be distributed during the winter of 2014. Single stream recycling will help the City reach its goal of recycling 75% of its solid waste stream by 2020. The new recycling containers will be 64-gallon size which is larger than the recycling containers currently in use.

Larger containers have the poten al to increase the tonnage of recycled materials cead to higher revenue from the sale of recycled materials.

Ul mately, the return on recycled materials is market driven. The City is expec ng recycled material revenue to increase by 7% in Fiscal Year 2013.

Fiscal Year 2013 Capital Improvement Program The Capital Improvement Program (CIP) is a long-range plan for the mely replacement and maintenance of the City’s equipment and facili es. Financing op ons for recommended capital needs are examined to determine the best source for each poten al project including: opera ng fund balances, capital reserves, grant revenue available for capital projects, outstanding debt, and ra ng agency criteria for borrowing.

Because capital requests and needs exceed available financing this year, they must to be priori zed. Decisions must be made about which requests to approve and fund in the upcoming year’s capital budget and which to schedule for future considera on and inclusion in the CIP. To do so, the Senior Management Team conducted an exercise that involved reviewing all capital requests with the focus on iden fying projects that are cri cal for the City to implement or con nue in Fiscal Year 2013. Projects were ranked by priority according to specific criteria.

The highest priority projects are being proposed for funding in the capital budget. Those are projects that sa sfy a regulatory requirement, are ed to a new ini a ve to maintain or improve standards of service, contribute to enhancing aesthe c value or achieving the City’s strategic goals and objec ves, and maintenance programs to protect the City’s infrastructure.

Fiscal Year 2013 Business Plan

As a result of this evalua on, the adopted capital expenditure for Fiscal Year 2013 is programmed at $23,841,975, of which $11.1 million is being recommended for funding capital projects in the General Fund departments, $7.9 million for improvements to the City’s water and wastewater infrastructure, $3.2 million for replacement of City vehicles that otherwise would be more costly to maintain, and for repairs and preven ve maintenance of 25 vehicles with the purpose of extending their useful life. This annual strategy of priori zing the complete fleet inventory and inves ng in preven ve maintenance has saved the City addi onal replacement cost.

Financing plan for General Fund capital improvements—FY 2013

Loan

$4,636,532

Grant funds totaling $2.5 million will supplement 10.7% of the total capital investment for this budget year. This funding assistance will be provided by various state, federal, and local grants such as the Resource Recovery Board grant for single stream recycling program. Refer to “Solid Waste” sec on for more informa on on use of Resource Recovery Board Grant funds. In addi on, the City will appropriate $2.1M of capital and debt service reserves to perform maintenance and upkeep of facili es.

Opera ng capital is es mated at $803,925 for the General Fund, $1,006,500 for the U li es Fund, $389,800 for the Fire Fund, and $3,162,157 for the Equipment Services Fund. Projects funded by the Tree Trust Fund total $475,000, the Charter School Fund $645,653, and the Public Art Fund $86,500. Water and Sewer impact fees totaling $1.2M will be used to pay for the construc on of water lines into Downtown along with sanitary force mains to service three future li sta ons.

Total

$11,121,865

Sources of funds Capital Fund—Undesignated Fund Balance

$189,000

Facili es Reserve Fund

$1,139,304

Debt Service Reserve Fund

$1,000,000

Grants

$2,536,404

General Fund Opera ng

$803,925

Public Safety G.O.Bond—series 2006

$753,000

Road Impact Fund

$63,700

Uses of funds Public Safety Building Emergency Preparedness Upgrades Technology Right Turn Lane (Riverside/Shadowwood)

$753,000 $1,645,557 $63,700

Facili es Ongoing Maintenance

$1,501,904

Public Safety (Police & EMS)

$1,548,277

Parks Renova ons/Beau fica on/Aesthe cs

$1,691,596

Aqua cs Complex and Pools Upkeep

$388,470

Roads/Bike Paths/Sidewalks/Parking Lots Improvements

$1,878,500

Single Stream Recycling Program

$1,539,861

Permits/Feasibility Studies Total General Fund CIP—FY 2013

$111,000 $11,121,865

In Fiscal Year 2013, the City will issue a $4.7M loan to finance necessary capital enhancements and acquisi ons for the General Fund. Terms of this financing are expected to be between 15-20 years with repayments scheduled to begin in FY 2014; therefore, debt service obliga ons associated with this loan will not affect this year’s budget.

Principal and interest payments are programmed in the City’s Five-year-Forecast for the General Fund.

City of Coral Springs, Florida

45

Water and Sewer

treatment costs has the greatest poten al for reducing overall costs.

Based on the recommenda ons from the Fiscal Year 2007 Water and Sewer Rate Study, the City replaced its exis ng two- er rate structure with a mul - er, declining five-block rate structure for residen al customers designed to encourage conserva on.

The City will commission a new water and sewer rate study to determine whether the current rate structure will con nue to generate sufficient revenue to support the u lity while also encouraging conserva on.

Wastewater Treatment Cost Although the City has been successful in controlling most opera onal costs in its U lity, wastewater treatment costs con nue to rise.

Wastewater is sent to Broward County for treatment. Wastewater originates in homes and business but also includes rainwater that seeps into cracked and broken clay sewer pipes. In high rainfall years, the volume of wastewater sent for treatment can approach 10% more water than potable water sold to customers due to ground water seepage. In other words, the City is paying to treat rainwater which does not need treatment.

As shown in the “Wastewater Treatment Cost” chart, while the number of gallons sent for treatment has remained fairly constant over the last 10 years, the cost to treat that flow has more than doubled from about $1 per 1,000 gallons treated in year 2000 to $1.80 projected by the end of 2012. The City will budget $6.4 million in FY 2013 just for the treatment of wastewater which represents 28.3% of the total water and sewer budget. Clearly, reducing wastewater

Wastewater treatment costs con nue to soar $7,000,000

$0.96

$1.15

$1.19

$1.35

$1.53

$1.62

$1.88

$2.10

$1.76

$5,893,628

$6,000,000

$5,279,144 $4,983,328

$3,858,635

$4,000,000 $3,482,289

$3,000,000

$5,492,397

$4,738,698

$5,000,000

$3,656,997

$2,775,367

3,096,615

3,069,405

2006

2008

2009

3,128,012

2,863,923

2004

2,516,794

3,061,419

2002

3,132,978

3,010,009

$1,000,000

2,888,625

$2,000,000

2010

2011

2012

This Business Plan incorporates a strategy for controlling expenses by reducing the amount of wastewater sent to the county for treatment.

The City intends to reduce wastewater flows by inves ng in Inflow and Infiltra on (I&I) correc on technology.

The I&I program sends a remote-controlled camera into the sewer pipes. Technicians are able to use this live feed to iden fy cracks, leaks, and root intrusion. Once located, defec ve areas are repaired remotely via inflatable sleeves. This technology is much cheaper than tradi onal detec on and repair methods because it is done without digging.

The City’s I&I program started in 2008 but progress has been slow due to resource limita ons. In Fiscal Year 2012, the City will use approximately $1.5 million in low-interest loans from the Florida Department of Environmental Protec on wastewater program to jump start its I&I program. In Fiscal Year 2013 the U lity will invest another $1 million toward elimina ng inflow and infiltra on thereby further reducing wastewater treatment costs.

The County has no fied ci es of a proposed amendment to the schedule of charges for debt service for treatment, transmission, and disposal services. Coral Springs’ share of the new debt obliga ons will be $366,000 per year. To cover this, and other, cost increases the City will increase water and sewer rates by 3% effec ve October 1, 2012. This rate adjustment will result in a $1.82 monthly increase for the average residence.

Funding Infrastructure Improvements The City’s water and sewer infrastructure requires ongoing repair and maintenance to ensure the safe, efficient opera on of the u lity.

To meet these capital requirements, the City has taken out $19 million in low-interest loans from the Florida Department of Environmental Protec on’s Drinking Water and Clean Water State Revolving Fund programs between 2008 and 2012. Beginning in FY 2013, the annual debt service on these SRF loans will total just over $1 million.

$0 2000

cost per gallon

46

# of Gallons Treated

Waste Water Charges

Fiscal Year 2013 Business Plan

Water and Sewer Debt service will peak in FY 2013

Pension Status

SRF Loans

$4,500,000

Revenue Bond

Police Pension

$3,307,200

Principal & Interest Payments

$5,000,000

$1,707,433

$1,499,205

$1,279,871

$1,054,290

$2,775,867

$3,500,000

$834,956

City contribu ons to the police pension plan $3,000,000 have increased from $5.8 million in Fiscal Year 2009 $2,500,000 to $13.0 million in Fiscal $2,000,000 Year 2012. The City’s $1,500,000 contribu on toward a $1,000,000 $1,233,172 $1,233,172 $1,233,172 $1,233,172 $1,233,172 $1,004,138 police officer’s pension as $500,000 a percentage of his or her $201,046 $0 salary increased from less FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 than 10% in 2001 to 50% in 2004. This contribu on level remained constant As shown in the debt service chart, the 2010 un l 2007 when it began to climb to its current Water and Sewer Refunding debt will be re red rate of over 80%. With nearly 12% of the en re in FY 2013. The City will be able to devote some Fiscal Year 2012 General Fund budget devoted to of the $2.7 million it had been using to pay police pensions, these increases were simply not this debt service to equity fund future capital sustainable. projects. In fact, the City will use $3.2 million In May 2011, the City opened nego a ons with in undesignated capital reserves to finance the the Fraternal Order of Police Lodge 87 to design a following capital projects in FY 2013, thereby benefi t to reduce the City’s future pension Annual avoiding debt service: Required Contribu on (ARC) while providing • $1 million for its ongoing inflow and a re rement plan that is fair and equitable infiltra on correc on program to prevent to our officers. On July 16, 2012, the City and ground water from seeping into sewer lines.

FOP presented a joint recommenda on for the resolu on of impasse to the City Commission which • $850,000 for replacement of galvanized water it accepted at a Special Commission Mee ng. The pipes throughout the City’s u lity service terms of that agreement are outlined in the table area. This on-going replacement plan seeks to below, minimize service interrpu ons due to water line breaks.

Current Benefit Prospec ve Benefit* • $300,000 for security improvements at the Mul plier 3.5% 3.0% Water Treatment Plant.

Maximum Benefit 87.5% 75% or $110,000 • $250,000 for the design of the rehabilita on Normal 20 years of service 25 years of service Re rement regardless of age or regardless of age or of raw water supply wells and wellheads. age 55 with 10 years of age 55 with 10 years • $250,000 for replacement and maintenance of service of service valves, pumps, and li sta on isola on valves.

Compensa on Base salary plus up to Base salary only Scheduled replacement of these components 14.5% of addi onal compensa on with a prevents sewer overflow and interrup on of maximum of 300 hours opera ons. over me $4,000,000

Compensa on Calcula on

Average of top 3 years

Average of top 4 years

Cost of Living Adjustment

2.5% annually

1% annually a er a 5-year delay

Employee Contribu on

9.875%

8.0%

*All Police Officers hired on or a er October 1, 2012

City of Coral Springs, Florida

47

These changes are expected to reduce the City’s contribu on from $13 million in Fiscal Year 2012 to $9.2 million in Fiscal Year 2013 using the Frozen Ini al Liability (FIL) methodology.

In Fiscal Year 2012, the Police Pension Board approved a shi to the Entry Age Normal (EAN) methodology. Using EAN, the City’s contribu on will decrease from $10.4 million in Fiscal Year 2012 to $8.7 million in Fiscal Year 2013. This plan is expected to save $7.7 million in the first five years and 19 million over the first ten years using the EAN methodology.

The City an cipates it could lose its $893,477 annual contribu on from the State Chapter 185 due to the reduc on of benefits below 1999 levels. The City and FOP have agreed that should the City become eligible to receive 185 due to legisla ve reform, these monies will be deposited directly in the Police Officers’ Pension Plan, without the need to impact bargaining.

Toward that end, staff will con nue to work with the Florida League of Ci es, the Broward League of Ci es, and with other interested par es to advocate for legisla on that will provide the needed flexibility for ci es to provide compe ve benefits to their employees while retaining state funding.

General Employee Re rement Plans The City has two different re rement plans for its general employees. First, the General Employees’ Re rement Plan is a closed plan. No new par cipants have been allowed to enter the plan since January 1, 1988. This is a defined benefit plan with 51 re rees or beneficiaries currently drawing or eligible to draw benefits.

The Plan enjoys a 69% funded ra o. Its ARC has been roughly $500,000 per year and is unlikely to deviate appreciably from that figure in the future.

Second, the City provides a defined contribu on plan for general employees not covered under the plan discussed above. This plan offers a general employee and a management op on.

Under the general employee op on, the City contributes 7% of each par cipant’s salary with the par cipant having the op on of contribu ng 6%, 8%, or 10% of earnings. Under the management plan, the City contributes 11% of each par cipant’s salary with the par cipant having the op on of contribu ng 0%, 5%, or 10% of earnings. Since the incep on of the plan, the City has made and will con nue to contribute 100% of its annual obliga on.

Firefighter Pension As a rela vely new pension plan, the Firefighter Pension Plan was not as severely impacted as the Police Pension Plan. For example, while approximately 7.9% of the Police Officers’ Pension Plan ARC is the result of investment losses, it is just 1.17% in the Firefighters’ Plan.

The ARC for the Firefighters’ Plan increased from $2.89 million in Fiscal Year 2009 to $3.23 million in Fiscal Year 2011. This increase was primarily the result of adding a new benefit - 1% annual COLA to begin 5 years a er re rement. This plan has an 80% funded ra o as compared to a 58% funded ra o for the Police Officers Plan.

48

Fiscal Year 2013 Business Plan

Fire Fund As municipali es reduce the number of firefighters they hire, the number of cadets entering the Fire Academy falls, which, in turn, leads to decreased Fire Academy tui on revenue. Overall, tui on revenue dropped 42% from a high of $1.38 million in Fiscal Year 2008 to a year-end projec on of $800,000 in Fiscal Year 2012. Tradi onally, this revenue was used to offset the cost of providing fire services. As this revenue declines, however, increased fire assessment fees charged to users of the service must make up the difference. To counteract this decline, the Fire Department and the Communica ons and Marke ng Department will join forces to develop an adver sing campaign to promote the academy’s services to men and women interested in pursuing a career in the fire service.

Grant Program

Item

Grant $

City Match $

Total Cost (est.)

AFG

Driving Simulator for Fire Training Center

$289,036

$72,259

$361,295

AFG

20 No Smoke Systems

$140,000

$35,000

$175,000

AFG

20 Dry Suits for Dive Team

$40,000

$10,000

$50,000

AFG

Dive Boat

$8,000

$2,000

$10,000

EMS

4 video laryngoscopes

$42,600

$14,200

$56,800

EMS

3 chest compression devices

$36,675

$12,225

$48,900

$556,311

$145,684

$701,995

Total

Coral Springs has one of the lowest fire assessment Fees for a single-family home in the area, even with an increase of $9.33 or 7.2%. The City pays the fire assessment fee on behalf of schools and houses of worship that are exempt from this assessment. This subsidy represents a $959,675 cost to the General Fund in Fiscal Year 2013. Since this is one of the categories of users which has experienced a growing number of calls for service over the past four years, the subsidy paid by the City’s General Fund will increase by 4% in Fiscal Year 2013.

With the comple on of Fire Sta on 71, three of the City’s five fire sta ons have been renovated or completely rebuilt to make them suitable for a full- me, professional department rather than a volunteer force. The City will begin planning for the renova on of the remaining two sta ons.

In Fiscal Year 2012, a FEMA Assistance to Firefighters Grant (AFG) was awarded to the City for the purchase of health and safety equipment for the Fire Department, as detailed below. In addi on, the City received two EMS matching grants from the Florida Department of Health for the purchase of video laryngoscopes and chest compression devices. An applica on was also submi ed under FEMA’s Staffing for Adequate Fire & Emergency Response (SAFER) grant program to fund the addi on of four new firefighters. The City will con nue to aggressively pursue grant opportuni es to supplement the cost of necessary capital improvement projects for the Fire Department.

City of Coral Springs, Florida

49

50

Fiscal Year 2013 Business Plan

Measuring Results Quarterly Performance Review Overview The City has developed a performance measurement and management system to align department services and programs with the City Commission’s seven strategic priori es. The system enables departments to systema cally measure results and make mely adjustments when results fall short of expected performance levels. Three components make up the system: a quarterly performance repor ng program, a composite index that measures the overall financial and service opera on posi on, and the State of the City report. These elements play an important part in the City’s overall Business Plan and help keep the organiza on on target.

Departmental Measures A total of 108 performance measures have been established to measure results achieved through services and programs provided by the City’s 12 opera ng and support departments. Four of the performance measures double as Key Intended Outcomes (KIOs) and are discussed in the KIO Analysis. Sixty (55%) of the measures met their goals for Fiscal Year 2012, and ten more (9%) were within 95% of their goal. Ten goals are not being reported this year, as they are dependent upon results of the Resident Survey which was not conducted this year. Informa on on six more goals was not available due to changes in repor ng methods or so ware.

Twenty-two goals, or 20% were not achieved.

Half of these goals will be discon nued beginning Fiscal Year 2013 and most have been replaced with different measures that are more relevant to current departmental opera ons.

Some of the remaining unmet goals have been revised to more realis c levels based upon the current economy.

City of Coral Springs, Florida

Key Intended Outcome Analysis and Current Ini a ve Update Twenty-six Key Intended Outcomes (KIOs) have been established, all of which support at least one of the seven strategic priori es.

Performance goals for each KIO were developed as part of the City Commission’s Fiscal Years 2012-2013 Strategic Plan. As of the end of Fiscal Year 2012, ten of those goals have been met, and seven are not being reported this year since they are based on results of the resident survey that was not conducted this year. Informa on for the employee sa sfac on goal is not yet available due to the ming of the employee survey. Informa on for the goal regarding test scores for Coral Springs Charter School is not available due to a change in the tests administered by the Florida Department of Educa on; as a result, this goal has been revised for Fiscal Year 2013.

Seven goals for the year have not been achieved. The business survey ra ng of the City’s communica on with businesses was 81% compared to the goal of 88%. In the coming year, the City will be improving its methods of communica ng with local businesses to be er conform with those used by the businesses.

The City’s crime rate for calendar year 2011 was higher than goal. The increase was par ally due to a decrease in popula on, and par ally due to an increase in burglaries. The newly-formed BEAR unit will address this problem.

The level of volunteer ac vity con nues to be in a trough, which has affected two KIOs. Both the total number of volunteer hours and the number of teen volunteer hours were 92% of their goal levels. Both goals have been revised downward for Fiscal Year 2013.

51

The number of youths in City-sponsored leadership opportuni es did not meet its goal of 2,000 students. Increased par cipa on in the youth mentoring program was not enough to offset the decline in youth par cipa on in the Mar n Luther King ac vi es, which is the single largest youth leadership program sponsored by the City. The number of trees planted is likely to fall short of the goal of 1,750 due to the lower level of development and redevelopment ac vity in the City. Goals for both these KIOs have also been revised for Fiscal Year 2013. The number of students a ending higher-educa on courses at partner ins tu ons did not meet its goal as a result of the delays in the opening of the Broward College campus in Coral Springs

than or mee ng their expecta ons. Overall sa sfac on with City services has improved since the last survey in 2008, and the percentage who gave “very good” ra ngs for customer service increased significantly from 40% in 2008 to 61% in 2012.

Business Survey Results

• Code enforcement – 18%

In the spring of 2012, ETC Ins tute administered a phone survey to a random sample of 401 businesses in the City of Coral Springs. The purpose of the survey was to gather feedback from business owners and senior managers to help iden fy ways to improve the quality of City services to those businesses. A survey of business owners was last performed in 2008.

Survey recommenda ons include: con nuing to give high priority to public safety and enhancing the overall image of the City, finding ways to improve the code enforcement process for businesses, and improving awareness in the business community about the types of services available to them through the City’s web site.

Overall, results of the survey were posi ve.

Businesses are sa sfied with City services and perceive the City as being friendly to business.

Ninety-five percent of the businesses surveyed felt the quality of City services was higher

Sa sfac on with items that influence percep ons of Coral Springs Quality of new development in the City

Quality of public education

36%

Overall feeling of safety

36%

11%

26%

34%

29%

10%

17%

37%

14% 6%

45%

Overall image of the City

50%

37%

10% 4%

Overall quality of life

50%

38%

9% 4%

0% Very Satisfied

Satisfied

20%

40% Neutral

60%

80% Dissatisfied

100%

The respondents ranked the following City services or departments as most important to their organiza on: • Fire inspec on – 49% • Police – 48% • Business tax – 28% • EMS – 18%

Supplier and Partner Performance Data The City’s most important suppliers, partners, collaborators, and distributors are those that provide direct service to customers. Waste Management, Inc. picks up and processes trash and recycling. Professional Facili es Management operates the Coral Springs Center for the Arts. Charter Schools U.S.A. manages and staffs the City’s charter middle and high school.

Advanced Cable Communica ons provides the infrastructure for television programming.

Median mowing is accomplished through a group of contractors. Service standards are part of the contracts with these organiza ons; the standards spell out customer requirements and are discussed through periodic regularly scheduled mee ngs. For instance, Public Works management meets quarterly with Waste Management to review performance data and exchange informa on and ideas on opera ons.

City management meets quarterly with the principals of schools in the City to assess our partnership with them regarding athle c field use, a er school programs, leadership development, etc.

Source: ETC Ins tute, 2012 Business Sa sfac on Survey

52

Fiscal Year 2013 Business Plan

Sustainability Index

improvements and number of trees planted.

Fiscal Year 2012 results show a decline, primarily due to fuel and paper consump on. Paper consump on is lower than in FY 2011, but is s ll well above the base level. Fuel consump on has increased steadily since 2009. Part of this increase for both 2011 and 2012 can be a ributed to Community Pride and Code Ranger ini a ves. Several addi onal vehicles were purchased in FY 2012, which accounts for another por on of the fuel increase. On a posi ve note, replacement of older air condi oning systems with those that are more energy-efficient has allowed us to achieve an encouraging reduc on in electricity use.

In Fiscal Year 2009, the City created a Sustainability Index to track a broad spectrum of green and sustainability benchmarks. This tool lines up with our Neighborhood and Environmental Sustainability strategic priority.

During Fiscal Year 2011, the index was refined by assigning weights to index items according to their rela ve importance. The indicators of fuel use, electricity use, and paper consump on carry the greatest weights because they impact not only our environment, but directly affect City expenditures as well. A total index value of over 100 indicates progress in improving the environmental sustainability of City programs and opera ons.

For Fiscal Year 2013, an ini a ve to increase the number of cer fied backyard habitats should provide some improvement to the index total. Stronger efforts to reduce fuel and paper consump on are needed, and base (target) levels for those items will be evaluated to determine if they need adjustment.

Since the index is fairly new, the Fiscal Year 2011 results offered us the first opportunity to evaluate our overall performance. Results for 2011 were buoyed by strong performance of two index items: linear feet of sidewalk

Sustainability Index FY 2008 to 2012 Actual 2008 6,873 3,000

Actual 2009 3,491 2,000

Actual 2010 2,061 2,000

Actual 2011 2,118 2,000

27 73

46 73

15 73

6 73

12 73

0.25000

3 Biodiversity index for environmental sites (Sandy Ridge, Pine Flats, Red Lichen, Cypress Gateway) Base equals actual number for 2008, not measured before

0.80 0.80

0.80 0.80

0.79 0.80

0.79 0.80

0.79 0.80

0.50000

4 Percentage of "Green Building" checklist items fulfilled Base equals actual number for 2008, not measured before

25% 25%

29% 25%

30% 25%

26% 25%

26% 25%

0.50000

5 Average Daily per capita consumption of potable water (gallons used) Base equals actual number for 2007

93 103

97 103

89 103

93 103

89 103

1.00000

13,506,275 13,506,275

12,913,802 13,506,275

12,852,467 13,506,275

13,476,300 13,108,338 13,506,275 13,506,275

1.83334

4,750,000 4,750,000

5,600,000 4,750,000

5,000,000 4,750,000

5,600,000 4,750,000

5,200,000 4,750,000

1.58333

386,325 386,325

384,440 386,325

389,180 386,325

408,467 386,325

425,435 386,325

1.83333

9 Linear feet of improved or new bike lanes, sidewalks, pathways Base equals KIO for respective year

500 500

3,678 500

3,866 2,500

15,674 2,500

6,179 2,500

0.25000

10 Number of CS residents dropping off household hazardous waste Base equals actual number for 2008, not measured before

827 827

881 827

966 827

875 827

910 827

1.00000

115.5

124.4

103.7

109.4

97.2

1 Number of trees planted Base equals KIO for respective year 2 Number of Certified Backyard Habitats Base equals actual number for 2007

6 KwH of electricity used in select City facilities (Aquatics, Fire Training, City Hall N&S, Charter School, Gymnasium, Tennis Clubhouse, Public Safety Bldg., Utility Plant) Base equals actual number for 2008, not measured before 7 Sheets of white copier paper used Base equals actual number for 2008, not measured before 8 Fuel Consumed by City Operations (diesel and unleaded) Base equals actual number for 2008

Total index value

City of Coral Springs, Florida

Actual 2012 Goal 1,185 1,750

Weight 1.25000

53

Composite Index

Composite Index

The Composite Index comprises ten indicators, carefully chosen to give an overall snapshot of our financial and opera ng results. The Composite Index score is projected to remain steady in Fiscal Year 2013, primarily because of the increase in residen al property value. A chart and descrip on for each indicator is presented on the following two pages.

175

150

136.7 120.7

125

141.1

140.9

145.6

151.4

156.8

160

162.4

162

161.8

158.5

158.8

158.4

126.5

75

Projected

Projected

100

50

25

0 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Residen al Property Values

Good

$9.0 $8.3

$7.0

$6.5

$6.2

$5.7

$6.0

$5.4

$5.2 $5.0 $4.0

Source: Broward County Property Appraiser’s Office

$7.7

$5.4

$5.5

Projected

$7.6

Projected

Billions $8.0

$4.7 $3.6

$3.7

$4.0

$4.3

$3.0 $2.0

(Property values reflect calendar year rather than fiscal year.)

Residen al taxable assessed property values decreased dras cally in Fiscal Years 2010 and 2011. The decrease is due to property tax legisla on passed in January 2008 and is indica ve of the na onal recession which began in 2008. Values remained steady for Fiscal Year 2012 and are expected to increase slightly for Fiscal Year 2013.

$1.0 $0.0 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Non-Residen al Property Values 30%

27.9% As a % of Total Property Values

25% 21.2% 20%

15%

22.1%

22.9%

23.8%

23.6%

22.6%

22.1%

21.2%

28.8% 27.4%

26.5%

21.9% 20.1%

Source: Broward County Property Appraiser’s Office

19.7%

Projected

The decrease in residen al property values (see chart above) caused the increase in nonresiden al as a percentage of total value. Nonresiden al includes commercial/industrial sites, as well as agricultural, ins tu onal, government and miscellaneous real estate. As residen al values improve, non-residen al values should ease back to about 20%.

Good

10% (Property values reflect calendar year rather than fiscal year.)

5%

0% FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

54

Fiscal Year 2013 Business Plan

Customer Sa sfac on 100% 91%

93%

90%

92%

93%

93%

95%

95%

93%

93%

92%

92%

95%

95%

92%

20%

0%

Projected

40%

No survey conducted; used prior year result

60%

No survey conducted; used prior year result

80% No survey conducted; used prior year result

The City has consistently received high ra ngs in customer sa sfac on from our residents. The overall sa sfac on ra ng decreased in Fiscal Year 2009, yet ra ngs for departments and services increased. Results from the 2011 survey show a return to record high levels. In an effort to save money, the Residen al Survey is being conducted every other year.

Good

Source: 2011 Resident Survey conducted by ETC Institute.

FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Crime Rate

Good

4,500

Incidents of major crimes per 100,000 population

2530.0

2688.8

2469.4

2559.1

2530.1

2583.9

2500.5

2259.3

2,000

2731.4

3085.5

3193.5

2,500

3001.2

3390.1

3,000

3506.9

3,500

3987.6

4,000

1,500

Projected

1,000 500

The incidents of major crimes per 100,000 popula on increased. This is due to a 4% rise Source: in the number of indexed crimes (3,271 from City of Coral Springs Police Department and 3,145) coupled with a lower popula on number.

Florida Department of The 2010 Census for Coral Springs was 4% less Law Enforcement than prior es mates by BEBR. The new burglary Crime Report reduc on unit is intended to prevent crimes.

(Crime figures are calculated utilizing calendar year rather than fiscal year)

0 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

The rise in the crime rate from FY 2009 to FY 2010 was the result of a mathema cal anomaly.

While the number of crimes decreased during this period, the popula on upon which the ra o is based decreased at a faster rate.

Athle c League Par cipants 14,000 12,500 12,636 12,000

11,757

11,624

10,855 10,959

11,150 10,151 9,500 8,763

8,500 7,792

8,000

8,158

8,200

8,200

Projected

10,000

Projected

Some of the ac vi es offered by the Parks and Recrea on Department are basketball, soccer, football, baseball, roller hockey, lacrosse, and cheerleading. Independent teams and programs, though not counted in this measure, also u lize City facili es. The decline in FY 2011 was due primarily to the number of par cipants moving from recrea onal leagues to more compe ve travel leagues, whose par cipants are not included in this measure.

Good

6,000

4,000

2,000

Source: City of Coral Springs Parks and Recreation Department

0 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Accidents at Major Intersec ons 140

169 160 147 138 130

131

132 122

120

123

123

120

124

124

124

Projected

160

Projected

180

Good

116

100 80 60 40 20

Source: City of Coral Springs Police Department Traffic Division

The number of accidents at 16 major intersec ons is tracked and analyzed to reveal trends and to iden fy which methods are effec ve at reducing the number of crashes. Overall, this measure has been trending downward since Fiscal Year 1994. It is projected that the number of accidents at major intersec ons will not exceed 124 during the fiscal year based on current trends.

0 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

City of Coral Springs, Florida

55

Volunteers in Government

Good

458 410

431

463

494

479 454

519

509

520

520

Projected

500

Projected

600

463

404

400

300

303 266

200 Source: Database of Boards and Committees

100

The number of volunteers in government reached an all- me high of 519 for Fiscal Year 2010. The slight decline in FY 2011 was expected. We an cipate the number of volunteers increasing in FYs 2012 and 2013 because of the City’s 50th Anniversary events.

Members of our commi ees and boards are counted as volunteers for this indicator.

0 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Employee Sa sfac on 100% 91%

95%

95%

93%

91%

94%

95%

97%

95%

95%

97% 90%

90%

90%

Projected

92%

Projected

All employees are surveyed annually by the Human Resources Department to determine overall job sa sfac on. The decline in sa sfac on for FY 2011 is likely due to increased employee work loads that began in FY 2009 and the wage freeze in FY 2010.

Good

80%

60%

40%

Source: City of Coral Springs Human Resources Department Employee Survey

20%

0% FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Employee Produc vity

Good It will take fewer than six full- me employees to generate one million dollars of revenue, down from 10.91 in Fiscal Year 1994.

12.0 Employees Per Million Dollars of Revenue 10.0 8.78 8.0

6.0

7.96

7.61

7.25

7.17

6.94

6.57

6.39

5.97

5.77

5.77

5.60

5.39

5.13

5.24

Projected

4.0

2.0

Source: Financial Services Annual Budget (Calculation includes fullͲ time employees for all funds divided by Net Revenues)

0.0 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

School Overcrowding Overcrowding has con nually decreased for Coral Springs schools since FY 2002. Enrollment and capacity numbers are provided by the Broward County School District.

Good

150%

Source: Broward County School Board

% Capacity Student Stations 125%

119%

122%

122%

123% 113%

114%

112% 104%

100%

96%

95%

92%

92%

93%

92%

92%

50%

25%

Projected

75%

(Percentages reflect academic year rather than fiscal year.)

0% FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

56

Fiscal Year 2013 Business Plan

Fiscal Year 2012 KIO Summary FY 2010 Actual

FY 2011 Actual

FY 2012 Goal

FY 2012 Actual

CustomerͲInvolved Government (8) 1 Overall quality rating for City services and programs (Resident Survey)

92%

95%

—

2 Overall quality rating for City services by business owners (Business Survey)

93%

93%

92%

97% 41,567

90% 37,504

90% 42,000

3 Employee satisfaction rating (Human Resources Survey) 4 Number of citizen volunteer hours donated to the City of Coral Springs

N/R N/R 95% 3 N/A N/A 38,943 2 N/R N/R

5 Overall rating of the City in terms of communicating with residents (Resident Survey)

86%

93%

—

6 Overall rating of the City in terms of communicating with businesses (Business Survey)

88%

88%

88%

7 Customer service rating by residents (Resident Survey)

89%

94%

—

8 Customer service rating by businesses (Business Survey)

97%

97%

90%

97% 3

90%

90%

75%

80% 3

15

15

15

3 Number of volunteer hours aimed at enhancing the environment

590.25

545.5

1,500.0

2,196 3

4 City crime rate (crimes/100,000 residents—Calendar Year)

2,559.8

2,469.4

2,530.0

2,688.8 2

93%

95%

—

2,061

2,118

1,750

81% 2 N/R N/R

Neighborhood and Environmental Sustainability (6) 1 Percent of Code cases brought into voluntary compliance prior to admin./judicial process 2 Number of formal and informal neighborhood partnerships each year

5 Safety rating in neighborhood (Resident Survey) 6 Number of trees planted within the City

15 3

N/R N/R 1,185 2

Financial Health and Economic Development (3) 1 Maintain City bond ratings Moody Aaa, Fitch AAA, S&P AAA

Moody Aaa Moody Aaa

Moody Aaa Moody Aaa

Fitch AAA

Fitch AAA

Fitch AAA

S&P AAA 77%

S&P AAA 72%

S&P AAA —

27.9%

28.8%

20.0%

2 Residents' value rating (Resident Survey) 3 NonͲresidential value as a percent of total taxable value

Fitch AAA 3 S&P AAA N/R N/R 27.4% 3

Traffic, Mobility and Connectivity (2) 15,674

2,500

6,179 3

87,513 88,299

85,000

97,060 3

1 Number of linear feet of improved sidewalks, bike paths, and bike lanes

3,866

2 Number of riders on intracity bus routes

Youth Development and Family Values (3) 1,484

1,602

2,000

21,432

18,424

20,000

1,446 2 18,473 2

18

14

15

15 3

94%

98%

—

N/R N/R

95%

98%

—

N/R N/R

1 Achieve gains in math/reading mean scale score at the Charter School

1.0%

0.4%

0.6%

N/A N/A

2 Number of students attending courses offered by partnering institutes of higher education

2,468 2,531

3,000

1 Number of youths involved in City sponsored leadership opportunities 2 Number of teen volunteer hours donated to the City of Coral Springs 3 Number of middle school afterͲschool programs offered annually

Strength in Diversity (2) 1 Minority residents who feel that the City is a great place to live (Resident Survey) Citizen rating of City Government for respecting religious and ethnic diversity (Resident 2 Survey)

Excellence in Education (2) 1,995 2

Note: Prior Business Survey conducted in FY 2008. Reported FY 2008 Business Survey Results as Actuals for FY 2010 and FY 2011.

Fiscal Year 2012 YearͲEnd Results Met or exceeded goal Not reported Not available

City of Coral Springs, Florida

3

10 7 2

N/R N/A

Did not meet goal

7

2

Total

26

57

Sportsplex/Tennis

Aquatics

Parks & Recreationn

Information Service ces

Human Resourcess

Fire/EMS

Police

Financial Servicess

Public Works

No or Low Impact- Blank

Development Servvices

Legend: Direct Impact- ~ Indirect Impact- {

City Manager's Offfice

Department Impact of Key Intended Outcomes for Fiscal Years 2012 • 2013

Customer-Involved Government Overall quality rating for City services and programs (Resident Survey)

~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~

Overall quality rating for City services by business owners (Business Survey) Employee satisfaction rating (Human Resources Survey) Number of citizen volunteer hours Overall rating of the City in terms of communicating with residents (Resident Survey) Overall rating of the City in terms of communicating with businesses (Business Survey) Customer service rating by residents (Resident Survey) Customer service rating by businesses (Business Survey)

~ { ~ ~ ~ ~

~ { ~ ~ ~ ~

{ { { { { {

~ ~ { ~ { { ~ { { { ~ { ~ {

~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ { ~ ~ ~ ~

~ { ~ ~ ~ ~

~ ~ ~ ~ ~ ~

~ { ~ ~ ~ ~

~ { ~ ~ ~ ~

~ { ~ ~ ~ ~

~ { ~ ~ ~ ~

~ { ~ ~ ~ ~

~ { ~ ~ ~ ~

Neighborhood and Environmental Vitality Percent of Code cases brought into voluntary compliance prior to administrative/judicial process Number of formal and informal neighborhood partnerships each year Number of volunteer hours aimed at enhancing the environment City crime rate (crimes per 100,000 residents) Safety rating in neighborhood Number of trees planted within the City

{ { { { { { { { ~

Financial Health and Economic Development General obligation 'AAA' rating Residents' value rating (Resident Survey) Non-residential value as percent of total taxable value

~ ~ ~ ~ ~ ~ { { { { { ~ ~ { ~ { { { { { { { ~ { ~

Traffic, Mobility and Connectivity Number of linear feet of improved sidewalks, bike paths, and bike lanes Number of riders on intracity bus routes

{ ~ {

{ ~

Youth Development and Family Values Number of youths involved in City-sponsored leadership opportunities Number of teen volunteer hours Number of middle school after-school programs offered annually

{

{

~

~

{ { { { ~ { { { { { { { ~ { {

Strength in Diversity Minority residents who feel that the City is a great place to live (Resident Survey) Citizen rating of City Government for respecting religious and ethnic diversity (Resident Survey)

~ ~ ~ { ~ ~ ~ { ~ ~ ~ ~ ~ ~ { ~ ~ ~ { ~ ~ ~

Excellence in Education Achieve gains in math/reading mean scale score at the Charter School Number of students attending courses offered by partnering institutes of higher education

58

~

{

~ {

{

{ { { {

{ { {

Fiscal Year 2013 Business Plan

Department Performance Measurements Department Performance Measurements FY 2010 Year End Actual Police (10) 1 Police department’s overall quality rating (Resident Survey) Percentage of customers who has contact with or know their neighborhood officers (Resident 2 Survey) 3 Average Police response time 4 Average number of false alarms (businesses & residences) 5 Volunteer hours donated by board and committee members 6 Percentage of residents who feel that Coral Springs has remained as safe or become a safer place to live (Resident Survey) 7 Stabilize the burglary rate at a 0% increase adjusted for populationͲCal. Yr 8 Maintain 0% increase in crime rate as adjusted for populationͲCal. Yr. 9 Clearance rate for crimes 10 Traffic crashes per 1,000 citizens ͲCal. Yr. Number of students that participate in Youth Mentoring Program 11 (program discontinued during FY 2011) Fire/EMS (8) 1 Average response time of eight minutes or less for 90% of service calls 2 A minimum of fourteen firefighters on scene within ten minutes 90% of time for all structure fires 3 A maximum of customer complaints and/or public safety service professional complaints of less than one percent of the total call volume 4 Medical complaints filed by medical director and/or medical personnel at hospitals will be less than one per cent of the total call volume 5 Provide inspection report to customer within 12 days from date of inspection 6 Minimum of Florida Firefighter Minimum Standards classes 7 and EMT classes 8 Fire department's overall quality rating (Resident Survey) [revised FY 2009] Public Works (12) 1 Public Works department overall quality service rating (Resident Survey) Number of complaints from residential customers about Waste Management 2 per 10,000 pickups 3 Availability rate of all vehicles/equipment for all departments 4 Complete routine Facilities work orders within 15 working days 90% of the time 5 Custodial services expenditures per square feet 6 Percentage of hydrants out of service more than 20 days 7 Pot hole repair response time 8

Operating costs per lane mile for street sweeping

9

Percent of Streets Division's available staff hours for preventive maint of City's infrastructure

10 11 12

Average less than 9.79 mgd of wastewater flow on a quarterly basis Water usage per capita (for Coral Springs Water District) Percent of "unaccounted for" water

City of Coral Springs, Florida

FY 2011 Year End Actual

—

95%

—

48%

4:58 4,854 6,166 —

4:45 4,323 4,969 74%

15.60% Ͳ0.19% 1.07% Ͳ3.70% 29.20% 26.30% 31 30 21

N/R

FY 2012 YearͲEnd Goal —

FY 2012 Year End Actual —

N/R

— 5:00 4,000 5,500 —

— 4:47 4,372 5,423 —

N/R

0% 0% 28% 35

28.18% 8.88% 27.00% 32

10

3 2 c N/R

2 2 c

3

25

3

88.2% 100.0%

88.8% 100.0%

90% 90%

93% 100%

3 3

0.00%

0.00%

<1%

0.00%

3

0.00%

0.00%

<1%

0.00%

3

6 days 11 4 —

8 days 8 5 99%

12 days 8 5 —

8 days 7 5 —

3 2 3 N/R

N/R

—

93%

—

—

1.82

2.27

<6

1.30%

98% 98% $1.19 0% 2 days

97% 98% $1.24 0% 2 days

92% 92% $1.61 <1% 3 days

$30

$30

$30

41% 8.58 89.31 5.0%

31% 30% 6.90 <9.79 94.09 100 gal/day 8.5% <10%

97% 97% $1.24 0% 1.5 days

3 3 3 3 3 3

$30

3

29% 8.58 93.03 9.23%

c

3 3 3

59

Department Performance Measurements (con nued) Department Performance Measurements FY 2010 Year End Actual Development Services (16) 1 Community Development satisfaction rating 2 Cycle time for small permits by the Zoning Division (Building Plan Review) 3 Cycle time for sign permits by the Zoning Division (Building Plan Review) 4 Cycle time for plan reviews by the Zoning Division (DRC) 5 Comprehensive Plan consistency with Department of Community Affairs 6 Number of appeals on Architectural Review (ARC) Number of housing units rehabilitated using public financial assistance per $100,000 7 housing rehabilitation 8 9 10 11 12 13 14 15

Average number of days from application for rehabilitation assistance to completion of rehabilitation work Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 Number of formal and informal neighborhood partnerships each year (KIO) Number of trees planted within the City (KIO) Requested building inspections within one day Percent of plan reviews completed within 15 days Percent of code cases brought into voluntary compliance prior to admin/judicial process (KIO) (calculation method revised during FY 2012; FY 2011 and 2012 results adjusted)

Percent of survey respondents satisfied with City efforts at maintaining quality of their neighborhoods (Res Survey)

Information Services (5) 1 Number of IS Development Projects implemented in accordance with City’s Business Plan and IS Work Program 2 3 4 5

Meet service level agreement regarding system availability Meet service level agreement regarding response and resolution to reported problems Meet service level agreement regarding “on demand service requests” Customer satisfaction rating from transaction survey of Information Services (switched from annual to transaction survey in FY 2010)

Parks and RecreationͲParks (4) 1 Quality service rating for recreation/athletic facilities (Resident Survey) 2 Customer service rating for parks & recreation staff (Resident Survey) 3 Safety rating of neighborhood parks (Resident Survey) 4 Number of visitors participating in tours of 2 ESL sites (excluding EarthFest) Parks and RecreationͲRecreation (4) 1 Program participation of atͲrisk youth 2 Customer service rating of summer recreation program 3 Cost recovery ratio for the Recreation Division 4 Number of riders on community buses (KIO) Aquatics (8) 1 Combined cost recovery ratio for the Aquatic Complex 2 Combined cost recovery ratio for the Aquatic Services Division 3 Membership at Aquatic Complex and membership turnover 4 Cypress Pool average daily pool usage *Pool closed Jan and Feb 2010, JanͲMar 2011, OctͲDec 2011, Jan and Feb 2012 5 Mullins Pool average daily pool usage 6 Customer service rating at Aquatics facility 7 Customer service rating at Cypress Park Pool 8 Customer service rating at Mullins Park Pool

60

FY 2011 Year End Actual

98% 1.4 days 2 days 8 days Yes 0

99% 1.5 days 1 day 8 days Yes 0

3.52

3.42

275 days 392.5 days

FY 2012 YearͲEnd Goal 95% 2 days 2 days 8 days Yes 1 3.60 365 days

FY 2012 Year End Actual 100% 1.5 days 1.3 days 9 days Yes 0

3 3 3 2 3 3

3.2

2

400 days

2

1.34 15 2,061 100% 99%

1.49 15 2,118 100% 99%

1.50 15 1,750 90% 95%

1.47 15 1,185 100% 99%

3 3 2 3 3

90% —

71% 89%

75% —

80% —

N/R

31 projects

28 projects

99.9%

99.7%

20 projects 99.5%

28 projects N/A

N/A

94% 97%

93.2% 95.6%

90% 95%

85% 90%

c

99%

99.1%

95%

99%

3

— — — 151

97% 95% 93% 143

— — — 150

— — — 81

9,177 99% 70% 87,513

8,964 99% 61% 88,299

9,000 98% 60% 85,000

9,825 99% 63% 97,060

3 3 3 3

77% 69% 6,025 36% 220

76% 70% 3,232 43% 311

60% 50% 5,800 49% 205

81% 72% 4,951 38% 364

3 3 2 3 3

106 99% 100% 99%

107 98% 99% 99%

125 92% 92% 92%

117 98% 98% 100%

2 3 3 3

3

3 2

N/R N/R N/R

2

Fiscal Year 2013 Business Plan

Department Performance Measurements (con nued) Department Performance Measurements

Tennis Center (9) 1 Combined cost recovery ratio 2 Tennis lesson revenue 3 Customer service rating at Tennis Center 4 Customer service rating at Cypress Park 5 Membership base at Cypress Park 6 Membership turnover for the Tennis Center 7 Customer service rating for court maintenance at the Tennis Center 8 Number of tennis special events 9 Number of tennis teams Sportsplex (2) 1 Revenue generated from Sportsplex activities 2 Number of special events and activities hosted at Sportsplex

FY 2010 Year End Actual

FY 2011 Year End Actual

59% $312,310 97% 92% 43 21% 91% 27 64

60% $335,176 97% 92% 37 21% 91% 31 56

60% $320K 90% 90% 50 30% 90% 20 60

57% $292,859 94% N/A 33 28% 79% 27 48

$244,637 $242,027 64 70

$255K 75

$230,659 87

Human Resources (11) 1 Percentage of employees who agree with the statement “I would recommend working for the City to a friend.” (KIO) 2 Percentage of employees who feel Human Resources provides quality services 3 Percentage of employees that are satisfied with liaison services 4 Percentage of employees that are satisfied with wellness activities 5 Percentage of employees who believe benefits are in line with needs 6 Number of days lost from on the job injuries (per 100 employees) 7 Sick hours per employee 8 Respond to customer requests for service and information within 48 hrs and close service request within one week 9 Cycle timeͲexternal recruitment (requisition to job offer) 10 Percentage of minority applicants per recruitment 11 Percentage of employees who agree with “I am able to apply the skills or knowledge learned through City training to my job.”

Communications and Marketing (5) 1 Customer satisfaction with communications (internal survey) 2 Awareness of Coral Springs magazine by new residents (Resident Survey) Average number of unique page views on website 3 (changed from "number of unique user sessions" for FY 2012) 4 Number of episodes produced for "What's Happening" (formerly called "In the Loop") 5 Number of new promotional/informational campaigns developed (Revised for FY 2009) Financial Services (6) 1 Internal customer satisfaction rating (Financial Services Survey) 2 Percentage of purchase requisitions under $10,000 processed within 24 hours 3 4 5 6

Water billings past due more than 180 days as percentage of outstanding bills (revised during FY 2012, prior years recalculated) Number of items in management letters prepared by the City’s external auditors Percentage of invoices paid within 30 days Out of stock level of the total inventory at Central Stores

City Clerk's Office 1 Number of files added to the IBPM system (New for FY 2010) 2 Number of images added to the IBPM system (New for FY 2010) 3 Number of searches to the IBPM system (New for FY 2010) 4 Number of boxes stored offsite (New for FY 2010) 5 Number of boxes retrieved from offsite (New for FY 2010) 6 Number of boxes destroyed (New for FY 2010)

Actual

Actual Actual Actual Fiscal Year 2012 Results Met or exceeded goal 60 Not reported 10 Not available 6 Goal not met 22 Within 95% of goal Total Measures

City of Coral Springs, Florida

10

97%

90%

99% 95% 94% 95% 49.5 53.1 94% 100% 39 days 54% 90%

99% 96% 92% 88% 35.2 52.4 96% 100% 38 days 58% 88%

94% —

97% 87%

106,557 12 45

123,661 12 38

97% 92%

98% 91%

2.60% 0 99.8% 2.8%

2.79% 0 99.8% 2.9%

118,630 811,590 116,263 3,409 934 426

109,764 758,608 120,248 3,905 814 271

FY 2012 YearͲEnd Goal

95% 97% 92% 91% 90% 50 48 100% 90% 40 days 45% 90%

94% — 115,000 12 20

95% 90% 3.20% 0 99% 1.75%

132,000 950,000 125,000 3,900 900 400

FY 2012 Year End Actual

N/A 90% 90% 91% 91% 49.9 60.4 96% 100% 50 days 59% 89%

100% —

c

2 3 N/A

2 3 2 3 2

2 3

N/A

2 c

3 3 c

2 c

3 2 3 c

3 N/R

131,063 12 36

3 3 3

91% 89%

c

2.30% 0 99.9% 2.00%

3 3 3 2

56,700 680,564 83,421 4,073 619 969

2

N/A N/A N/A

3 3 3

Actu

3 N/R N/A

2 c

108

61

Fiscal Year 2012 Ini a ve Update

Customer-Involved Government Ini a ve

Department(s)

Update as of Fourth Quarter Fiscal Year 2012

Status

50th Anniversary Planning

CMO, Communica ons During Q1, the logo and website were developed, and commi ee and Marke ng members were recruited. In Q2, the Coralsprings50.org website was launched and the members of the 50th Anniversary commi ee were selected by the City Commission. A part- me event coordinator was hired in Q3 and par cipates in commi ee mee ngs. Members of the internal staff meet every two weeks, while the volunteer committee meets monthly. The sponsorship package was completed and is being distributed in the community. The website is being kept updated. Ongoing mee ngs con nue with the internal and external commi ees, as well as event organizers, to plan the marke ng of the upcoming events.

Public Works Streetlight outage repor ng was enhanced by the combined efforts of Streets staff, Code Rangers, and PD personnel. Two part- me streetlight monitors were hired in Q3 to increase repor ng of outages. During Q1, a message board was placed adver sing the “streetlight outage hotline” to report outages, and public educa on con nued at Slice mee ngs throughout the year. Almost 1,000 streetlights have been reported and repaired during FY 2012. A survey of streetlights blocked by trees was completed in Q2 and trimming began during Q3. Trimming generated a significant increase in light output. The City is working with FPL on new streetlight installa ons where they are warranted.

Parks and Recrea on This program has been adver sed and promoted throughout the fiscal year. Although we have few long term members signed up, we do get many volunteers who have been helping to iden fy issues within our Parks. We receive numerous e-mails and calls informing us of poten al issues. These calls and e-mails allow us to take care of issues before they become a problem. The sports leagues have agreed to inform staff of any issues they see around the fields and courts they use. The Parks Moms program is combining with this program to generate more interest.

Communica ons and During Q2,the closed cap oning equipment was ordered and Marke ng received. It was installed and was used for the first me in Q3.

Purchasing assisted in the selec on of the closed cap oning services required to transcribe the City Commission mee ngs. The June 5 City Commission broadcast was the first broadcast using closed cap oning technology. The availability of this service has been marketed via eNews, What’s Happening, and social media and will be included in the next issue of the Coral Springs Magazine.

Police Web-based repor ng has not started yet, awai ng for I.S. to work on the expor ng of the informa on to the Police Department RMS program. Once that has been accomplished, actual web-based repor ng can begin.

CMO, Communica ons On January 23, an evalua on commi ee selected 1 vendor out of and Marke ng 15 who responded to the City’s Branding RFQ. The City Commission approved the selec on of North Star on February 7. The in-market visit from Northstar took place in May. In mid-June the community survey was launched. On July 5 the survey was closed with 571 surveys collected. The Understanding and Insights Presenta on to staff took place July 18, and a presenta on to the City Commission took place July 24. The Crea ve Commi ee had its first teleconference with the North Star Crea ve Team on September 11.

In progress

Street Ligh ng Improvements

Park VIPs (Volunteers in Parks)

Closed Cap oning City TV

Web-Based Crime Repor ng

City Marke ng Plan

62

In progress

Complete

Complete

In progress

In progress

Fiscal Year 2013 Business Plan

Fiscal Year 2012 Ini a ve Update (con nued)

Code Enforcement Rangers (ongoing)

Code Enforcement

City Hall Security Improvements Police

Sta on 71 Improvements (ongoing)

Fire

Building Division and EDF Customer Communica on (ongoing)

Building

As of Q4 there are 15 ac ve Code Rangers that are assis ng Code Officers and administra ve staff in various tasks. Code Rangers are now working with Code Officers in their zones using door hangers for code viola ons. The Code Rangers conducted 1,688 inspec ons in Q1, 1,553 in Q2, 1,716 in Q3, and 1,594 in Q4, with about 70% compliance. Code rangers have been assis ng by sending no ces on delinquent Business Tax receipts, working on the street tree program, and checking and re-inspec ng streetlight outages. There are 5 former police vehicles converted to Code Ranger Patrol vehicles.

The City Hall Security Project received the UASI approvals for funding during the first quarter of calendar year 2012. Also during Q1, Facili es began internal project enhancements which included secure door installa on for the City A orney’s Office and construc on in Water Billing for enhanced employee security limi ng public access, which were all completed by Q4. Installa on of the access card system, cameras, and alarm system began and was completed during Q4 for City Hall North and South. Human Resources dra ed policy for the access card system and issued employee iden fica on cards. This project is opera onal and was collaborated with a project management team consis ng of mul ple departments: Public Works, Human Resources, Informa on Services, Police, City Manager’s Office, and Emergency Management.

Training recommenda ons and policy enhancements were formally suggested and have been provided to City Hall Human Resources for final development and implementa on.

Architectural and engineering design was completed in October 2011, construc on began early in 2012, and was completed during the 4th quarter. The official ribbon-cu ng ceremony was held August 17, 2012.

The Building Division held the following mee ngs 1st quarter 2012: 3 pre-review mee ngs, 6 pre-construc on mee ngs, 2 in progress mee ngs, and 2 wrap-up mee ngs. During the 2nd quarter, there were 3 pre-review mee ngs, 5 pre-construc on mee ngs, 5 inprogress mee ngs, and 1 wrap-up mee ng. During Q3, there were 2 pre-review mee ngs, 4 pre-construc on mee ngs, 5 in-progress mee ngs on 2 projects, and 1 wrap-up mee ng. The Focus Group meets quarterly.

Complete

In progress

Complete

In progress

Neighborhood and Environmental Sustainability Ini a ve

Department(s)

Park Improvement Master Plan Parks and Recrea on

Water Saving Devices

Public Works

City of Coral Springs, Florida

Update as of Fourth Quarter Fiscal Year 2012

Status

The Master Park Plan was completed in Q1 and is used constantly Complete to plan renova ons in the parks. Comple on of all items within the 5 Year Park Master Plan will depend on available capital funds in upcoming years. Recent renova ons at Pride Promoters Park are a great example of the what can happen as a result of the plan.

During Q1, scope of work and pricing was agreed upon with the In progress City’s plumbing contractor, West Broward Plumbing, to install new urinals, toilets and faucets in City-owned buildings. During Q2, plumbing retrofits were completed at CH South, and Fire Sta ons 43 and 95. Plumbing retrofits have showed significant reduc ons in water use at CH South and FS 43. Water consump on at FS 95 has remained constant. Work is in progress at the Charter School, the Fire Training Facility and Tennis Center. When completed, the plumbing contractor will move to the Gymnasium, Cypress Hammock Park and the Aqua cs Complex.

63

Fiscal Year 2012 Ini a ve Update (con nued)

64

Fats, Oils, and Grease (FOG) Regula on Program

Public Works

Community Pride Phase III

Parks and Recrea on

Neighborhood Stabiliza on Program (NSP3)

Community Development

Neighborhood Preserva on Program Enhancement

Code Enforcement

Nuisance Abatement Board

City A orney’s Office

FPL Transformer Screening Feasibility Study

Parks and Recrea on

Preliminary research and data has been collected by City staff and the engineering consultant on the impact of fats, oils and grease on the wastewater collec on system. A mee ng with the other u lity districts was held in Q2 to assess the impact of FOG on their wastewater collec on systems. We have determined the annual added costs to the u li es to deal with FOG to be about $55,000 for the City of Coral Springs Public U lity, approximately $5,000 for CSID. No addi onal costs have been segregated due to FOG for NSID and Royal U li es. A dra of the FOG Study has been reviewed and discussed with Eckler Engineering. There is insufficient data to warrant a Code change to mandate the inspec on and cleaning of grease traps. A mee ng with the other U lity Districts is planned to request careful tracking of expenses associated with FOG, and then revisit the need for an ordinance in one year. In the interim, City and Districts will focus on educa on.

During FY 2012 pressure cleaning was completed for the medians, sidewalks and gu ers on various roadways and at City facili es.

Landscape architects were hired in January and began designing the Royal Palm entranceway, Maplewood Estate linear park upgrade and landscaping for transformers on University Dr. & Cardinal Road.

Renova ons to 11 parks throughout the City were made. New landscaping was installed at 4 parks and at City Hall and other facili es. The contractor was hired for the new buildings at Mullins Park.

To date 12 proper es have been purchased. Two of the proper es purchased have completed the home repair por on; ten have transi oned to home repair and are under construc on. A public no ce was done on Sunday, September 23, 2012 to adver se for the 3 low-income spots remaining.

During Q1, the Code Division sent out over 800 le ers requiring landlords of 2 units or more to register their proper es with the City. This registra on program lets the City obtain a more current database of ownership and management of rental proper es. A total of 865 applica ons were received this fiscal year. Code will be stepping up enforcement on the registra ons program. A Landlord/ Tenant Workshop was held in April with Code Enforcement, Police and Community Development. About 100 landlords learned about the registra on program, fair housing and the nuisance abatement program.

The 7-member Nuisance Abatement Board was appointed at the October 4, 2011, Commission mee ng, and the group met once in December 2011 for organiza onal purposes. The board will implement the Nuisance Abatement ordinance that was approved by the Commission on July 5, 2011. The Board last met June 26, and will meet as needed to take ac on on nuisance proper es.

The landscape architect has been hired and has completed the conceptual design. As of Q3, the landscape plans have been completed and they were sent to FP&L for their approval. Staff has contacted their representa ve several mes, but s ll have not received an approval to move forward with the landscaping. If approved the next step will be to enter into an agreement with WCI to allow us to plant on their property around the transformers on University Dr. between Wiles Rd. and Sample Road. Landscaping cannot be within 3 . of the transformer on 3 sides and 8 . on the 4th side, which will prevent us from landscaping some sides of specific transformers.

In progress

Complete

In progress

Complete

Complete

Complete

Fiscal Year 2013 Business Plan

Fiscal Year 2012 Ini a ve Update (con nued)

Mullins Park Revitaliza on

Parks and Recrea on

Code Enforcement Process Improvement

Informa on Services

Playground Equipment Replacement Program

Parks and Recrea on

Inflow and Infiltra on Program Public Works

Foreclosures: Neighborhood Protec on (ongoing)

Code Enforcement

Sustainability Ini a ves (ongoing)

Community Development

City of Coral Springs, Florida

Demoli on of soccer and flag football buildings occurred in April; construc on is expected to begin early in FY 2013 and should take about 7 months. Playground lights, fencing, and ar ficial sod were installed, and sod renova ons were made on 3 fields. New landscaping near St. Andrews Towers and the pool was installed, as were shade covers and fences near tennis courts. The sand volleyball courts were renovated. Pathways in most of the park were renovated. The pathway plans for around the baseball and football field are completed, and construc on of them will begin once the framework is completed for the buildings. The landscape architect is finishing plans for new direc onal signs and field iden fica on signs.

Work on the signs will occur in FY 2013.

Completed the development of the app-order program to allow ci zens to report code viola ons via their Android or IOS phones (including iPads). The applica on enables reports to be electronically downloaded with photos of the viola on. Ci zens can download the app at no cost. The app-order program went live on the Internet with a formal presenta on at the May 1 Commission mee ng. A vendor for new code compliance so ware has been selected, but changes in management of the Code division will likely postpone the contract approval and implementa on process.

The Cypress Park playground was completed in Q2. Dede Gilmore and Sandy Ridge Sanctuary playgrounds have been removed, the new playground equipment has arrived and should be installed by the end of September. The ground material will be installed in early October and playgrounds should be opened by late October.

A contract was awarded November 15, 2011, by the City Commission to two contractors to perform inflow and infiltra on correc on.

The 2012 Inflow and Infiltra on correc on program has addressed leaks in manholes amoun ng to 194,040 gallons per day at a cost of $141,769. The City will realize its return on investment in 1.5 years based on current Broward County wastewater treatment charges.

There are two contractors performing the I&I correc ve work.

The pipe lining is 100% complete, and the manhole sealing is 55% finished. The contract termina on date is January 2013. An update on the return on investment will be forthcoming a er comple on of all the work.

The Foreclosure Registra on Program has been very successful in providing Code with data on property managers of vacant buildings, enabling us to correct code viola ons. Code has registered 793 proper es in FY 2012. Many of the foreclosed homes have been occupied in the last year but Code is expec ng more vacant homes to appear. Banks have been more ac ve in evic ng previous owners, leaving proper es vacant.

Submi ed a grant applica on for “Global Green’s Crea ng Sustainable Neighborhoods Technical Assistance Program” which was not awarded. Researched the logis cs and costs associated with bringing the Na onal League of Ci es Sustainability Steering Commi ee spring 2012 mee ng to Coral Springs. Hosted Broward County to present the Municipal Green Ini a ves Survey to the NEC during Q2. In Q3, the City received silver cer fica on with Florida Green Government. Began analyzing the silver cer fica on report and developing a strategy for achieving gold cer fica on.

In progress

In progress

Complete

In progress

Complete

Complete

65

Fiscal Year 2012 Ini a ve Update (con nued)

Tree Canopy Restora on (ongoing)

Community Development

CDBG Ac on Plan (ongoing)

Community Development

“Make a Call, Make a Difference” Campaign

Police

Provided the NEC with an updated analysis of the Street Tree Complete Subsidy program which will serve as a basis for reques ng a further extension of the program through 2012. Worked with the new City Arborist to develop a way of u lizing and expanding the GIS based tree inventory. Worked with Parks and Rec to iden fy addi onal plan ng op ons in parks and medians. The City is in conversa on with Broward County about the par cipa on in the County’s Urban Forestry Management Program. Worked with Code Enforcement and Marke ng to develop White Fly educa onal materials for homeowners to help them minimize the damage to their trees and landscaping. Coordinated the Sunshine Water Control District tree removal pilot project.

City was awarded $814,096 funds for FY 2012. The grant agreement Complete was executed in November 2011. Designs and plans for NW 110th Avenue Sidewalk Project and drainage project and Mullins Park Pathway project are in progress. Fire hydrants at Mullins Park and NW 25th Ct traffic calming projects were completed in Q3. NW 85th Ave project has completed construc on, working with general contractor to complete required Davis Bacon payroll cer fica ons.

In July the City met its CDBG meliness test, which was 1.47 (must be at or below 1.50). City Commission approved the City’s FY 2012/2013 Annual Ac on Plan, and the item was transmi ed to HUD for approval on August 15, 2012.

The “Make a Call, Make a Difference Campaign” was chosen the Complete “Outstanding Crime Preven on Program” for 2012 by the Florida Crime Preven on Associa on. Our en re department con nues to promote the program. Presenta ons have been made to self-defense classes, schools, and parent /teacher organiza ons. Flyers or e-mail a achments have been distributed to area businesses, convenience stores, gas sta ons, and all area schools. 20 Twenty Digital Adver sing adver sed the “Make a Call, Make a Difference” ad on 30 TV loca ons throughout the city. Public Safety Announcements are being shown at the local movie theatre. Signs have been placed at several entrances to the city, message boards displayed within the parks, gyms and mall, and posters have been placed in Publix supermarkets within the city. Several burglary arrests were the result of ci zens calling in suspicious ac vity.

Financial Health and Economic Development Ini a ve Internal Auditor

Business Development

Commercial Facade Program

66

Department(s) City Commission

Update as of Fourth Quarter Fiscal Year 2012 Status The firm of Morre, Stephens, Lovelace was selected as internal In auditor in December. The audit contract between the firm and the progress City Commission was finalized in Q2, and work began during Q3, with several reports issued during Q4.

City Manager’s Office, Created database using CoStar and foreclosure websites. Fewer In EDF commercial vacancies, but office vacancy rate is cri cal due to progress foreclosures on key proper es. EDF delivers quarterly economic development updates to Retail Coali on core group. Assis ng 15 businesses that are part of the Preferred Client Program.

In Community Revised the applica on package to tailor the emphasis of signs/ Development ligh ng in the Commercial Façade program. The flyer and applica on progress package were posted on the City’s website. Property owners in the target area received a le er and flyer about the program.

We received 14 applica ons, and recommended 5 projects to receive assistance. Three projects are underway: Colonial Building (9825 W. Sample), Coral Springs Diner (10410 W. Sample) and the Convenience Store (7800-7808 Wiles Rd.). The architects are working on schema c designs for these projects.

Fiscal Year 2013 Business Plan

Fiscal Year 2012 Ini a ve Update (con nued)

In Standards of Response Coverage: Began development work with progress target comple on of second dra on December 13, 2012. This includes a community risk analysis, me and on-scene performance expecta ons, distribu on of resources and other data analysis. It will form the cornerstone for all our other work on accredita on.

Self-assessment documenta on: This aspect of accredita on process will begin Q1 of FY 2013, with each division within the department comple ng an analysis of consistency between documented opera ng procedures, legal authoriza on, departmental goals and 253 separate performance indicators spread over ten different categories. Target for comple on of self-assessment is April 2013.

CS BizAssist (ongoing) City Manager’s Office, This is an ongoing ini a ve. New content is added each quarter to Complete Communica ons and the csbizassist.org website.

Marke ng, EDF Enhanced Code Enforcement Code Enforcement During FY 2012 there were 120 proper es sold with original fine Complete amounts of $9.2 million. These fines were reduced to $587,415.

Lien Reduc on (ongoing) Many of the proper es were foreclosures and the lien reduc ons allowed houses to be sold and occupied.

Business Tax Amnesty (ongoing) Code Enforcement The FY 2013 amnesty program runs from June 1 through December In 31, 2012. This program allows businesses that have never applied progress for a business license to register with the City for the current year without penal es.

Fire Department Accredita on Fire Process Phase I

Traffic, Mobility, and Connec vity Ini a ve Westview Turn Lane

Department(s) Public Works

Street Indexing Signs Phase II

Community Development Community Development

Northwest Broward Consor um for Planning Transporta on Improvements

Update as of Fourth Quarter Fiscal Year 2012 Status This project began early in Q1 and was completed in Q2. The turn Complete lane into North Community Park has improved traffic flow on Westview Dr. Permits have been issued for 13 indexing signs along Sample Road.

Complete All signs have been installed along Wiles Road for Phase II. Complete Planners from Coconut Creek, Margate, Coral Springs and the Metropolitan Planning Organiza on met twice during FY 2012.

University Dr. Alterna ves Analysis began this year. Broward County’s Transit Development Plan (TDP) 2013 update scope of services has been approved and we promoted Sample Road to be elevated to a Strategic Priority in this TDP update. Pompano Beach has been awarded a planning grant for the Educa on Corridor that will define a new transit service extending to downtown Coral Springs and linking to Broward College. A mee ng is being organized for the next NW planners mee ng to be hosted by Coral Springs.

Traffic Management (ongoing)

Community Development

26 streets were tested for the City’s traffic calming program (11 for evalua on of exis ng speed humps and 15 were new streets or follow-up from ci zen requests). Staff worked with Turtle Run CDD on proposed roadway improvements at Creekside Drive/NW 41st Drive, Creekside Drive/Turtle Creek Drive, and Turtle Run Boulevard.

Speed cushions on Shadow Wood Blvd. were repaired. Construc on of permanent speed humps was completed on NW 25 Ct. Two new sets of traffic counters have been ordered so that addi onal tes ng can be accomplished. TRCDD has begun construc on of the roundabout on Turtle Run Boulevard. Working with Renaissance Charter School to resolve traffic issues.

Complete

Downtown Pathways Phase II

Community Development

Staff members a ended FDOT Local Agency Program workshop on 11/9/11. Survey has been completed and design of the pathway is now started. Working with FDOT on op ons related to an easement on the Harbor Chase property.

In progress

City of Coral Springs, Florida

67

Fiscal Year 2012 Ini a ve Update (con nued)

Bike Path and Walkway Inventory and Master Plan

Public Works

Red Light and Security Cameras Police Implementa on (ongoing)

In Engineers have completed the design of a bike path/sidewalk for progress NW 38th Drive from NW 85th Avenue to University, ul mately providing connec vity to the downtown district. A public mee ng to present the project to the neighborhood took place in Q2. The City has contracted with an engineering consultant to document exis ng bike path lanes on state and county roadways and determine the feasibility of adding bike lanes to City roads within the paved right-of-way limits. Botek Thurlow Engineering’s (BTE) field reviews indicate that 12 of the 22 roadway links reviewed seem to have poten al to incorporate bicycle facili es (designated bike lanes and wide outside lanes). The study will determine whether onroad bicycle facili es can be accommodated on exis ng roadways through various strategies, typical sec ons for each segment, and likely bo leneck conflict points and alterna ves. The preliminary recommenda ons for providing designated bike lanes and wide curb lanes were presented to the Traffic Management Team at their August mee ng. During Q4, staff and the consultant met with Broward County MPO for addi onal recommenda ons; presented proposed study network; discussed methodology and strategies for incorpora ng bicycle facili es; reviewed Long Range Transporta on Plan (LRTP); examined poten al to incorporate bike facili es within the city by others (example – Wiles Road from Rock Island to 441 by the County); examined poten al to connect (via this study) to exis ng/future bicycle facili es. Next phase of the study includes ranking the top ten road sec ons in the inventory and assigning costs for the bike lane projects. Report should be in final dra by end of calendar year 2012.

Complete Seven cameras are ac ve at 5 intersec ons, most of them along University Drive. In the months since the cameras have been ac ve, accidents at those intersec ons have dropped. Viola ons and fine revenues have declined each quarter since the cameras were installed, indica ng a change in driver behavior which makes our roadways safer for all our ci zens. On September 7, 2012, members of the police department and the City Manager’s office met with ACS to discuss the decline in viola ons. ACS representa ve Abby Jenkins is exploring other intersec ons, be er technology for capturing viola ons and tes ng current equipment for accuracy. ACS is scheduled to provide their findings on October 23.

Youth Development and Family Values Ini a ve Sports Events and Venues Promo on

Department(s) City Manager’s Office, Communica ons and Marke ng

Holiday Fun Run

Sportsplex

Mentoring Leadership Program Police

68

Update as of Fourth Quarter Fiscal Year 2012 Status This ini a ve will dovetail with the City’s branding/marke ng In progress ini a ve and will take shape as the branding recommenda ons are developed. C&M staff has held several mee ngs to discuss the development of a Coral Springs Sports Events and Venues Promo on website. The website design is complete and the content is being reviewed by facility managers.

The Holiday Family Fun Run was held prior to the 2011 City Holiday Complete Parade. The run, which went up and back on Sample Road drew approximately 100 runners of all ages. The event was considered a success and planning is underway for the Second Annual Family Fun Run prior to the 2012 Holiday Parade.

Students that were involved in the summer Leadership Mentoring In progress Program of July 2011 were invited to par cipate in addi onal volunteer programs during Q1 (holiday card project for the soldiers and Holiday Parade). In Q2 33 students took part in Teen Success Day on March 29, 2012. 25 teens took part in summer 2012 ac vi es.

Fiscal Year 2013 Business Plan

Fiscal Year 2012 Ini a ve Update (con nued)

Teen Poli cal Forum (ongoing)

Human Resources

This event was held on April 2 at the Coral Springs Center for the Arts. Approximately 350 high school students a ended the program.

There were 9 panelists represen ng local, county and state levels of government Staff worked with the seniors to hold another Windows to My World Program in Q3. Staff has also applied for a grant, which, if received, will help fund intergenera onal programs. A new photography class was held in July. The Senior Advisory Commi ee asked for a be er way of communica ng with the Seniors since many don’t have computers. As a result a new Senior newspaper has been created with the assistance of Communica ons and Marke ng. This newspaper will be distributed quarterly to the seniors by mail and from key loca ons in the City.

During the first quarter staff worked to get new members for the club by distribu ng fliers to all high schools and issuing press releases. These efforts produced two new members of the club. Club members par cipated in the Holiday Parade. The annual Car Show was held at Sportsplex on February 4. There was a good turnout, but the weather kept some cars from entering. The food trucks were a success. The event raised approximately $2,000 for the Car Club .

The City will be housing the Blazer at the Westside maintenance yard as soon as the club purchases a car cover Our contract is s ll ac ve with Workforce One un l May 2012.

We contacted the organiza on in January 2012 to reac vate our partnership. The agreement was approved at the July 17, 2012 City Commission Mee ng. The new agreement is valid un l June 14, 2014.

Teen Cookoff was held on February 4, 2012, with 3 teams compe ng.

It was held as part of the Teen Car Show. This year’s contest was a barbeque. The winning team was Coral Glades High School.

Complete

Department(s) Update as of Fourth Quarter Fiscal Year 2012 Human Resources, City This event was held on April 26 and April 27 at the Coral Springs Manager’s Office Library. There were about 100 par cipants from the community, in addi on to about 25 members of staff and City Commission who acted as observers/advisors.

City Manager’s The Commission resolu on to change the name of 29th Avenue to Office, Community Ben Geiger Drive was approved December 6, 2011. Broward County Development agreed to fabricate and install the new signs. Ben Geiger Drive will be the primary name and NW 29 Street will be the secondary name. A formal dedica on ceremony was held April 2, 2012.

Human Resources Staff con nues to maintain close contact with the Family Success Center to exchange informa on and provide mutual assistance. As of Q2, communica on with the center has become more difficult.

We are sensing some resistance on their part to ge ng involved in community events.

Human Resources This event was held on Saturday, May 19, 2012, at the Coral Springs Marrio and a ended by nearly 220 people. A female comedian, Marion Grodin, and a group of Hai an dancers, called The Bu erfly Dancers, provided entertainment.

Human Resources The Mul -Cultural Commi ee had a very successful event on September 29th. Approximately 420 people a ended. Ticket sales had to be halted as the crowd was becoming overwhelming. A wai ng list was started. The two countries highlighted this year were Jamaica and Trinidad/Tobago, as both were celebra ng their 50th Anniversaries of Independence.

Status Complete

Senior Empowerment Program Parks and Recrea on (ongoing)

Car Club (ongoing)

Parks and Recrea on

WorkForce One Partnership (ongoing)

Human Resources

Teen Cookoff (ongoing)

Parks and Recrea on

Complete

Complete

Complete

Complete

Strength in Diversity Ini a ve Visioning Summit Update

Rename 29th Street “Ben Geiger Drive”

Family Success Center (ongoing)

CommuniTea (ongoing)

Interna onal Dinner Dance (ongoing)

City of Coral Springs, Florida

Complete

Complete

Complete

Complete

69

Fiscal Year 2012 Ini a ve Update (con nued)

Partnership Between Mul Human Resources Cultural Advisory Commi ee and One Planet United (ongoing) Weekend of Peace Celebra on Human Resources (ongoing)

WorldFest (ongoing)

Human Resources

Mar n Luther King Program Enhancements (ongoing)

Human Resources

The two groups con nue to work closely to host monthly Peace Walks and other events throughout the year. This rela onship con nues to thrive.

Complete

This event was held in September. Members of the Mul -Cultural Complete Commi ee and One Planet United have started discussions on a new program called Peace in Music which will most likely be held in October/November this year.

This event took place Sunday, April 15. About 5,000 people a ended Complete the event, which provided an array of entertainment, cuisins, and culture salu ng the diverse popula on of Coral Springs and surrounding areas. Commi ee volunteers conducted a cooking demonstra on, and Kid’s World and Teen World offered games and ac vi es of interest to all ages.

Complete The 22nd Annual MLK weekend celebra on began Friday, January 13 with a Business Luncheon and Community Celebra on and ended on Monday, January 16 with a Diversity/Leadership Day for middle school and high school students. Our keynote speaker for the event was Willie Gary, a trial a orney and humanitarian from Stuart, Florida. We have started working on securing a speaker for the January 2013 event. Scholarship interviews were held in April to award MLK Scholarship funds to high school seniors.

Excellence in Educa on Ini a ve Department(s) Cambridge Advanced Program City Manager’s Office, at Coral Springs Charter School Coral Springs Charter School

Status Complete

Charter School Organiza onal Excellence (ongoing)

Complete

Student Database Outreach Project (ongoing)

Broward College Campus in Coral Springs

70

Update as of Fourth Quarter Fiscal Year 2012 The program is in its first year at the school, focusing on language arts and science for grades 7 through 9. 383 students are enrolled in the program for the 2012-13 school year. All of our middle school CAPS instructors and several of our high school instructors a ended several professional growth seminars aimed at increased understanding of integra ng the Cambridge program with our State Curriculum Standards. We had seven different parent evening mee ngs centered around our CAPS program. Our CAPS students are very enthusias c about the program, with 99% of all students desiring to stay in the program throughout their high school career. Students are excited about the opportunity to earn college credit while in school and the possibility of achieving the dis nguished Cambridge Diploma in addi on to the high school diploma. Beginning with the 2012-13 school term we plan to add at least 8 subjects to the high school CAPS op ons. We will be adding addi onal courses for subsequent years.

Human Resources City staff con nue to provide support to the Charter School regarding quality, strategic planning, performance measurement, and any other areas as needed. Coral Springs Charter School received an “A” for the eighth consecu ve year. The school grade accounts for students’ performance in several subjects as well as gradua on rate, college readiness, and accelera on among high school students.

Communica ons and The website is complete and marke ng of this ini a ve con nues Marke ng with emphasis on encouraging businesses to use the site to recruit poten al employees. During FY 2012, the par cipants totaled 512 job seekers and 18 businesses.

City Manager’s Office, Broward College has leased a parcel at the northwest corner of EDF, CRA Sample and University. Tenant improvements needed to retrofit at least 11 classrooms and administra ve offices have begun. City staff is working with the college on a marke ng plan. The college is currently registering students for the class term beginning October 2012.

In progress

In Progress

Fiscal Year 2013 Business Plan

Fiscal Year 2013 Ini a ve Summary

Customer-Involved Government City Hall Ligh ng and Entrance Modifica ons Enterprise Resource Program Informa on Technology Infrastructure Moderniza on Building Division Customer Service Enhancements City Charter Review Amphitheater Study Street Ligh ng Improvements (ongoing) Code Enforcement Rangers (ongoing) Web-Based Crime Repor ng (ongoing)

Public Works Informa on Services Informa on Services Building City A orney’s Office Community Development Public Works Code Enforcement Police

Neighborhood and Environmental Sustainability Burglary Enforcement and Reduc on (BEAR) Unit Public Safety Technology Upgrades Public Safety Communica on System and Equipment Improvement Study Enhanced Neighborhood Preserva on Program

Police Police Police Code Enforcement

Resurface Master Parking Lots Code Compliance Microgrants Pilot Program 50th Anniversary Artwork Royal Palm Entryway Construc on Mullins Park Revitaliza on Phase II Median Master Plan Phase I Community Wildlife Habitat Designa on Park Facili es Maintenance Crew CDBG Ac on Plan (ongoing) Water Saving Devices (ongoing) Inflow and Infiltra on Program (ongoing)

Public Works City Manager’s Office, City A orney’s Office Community Development Public Works, Community Development Parks and Recrea on Parks and Recrea on Community Development Parks and Recrea on Community Development Public Works Public Works U li es

Community Pride Phase IV (ongoing)

Parks and Recrea on

Neighborhood Stabiliza on Program (NSP3) (ongoing)

Community Development

Code Enforcement Process Improvement (ongoing)

Code Enforcement

Tree Canopy Restora on (ongoing)

Community Development

Financial Health and Economic Development Economic Development Enhancements Corporate Promo onal Video City Branding Phase II (Implementa on) Marke ng Fire Academy Services EMS Equipement: Time = Life Water Rate Study

City Manager’s Office Communica ons and Marke ng Communica ons and Markeing Fire, Communica ons and Marke ng Fire Public Works U li es

Internal Auditor (ongoing) Commercial Facade Program (ongoing)

City Commission Community Development

City of Coral Springs, Florida

71

Fiscal Year 2013 Ini a ve Summary (con nued)

Traffic, Mobility, and Connec vity New Sidewalks at 38th Drive and 85th Avenue Right Turn Lane at Shadow Wood Boulevard at Riverside Drive Roadway Resurfacing and Alley Improvements Coral Hills Drive Sidewalk Design Northwest Broward Consor um for Planning Transporta on Improvements (ongoing) Downtown Pathways Phase II (ongoing) Traffic Management (ongoing) Red Light and Security Cameras Implementa on (ongoing)

Public Works Public Works Public Works Public Works Community Development Community Development Community Development Police

Youth Development and Family Values 50th Anniversary Celebra on Half Marathon and 5K Run Playground Equipment Replacement Program (ongoing) Car Club (ongoing) Teen Poli cal Forum (ongoing)

Community Development Sportsplex Parks and Recrea on Parks and Recrea on Human Resources

Senior Empowerment Program (ongoing) Teen Cookoff (ongoing)

Parks and Recrea on Parks and Recrea on

Strength in Diversity Downtown Coral Springs Ar san Food and Green Market BizArt Annual Event Mullins Park Water Tank Mural Interna onal Dinner Dance (ongoing) Family Success Center (ongoing)

Sportsplex Community Development Coral Springs Museum of Art, Community Development Human Resources Human Resources

Partnership Between Mul -Cultural Advisory Commi ee and One Planet United (ongoing) Weekend of Peace Celebra on (ongoing)

Human Resources Human Resources

WorldFest (ongoing) CommuniTea (ongoing) Mar n Luther King Program (ongoing)

Human Resources Human Resources Human Resources

Excellence in Educa on Cambridge Advanced Program at Coral Springs Charter School (ongoing) Coral Springs Outreach Database (ongoing) Charter School Organiza onal Excellence (ongoing) Broward College Campus in Coral Springs (ongoing)

72

City Manager’s Office, Coral Springs Charter School Communica ons and Marke ng City Manager’s Office City Manager’s Office

Fiscal Year 2013 Business Plan

Appendices StaďŹ&#x192;ng Changes ...........................................................................................................................74 General Fund Summary................................................................................................................75 Fire Fund Summary ......................................................................................................................78 Water and Sewer Fund Summary.................................................................................................79 Health Fund Summary..................................................................................................................80 General Insurance Fund Summary ...............................................................................................81 Coral Springs Charter School Fund Summary ...............................................................................82 Public Art Fund Summary.............................................................................................................82 Equipment Services Fund Summary .............................................................................................83 Pension Fund Summary................................................................................................................84 Debt Service Fund Summary ........................................................................................................84 Major Capital Projects by Department .........................................................................................85 Major Capital Projects by Loca on...............................................................................................86

City of Coral Springs, Florida

73

Staffing Changes Full- me posi ons added in Fiscal Year 2013 General Fund: Addi ons: Law Enforcement Officer Parks Technician Parks Maintenance Worker Code Enforcement Sub-Total

3 3 1 2 9

Fire Fund: Addi ons: Firefighter/Paramedic Senior Office Assistant Training Center Sub-Total

3 1 4

Net New Posi ons

13

Net full- me posi on changes per fiscal year 50

44

40

Excludes Fire Staff for City of Parkland, Florida

40 29 30 20 10

12

14

17

15

16

13

13 8 5

7 4

0 Ͳ2 Ͳ10 Ͳ13

Ͳ11

Ͳ8

Ͳ20

Note: Chart shows in Fiscal Year 2013, a net change of thirteen additional full-time positions. Four were added to Parks and Recreation, three to Police Patrol, and two to Code Enforcement in the General Fund. Four positions were also added to the Fire Fund. From Fiscal Years 2008 through 2011, 34 full-time positions were deleted primarily due to the elimination of vacant positions, with some positions eliminated through attrition and in response to tax reform and the economic recession. In Fiscal Year 2007, 11 public safety positions were added. In Fiscal Year 2003, public safety employees were added as a result of September 11th national tragedy. Paid firefighters were added in Fiscal Year 2001, and EMS startup began in Fiscal Year 1996.

74

Fiscal Year 2013 Business Plan

General Fund Summary FY 2010 Actual Revenues General Operating Ad Valorem Taxes Solid Waste Assessment

FY 2011 Actual

FY 2012 Adopted Budget

FY 2012 Estimated Actual

FY 2013 Adopted Budget

$31,378,077 $31,512,835 $30,899,061 $31,133,669 $32,428,839 983,711 994,502 1,438,000 1,432,712 1,864,900

$ % Change From Change From FY12 Budget FY12 Budget

$1,529,778 426,900

4.95% 29.69%

Franchise Fees: Electricity Solid Waste Solid Waste (RFP Reimbursement) Towing/Other Subtotal Ͳ Franchise Fees

7,165,627 1,483,569 0 89,412 8,738,608

7,050,212 1,491,104 0 92,566 8,633,882

7,297,500 1,673,000 0 100,535 9,071,035

6,738,441 1,726,826 0 90,026 8,555,293

7,080,475 1,929,730 500,000 104,054 9,614,259

(217,025) 256,730 500,000 3,519 543,224

Ͳ2.97% 15.35% n/a 3.50% 5.99%

Utility Service Taxes: Electricity Water Propane/Natural Gas Subtotal Ͳ Utility Taxes

7,690,082 1,639,697 144,841 9,474,620

7,589,037 1,794,541 167,833 9,551,411

7,639,800 1,841,627 167,749 9,649,176

7,731,838 1,819,102 175,792 9,726,732

8,050,000 1,878,459 173,620 10,102,079

410,200 36,832 5,871 452,903

5.37% 2.00% 3.50% 4.69%

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

6,119,035 69,769 3,007,201 46,632 6,519,259 163,194 15,925,090

5,673,513 76,750 3,158,028 53,662 6,713,258 43,658 15,718,869

5,800,000 38,760 3,353,900 117,682 7,102,540 43,031 16,455,913

5,439,445 78,203 3,249,073 107,219 6,684,505 52,091 15,610,536

5,700,000 60,000 3,471,595 125,346 7,230,104 44,322 16,631,367

(100,000) 21,240 117,695 7,664 127,564 1,291 175,454

Ͳ1.72% 54.80% 3.51% 6.51% 1.80% 3.00% 1.07%

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

0 124,853 1,298,132 940,025 269,672 301,291 354,205 3,288,178 19,213,268

40,000 124,913 1,293,370 936,579 294,424 300,692 0 2,989,978 18,708,847

40,000 125,199 1,331,612 964,270 350,000 313,500 0 3,124,581 19,580,494

40,000 125,270 1,207,219 873,300 332,446 333,843 0 2,912,078 18,522,614

40,000 124,954 1,331,612 964,271 220,124 336,400 0 3,017,361 19,648,728

0 (245) 0 1 (129,876) 22,900 0 (107,220) 68,234

0.00% Ͳ0.20% 0.00% 0.00% Ͳ37.11% 7.30% n/a Ͳ3.43% 0.35%

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

2,348,776 0 1,183 12,476 2,362,435

2,118,582 243,547 0 0 2,362,129

2,610,000 243,346 53,000 7,500 2,913,846

2,017,050 113,358 0 0 2,130,408

2,300,000 145,779 53,530 7,500 2,506,809

(310,000) (97,567) 530 0 (407,037)

Ͳ11.88% Ͳ40.09% 1.00% 0.00% Ͳ13.97%

Business Tax Subtotal Permits and Business Tax

1,175,110 3,537,545

1,151,648 3,513,777

1,230,120 4,143,966

1,160,986 3,291,394

1,154,722 3,661,531

(75,398) (482,435)

Ͳ6.13% Ͳ11.64%

103,630 270,389 38,374 82,807

109,658 312,452 37,266 114,312

89,268 265,765 40,013 84,487

104,890 291,840 39,211 96,488

110,000 273,735 41,211 87,019

20,732 7,970 1,198 2,532

23.22% 3.00% 2.99% 3.00%

Charges For Services: Parks and Recreation Parks Cypress Park Mullins Park North Community Park (Park 31/35) Neighborhood Parks

City of Coral Springs, Florida

75

General Fund Summary (continued) FY 2010 Actual Recreation Activity Center Recreation Services Summer Recreation Transportation Gymnasium Aquatics Cypress Pool Mullins Pool Aquatics Complex Sportsplex Tennis Tennis Center Cypress Tennis Subtotal Parks and Recreation

FY 2011 Actual

FY 2012 Adopted Budget

FY 2012 Estimated Actual

FY 2013 Adopted Budget

$ % Change From Change From FY12 Budget FY12 Budget (1,211) 593 (30,415) 4,342 (6,964)

Ͳ2.03% 2.99% Ͳ4.66% 9.70% Ͳ1.69%

147,640 69,091 1,471,586 288,359

8,640 4,341 71,586 3,649

6.22% 6.70% 5.11% 1.28%

329,432 120,917 4,149,745

398,840 148,180 4,191,125

14,000 (3,820) 97,173

3.64% Ͳ2.51% 2.37%

1,802,824 1,432,545 3,235,369

1,802,824 1,432,545 3,235,369

1,921,487 1,504,172 3,425,659

118,663 71,627 190,290

6.58% 5.00% 5.88%

555,310 584,165 1,046,634 1,980,848 47,071 4,214,028 11,352,145

676,469 626,954 1,062,494 1,900,000 79,568 4,345,485 11,674,806

758,848 586,751 1,136,280 2,578,547 102,646 5,164,823 12,549,937

637,993 628,515 1,192,838 2,500,000 81,955 5,041,301 12,658,085

(38,476) 1,561 130,344 600,000 2,387 695,816 983,279

Ͳ5.69% 0.25% 12.27% 31.58% 3.00% 16.01% 8.42%

684,565 120,480 0 710,137 105,130 1,620,312

619,178 100,309 0 657,846 113,677 1,491,010

700,000 129,340 50,000 675,000 308,885 1,863,225

514,754 71,392 3,175 654,696 294,775 1,538,792

650,000 118,500 50,000 702,000 459,440 1,979,940

(50,000) (10,840) 0 27,000 150,555 116,715

Ͳ7.14% Ͳ8.38% 0.00% 4.00% 48.74% 6.26%

480,561 1,055,509 0 369,595 1,420,000

306,074 1,538,664 0 0 1,420,000

650,000 1,450,000 0 122,436 1,420,000

265,554 1,204,766 0 0 1,420,000

575,000 1,472,500 100,000 119,960 1,420,000

(75,000) 22,500 100,000 (2,476) 0

Ͳ11.54% 1.55% n/a Ͳ2.02% 0.00%

Other Income: Auction Hurricane Adjustment Conference Center Other Miscellaneous Subtotal

7,906 20,984 0 618,004 646,894

9,927 0 0 59,444 69,371

17,575 0 150,000 181,578 349,153

5,086 0 124,645 139,125 268,856

17,926 0 150,000 233,242 401,168

351 0 0 51,664 52,015

2.00% n/a 0.00% 28.45% 14.90%

Total General Operating

89,098,049

89,092,518

92,311,352

89,910,319

96,046,989

4,536,980

4.91%

310,523 0

0 97,798 1,000,000 0 2,550,000 3,647,798

0 111,959 500,000 1,500,000 3,550,000 5,661,959

0 0 500,000 0 2,822,013 3,322,013

0 117,293 0 900,000 1,750,000 2,767,293

0 5,334 (500,000) (600,000) (1,800,000) (2,894,666)

50,772 17,555 626,858 42,074 407,044

35,928 18,966 611,434 45,567 394,906

59,718 19,817 652,863 44,757 411,964

45,736 21,489 612,155 52,087 414,760

58,507 20,410 622,448 49,099 405,000

152,844 75,185 1,444,917 264,462

158,997 68,873 1,456,014 248,231

139,000 64,750 1,400,000 284,710

153,307 66,662 1,506,121 294,650

367,631 137,211 4,081,753

357,346 146,600 4,116,550

384,840 152,000 4,093,952

Charges for Service Ͳ Other Funds: Water & Sewer Fund Fire Fund Subtotal Ͳ Chg/Svc Ͳ Other Funds

1,578,298 755,693 2,333,991

1,649,617 1,371,950 3,021,567

Charges for Service Ͳ Other: General Government City Hall in the Mall Public Safety EMS Transport Fees EMS Interfacility Transportation Subtotal Ͳ Chg/Svc Ͳ Other Subtotal Ͳ Charges For Services

97,907 644,305 948,982 1,967,232 105,179 3,763,605 10,179,349

Fines and Forfeitures Court Fines Other Police Fines Red Light Cameras Code Enforcement Citations & Liens Other Miscellaneous Subtotal Interest Rents & Royalties 50th Anniversary CRA Contribution Charter School Lease

Other Transfer from Fire Fund (Parkland Indirect cost) Transfer from CDBG Fund Transfer from Library Fund ForfeitureͲSRO's Appropriated Fund Balance Total Other Grand Total Ͳ Revenues

76

0 1,645,459 1,955,982

$91,054,031 $92,740,316 $97,973,311 $93,232,332 $98,814,282

$840,971

n/a 4.76% Ͳ100.00% Ͳ40.00% Ͳ50.70% Ͳ51.12% 0.86%

Fiscal Year 2013 Business Plan

General Fund Summary (continued) FY 2010 Actual

FY 2011 Actual

FY 2012 Adopted Budget

FY 2012 Estimated Actual

FY 2013 Adopted Budget

$291,513 2,615,304 1,328,275 2,517,893 2,590,506 941,866 467,366 1,094,437 43,535,519 1,595,348 8,142,187 2,472,266 3,874,439 8,020,401 2,435,304 1,571,354 83,493,977

$255,208 2,846,202 1,340,856 2,412,679 2,533,073 781,555 443,837 1,115,883 45,223,489 1,614,964 8,111,165 2,511,262 4,002,779 8,424,523 2,424,544 1,594,429 85,636,448

$298,557 2,798,851 1,331,306 2,648,151 2,670,743 845,120 462,169 1,361,025 46,823,819 1,783,438 8,732,233 2,587,960 4,139,665 9,403,387 2,382,255 1,668,046 89,936,725

$277,535 2,686,193 1,326,880 2,547,849 2,687,018 826,566 434,100 1,096,995 43,833,358 1,731,908 8,939,341 2,478,614 4,012,555 9,074,064 2,389,616 1,594,475 85,937,067

$323,618 2,935,995 1,362,884 2,528,838 2,995,514 839,014 564,048 1,456,254 44,411,871 1,805,460 8,875,165 2,550,192 4,234,257 9,860,570 2,373,105 1,662,820 88,779,605

NonͲDepartmental C.I.P. C.I.P. Conference Center Equipment NonͲDepartmental Operating Contingency Economic Development Incentive Market Adjustment Other PostͲEmployment Benefits (OPEB) CRA Special Assessment Tuition Reimbursement Insurance Allocation (LTDͲHealthͲLIͲWC) Inventory Over/Shortage Charter School (Lease Expense) Center for the Arts Attrition Offset Internal Auditor PD Comm Sys & Eqt Improvement Study 50th Anniversary Microsoft Office License SQL Database License Property/Casualty Fire Fund Govt. Assessment Subtotal Ͳ NonͲDepartmental

0 0 677,349 0 4,494 124,895 450,000 221,636 0 387,092 (31,814) 553,810 0 0 0 0 0 0 0 954,718 134,172 3,476,352

0 0 767,733 0 17,774 21,938 0 203,248 0 (13,486) 499,419 0 0 0 0 0 0 0 972,457 141,132 2,610,215

50,000 50,000 793,143 421,050 400,000 75,000 830,000 160,000 81,414 0 0 566,610 445,000 (250,000) 100,000 0 25,000 0 0 887,823 156,715 4,791,755

25,878 50,000 727,531 0 0 135,735 830,000 159,115 46,419 0 10,717 472,111 440,016 0 100,029 0 8,342 0 0 887,823 156,715 4,050,433

Interfund Transfers: Fire Fund Nonprofit Subsidy Churches/Schools Center for the Performing Arts Fund Subtotal Ͳ Interfund Transfers

841,157 395,000 1,236,157

859,337 395,000 1,254,337

897,755 0 897,755

1,629,946 1,577,338 0 3,207,284

1,628,346 1,574,713 0 3,203,059

Total Debt Service

3,207,284

Total NonͲDepartmental

7,919,793

Expenditures: Departmental City Commission City Manager (MBO, C&M, Clerk) Human Resources Financial Services Information Services City Attorney Development Services/Engineering Community Development Police Code Enforcement Emergency Medical Services Building Public Works Parks & Recreation Aquatics Sportsplex & Tennis Total Departmental

$ % Change From Change From FY12 Budget FY12 Budget

$25,061 137,144 31,578 (119,313) 324,771 (6,106) 101,879 95,229 (2,411,948) 22,022 142,932 (37,768) 94,592 457,183 (9,150) (5,226) (1,157,120)

8.39% 4.90% 2.37% Ͳ4.51% 12.16% Ͳ0.72% 22.04% 7.00% Ͳ5.15% 1.23% 1.64% Ͳ1.46% 2.29% 4.86% Ͳ0.38% Ͳ0.31% Ͳ1.29%

803,925 0 659,981 427,265 250,000 222,000 0 137,413 90,707 0 0 566,942 445,000 (150,000) 100,000 45,000 150,000 270,000 360,000 939,990 159,915 5,478,138

753,925 (50,000) (133,162) 6,215 (150,000) 147,000 (830,000) (22,587) 9,293 0 0 332 0 100,000 0 45,000 125,000 270,000 360,000 52,167 3,200 686,383

1507.85% Ͳ100.00% Ͳ16.79% 1.48% Ͳ37.50% 196.00% Ͳ100.00% Ͳ14.12% 11.41% n/a n/a 0.06% 0.00% Ͳ40.00% 0.00% n/a 500.00% n/a n/a 5.88% 2.04% 14.32%

897,755 0 897,755

959,675 0 959,675

61,920 0 61,920

6.90% n/a 6.90%

375,696 1,565,863 405,517 2,347,076

375,696 1,565,863 405,517 2,347,076

1,625,384 1,565,963 405,517 3,596,864

1,249,688 100 0 1,249,788

332.63% 0.01% 0.00% 53.25%

3,203,059

2,347,076

2,347,076

3,596,864

1,249,788

53.25%

7,067,611

8,036,586

7,295,264

10,034,677

1,998,091

24.86%

$91,413,770 $92,704,059 $97,973,311 $93,232,331 $98,814,282

$840,971

0.86%

Debt Service: Revenue Bond Rev Bonds Ͳ '04 (Refunding) Rev Bonds Ͳ '08 Recovery Zone Bond 2010ͲSample & University Subtotal Ͳ Revenue Bond

Grand Total Ͳ Expenditures Revenues in Excess of Expenditures Positions

City of Coral Springs, Florida

($359,739) 629.66

$36,257 627.91

$0 631.91

$0 631.91

$0 640.41

$0 8.50

n/a 1.35%

77

Fire Fund Summary Revenues: Non Ad Valorem Special Assessment Fees NonͲAd Valorem Special Assessment Fee Government Assessment Nonprofit Subsidy (Churches & Schools) SubͲTotal Non Ad Valorem Special Assesment Fee Partial Year Assessment Intergovernmental Base Contract (Parkland) Base Contract (Broward County) SubͲTotal Intergovernmental Charges for Services: Fire Inspection Services Fire ReͲInspection Fees Training Tuition Fees Training Miscellaneous Fees State Education Incentive Fund Special Overtime Off Duty Fire Rescue Service Plan Review Fees SubͲTotal Charges for Services Fines and Forfeitures: Fire Inspection Fines False Alarm Recovery SubͲTotal Fines and Forfeitures Other: Interest Income Miscellaneous Revenue Doubtful Accounts Safer Grant Unappropriated Fund Balance SubͲTotal Other Grand Total Ͳ Revenues Expenditures: Departmental Administration Communication Service Suppression Training Inspection Total Departmental NonͲDepartmental C.I.P. Rate Consultant Contingency Assessment Collection Costs Indirect Costs Economic Conditions Computer Replacement Program SubͲTotal Ͳ NonͲDepartmental Interfund Transfers: Capital (Budget Amendment) Property Casualty Transfer SubͲTotal Ͳ Interfund Transfers Bond Debt Service: Revenue BondͲ'04 (Refunding) Revenue BondͲ'08 SubͲTotal Ͳ Debt Service Total NonͲDepartmental Grand Total Ͳ Expenditures Revenues in Excess of Expenditures Positions

78

FY 2010 Actual

FY 2011 Actual

FY 2012 Adopted Budget

FY 2012 Estimated Actual

FY 2013 Adopted Budget

$ % Change From Change From FY12 Budget FY12 Budget

$7,472,520 134,172 841,157 8,447,849 8,241

$7,806,592 141,132 859,337 8,807,061 5,746

$8,067,436 156,715 897,755 9,121,906 25,938

$8,265,442 156,715 897,755 9,319,912 13,034

$8,609,314 159,915 959,675 9,728,904 25,938

$541,878 3,200 61,920 606,998 0

6.72% 2.04% 6.90% 6.65% 0.00%

4,002,500 12,124 4,014,624

4,915,476 12,124 4,927,600

5,123,352 12,866 5,136,218

5,123,352 12,124 5,135,476

5,311,217 13,252 5,324,469

187,865 386 188,251

3.67% 3.00% 3.67%

735,041 29,597 962,596 126,516 46,467 38,020 24,814 106,546 2,069,597

739,928 23,784 819,937 110,185 46,600 0 34,323 124,438 1,899,195

810,000 30,000 971,463 157,225 47,000 0 40,203 100,000 2,155,891

814,070 40,859 748,414 92,187 50,510 0 26,444 126,389 1,898,873

818,100 30,600 826,000 150,230 47,940 0 40,203 110,000 2,023,073

8,100 600 (145,463) (6,995) 940 0 0 10,000 (132,818)

1.00% 2.00% Ͳ14.97% Ͳ4.45% 2.00% n/a 0.00% 10.00% Ͳ6.16%

37,083 3,100 40,183

33,138 1,000 34,138

50,000 3,000 53,000

68,395 2,150 70,545

50,000 3,000 53,000

0 0 0

0.00% 0.00% 0.00%

73,746 5,233 (742) 0 500,000 578,237 $15,158,731

43,936 533 350 0 0 44,819 $15,718,559

65,000 12,000 0 0 0 77,000 $16,569,953

61,686 975 (15,041) 0 0 47,620 $16,485,460

65,000 12,000 0 95,500 0 172,500 $17,327,884

0 0 0

0.00% 0.00% n/a

0 95,500 $757,931

n/a 124.03% 4.57%

$393,643 103,131 10,688,820 1,083,618 939,040 13,208,252

$407,371 113,086 10,319,319 1,051,909 1,035,197 12,926,882

$569,027 121,398 11,256,620 1,133,259 1,155,572 14,235,876

$538,977 120,233 11,216,600 1,018,693 1,153,375 14,047,878

$565,704 122,652 11,794,044 1,141,198 1,180,131 14,803,729

($3,323) 1,254 537,424 7,939 24,559 567,853

Ͳ0.58% 1.03% 4.77% 0.70% 2.13% 3.99%

43,725 0 0 19,607 755,693 13,477 4,826 837,328

294,378 19,999 0 19,614 1,371,950 0 65,505 1,771,446

252,079 0 114,371 22,932 1,432,545 108,718 16,344 1,946,989

229,407 0 16,857 19,607 1,432,545 84,769 10,315 1,793,500

389,800 0 100,000 22,932 1,504,172 100,000 11,100 2,128,004

137,721 0 (14,371) 0 71,627 (8,718) (5,244) 181,015

54.63% n/a Ͳ12.57% 0.00% 5.00% Ͳ8.02% Ͳ32.09% 9.30%

700,000 165,806 865,806

130,082 168,931 299,013

0 154,228 154,228

0 154,228 154,228

0 163,291 163,291

0 9,063 9,063

n/a 5.88% 5.88%

132,860 100,000 232,860 1,935,994

132,860 100,000 232,860 2,303,319

132,860 100,000 232,860 2,334,077

132,860 100,000 232,860 2,180,588

132,860 100,000 232,860 2,524,155

0 0 0 190,078

0.00% 0.00% 0.00% 8.14%

$15,144,246

$15,230,201

$16,569,953

$16,228,466

$17,327,884

$757,931

4.57%

$14,485 103.84

$488,358 103.84

$0 103.84

$256,995 103.84

$0 107.84

$0 4.0

n/a 3.85%

Fiscal Year 2013 Business Plan

Water and Sewer Fund Summary FY 2010 Actual

FY 2011 Actual

FY 2012 Adopted Budget

FY 2012 Estimated Actual

FY 2013 Adopted Budget

Revenues Operating Revenues Water Wastewater Private Fire Line Fee Meter Sales Doubtful Accounts/WriteͲOffs Backflow Recertification Adm. Fee Miscellaneous Income Charges for Service

$7,705,877 8,987,838 22,026 10,615 (19,513) 0 0 89,727

$8,167,917 10,226,080 18,508 8,699 (23,915) 0 4,120 112,007

$8,188,500 10,300,000 22,200 12,000 0 0 9,000 193,512

$8,158,708 10,350,718 20,282 14,736 (56,176) 19,550 16,389 184,224

$8,490,805 10,701,700 22,755 14,000 0 16,000 12,500 195,494

$302,305 401,700 555 2,000 0 16,000 3,500 1,982

3.69% 3.90% 2.50% 16.67% n/a n/a 38.89% 1.02%

Total Operating Revenue

16,796,570

18,513,415

18,725,212

18,708,432

19,453,254

728,042

3.89%

NonͲOperating Revenues Interest Income Ͳ Operating Capitalization from Prior Year CIP Appropriated Fund Balance

87,417 0 0

46,052 430,217 0

80,400 0 2,208,000

52,239 0 1,940,000

70,000 0 3,190,000

(10,400) 0 982,000

Ͳ12.94% n/a 44.47%

Total NonͲOperating Revenue

87,417

476,269

2,288,400

1,992,239

3,260,000

971,600

42.46%

Grand Ͳ Total Revenues

$16,883,987

$18,989,684

$21,013,612

$20,700,671

$22,713,254

$1,699,642

8.09%

Expenses Departmental Administration Water Distribution Wastewater Collection Water Treatment

$453,472 794,802 1,008,096 2,248,678

477,263 829,474 1,030,928 2,467,023

$578,626 883,699 1,131,592 2,689,407

$537,639 870,944 1,103,487 2,337,574

$651,985 903,577 1,099,189 2,745,257

$73,359 19,878 (32,403) 55,850

12.68% 2.25% Ͳ2.86% 2.08%

Total Departmental

4,505,048

4,804,688

5,283,324

4,849,644

5,400,008

116,684

2.21%

NonͲOperating Wastewater Treatment Capital NonͲDepartmental Transfer To Renewal and Replacement Business Development Property/Casualty Computer Replacement Revenue BondͲSeries 2010 Revenue BondͲSeries 2012 SRF Loan—W&S Wells SRF Loan—Lift Stations Rehab SRF Loan—Water Treatment Plant Improvements SRF Loan—Transmission, Dist, Interconnect SRF Loan—Source and Treatment SRF Loan—Forest Hills Wellfield

5,893,627 318,571 1,799,148 560,000 200,000 488,213 3,798 2,680,440 0 0 14,297 0 0 0 0

5,279,144 338,156 1,813,438 578,717 225,953 497,125 3,440 2,922,550 0 0 24,060 0 0 0 0

6,213,417 3,017,000 2,148,237 666,500 271,000 453,859 6,300 2,775,867 0 143,255 34,853 0 0 0 0

5,492,397 727,548 2,001,744 2,778,488 258,680 453,859 0 2,717,842 0 143,937 14,406 0 0 0 0

6,422,686 1,006,500 2,248,255 2,554,500 281,840 480,527 7,600 2,761,666 545,534 143,255 34,926 407,066 147,015 120,046 151,830

209,269 (2,010,500) 100,018 1,888,000 10,840 26,668 1,300 (14,201) 545,534 0 73 407,066 147,015 120,046 151,830

3.37% Ͳ66.64% 4.66% 283.27% 4.00% 5.88% 20.63% Ͳ0.51% n/a n/a 0.21% n/a n/a n/a n/a

11,958,094

11,682,583

15,730,288

14,588,901

17,313,246

1,582,958

10.06%

$16,463,142

$16,487,271

$21,013,612

$19,438,545

$22,713,254

$1,699,642

8.09%

$420,845

$2,502,413

$0

$1,262,125

$0

$0

n/a

35.50

35.50

35.50

35.50

35.00

Total NonͲOperating Grand Total Ͳ Expenses Revenues in Excess of Expenses Positions

City of Coral Springs, Florida

$ % Change From Change From FY12 Budget FY12 Budget

(0.50)

Ͳ1.41%

79

Health Fund Summary FY 2010 Actual

FY 2011 Actual

FY 2012 Adopted Budget

$7,402,434 395,764 1,226,508 17,864 178,640 9,221,210

$7,807,034 439,283 1,284,937 18,561 185,613 9,735,428

$9,109,254 510,225 1,492,446 21,696 216,961 11,350,582

$9,109,253 510,225 1,492,446 21,696 216,961 11,350,581

$9,225,015 519,646 1,615,953 23,364 219,597 11,603,575

$115,761 9,421 123,507 1,668 2,636 252,993

1.27% 1.85% 8.28% 7.69% 1.21% 2.23%

Interest Income

48,717

22,189

60,000

30,032

45,000

(15,000)

Ͳ25.00%

Recoveries: Retirees COBRA Employees Other Subtotal Recoveries

500,890 28,296 485,907 24,793 1,039,886

522,377 11,540 481,740 20,783 1,036,440

545,000 20,000 485,000 0 1,050,000

565,281 38,159 497,021 144,288 1,244,749

572,000 20,000 538,000 0 1,130,000

27,000 0 53,000 0 80,000

4.95% 0.00% 10.93% n/a 7.62%

0

0

0

0

300,000

300,000

n/a

Total Revenues

$10,309,813

$10,794,057

$12,460,582

$12,625,362

$13,078,575

$617,993

4.96%

Expenses Health Plan Long Term Disability Life Insurance

$10,808,885 212,848 161,085

$11,053,209 155,379 120,517

$12,190,022 144,500 126,060

$10,991,335 144,500 121,630

$12,808,015 144,500 126,060

$617,993 0 0

5.07% 0.00% 0.00%

Total Expenses

$11,182,818

$11,329,105

$12,460,582

$11,257,465

$13,078,575

$617,993

4.96%

$0

$1,367,897

$0

$0

n/a

1.25

1.25

1.25

0.00

0.0%

Revenues Transfers: General Fund Water and Sewer Fund Fire Fund General Insurance Fund Equipment Services Subtotal Transfers

Appropriated Retained Earnings

Revenues in Excess of Expenses Positions

80

($873,005) 1.50

($535,048) 1.25

FY 2012 Estimated Actual

FY 2013 Adopted Budget

$ Change From FY12 Budget

% Change From FY12 Budget

Fiscal Year 2013 Business Plan

General Insurance Fund Summary FY 2010 Actual

FY 2011 Actual

FY 2012 Adopted Budget

$1,726,250 530,866 274,706 1,950 20,804 15,860 2,570,436

$1,824,940 544,956 308,836 1,631 20,210 0 2,700,573

$1,746,256 501,790 294,430 1,698 20,381 0 2,564,555

$1,746,255 501,790 294,430 1,698 20,381 0 2,564,554

$1,847,892 529,995 317,122 1,806 21,282 0 2,718,097

$101,637 28,205 22,691 108 901 0 153,542

5.82% 5.62% 7.71% 6.36% 4.42% n/a 5.99%

55,902

32,794

50,000

37,980

50,000

0

0.00%

36,969 29,369 486,346 552,684

43,570 24,730 232,494 300,794

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

81,672 29,953 39,445 151,070

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

0 0 0 0

0.00% 0.00% 0.00% 0.00%

Total Revenues

$3,179,022

$3,034,161

$2,699,555

$2,753,604

$2,853,097

$153,542

5.69%

Expenses Workers' Compensation Property/Motor Vehicle Liability Casualty/General Claims

$1,945,497 1,323,995 (686,284)

$859,672 1,585,318 74,845

$1,099,000 1,438,055 162,500

$1,445,112 1,402,961 135,004

$1,164,700 1,541,397 147,000

$65,700 103,342 (15,500)

5.98% 7.19% Ͳ9.54%

Total Expenses

$2,583,208

$2,519,835

$2,699,555

$2,983,077

$2,853,097

$153,542

5.69%

$595,814

$514,326

$0

$229,473

$0

$0

n/a

1.50

1.50

1.50

1.50

1.50

Revenues Transfers: General Fund Water and Sewer Fund Fire Fund Health Fund Equipment Services Parkland Contract Services Subtotal Transfers Interest Income Recoveries: Motor Vehicle Property Damage Workers' Comp Subtotal Recoveries

Revenues in Excess of Expenses Positions

City of Coral Springs, Florida

FY 2012 Estimated Actual

FY 2013 Adopted Budget

$ Change From FY12 Budget

0.00

% Change From FY12 Budget

0.00%

81

Coral Springs Charter School Fund Summary FY 2010 Actual Revenues Intergovernmental Other Revenue/ Miscellaneous Appropriation of Fund Balance

Total Revenues Expenditures Operating Expenses (CS USA) Transfer to General FundͲLease Capital Total Expenditures Revenues in Excess of Expenditures

FY 2011 Actual

FY 2012 Adopted Budget

FY 2012 Estimated Actual

FY 2013 Adopted Budget

$ Change From FY12 Budget

% Change From FY12 Budget

$11,529,837 116,924 350,000

$11,671,084 76,989 0

$10,561,772 80,000 1,261,488

$10,561,772 80,000 1,261,488

$10,285,445 95,000 1,086,035

($276,327) 15,000 (175,453)

Ͳ2.62% 18.75% Ͳ13.91%

$11,996,761

$11,748,073

$11,903,260

$11,903,260

$11,466,480

($436,780)

Ͳ3.67%

$9,872,811 1,420,000 686,251

$10,081,410 1,420,000 435,199

$9,586,495 1,420,000 896,765

$9,586,495 1,420,000 896,765

$9,198,327 1,420,000 848,153

($388,168) 0 (48,612)

Ͳ4.05% 0.00% Ͳ5.42%

$11,979,062

$11,936,609

$11,903,260

$11,903,260

$11,466,480

($436,780)

Ͳ3.67%

$17,699

($188,536)

$0

$0

$0

$0

n/a

$ Change From FY12 Budget

% Change From FY12 Budget

Public Art Fund Summary FY 2010 Actual

82

FY 2011 Actual

FY 2012 Adopted Budget

FY 2012 Estimated Actual

FY 2013 Adopted Budget

Revenues Public Art Fees Total Revenues

$69,871 $69,871

$83,507 $83,507

$76,500 $76,500

$24,146 $24,146

$86,500 $86,500

$10,000 $10,000

13.07% 13.07%

Expenditures Capital Total Expenditures

$14,867 $14,867

$37,720 $37,720

$76,500 $76,500

$90,744 $90,744

$86,500 $86,500

$10,000 $10,000

13.07% 13.07%

Revenues in Excess of Expenditures

$55,004

$45,787

$0

($66,598)

$0

$0

n/a

Fiscal Year 2013 Business Plan

Equipment Services Fund Summary Revenues Operating Revenues Fuel and Maintenance Transfers General Fund Water and Sewer Fund Fire Fund Vehicle Charge Back Transfers General Fund Water and Sewer Fund Fire Fund Miscellaneous Revenues Interest Income Auction Charges for Fleet Services City of Parkland City of Margate City of Coconut Creek Florida Atlantic University Total Operating Revenue

FY 2010 Actual

FY 2011 Actual

FY 2012 Adopted Budget

FY 2012 Estimated Actual

FY 2013 Adopted Budget

$ Change From FY12 Budget

% Change From FY12 Budget

$2,573,172 208,348 283,189

$2,348,060 194,488 312,715

$2,464,836 204,211 328,349

$2,464,836 204,211 328,349

$2,418,058 223,253 364,046

($46,778) 19,042 35,697

Ͳ1.90% 9.32% 10.87%

1,666,565 221,396 361,818

1,666,565 221,396 361,818

1,716,561 228,037 372,672

1,716,564 228,037 372,671

1,795,572 204,524 446,387

79,011 (23,513) 73,715

4.60% Ͳ10.31% 19.78%

215,798 151,653

116,107 65,300

150,000 75,007

109,075 138,054

140,000 100,000

(10,000) 24,993

Ͳ6.67% 33.32%

25,608 3,153 n/a 370 $5,711,070

125,267 2,574 1,860 592 $5,416,741

117,000 4,000 2,500 2,000 $5,665,173

84,088 3,495 2,839 0 $5,652,219

108,000 5,000 2,500 0 $5,807,340

(9,000) 1,000 0 (2,000) $142,167

Ͳ7.69% 25.00% 0.00% Ͳ100.00% 2.51%

0 3,162,157 $3,162,157

(3,213,989) 951,506 Ͳ$2,262,483

Ͳ100.00% 43.04% Ͳ41.71%

($2,120,316)

Ͳ19.12%

NonͲOperating Revenues Appropriations from Fund Balance Financial Strategy Equipment Purchases Total NonͲOperating Revenue

Grand Total Revenues

0 1,505,214 $1,505,214

2,000,000 1,822,033 $3,822,033

3,213,989 2,210,651 $5,424,640

3,213,989 1,900,449 $5,114,438

$7,216,284

$9,238,774

$11,089,813

$10,766,657

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

$681,809 304,108 1,611,082 2,249,779 $4,846,778

$701,322 312,084 1,982,794 2,249,779 $5,245,979

$802,686 356,072 2,189,145 2,317,270 $5,665,173

$731,638 347,366 2,097,296 2,317,272 $5,493,572

$803,086 359,356 2,198,415 2,446,483 $5,807,340

$400 3,284 9,270 129,213 $142,167

0.05% 0.92% 0.42% 5.58% 2.51%

NonͲOperating Expenses Transfer to Capital Fund Equipment Purchases Computer Replacement Total NonͲOperating Expenses

0 1,505,214 11,745 $1,516,959

2,000,000 1,822,033 0 $3,822,033

3,213,989 2,210,651 0 $5,424,640

3,213,989 1,900,449 0 $5,114,438

0 3,162,157 0 $3,162,157

(3,213,989) 951,506 0 Ͳ$2,262,483

Ͳ100.00% 43.04% n/a Ͳ41.71%

Grand Total Expenses

$6,363,737

$9,068,012

$11,089,813

$10,608,010

($2,120,316)

Ͳ19.12%

$852,547

$170,762

$0

$158,647

15.00

15.00

15.00

Revenues in Excess of Expenses Positions

City of Coral Springs, Florida

15.00

$8,969,497

$8,969,497 $0 15.00

$0

n/a

0

0.0%

83

Pension Fund Summary FY 2010 Actual

FY 2011 Actual

FY 2012 Adopted Budget

FY 2012 Estimated Actual

FY 2013 Adopted Budget

$ Change From FY12 Budget

% Change From FY12 Budget

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

$14,068,464 1,585,848 126,485 52,336 15,406 6,340

$14,078,969 985,885 128,187 53,329 11,666 7,163

$14,646,446 1,564,582 139,660 57,677 9,540 7,183

$13,621,210 1,604,199 136,711 54,462 9,906 8,051

$11,897,390 1,748,752 137,580 57,517 10,114 7,714

($2,749,056) 184,170 (2,080) (160) 574 531

Ͳ18.77% 11.77% Ͳ1.49% Ͳ0.28% 6.02% 7.39%

Total Revenues

$15,854,879

$15,265,199

$16,425,088

$15,434,539

$13,859,067

($2,566,021)

Ͳ15.62%

Expenses Police Pension Sworn EMS/Fire Pension Certified ICMA(401)a Ͳ General Employees ICMA(401)a Ͳ Management General Employee Pension City Commission Pension

$10,987,830 2,386,721 1,349,164 482,935 630,000 18,229

$11,310,445 1,536,214 1,377,296 523,015 500,000 18,229

$11,500,096 2,450,000 1,441,786 479,977 535,000 18,229

$10,503,449 2,513,786 1,399,255 499,817 500,003 18,229

$8,700,000 2,700,000 1,457,372 496,895 500,000 4,800

($2,800,096) 250,000 15,586 16,918 (35,000) (13,429)

Ͳ24.35% 10.20% 1.08% 3.52% Ͳ6.54% Ͳ73.67%

Total Expenses

$15,854,879

$15,265,199

$16,425,088

$15,434,539

$13,859,067

($2,566,021)

Ͳ15.62%

$0

$0

$0

$0

$0

$0

$ Change from FY12 Budget

Revenues in Excess of Expenses

n/a

Debt Service Fund Summary Revenues Ad Valorem Taxes Transfer from General Fund Transfer from Fire Fund Appropriated Fund Balance Interest RebateͲRevenue Bond Series 2010 Other Interest Income* Total Revenues

FY 2010 Actual

FY 2011 Actual

FY 2012 Adopted Budget

FY 2012 Estimated Actual

FY 2013 Adopted Budget

% Change from FY12 Budget

$1,429,219 3,207,284 232,860 0 0 0 83,105 $4,952,468

$1,277,185 3,203,059 232,860 0 40,255 0 42,558 $4,795,917

$2,049,905 2,347,076 232,860 1,250,000 0 0 6,049 $5,885,890

$2,065,981 2,347,076 232,860 1,250,000 135,437 (13,243) 49,886 $6,067,997

$2,062,241 3,596,863 232,860 0 129,940 0 3,248 $6,025,152

$12,336 1,249,787 0 (1,250,000) 129,940 0 (2,801) $139,262

0.60% 53.25% 0.00% Ͳ100.00% n/a n/a Ͳ46.31% 2.37%

*Interest income fluctuates yearly based on how much cash is reserved, including the 10% debt commitment.

Expenditures General Obligation BondͲ2003A(Refunding) General Obligation BondͲ2005A (Refunding) General Obligation BondͲ2005B (Refunding) General Obligation BondͲ2006 Ͳ Public Safety General Obligation BondͲOther Total General Obligation Bond

$353,340 606,563 522,191 551,438 1,250 2,034,782

$355,150 604,425 524,441 551,438 1,250 2,036,704

$355,400 610,413 532,704 551,438 4,000 2,053,954

$355,400 601,138 525,704 551,438 1,250 2,034,929

$355,534 616,685 538,624 551,397 1,250 2,063,489

$134 6,272 5,920 (41) (2,750) 9,535

0.04% 1.03% 1.11% Ͳ0.01% Ͳ68.75% 0.46%

Franchise Revenue BondͲ2004 (Refunding) Capital Revenue BondͲ2008* Capital Improvement Revenue Bond Series 2010** Total Revenue Bonds

1,763,556 1,677,988 0 3,441,544

1,761,206 1,674,713 89,455 3,525,374

1,758,556 1,665,863 405,517 3,829,936

1,758,556 1,665,863 540,955 3,965,374

1,758,244 1,665,963 535,457 3,959,663

(312) 100 129,940 129,727

Ͳ0.02% 0.01% 32.04% 3.39%

0 0

1,400 1,400

2,000 2,000

1,400 1,400

2,000 2,000

0 0

0.00% 0.00%

$5,476,326

$5,563,478

$5,885,890

$6,001,703

$6,025,152

$139,262

2.37%

($523,858)

($767,561)

$0

$66,294

$0

$0

n/a

Other Issuance Costs Total Other Total Expenditures Revenues in Excess of Expenditures

*Capital Revenue Bond was issued in August 2008 to refinance FIFC Loans 2001A & 2002B. **Capital Improvement Revenue Bond Series 2010 (aka Build America Bond) was issued in December 2010

84

Fiscal Year 2013 Business Plan

Major Capital Projects by Department Department/Fund Development Services Emergency Medical Services

Capital Project

Parks and Recreation

Police

Royal Palm Entryway

$330,291

Tree Trust Fund ($175k); Loan ($155,291)

$361,295

FEMA grant (80%); City's match 20% (Loan)

$175,000

FEMA grant (80%); City's match 20% (Loan)

No Smoke System

Fire Fund

Water and Sewer Fund

Charter School Fund

Debt Service Fund Reserves

$245,707

Loan

Remote Access System Upgrade

$240,000

Loan

CJIS Security Compliance

$150,000

Loan

Mullins Park Renovations

$200,000

Loan

Mullins Park Revitalization

$200,000

Loan

15Ͳyear Playground Replacement

$181,205

CDBG ($51,205); Loan ($130k)

Neighborhood Parks Renovations

$200,000

Loan ($150k); General Fund Op.Capital ($50k)

Medians Landscape Upgrades Phase I

$150,000

Tree Trust Fund

Pickup Trucks

$106,500

Loan

North Community Park Renovations

$100,000

Loan

Sartory Hall Improvements

$100,000

General Fund Operating Capital

Cypress Park Renovations

$100,000

Loan

Surveillance Equipment

$204,000

Loan

Gun Range Roof and Stucco Waterproofing

$150,000

Facilities Reserves

$107,700

General Fund Operating Capital

Patrol Vehicles for 3 additional officers

Transportation

$1,000,000

City Data BackͲup and Recovery

Single Stream Recycling Program

Public Works

Funding Source

Driving Simulator Phone System Replacement

Information Services

FY 2013 Budget

$1,539,861

Resource Recovery Board Grant

Emergency Power for Public Safety Bldg

$743,000

Public Safety G.O.Bond Fund Balance

Air Conditioning Maintenance/Replacement

$352,640

Facilities Reserves

Roof Replacement and Repair

$225,000

Facilities Reserves

City Hall Lighting and Front Entrance Modifications

$205,000

Loan

City Hall Roof Replacement

$175,000

Facilities Reserves

A/C Imp. at Police's Communications Center

$100,000

Loan

Water Conserving Plumbing Upgrades

$100,000

Facilities Reserves

Road Resurfacing Program

$906,000

Loan

NW 38th Dr. Sidewalk, Curb, Gutter & Drainage

$339,000

CDBG ($250k); Loan ($89k)

Master Parking Lot Refurbishing

$248,000

Loan

Resurface and Restripe Parking Lots

$193,000

Loan

Fire Stations Painting and Improvements

$147,000

Fire Fund Operating Capital

Booster Station Rehab

$2,000,000

W&S Revenue Bond

Downtown Water & Sewer Improvements

$1,200,000

W&S Impact Fees

Water Treatment Plant Improvements

$1,200,000

W&S Revenue Bond

Infiltration/Inflow Correction Program

$1,000,000

W&S Renewal and Replacement Fund

Galvanized Water Service Replacement

$850,000

W&S Renewal and Replacement Fund

Security Improvements

$300,000

W&S Operating Capital

GIS/Asset Management Tool

$340,000

W&S Operating Capital

Raw Water Supply Wells, Wellheads and Transm

$250,000

W&S Renewal and Replacement Fund

Potable Water Interconnect With Coconut Creek

$154,500

W&S Renewal and Replacement Fund

Valve Repair and Replacement

$150,000

W&S Operating Capital

Force Main and Lift Station Isolation Valves

$150,000

W&S Renewal and Replacement Fund

Fire Hydrant Replacement Program

$100,000

W&S Operating Capital

Spare Pumps and Replacement Pumps

$100,000

W&S Renewal and Replacement Fund

Roof Replacement

$445,653

Charter School Fund

Air Conditioning Repair and Replacement

$130,000

Charter School Fund

City of Coral Springs, Florida

85

Major Capital P rojects by Location Capital Projects Citywide Infiltration/Inflo correction program Galvanized water service replacement Roof replacement and repair Remote Access System upgrade Surveillance equipment No Smoke System Single Stream recycling program CJIS security compliance Valve reapir and replacement Driving Simulator Force main & lift station isolation valves Fire hydrant replacement program Water conserving plumbing upgrades Phone System replacement Raw water supply wells, wellheads, and transmission Coral Springs Drive Medians landscape upgrades phase 1

GIS Asset management tool City data back-up and recovery Neighborhood parks renovations Air Conditioning maintenance/replacement Potable water interconnect with Coconut Creek Spare pumps and replacement pumps Patrol vehicles for 3 additional officers

North Community Park

Water Treatment Plant

Roof repair; playground replacement; vehicles (3); renovations; Resurface and restripe parking lots

Phase 3 Improvements Security Improvements

Firing/Gun Range

NW 38th Drive

Roof and stucco waterproofing

Sidewalk (curb, gutter, and drainage) Creekside Drive

Future Downtown

Road resurfacing

Water and Sewer Improvements

City Hall North Lighting and front entrance modifications; roof repairs and replacement

Tennis Center Resurface/restripe parking lots

Coral Springs Charter School Roof and air conditioning replacements

Center for the Arts Resurface/restripe parking lots

Riverside Drive Master parking lot refurbishing

Lakeview Park Playground replacement

Royal Palm Boulevard Entryway

Coral Ridge Drive City Hall South

Medians landscape upgrades phase 1

86

Roof repairs and replacements Public Safety Building

Cypress Park

Mullins Park

Facility

A/C improvements at Communications Center; Emergency power

Renovations

Booster station rehab, park revitalization, roof repairs, park renovations, and improvements to Sartory Hall

Street name Capital project

Fiscal Year 2013 Business Plan