FY 2019 Annual Budget Report by City of Coral Springs

AN N UAL BU D G E T FISCAL YEAR 2019

ADOPTED

Fiscal Year 2019

Annual Budget City of Coral Springs, Florida

Mayor Walter â&#x20AC;&#x153;Skipâ&#x20AC;? Campbell

Vice Mayor Lou Cimaglia

Commissioner Larry Vignola

City Manager Michael Goodrum

Commissioner Dan Daley

City Attorney John Hearn

Budget Development Team Michael Goodrum, City Manager Melissa Heller, Deputy City Manager Frank Babinec, Fire Chief / Assistant City Manager Clyde Parry, Chief of Police Catherine Givens, Director of Budget and Strategy Laurie Bishara, Senior Financial Analyst Tyler Kohrt, Senior Financial Analyst Vannelys Rivera, Senior Financial Analyst Ronald E. Gomez. Financial Business Analyst Kristin Holowicki, Grant Coordinator Iramene Modestil, Budget Analyst Marissa Williams, Budget Analyst Doris Span, Principal Office Assistant Cover design by Christine Parkinson Jahrsdoerfer

Commissioner Joy Carter

Adopted September 20, 2018

Distinguished Budget Presentation Award

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Coral Springs, Florida for its annual budget for the fiscal year beginning October 1, 2017. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

Fiscal Year 2019 Annual Budget

How To Use This Book We’ve made every effort to make this book as easy as possible to read, but we understand just how difficult it can be to find what you’re looking for in such a complex document. To make your search easier, we’ve provided a number of tools to help you get what you need.

Organization of This Book The City of Coral Springs’ Annual Budget is made up of three separate books: The Annual Budget (this book), the Capital Improvement Program, and the Business Plan. This Annual Budget volume is divided into five sections: Introduction—This section contains the City Manager’s Letter, Mission, Strategic Priorities, Core Values, Citywide Organization Chart, and a few brief statistics about the City and its history. Pages 1-20 Budget Overview—This section contains the Budget Process Overview, Budget Highlights, Fund Structure Overview, Fund Balance, Fund Summaries and Descriptions, Debt Management, Capital Improvement Program, and long-range planning tools. Pages 21-114 Business Plan—This section contains the current Market Environment, Service and Operations Strategy including ongoing and new initiatives, Financial Strategy, and results showing how well the City has performed in achieving strategic and departmental goals. Pages 115-198 Department Budgets—This section contains a description of each department’s mission, core processes and outputs, new initiatives, organization chart, revenue and expenditure summary, performance measures, and capital improvement projects. Pages 199-248 Appendix—This section includes the City’s Budget Resolution, Budget Ordinance, Financial Policies, Debt Service Maturity Schedules, and staffing information. Pages 249-295

Key Tools

Strategic Goals......................................................12 Coral Springs Organization Chart...................17 Budget Highlights..........................................27-31

Tables of Contents

Summary Net Budget.........................................32

A comprehensive Table of Contents is provided to help the reader locate information in this document. In addition, each subsequent section contains a table of contents directly behind the tab page to identify specific information about that section. Following the main Table of Contents is a list of Tables and Illustrations to highlight charts and graphs that contain essential information. Pages 4-7

Abbreviations and Acronyms

Combined Budget Summary...........................33 Fund Structure Overview...........................34-36 Fund Summaries & Descriptions.............. 37-83 Major Capital Projects..................................96-97 General Fund Five-Year Forecast......... 161-162 Summary of new Initiatives................... 155-156 FY 2018 KPI Summary ..................................... 167

A useful list of abbreviations and acronyms used in the book. Page 284

Performance Measurements ................168-170

Glossary

Composite Indicators ...............................171-173

A concise description of the terminology used in this document that is either technical in nature or unique to the City of Coral Springs. Each term is given a short entry that clearly defines it within the context that we use the term. Pages 285-290

Budget Process Map................................ 200-201

FY 2018 Initiative Updates...................... 174-182 Department Budgets.............................. 204-246 Staffing..........................................................265-281

Index In the back of the book we are providing a useful index with pointers to important terms. Headings and subheadings with corresponding page locators are listed to help the reader quickly search and easily access information throughout this book. This tool can be used to search by specific topic, by alphabet, and by cross reference. Pages 291-295

City of Coral Springs, Florida

Table of Contents Introduction ........................................................................................................................................................................................... 3 How To Use This Book..................................................................................................................................................................... 3 City Managerâ&#x20AC;&#x2122;s Letter..................................................................................................................................................................... 8 Strategic Goals............................................................................................................................................................................. 12 Core Values.................................................................................................................................................................................. 13 Coral Springs at a Glance.............................................................................................................................................................. 14 Service Statistics.......................................................................................................................................................................... 16 City of Coral Springs Organization Chart...................................................................................................................................... 17 History of Coral Springs................................................................................................................................................................ 18 Budget and Strategy Division....................................................................................................................................................... 19 Budget Overview ................................................................................................................................................................................. 22 Budget Process Overview............................................................................................................................................................. 22 FY 2019 Budget Calendar............................................................................................................................................................. 26 Budget Highlights........................................................................................................................................................................ 27 Combined Budget Summary........................................................................................................................................................ 33 Fund Structure Overview............................................................................................................................................................. 34 Fund Balance Overview............................................................................................................................................................... 36 General Fund Balance......................................................................................................................................................... 37 Fire Fund Balance............................................................................................................................................................... 39 Water and Sewer Fund Balance.......................................................................................................................................... 40 Health Fund Balance........................................................................................................................................................... 41 General Insurance Fund Balance......................................................................................................................................... 42 Equipment Services Fund Balance...................................................................................................................................... 43 Debt Service Fund Balance................................................................................................................................................. 44 Budgeted Funds Overviews......................................................................................................................................................... 49 General Fund Budget.......................................................................................................................................................... 49 Fire Fund Budget................................................................................................................................................................ 58 Water and Sewer Fund Budget........................................................................................................................................... 62 Health Fund Budget........................................................................................................................................................... 65 General Insurance Fund Budget.......................................................................................................................................... 67 Coral Springs Charter School Fund Budget.......................................................................................................................... 69 Public Art Fund Budget....................................................................................................................................................... 70 Equipment Services Fund Budget....................................................................................................................................... 71 Pension Fund Budget.......................................................................................................................................................... 74 Solid Waste Fund Budget.................................................................................................................................................... 76 Debt Service Fund Budget.................................................................................................................................................. 77 Debt Management............................................................................................................................................................. 82 Capital Improvement Program..................................................................................................................................................... 84 Impact of CIP on the Operating Budget.............................................................................................................................. 88 Capital Improvement Summary by Fund............................................................................................................................ 93 CIP Budget by Funding Source - All Funds.......................................................................................................................... 94 General Fund CIP Summary by Funding Source.................................................................................................................. 95 Major Capital Projects by Department................................................................................................................................ 96 Major Capital Projects by Location...................................................................................................................................... 97 CIP Project Descriptions - General Fund.............................................................................................................................. 98 CIP Project Descriptions - Fire Fund.................................................................................................................................. 108 CIP Project Descriptions - Water & Sewer.......................................................................................................................... 110

Fiscal Year 2019 Annual Budget

Table of Contents (continued) CIP Project Descriptions - Equipment Service Fund........................................................................................................... 112 CIP Project Descriptions - Charter School Fund................................................................................................................. 113 CIP Project Descriptions - Public Art Fund......................................................................................................................... 114 CIP Project Descriptions - Tree Trust Fund.......................................................................................................................... 114 CIP Project Descriptions - Solid Waste Fund...................................................................................................................... 114 Business Plan...................................................................................................................................................................................... 116 Introduction............................................................................................................................................................................... 116 Market Environment.................................................................................................................................................................. 117 Environmental Scan................................................................................................................................................................... 127 Service and Operations Strategy................................................................................................................................................ 130 Responsible City Government.................................................................................................................................................... 131 City Investment in Today and Future.......................................................................................................................................... 136 Downtown Becoming Vibrant.................................................................................................................................................... 142 Growing Local Economy............................................................................................................................................................. 144 Premier Community in South Florida......................................................................................................................................... 147 Financial Strategy...................................................................................................................................................................... 156 Performance Management........................................................................................................................................................ 166 Customer Requirements Analysis............................................................................................................................................... 183 Process Improvement Teams...................................................................................................................................................... 195 Awards and Special Recognitions............................................................................................................................................... 196 Department Budgets Contents............................................................................................................................................................ 199 Budget Process Map.................................................................................................................................................................. 200 Department Budgets Overview................................................................................................................................................. 202 Sample Department Budgets Page............................................................................................................................................ 203 Department Budgets................................................................................................................................................................. 204 City Attorney.................................................................................................................................................................... 204 City Commission............................................................................................................................................................... 206 City Managerâ&#x20AC;&#x2122;s Office........................................................................................................................................................ 207 Development Services...................................................................................................................................................... 211 Financial Services............................................................................................................................................................. 216 Fire/EMS........................................................................................................................................................................... 219 Human Resources............................................................................................................................................................. 224 Information Technology.................................................................................................................................................... 228 Parks and Recreation........................................................................................................................................................ 231 Police................................................................................................................................................................................ 238 Public Works..................................................................................................................................................................... 242 Summary of Fleet Purchases 2019............................................................................................................................................. 247 Appendix............................................................................................................................................................................................ 249 Millage Rate Resolution............................................................................................................................................................. 250 Budget Ordinance...................................................................................................................................................................... 252 Financial Policies........................................................................................................................................................................ 257 Staffing...................................................................................................................................................................................... 265 Community Redevelopment Agency (CRA)................................................................................................................................ 282 Abbreviations and Acronyms..................................................................................................................................................... 284 Glossary of Terms....................................................................................................................................................................... 285 Index......................................................................................................................................................................................... 291

City of Coral Springs, Florida

Tables and Illustrations Introduction ........................................................................................................................................................................................... 3 Key Tools........................................................................................................................................................................................ 3 Coral Springs at a Glance.............................................................................................................................................................. 15 Service Statistics.......................................................................................................................................................................... 16 City of Coral Springs Organization Chart...................................................................................................................................... 17 Budget Overview ................................................................................................................................................................................. 22 FY 2019 Budget Calendar............................................................................................................................................................. 26 Coral Springs operating millage rate ........................................................................................................................................... 27 Operating millage rate comparison with other municipalities..................................................................................................... 27 Voter-approved debt service millage rate.................................................................................................................................... 27 Tax Rate Fiscal Year 2019.............................................................................................................................................................. 27 Net full-time position changes per fiscal year.............................................................................................................................. 28 Full-time additions for Fiscal Year 2019....................................................................................................................................... 29 Timeline of major events impacting the City’s financial condition............................................................................................... 30 Annual net operating budget and capital.................................................................................................................................... 32 Appropriated Funds Budget - Fiscal Year 2019............................................................................................................................. 33 Major Funds................................................................................................................................................................................. 34 Fund structure overview.............................................................................................................................................................. 35 Summary of net budgeted revenues — Fiscal Year 2019............................................................................................................ 46 Summary of net budgeted expenditures —Fiscal Year 2019....................................................................................................... 47 Where the money comes from by source (all funds).................................................................................................................... 48 Where the money goes by category (General Fund only)............................................................................................................. 48 Where the money goes by type of program (all funds)................................................................................................................ 48 Millage rates, combined, historical.............................................................................................................................................. 52 General Fund total revenues—$128,572,207*........................................................................................................................... 52 Franchise fees.............................................................................................................................................................................. 53 Utility service taxes...................................................................................................................................................................... 53 General Fund total expenditures—$128,572,207....................................................................................................................... 55 General Fund revenue and expenditure summary ....................................................................................................................... 56 General Fund non-departmental operating expenses................................................................................................................. 57 Fire Assessment rate schedule ..................................................................................................................................................... 59 Fire Fund total revenues—$24,410,312...................................................................................................................................... 59 Fire Assessment rate comparison Fiscal Year 2019....................................................................................................................... 60 Fire Fund total expenditures—$24,410,312*............................................................................................................................. 60 Fire Fund revenue and expense summary.................................................................................................................................... 61 Water bill for average single-family residence............................................................................................................................. 63 Water and Sewer Fund Total Revenues ........................................................................................................................................ 63 Water and Sewer Fund revenue and expense summary............................................................................................................... 64 Water and Sewer Fund total expenditures .................................................................................................................................. 64 Health Fund revenue and expense summary............................................................................................................................... 66 General Insurance Fund revenue and expense summary............................................................................................................. 68 Equipment Service Fund revenue and expense summary............................................................................................................ 72 Ten-year fleet replacement cost................................................................................................................................................... 73 Solid Waste Assessment............................................................................................................................................................... 76 Allocation of Non-Voted Debt Service for Fiscal Year 2019........................................................................................................... 78 General Obligation Bonds Outstanding........................................................................................................................................ 79 Ad Valorem Millage Rate Charged for General Obligation Bonds.................................................................................................. 79 Debt Maturity Schedule............................................................................................................................................................... 80

Fiscal Year 2019 Annual Budget

Tables and Illustrations (continued) Capital expenditure Fiscal Year 2019............................................................................................................................................ 84 Capital expenditure Fiscal Years 2019-2024................................................................................................................................. 84 Fleet Replacement Program contributions and expenses............................................................................................................. 86 Computer Replacement Program contributions and expenses..................................................................................................... 86 CIP funding sources- Fiscal Year 2019........................................................................................................................................... 87 CIP Operating Capital- Fiscal Year 2019........................................................................................................................................ 89 CIP impact on the operating budget FY 2019............................................................................................................................... 90 FY2019 Capital Projects Financed Via Grants................................................................................................................................ 92 Capital Improvement Summary by Fund..................................................................................................................................... 93 CIP Budget by Funding Source - All Funds.................................................................................................................................... 94 Major Capital Projects by Department......................................................................................................................................... 96 Major Capital Projects by Location............................................................................................................................................... 97 Business Plan...................................................................................................................................................................................... 116 Total Taxable Assessed Values.................................................................................................................................................... 118 Demographic charts.................................................................................................................................................................. 127 City of Coral Springs’ Business Model......................................................................................................................................... 130 2017-2019 Short Range Transportation improvement plan....................................................................................................... 141 Summary of Fiscal Year 2019 Initiatives..................................................................................................................................... 154 Forecast of General Fund Revenues............................................................................................................................................ 158 General Fund Revenues............................................................................................................................................................. 158 Five Year Forecast General Fund................................................................................................................................................. 162 Fire Assessment rate comparison Fiscal Year 2019..................................................................................................................... 163 Water and Sewer Fund forecasted debt service ......................................................................................................................... 164 Residential Solid Waste Assessment Rate.................................................................................................................................. 165 Summary of Fiscal Year 2018 KPI’s Results................................................................................................................................. 167 Department Performance Measures.......................................................................................................................................... 168 Fiscal Year 2018 Initiative Summary.......................................................................................................................................... 174 Survey respondents by general location.................................................................................................................................... 183 Overall ratings of customer service............................................................................................................................................ 188 Overall perceptions of Coral Springs........................................................................................................................................... 189 Reasons Businesses Decide to Locate Here................................................................................................................................. 190 Overall Business Atmosphere Rating.......................................................................................................................................... 190 Best Ways for the City to Communicate with Businesses ........................................................................................................... 191 Ratings of City Property Taxes Compared to Other Communities ............................................................................................... 191 Ratings of City Property Taxes.................................................................................................................................................... 192 Department Budgets Contents............................................................................................................................................................ 199 Budget Process Map.................................................................................................................................................................. 200 Summary of Fleet Purchases 2018............................................................................................................................................. 247 Appendix............................................................................................................................................................................................ 249 Summary table of Position Counts............................................................................................................................................. 265 Number of budgeted positions By Department—Fiscal Year 2019............................................................................................ 265 Position Counts for all Departments and Divisions..................................................................................................................... 266 Fiscal Year 2019 CRA Operating Budget...................................................................................................................................... 283

City of Coral Springs, Florida

To:

The Honorable Mayor and City Commissioners

From:

Michael Goodrum, City Manager

Subject:

Adopted Annual Budget

Date:

September 20, 2018

Copy:

John J. Hearn, City Attorney Debra Dore Thomas, City Clerk

Coral Springs is a city with a defined mission, commitment to excellence and employees dedicated to our core values of delivering a high level of service to the community with a great sense of pride in serving. Our City endured one the most challenging years in its history. Preparations for Hurricane Matthew began just five days into the fiscal year, while Hurricane Irma impacted the State of Florida as a catastrophic category 5 storm system at the end of the fiscal year. Additionally, Hurricane Irma was one of the strongest storms to impact our area in over a decade, creating over 300,000 cubic yards of debris. The tragic events that took place at Marjory Stoneman Douglas High School on February 14, 2018, have left an indelible mark on us all. Our brave first responders in police, fire and communications faced the worst critical incident of their careers. Many employees personally knew victims and their families, mourning alongside neighbors during their time of grief. While the events of that day left a life-long impact on our community, it brought out the very best qualities in our employees, residents and businesses. From vigils to donations of time and money – the City of Coral Springs set forth a path to heal, learn and move forward. Regardless of the time that passes since our community was impacted by such senseless violence – we will forever remain “#MSDStrong”. Strategic Plan for the Future I am pleased to present the City of Coral Springs Adopted Annual Budget for Fiscal Year 2019; beginning October 1, 2018 and ending September 30, 2019. The budget document represents the policy direction set by the City Commission through the Strategic Planning process. The adopted business plan is intended to give a comprehensive view of the City’s new initiatives, market environment, environmental scan, and our customer requirements analysis from our business community. The FY 2019 Business Plan contains numerous tangible initiatives the City will undertake to move it closer to its vision of being the premier community in which to live, work, and raise a family. The City is committed to financial integrity and long-term resiliency. It demonstrates the City’s continued efforts to act in best interests of its residents by taking proactive and fiscally conservative actions that maintain the organization’s financial well-being.

CITY OF CORAL SPRINGS, FLORIDA • OFFICE OF THE CITY MANAGER 9500 W. Sample Rd. • Coral Springs, FL 33065 • 954-344-5906 • Fax 954-344-1043 • mgoodrum@coralsprings.org

Fiscal Year 2019 Annual Budget

The strategic goals and priorities were established by the Commission during several workshops from November 2017 to February 2018. The adopted budget supports the goals and priorities of the City Commission while at the same time maintaining the City’s outstanding service levels and AAA bond rating, with expenditures strategically linked to the goals, objectives, core businesses, and existing obligations of the City. The strategic goals include:

Strategic priorities form the basis for how we develop goals for the future and deploy resources necessary to pursue and achieve those goals.

Building Momentum for our Future Our vision of building our future is near, as our Municipal Complex, the most visible expression of constructing the downtown for tomorrow, has been open since January 2018. In addition, Cornerstone at Downtown Coral Springs is a mixeduse project being proposed in a 7-acre property on the SW corner of Sample and University in the heart of Downtown Coral Springs. The developer’s preliminary plans includes a 150 room four star hotel, 450 residential units, 213,000 square feet of commercial (including restaurants, office and retail), a grocery store, and entertainment. With the recent approval of the new Downtown Mixed-Use (DT-MU) Zoning District, the amount of downtown housing is expected to increase significantly. Our residents are pleased by the visible improvements around town, such as median improvements throughout the City, a new turf field at Aiello Field in Mullins Park, converting to LED lighting in Mullins and Cypress Parks, reopening our 50-meter pool at the Aquatic Complex and offering additional ArtWalk events. Through the City Commission’s partnership with the Community Redevelopment Agency, the Chamber of Commerce and other stakeholders, our driving force devotes our attention and resources to supporting and attracting businesses to our community. The City is working diligently to attract new businesses, diversify the tax base, and increase property values of our community. We welcome Costco, MOD Pizza, Rise Biscuits and Donuts, WAWA, Lady and the Mug, and look forward to Cleveland Clinic expanding in Coral Springs with a $70-million investment, Broward Health Coral Springs, the Village Green development with Starbucks and Holy Cross Urgent Care. With a healthy housing market, new residential development is underway, and an energized commercial sector, developing growing and further diversifying the economic base will provide a more solid foundation to withstand future economic downturns.

City of Coral Springs, Florida

Impact of Maintaining the Current Millage Rate in 2019 We are proposing a balanced budget for Fiscal Year 2019 using a millage rate of $5.8732. Although this millage rate is the same millage rate as the FY 2018 millage rate, it must be advertised as a tax increase because it is higher than the rolled-back rate of $5.5366 mills. The City has experienced an increase in total taxable assessed value of 6.99% this year, however, we have still not regained to the levels from 2008 when Coral Springs reached its taxable value peak. Our City is strategically and purposely investing in the community, adapting to changing needs for future growth and long-term financial sustainability. Key factors influencing the FY19 budget •

Enhancing staffing levels in Public Safety

•

Adding 4 School Resource Officers to our schools, bring the total to 24 SROs

•

Adding 3 Firefighter/Paramedics, 1 Logistics Captain, and converting 1 part time to full time Principal Office Assistant for increased Coral Springs Regional Institute of Public Safety training classes

•

Reducing Merit Pool to 3% for General Employees and Police (Fire under contract)

•

Increasing cost share of health care with employees

•

Evaluating vacancies through attrition

•

Increasing funding for median maintenance and landscape improvements of arterial roads

•

Refreshing our parks and maintenance plans

•

Addressing aging infrastructure and condition of streets

•

Designing a Sample Road Master Parking Comprehensive Plan

•

Developing an updated Economic Development Strategic Plan

•

Continuing our commitment to attracting and retaining a well-qualified, highly regarded workforce.

Additional points from the FY 2019 budget to highlight include: •

Add to staff for an A/C Technician

•

Replenish reserves from Hurricane Irma.

•

The Debt Service millage rate will slightly decrease from $0.2753 to $0.2652.

•

The Water rates will increase 3.5% per the 2013 Water and Wastewater Study, which equates to approximately $2.32 per month for the average single-family homeowner.

•

The residential Solid Waste Assessment will increase by $12.00, from $248.00 to $260.00.

•

The Single-Family Fire Assessment will increase by $20, from $180 to $200.

•

The Multi-Family and Industrial Fire Assessment will increase by $19.75, from $195.25 to $215.

•

The Commercial Fire Assessment will increase by $3.10, from $23.00 to $26.10 per sq ft.

•

The Industrial/Warehouse Fire Assessment will increase by $0.66, from $2.98 to $3.64 per sq ft.

•

The Institutional Fire Assessment will increase by 4.87, from $27.00 to $31.87 per sq ft.

Fiscal Year 2019 Annual Budget

Coral Springs continues to maintain a AAA bond rating from Standard and Poor’s and Fitch which signals to the market the City of Coral Springs is a low-risk investment, thus, lower interest rates on any borrowing and lower payments on general obligation bonds. The City also received another unqualified opinion from external auditors. Excellent Customer Ratings Customer satisfaction is a cornerstone of our Business Model. The City of Coral Springs continues to set the standard with regard to the overall quality of City services and customer satisfaction. Our most recent business survey conducted in the Spring of 2018, 94% of the businesses surveyed in the 2018 business survey rated the City’s customer services as “very good” or “good” and found 93% of the residents surveyed in 2017 were satisfied with the service provided by City employees.

Financial Summary Based on the priorities identified and discussed above, the FY19 adopted budget totals $260.6 million. Of the total, $242.0 million is for operations and $18.6 million is for capital projects. I encourage you to read further into the information describing the FY19 budget.

Fund

Fiscal Year 2019 Budget

General Fund

$128,572,207

Fire Fund

24,410,312

Water and Sewer Fund

24,395,789

Health and General Insurance Funds

20,060,495

C.S. Charter School

15,766,538

Public Art Fund

215,200

Equipment Services Fund

12,785,935

Solid Waste Fund

4,947,273

Debt Service Fund

10,881,232

Total Operating Budget Total Capital Improvement Program Total City Budget

$242,034,981 $18,611,587 $260,646,568

Acknowledgements The development of this year’s Adopted Budget has taken a great deal of time, energy, and hard work. I would also like to extend my sincere appreciation for the collaboration between the City, the Commission, our residents and businesses. As we move forward with the many great initiatives we have on the horizon, I appreciate the confidence and support the Mayor and Commission have shown me and our tremendous staff. Thank you to our employees who make all of these accomplishments possible. We are deeply grateful for their dedication, commitment and ability to deliver quality services to our community.

Respectfully Submitted,

Michael Goodrum City Manager

City of Coral Springs, Florida

Strategic Goals City Investment in Today and Future

Responsible City Government

Upgraded City Infrastructure, Facilities and Parks

Financially Sound City Providing Exceptional Services

Downtown Becoming Vibrant

Growing Local Economy

Creating A Sense of Place and a Destination

Increased Business Investment and Jobs The Place for Families to Live in Great Neighborhoods

Key Initiatives: • Hire Grant Consultant • Open Smart City- Strategic Planning Online Platform • Improving Human Resources Service Quality • Linkedin Learning Subscription

• Light Fixture Replacement- Aiello Field • Parks Replacement CIP Projects • 25 Meter Pool Liner Upgrade • Sample Road Master Parking Comprehensive Plan

• New Quarterly Economic Development and Market Report on Business Expansion, Retention and Attraction Efforts • Retention of Marketing firm to Help Prepare Economic Development Marketing Strategy and Materials

• Economic Development Strategic Plan

• Add (4) School Resource Officers

• Design Guidelines for Downtown

• Add (1) Fire Logistics Captain

• Landscape Improvements of Arterial Roads

• Negotiate Development Agreement for the Cornerstone Project

• Adding Radio Authentication to all Public safety Radios

• CityWorks Software

• Venture Lab and/or co-working space downtown

• (1) PowerLoad Stretcher Restraint & Lifting System

• Comprehensive Compensation Study • Tightrope Cablecast Upgrade for CityTV

• Mullins Park Playground Replacement

Premier Community in South Florida

Fiscal Year 2019 Annual Budget

• Add (3) Firefighter paramedics

• Traffic Management

Core Values Customer Focus • Demonstrate a passion for customer service.

• Practice a “can do” attitude.

• Care about employees, so they will be more likely to care about customers.

• Solicit and listen intently to employees’ requirements and expectations.

• Measure organizational and employee successes based on customer satisfaction.

• Recognize and reward quality and customer service initiatives.

• Solicit and listen intently to customer requirements and expectations.

• Recognize change as a given, not government as usual.

• Maximize the positive impact of customers’ first impression and “moments of truth.” • Collect customer feedback continuously and use it to improve quality.

Continuous Improvement • Commit “every day, in every way, to getting better and better.” • Plan for quality.

• Achieve customer satisfaction by assessing the specific needs and expectations of each individual customer.

• Make quality a never-ending effort.

Empowered Employees

• Let customer feedback drive quality improvements.

• Empower the people closest to the customer, working individually or in teams, to continuously improve the organization’s quality and services.

• Focus on process improvements to increase quality.

• Commit the entire organization to achieving total customer satisfaction. • Empower employees to make decisions based on their experience, skill, training and capability, rather than their position.

• Have customers define quality.

• Create a culture in which the right things are done the first time and every time.

Sustainability

• Share decision-making and allow employees to take authority and responsibility for the organization’s mission.

• Work toward efficient and cost-effective solutions to protect and conserve natural resources, maintain economic viability, and ensure a healthy and safe quality of life for current and future generations.

• Encourage use of individual judgment; do what needs to be done.

• Commit to increasing green awareness in the community and reducing our own carbon footprint.

• Empower employees to contribute to customer satisfaction regardless of organizational level.

• Balance environmental, economic, and social factors in decision making.

Leadership

• Promote and role-model practices that improve our environment by reducing energy usage, water consumption, and waste stream.

• Establish an inspiring vision that creates a government that works better and costs less. • Create an atmosphere of innovation, risk-taking and tolerance for mistakes. • Recognize failure as the price paid for improvement. • Lead by example, by involvement and demonstrate commitment to quality, service and customers—“walk the talk.” • Create a system of guidelines, not rules. • Remove “red tape” to achieve the organization’s mission.

• Promote practices that improve our environment while creating greater economic opportunity. • Promote the concepts of “green” development, sustainable business practices, and renewable energy in our community. • Contribute to economic development through the support and promotion of a market for environmentally friendly and energy-efficient products. • Consider the impact of your actions on the environment and aesthetics of the City.

City of Coral Springs, Florida

Coral Springs at a Glance NUMBER OF SCHOOLS Elementary

6 12 4

Total number of students: 30,903

Middle High School

Charter (All Grades)

Includes public schools, charter schools and out-of-city limits Marjory Stoneman Douglas High School. (2017-2018 School Year)

RACIAL COMPOSITION

White (Non-Hispanic) 44.47%

27.33%

Black (Non-Hispanic) American Indian Asian

2.12%

Pacific Islander (Non-Hispanic)

0.04% 5.88%

LAND USE:

Other (Non-Hispanic)

0.12%

LAND AREA 23.94 Sq. Miles

Hispanic 20.04% Source: 2010 U.S. Bureau of the Census

POPULATION 1980 TO 2018

As of April 1, Bureau of Economic and Business Research (BEBR)

Fiscal Year 2019 Annual Budget

Coral Springs at a Glance - cont PRINCIPAL TAX PAYERS

Coral-CS/LTD Associates

1.31%

0.81%

Florida Power & Light

0.77%

Mid-America Apartments LP

0.67%

Spa the Grove LLC

0.63%

Sherwood Forest at Coral Springs

0.58%

Knickerbocker Properties Inc.

0.41%

Club Mira Lago Trust Cort Alliance PJRT Limited Partnership

0.39%

EQR-Turtle Run LLC

0.39% 0.38%

SCG Atlas Sabal Pointe LLC

2016 CAFR. Coral Springs Economic Development

PRINCIPA L EM P LOYERS 2217

Broward County Schools

1617

First Data

1194 1119

Publix Supermarkets Coral Springs Medical Center

846 837

Walmart/Sam’s Club City of Coral Springs Coral Springs Auto Mall Target Macy’s Sears Roebuck & Co.

385 306 250 233

Number of Employees: Total 9,004 2016 CAFR. Coral Springs Economic Development

For more details, refer to Demographic Trends in the Business Plan section of this book.

City of Coral Springs, Florida

Service Statistics

Service Statistics Police (for FY2019)

Center For The Arts/Theater/Museum

Police officers Number of service calls Number of 911 calls Average emergency response time

*220 117,618 54,696 4:53 min.

Fire/EMS (for FY2019) Uniform strength (career and certified firefighters): Coral Springs (including Parkland) *173 Number of fire stations: Coral Springs 5 Parkland 3 Number of service calls (for Coral Springs): Fire 148 EMS 9,533 Other 3,697 Average response times (for Coral Springs): Fire 4:53 min. EMS 4:46 min. *Budgeted positions for FY2019

Theater size Capacity Meetings hosted Theater attendance Museum size Museum attendance Museum events Museum classes

67,000 sq. ft. 1,471 seats 30 107,234 13,500 sq. ft. 292,911 176 114

Parks and Recreation Number of parks Number of acres Number of park patrons Number of sports teams Number of tennis patrons Number of Aquatic Complex visitors Number of swim classes Number of swim class participants

49 768 5,200,000 670 160,000 600,000 460 3,500

Public Works Tons of waste recycled Streets / miles maintained City vehicles and equipment maintained Bike path / sidewalks

7,665 tons 224 miles 1,359 116 miles

Utility District Size Population served Customer accounts Miles of water lines Fire hydrants Number of wells Average daily water demand Daily water treatment capacity Permitted maximum day withdrawal Sewer lines / force mains Average daily sewer treatment Sewer reserve capacity

Total City Staff

Coral Springs Charter School Number of students (2019 School Year) Number of classrooms Number of teachers Grades

11.5 sq. miles 66,158 13,142 163 1,167 18 6.188 mgd 16 mgd 11.37 mgd 125.1/31.4 miles 8.29 mgd 9.79 mgd

1,660 84 99 6 - 12

Full-time (includes city of Parkland fire staff) 869 Temporary (excludes Summer Recreation) 310 Total 1,179

Fiscal Year 2019 Annual Budget

City of Coral Springs Organization Chart

City of Coral Springs Organization Chart Citizens/ Customers

Citizens Advisory Committees and Boards

City Commission City Attorney

Internal Auditor

John J. Hearn jhearn@coralsprings.org

City Manager

Michael Goodrum mgoodrum@coralsprings.org

Fire/EMS

Fire Chief/Assistant City Manager Frank Babinec fbabinec@coralsprings.org

Deputy City Manager

Melissa Heller mheller@coralsprings.org

City Clerkâ&#x20AC;&#x2122;s Office

City Clerk Debra Thomas dthomas@coralsprings.org

Acting Deputy City Manager Robert Curnow rcurnow@coralsprings.org

Development Services

Director of Development Services Susan Hess Krisman skrisman@coralsprings.org

Information Technology

Public Works

Acting Dir. of Information Technology Stephen Dyer sdyer@coralsprings.org

Director of Public Works Rich Michaud rmichaud@coralsprings.org

Human Resources

Communications and Marketing

Director of Human Resources Dale Pazdra dpazdra@coralsprings.org

Budget and Strategy

Director of Budget and Strategy Catherine Givens cgivens@coralsprings.org

Financial Services

Director of Financial Services Kim Moskowitz kmoskowitz@coralsprings.org

Police

Chief of Police Clyde Parry cparry@coralsprings.org

Director of Comm. and Marketing Liz Kolodney lkolodney@coralsprings.org

Economic Development Chief Economic Dev Officer Ana Barbosa abarbosa@coralsprings.org

Community Redevelopment Agency

Charter Offices

Parks and Recreation

Director of Parks and Recreation Rick Engle rengle@coralsprings.org

City of Coral Springs, Florida

History of Coral Springs 2018 City Celebrates 50th /anniversary

Ribbon cutting to New City Hall

2013 The City of Coral Springs becomes the first state or local government to receive the Baldrige Award

2007 30 year old City faces staggering growth rate- creating a huge demand for City services- Coral Springs City Center was renovated to add museum, Aquatic Complex was expanded, Sportsplex and Tennis Center created

1995 1990 1980

O. Benjamin Geiger was elected Mayor and began the task of making Coral Springs independent-including establishingthe City’s first ad valorem property tax- $4.0000 mils

City holds first election: Mayor Lewie Mullins and Vice Mayor Robert Fuller elected

Growth continued to be the City’s greatest concern. By 1985, the population surpassed 50,000 and schools were overcrowded. In 1983 total property value passed $1 billion mark

1974

The census of 1970 set Coral Springs’ population at 1,489/ Broward County School Board voted to build the City’s first elementary school

1970 1967 1966

Westinghouse Electric Corporation acquired Coral Ridge Properties

1965

City’s First employee was hiredPolice Chief Richard Vedilago

1964 July 1963, Coral Springs was Incorporation as a city

The Strategic and Business planning system we use today—allocating resources strategically through data-driven decision making—was instituted

Master plan for 50,000 residents living in small neighborhoods was developed

1963

Fiscal Year 2019 Annual Budget

Budget and Strategy Division We are pleased to present this nationally recognized planning and budgeting document as one of the many services we provide to the City of Coral Springs. Budget and Strategy is a division of the City Manager’s Office and is responsible for managing and implementing several cross-functional processes within the City, including: Strategic Plan

Grants

Business Plan

Program Analysis

Performance Measurement System

Financial Analysis

Annual Budget

Performance Benchmarking

Capital Improvement Program

Operational Auditing

Performance Improvement Projects

Technical Assistance for Departments

Our budgeting system meets all of the best practice recommendations of the National Advisory Council on State and Local Budgeting, as well as previous recommendations by the Government Finance Officers Association (GFOA). We have had the good fortune to receive the Government Finance Officers Association Distinguished Budget Presentation Award for twenty-six consecutive years. In past years, our Annual Budget has received “Special Performance Measures Recognition” from GFOA as well as “Outstanding as a Policy Document and Operations Guide.” In addition, our performance measurement and budgeting system has been cited as a “Best Practice” by the National Partnership for Reinventing Government. The Fitch Rating Agency uses our planning system as a model for cities interested in achieving the distinction of an ‘AAA’ bond rating. Our performance measurement system was selected as a “Best Practice” by the American Quality and Productivity Center. We also received the Certificate of Excellence from the International City/County Managers Association Center for Performance Analytics. Our strategic planning, performance measurement, and budgeting efforts also contributed to the receipt of the 2007 Malcolm Baldrige National Quality Award. We are the first state or local government to receive the Baldrige Award. In addition, we also received the Florida Governor’s Sterling Award for Organizational Performance Excellence in 1997 and again in 2003. We are the first organization to win the Governor’s Sterling Award for the second time. For more information, please visit our web site, www.coralsprings.org, to download copies of our Strategic Plan, Business Plan, Annual Budget, Capital Improvement Plan, and other related documents and presentations.

Thank You!

Catherine Givens

Director of Budget and Strategy (954) 344-5920 cgivens@coralsprings.org

Vannelys Rivera

Senior Financial Analyst (954) 344-5928 vrivera@coralsprings.org

Laurie Bishara

Senior Financial Analyst (954) 344-5938 lbishara@coralsprings.org

Tyler Kohrt

Senior Financial Analyst (954) 346-1723 tkohrt@coralsprings.org

Iramene Modestil Budget Analyst (954) 344-1090

imodestil@coralsprings.org

Marissa Williams Budget Analyst (954) 344-1133

mjwilliams@coralsprings.org

Kristin Holowicki Grant Coordinator (954) 344-5902

kholowicki@coralsprings.org

Ronald E. Gomez

Financial Business Analyst (954) 340-4210 rgomez@coralsprings.org

Thanks to the City Manager’s Office, the department heads and their staff for helping us make this budget successful! We would also like to acknowledge the valuable assistance of Christine Parkinson Jahrsdoerfer for developing the cover design of this budget document.

Doris Span

Principal Office Assistant (954) 344-1191 dspan@coralsprings.org City of Coral Springs 9500 West Sample Road Coral Springs, FL 33065 www.coralsprings.org Fax: (954) 344-1198

City of Coral Springs, Florida

Fiscal Year 2019 Annual Budget

Budget Overview Contents Budget Process Overview...................................................................................................................................................................... 22 FY 2019 Budget Calendar...................................................................................................................................................................... 26 Budget Highlights................................................................................................................................................................................. 27 Combined Budget Summary................................................................................................................................................................. 33 Fund Structure Overview....................................................................................................................................................................... 34 Fund Balance Overview......................................................................................................................................................................... 36 General Fund Balance.................................................................................................................................................................. 37 General Fund Balance (continued)............................................................................................................................................... 38 Fire Fund Balance......................................................................................................................................................................... 39 Water and Sewer Fund Balance................................................................................................................................................... 40 Health Fund Balance.................................................................................................................................................................... 41 General Insurance Fund Balance.................................................................................................................................................. 42 Equipment Services Fund Balance............................................................................................................................................... 43 Debt Service Fund Balance........................................................................................................................................................... 44 Budgeted Funds Overviews................................................................................................................................................................... 49 General Fund Budget................................................................................................................................................................... 49 Fire Fund Budget......................................................................................................................................................................... 58 Water and Sewer Fund Budget.................................................................................................................................................... 62 Health Fund Budget..................................................................................................................................................................... 65 General Insurance Fund Budget................................................................................................................................................... 67 Coral Springs Charter School Fund Budget................................................................................................................................... 69 Public Art Fund Budget................................................................................................................................................................ 70 Equipment Services Fund Budget................................................................................................................................................ 71 Pension Fund Budget................................................................................................................................................................... 74 Solid Waste Fund Budget............................................................................................................................................................. 76 Debt Service Fund Budget........................................................................................................................................................... 77 Debt Management....................................................................................................................................................................... 82 Capital Improvement Program.............................................................................................................................................................. 84 Impact of CIP on the Operating Budget........................................................................................................................................ 88 Capital Improvement Summary by Fund..................................................................................................................................... 93 CIP Budget by Funding Source - All Funds.................................................................................................................................... 94 General Fund CIP Summary by Funding Source............................................................................................................................ 95 Major Capital Projects by Department......................................................................................................................................... 96 Major Capital Projects by Location............................................................................................................................................... 97 CIP Project Descriptions - General Fund....................................................................................................................................... 98 CIP Project Descriptions - Fire Fund............................................................................................................................................ 108 CIP Project Descriptions - Water & Sewer................................................................................................................................... 110 CIP Project Descriptions - Equipment Service Fund.................................................................................................................... 112 CIP Project Descriptions - Charter School Fund........................................................................................................................... 113 CIP Project Descriptions - Public Art Fund.................................................................................................................................. 114

City of Coral Springs, Florida

Budget Process Overview How the Budget Was Created The Strategic Plan began with the City’s vision, mission, strategic goals, and core values stated for the following five years. Reviewed and updated annually, the action plan creates a shared vision for the future of the community. Strategic Goals In 1997, the City Commission began a process of strategic planning designed to identify the issues that must be addressed to achieve our mission and that will persist over the lifetime of the Strategic Plan. These long-range policy issues developed by the City Commission in Fiscal Year 2018, emphasize the values of our customers: • Premier Community in South Florida • Growing Local Economy • Downtown Becoming Vibrant • City Investment in Today and Future • Responsible City Government For each priority, an action plan is developed for implementing policy, department operations, and department measures. Through this process, the Business Plan was developed: • Commission Priority: Identify the vital issues. • Key Performance Indicators (KPI): Identify desired results. • Initiatives: Allocate activities, resources, personnel, investment and time planned for the year to achieve each KPI. • Key Performance Indicators: Specific performance measures indicating the effectiveness in meeting the desired outcome. • By setting quality targets we are able to determine the resources necessary to meet them. The Business Plan section includes a matrix listing the KPIs and the departments that impact each. Business Plan Once the strategic goals are established, the operations of the City are reviewed and resources aligned to bring the strategic vision to life. Specific actions, programs, capital purchases, staffing requirements and funding levels are developed in response to the needs identified in the Strategic Plan. The Business Plan is an outgrowth of the strategic goals, capturing the City’s vision in a quantifiable form, City Mission improving decision-making and resource allocation. Initiatives in this year’s plan focus on additional public safety staffing, economic development, as well as addressing aging infrastructure. Strategic Goals A benefit of using a business plan is that we can establish a direct link between costs, activities, and key drivers. We use this model to monitor our performance by: Key Performance Indicators • Performing variance analysis using cost drivers. • Mapping the process that links budget items to activities. • Identifying value-added and non value-added activities.

Department Performance Measures

In developing the annual operating budget, departments analyze both existing and potential services in light of the strategic goals. The Business Plan identifies added and removed services, which are then quantified in the line item budget. They reflect not only the strategic goals as set by the City Commission, but also incorporate feedback from customer surveys and environmental scans that contribute to the long-term financial health of the City.

Fiscal Year 2019 Annual Budget

Departments set goals to meet the needs identified by the strategic goals. To meet these goals, programs within the departments have specific objectives that are measured through process indicators. Staff’s individual objectives and performance measures are then linked to the program objectives. Each employee knows what the end result should be and how it contributes to the Strategic Plan. In this way, the budget becomes a tool for monitoring, rather than controlling, operating performance. The performance measures table included with each department’s summary is designed to show how the program objectives support the strategic goals. Each performance measure is related to the Key Performance Indicator it supports and the strategic goal it addresses. Our policy deployment model follows the illustrated path. It is significant we view the process in this fashion, so we combine top-down and bottom-up input, tightly linking targets to the strategic plan.

Budget Methodology The budget methodology for the City of Coral Springs is a performance-based budgeting system. This type of budgeting system identifies a particular level of service performance for each type of service (program) and the resources needed to operate it, as well as describes the structure of the departments and the programs into which they are divided. The department’s budget is separated into the following components: Mission Statement— identifies the specific purpose for the department and how it relates to the City’s overall mission. Core Processes and Outputs—a listing of the fundamental processes and the outputs for the department. New Initiatives—new services or the removal of existing services as they relate to the strategic plan. Objectives and Performance Measures—the objectives focus on particular program accomplishments that will be attained within the current year. All objectives are measurable by the targets set for each KPI. Each performance measure includes explicit links showing how program objectives are directly related to KPIs and the strategic goals they support. Organization Charts—outline of program structure within the department. Program/Expenditure Summary—the budget for the department, summarized by program, if applicable, and by major category of expenditure: • Personal Services—salaries, overtime and other pay including vacation payment incentive, holiday pay, temporary wages. • Benefits—FICA, retirement contributions, health and other benefits. • Other Expenses—supplies, repairs, utilities, services and other costs. • Operating Capital—departmental machinery and equipment under $5,000.

Approach To The Budget Review Process Start-Up We begin by reviewing all current services in light of the Strategic Plan. Are current services sufficient or necessary? What are our customers’ needs and desires? Through resident and business surveys, SWOC (strengths, weaknesses, opportunities, challenges) analysis, Slice of the Springs meetings, our customers’ input is a critical piece of the budget process. What new initiatives should be undertaken to meet constituent requirements or a changing market environment? Then we develop a list of recommended changes arising out of this analysis, forming the basis for the Business Plan. Beginning with each department’s mission statement, which is a driving force behind the department’s budget and should set the direction of the department, we develop a projected budget based on the previous year’s budget with any new initiatives appended, and any discontinued services removed. From there, goals and objectives are developed that relate to each other and to the department’s mission and the City’s Key Performance Indicators as outlined in the Strategic Plan. Goals and objectives should be realistic, quantifiable, and include improvements to the efficiency and effectiveness of the department. Current goals and objectives may be used to establish a starting point for the future.

City of Coral Springs, Florida

In the spring, the Budget and Strategy Division distributes to departments a target budget for the coming year, which is based on projections of current year expenditures, as well as the two prior years’ actual expenditures. Included in this target budget are budgeted line items for salaries and benefits (for example, pension and health plan allocations). Also included are the current year’s goals and objectives for the department. At the same time, Capital Replacement Program, Capital Improvement Program and physical inventory worksheets are distributed for department input. Verification of all numbers and assumptions made in these categories is carried out by departmental staff. Personnel changes such as retirements, projected salary increases or changes in hours worked are submitted to the Budget and Strategy Division. Methodology Given the slow and steady economic recovery, the budget process proceeded in two steps. First, the Budget and Strategy Division asked departments to develop a budget with the expectation of no new money. Second, the City Manager’s Office asked departments to identify cost savings and/or revenue enhancements resulting from service refinements. The service refinement exercise was not necessarily about cutting service, but about finding a different way of providing that service. Investments were considered if they would lead to enhanced productivity or reduced expenditures. While indiscriminate, across-the-board cuts are easy to implement and have the pretense of equity and fairness, these cuts do not consider customer (that is, residents’ and business’) needs and expectations. The City of Coral Springs’ business model, by contrast, has customer-driven excellence as its foundation. Our customer-driven excellence philosophy enables the City to address potential challenges strategically. It involves awareness of current and emerging customer needs, expectations and trends, which, in turn, leads to increasing levels of customer trust, value, and satisfaction. Operating Expenses The target budget will also contain operating expenses based on projections of the current year’s expenditures. Actual users of the supplies and services review their practices and habits involving daily expenditures for possible efficiencies. Departments review line item account codes for descriptive accuracy to determine if they reflect the actual types of expenditures. Lastly, Departments provide justification for any changes from the target budget based on information from current year expenditures or information obtained from other sources, such as trends in next year’s contracts or service costs provided by the Purchasing Division. Capital Expenses Departments also evaluate all existing equipment, facilities, and other capital items, to determine if useful life has been exceeded, or will be exceeded, in the coming budget year. They then identify all recommended capital expenditures from this evaluation of equipment. Vehicle life expectancy information is provided by the Public Works Department-Equipment Services Division. Other capital expenses, such as office equipment, are estimated with help from the Purchasing Division. Each department maintains a six-year Capital Improvement Program plan for its equipment needs and submits same to the Budget and Strategy Division for review, summarization and presentation to the City Commission for approval. Business Plan Taking into account the market environment, customer expectations and emerging issues, the changes to service structure (discontinued services, new initiatives, etc...) are outlined and cross-referenced to the Strategic Plan. Citywide financial strategies are identified to address the long-term needs of the City in relation to emerging issues that have been identified through the strategic planning process. Anticipated results are identified and linked to key performance indicators for inclusion in the City’s performance management system. Based on the recommended projects and services, a preliminary budget is presented at the Business Plan workshop.

Fiscal Year 2019 Annual Budget

Budget Format A municipal budget document should provide sufficient, meaningful and useful information to elected officials, City staff, and to the public. To that end, we have developed a budget document that serves four primary functions: • Policy document • Financial plan • Operations guide • Communication device. Together, these budget elements define what the City of Coral Springs has done, what it plans to do, and how it will accomplish its objectives. The budget is a program- and performance-based plan that links prescribed organizational goals and objectives with the financial resources necessary to achieve them. Each of the budget’s programs represent a “product” of the City. Contained within each program are objectives and achievements. The program/performance budget is integrated with line item financial information to ensure optimal budget control. This program/performance budget enables the City Commission and the public to analyze the budget by priorities based on program goals and performance objectives rather than line item costs. In addition, this format provides information so that the City Commission and the public will have a better understanding of the allocation of resources among programs and the measurable work that each department will accomplish. The annual budget includes the following sections: Introduction, Budget Overview, Business Plan, and Department Budgets.

Approving The Budget During the summer months, recommended operating and capital improvement program budget documents are prepared and presented to the City Manager and forwarded to the City Commission for review during public budget workshops. The City Commission either approves or makes changes to the recommended budget(s) and returns to staff for further study. Public hearings and final adoption of the budget occur in mid-September.

Monitoring The Budget The Budget staff is authorized to transfer funds within individual departments. Revisions that alter the total expenditures of any department within a fund must be approved by the City Manager. Actual expenditures and operating transfers out may not exceed budget appropriations at the individual fund level. Appropriations which are neither expended, encumbered, nor specifically designated to be carried over, lapse at the end of the fiscal year.

Amending The Budget If, during the course of the fiscal year, it becomes evident that a particular fund is unable to provide the required level of services to the community due to unexpected higher costs of providing the service, the budget may be amended. The Director of Budget and Strategy submits a request to amend the budget to the City Commission. The request contains a written explanation from the director(s) of the department(s) requiring additional funds. The request also includes a proposal for financing the additional expenditures, such as appropriating from the fund balance/ retained earnings or submitting evidence of expected surplus from current year revenues. City Commission approval is required for budget amendments which alter the total adopted budget amount of any fund.

City of Coral Springs, Florida

FY 2019 Fiscal Budget Calendar Year 2019 Budget Calendar November 2017 December 2017 January 2018 February 2018 April 2018 May 2018 June 2018 July 2018 September 2018

November 13

November 30

Directors Strategic Planning I

CC Strategic Planning Workshop I*

December 1 CC Strategic Planning Workshop I* (Continued)

January 11

January 24

Directors Strategic Planning II

CC Strategic Planning Workshop II*

February 14 Directors Strategic Planning III

April 11

April 12

April 13

Budget Kickoff

Budget Training I

Budget Training II

May 11

May 23-25

Budget Package due to Budget

Departmental Budget Meetings

June 11-14 CMO Department Budget Request Meetings

June 15 Business Plan Decision

June 20 Business Plan Appeal

June 27 CC Business Plan Workshop I*

July 25 CC Business Plan Workshop II*

September 12

September 20

First Public Budget Hearing*

Second Public Budget Hearing*

Abbreviations Used CC – City Commission CMO – City Manager’s Office *All Commission meetings and workshops are open to the public. For more information on specific times and locations of a meeting, please visit our website at coralsprings.org or call us at 954-344-1000.

Fiscal Year 2019 Annual Budget

Budget Highlights

Tax Rate Fiscal Year 2019

General Operating Millage

Debt Service Millage

Introduction

$5.8732 $0.2652

Combined City Millage Rate $6.1384

The Fiscal Year 2019 Annual Budget, that was adopted on September 20, 2018, is a numerical reflection of the Fiscal Year 2019 Business Plan. By allocating resources in alignment with the City Commission’s five strategic goals and departmental KPIs, we believe this budget will successfully meet the challenges before us and set the stage for continued success in the future.

Operating Millage Rate rate Coral Springs operating millage

Voter-Approved Debt Service Millage Ratemillage rate Voter-approved debt service $1.0000

$7.0000 $5.8732 $5.8732

$6.0000 $5.0000 $4.0000

$4.5697 $4.5697 $4.5697 $4.3559 $4.3939

$0.8000

$4.7982 $4.7982

$0.6000

$3.8866 $3.3651

$3.0000

$0.4000 $0.2915

$2.0000

$0.2000

$1.0000 $0.0000

$0.1763

$0.2933

$0.2906 $0.2033

$0.1763

$0.2948

$0.2753

$0.2652

$0.2038

$0.0000

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Budget in Brief The adopted operating net budget for Fiscal Year 2019 for all funds totals $201,077,515. This represents an increase of $9,104,652 or 4.7% compared to the Fiscal Year 2018 net budget. The Fiscal Year 2019 budget reflects community needs as identified in the Fiscal Year 2018-2023-2033 Strategic Plan and 2019 Business Plan. Highlights of the Fiscal Year 2019 budget include: • Total taxable assessed value increased 6.99% in the City of Coral Springs to $10,282,362,140. • Operating millage rate will remain at $5.8732. Combined with the increase in assessed values, the City will receive approximately $3.29 million in additional property tax revenue. • The voter-approved debt service millage rate will decrease from $0.2753 to $0.2652, a decrease of $0.0195 or -3.6% mainly driven by the increase in assessed values.

FY 2017 Final Millage Rates

Plantation Pembroke Pompano Pines Beach*

Davie

4.1193

5.3220

Coral Springs

5.4865

Sunrise

5.6736

5.8732

Deerfield Beach

5.7500

6.0543

Hollywood Miramar

Comparing Coral Springs’ Fiscal Year 2019 operating millage rate to other cities’ final Fiscal Year 2018 operating millage rates.

2019

6.0981

6.7654

$10 $9 $8 $7 $6 $5 $4 $3 $2 $1 $0

7.4479

Operating millage rate comparison with other municipalities

Ft Lauderdale

* Pompano Beach includes a separate EMS millage of 0.5000

City of Coral Springs, Florida

• The combined general operating and debt service millage rate is $6.1384 per $1,000 of assessed value, a decrease of $0.0101 or .16%. • The Fire Assessment fee for single-family homes will increase by $20.00, from $180.00 to $200.00. Multi-family fee will increase by $19.75, from $195.25 to $215.00 per unit. Fire fees for commercial properties will increase by $3.10, from $23.00 to $26.10 per 100 square feet and industrial warehouse fees will increase by $0.66, from $2.98 to $3.64 per 100 square feet. Institutional properties will also see an increase of $4.87, from $27.00 to $31.87 per 100 square feet. • Water and Sewer rates will increase by 3.5%, an increase of $2.32 per month for the average residential customer. • The Residential Solid Waste Special Assessment will increase by $12.00, from $248.00 to $260 per single-family home. • General Fund debt service for franchise and capital revenue bonds, as a percentage of total budget, will equal 6.0% in Fiscal Year 2019 as compared to 5.6% last year. The increase of 0.4% or $723,410 is driven by the addition of the 2017 capital revenue note related to the Public Safety and Public Works Campus. The debt levels are well within the General Fund debt service policy limitation of 12.5% of total General Fund expenditures. • With a General Obligation bond indebtedness of 0.20% of total taxable assessed value, the City is well below its self-imposed debt policy limit of 5%. Capital Improvements • In Fiscal Year 2019, the City will invest $16,611,587 in capital improvements and upkeep of City-owned facilities. For details of the projects planned for this year, refer to the Capital Improvement Program section included in this document. Staffing • Total full-time positions in Fiscal Year 2019 is 835 (excludes Fire/EMS services contract staff). This represents an addition of ten (10) full-time employees, offset partially by the conversion of a part-time position to full-time status as well as a decrease in maintenance contracts. The table below shows the newly authorized positions for the upcoming budget year. • In Fiscal Year 2018, the City added 22 full-time employees. The 22 positions were budgeted as follows: 16.14 in the General Fund, 3.86 in the Fire Fund and 2 in the Solid Waste Fund.

Net full-time position changes per fiscal year Net Full-Time Position Changes per Fiscal Year 50

40 29

13 8

14 10

0 -2

-10 -13

-11

-8

Fiscal Year 2019 Annual Budget

FY 2019

FY 2018

FY 2017

FY 2016

FY 2015

FY 2014

FY 2013

FY 2012

FY 2011

FY 2010

FY 2009

FY 2008

FY 2007

FY 2006

FY 2005

FY 2004

FY 2003

FY 2002

FY 2001

FY 2000

-20

Full-time additions for Fiscal Year 2019

10 Full Time Positions Driven by the Marjory Stoneman Public Safety Act passage, the City will like to add 4 SRO’s to the program. The MSD Public Safety Act requires that each school district school board and school district superintendent cooperate with law enforcement agencies to assign one or more safeschool officers to each school facility. This will require an SRO in Renaissance Charter in addition to three in our schools that have a population of students over 2000. These schools include Coral Glades High School, Coral Springs High School, and Taravella High Schools. We believe adding an additional SRO in these schools will be essential to the safety and security of the school. This will bring the total School Resource Officers to 24.

The department is requesting three (3) additional firefighters in the Fiscal Year 2019 budget. The additional personnel would add one (1) firefighter/paramedic to each of the three (3) fire department shifts. This addition will increase the amount of personnel on particular units such as the busier units that are running heavy amount of calls for service. This would also decrease the needs for some of the busiest ladder and engine companies having to respond to medical calls for additional staffing. Having the suppression companies remain available will allow faster and more efficient responses in their respective response zones.

The Coral Spring’s Fire Department is requesting the creation of one (1) Logistics Position with the rank of Captain. Having this position added to the fire department will fill a current void and provide for more efficient and effective day to day operations and allow the other members to dedicate their time to their responsibilities. This person directs and consolidates the functions of equipment and supply allocation, as well as procurement and research to facilitate efficient and effective utilization of fire department resources. The position will oversee the inventory and supply distribution network to meet the daily and mission critical needs of the fire department.

The addition of an in-house Air Conditioning Technician to the Public Works Facilities division will result in an annual cost savings and faster response time for non-General Fund departments that experience air conditioning system failures. Facilities staff will become the first responders to diagnose and in many cases initiate the repair process quicker resulting in less A/C down time and a overall reduction in repair and maintenance budget for air conditioning units.

The department is requesting to convert a part-time employee to full-time for the Fiscal Year 2019 budget. The Coral Springs Regional Institute of Public Safety has continued its growth, and the amount of financial reconciliation has tripled over the past few years.The additional time will ensure that staff is capable of handling their perspective responsibilities. Funding for the conversion will be made possible due to the three added attributes, new classes, Martin County Agreement and Florida pre-paid.

City of Coral Springs, Florida

Financial Condition The improving local and regional economy has favorably impacted the City’s financial outlook. The City’s unemployment rate (June 2018 3.6%) is expected to remain below the National (4.0%) and State (3.9%) rate and signs point toward moderate economic growth. Despite downward pressure on revenues due to residential build-out, tax relief legislation, and the lingering effects of the economic recession, our City’s priority is to continue efforts in maintaining a sound fiscal management and stability. The City’s healthy financial position can be attributed to long-term financial planning that identifies emerging issues which may affect our ability to provide the level and type of service customers expect. For that commitment to our citizens the City Commission is maintaining the current millage of $5.8732 this fiscal year, FY2019. As shown in the table below, our financial, political and natural environment is forcing management to take the hard but much needed decisions, to ensure the City continues to provide the exceptional level of services, control expenditure growth rate, and builds up a healthy stabilization fund to prepare the City for future challenges.

How We Got Here

Timeline of major events impacting the City’s financial condition

Hurricane Wilma

Tax Reform

Ad Valorem Revenues

Economic Recession

Taxable Value

Other Revenue

Hurricane Irma

2005 (FY2006)

2007-current

2007-2015

2007-2013

2008-2017

2007-2016

2017-2018

Used ~$30M reserves

Limited tax revenue a City could collect

Recently returned to pre-recession: $35M in 2007 $35M in 2015

Recession impacted all revenue sources

Taxable value ↓ 29% from 2008 to 2012

CST ↓ $1.8M (legislative driven)

$12.7M in costs (estimated)

↑ Foreclosures

Save Our Homes caps limit increase to 3%

↑ Unemployment

Recovering: at $9.69B, still not up to $10.39B In 2008

Interest Income ↓ $1.5M

↑Sworn Pension due to Δ State of Florida Mortality Tables

(unfunded mandates)

Additional $25,000 homestead exemption New homestead portability New property tax caps

↑ Commercial vacancies

FY18 – Unfunded mandate for Police & Fire $860,000

Home values reset at lower values and are locked due to SOH

Licenses and Permits ↓ $1.3M

Bond Ratings The City is proud to have earned the highest bond rating available from Standard and Poor’s (S&P) (AAA) and Fitch Ratings (AAA). The City also received the Aa1 rating from Moody’s Investors Service. The City’s goal is to maintain the AAA from S&P and Fitch while making the changes needed to earn the Aaa bond rating from Moody’s. Increasing fund balance is an important change the City can make to achieve this goal. Achieving AAA bond rating is important for our residents because it indicates to investors that the City is a low-risk investment which translates into lower interest rates and corresponding lower interest payments on general obligation bonds.

Fiscal Year 2019 Annual Budget

Revenues The City’s intergovernmental, franchise, and other demand-driven revenues fluctuate with the economy. Most experts agree the economy will continue to grow at a modest rate in the near term. However, rather than growth returning to normal levels, the economy will move slowly but steadily upward. In the last fiscal year, FY2018, the City Commission approved a millage increase from $4.782 to $5.8732 resulting in an 11.6% budgeted increase in revenues overall. Longer term, the City’s revenue growth is anticipated to be slow and more closely approximate to inflation; therefore, forecasts exhibit a growth rate under 3%. The City continues to suppress the expenditure growth rate to keep within the revenue growth rate. However, as CPI and other cost drivers increase with inflation, the need for future periodic millage rates increases may need to be considered. Fund balances are improving as a result of growth-related revenues, improved productivity, and prudent financial management policies. Those fund balances have been leveraged to avoid future debt service by equity financing high priority capital purchases.

Major Policy Considerations Expecting the economic recovery to maintain its slow but steady progression, the City’s strategy is focusing its efforts on continuing to invest in the community, as well as providing high quality services to our residents, maintaining and improving our aging infrastructure and building up our reserves. Investing in the Community During the depths of the recession, the City adopted a three-pronged financial strategy. While this was an appropriate strategy for the time, a new financial strategy is necessary to place the City in the most advantageous position to embrace the economic recovery. Although the recession has officially ended, the return to pre-recession economic growth rates is not on the horizon. Since the fuel that powered the City’s economic engine (population growth and new construction) will not return to previous levels quickly, if at all, we must expect and plan for a new normal. The City Commission has set the stage for this vision by incorporating language in the 2017-2018 Strategic Plan directing the City to take a leadership role in creating its future by investing in our community. In partnership with the Economic Development Office, Community Redevelopment Agency, the Chamber of Commerce, and other stakeholders, the City will proactively prime the engine of economic growth by assisting our existing business community, devoting resources to encourage the redevelopment of the City’s commercial areas such as the Corporate Park, and investing in education. In addition, the City will work to attract businesses and increase property values by investing in the appearance and the safety of our community. Economic Development Strategy A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base. Approximately 45% of the City’s revenue comes from property taxes which are the City’s single largest revenue source. After several years of declining property values, the City’s Total Taxable Assessed Values have steadily increased over the past six years. The tax base is expected to continue to grow due to new commercial entities, such as Cleveland Clinic and Costco, as well as key residential development projects currently underway. Upgrade Technology Infrastructure The City will continue to invest in tools that allow its employees to achieve high levels of productivity 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 objective must be balanced against the need to protect the confidentiality, integrity, and availability of information and at the same time control costs. It is also important that all City departments participate in the efforts to utilize technology in an efficient and effective manner.

City of Coral Springs, Florida

Annual net operating budget and capital Net Operating Budget Capital Improvements (CIP) Total Financial Program

Net Operating Budget General Fund Special Revenue Funds Fire Fund C.S. Charter School Fund Public Art Fund Enterprise Funds Water and Sewer Fund Solid Waste Fund Internal Service Funds Health and General Insurance Funds Equipment Services Fund Pension Fund Debt Service Fund Total Net Operating Budget

FY 2018 Budget $191,972,863 18,112,357 $210,085,220

FY 2019 Budget $201,077,515 18,611,587 $219,689,102

$ % Change Change $9,104,652 4.7% 499,230 2.8% $9,603,882 4.6%

FY 2018 Budget $85,405,772

FY 2019 Budget $85,918,500

$ % Change Change $512,729 0.6%

15,168,817 10,971,680 336,900

16,768,180 14,346,538 215,200

1,599,363 3,374,858 (121,700)

10.5% 30.8% -36.1%

20,923,367 4,532,543

19,236,622 4,893,880

(1,686,745) 361,337

-8.1% 8.0%

19,249,101 11,046,111 14,352,360 9,986,212 $191,972,863

19,986,968 12,466,818 16,363,576 10,881,232 $201,077,515

737,867 1,420,707 2,011,216 895,020 $9,104,652

3.8% 12.9% 14.0% 9.0% 4.7%

Fiscal Year 2019 Annual Budget

Combined Budget Summary Appropriated Funds Budget - Fiscal Year 2019

CASH BALANCE BROUGHT FORWARD: ESTIMATED REVENUES

GENERAL FUND $0

Millage Per $1,000 Ad Valorem Taxes $5.8732 Ad Valorem Taxes $0.2652 (Voted Debt) Solid Waste Assessment Fire Fund Special Assessment Sales and Use Taxes Franchise Fees Utility Service Taxes Licenses and Permits Intergovernmental Revenue Charges for Services Fines and Forfeitures Miscellaneous Revenues Other Financing Sources Taxes:

57,370,851

DEBT SERVICE FUND $0

CAPITAL PROJECTS FUND $0

PUBLIC ART FUND $192,200

SOLID WASTE FUND $0

WATER & SEWER FUND $641,570

FIRE FUND $0

CHARTER SCHOOL FUND $2,666,827

2,590,538

2,189,175

4,947,273 14,029,856

8,868,219 10,301,000 11,886,783 4,237,926 11,436,596 15,341,865 2,798,426 4,003,453 137,913

11,666 8,279,028

194,000 4,289,515

23,000

TOTAL REVENUES AND OTHER FUNDING SOURCES

$128,572,207

$10,881,232

$4,483,515

$23,000

$4,947,273

TOTAL ESTIMATED REVENUES AND BALANCES

$128,572,207

$10,881,232

$4,483,515

$215,200

$4,947,273

13,099,711

$23,754,219

$24,410,312

$13,099,711

$210,171,469

$24,395,789

$24,410,312

$15,766,538

$213,672,066

31,632

EXPENDITURES / EXPENSES

$10,881,232 $0

$4,483,515 $0

$215,200 $0

$128,572,207

$10,881,232

$4,483,515

$215,200

TOTAL APPROPRIATED EXPENDITURES AND RESERVES

2,240,553

404,852

$4,947,273 $0

1,113,390 $24,395,789 $0

3,615,325 $24,410,312 $0

$15,766,538 $0

$17,354,300 $16,335,411 $87,399,196 $36,363,917 $1,027,610 $15,678,905 $21,264,071 $4,483,515 $13,765,141 $213,672,066 $0

$4,947,273

$24,395,789

$24,410,312

$15,766,538

$213,672,066

4,947,273

10,881,232

$57,370,851 $2,590,538 $7,136,448 $14,029,856 $8,868,219 $10,301,000 $11,886,783 $4,237,926 $30,955,803 $42,913,001 $2,815,944 $4,295,751 $12,769,349

6,419,496 3,848,549 17,518 55,000 39,893

23,722,587

General Governmental Services 17,354,300 Education 568,873 Public Safety 67,009,061 Physical Environment 10,671,499 Economic Environment 730,909 Culture and Recreation 15,463,705 Debt Service 7,737,434 Capital Improvement Program Excluding Operating CIP Other Financing Sources (Uses) 9,036,426 TOTAL EXPENDITURES/EXPENSES $128,572,207 Reserves $0

TOTAL BUDGET $3,500,597

215,200 4,483,515

20,745,145 296,701

20,390,135

15,766,538

Note: Revenues (sources) and Expenses (uses) for Equipment Services, Health, and General Insurance funds are incorporated within all other appropriated funds included in this summary and thus, not listed separately. Note: In accordance with standard budgeting practice, the main difference between the “Summary of Net Budgeted Revenues/Expenditures” on pages 34 and 35 and the “Fiscal Year 2019 Combined Budget Summary” on this page is that the latter does not include internal service funds to avoid double-counting interfund transfers (movement of money from one fund to another).

City of Coral Springs, Florida

Fund Structure Overview 325

FY 2019 Total Operating Budget and Capital $219,689,102

FY 2019 Net Operating Budget $201,077,515

General Fund $85,918,500

Special Revenue Funds $31,329,918

Internal Services Funds $32,453,786

Trust and Agency Funds $16,363,576

Water and Sewer $19,236,622

Fire $16,768,180

Insurance Funds $19,986,968

Pension $16,363,576

Solid Waste Fund $4,893,880

Charter School $ 14,346,538

Equipment Services $12,466,818

Enterprise Funds $24,130,502

Debt Service Fund $10,881,232 Debt Service $10,881,232

Public Art $215,200

Major Funds Fund Name

Fund Type

General Fund*

City Operating Fund

Fire Fund*

Special Revenue Fund

Water and Sewer Fund*

Enterprise Fund

Solid Waste Fund*

Enterprise Fund

Health and General Insurance Funds* Coral Springs Charter School Fund*

Internal Service Funds Special Revenue Fund Internal Service Accounts for the costs of maintaining the City’s fleet Fund Includes the Public Art fee receipts collected during the Special Revenue permitting process for new construction and renovations of Fund existing structures

Equipment Services Fund* Public Art Fund*

Fund Description Accounts for police, code compliance, parks and recreation, public works, building, emergency medical services, and administration services Covers the fire department and subsequent divisions, including administration, suppression, inspection, training, and communications Provides water and wastewater services to approximately 51% of Coral Springs residents Includes the non-franchise portion of the City’s residential solid waste special assessment to cover cost of hauler and disposal fees Contribute to the City’s insured general liability, property, workers’ compensation, life, and employee medical benefits Includes the revenues and expenses incurred in the operation of the Coral Springs Charter School

Pension Fund

Trust and Agency Fund

Accounts for the accumulation of resources to be used for retirement benefit payments to the City’s employees

Debt Service Fund*

Debt Service Fund

Covers the revenues and payment of voter approved longterm general obligation debt and revenue bond debt

*Indicates appropriated funds in accordance with the Budget Ordinance.

Fiscal Year 2019 Annual Budget

Fund Structure Overview (continued)

*FY 2019 Capital Budget $18,611,587

General Fund $5,181,280

Special Revenue Funds $3,404,930

Internal Services Funds $5,299,277

Water and Sewer $4,697,100

Fire $829,930

Equipment Services $5,299,277

Solid Waste Fund $29,000

Charter School $2,050,000

Enterprise Funds $4,726,100

Public Art $110,000

Tree Trust Fund $415,000

City of Coral Springs, Florida

Fund Balance Overview What is Fund Balance? Fund balance is the difference between assets and liabilities reported in a governmental fund at the end of the fiscal year. Fund balance tables for all major funds are presented on the following pages. How are Fund Balances Used? City staff reviews fund balances yearly to identify available surpluses. The surpluses become part of the City’s financial strategy to equity fund capital projects, supplement the funding of depreciation, and to pay down outstanding debt. Coral Springs is proud to be among an elite group of cities that are currently rated ‘AAA’ by Standard and Poor’s and Fitch and Aa1 by Moddy’s Investors Service. The City’s strong financial performance is due, in part, to the City’s long-term perspective and aggressive debt management.

We have used surpluses to retire expensive debt, provide adequate funding for pension funds, enhance the education resources of the City, and provide “pay-as-you-go” financing structures for its equipment and technology upgrades. (See the Capital Improvement Program in the Budget Overview section for detailed information on replacement programs.) Prior to tax reform, it was evident surpluses would be decreasing at an increasing rate because the City had reached residential build-out and building/developmental-related revenues were expected to decline. To capitalize on these declining resources, surpluses were earmarked to provide a funding source for future capital expenditures. The allocation of reserves is intended to support operating expenditures required to maintain the quality of service our residents have come to expect.

Prior to build-out, the City—through its growth management, strategic planning, and cost containment measures—had been able to generate reserves that were reinvested back into the community. The goal of the City has been to use surplus reserves in ways that positively affect the financial Five-Year Forecast by reducing long-term obligations, while avoiding property tax increases.

Fiscal Year 2019 Annual Budget

General Fund Balance FY 2014 Actual BEGINNING BALANCE Adjustment (Conference Center and Library) Use of Reserves REVISED BEGINNING BALANCE

FY 2015 Actual

FY 2016 Actual

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

$22,187,147 $22,187,147

$21,222,176 $21,222,176

33,847,000 12,236,915 10,859,975 21,094,024 3,349,483 13,090,654 1,744,986 4,358,604 100,581,641 100,581,641

35,279,815 12,245,054 11,054,809 24,699,065 3,652,702 14,657,823 2,511,975 4,336,617 108,437,860 108,437,860

39,282,218 12,218,962 11,163,482 21,743,610 4,046,601 14,095,119 5,087,817 4,304,307 111,942,116 111,942,116

41,736,095 12,394,344 11,351,304 22,043,338 5,001,171 14,664,091 4,586,610 4,361,102 116,138,055 116,138,055

54,079,618 12,176,813 11,681,365 20,587,584 4,165,729 14,699,256 3,209,708 4,229,827 124,829,900 124,829,900

57,370,851 12,490,175 11,886,782 20,304,815 4,237,926 15,221,739 2,798,426 4,261,493 128,572,207 128,572,207

13,799,474 55,363,578 14,143,371 4,722,294 5,945,559 1,051,065 95,025,341

14,886,437 56,030,431 14,203,964 5,103,911 6,201,882 1,225,680 97,652,305

16,231,340 58,109,154 14,239,971 4,910,376 6,432,802 987,133 100,910,776

19,290,862 60,681,829 14,911,738 5,022,054 6,439,723 1,071,333 107,417,539

33,141,321 61,269,474 14,810,228 7,457,677 7,066,895 555,900 528,405 124,829,900

32,731,364 64,724,900 14,989,105 7,748,262 7,111,938 568,873 697,765 128,572,207

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENDITURES

5,556,300

10,785,555

11,031,340

8,720,516

Other Financing Sources (Uses) Transfers In Transfers Out Special Item Total Other Financing Sources (Uses)

820,285 (5,906,556) (1,435,000) (6,521,271)

(6,460,482) (6,460,482)

(8,636,425) (8,636,425)

(9,447,651) (9,447,651)

(964,971)

4,325,073

2,394,915

(727,135)

$21,222,176

$25,547,249

$27,942,164

$27,215,029

REVENUE/SOURCES Ad Valorem Taxes Franchise Fees Utility Taxes Intergovernmental Revenues License and Permits Charges for Services Fines and Forfeitures Interest/Other SUB TOTAL REVENUES Appropriations from fund balance TOTAL REVENUE/SOURCES EXPENDITURES/USES General Government Public Safety Parks and Recreation Public Works Development Services Educational Programs Capital Outlay TOTAL EXPENDITURES/USES

NET CHANGE IN FUND BALANCE FUND BALANCE END OF YEAR Total Assets Liabiliities Deferred Inflows of resources Subtotal Fund balance Nonspendable Inventory Long-term note receivable Prepaid Items Advances to other funds Restricted Landfill Parks Committed Stabilization Fund Assigned Computer Replacement Program Facilities Replacement Parks replacement Subsequent years' expenditures Capital Projects Unassigned ENDING BALANCE

$25,547,249 $27,942,164 $27,215,029 $27,215,029 $25,547,249 $27,942,164 $27,215,029 $27,215,029

$27,215,029

$ 31,764,537 $ 35,537,958 $ 38,893,032 $ 40,142,264 $ 8,500,963 7,918,567 8,179,184 9,790,308 2,041,398 2,072,142 2,771,684 3,136,927 $21,222,176 $25,547,249 $27,942,164 $27,215,029 $

$27,215,029 $ $

1,075,825 -

1,138,336 -

949,546 -

935,702 -

23,820 81,945

24,153 81,945

24,371 81,945

24,687 81,945

17,548,453

18,333,974

19,019,790

21,221,083

1,426,266 665,867 400,000 -

1,882,094 542,357 3,544,390

2,291,671 919,265 4,655,576

1,830,834 948,778 212,746 1,959,254

$21,222,176

$25,547,249

$27,942,164

$27,215,029

City of Coral Springs, Florida

$27,215,029

General Fund Balance (continued) Discussion of changes in Fund Balance: In FY 2014, fund balance for the General Fund was $21,222,176 or 22% of total General Fund Expenditures. Of this balance, $105,000 is restricted by specific legal requirements, $17,548,000 has been committed to the City’s stabilization fund, $1,426,000 has been assigned to the compter replacement program, $666,000 has been assigned to facilities replacement, $400,000 has been assigned to capital projects, and $1,076,000 is classified as nonspendable. The General Fund fund balance decreased by approximately $965,000 from FY 2013. Revenues increased due to a $1.1 million increase in property tax revenue and $2M increase in franchise tax revenue. This was offset by a decrease of $1.6M in intergovernmental revenue. This decrease in intergovernmental revenue is primarily due to a one time distribution of $1.4M received in fiscal year 2013 from the Resource Recovery Board. Expenditures increased $2.9M or 3.2% over the prior fiscal period. In FY 2015, fund balance for the General Fund was $25,547,249 or 26% of total General Fund Expenditures. Of this balance, $106,000 is restricted by specific legal requirements, $18,333,974 has been committed to the City’s stabilization fund, $1,882,094 has been assigned to the computer replacement program, $542,357 has been assigned to facilities replacement, and $1,138,336 has been classified as nonspendable. The General Fund balance has increased by approximateley $4.3M. Revenues increased $2.2M primarily due to a Miscellaneous Fines (Code Citations/Liens) increase of $3.4M offset by a decrease in Intergovernmental Revenues ($679k) as well as a decrease in expenditures of $1.9M

has been assigned to facilities replacement, and $949,546 has been classified as nonspendable. The General Fund balance has increased by approximateley $2.4M. Revenues increased $3.5M primarily due to Ad Valorem Revenues and Miscellaneous Fines (Code Citations/Liens) offset by a decrease in Intergovernmental Revenues as well as a increase in expenditures of $3.25M when compared to actuals from FY 2015. At the end of FY 2017, fund balance for the General Fund was $27,215,029 or 25% of total General Fund Expenditures. Of this balance, $106,632 is restricted by specific legal requirements, $21,221,083 has been committed to the City’s stabilization fund, $1,830,834 has been assigned to computer replacement program, $948,778 for facilities replacement as well as $212,746 for park replacements. $935,702 has been classified as nonspendable. The General Fund balance decreased by $727,135. The FY2017 revenue actual increased by 3.7% while FY2017 expenditures increased by 6.4%, when compared to FY2016 actuals. In FY 2018, there were no funds budgeted to be allocated from fund balance. The operating millage increase of 22.40% drove the overall impact of 11.57% increase in total revenues versus the FY2017 budget. In FY 2019, there were no funds budgeted to be allocated from fund balance. The operating millage remained the same while property values increased slightly driving the revenue increase from FY2018 to FY2019. This also assumes that the city revenues and expenditures will be at 100% of budget at the end of 2019.

At the end of FY 2016, fund balance for the General Fund was $27,942,164 or 27% of total General Fund Expenditures. Of this balance, $106,316 is restricted by specific legal requirements, $19,019,790 has been committed to the City’s stabilization fund as per the City’s financial policy. The amount of $2,291,671 has been assigned to the computer replacement program, $919,265

General Fund 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 ‐

FY 2013

FY 2014

FY 2015

Fiscal Year 2019 Annual Budget

FY 2016

FY 2017

Fire Fund Balance BEGINNING BALANCE Use of Reserves REVISED BEGINNING BALANCE

FY 2014 Actual

FY 2015 Actual

$2,675,464 $2,675,464

$2,501,899 $2,501,899

$2,562,042 $2,562,042

$710,933 $710,933

$545,469 $545,469

58,581 9,365,347 7,517,732 36,741 16,978,401

74,668 9,596,691 8,529,911 34,371 18,235,641

46,620 9,635,043 8,474,235 39,206 18,195,104

66,579 10,446,316 8,559,781 43,136 19,115,812

102,020 12,499,135 9,331,987 55,000 21,988,143

17,518 14,069,749 10,268,045 55,000 24,410,312

16,978,401

18,235,641

18,195,104

19,115,812

21,988,143

24,410,312

17,338,467

18,648,446 300,500 18,948,946

19,688,399 548,722 20,237,121

21,988,143

24,410,312

17,338,467

18,120,825 187,444 18,308,269

21,988,143

24,410,312

(360,066)

(72,628)

(753,842)

(1,121,309)

1,225,861 (1,039,360) 186,501

1,181,131 (1,048,360) 132,771

1,261,593 (2,358,860) (1,097,267)

1,328,450 (372,605) 955,845

(173,565)

60,143

(1,851,109)

(165,464)

$2,501,899

$2,562,042

$710,933

$545,469

2,501,899 -

2,562,042 -

710,933 -

545,469 -

$2,562,042

$710,933

$545,469

REVENUE/SOURCES Intergovernmental Non-Ad Valorem Special Assessment Charges for Services Interest and Other Income SUB TOTAL REVENUES Appropriations from fund balance TOTAL REVENUE/SOURCES EXPENDITURES/USES Public Safety Capital Outlay TOTAL EXPENDITURES/USES EXCESS (DEFICIENCY) OF REVENUES OVER EXPENDITURES Other Financing Sources (Uses) Transfers In Transfers Out Total Other Financing Sources (Uses) NET CHANGE IN FUND BALANCE

FUND BALANCE END OF YEAR Nonspendable/Restricted Unassigned ENDING BALANCE

$2,501,899

FY 2016 Actual

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

Discussion of changes in Fund Balance: For FY 2013 - FY 2016 the entire fund balance in the Fire fund is restricted for fire safety per the City’s Financial Policies. This capital reserve will ensure continued operations in the event of a natural disaster or other emergency.

Fire Fund

For FY 2014, the decrease of $173,565 was primarily due to an $400,000 appropriation 3,000,000 from capital reserves to pay for the design phase of two new Fire Stations.

2,500,000

In FY 2015, there was a $60,143 increase in fund balance.

2,000,000

In FY 2016, the fund balance for the Fire Fund decreased $1,851,000 due primarily to a transfer of $2,000,000 to the General Capital Projects fund to cover a portion of the 1,500,000 construction costs for two new fire stations. For FY2017, the decrease of $165,464 was a result of increased operating expenditures. A Budget Amednment took place for FY2017. In FY 2018, although the original budget did not allocate any portion of fund balance to cover expenses, the Fire fund will be amended for FY 2018 and may impact the ending fund balance. Final figures for FY 2018 will be reported at the CAFR and are not available at the time this book is published. In FY 2019, it was not necessary to allocate any portion of fund balance to cover expenses.

1,000,000 500,000 ‐

FY 2013

City of Coral Springs, Florida

FY 2014

FY 2015

FY 2016

FY 2017

Water and Sewer Fund Balance FY 2014 Actual

FY 2015 Actual

FY 2016 Actual

FY 2017 Actual

$39,676,969 $39,676,969

$42,076,819 $42,076,819

$45,150,398 $45,150,398

$47,822,929 $47,822,929

REVENUE/SOURCES Charges for Services Appropriations from fund balance TOTAL REVENUE/SOURCES

20,259,916 20,259,916

21,022,068 21,022,068

21,758,591 21,758,591

22,541,855 22,541,855

22,953,100 2,902,707 25,855,807

23,754,219 641,570 24,395,789

EXPENSES/USES Operating Expenses: Operating and Program Costs Administration Non-Departmental Depreciation TOTAL OPERATING EXPENSES/USES

9,732,913 3,044,374 985,467 3,302,148 17,064,902

10,101,383 3,458,755 922,596 3,580,130 18,062,864

11,157,899 3,633,614 964,621 3,886,594 19,642,728

10,198,294 3,785,634 896,115 4,002,259 18,882,302

11,595,413 1,135,761 13,124,633 25,855,807

12,305,780 1,180,365 10,909,644 24,395,789

BEGINNING BALANCE Use of Reserves Adjustment- GASB Statement 65 REVISED BEGINNING BALANCE

Non Operating Revenues (Expenses) Investment Income Interest Expense Bond and Loan Issuance Costs Other (Trustee fees/disposal of capital assets) TOTAL NON OPERATING REV (EXP)

58,921 (569,654) (49,334) (560,067)

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENSES

59,246 (436,163) (44,766) (980) (422,663)

137,745 (603,116) (465,371)

FY 2018 Budget

FY 2019 Budget

51,816,161 $48,913,454 (2,902,707) (641,570) $48,913,454 $48,271,884

121,847 (500,000) (11,350) (389,503)

2,634,947

2,536,541

1,650,492

3,270,050

3,690 2,963 (241,750) (235,097)

587,038 (50,000) 537,038

1,228,034 (205,995) 1,022,039

108,583 684,822 (70,223) 723,182

2,399,850

3,073,579

2,672,531

3,993,232

FUND BALANCE END OF YEAR

$42,076,819

$45,150,398

$47,822,929

$51,816,161

$48,913,454

$48,271,884

NET ASSETS/POSITION Net investment in capital assets Restricted (Renewal & Replacement) Restricted (Impact Fees) Unrestricted NET POSITION END OF YEAR

30,980,127 1,531,532 9,565,160 $42,076,819

31,352,457 1,644,867 12,153,074 $45,150,398

31,111,084 2,814,703 13,897,142 47,822,929

37,688,505 1,251,930 12,875,726 51,816,161

$48,913,454

$48,271,884

Other Financing Sources (Uses) Contributions from private source Capital Contributions Transfers Out Total Other Financing Sources (Uses) CHANGE IN NET POSITION

Discussion of changes in Fund Balance or Net Position:

Water and Sewer Fund

In FY 2014, increase in fund balance was primarily due reduced wastewater treatment costs which was 73.8% of the estimated budget, resulting in a $1.8M cost savings. In FY 2015, the increase in fund balance is primarily due to $1,928,000 budgeted to equity finance capital projects in which no portion of this was used as well as lower than budgeted departmental expenditures. In FY 2016, the increase in operating earnings are due primarily to a rate increase implemented in October 2015 offset by an increase in operating, program and administrative costs. In FY 2017, the increase in fund balance is mainly due to $1,597,793 budgeted to equity finance capital projects in which no portion of this was used as well as lower than budgeted departmental expenditures with a slight increase in recorded revenue. In FY 2018, $2,902,707 was budgeted from fund balance to equity finance capital projects.

60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 ‐

FY 2013

In FY 2019, $641,570 was budgeted from fund balance to equity finance capital projects.

Fiscal Year 2019 Annual Budget

FY 2014

FY 2015

FY 2016

FY 2017

Health Fund Balance FY 2014 Actual

FY 2015 Actual

$3,175,813

$3,382,303

$3,554,966

$3,636,062

$4,376,790

9,308,329 555,212 214,921 21,493 1,545,141 355,198 12,000,294

9,560,948 586,270 23,626 218,486 1,601,938 321,711 12,312,979

9,910,422 608,646 225,424 11,272 23,695 1,683,202 210,939 12,673,600

10,340,315 626,307 231,962 11,598 38,660 1,721,766 292,223 13,262,831

10,164,611 596,901 221,041 40,524 36,840 1,697,731 300,000 13,057,648

10,078,008 581,791 218,128 39,991 36,354 1,722,683 300,000 12,976,955

Non Operating Revenue Premium/Retirees Terminated/Cobra Employee W/Dependent Wellness Interest Income Total Non Operating Revenue

700,963 9,774 553,341 17,160 1,281,238

792,016 2,291 581,024 15,074 1,390,405

789,120 5,045 571,133 75,000 26,776 1,467,074

805,594 27,272 605,770 75,000 29,633 1,543,269

900,000 20,000 776,100 100,000 20,000 1,816,100

990,000 20,000 1,118,025 100,000 20,000 2,248,025

TOTAL REVENUE/SOURCES

13,281,532

13,703,384

14,140,674

14,806,098

14,873,748

EXPENSES/USES Health Plan Contingency Life Ins/ Long Term Disability TOTAL EXPENSES/USES

12,785,588 289,460 13,075,048

13,236,295 294,426 13,530,721

13,750,742 308,836 14,059,578

13,739,461 325,909 14,065,370

14,492,217 36,231 345,300 14,873,748

14,887,950 27,030 310,000 15,224,980

BEGINNING BALANCE/NET POSITION REVENUE/SOURCES Operating Revenue Charges for Services General Fund Water and Sewer Fund Equipment Services Fund Solid Waste Fund Property/Casualty Insurance Fund Fire Fund Other Revenue Total Operating Revenue

TRANSFERS - OTHERS CHANGE IN NET POSITION

FY 2016 Actual

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

206,484

172,663

81,096

740,728

FUND BALANCE END OF YEAR

$3,382,297

$3,554,966

$3,636,062

$4,376,790

NET ASSETS/POSITION Designated/Reserved Undesignated/Unreserved NET POSITION END OF YEAR

3,382,303 $3,382,303

3,554,966 $3,554,966

3,636,062 $3,636,062

4,376,790 $4,376,790

$4,258,732

$4,242,497

$4,344,393

$5,075,236

$317,369 $10,692 $548,368 $876,429

$39,924 $11,059 $636,549 $687,531

7,972 9,779 690,580 708,331

11,175 15,886 671,382 698,443

Total Assets Net position end of year includes: Accounts payable & accrued Liabilities Compensated absences Accrued liabilities for estimated claims Total Liabilities

Discussion of changes in Fund Balance or Net Position:

Health Fund

The fund balance/net position shown for each year complies with the City’s financial policy of maintaining unreserved retained earnings balance in the Health Fund of an 5,000,000 4,500,000 amount equal to or greater than 25% of total budgeted health claims.

4,000,000

In FY 2014, the fund balance increased $206,484 due to higher recovery revenue 3,500,000 receipts during the year including pharmacy rebates.

3,000,000

In FY 2015, the fund balance increased $172,663 mainly driven by the increase in 2,500,000 pharmacy rebates and premium recoveries.

2,000,000

In FY 2016, the fund balance had a slight increased of $81,096 mainly driven by the 1,500,000 increase in pharmacy rebates and premium recoveries. 1,000,000 In FY 2017, the fund balance growth is attributable to increased revenue due to lower operational costs.

500,000 ‐

FY 2013

City of Coral Springs, Florida

FY 2014

FY 2015

FY 2016

FY 2017

General Insurance Fund Balance FY 2014 Actual

FY 2015 Actual

FY 2016 Actual

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

BEGINNING BALANCE

$914,499

$1,474,375

$1,624,184

$2,107,200

$2,407,402

REVENUE/ SOURCES Operating Revenue Charges for Services General Fund Water and Sewer Fund Equipment Services Fund Health Fund Solid Waste Fire Fund Total Operating Revenue

2,177,938 601,162 26,138 1,888 369,253 3,176,379

2,270,469 636,326 26,575 2,680 386,848 3,322,898

2,457,333 716,154 27,183 2,718 1,359 419,754 3,624,501

2,625,727 757,393 29,067 4,360 1,453 446,457 3,864,457

2,907,469 838,761 31,067 4,660 5,696 495,117 4,282,770

3,164,772 915,657 33,513 5,027 6,144 545,402 4,670,515

Non Operating Revenue Motor Vehicle Workers' Compensation Other Interest Income Total Non Operating revenue

22,476 30,866 18,450 21,443 93,235

76,539 70,504 41,941 22,610 211,594

137,475 1,136,267 53,739 37,807 1,365,288

98,651 79,351 54,646 41,952 274,600

50,000 50,000 40,000 25,000 165,000

TOTAL REVENUE/SOURCES

3,269,614

3,534,492

4,989,789

4,139,057

4,447,770

4,835,515

EXPENSES/USES Workers' Compensation Property Casualty TOTAL EXPENSES/USES

1,060,530 1,812,375 (163,168) 2,709,737

1,325,770 1,837,311 221,602 3,384,683

2,020,967 1,977,134 508,672 4,506,773

1,576,992 2,037,027 224,836 3,838,855

1,855,130 2,340,490 252,150 4,447,770

2,007,459 2,529,903 298,153 4,835,515

559,876

149,809

483,016

300,202

$1,474,375

$1,624,184

$2,107,200

$2,407,402

1,474,375

1,624,184

2,107,200

2,407,402

NET POSITION END OF YEAR

$1,474,375

$1,624,184

$2,107,200

$2,407,402

Total Assets Accounts payable and accrued liabilities Compensated absences Accrued liability for estimated claims

$4,642,165 $25,098 $5,692 $3,137,000 $3,167,790

$5,128,649 $15,531 $932 $3,488,000 $3,504,464

$5,576,757 $176,721 $1,836 $3,291,000 $3,469,556

$5,947,825 $44,549 $873 $3,495,000 $3,540,422

CHANGE IN NET POSITION FUND BALANCE END OF YEAR NET ASSETS/POSITION Designated/Reserved Undesignated/Unrestricted

Discussion of changes in Fund Balance or Net Position:

General Insurance

The unrestricted fund balance listed above for the General Insurance Fund is undesignated after setting aside reserves for the minimum of 125% of each year’s 3,000,000 projected claims (for Property, Casualty, and Worker’s Compensation) or the amount 2,500,000 as determined by the biannual actuarial report. In FY 2014, the fund balance increased by $559,876 due to less worker’s compensation 2,000,000 claims and lower estimated claims liability per AMI actuarial report.

1,500,000

In FY2015, the fund balance increased by $149,809 due to higher recoveries and lower worker’s compensation claims. 1,000,000 In FY2016, the fund balance increased by $483,016. The excess of expenditures can be attributed to higher than expected casualty claims which were offset by insurance reimbursements. In FY 2017, the fund balance increased by $300,202 as a result of lower operational costs and increased recovery revenues.

500,000 ‐

FY 2013

Fiscal Year 2019 Annual Budget

FY 2014

FY 2015

FY 2016

FY 2017

Equipment Services Fund Balance FY 2014 Actual BEGINNING BALANCE/NET POSITION

FY 2015 Actual

FY 2016 Actual

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

$16,010,253

$11,347,100

$18,587,061

$19,718,998

$20,800,792

OPERATING REVENUE/SOURCES Charges for Services Other SUB TOTAL REVENUES

5,724,387 43,160 5,767,547

5,890,776 40,157 5,930,933

5,984,889 31,145 6,016,034

6,313,663 48,308 6,361,971

6,864,823 200,000 7,064,823

7,449,784 200,000 7,649,784

Non Operating Revenues Investment Income Appropriation from fund balance Gain on disposal of capital assets Total Non Operating Revenues

(13,396) (13,396)

41,918 184,821 226,739

56,135 245,635 301,770

58,535 377,581 436,116

50,000 4,250,864 4,300,864

50,000 5,086,151 5,136,151

TOTAL REVENUE/SOURCES

5,754,151

6,157,672

6,317,804

6,798,087

11,365,687

12,785,935

EXPENDITURES/USES Operating/Administration Depreciation Expense TOTAL OPERATING EXPENSES/USES

3,231,925 2,542,498 5,774,423

2,823,778 2,638,684 5,462,462

3,621,567 2,639,523 6,261,090

2,792,728 2,923,085 5,715,813

7,670,825 3,694,862 11,365,687

8,662,527 4,123,408 12,785,935

(20,272)

695,210

56,714

1,082,274

(40,544)

1,390,420

113,428

2,164,548

Other Financing Sources/Uses Capital Contributions Transfers In Transfers Out Total Other Financing Sources/Uses

837,544 191,750 (5,672,175) (4,642,881)

1,343,051 5,498,700 (297,000) 6,544,751

1,272,928 155,995 (353,700) 1,075,223

178,037 20,223 (198,740) (480)

CHANGE IN NET POSITION

(4,663,153)

7,239,961

1,131,937

1,081,794

FUND BALANCE END OF YEAR

$11,347,100

$18,587,061

$19,718,998

$20,800,792

NET ASSETS/POSITION Net investment in capital assets Unrestricted NET POSITION END OF YEAR

9,145,526 2,201,574 $11,347,100

10,957,120 7,629,941 $18,587,061

11,913,124 7,805,874 $19,718,998

12,467,206 8,333,586 $20,800,792

$20,800,792

INCOME (LOSS) BEFORE CONTRIBUTIONS AND TRANSFERS EXCESS/DEFICIENCY OF REVENUES OVER EXPENSES

Equipment Services

Discussion of changes in Fund Balance or Net Position: In FY 2014, the fund balance decreased due to the transfer of $5.4M to the Capital Fund. This borrowing was processed internally to be replaced in FY

25,000,000

2015.

20,000,000

In FY 2015, the fund balance increased due to the transfer of $5.4M from the Capital Fund. This represents the replacement of the FY2015 borrowing.

15,000,000

In FY 2016, the increase in fund balance of $1,131,937 is primarily due to higher auction revenue and lower departmental costs.

10,000,000

In FY 2017, the increase in fund balance of $1,081,794 is a result of higher auction revenue and lower departmentcal costs, similar to FY2016.

5,000,000 ‐

FY 2013

City of Coral Springs, Florida

FY 2014

FY 2015

FY 2016

FY 2017

Debt Service Fund Balance FY 2014 Actual

FY 2015 Actual

FY 2016 Actual

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

BEGINNING BALANCE Budgeted Reserves Use of Reserves REVISED BEGINNING BALANCE

$184,636 $184,636

$252,937 $252,937

256,311 $256,311

543,220 $543,220

467,666 $467,666

REVENUE/SOURCES Ad Valorem Taxes Intergovernmental Interest and Other SUB TOTAL REVENUES

1,508,312 119,079 1,627,391

1,573,553 109,891 6,676 1,690,120

2,400,836 104,577 14,971 2,520,384

2,563,871 99,084 18,646 2,681,601

2,534,925 11,647 2,546,572

2,590,538 11,666 2,602,204

Other Financing Sources Interest Rebate Appropriations from fund balance Inter-fund transfers for Debt Service From General Fund From Fire Fund From Water and Sewer Fund Subtotal Other Financing Sources

92,756

86,742

7,014,024 282,860 50,000 7,439,640

7,737,434 404,852 50,000 8,279,028

TOTAL REVENUE SOURCES

1,627,391

1,690,120

2,520,384

2,681,601

9,986,212

10,881,232

EXPENDITURES/USES General Government Principal Interest TOTAL EXPENDITURES/USES

2,150 3,416,439 1,522,819 4,941,408

1,400 5,082,350 1,595,487 6,679,237

1,900 6,561,209 1,913,429 8,476,538

750 7,296,127 2,653,408 9,950,285

11,400 7,449,363 2,525,449 9,986,212

11,400 8,104,967 2,764,864 10,881,232

(3,314,017)

(4,989,117)

(5,956,154)

(7,268,684)

9,441,272 (10,887,509) 4,828,555 3,382,318

4,992,491 4,992,491

7,780,000 (7,737,629) 7,200,692 (1,000,000) 6,243,063

7,193,130 7,193,130

EXCESS (DEFICIENCY) OF REVENUES OVER EXPENDITURES Other Financing Sources (Uses) Refunding Bonds Issued Payment to Refunded Bond Escrow Agent Transfers In Transfers Out Total Other Financing Sources (Uses) NET CHANGE IN FUND BALANCE FUND BALANCE END OF YEAR

68,301

3,374

286,909

$252,937

$256,311

$543,220

$467,666

252,937 -

256,311 -

543,220 -

467,666 -

$252,937

$256,311

$543,220

$467,666

Restricted for Bond Reserves Assigned to Debt Service Undesignated ENDING BALANCE Discussion of changes in Fund Balance:

Debt Service

FY 2014- FY2015: Fund balance remained basically the same. FY 2016: The City issued $7,780,000 Capital Revenue Refunding Bonds, Series 2015 to refund Capital Revenue Refunding Bonds, Series 2008 (Series 2008). The Series 2008 refunded bonds are subject to redemption and are maturing from September 1, 2017 through September 1, 2021 at a redemption price of 100% of the call price. Proceeds of $7,737,628 from the Series 2015 Bonds were used to purchase direct obligations (federal securities) of the US .The advance refunding was undertaken to reduce total debt service payments. In April 2016, upon approval of the construction bid for the Municipal Complex, $1 million of fund balance was designated as funding source for this project. FY 2017: The fund balance reduced slightly by $75,554. The deficit is slightly larger than the transfer into the fund causing the reduction in fund balance.

(75,554)

600,000 500,000 400,000 300,000 200,000 100,000 ‐

FY 2013

Fiscal Year 2019 Annual Budget

FY 2014

FY 2015

FY 2016

FY 2017

City of Coral Springs, Florida

Summary of net budgeted revenues â&#x20AC;&#x201D; Fiscal Year 2019 FY 2018 Adopted Net Budget General Fund

Percent of Total

FY 2019 Adopted Net Budget

Percent of Total

Dollar Change

Percent Change

$118,874,352

61.9%

$122,399,751

60.9%

$3,525,399

3.0%

Fire Fund

20,471,344

10.7%

22,579,341

11.2%

2,107,997

10.3%

Water and Sewer Fund

25,855,807

13.5%

24,395,789

12.1%

(1,460,018)

-5.6%

2,281,100

1.2%

2,713,025

1.4%

431,925

18.9%

12,391,680

6.5%

15,766,538

7.8%

3,374,858

27.2%

336,900

0.2%

215,200

0.1%

(121,700)

-36.1%

Equipment Services Fund

4,536,364

2.4%

5,371,651

2.7%

835,287

18.4%

Solid Waste Fund

4,585,987

2.4%

4,947,273

2.5%

361,286

7.9%

Debt Service Fund

2,639,328

1.4%

2,688,946

1.3%

49,618

1.9%

100.0%

$9,104,652

4.7%

Health and General Insurance Funds C. S. Charter School Fund Public Art Fund

Total

$191,972,863

100.0% $201,077,515

Note: The total net budgeted revenues and expenditures/expenses are equal. However, the total by fund for revenue and expenditure/expenses are different due to inter-fund transfers.

Fiscal Year 2019 Net Budget - All Funds - Revenues $201,077,515 Fire Fund 11.2%

Debt Service Fund 1.3%

Other 1.5% Charter School Fund 7.8%

General Fund 60.9%

Water and Sewer Fund 12.1%

Equipment Services Fund 2.7% Solid Waste Fund 2.5%

Fiscal Year 2019 Annual Budget

Summary of net budgeted expenditures â&#x20AC;&#x201D;Fiscal Year 2019 FY 2018 Adopted Net Budget General Fund

Percent of Total

FY 2019 Adopted Net Budget

Percent of Total

Dollar Change

Percent Change

$85,405,772

44.5%

$85,918,500

42.7%

$512,729

0.6%

Fire Fund

15,168,817

7.9%

16,768,180

8.3%

1,599,363

10.5%

Water and Sewer Fund

20,923,367

10.9%

19,236,622

9.6%

(1,686,745)

-8.1%

Health and General Insurance Funds

19,249,101

10.0%

19,986,968

9.9%

737,867

3.8%

C.S. Charter School Fund

10,971,680

5.7%

14,346,538

7.1%

3,374,858

30.8%

336,900

0.2%

215,200

0.1%

Equipment Services Fund

11,046,111

5.8%

12,466,818

6.2%

1,420,707

12.9%

Pension Fund

14,352,360

7.5%

16,363,576

8.1%

2,011,216

14.0%

Solid Waste Fund

4,532,543

2.4%

4,893,880

2.4%

361,337

8.0%

Debt Service Fund

9,986,212

5.2%

10,881,232

5.4%

895,020

9.0%

100.0%

$9,104,652

4.7%

Public Art Fund

Total

$191,972,863

100.0%

$201,077,515

(121,700)

-36.1%

Note: The total net budgeted revenues and expenditures/expenses are equal. However, the total by fund for revenue and expenditure/expenses are different because of interfund transfers.

Fiscal Year 2019 Net Budget - All Funds - Expenditures $201,077,515 Solid Waste Fund 2.4%

Equipment Services Fund 6.2% Water and Sewer Fund 9.6%

General Fund 42.7%

Fire Fund 8.3%

Charter School Fund 7.1%

Debt Service Fund & Public Art Fund 5.5% Pension Fund 8.1%

Health and General Insurance Fund 9.9%

City of Coral Springs, Florida

Where the money comes from by source (all funds) 1.6%

1.9%

6.0%

1.3%

Ad Valorem Taxes Sales and Use Taxes Utility Service Taxes Intergovernmental Fines and Forfeitures Misc. Revenues

28.1%

20.1%

Special Assessments Franchise Fees License and Permits Charges for Services Capital Other Financing Sources

Where the money goes by type of program 9.9% 14.5%

4.2% 2.0%

5.6%

4.8%

Where the money goes by type of program (all funds) 6.4%

8.1%

2.0% 7.7%

10.0%

7.3% 0.5%

Where the money goes by category (General Fund Only) 40.9%

17.0%

Where the money goes by category (General Fund only) 3.5%

6.1%

4.1% 0.5%

43.8%

18.5%

Personal Services Benefits Other Operating Operating Capital Non-Departmental Interfund Transfers Debt Service

23.5%

Fiscal Year 2019 Annual Budget

General Government Services Education Public Safety Physical Environment Economic Environment Culture and Recreation Debt Service Capital Improvements Other Financing Uses

Budgeted Funds Overviews GENERAL Fund Budget Summary FY 2016 Actual

FY 2017 Actual

FY 2018

FY 2019

Adopted Budget

General Fund Budget $

Change From FY18 Budget

Revenues General Operating $39,282,218 2,257,733

$41,736,095 2,143,527

$54,079,618 2,167,500

$57,370,851 2,189,175

$3,291,233 21,675

6.09% 1.00% /

6,895,939 2,938,771 126,520 9,961,229

7,054,851 3,061,125 134,842 10,250,817

6,758,313 3,131,000 120,000 10,009,313

7,050,000 3,131,000 120,000 10,301,000

291,687 291,687

4.32% 0.00% 0.00% 2.91%

Utility Service Taxes Electricity Water Propane/Natural Gas Subtotal - Utility Taxes

9,056,315 1,975,003 132,163 11,163,482

9,162,356 2,048,622 140,326 11,351,304

9,466,730 2,055,210 159,425 11,681,365

9,650,000 2,075,763 161,019 11,886,782

183,270 20,553 1,594 205,417

1.94% 1.00% 1.00% 1.76%

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

3,999,468 18,121 4,108,743 205,166 8,160,408 41,162 16,533,068

3,839,170 4,351,475 171,140 8,210,210 54,580 16,626,574

4,259,000 4,444,000 59,382 8,712,500 50,385 17,525,267

3,700,000 4,800,000 59,382 8,868,219 51,896 17,479,497

(559,000) 356,000 155,719 1,512 (45,770)

-13.13% n/a 8.01% 0.00% 1.79% 3.00% -0.26%

Other Intergovernmental Revenues Miscellaneous Community Bus Program Revenues First Local Option Fuel Tax Second Local Option Fuel Tax Public Safety E911 Recycling Material Revenue Urban Search & Rescue-Miami Dade County Broward County Annex From Sportsplex SBBC Subtotal Other Intergovernmental Subtotal Intergovernmental

40,000 118,503 1,303,208 933,551 233,272 159,195 2,787,728 19,320,796

40,000 126,773 1,340,606 961,332 229,891 212,912 2,911,515 19,538,089

40,000 125,002 1,390,000 980,000 240,316 287,000 3,062,318 20,587,584

40,000 125,002 1,390,000 980,000 240,316 50,000 2,825,318 20,304,815

(237,000) (237,000) (282,770)

0.00% 0.00% 0.00% 0.00% 0.00% -82.58% n/a n/a n/a -7.74% -1.37%

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

2,808,818 87,570 116,385 10,500 3,023,273

3,707,713 149,330 93,606 15,000 3,965,649

2,686,779 105,000 126,479 15,000 2,933,258

2,725,652 126,000 126,479 15,000 2,993,131

38,873 21,000 59,873

1.45% 20.00% 0.00% #DIV/0! 0.00% 2.04%

Business Tax Subtotal Permits and Business Tax

1,137,568 4,160,841

1,127,204 5,092,852

1,232,471 4,165,729

1,244,795 4,237,926

12,324 72,197

1.00% 1.73%

Charges For Services Parks and Recreation Cypress Park Mullins Park North Community Park Neighborhood Parks Activity Center Recreation Services Summer Recreation Transportation Gymnasium Aquatics—Cypress Pool Aquatics—Mullins Pool Aquatic Complex Sportsplex Tennis Center Cypress Tennis Subtotal Parks and Recreation

105,431 345,000 27,404 91,364 50,153 16,379 530,281 36,201 493,694 101,287 54,083 1,456,248 384,399 341,933 123,252 4,157,108

116,168 278,442 28,946 90,813 43,672 20,495 481,614 29,391 449,782 50,613 58,621 1,374,660 378,961 321,654 95,103 3,818,936

126,624 326,533 47,009 115,239 45,570 18,760 510,000 57,150 470,558 130,641 68,663 1,740,032 348,580 354,841 127,910 4,488,109

127,889 259,830 47,477 116,388 46,023 18,946 510,000 38,031 475,262 131,971 69,348 1,557,428 346,862 344,387 129,187 4,219,029

1,265 (66,703) 468 1,149 453 186 (19,119) 4,704 1,330 685 (182,604) (1,718) (10,454) 1,277 (269,080)

Ad Valorem Taxes Solid Waste Assessment-FF Franchise Fees Electricity Solid Waste Towing/Other Subtotal - Franchise Fees

City of Coral Springs, Florida

1.00% -20.43% 1.00% 1.00% 1.00% 0.99% 0.00% -33.45% 1.00% 1.02% 1.00% -10.49% -0.49% -2.95% 1.00% -6.00%

General Fund Budget Summary (continued) FY 2016 Actual

FY 2018

FY 2019

Adopted Budget

Change From FY18 Budget

Charges for Services to other funds W&S Fund—Admin Services W&S Fund—Economic Development Fire Fund—Admin Services Subtotal - Charges for Services - Other Funds

2,111,716 260,000 1,724,683 4,096,399

2,200,109 271,050 1,797,982 4,269,141

2,373,409 283,247 1,878,891 4,535,547

2,487,616 296,701 1,968,139 4,752,456

114,207 13,454 89,247 216,909

4.81% 4.75% 4.75% 4.78%

Charges for Services—Other General Government City Hall in the Mall Public Safety EMS Transport Fees EMS Interfacility Transportation EMS Contract Subtotal - Charges for Services - Other

1,022,607 834,273 1,155,473 1,704,343 18,963 1,751 4,737,410

885,794 949,448 1,512,562 2,406,184 17,921 1,751 5,946,482

891,140 922,470 1,440,239 2,400,000 20,000 1,751 5,675,600

860,127 1,088,592 1,707,784 2,572,000 20,000 1,751 6,250,254

(31,013) 166,122 267,545 172,000 574,654

12,990,916

14,034,559

14,699,256

15,221,739

522,483

-3.48% 18.01% 18.58% 7.17% 0.00% 0.00% 10.12% / 3.55%

Fines and Forfeitures Court Fines Other Police Fines Red Light Cameras Adult Deferred Prosecution Misdemeanor Diversion Prog-Admin fee Code Compliance Citations and Liens Other Miscellaneous Subtotal Fines and Forfeitures

883,598 131,601 702 112,783 35,124 3,956,387 1,062,284 6,182,478

878,665 144,339 89,859 28,413 3,468,864 823,526 5,433,666

900,000 180,426 90,000 30,000 1,405,000 604,282 3,209,708

900,000 180,426 90,000 30,000 1,208,000 390,000 2,798,426

(197,000) (214,282) (411,282)

0.00% 0.00% n/a 0.00% 0.00% -14.02% -35.46% -12.81%

Other Income: Interest Rents & Royalties/Cell Tower Lease Sale PFM (Center for the Arts Contribution CRA Contribution Charter School Lease

320,183 1,306,373 52,015 50,000 1,420,000

325,159 1,288,094 34,574 50,000 1,420,000

331,500 1,281,013 154,472 1,420,000

338,130 1,484,404 155,675 1,420,000

6,630 203,391 1,203 -

2.00% 15.88% n/a 0.78% 0.00%

Auction SW Disposal Rebate Solid Waste Disposal Agreement Facility Rental Other Miscellaneous Subtotal Other Income

48,370 28,892 371,699 152,642 290,338 4,040,510

11,587 22,605 404,010 165,601 294,691 4,016,322

19,793 16,200 414,182 150,638 306,818 4,094,616

20,188 3,222 418,323 150,638 132,999 4,123,579

396 (12,978) 4,141 (173,819) 28,964

2.00% -80.11% 1.00% 0.00% -56.65% 0.71%

109,360,204

113,597,232

124,694,691

128,434,294

3,739,603

3.00%

300,000 300,000

625,385 625,385

135,209 135,209

137,913 137,913

2,704 2,704

2.00% n/a 2.00%

$109,660,204

$114,222,617

$124,829,900

$128,572,207

$3,742,307

3.00%

Subtotal - Charges For Services

Total General Operating Other Transfer from Grants Fund for CDBG Appropriation of fund balance for CIP Total Other Total Revenues

FY 2017 Actual

Fiscal Year 2019 Annual Budget

General Fund Budget Summary (continued) FY 2016 Actual

FY 2017 Actual

FY 2018

FY 2019

Adopted Budget

Change From FY18 Budget

Expenditures: Departmental City Commission City Manager Human Resources Financial Services Information Technology City Attorney Development Services Police Emergency Medical Services Public Works Parks and Recreation Total Departmental

$306,433 3,838,354 1,717,584 2,455,848

$332,801 4,227,647 1,968,743 2,474,452

$370,692 4,619,266 2,154,592 2,885,286

$374,914 $4,833,278 $2,258,503 $2,945,653

$4,222 214,012 103,911 60,367

1.14% 4.63% 4.82% 2.09%

3,446,521 982,149 6,184,303 46,645,805 9,133,097 4,933,360 14,240,017 93,883,471

3,367,163 1,055,459 6,251,616 48,584,560 9,804,177 5,153,583 14,869,586 98,089,786

4,022,052 1,073,204 7,066,895 51,089,838 10,179,636 7,457,677 14,810,228 105,729,366

$4,253,429 $1,144,891 7,111,938 53,705,972 11,018,928 7,748,262 14,989,105 110,384,873

231,377 71,687 45,043 2,616,134 839,292 290,585 178,877 4,655,507

5.75% 6.68% 0.64% 5.12% 8.24% 3.90% 1.21% 4.40%

Non-Departmental Operating Capital Non-Departmental Operating Contingency Rebuild Stabilization Fund Contingency Economic Development Incentive Market Adjustments Other Post Employment Benefits Inventory/Over/shortage Microsoft Licensing CRA Special Assessment Tuition Reimbursement Charter School (Lease Expense) Center for the Arts Internal Auditor City Hall at the Walk Lease Library/Grounds Parking lot Maint Subtotal - Non-Departmental

171,061 626,469 6,983 29,700 103,571 (48,313) 168,402 26,295 465,988 517,021 89,170 268,175 4,124 2,428,645

341,922 725,176 10,307 27,750 113,928 95,103 418,036 193,647 41,676 522,267 503,744 10,825 284,309 7,554 3,296,243

528,405 1,105,149 600,143 2,451,293 150,000 75,000 116,206 402,373 312,574 80,000 555,900 425,000 25,000 90,000 10,000 6,927,043

697,765 959,149 637,172 150,000 75,000 116,206 220,000 353,223 80,000 568,873 464,600 25,000 10,000 4,356,987

Interfund Transfers Property/Casualty Fire Fund (Nonprofit Subsidy Churches/Schools) Fire Fund Govt. Assessment

1,257,342 1,011,001 250,592

1,328,064 1,092,401 236,049

1,476,668 1,297,046 219,753

1,616,359 1,513,746 317,225

139,691 216,700 97,472

9.46% 16.71% 44.36%

To Solid Waste Fund To Capital Fund Subtotal - Interfund Transfers

200,000 307,000 3,025,935

1,258,932 3,915,446

2,166,000 5,159,467

2,645,582 6,092,912

479,582 933,445

n/a 22.14% 18.09%

1,534,270 1,582,163 413,731 519,600 373,756 248,062

1,453,095 1,433,899 390,513 490,973 353,164 234,395

1,534,445 1,517,553 412,822 519,600 373,756 248,062

1,537,352 1,521,145 412,347 519,600 400,000 248,062

2017 Capital Revenue Note ($10M/15yr/2.5%) 2015 Municipal Complex Bond Ph. 2 ($27.3M)

796,250

1,176,529

1,002,190

691,286 1,002,190

691,286 -

n/a 0.00%

2015 Capital Revenue Note ($12M / 10yr / 2.32%) Subtotal - Revenue Bond

1,400,000 6,867,832

1,327,700 6,860,269

1,405,596 7,014,024

1,405,452 7,737,434

(144) 723,410

-0.01% 15.44%

273,930 273,930

1,756,172 346 1,756,517

169,360 (146,000) 37,029 (2,451,293) (182,373) 40,648 12,973 39,600 (90,000) (2,570,055)

32.05% -13.21% 6.17% -100.00% 0.00% 0.00% 0.00% n/a -45.32% 13.00% 0.00% 2.33% 9.32% 0.00% -100.00% 0.00% -37.10%

Debt Service Revenue Bond 2014 Rev Bonds - (Refunding 2004) 2015 Rev Bonds - (Refunding 2008) 2010 Recovery Zone Bond ($5.9M/20yr/2.79%) 2013 Capital Revenue Note ($4.7M/10yr/1.95%) 2013 Lease Purchase Financing (Phone) 2014 Municipal Complex Loan Ph. 1 ($10M / 2.47%)

2,907 3,592 (475) 26,244 -

0.19% 0.24% -0.12% 0.00% 7.02% 0.00%

Miscellaneous Expenditures: Hurricane (non-payroll related) Gainsharing New Initiatives Total Miscellaneous Expenditures Total Non-Departmental Total Expenditures Revenues in Excess of Expenditures Number of FTE's

12,596,342

15,828,475

19,100,534

18,187,334

$106,479,813

$113,918,261

$124,829,900

$128,572,207

$3,180,391

$304,356

659.65

664.29

0.00% 0.00% 0.00% 0.00%

(913,200) $3,742,308

-4.78% 3.00%

($0)

0.00%

680.43

688.06

23.78

1.12%

City of Coral Springs, Florida

General Fund Description The General Fund, as the main operating fund for the City of Coral Springs, provides for a broad spectrum of premier services including public safety, beautiful parks and recreational facilities, code compliance, athletic programs, an attractive aquatic complex, public works, building plan review and inspections, emergency medical services, and more. The majority of resources are provided by taxes. The General Fund budget is $128,572,207 for Fiscal Year 2019. This represents an increase of $3,742,308 or 3.0% from the Fiscal Year 2018 budget. This budget is adequate to finance the General Fund expenses and a portion of the Coral Springs Center for the Arts, Insurance, Debt Service, Equipment Services, and pension expenses relative to the General Fund.

General Fund Total Revenues - $128,572,207 General Fund total revenues—$128,572,207*

Revenues A summary of the Fiscal Year 2019 General Fund revenue by source is provided in the chart to the right.

Fines and Forfeitures 2.2%

Major revenue sources for the General Fund Fiscal Year 2019 budget include: Ad valorem taxes: $57,370,851 (44.6% of total revenues)

Sales Tax 6.9%

Charges for Services 11.9%

Misc. Revenues 3.1% Intergovernmental 8.9%

Utility Taxes 9.2%

Permits and Business Tax 3.3%

Ad valorem taxes represent a levy on the assessed value of real and personal property. In Fiscal Year 2019 ad valorem taxes will account for 44.6% of total General Fund revenues.

Franchise Fees/Solid Waste Assessment 9.7%

Other 0.1%

The general operating tax millage rate is $5.8732, same as Fiscal Year 2018. This rate is still below the state-imposed ten mill cap. The ad valorem revenue generated by the Fiscal Year 2019 tax millage rate is based on the July 1, 2018 assessed value provided by the Broward County Property Appraiser’s Office.

Ad Valorem Taxes 44.6%

* %’s may not add 100% due to rounding

Tax year 2018 gross taxable property value increased 6.09% to $10,282,362,140 at July 1. New additions, annexations, and construction added $84,241,210 or 0.82% to the tax roll. The voter-approved debt service millage rate will decrease from $0.2753 to $0.2652 in Fiscal Year 2019. This represents a decrease of $0.0101 or -3.67% due to the increase in assessed values. There is no legal debt millage limit established by the State of Florida for its municipalities, counties, or independent taxing districts. City policy does, however, limit annual General Fund debt service expense to 12.5% of the total General Fund budget. At 6.0%, the City is well within its General Fund debt service limitation policy.

Millage rates, combined, historical Adopted FY 2016

Adopted FY 2017

Adopted Adopted Percent FY 2018 FY 2019 Change

General Operating Voter-Approved

$4.7982

$5.8732

0.00%

$0.2933

$0.2948

$0.2753

$0.2652

-3.67%

Total Millage

$5.0915

$5.0930

$6.1485

$6.1384

-0.16%

Fiscal Year 2019 Annual Budget

Franchise fees

Franchise fees: $10,301,000 (8.0% of total revenues) Franchise fees are charges to service providers for the right to operate within the municipal boundaries of the City. The “Franchise Fees” table presented on the right, includes current franchise fee rates, projected Fiscal Year 2019 revenues, and percent change from the adopted Fiscal Year 2018 budget. For more details, see Financial Strategy in Business Plan section of the document.

FY 2017 Type (% of Gross) Budgeted Receipts Electricity (6%) Solid Waste Towing/Other Total

FY 2018 Budgeted Receipts

FY 2019 Budgeted Receipts

Percent Change

$7,508,844

$6,758,313

$7,050,000

4.32%

3,100,000

3,131,000

0.00%

120,000

0.00%

$10,009,313 $10,301,000

2.91%

120,000 $10,728,844

Utility service taxes

Utility service taxes: $11,886,782 (9.2% of total revenues)

Type (% of Gross)

The City charges a 10% utility service tax on all utility payments made in the City. As shown in the “Utilities service taxes” chart to the right, Fiscal Year 2019 utility service tax revenues are projected to increase by 1.76% or $205,416 from Fiscal Year 2018 budgeted revenue.

Electricity (10%) Water (10%) Propane (10%) Total

FY 2017 Budgeted Receipts

FY 2018 Budgeted Receipts

FY 2019 Budgeted Receipts

Percent Change

$9,373,000

$9,466,730

$9,650,000

1.94%

2,034,861

2,055,210

2,075,763

1.00%

157,847

159,425

161,019

1.00%

$11,565,708

$11,681,365

$11,886,782

1.76%

Solid Waste Assessment: $2,189,175 (1.7% of total revenues) The City assesses residences for solid waste services. Waste Pro is the exclusive provider of residential solid waste service since Jan 2014. Intergovernmental revenue sharing: $11,271,594 (8.77% of total revenues) Intergovernmental revenue sharing is provided to local municipalities by the state using a predetermined allocation methodology based, in part, on population. Anticipated revenues to be received in Fiscal Year 2019 are as follows:

Communications service tax

$3,700,000

State shared revenue

$4,800,000

First local option fuel tax

$1,390,000

Second local option fuel tax

Recycling material revenue

Public safety E911

Alcoholic beverage license

$59,382

Municipal rebate

$51,896

$980,000 $50,000 $240,316

The Communications service tax revenue is projected to decrease by $559,000 or -13% driven by the decline in the usage of land lines. The State shared revenue is estimated with a 8.0% increase or $356,000, while the First and Second local option fuel taxes are projected to remain at the same level as Fiscal Year 2018. Revenue for recycling materials is expected to decrease by -82.58% or $237,000 driven mainly by China’s decision to stop purchasing recyclable materials from USA. Public safety E911 revenues are expected to remain unchanged in 2019. Sales tax: $8,868,219 (6.9% of total revenues) Also considered an intergovernmental revenue, half-cent sales tax may be used for municipal-wide programs, municipal-wide property tax or utility tax relief, or principal and interest payments on capital projects only. Sales tax revenue is expected to increase 1.79% or $155,719 for Fiscal Year 2019 budget.

City of Coral Springs, Florida

Permits and business tax: $4,237,926 (3.3% of total revenues) Building permit revenues are budgeted at $2,725,652, an increase of $38,873 or 1.45% from Fiscal Year 2018. This includes charges for permit and inspection services related to any construction, alteration, repair, or other activity required by the City Code and South Florida Building Code. After the steep decline in the number of building permit applications during Fiscal Years 2008 through 2013, the economy has significantly improved since then with the majority of current permits being issued for homeowner renovations. We are projecting a moderate increase based on the economic recovery that is bringing additional commercial and residential projects to our city. Building permits are 2.1% of total General Fund revenues. Business tax revenues are expected at $1,244,795, a slight increase of $12,324 or 1.0% over Fiscal Year 2018 budget. Formerly known as an “occupational license,” local governments are authorized to charge an annual “business tax” to businesses, professionals, and other for-profit enterprises for the privilege of operating a business within the City boundaries. Business tax revenues represent 1.00% of total revenues. Revenues received from rebillable overtime for building services and waste hauling permits are also included in this revenue category and account for another 0.1% of total revenues. Charges for services—Parks & Recreation: $4,219,029 (3.3% of total revenues) Parks and Recreation revenues are generated from user fees at the City’s parks, pools, and athletic facilities. Fiscal Year 2019 revenues are projecting to decrease 6.0% or $269,080. Charges for services—other funds: $4,752,456 (3.7% of total revenues) The transfer from the Water and Sewer Fund to the General Fund for administrative services is increasing by $114,207 or 4.81%. The transfer from the Fire Fund to the General Fund for indirect cost is increasing by $89,247, or 4.75%, in Fiscal Year 2019. These inter-fund transfers will fully reimburse the General Fund for the cost of administrative services related to Fire and the Utilities fund. In addition, a transfer in the amount of $296,701 is budgeted from the Water and Sewer Fund to the General Fund to support the Economic Development Division. This inter-fund transfer is increasing by $13,454 or 4.75% over Fiscal Year 2018 budget. Charges for services—other: $6,250,254 (4.9% of total revenues) Charges for services rendered represent a fair method of recovering the cost of providing a service to an individual or group, not the community at large. These user fees are primarily related to planning, EMS, and general governmental services. Fiscal Year 2019 revenues are projected to increase 10.12% or $574,654 from the Fiscal Year 2018 budget. EMS interfacility transport fee revenues are expected to increase by 7.17% or $172,000 over Fiscal Year 2018. City Hall at the Mall, that includes passport fees revenues, is expected to increase by 18.0% or $166,122. Public Safety revenues to increase by $267,545 driven by an increase in the School boards reimbursement for resource officers (SRO’s) and one additional from Renaissance Charter. General Government revenues are expected to decrease by $31,013 or 3.48% from Fiscal Year 2018 budget mainly driven by a decrease abandoned properties registration fees. Fines and forfeitures: $2,798,426 (2.2% of total revenues) Fines and forfeitures are revenues generated by enforcement and prosecution of municipal ordinances and state statutes. Fiscal Year 2019 revenues are projected to decrease $411,282 or -12.81% from Fiscal Year 2018 driven by Code liens revenues. Miscellaneous revenues: $4,123,579 (3.2% of total revenues) The majority of the miscellaneous revenues include the Coral Springs Charter School lease, rents and royalties, interest earnings from fund balance, and the Solid Waste Disposal agreement. The Coral Springs Charter School lease revenue will remain the same, $1,420,000. This represents 1.1% of total General Fund

Fiscal Year 2019 Annual Budget

revenues. Rents and royalties include telecommunication tower leases and facility rentals. Fiscal Year 2019 revenues are expected to be $1,364,278, an increase of $83,265 over Fiscal Year 2018. Interest earnings are expected to be $338,130, an increase of $6,630. This line of revenue is generated by investment earnings on the portion of cash reserve investments attributable to the General Fund. Interest earnings represent 0.3% of total General Fund revenues. Other financing sources: $137,913 (0.1% of total revenues) This revenue represents a Community Development Block Grant (CDBG) budgeted to be received in Fiscal Year 2019.

Expenditures

Fundexpenditures—$128,572,207 Total Expenditures - $128,572,207 General General Fund total

The Fiscal Year 2019 General Fund budgeted expenditures total $128,572,207. This adopted budget represents an increase of $3,742,307 or 3.0% from the Fiscal Year 2018 budget of $124,829,900. A recap of departmental expenditures in the General Fund Budget includes:

Development Services Emergency Medical Svc. 5.5% 8.6% Financial Services HR/CAO 2.3% 2.6%

Non-Departmental 14.1%

City Commission: $374,914 (0.3% of total expenditures) The City Commission’s budget remains basically flat over Fiscal Year 2018. City Manager: $4,833,278 (3.8% of total expenditures)

Information Technology 3.3%

CMO/Commission 4.1%

Police 41.8%

The City Manager’s Office (CMO) includes Administration, Economic Development, Parks and Recreation 11.7% Budget and Strategy, Communications Public Works and Marketing, City Clerk, Emergency 6.0% Management and the CRA (Community %’s may not add 100% due to rounding Redevelopment Agency). The overall department increased by $214,012 or 4.63% in Fiscal Year 2018. The majority of the increase is attributed to a 3.0% increase in wages and the transfer of the Emergency Management division from Police to CMO. Human Resources: $2,258,503 (1.8% of total expenditures) Human Resources’ budget increased $103,911 or 4.82% mainly due to wages, and operating initiatives for on-boarding and compensation study. Financial Services: $2,945,653 (2.3% of total expenditures) Financial Services’ budget increased by $60,397 or 2.09% from Fiscal Year 2018 budget mainly driven by wages and revised ERP incentives. Information Technology (IT): $4,253,429 (3.3% of total expenditures) IT’s budget increased by $231,377 or 5.75%. The increase is mainly due to an increase in wages, higher service contract costs and new operating initiatives including anti-spam technology and LinkedIn learning subscription.

City of Coral Springs, Florida

City Attorney: $1,144,891 (0.9% of total expenditures) The City Attorney’s budget increased by $71,687 or 6.68% driven by wages. Development Services—Administration, Code, Building and Community Development: (5.5% of total expenditures)

$7,111,938

Development Services includes the Administration Division, Code Compliance, Building, and Community Development. The budget for this department increase by $45,043 or 0.64%. Mainly driven by wages increase offset by reduction in several operation expenses accounts. Police: $53,705,972 (41.8% of total expenditures) The Police Department’s budget increased by $2,616,134 or 5.12% primarily due to increase in sworn pension, salaries, additional staff and related operating expenses for Fiscal Year 2019. Emergency Medical Services (EMS): (8.6% of total expenditures)

$11,018,928

The EMS budget increased $839,292 or 8.24% primarily due to increased wages, sworn pension and additional staff. Public Works: $7,748,262 (6.0% of total expenditures) The Public Works budget increased by $290,585 or 3.90%, mainly due to wages increase and adds to staff offset by the reductions in operating expenses. Parks and Recreation—includes Aquatics, Tennis, and Sportsplex: (11.7% of total expenditures)

$14,989,105

Parks and Recreation’s budget increased by $178,877 or 1.21%. This increase is mainly driven by wages offset by reductions in operating expenses.

General Fund revenue and expenditure summary Sources Revenues: Ad Valorem Taxes Solid Waste Assessment Sales and Use Taxes Franchise Fees Utility Service Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Miscellaneous Revenues Other Financing Sources Appropriated Fund Balance Total Revenues

FY 2016 Actual

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

$39,282,218 2,257,733 8,160,408 9,961,229 11,163,482 4,160,841 11,160,388 12,990,916 6,182,478 4,040,510 0 300,000 $109,660,204

$41,736,095 2,143,527 8,210,210 10,250,817 11,351,304 5,092,852 11,327,879 14,034,559 5,433,666 4,016,323 0 625,385 $114,222,617

$54,079,618 2,167,500 8,712,500 10,009,313 11,681,365 4,165,729 11,875,086 14,699,256 3,209,708 4,094,616 135,209 0 $124,829,900

$57,370,851 2,189,175 8,868,219 10,301,000 11,886,782 4,237,926 11,436,596 15,221,739 2,798,426 4,123,579 137,913 0 $128,572,207

$3,291,233 $21,675 $155,719 $291,687 $205,417 $72,197 ($438,490) $522,483 ($411,282) $28,963 $2,704 $0 $3,742,307

6.1% 1.0% 1.8% 2.9% 1.8% 1.7% -3.7% 3.6% -12.8% 0.7% 2.0% n/a 3.0%

Uses Expenditures: Personal Services Benefits Other Operating Operating Capital Non-Departmental Interfund Transfers Debt Service Total Expenditures

48,946,157 28,785,872 16,052,884 543,549 3,514,602 1,768,593 6,867,832 $106,479,488

52,390,021 26,389,641 20,770,103 638,460 4,282,385 2,587,382 6,860,269 113,918,261

54,448,892 28,474,989 22,805,485 528,405 7,875,306 3,682,799 7,014,024 124,829,900

56,276,038 30,248,623 23,860,211 697,765 5,275,583 4,476,553 7,737,434 128,572,207

1,827,146 $1,773,634 $1,054,726 $169,360 ($2,599,723) $793,754 $723,410 3,742,307

3.4% 6.2% 4.6% 32.1% -33.0% 21.6% 10.3% 3.0%

Rev. in Excess of Exp. Total full-time FTE's

$3,180,716 659.65

$304,356 664.66

$0 680.8

Fiscal Year 2019 Annual Budget

($0) 688.06

$ Change from FY18 Budget

($0) 7.26

% Change from FY18 Budget

n/a 1.1%

Non-departmental: (3.4% of total expenditures)

$4,356,987

The non-departmental budget decreased by $2,570,055 or -37.10%. The main driver for the decrease is the elimination of the allocation to the Cityâ&#x20AC;&#x2122;s Stabilization fund that was budgeted only in 2018. The lease of the City Hall at the Walk ended in Fiscal Year 2018 when the City moved to the new City Hall saving the city $90,000 in Fiscal Year 2019. Other increases include the CRA assessment and Center for the Arts expenses. Internal fund transfers: $6,092,912 (4.7% of total expenditures) The interfund transfers budget increased by $933,445 or 18.09.%. The increase is mostly driven by a transfer of $2.645 million to the Capital Fund to cover the costs of infrastructure projects. Debt service: $7,737,434 (6.0% of total expenditures) Debt service consists of capital and franchise revenue bonds, including an Economic Recovery Zone Bond issued in December 2010. General Fund Debt Service will increase $723,410 or 15.44% over the Fiscal Year 2018 budget driven by the 2017 Capital revenue note for the Public Safety/Public Works Campus. The amounts in 2019 reflect both, principal and interest payments estimated for the fiscal year.

General Fund non-departmental operating expenses Adopted FY 2018 Budget

Item Financial Quality Program

25,000

0.00%

80,000

0.00%

Credit Card Charges

70,000

90,000

20,000

28.57%

Resident/Business Survey

25,000

0.00%

Benchmarking

15,000

0.00%

Unemployment Moving Expenses

0.00%

(146,000)

-76.84%

34,000

14,000

(20,000)

-58.82%

100,000

(100,000)

-100.00%

20,000

0.00%

40,000

0.00% 0.00%

Center for the Arts Rentals

8,700

Other Contractual Services

184,718

0.00%

6,500

0.00%

40,000

0.00%

100,000

0.00%

312,574

353,223

40,648

13.00%

17,500

0.00%

Accessibility Issues (Disability)

2,500

0.00%

Historical Advisory Committee

10,000

0.00%

CRA Assessment Boards and Commission Expense

Sports Commission Multi-Cultural Events

3,000

0.00%

35,231

0.00%

Martin Luther King, Jr. Day Celebration

15,000

0.00%

Sports Event Grants

35,000

0.00% 0.00%

Education Grants

10,000

Coral Springs Community Chest

52,500

0.00%

Holiday Parade

22,000

0.00%

Teen Political Forum

7,500

0.00%

Half-Marathon

15,000

0.00%

Kreul Classic Tournament

15,000

0.00%

Art Walk Events

71,000

0.00%

July 4th

Total

44,000

40,000

Innovative Ideas Incentive

Events

20,000

Lobbyist

Special Event Banner Printing

Grants

20,000 190,000

Festival of the Arts

Hurricane Preparedness (Safety)

Boards & Advisory Committees

% Change

Tuition Reimbursement

Election Expense

Special Projects

$ Change

Internal Auditor

Innovate Downtown

Cross Departmental

Adopted FY 2019 Budget

40,000

0.00%

$1,522,723

$1,417,372

-$105,352

-6.92%

City of Coral Springs, Florida

Fire Fund Budget Fire Fund Budget Summary Fire Fund FY 2017 Actual

FY 2018 Adopted Budget

FY2019 Adopted Budget

$9,628,295 250,592 1,011,001 10,889,888 6,749

$10,393,615 236,049 1,092,401 11,722,065 49,040

$10,976,450 219,753 1,297,046 12,493,249 5,887

$12,198,885 317,225 1,513,746 14,029,856 39,893

$1,222,435 97,472 216,700 1,536,607 34,006

11.14% 44.36% 16.71% 12.30% 577.65%

5,489,228 12,124 5,501,352

5,707,100 12,124 5,719,224

6,074,761 12,124 6,086,885

6,407,372 12,124 6,419,496

332,611 332,611

5.48% 0.00% 5.46%

906,216 21,026 1,306,316 524,876 46,620 59,626 139,312 3,003,992

816,209 19,657 1,374,333 449,320 66,500 29,777 135,738 2,891,534

834,462 31,836 1,751,731 417,629 50,000 45,000 114,444 3,245,102

861,213 35,000 2,264,889 455,219 50,000 44,702 137,526 3,848,549

26,751 3,164 513,158 37,590 (298) 23,082 603,447

3.21% 9.94% 29.29% 9.00% 0.00% -0.66% 20.17% 18.60%

15,511 15,511

15,524 15,524

52,020 50,000 102,020

15,518 2,000 17,518

(36,502) (48,000) (84,502)

-70.17% -96.00% -82.83%

33,965 5,241 39,206

40,094 3,120 43,214

50,000 5,000 55,000

Grand Total - Revenues

21,307,811

20,440,601

21,988,143

$24,410,312

$2,422,169

11.02%

Expenditures: Departmental Administration Communication Service Suppression Training Community Risk Reduction Total Departmental

$660,323 124,786 12,475,770 1,765,812 1,346,289 16,372,980

$708,234 128,030 13,348,163 1,864,693 1,345,531 17,394,651

$742,893 158,593 13,904,319 2,143,226 1,530,060 18,479,091

$924,846 162,127 14,947,755 2,729,026 1,626,381 20,390,135

$181,953 3,534 1,043,436 585,800 96,321 1,911,044

24.49% 2.23% 7.50% 27.33% 6.30% 10.34%

255,282 74,314 57,143 19,999 121,045 19,627 24,676 1,724,683 15,564 45,218 2,357,551

466,542 75,000 62,857 20,000 19,629 34,874 1,797,982 82,180 2,559,064

609,800 64,114 150,000 20,000 35,000 1,878,891 102,367 9,500 2,869,672

829,930 0 64,114 0 150,000 81,153 17,182 1,968,139 105,571 18,450 3,234,539

220,130 61,153 (17,818) 89,248 3,204 8,950 364,867

36.10% n/a 0.00% n/a 0.00% 305.77% -50.91% 4.75% 3.13% 94.21% 12.71%

218,420 2,294,420

230,705 320,450

100,000 256,520 356,520

100,000 280,786 380,786

24,266 24,266

0.00% 9.46% 6.81%

132,860 100,000 50,000 282,860 4,934,831

132,860 100,000 50,000 282,860 3,162,374

132,860 100,000 50,000 282,860 3,509,052

132,860 100,000 121,992 50,000 404,852 4,020,177

121,992 121,992 511,125

0.00% 0.00% n/a 0.00% 43.13% 14.57%

$21,307,811

$20,557,025

$21,988,143

$24,410,312

$2,422,169

11.02%

($116,424)

Revenues: Non Ad Valorem Special Assessment Fees Non-Ad Valorem Special Assessment Fee Government Assessment Nonprofit Subsidy (Churches & Schools) Sub-Total Non Ad Valorem Special Assessment Fees Partial Year Assessment Intergovernmental Base Contract (Parkland) Base Contract (Broward County) Sub-Total Intergovernmental Charges for Services: Fire Inspection Services Fire Re-Inspection Fees Training Tuition Fees Training Miscellaneous Fees State Education Incentive Fund Off Duty Fire Rescue Service Plan Review Fees Sub-Total Charges for Services Fines and Forfeitures: Fire Inspection Fines False Alarm Recovery Sub-Total Fines and Forfeitures Other: Interest Income Miscellaneous Revenue Sub-Total Other

Non-Departmental C.I.P. Other Contractual (Wellness) OPEB Rate Consultant Contingency Other Contractual Services Microsoft Licensing Indirect Costs Economic Conditions Computer Replacement Sub-Total - Non-Departmental Interfund Transfers: Transfer to Equip Replacement Fund Property Casualty Transfer Sub-Total - Interfund Transfers Bond Debt Service: Revenue Bond-'04 (Refunding) Revenue Bond-'08 Revenue Bond-'17 2013 Lease Purchase Financing (Phone) Sub-Total - Debt Service Total Non-Departmental Grand Total - Expenditures Revenues in Excess of Expenditures

FY 2016 Actual

Fiscal Year 2019 Annual Budget

$ Change from FY18 Budget

% Change from FY18 Budget

0.00% 0.00% 0.00%

Fire Fund Description The Fire Fund is a special revenue fund to provide fire protective services to the citizens of Coral Springs. The City of Coral Springs also has a contractual agreement with the City of Parkland, Florida, to provide fire/rescue services. The Fire Department is funded by a special assessment. The Emergency Medical Services (EMS) portion of the Fire Department is funded in the General Fund (refer to the General Fund revenues and expenditures for information on the EMS budget). The Fire Fund budget is $24,410,312 in Fiscal Year 2019. This represents an increase of $2,422,169 11.0% over the Fiscal Year 2018 Fire Fund Total or Revenues - $24,410,312 adopted budget.

Fire Fund total revenuesâ&#x20AC;&#x201D;$24,410,312

Revenues

Other 0.3%

Major revenue sources for the Fire Fund for Fiscal Year 2019 budget include: Special Assessment: (57.6% of total revenues)

Charges for Services 15.8%

$14,069,749

The primary revenue source for the Fire Fund is a non-ad valorem special assessment which makes up 57.6% of total revenues. The assessment increased $1,536,607 or 12.3% from Fiscal Year 2018. A portion of this fire assessment fee is subsidized by the General Fund for churches and schools that are exempt from this assessment. The General Fund also covers the fire assessment fee for government properties. The table below shows fire assessment fees are based on the type of property, not the value of that property.

Intergovernmental 26.3%

Special Assessment 57.6%

Intergovernmental: $6,419,496 (26.3% of total revenues) Intergovernmental revenues increased by $322,611 or 5.3% due to an increase in our contract with the City of Parkland for the delivery of Community Risk Reduction, Emergency Medical and Fire Protection Services. This partnership began in March 2004. A new five-year contract was renewed beginning October 1, 2016. Charges for services: (15.8% of total revenues)

$3,848,549

Charges for services, also known as user fees, are fees charged for a city service that are provided to an individual or group, not the community at large, such as training, inspections, and plan reviews. Charges for services revenue increased by $603,447 or 18.6%, primarily due to training tuition and fees. This revenue is generated through firefighter training and certification programs offered at the Fire Training Academy to other cities and agencies in our area. Other: (0.3% of total revenues)

$72,518

Other revenue includes interest income, fines, forfeiture, and false alarm recovery.

Fire Assessment rate schedule Property Use:

Adopted

FY 2016

FY 2017

FY 2018

FY 2019

Change

Residential (per unit) Single-Family

$147.00

$155.00

$180.00

$200.00

$20.00

11.1%

Multi-Family

$186.00

$195.25

$215.00

$19.75

10.1%

$19.78

$23.03

$23.00

$26.10

$3.10

13.5%

$2.40

$2.98

$3.64

$0.66

22.1%

$22.00

$22.50

$27.00

$31.87

$4.87

18.0%

Commercial (per 100 sq. ft., up to 400,000 sq. ft.)

Warehouse/Industrial (per 100 sq. ft., up to 400,000 sq. ft.)

Institutional/Governmental (per 100 sq. ft., up to 400,000 sq. ft.)

City of Coral Springs, Florida

Expenditures The Fire Fund expenditures increased by $2,422,169 or 11.0% over the Fiscal Year 2018 adopted budget. The increase is primarily attributable to operating expenditures and capital.

Fire Fund Total Expenditures - $24,410,312 Fire Fund total expenditures—$24,410,312*

Training 11.2%

Major expenditures for the Fire Fund budget include: Suppression: (61.2% of total expenditures)

$14,947,755

Community Risk Reduction 6.7%

The Fire Suppression Division responds to all fire calls and other emergency situations. The Suppression Division is comprised of Assistant Fire Chiefs, Battalion Chiefs, Captains, Rescue Lieutenants, and Firefighter/Paramedics. These units not only provide fire service for the City of Coral Springs, but also for the neighboring City of Parkland. This partnership has improved emergency response times and has benefitted both cities. The overall Suppression budget has increased $1,043,436 or 7.5% from Fiscal Year 2018. This increase is primarily due to the addition of three additional Firefighter/Paramedics, higher wages, and pension contributions. Training: (11.2% of total expenditures)

Debt Service 1.7%

Interfund Transfer 1.6%

Suppression 61.2%

Non-Departmental 13.3%

Administration 3.8% Communication Services 0.7%

* %’s may not add 100% due to rounding

$2,729,026

The Fire Training Division is responsible for the certification of fire and emergency rescue personnel. The Training Division budget increased $585,800 or 27.3% from Fiscal Year 2018. The majority of the increase is for instructors at the Academy as well as certification cards. The Academy is self-sustaining, meaning revenues offset operational expenditures. Community Risk Reduction (formerly known as the Inspection Division): (6.7% of total expenditures)

$1,626,381

The division recently changed its name to Community Risk Reduction (CRR) to better reflect the mission to prevent a fire incident or personal injury before it occurs. CRR staff provides fire inspection, plan review, public life-safety education, and fire related investigation services for the citizens of Coral Springs. The CRR budget increased $96,321 or 6.3% from Fiscal Year 2018. This is primarily due to an increase in personnel costs and benefits. Administration: (3.8% of total expenditures)

$924,846

Fire’s Administration budget increased $181,953 or 24.5%. This is mainly due to the addition of a Logistics Captain.

Fire Assessment Comparison

local cities with full service fire departments

Fire Assessment rate comparison Fiscal Year 2019 $450 $400

$398.23

$350

*ISO 1 Fire Departments $350.00

$300

$300.00

$250

$285.00

$271.79

$256.00

$200

$210.00

$209.50

$206.00

$150

$200.00

$175.00

$100 $50 $0

*Miramar

*Tamarac

*Margate

*Hollywood *Pembroke Pines

*Ft Lauderdale

*Pompano Beach

Sunrise

Fiscal Year 2019 Annual Budget

Davie

*Coral Springs *Deerfield Beach (BSO)

Fire Fund (continued) Communication Services: (0.7% of total expenditures)

$162,127

The Communication Services Division consists of telecommunicators and emergency call takers. Expenses in this area increased $3,534 or 2.2% from Fiscal Year 2018. The increase is primarily due to personnel costs. The cost of this division is split between the Fire Fund and EMS in the General Fund. Non-departmental: $3,234,539 (13.3% of total expenditures) Non-departmental expenses increased by $364,867 or 12.7%. The budget capital outlay and indirect costs make up 85% of the increase. The major Fiscal Year 2019 Fire non-departmental expenditures include the following: • $1,968,139 to cover indirect costs associated with various City departments • $829,930 for capital outlay • $150,000 dedicated to financial policy contingency and $105,571 to economic conditions • $64,114 for contributions to Other Post Employment Benefits (OPEB) • $17,182 for Microsoft licensing costs • $81,153 for other contractual services • $18,450 for computer replacement Interfund transfer: (1.6% of total expenditures)

$380,786

The cost of property/casualty insurance premiums increased $24,266 or 9.5% from Fiscal Year 2018. An interfund transfer in the amount of $100,000 will be used to repay the Equipment Services Fund. One million dollars was borrowed from the Equipment Services Fund in 2016 to help fund an unexpectedly high bid to construct Fire Stations 43 and 95. The entire amount will be repaid within 10 years. Debt service: (1.7% of total expenditures)

$404,852

New for Fiscal Year 2019 in the Debt Service expenditure is the Revenue Bond Note 2017. This increased debt service expenditures by $121,992. This funding is for the Public Safety/ Public Works Campus.

Fire Fund revenue and expense summary Fire Fund FY 2015 Actual

FY 2016 Actual

FY 2017 Actual

Sources Revenues: Fire Fund Special Assessment Intergovernmental Revenue Charges for Services Misc. Revenue/Interest Income Fines and Forfeitures Partial Year Assessment Capital Reserve Total Revenues

$10,774,072 5,535,573 3,062,255 34,371 6,750 3,751 0 $19,416,772

$10,889,888 5,501,352 3,003,992 39,206 15,511 6,749 1,851,114 $21,307,811

Uses Expenditures: Personal Services Benefits Other Operating Operating Capital Training Division Non-Departmental Interfund Transfers Debt Service Total Expenditures

$9,334,121 3,415,320 1,407,639 216,856 1,727,281 2,015,051 957,502 282,860 $19,356,630

$9,601,653 3,754,682 1,250,833 255,282 1,765,812 2,102,269 2,294,420 282,860 $21,307,811

FY 2018 Budget

FY 2019 Budget

$20,440,601

$12,493,249 6,086,885 3,245,102 55,000 102,020 5,887 0 $21,988,143

$14,029,856 6,419,496 3,848,549 55,000 17,518 39,893 0 $24,410,312

$1,536,607 $332,611 $603,447 $0 ($84,502) $34,006 $0 $2,422,169

12.3% 5.5% 18.6% 0.0% -82.8% 577.6% n/a 11.0%

$10,413,069 3,681,869 1,435,019 466,542 1,864,694 2,092,522 320,450 282,860 $20,557,025

$10,519,538 4,094,776 1,721,551 609,800 2,143,226 2,259,872 356,520 282,860 $21,988,143

$11,176,200 4,662,887 1,822,022 829,930 2,729,026 2,404,609 380,786 404,852 $24,410,312

$656,662 $568,111 $100,471 $220,130 $585,800 $144,737 $24,266 $121,992 $2,422,169

6.2% 15.1% 8.0% 86.2% 33.2% 6.9% 1.1% 43.1% 11.0%

$11,722,065 5,719,224 2,891,534 43,214 15,524 49,040

City of Coral Springs, Florida

$ Change from FY18 Budget

% Change from FY18 Budget

Water and Sewer Fund Budget Statement of Revenues and Expenses Water and Sewer Fund Budget Summary Water & Sewer Fund

Revenues Operating Revenues Water Wastewater Private Fire Line Fee Meter Sales Backflow Recertification Adm. Fee Miscellaneous Income Charges for Service Total Operating Revenue Non-Operating Revenues Interest Income - Operating Interest Earnings-Revenue Bond Series 2012 Doubtful Accounts Capitalization from Prior Year CIP Appropriated Fund Balance Total Non-Operating Revenue

FY 2016 Actual

FY 2017 Actual

FY 2018 Adopted Budget

FY 2019 Adopted Budget

$8,658,486 12,718,563 24,551 25,208 22,400 (7,427) 316,810 21,758,591

$9,063,534 13,083,232 27,077 13,085 22,945 (5,631) 337,613 22,541,855

$9,061,630 13,583,410 26,379 10,300 19,480 10,000 210,889 22,922,088

$9,378,788 14,058,830 27,171 10,609 19,675 10,000 217,514 23,722,587

$317,158 475,420 792 309 195 6,625 800,499

3.50% 3.50% 3.00% 3.00% 1.00% 0.00% 3.14% 3.49%

60,421 60,421

54,907 54,907

31,012 2,902,707 2,933,719

31,632 641,570 673,202

620 (2,261,137) (2,260,517)

2.00% 0.00% 0.00% 0.00% -77.90% -77.05%

(1,460,018)

-5.65%

44,604 (33,463) 81,612 55,697 148,450

3.93% -2.86% 6.50% 1.79% 2.23%

$ 21,819,012 $ 22,596,762 $ 25,855,807 $ 24,395,789 $

Grand - Total Revenues Expenses Departmental Administration Water Distribution Wastewater Collection Water Treatment Total Departmental

Non-Operating Wastewater Treatment Capital Administrative Services Revenue and Collection Non-Departmental Transfer To Renewal and Replacement Business Development Property/Casualty Computer Replacement Debt Service Lease Purchase Financing 2013 (Phone System) Revenue Bond-Series 2010 Revenue Bond-Series 2012 ($8.7M/2.29%/20 years) Revenue Bond-Series 2015 ($4.7M/2.002%/10 years) SRF Loans Water Plant Imp DW0603010 ($5.4M/2.57%/20 years) Wells & wellheads DW0603020 ($1.8M/2.79%/20 years) Transm. Dist, Interconnect DW0603030 ($3M/2.79%/20 years) Source & Treatment DW061620 ($1.1M/3.06%/20 years) Lift Stations Rehab WW822020 Sewer Rehab WW06160 Forest Hills Wellfield DW061630

961,504 $ 1,059,319 1,156,299 2,619,583 5,796,705

996,088 1,016,342 1,161,658 2,619,044 5,793,132

1,135,761 $ 1,168,645 1,255,105 3,106,453 6,665,964

1,180,365 $ 1,135,182 1,336,717 3,162,150 6,814,414

6,104,926 552,215 1,576,400 535,316 288,022 3,344,000 260,000 642,759 12,872

5,353,580 235,057 1,643,397 556,712 349,416 5,246,000 271,050 678,913 6,623

6,065,210 905,500 1,750,950 622,459 358,987 6,219,000 283,247 754,879 16,200

6,671,731 287,100 1,834,120 653,496 355,334 4,410,000 296,701 826,290 6,050

606,521 (618,400) 83,170 31,037 (3,653) (1,809,000) 13,454 71,411 (10,150)

10.00% -68.29% 4.75% 4.99% -1.02% -29.09% 4.75% 9.46% -62.65%

50,000 581,330 564,132

50,000 582,056 563,683

50,000 609,658 563,223

0.00% 0.00% 4.74% -0.08%

361,943 121,224 203,318 75,902 34,925 68,527 151,830

361,943 121,225 203,318 75,902 34,926 68,528 151,830

27,602 (460) -

Subtotal Debt Service

2,213,131

2,213,411

2,240,553

27,142

1.23%

Total Non-Operating

15,529,641

16,554,159

19,189,843

17,581,375

(1,608,468)

-8.38%

$21,326,346

$22,347,291

$25,855,807

$24,395,789

($1,460,018)

-5.65%

$492,666

$249,471

n/a

40.50

0.00

0.00%

Grand Total - Expenses Revenues in Excess of Expenses Positions

$ % Change From Change From FY18 Budget FY18 Budget

Fiscal Year 2019 Annual Budget

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Water and Sewer Fund Description The Water and Sewer Fund, as an enterprise fund, must be self-supporting through user fees charged for services. The purpose of the Water and Sewer Fund is to provide clean water and to safely dispose of wastewater for customers living in the Coral Springs water district, which is the area between Wiles Road and Royal Palm Boulevard. The Fiscal Year 2019 Water and Sewer budget totals $24,395,789. This amount represents a decrease of $1,460,018 or 5.65% from Fiscal Year 2018. This decrease primarily due to lower funding for Renewal & Replacement capital offset by the 3.5% rate increase.

Water bill for average single-family residence

Water Wastewater Total Monthly Bill

2018 Average Bill

2019 Average Bill

$ Increase (Decrease)

% Increase (Decrease)

$24.25 $41.99

$25.10 $43.46

$0.85 $1.47

3.5% 3.5%

$66.24

$68.56

$2.32

3.5%

Note: Rates are calculated using an average consumption of 5,000 gallons for a single family residence (including 10% utility tax on water). Rate increase will be in effect October 1, 2018.

Revenues The City will continue with the 3.5% annual rate adjustment recommended by the 2013 Water and Wastewater Study for Fiscal Years 2014-2023.. One of the principal objectives of the study was to develop a multi-year plan of water and wastewater rate revenue increases that will satisfy annual operating, debt service, and capital cost requirements as well as maintain adequate operating reserves. The City Commission has approved the recommended 3.5% rate adjustment for FY2019.

Water and Sewer Fund Total Revenues

Water and Sewer Fund Total Revenues - $24,359,223

Other 3.9%

As illustrated in the table above, a typical single family residence in Coral Springs (consumption of 5,000 gallons per month) will notice an increase of $2.32 on the total monthly water bill.

Water 38.4%

Major revenues for the Water and Sewer Fund include: Water: (38.4% of total revenue)

Wastewater 57.6%

$9,378,788

Revenue from the sale of water is estimated to increase by $317,158, or 3.5% compared to Fiscal Year 2018 budget. This increase is due to the recommended 3.5% annual rate adjustment. Wastewater: (57.6% of total revenue) $14,058,830 The wastewater revenue consists of a base charge to the customer for sewage disposal and a volume-based charge based on the monthly water consumption. For Fiscal Year 2019, the rate to calculate the volumetric charge will be $4.24 per 1,000 gallons of water use. This represents a 3.5% annual rate adjustment.

* %â&#x20AC;&#x2122;s may not add 100% due to rounding

Appropriated fund balance (2.6% of total revenues) $641,570 The allocation of surplus or fund balance will decrease by $2,261,137 or -77.9% compared to FY 2018. This decrease is due to the FY2018 financing of specific capital projects in order to maintain the Cityâ&#x20AC;&#x2122;s water and sewer infrastructure. Other (1.3% of total revenue) $316,601 Other miscellaneous revenues include meter sales, private fire line fee, administrative fee for backflow certification, and interest income from fund balance.

City of Coral Springs, Florida

Water and Sewer Fund Total Expenditures - $24,359,223

Expenses The City has an aggressive plan to mitigate wastewater system inflow and infiltration problems, has acquired additional wastewater treatment reserve capacity, and has implemented measures to reduce operational costs. In Fiscal Year 2019 we will continue our efforts to control expenses and improve services to our customers.

Water and Sewer Fund total expenditures

Non-Operating 43.9% Wastewater Treatment 27.4%

Major expenses in the Water and Sewer Fund include: Administration: $1,180,365 or 4.84% of total expenses Administration costs increased by $44,604 or 3.93% from the previous yearâ&#x20AC;&#x2122;s budget. Water Distribution: $1,135,182 or 4.65% of total expenses The overall Water Distribution division is projected to decrease by $ 33,463 or 2.86%

Wastewater Collection 5.5%

Capital 1.2%

Administration 4.6%

Water Treatment 12.8%

Wastewater Collection: $1,336,717 or 5.48% of total expenses.

Water Distribution 4.6%

The budget in this division increased $81,612 or 6.5%. Water Treatment: $3,162,150 or 13% of total expenses Water treatment expenses increased by $55,697 or 1.79%. Wastewater Treatment: $6,671,731 or 27.4% Wastewater treatment costs are expected to increase $606,521 or 10%. Capital: $287,100 or 1.2% of total expenses Operating capital funds will be used to continue inspection, repair, and maintenance of water and wastewater valves, ongoing replacement of fire hydrants, purchase of portable emergency generators at lift stations within the City and two new vehicles.

Water and Sewer Fund revenue and expense summary Water & Sewer Sources Revenues: Water Wastewater Charges for Services Meter Sales Interest Income Appropriated Fund Balance Total Revenues

FY 2015 Actual

FY 2016 Actual

$8,434,232 12,262,183 322,524 3,130 30,499 0 $21,052,568

$8,658,486 12,718,563 356,334 25,208 60,421 0 $21,819,012

$9,063,534 13,083,232 382,004 13,085 54,907 0 $22,596,762

$9,061,630 13,583,410 266,748 10,300 31,012 2,902,707 $25,855,807

$9,378,788 14,058,830 274,360 10,609 31,632 641,570 $24,395,789

$317,158 $475,420 $7,612 $309 $620 ($2,261,137) ($1,460,018)

3.5% 3.5% 2.9% 3.0% 2.0% -77.9% -5.6%

Uses Expenses: Personal Services Benefits Other Operating Operating Capital Debt Service Renewal and Replacement Insurance Other Non-Operating Total Expenses

$2,061,769 975,154 2,361,729 475,538 1,881,291 4,790,000 565,017 7,898,550 $21,009,048

$2,351,093 1,022,851 2,422,761 552,215 2,213,131 3,344,000 642,759 8,777,536 $21,326,346

$2,429,200 1,066,455 2,297,477 235,057 2,213,411 5,246,000 678,913 8,180,778 $22,347,291

$2,499,009 1,073,468 3,093,487 905,500 2,213,411 6,219,000 754,879 9,097,053 $25,855,807

$2,567,770 1,072,038 3,174,606 287,100 2,240,553 4,410,000 826,290 9,817,432 $24,395,789

$68,761 ($1,430) $81,119 ($618,400) $27,142 ($1,809,000) $71,411 $720,379 ($1,460,018)

2.8% -0.1% 2.6% -68.3% 1.2% -29.1% 9.5% 7.9% -5.6%

$43,520 40.25

$492,666 40.5

$249,471 40.5

$0 40.5

Rev. in Excess of Exp. Total full-time FTE's

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

Fiscal Year 2019 Annual Budget

$ Change from FY18 Budget

$0 0.00

% Change from FY18 Budget

n/a 0.0%

Health Fund Budget health fund budget summary FY 2016 Actual Revenues Transfers: General Fund Water and Sewer Fund Fire Fund Solid Waste Fund General Insurance Fund Equipment Services Subtotal Transfers Interest Income Recoveries: Premium/Retirees Terminated/Cobra Employees W/Dependent Wellness Other/Pharmacy Rebate Subtotal Recoveries Total Revenues Expenses Health-Dental Contingency Long Term Disability Life Insurance Total Expenses Revenues in Excess of Expenses

FY 2017 Actual

FY 2019 Adopted Budget

FY 2018 Adopted Budget

$ % Change From Change From FY18 Budget FY18 Budget

$9,910,422 608,646 1,683,202 11,272 23,695 225,424 12,462,661

$10,340,315 626,307 1,721,766 11,598 38,660 231,962 12,970,607

$10,164,611 596,901 1,697,731 40,524 36,840 221,041 12,757,648

$10,078,008 581,791 1,722,683 39,991 36,354 218,128 12,676,955

26,776

29,633

20,000

789,120 5,045 571,133 285,939 1,651,237

805,594 27,272 605,770 75,000 292,223 1,805,858

900,000 20,000 776,100 100,000 300,000 2,096,100

990,000 20,000 1,118,025 100,000 300,000 2,528,025

($86,603) (15,110) 24,952 (533) (486) (2,913) (80,693) -

-0.85% -2.53% 1.47% -1.32% -1.32% -1.32% -0.62% 0.00%

90,000 341,925 431,925

10.00% 0.00% 44.06% 0.00% 0.00% 22.50%

14,140,674 $14,806,098 $

14,873,748

$ 15,224,980

351,232

2.36%

13,725,741 $13,739,461 $ 25,000 171,246 188,107 137,591 137,802

14,492,217 36,231 180,000 165,300

$ 14,887,950 27,030 200,000 110,000

395,733 (9,201) 20,000 (55,300)

2.73% -25.40% 11.11% -33.45%

14,059,578 $14,065,370 $

14,873,748

$ 15,224,980

351,232

2.36%

n/a

$81,096

$740,728

City of Coral Springs, Florida

Health Fund Description The City provides insurance to employees in the areas of long-term disability, life insurance, and medical/dental insurance. The General, Water and Sewer, Fire, General Insurance, and Equipment Services funds are billed to cover premiums and claims, and to maintain an adequate reserve balance. Given the diversity of the Health Fund, the fund is categorized as health/dental, long-term disability, and life insurance to enhance accountability and budget control. The Fiscal Year 2019 Health Fund budget is $15,224,980. This represents a increase of $351,232 or 2.36 % from the Fiscal Year 2018 adopted budget.

Revenues

Expenses

Interfund transfers: (83.3% of total revenues)

$12,676,955

Group health/dental program: (97.4% of total expenses)

Interfund transfers from the General Fund, Water and Sewer, Fire, General Insurance, and Equipment Services funds decreased by $80,693 or 0.62%. This revenue consists of recovering administrative cost for services regarding health, dental, life, and long-term disability insurance. This fee is calculated annually based on the number of full-time employees assigned to each Department and Fund. Recoveries: (16.6% of total revenues)

This represents health and dental insurance costs for the City, which is self-insured. This expense decreased $395,733 or 2.73% from Fiscal Year 2019. Long-term disability: (1.31% of total expenses)

$200,000

This represents the cost to cover long-term disability for fulltime employees. This program has enabled the City to cap sick leave accruals at 480 hours per employee, while providing employees long-term disability coverage. This expense is projected to increase $20,000 in Fiscal Year 2019.

$2,528,025

Recoveries are premiums and other charges to employees, terminated employees, and retirees for the service of health insurance. Recoveries revenue increased by $431,925 or 22.50%. This increase is mainly due to projecting an increase in employee and retireeâ&#x20AC;&#x2122;s contributions. Interest income: (0.13% of total revenues)

$14,887,950

Life insurance: (0.72% of total expenses)

$110,000

The cost of life insurance decreased $55,300 or -33.45% from Fiscal Year 2018.

$20,000

Contingency:

$27,030

A contingency of $27,030 was budgeted to cover for differences in estimates versus actual payments. This expense decreased $9,201 or 25.40% for Fiscal Year 2019.

This income is an estimate of the interest earnings that will generate the fund balance during the fiscal year. Interest income for Fiscal Year 2019 is projected to remain the same as Fiscal Year 2018 budgeted income.

Health Health Fund Fund revenue and expense summary Sources Revenues: Interfund Transfers Recoveries Interest Income Total Revenues

FY 2015 Actual

FY 2016 Actual

$11,991,268 1,697,042 15,074 $13,703,384

$12,462,661 1,651,237 26,776 $14,140,674

Uses Expenses: Health-Dental Long-Term Disability Life Insurance Contingency Total Expenses

$13,236,295 163,073 131,353 0 $13,530,721 $172,663 1.5

Rev. in Excess of Exp. Total full-time FTE's

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

$12,970,607 1,805,858 29,633 $14,806,098

$12,757,648 2,096,100 20,000 $14,873,748

$12,676,955 2,528,025 20,000 $15,224,980

($80,693) $431,925 $0 $351,232

-0.6% 20.6% 0.0% 2.4%

$13,725,741 171,246 137,591 25,000 $14,059,578

$13,739,461 188,107 137,802 0 $14,065,370

$14,492,217 180,000 165,300 36,231 $14,873,748

$14,887,950 200,000 110,000 27,030 $15,224,980

$395,733 $20,000 ($55,300) ($9,201) $351,232

2.7% 11.1% -33.5% -25.4% 2.4%

$81,096 1.5

$740,728 2.25

$0 2.25

Fiscal Year 2019 Annual Budget

$ Change from FY18 Budget

$0 0.00

% Change from FY18 Budget

n/a 0.0%

General Insurance Fund Budget Generalfund Insurance Fund summary general insurance budget FY 2018 Adopted Budget

FY 2019 Adopted Budget

$ % Change From Change From FY18 Budget FY18 Budget

FY 2016 Actual

FY 2017 Actual

Transfers: General Fund Water and Sewer Fund Fire Fund Health Fund Equipment Services Solid Waste fund Subtotal Transfers

$2,457,333 716,154 419,754 2,718 27,183 1,359 3,624,501

$2,625,727 757,393 446,457 4,360 29,067 1,453 3,864,457

Interest Income/Other

37,807

41,952

25,000

0.00%

137,475 53,739 1,136,267 1,327,481

98,651 54,646 79,351 232,648

50,000 40,000 50,000 140,000

0.00% 0.00% 0.00% 0.00%

Revenues

Recoveries: Motor Vehicle Property Damage Workers' Comp Subtotal Recoveries Total Revenues

$2,907,469 $ 3,164,772 838,761 915,657 495,117 545,402 4,660 5,027 31,067 33,513 5,696 6,144 4,282,770 4,670,515

$257,303 76,896 50,285 367 2,446 448 387,745

8.85% 9.17% 10.16% 7.88% 7.87% 7.87% 9.05%

$ 4,989,789 $ 4,139,057 $ 4,447,770 $ 4,835,515 $

387,745

8.72%

Expenses Workers' Compensation $ 2,020,967 $ 1,576,992 $ 1,855,130 $ 2,007,459 $ Property/Motor Vehicle Liability 1,977,134 2,037,027 2,340,490 2,529,903 Casualty/General Claims 508,672 224,836 252,150 298,153

152,329 189,413 46,003

8.21% 8.09% 18.24%

Total Expenses

387,745

8.72%

n/a

2.50

0.00

0.00%

Revenues in Excess of Expenses Positions

$ 4,506,773 $ 3,838,855 $ 4,447,770 $ 4,835,515 $ $483,016

$300,202

2.50

City of Coral Springs, Florida

General Insurance Fund Description The City is insured in the areas of general liability, property and auto liability, and workers’ compensation. The General, Water and Sewer, Health, Fire, and Equipment Services funds are billed to cover premiums, claims, and to maintain an adequate reserve balance in the General Insurance Fund. Given the diversity of the General Insurance Fund, the fund is categorized as workers’ compensation, property/motor vehicle liability, and casualty/general claims to enhance accountability and budget control. The Fiscal Year 2019 General Insurance Fund budget totals $4,835,515. This represents an increase of $387,745 or 8.72% from the Fiscal Year 2018 adopted budget.

Revenues

Expenses

Interfund Transfers: (96.6% of total revenues)

$4,670,515

Workers’ compensation: (41.51% of total expenses)

Interfund transfer revenue consists of administrative fees charged to other funds for services related to workers’ compensation and property/casualty insurance. The fee for workers’ compensation is calculated proportionally using the number of full-time employees per fund. The annual cost of property/casualty is allocated among the General Fund, Fire Fund, and Water and Sewer Fund. The increase is primarily attributable to higher insurance premium costs in Fiscal Year 2019. Recoveries: (2.9% of total revenues)

$140,000

Recoveries revenue consist of motor vehicle, property, and workers’ compensation recoveries. Interest Income: (0.5% of total revenues)

$2,007,459

Workers’ compensation claims are estimated to increase by $152,329 or 8.21%. Property/motor vehicle liability: (52.32% of total expenses)

$2,529,903

This represents a $189,413 or 8.09% increase for property/ motor vehicle liability due mainly to a rise in property insurance premium costs. Casualty/general claims: (6.17% of total expenses)

$298,153

Casualty/general claims are expected to increase by 18.24% from Fiscal Year 2019 budget.

$25,000

Interest earnings from fund balance are projected to remain the same as Fiscal Year 2018.

General Insurance Fund revenue and expense summary General Insurance Fund

Sources Revenues: Interfund Transfers Recoveries Interest Income Total Revenues

FY 2015 Actual

FY 2016 Actual

$3,322,897 188,984 22,610 $3,534,491

$3,624,501 1,327,481 37,807 $4,989,789

Uses Expenses: Workers' Compensation Property/Motor Veh. Liability Casualty/General Claims Total Expenses

$1,325,770 1,837,311 221,602 $3,384,683 $149,808 1.5

Rev. in Excess of Exp. Total full-time FTE's

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

$3,864,457 232,648 41,952 $4,139,057

$4,282,770 140,000 25,000 $4,447,770

$4,670,515 140,000 25,000 $4,835,515

$387,745 $0 $387,745

9.1% 0.0% 0.0% 8.7%

$2,020,967 1,977,134 508,672 $4,506,773

$1,576,992 2,037,027 224,836 $3,838,855

$1,855,130 2,340,490 252,150 $4,447,770

$2,007,459 2,529,903 298,153 $4,835,515

$152,329 189,413 46,003 $387,745

8.2% 8.1% 18.2% 8.7%

$483,016 2.5

$300,202 2.5

$0 2.5

$0 0.0

n/a 0.0%

Fiscal Year 2019 Annual Budget

$ Change from FY18 Budget

% Change from FY18 Budget

Coral Springs Charter School Fund Budget cs charter school fund budget summary FY 2019 Adopted Budget

FY 2016 Actual

FY 2017 Actual

FY 2018 Adopted Budget

Revenues Intergovernmental Other Revenue/ Miscellaneous Appropriation of Fund Balance

$12,537,050 52,527 -

$12,657,815 60,574 -

$12,153,888 72,400 165,392

$13,027,311 72,400 2,666,827

$873,423 2,501,435

6.70% 0.00% 93.80%

Total Revenues

$12,589,577

$12,718,389

$12,391,680

$15,766,538

$3,374,858

27.97%

Expenditures Operating Expenses (CSUSA) Transfer to General Fund-Lease Capital

$10,740,486 1,420,000 -

$11,289,977 1,420,000 32,389

$10,921,680 1,420,000 50,000

$12,296,538 1,420,000 2,050,000

$1,374,858 2,000,000

11.18% 0.00% 97.56%

Total Expenditures

$12,160,486

$12,742,366

$12,391,680

$15,766,538

$3,374,858

27.97%

$429,091

($23,977)

Revenues in Excess of Expenditures

$ Change From FY18 Budget

% Change From FY18 Budget

Coral Springs Charter School Fund Description Charter Schools USA (CSUSA), a professional education management company, operates the school on the Cityâ&#x20AC;&#x2122;s behalf. The Fiscal Year 2019 Charter School Fund budget is $13,766,538. This represents an increase of $1,374,858, or 11.39% from the Fiscal Year 2019 adopted budget.

Revenues

Expenditures

Intergovernmental: $13,027,311 (82.6% of total revenues)

Operating expenditures CSUSA: (78.0% of total expenditures)

This revenue represents funds received from Broward County for students attending the Coral Springs Charter School. It is based on the updated calculation by the state for the new school year.

This represents the funds needed to operate the Coral Springs Charter School. Total operating expenses increased $1,374,858 or 11.18%.

Other revenue: (0.5% of total revenues)

$72,400

A majority of this revenue represents funds received for interest income. Appropriation of fund balance: (16.9% of total revenues)

$2,666,827

A portion of the fund balance will be used to pay for certain capital items. The City Commissionâ&#x20AC;&#x2122;s Strategic Plan includes relocating the Coral Springs Charter School out of the downtown area. Money has been retained in the Charter School Reserve to assist with relocation. This withdrawal of $2 million from reserves will enable the City to conduct due diligence on possible relocation sites.

Transfer to General Fund: (9.0% of total expenditures)

$12,296,538

$1,420,000

This is a lease expense to repay the General Fund for all schoolrelated expenses necessary to operate the Charter School including telephone, electricity, cable/satellite, water and sewer, waste disposal, pest control, building repairs and maintenance. There is no change from the current year. Capital: $2,050,000 (13.0% of total expenditures) Capital expenditures will be used for air conditioning repairs and for the due diligenge on possible relocation sites for the Charter School.

City of Coral Springs, Florida

Public Art Fund Budget

public

Statement of Revenues and Expenses Public Art Fund art fund budget summary FY 2016 Actual

Revenues Public Art Fees Realized/Unrealized Gain/Loss Interest Rents and Royalties Appropriated Fund Balance Total Revenues Expenditures Operating Expenses Capital Total Expenditures Revenues in Excess of Expenditures

$225,505 1,028 5,432 $231,965

$78,322 9,872 $88,194 $143,771

FY 2017 Actual

FY 2018 Adopted Budget

FY 2019 Adopted Budget

$ % Change From Change From FY18 Budget FY18 Budget

$147,821

$15,000 5,000 3,000 313,900 $336,900

$15,000 $ 5,000 3,000 192,200 $215,200 $

$22,109 135,479 $157,588

$103,700 233,200 $336,900

$105,200 110,000 $215,200

$141,848 (1,458) 7,431 -

($9,767)

(121,700) (121,700)

0.00% n/a 0.00% 0.00% -38.77% -36.12%

$1,500 (123,200) ($121,700)

1.45% -52.83% -36.12%

n/a

Public Art Fund Description The Public Art Fund is a special revenue fund utilized to account for the collection of Public Art fees, as well as operating expenditures to maintain all sculptures. No public tax money is used by this fund. Instead, Public Art Fees are fees charged to developers which are then used to purchase and maintain public art. The Fiscal Year 2019 budget for the Public Art Fund totals $215,200, a decrease of $121,700 or -36.12% from Fiscal Year 2018.

Revenues The only source of revenue for this fund is the Public Art fee receipts collected during the permitting process for new construction and renovations of existing structures. The fee only applies to structures in excess of 12,500 square feet, except residences on less than one acre. Revenues are collected only from those developers who choose not to purchase and maintain public art on their own property.

Expenditures The cost of selecting, purchasing, and maintaining public art are the main expenditures 12/7/2018 9:04 AM of the fund, along with consultants, materials, and supplies needed to support the Public Art Committee.

Fiscal Year 2019 Annual Budget

Equipment Services Fund Budget equipment services fund budget summary

Revenues Operating Revenues Fuel and Maintenance Transfers General Fund Water and Sewer Fund Fire Fund

FY 2016 Actual

FY 2017 Actual

FY 2018 Adopted Budget

FY 2019 Adopted Budget

$2,408,580 222,377 362,621

$2,401,856 221,756 361,609

$2,521,932 232,842 379,687

$2,648,012 244,195 398,669

$126,080 11,353 18,982

5.00% 4.88% 5.00%

2,262,929 284,710 448,752

2,433,262 310,824 584,356

2,682,499 324,789 687,574

3,047,932 351,555 723,921

365,433 26,766 36,347

13.62% 8.24% 5.29%

$ % Change From Change From FY18 Budget FY18 Budget

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 Total Operating Revenue

56,134 330,268

58,532 517,986

50,000 200,000

26,002 5,144 6,407,517

42,367 5,943 6,938,491

32,000 3,500 7,114,823

32,000 3,500 7,699,784

584,961

0.00% 0.00% n/a 8.22%

Non-Operating Revenues Appropriations from Fund Balance Financial Strategy Equipment Purchases Total Non-Operating Revenue

3,312,686 3,312,686

3,205,949 3,205,949

260,727 3,990,137 4,250,864

170,381 4,915,770 5,086,151

(90,346) 925,633 835,287

-34.65% 23.20% 19.65%

Grand Total Revenues Expenses Operating Expenses Personal Benefits Other Expenses Charge Back Expense Total Operating Expenses Non-Operating Expenses Transfer to Capital Fund Equipment Purchases Total Non-Operating Expenses Grand Total Expenses Revenues in Excess of Expenses Positions

0.00% 0.00%

9,720,203 $ 10,144,440 $ 11,365,687 $ 12,785,935 $

1,420,248

12.50%

808,253 $ 374,129 1,377,738 2,996,391 5,556,511

890,163 $ 392,378 1,518,548 3,328,442 6,129,531

936,645 $ 949,162 $ 391,272 394,254 1,910,541 2,019,834 3,694,862 4,123,408 6,933,320 7,486,658

12,517 2,982 109,293 428,546 553,338

1.34% 0.76% 5.72% 11.60% 7.98%

312,000 3,312,686 3,624,686

198,740 3,205,949 3,404,689

442,230 3,990,137 4,432,367

(58,723) 925,633 866,910

-13.28% 23.20% 19.56%

$9,181,197

$9,534,220

$11,365,687

1,420,248

12.50%

$539,006

$610,220

n/a

15.00

0.0%

City of Coral Springs, Florida

383,507 4,915,770 5,299,277 $12,785,935 $ $0 15.00

Equipment Services Fund Description The Equipment Services Fund is an internal service fund used to account for the purchase, operation, and maintenance costs of the City’s vehicles and other major equipment; such as mowers and emergency generators. The City’s fleet inventory includes emergency vehicles (patrol units, rescues, fire trucks), buses for recreation, trucks for Building, Code Compliance, and fire inspections, as well as vehicles for maintenance of streets and parks, and generators. In addition, other small equipment such as workmans, mowers, ballpros, tillers, paint machines, pressure cleaners, trailers, etc. are essential to maintain tennis and basketball courts, City buildings and sport fields in optimal condition. The Fiscal Year 2019 Equipment Services Fund budget totals $12,785,935. This represents an increase of $1,420,248 or 12.5% from Fiscal Year 2018. As a self-sustaining fund, the Equipment Services Fund provides maintenance services to all applicable departments in the City on a cost reimbursement basis. Cost recovery is performed for depreciation, also known as chargeback, fuel, maintenance, and operating expenses. These expenses are budgeted and paid for by the Equipment Services Fund; therefore, monthly interfund transfers are processed to reimburse this fund. For example, depreciation or chargeback, is an operating expense to gradually pay for the use of all equipment assigned to each department. The amount of annual chargeback is calculated for each piece of equipment using a simple formula that takes the cost of the item divided by the expected life (i.e., straight-line depreciation). The result is the amount to allocate to the user department annually for the number of years the item will be in service (refer to interfund transfers for allocation by fund). Budgeting depreciation for capital assets allows the City to “pay-as-you-go” finance its vehicles, therefore avoiding debt. As illustrated on the “Ten-year fleet replacement cost” table, the average annual vehicle replacement cost for Fiscal Year 2019 through Fiscal Year 2029 is estimated to be $5.5 million.

Equipment Service Fund revenue and expense summary Equipment Services Fund

Sources Revenues: Interfund Transfers Parkland Maintenance Fee Margate Maintenance Fee Interest Other Approp Fund Balance (Fin. Strategy) Approp Fund Balance (Eqt Purchases Total Revenues

FY 2015 Actual

FY 2016 Actual

$5,890,747 34,983 5,175 41,917 291,224 0 3,237,402 $9,501,448

$5,989,969 26,002 5,144 56,134 330,268 0 3,312,686 $9,720,203

Uses Expenses: Personal Services Benefits Other Operating Vehicle Chargeback Interfund Transfers Equipment Purchases Total Expenses

$756,592 362,685 1,977,731 2,697,224 0 3,237,402 $9,031,634

Rev. in Excess of Exp. Total full-time FTE's

$469,814 15

FY 2017 Actual

FY 2018 Budget

FY 2019 Budget

$6,313,663 42,367 5,943 58,532 517,986 0 3,205,949 $10,144,440

$6,829,323 32,000 3,500 50,000 200,000 260,727 3,990,137 $11,365,687

$7,414,284 32,000 3,500 50,000 200,000 170,381 4,915,770 $12,785,935

$584,961 $0 $0 $0 $0 ($90,346) $925,633 $1,420,248

8.6% 0.0% 0.0% 0.0% 0.0% -34.7% 23.2% 12.5%

$808,253 374,129 1,377,738 2,996,391 312,000 3,312,686 $9,181,197

$890,163 392,378 1,518,548 3,328,442 198,740 3,205,949 $9,534,220

$936,645 391,272 1,910,541 3,694,862 442,230 3,990,137 $11,365,687

$949,162 394,254 2,019,834 4,123,408 383,507 4,915,770 $12,785,935

$12,517 $2,982 $109,293 $428,546 ($58,723) $925,633 $1,420,248

1.3% 0.8% 5.7% 11.6% -13.3% 23.2% 12.5%

$539,006 15

$610,220 15

$0 15

Fiscal Year 2019 Annual Budget

$ Change from FY18 Budget

$0 0.0

% Change from FY18 Budget

n/a 0.0%

Revenues Major revenues in the Equipment Services Fund include: Interfund transfers: (58.0% of total revenues) $7,414,284 Departments are charged an annual administrative fee plus a proportional fuel, maintenance and replacement cost of their assigned vehicles and their share to operate the fleet division. For Fiscal Year 2019, interfund transfers into the Equipment Services Fund are allocated as follows: • Chargeback: General Fund: $3,047,932; Fire $723,921; Water and Sewer Fund $351,555. • Fuel and maintenance transfers: General Fund $2,648,012; Fire $398,669; Water and Sewer Fund $244,195. Appropriated Fund Balance: (39.8% of total revenues) $5,086,151 This revenue appropriation consists of $170,381 allocated for capital enhancements and $4,915,770 for replacement of vehicles and equipment. Miscellaneous Income: (2.2% of total revenues) $285,500 This source of revenue includes: • Return on investment or interest earnings on fund balance during the fiscal year. The projected interest for Fiscal Year 2019 is budgeted at $50,000, remaining at the same FY 2018 budgeted levels.

• Auction of vehicles is estimated at $200,000, remaining at the same FY 2019 budgeted level. • Charges for Fleet Services is estimated at $35,500, remaining at the same FY 2019 budgeted level.

Ten-year fleet replacement cost $9.0 $8.0

$8.3

$7.0

$7.3 $6.7

$6.0

$5.8

$5.0

$5.8

$5.6

$4.9 $4.0

$3.9 $3.0

$4.1

$4.3

$3.5

$2.0 $1.0 $0.0 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029

City of Coral Springs, Florida

Pension Fund Budget pension fund budget summary FY 2016 Actual Revenues Transfers: General Fund Fire Fund Water and Sewer Fund Solid Waste Fund Equipment Services Health Fund General Insurance Fund Total Revenues Expenses Police Pension Sworn EMS/Fire Pension Certified ICMA(401)a - General Employees ICMA(401)a - Management OPEB General Employees Pension City Commission Pension Total Expenses

FY 2019 Adopted Budget

FY 2018 Adopted Budget

FY 2017 Actual

$ Change From FY18 Budget

% Change From FY18 Budget

11,233,615 $ 1,159,912 200,991 3,113 62,760 15,225 8,649

13,355,982 $ 1,094,896 209,360 3,185 64,100 22,305 9,684

12,616,794 $ 1,397,466 232,491 7,224 67,468 21,013 9,904

14,146,578 $ 1,878,466 231,652 7,258 67,476 21,985 10,161

1,529,784 481,000 (839) 34 8 972 257

12.12% 34.42% -0.36% 0.47% 0.01% 4.63% 2.59%

12,684,265 $

14,759,512 $

14,352,360 $

16,363,576 $

2,011,216

14.01%

8,130,000 $ 1,700,000 1,561,603 573,148 185,714 529,000 4,800

8,766,068 $ 3,043,037 1,555,771 656,345 204,285 529,000 5,006

9,168,553 $ 2,060,554 1,729,876 650,776 208,370 529,000 5,231

10,254,797 $ 2,820,586 1,822,604 651,737 208,370 600,000 5,482

1,086,244 760,032 92,728 961 71,000 251

11.85% 36.88% 5.36% 0.15% 0.00% 13.42% 4.80%

12,684,265 $

14,759,512 $

14,352,360 $

16,363,576 $

2,011,216

14.01%

Revenues in Excess of Expenses

Pension Fund Description The Pension Fund accounts for the accumulation of resources to be used for benefit payments to retired City employees. The Fiscal Year 2019 Pension Fund allocation is $16,363,576. This represents an increase of $2,011,216 or 14.01% increase from the Fiscal Year 2018 budget.

Revenues The $16,363,576 Pension budget has been allocated as follows: • $14,146,578 transfer from General Fund • $1,878,466 transfer from Fire Fund • $231,652 transfer from Water and Sewer Fund • $67,476 transfer from Equipment Services Fund • $21,985 transfer from Health Fund • $10,161 transfer from General Insurance Fund • $7,258 transfer from Solid Waste Fund

Fiscal Year 2019 Annual Budget

n/a

Expenses Police pension expense: (62.67% of total expenses)

$10,254,797

This represents a $1,086,244, or 11.85%, increase from Fiscal Year 2018 budget. Since this is a defined benefit plan, it is necessary to maintain the appropriate funding levels for the pension’s obligation as determined by an actuary. EMS/Fire pension expense: (17.24% of total expenses)

$2,820,586

This defined benefit plan was established in 2005 for firefighters and paramedics. This represents an increase of $760,032 or 36.88%. As a defined benefit plan, it is required to maintain the appropriate funding level for the pension’s obligation as determined by an actuary. Employee (ICMA) expense: (11.14% of total expenses)

$1,822,604

This represents a $92,728 or 5.36% increase from Fiscal Year 2017. This is a defined contribution plan available to full-time general employees. Management (ICMA) expense: (3.98% of total expenses)

$651,737

This is a defined contribution plan, based on salary, available to managers and supervisors. General employee pension expense: (3.67% of total expenses)

$600,000

This is a single-employer defined benefit plan that was established in 1973 and was closed to new participants in 1988. This expense will increase by $71,000 compared to Fiscal Year 2018. OPEB $208,370 (1.27% of total expenses) This represents the City’s contribution to Other Post Employment Benefits (OPEB) provided to the City’s retired employees. These benefits principally involve health care benefits, but also may include life insurance, disability and/or other services. City Commission pension expense: (0.03% of total expenses)

$5,482

There is a slight increase of $251 or 4.8% from Fiscal Year 2018. This is a former Commission closed pension plan with only one remaining participant.

City of Coral Springs, Florida

Solid Waste Budget Statement of Revenues andFund Expenses solid waste fund budget summary FY 2018

FY 2019

FY 2016

FY 2017

Adopted

Change From Change From

Actual

Budget

FY18 Budget FY18 Budget

$4,174,454

$4,415,912

$4,585,987

Revenues: Solid Waste Non Franchise Interfund Transfer (from General Fund)

$4,947,273

$361,286

7.88%

n/a

200,000 $4,374,454

$4,415,912

$4,585,987

$4,947,273

$361,286

7.88%

$4,265,711

$4,279,828

$4,424,180

$4,756,373

$332,193

7.51%

Personal Services

43,872

44,135

100,579

$100,350

(229)

-0.2%

Benefits

18,122

19,571

61,228

$61,550

322

0.5%

Interfund Transfer (to Capital)

71,500

29,000

n/a

$4,399,205

$4,343,534

$4,585,987

$4,947,273

$361,286

7.88%

n/a

2.75

0.00

Expenditures: Operating Expenses

Revenues in Excess of Expenditures # FTEs

($24,751) 0.75

0.00

Solid Waste Fund Description The Solid Waste Fund was established as an enterprise fund in Fiscal Year 2014. This fund includes the non-franchise portion of the City’s residential solid waste special assessment which covers the cost of hauler and disposal fees. In the first year of this fund, Fiscal Year 2014, only nine months’ of expenditures were included, to coincide with the start of the Waste Pro contract on January 1, 2014. At that time, the City began paying for solid waste collection and disposal separately. For Fiscal Year 2019 payments to the hauler and disposal providers will increase by the level of inflation. The Fiscal Year 2019 Solid Waste Fund budget totals $4,947,273 which is an increase of $361,286 or 7.88% from Fiscal Year 2018.

Revenues

Expenditures

Solid Waste Non-Franchise: (100% of total)

$4,947,273

The solid waste non-franchise revenue is collected as part of the City’s residential non-ad valorem special assessment on residents’ tax bill and distributed to the Solid Waste Fund to cover the cost of collection and disposal of solid waste.

Operating Expenses: (96% of total)

$4,756,373

This represents the cost for the waste hauler contract with Waste Pro and the cost of waste disposal paid to Sun Bergeron and Waste Pro. Personal Services/Benefits: (4% of total)

$161,900

This represents the cost for the litter crew staff and a portion of the Streets Assistant Superintendent and Public works Analyst salaries/benefits.

Solid Waste Assessment 2014

2015

2016

2017

2018

2019

$220.92

$225.84

$234.75

$239.75

$248.00

$260.00

The residential solid waste assessment is included on the property tax bill issued each November. The assessment period is the upcoming calendar year.

Fiscal Year 2019 Annual Budget

Debt Service Fund Budget debt service fund budget summary The Debt Service Fund accounts for the repayment of voter-approved long-term General Obligation debt, as well as other longterm financing utilized by the City. Ad valorem taxes are used to pay debt service on general obligation bonds. Debt service on all other financing is allocated among the various funds of the City. The City is not subject to a legally-imposed debt limit but makes careful use of debt to finance major capital projects, such as new buildings, renovations, infrastructure improvements, and major equipment purchases, per self-imposed policies (see Financial Policies in the Appendix for details.)

The Fiscal Year 2019 Debt Service Fund budget is $10,881,232. This represents an increase of $895,020 or 9% from the Fiscal Year 2018 budget primarily due to a capital revenue note for 2017 and ERP financing which replaced the lease purchase. FY 2019 Adopted Budget

FY 2016 Actual

FY 2017 Actual

FY 2018 Budget

$2,400,836 6,867,832

$2,563,871 6,860,269

$2,534,925 $ 7,014,024

282,860 50,000

7,780,000 104,577

99,084

14,968 $ 17,501,073 $

18,646 9,874,730 $

Change from

FY18 Budget

Revenues Ad Valorem Taxes Transfer from General Fund Transfer from Fire Fund Transfer from Water & Sewer Fund Appropriated Fund Balance Proceeds of Refund Bond Interest Rebate-Revenue Bond Series 2010 Interest Income

Total Revenues

282,860 50,000 92,756

2,590,538 7,737,434

55,613

723,410

10%

404,852 50,000

121,992 (0)

43%

86,742

(6,014)

11,647 11,666 9,986,212 $ 10,881,232

0% 0% -6%

895,020

Expenditures General Obligation Bond-2005B (Refunding) General Obligation Bond-2013 - (Refunding) Public Safety General Obligation Bond-2015 Public Safety NEW General Obligation Bond-Other

Total General Obligation Bond Franchise Revenue Bond-2014 (Refunded 2004) Capital Revenue Bond-2015 (Refunded 2008)

Capital Revenue (RZED) Bond Series 2010 Capital Revenue Note 2013 Lease Purchase Financing 2013* Capital Revenue Bond 2015B Municipal Complex-Phase 1 Loan 2014 Municipal Complex-Phase 2 Series 2016A Municipal Complex-Phase 2 Series 2016B Capital Revenue Note 2017** Potential ERP Financing Advance Refunding Escrow Other - Trustee Fees

533,736

531,603

528,750

534,844

6,094

1,001,478 843,124 750 2,379,088

998,498 1,006,828 750 2,537,679

999,756 1,006,667 750 2,535,923

1,049,506 1,006,452 750 2,591,552

49,750 (215) -

55,629

1,667,130 $ 1,591,888

1,670,680 $ 1,617,505

1,667,305 $ 1,617,553

1,670,212 1,621,145

2,907 3,593

511,888 519,600 473,756 1,405,114 248,062 889,669 76,330 7,412,605

505,578 519,600 473,756 1,405,596 248,062 923,000 79,190 -

499,090 519,600 1,405,452 248,062 923,000 79,190 813,278 500,000 650 8,279,679 $

518,027 519,599 473,756 988,104 248,062 7,737,629 1,150 13,745,346

Total Revenue Bonds

650 7,440,289

(6,488) 0 (473,756) (144) 813,278 500,000 839,389

0% 0%

0% -1% 0% -100% 0% 0% 0% 0% n/a n/a 0% 0% 11%

Other Interfund Transfer to Municipal Complex Issuance Costs

Total Other Total Expenditures Revenues in Excess of Expenditures

1,000,000 89,733 $ 1,089,733 17,214,167

286,906

$9,950,284 $

(75,554) $

City of Coral Springs, Florida

10,000 $ 10,000

10,000 10,000 $

9,986,212 $ 10,881,232 (0) $

$ $

n/a

895,020 -

9% n/a

Debt Service Fund Description Debt Issuance and Refundings Capital improvements, equipment purchases, and facility projects are classified into “pay-as-you-go” and “debt financing” classifications. Pay-as-you-go capital items are $5,000 or less with short lives (less than four years) or involve the replacement of existing equipment where depreciation has been paid to a sinking fund. It is generally not prudent to spend operating cash on assets that have useful lives greater than five years because capital assets are paid for gradually over their useful lives by an annual depreciation charge to the current accounting period.

Debt financing is used for major, non-recurring items with a minimum four years of useful life. When the City finances capital projects by issuing debt, it is amortized over a term not to exceed the average useful life of the project(s) financed. Current relatively low interest rates make debt financing economical and wise compared to cash financing.

The City’s goal is to keep the average maturity of General Obligation bonds at or below 12 years. The City reviews its outstanding debt regularly to determine if the financial marketplace will afford the opportunity to refund an issue and lessen debt service costs. To consider the possibility of refunding an issue, a present value savings of three percent over the life of the respective issue, at a minimum, must be attainable.

Revenues Revenue sources for the Debt Service Fund Fiscal Year 2019 budget include: Ad valorem taxes: $2,590,538

24% of total revenues

Ad valorem taxes represent a levy of $0.2652 per $1,000 of taxable assessed value on real and personal property. This debt service millage rate is calculated separately from the operating millage rate and covers the debt service on the City’s general obligation bonds (voted debt) only. There is no legal debt millage limit established by the state of Florida for municipalities, counties, or independent taxing districts. Transfers from Other Funds: $8,192,286

75% of total revenues

Transfers in from other funds are the debt service payments for which each fund bears responsibility for the non-voted outstanding debt, including franchise and capital revenue bonds, a recovery zone bond, and lease purchase financing.

Allocation of Non-Voted Debt Service for Fiscal Year 2019 Capital Municipal Complex Municipal Revenue Capital Capital Capital Franchise Bonds Loan Revenue Revenue Revenue Revenue Planned Complex Capital Ph. 2 Note Bond Note Bond ERP Allocations Loan Ph. I (RZED) Revenue by Fund 2010* 2016 2013 2015 2017 2014 Debt 2014 Bond 2015B General Fund $1,002,190 $248,062 $412,348 $1,405,452 $519,600 $1,521,145 $691,286 $1,537,352 $400,000 $7,737,435 $100,000 $121,992

Fire Fund

$132,860

Water & Sewer Fund

$50,000

$404,852

$50,000

Allocations $1,002,190 $248,062 $412,348 $1,405,452 $519,600 $1,621,145 $813,278 $1,670,212 $500,000 $8,192,287* by Issuance * RZED debt service shown net of interest rebate. Only the net expected RZED debt service ($499,090-$86,742) is allocated to the General Fund.

The City limits its debt service expense allocated to the General Fund to no more than 12.5% of the General Fund budgeted expenditures. The General Fund expenditures for Fiscal Year 2019 are budgeted at $128,572,207. The debt service allocated to the General is $7,737,435, or 6.0%, well below the self-imposed limit of 12.5%. Annual General Fund debt service expense is limited to 12.5% of the total General Fund budget: current = 6.0%

Fiscal Year 2019 Annual Budget

Debt Service Fund Description - cont. Expenditures Expenditures in the Debt Service Fund are the principal and interest payments on most of the City’s outstanding debt. There are two categories of debt: voted General Obligation (GO) bonds, and non-voted debt, which consists of a variety of instruments including bonds, notes, bank loans and lease purchase financing. General Obligation Bond Debt Service: $2,591,552

24% of total expenditures

General Obligation (GO) bonds allow municipalities to borrow money to pay for capital improvements and projects that benefit the entire community. Repayment of GO bonds is guaranteed by the “full faith and credit” of the City and the ability to raise taxes to pay the debt service via a separate voter-approved debt levy. The City has three voter-approved GO bonds outstanding, funded by ad valorem taxes. The current dedicated debt millage rate is $0.2652 per $1,000 of taxable assessed value. The City limits its total outstanding General Obligation debt to no more than 5% of the City’s total taxable assessed value. For Fiscal Year 2019 the General Obligation debt outstanding is $20.9 million which is 0.20% of the total taxable assessed value. General obligation debt outstanding shall not exceed 5% of the City’s taxable assessed value: current = 0.20%

General Obligation Bonds Outstanding

Rating Agency

Series

Purpose

Outstanding

2005B

N. Community Park, Mullins Gym

2013

Mullins Master Plan, Public Safety addition

$11,230,716

2015

PS Comm., 2 Fire Stations, Safety Town, CSI

$9,717,290

TOTAL

$20,948,006

Ad Valorem Millage Rate Charged for General Obligation Bonds FY2014

FY2015

FY2016

$0.2033

$0.2038 $0.2933

FY2017

FY2018

$0.2948 $0.2753

FY2019 $0.2652

Moody’s Investor Service

GO Bond Rating Aa1

Standard and Poor’s

AAA

Fitch

AAA

Much like an individual’s credit rating, a bond rating is a measure of an organization’s credit worthiness. The higher the bond rating, the more favorable the interest rates that can be obtained. Coral Springs has the highest bond rating (triple A) from two of the three rating agencies.

GO Refunding Bond Series 2005B This bond, issued July 6, 2005, matures October 1, 2018. Debt service totals $534,844 leaving a balance at year-end of $0. This bond refunded GO Series 1998 C&D, originally issued to fund North Community Park and Mullins Gymnasium. GO Refunding Bond Series 2013 This bond, issued April 25, 2013, matures October 1, 2026. Debt service totals $1,049,506 leaving a balance of $11,230,716. Refunded at a 2.18% interest rate, replacing the original 4.2% rate, this bond was originally issued in 2006 to fund the Mullins Master Plan project, including additional Public Safety Building space, a new fire station, and parking and access improvements to Mullins Park. GO Bond Public Safety Series 2015 Approved by voters in November 2014, this $12.45 million bond was issued in January 2015 at a rate of 2.40% to fund Public Safety projects: Upgrade Public Safety communications, construct two new fire stations, construct a new Safety Town, and renovate the CSI building. This bond has a maturity date of October 1, 2029. Debt service will be $1,006,452 leaving a year-end balance of $9,717,290.

City of Coral Springs, Florida

Debt Service Fund Description - cont. Debt Maturity Schedule Mun Complex Ph 2 2016A

$18.5 M Bond $923,000

Mun Complex Ph 2 2016B

$3.8 M Bond

$79,190

Mun Complex Ph 1

$10 M Bond

$248,062

RZED Bond

$5.9 M Bond

$499,090

Cap Revenue Note 2017

$10 M Bond

$813,278

Cap Revenue Bond 2015B

$12 M Bond

$1,405,452

Cap Revenue Note 2013

$4.7 M Note

$519,600

Cap Revenue Bond 2015

$7.8 M Bond

$1,621,145

Franchise Rev Bond 2014

$9.4 M Bond

$1,670,212

ERP Debt (estimate)

$5.0 M $500,000

GO Bond 2015

$12.45 M GO Bond $1,006,452

GO Bond 2013

$14.3 M GO Bond $1,049,506

Mun Cmplx Bond Phase 2 2016A Mun Cmplx Bond Phase 2 2016B Mun Cmplx Bond Phase 1 2014 Capital Revenue (RZED) Bond 2010 Capital Revenue Bond 2015B Capital Revenue Note 2013 Capital Revenue Bond 2015 Capital Revenue Note 2017 Franchise Revenue Bond 2014 ERP Debt (estimate)

Par Value $18,460,000

Matures FY2034

Debt Service $923,000

Outstanding $18,460,000

$3,770,000 $10,043,000 $5,913,000

FY2026 FY2024 FY2030

$3,770,000 $10,043,000 $3,794,114

$12,089,000 $4,679,582 $7,780,000 $10,000,000 $9,441,272 $5,000,000

FY2025 FY2023 FY2021 FY2034 FY2020 FY2028

$79,190 $248,062 $499,090 ($412,348 net) $1,405,452 $519,600 $1,621,145 $813,278 $1,670,212 $500,000

Fiscal Year 2019 Annual Budget

$7,788,000 $1,980,897 $3,155,000 $9,540,000 $1,641,002 $4,500,000

Debt Service Fund Description - cont. Revenue Bond (non-voted) Debt Service: $8,279,029 76% of total expenditures Municipal Complex Bond (Phase 2) 2016A and 2016B The bulk of the funding for the new City Hall was issued September 2016, split into two parts. Series 2016A are tax-exempt bonds and Series 2016B, reflective of the cost of the public parking portion of the Complex, are taxable bonds. This was done to preserve the Cityâ&#x20AC;&#x2122;s flexibility in future economic development. No principal payments are planned until Fiscal Year 2025. Municipal Complex Bond (Phase I) 2014 Funding sufficient to meet early cash flow needs of the new City Hall was obtained September 2014. Interest-only debt service is planned until Fiscal Year 2021. Capital Revenue (RZED) Bond 2010 As part of the 2009 Federal stimulus (American Recovery and Reinvestment Act), the City issued taxable Recovery Zone Economic Development (RZED) bonds, with a rebate of 45% of the taxable interest paid. Issued December 2010 the proceeds funded downtown improvements. Capital Revenue Bond 2015B For Fiscal Year 2016 the operating millage rate was increased by 5% in order to fund debt service on $12 million of capital projects including the Aquatic Complex renovations (repairing the 50 meter pool), artificial turf in Cypress Park, Gymnasium renovation, security cameras in the parks, energy efficient field lighting, Center for the Arts roof repairs, interior improvements at the Center for the Arts, roadway resurfacing, pedestrian lighting on Forest Hills Boulevard, improvements at the Wiles Road and 441 intersection, forensic analysis equipment, and other police safety and investigative equipment. Capital Revenue Note 2013 This low interest rate debt (1.95%) funded projects in Fiscal Year 2013 Capital Improvement Plan, including Aquatics upgrades, Royal Palm Entryway, technology security, various parks renovations, and police surveillance equipment. Capital Revenue Bond 2015 Originally issued August 2008 to refund two capital revenue bonds from the Florida Intergovernmental Financing Commission (FIFC 2001A and FIFC 2002B.) This debt was refunded in October 2015 at a 1.75% interest rate. Capital Revenue Note 2017 The City looks to expand by financing the purchase of property near Westside Complex and south of the Cityâ&#x20AC;&#x2122;s Fire Academy. This note is a $10 million revenue bond with a 15 year term, has a rate of 2.5%, and prepayment at no additional cost after October 1, 2019. Franchise Revenue Bond 2014 The 2004 Franchise Bonds were refunded in 2014 at a rate of 1.7%. The 2004 bond had refunded the 1994, 1996, 1998 and 1999 Series, which were issued to fund capital for Public Works, Parks, as well as infrastructure improvements. ERP Debt Financing 2018 The City is pursuing an upgrade of the current business software by implementing an enterprise resource planning software. A 10 year plan has been constructed to help fund the cost of the new ERP system. The City is in the process of completing the RFP and having a vendor selected.

City of Coral Springs, Florida

Debt Management Water and Sewer Fund Debt Much of the water utility improvements identified in the Cityâ&#x20AC;&#x2122;s Water and Wastewater System Master Plan (August 2006) were funded by low-interest loans from the Florida Department of Environmental Protection (DEP) State Revolving Fund (SRF). The City has seven outstanding SRF loans, each with a term of 20 years. The annual interest rate has varied from 2.50% to 3.06%. Capital Improvement Program (CIP) budgets adopted in Fiscal Years 2012 and 2013 included an additional $8.7 million in water and sewer system improvements, specifically a $6.7 million Phase 3 water plant improvement and a $2 million booster station rehabilitation. In December 2012, the City executed a 20 year bank loan of $8,745,000 at an interest rate of 2.29% to fund these improvements. In May 2015, the City issued $4,772,000 in new Water and Sewer Fund debt at a rate of 2.002% for additional capital projects including rehabilitation, replacement and improvement to the Cityâ&#x20AC;&#x2122;s water and sewer infrastructure. The estimated pledged revenue coverage ratio of the Water and Sewer Fund for Fiscal Year 2019 is 2.86. Gross Revenue

Less: Operating Expenses

Net Available Revenue

Debt Service Total

Coverage

$23,722,587

$17,458,136

$6,264,451

$2,190,551

2.86

Matures

Debt Service

Water and Sewer Debt SRF Loan: Lift Station 20A/20B Rehab

Par Value

Outstanding

$536,159

FY2029

$34,926

$303,992

SRF Loan: Sewer Rehab Phase II

$1,046,756

FY2033

$68,527

$802,021

SRF Loan: Water Treatment Plant Improvements, Phase 1 and 2

$5,431,530

FY2032

$361,943

$3,921,066

SRF Loan: Raw Water Supply Wells

$1,846,683

FY2031

$121,224

$1,229,022

SRF Loan: Transmission, Distribution, Interconnects

$3,052,141

FY2033

$203,318

$2,274,065

SRF Loan: Source and Treatment

$1,119,826

FY2032

$75,902

$809,072

SRF Loan: Forest Hills Wellfield

$2,378,188

FY2033

$151,830

$1,784,197

$1,017,671

$11,123,435

SRF Loans Total

$15,411,283

2012 Bank Loan

$8,745,000

FY2031

$609,657

$6,025,000

2015 Bank Loan

$4,772,000

FY2024

$563,223

$2,658,000

$2,190,551

$19,806,435

Water/Sewer Total Debt

$28,928,283

Fiscal Year 2019 Annual Budget

Debt Management - cont. Debt Ratios The Cityâ&#x20AC;&#x2122;s Total Taxable Value for the Fiscal Year 2019 budget is $10,282,362,140 and the population estimate as of April 2018 is 128,757.

Fund

Debt

Debt Service

GO Bonds

$22,979,188

$2,031,182

Debt Service

Revenue Bonds

$55,745,798

Water & Sewer

SRF Loans

Water & Sewer

Revenue Bonds

TOTALS

Principal Outstanding October 1

Principal Principal Outstanding Payments

% of Taxable Value

Per Capita

$20,948,006

0.20%

$163

$5,573,785

$60,172,013

0.59%

$467

$11,820,954

$592,271

$11,123,435

0.11%

$86

$9,613,000

$930,000

$8,683,000

0.08%

$67

$100,926,454

0.98%

$784

$100,158,940

September 30

City of Coral Springs, Florida

Capital Improvement Program capital improvement program The Capital Improvement Program (CIP) is an economical and responsible financial plan to ensure quality public services today and in the future. The CIP is a separate budgeting process within the annual operating budget. Collectively, the CIP and the Five-Year Forecast serve as a road map to intelligently plan for the City’s future. The capital expenditures for Fiscal Year 2019 is programmed at $18,611,587. Equipment Fund

$5,299,277

General Fund

$5,181,280

Water and Sewer

$4,697,100

Charter School Fund

$2,050,000

Fire Fund

$829,930

Tree Trust Fund

$415,000

Public Art Fund

$110,000

Solid Waste Fund

$29,000

The CIP procedure is used to plan, budget, and finance the purchase and/or construction of large capital infrastructure, facilities, equipment, and other fixed assets. The City uses this process to ensure these expensive, long-lived projects are aligned with its strategic direction and that the money is prudently spent. The capital item to be undertaken or purchased, the year in which it will be started, the anticipated capital outlay each year, the estimated impact on the operating budget, and the method of financing the project are all listed in the CIP summaries that follow this description. The six-year Capital Improvement Program includes Fiscal Year 2019 budget and expenditure projections for the next five years. The total capital plan for Fiscal Years 2019 through 2024 is $164,037,819.

Capital expenditure Year 2019 Capital ExpendituresFiscal Fiscal Years 2019 $18,611,587 Charter School fund 11%

Tree Trust Fund 2.2% Public Art Fund 0.59%,

Solid Waste Fund 0.16% General Fund 27.8%

Fire Fund 4.5%

Water and Sewer Fund, 25.2% Equipment Services Fund, 28.5%

Capital expenditure Fiscal Years 2019-2024 Capital Expenditures Fiscal Years 2019-2024 Solid Waste Fund 0.02% Fire Fund 7.7%

Charter School fund 1.9%

Tree Trust Fund 0.25% Public Art Fund 0.09%,

Water and Sewer Fund, 22.2% General Fund 50.6%

Equipment Services Fund, 17.3%

The Capital Improvement Program provides detailed information for all CIP projects with capital outlays greater than $5,000 that the City plans to construct, improve, or purchase during Fiscal Years 2019 through 2024. The following policy guidelines are used to define a capital expenditure and steer the management of the process: • A capital expenditure is defined as a major construction, expansion, purchase, or major repair/replacement of buildings, utility systems, streets, or other physical structures or property which has an estimated total cost of $5,000 or more and generally has an expected life of at least five years. • Capital items under $5,000 are generally included in the various Fiscal Year 2019 funds’ operating budgets. • Capital improvements are programmed and scheduled based on the City’s projected financial ability to purchase and maintain the capital project. All projects are prioritized and ranked based on criteria including the strength of the linkage between the capital expenditure and the City’s strategic goals. • General Fund debt service expenditures will not exceed 12.5% of the total annual General Fund budget. • Voter-approved general obligation debt outstanding will not exceed 5.0% of the City’s total taxable assessed valuation.

City of Coral Springs, Florida

CIP Selection Process The CIP is updated annually to make adjustments for changing capital needs, changes in availability and cost of funds, and to add a year of programming to replace the year just completed. The CIP process begins in early January with an evaluation of the capital budgeting process to determine if there are any changes that will make the process more user-friendly, efficient, or effective. Next, departments conduct a fixed assets inventory including an inventory of vehicles, computers, and printers. Each department submitting a capital acquisition request must complete a Project Description Form . The request includes the following information: project title, department/division, linkage to strategic goal or initiatives, expected life of equipment (when applicable), additional operating cost/savings, additional revenue or income, contingencies, project description, project update, alternatives, impact on other departments, and a justification.

New Initiative/CIP Worksheet FY 2019 Lead Department Name/Number: _______________________________________ Supporting Department Name:

_______________________________________

Alignment with Strategic Plan - Goal Supported:

Lead Division: _____________ Fund:

Responsible City Government - Financially Sound City providing exceptional services

General Fund

City Investment in today and future - Upgraded City Infrastructure, Facilities & Parks

Fire Fund

Downtown becoming vibrant - Creating a sense of place and a destination

Solid Waste Fund

Growing local economy - Increased Business Investment and Jobs

Health & Ins. Fund

Premier Community in South Florida-The Place of Families to live in great neighborhoods

Water & Sewer Fund

NOT A LISTED GOAL IN STRATEGIC PLAN (Must answer 4 additional questions)

Equipment Services

Title of Initiative/CIP:

Description: Use the following questions to guide your answer What impact will this make? Where will this take place? How will you get this done? Is this initiative/CIP expected to decrease/increase the City’s operating costs? How and by how much? How was this cost calculated? Ongoing maintenance must be planned for within future operating budgets. Measure(s) of success: How will you know this initiative/CIP was a success? What is the result? What will get better? ADDITIONAL: Impact on Other Departments: If you are implementing new software, discuss with IT. ADDITIONAL: Justification: Use the following questions to guide your answer Why do you want to do this? What is the need? What gap in service does this fill? Who will benefit? What is the negative impact or consequence of not funding? ADDITIONAL: Is this initiative expected to generate additional revenues? How and by how much? How was this revenue calculated?

ADDITIONAL: Alternatives: (What other alternatives to this initiative have been considered and why were they discounted?)

One of the key components in the CIP process has been the linkage of the Capital Improvement Program to the Strategic Plan. In the spring, capital requirements flowing from the adopted Strategic Plan and Business Plan are identified. Each project recommended for inclusion in the Fiscal Year 2019 capital budget is linked to the Strategic Plan as it relates to the City Commission’s five goals. The CIP also takes into consideration department needs, the Comprehensive Plan Capital Improvement element, and the Water and Wastewater Master Plan.

Prior to being included in the six-year Capital Improvement Program, each potential project is analyzed to determine its financial impact on operations, operating expenditures, and revenues. The total cost of each recommended project is identified as part of the capital budgeting process and associated operating expenses are included in the operating budget. In the CIP, the Project Description Form for each project identifies expected debt service costs, including interest rate and life expectancy assumptions, and operating and maintenance costs for new equipment. Fleet requests are accompanied by a Fleet Replacement Form identifying the vehicle type, quantity, replacement cost, vehicle identification numbers, model type, and specialty items necessary to put the vehicle in service. In addition, current status and condition of each vehicle is required as part of the justification submitted for review (e.g. mileage, life-to-date repair cost, etc). The City evaluates each project recommended for inclusion in the Fiscal Year 2019 capital budget through a CIP project prioritization funding exercise. The goal of this exercise is to reduce subjectivity when comparing projects and ensure that projects are prioritized on a citywide perspective- balancing needs and budget with strategic priorities.

The CIP Review Committee— made up of the City Manager, Deputy City Managers, and Assistant City Manager, the department requesting the capital, and staff from the Budget office—discusses all capital requests with further justification, research, and analysis during the budget meetings. If the need proves to be valid and the capital is part of the City’s overall strategic plan, the project is recommended for approval. The Senior Management Team reviews the entire list of proposed capital projects along with the funding sources and restraints. A final list of projects is recommended to the City Commission by this team for inclusion in the capital budget.

Fiscal Year 2019 Annual Budget

CIP Project Categories

Computer Replacement Program contributions and expenses

Capital projects are divided into one of three primary categories: 1. Capital improvement projects: The purchase, replacement, maintenance, and repair of infrastructure and fixed assets is budgeted and accomplished through the Capital Improvement Program. 2. Fleet replacement: The entire inventory of vehicles and equipment is evaluated annually in order to prioritize replacement and repairs needed in the upcoming year, based on age, condition, maintenance cost, and expected life of each equipment. The Equipment Services Fund provides for the purchase, replacement, and maintenance of the City’s fleet and other large equipment (such as generators or tillers). This is an internal service fund in which departments are charged for the usage or depreciation of the equipment.

Planned Fiscal Year Expenditures 2019 $418,420 2020 $394,400 2021 $785,450 2022 $869,650 2023 $384,820 2024 $365,850 2025 $889,200 2026 $474,200 2027 $817,370 2028 $159,800 2029 $896,000

Contributed Depreciation 437,807 459,697 482,682 506,816 532,157 558,765 586,703 616,038 646,840 679,182 713,141

Year‐end Balance 1,824,516 1,889,813 1,587,045 1,224,212 1,371,549 1,564,464 1,261,967 1,403,805 1,233,276 1,752,658 1,569,800

This recurring source of money makes the fund self-sufficient. Existing assets are replaced on a life cycle replacement schedule. New equipment can be added through a new initiative if it can be shown to support the Strategic Plan. The table below shows the estimated replacement cost of the City’s fleet inventory for the next ten years with corresponding annual contributions required from department users of vehicles, in order to make “pay-as-you-go” fleet purchases. This annual contribution eliminates borrowing money to finance a vehicle’s replacement. In Fiscal Year 2019, the City will invest nearly $5M to replace vehicles and equipment that otherwise would be more costly to maintain. 3. Computer replacement: The Computer Replacement Program is used to purchase and maintain computer hardware (including scanners, laptops, and desktops) and software. This is also a self-sufficient, internal service fund. Existing computer technologies are replaced on a standardized replacement schedule that considers legacy as well as usage. The table above shows the annual investment cost to replace the existing inventory of computers.

Fleet Replacement Program contributions and expenses Fiscal Year 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029

Expenses $4,915,770 $5,768,756 $3,934,919 $5,610,671 $3,545,900 $4,162,960 $4,372,090 $5,807,078 $8,293,851 $6,677,429 $7,626,048

Contributed Depreciation $4,123,408 $4,329,578 $4,546,057 $4,773,360 $5,012,028 $5,262,630 $5,525,761 $5,802,049 $6,092,152 $6,396,759 $6,716,597

Intra Fund Transfer $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $0 $0

Estimated Year-End Interest Depreciation Balance $50,224 $4,173,632 $ 4,380,281 $43,803 $4,373,381 $ 3,084,907 $30,849 $4,576,906 $ 3,826,894 $38,269 $4,811,629 $ 3,127,852 $31,279 $5,043,307 $ 4,725,259 $47,253 $5,309,882 $ 5,972,181 $59,722 $5,585,483 $ 7,285,574 $72,856 $5,874,905 $ 7,453,401 $74,534 $6,166,686 $ 5,326,236 $53,262 $6,450,022 $ 5,098,828 $50,988 $6,767,585 $ 4,240,365

City of Coral Springs, Florida

Capital Projects Funding Funding for capital projects can be obtained from any of the following sources: General Fund, Fire Fund, and Water and Sewer Fund operating revenues—these appropriated revenues will generally be used to purchase modest, routine operating capital items. Franchise revenue bonds and capital revenue bonds—this consists of debt that is secured through the pledge of City General Fund franchise revenues and other non-ad valorem revenues. Water and Sewer revenue bonds—the Water and Sewer Fund is an enterprise fund supported by fees for service rather than by taxes. Revenue bonds are repaid with revenues generated from this fund, not by contributions from the General Fund. Revenue bonds are obtained to increase plant capacity and modernize the Utility system. General obligation bonds—this funding source requires voter approval and is used to finance major capital projects with an expected life of 15 to 30 years. Debt retirement is achieved through a special ad valorem debt millage separate from the General Fund ad valorem operating millage. Variable-rate debt bonds and loans—this funding source will be used to purchase capital items through a financial institution with a contractual obligation specifying payment terms, including principal and interest to be paid over a period of time. Equity Financing— this is generally known as “pay-as-yougo” financing and involves dedicating budget surpluses that are generated in previous years to fund capital purchases. When the City equity finances some of its CIP, it reduces the amount of debt that needs to be issued.

CIP funding sources- Fiscal Year 2019 Funding Source

Budget

Operating General Fund

$697,765

Fire Fund

$829,930

Water and Sewer Fund Equipment Service Fund Solid Waste Fund

$287,100 $4,915,770 $29,000

Equity Financing General Fund Equipment Service Fund General Fund Loan Renewal & Replacement

$2,579,582 $383,507 $140,000 $4,410,000

Grants CDBG

$616,153

HOME Grant

$195,748

SHIP Grant

$583,033

Grant Dependent

$194,000

Tree Trust Fund

$415,000

Public Art Fund

$110,000

Charter School Fund Facilities Reserve Total Fiscal Year 2019 CIP

$2,050,000 $175,000 $18,611,587

Florida Department of Environmental Protection (DEP) loan—this program provides low-interest loans for planning, designing, and constructing drinking water and wastewater projects. This program is also known as a State Revolving Fund (SRF) Loan. Grants—this funding source refers to giving of funds for a specific purpose. Funds may be granted from federal, state, or local sources, such as Community Development Block Grant (CDBG), Urban Area Security Initiative (UASI), Federal Emergency Management Administration (FEMA), Florida Department of Transportation, Florida Department of Environmental Protection, Justice Assistance Grant (JAG), Resource Recovery Board, Florida Department of Health, etc. Tax Incremental Financing (TIF)—this captures the future taxes of real estate improvements in a designated area to pay the present cost of these improvements. In summary, the six-year CIP provides the necessary components of a sound Capital Improvement Program. The table above lists the sources of financing for the capital budget in Fiscal Year 2019.

Fiscal Year 2019 Annual Budget

Impact of CIP on the Operating Budget Operating Capital Operating capital is a funding source for capital requests, vehicles, and equipment that are relatively modest in cost, have a short life expectancy and/or are purchased annually or fairly regularly. Each fund allocated money to make appropriate purchases or enhancements, financed through recurring revenues. Projects funded through operating capital in Fiscal Year 2019 totals $6,759,565. Please see CIP Operating Capital- Fiscal Year 2019 table for individual project costs. General Fund The General Fund operating capital for Fiscal Year 2019 totals $697,765. The replacement of existing speed humps, guardrails, and bus shelters along with the purchase of CityTV and LiveU equipment will be included in the General Fund Operating Capital. Also included is the purchase of replacement handguns, SWAT weapons, Tasers for the Police department as well as replacement of gym equipment. A full list of Fiscal Year 2019 operating funded capital can be found on the following page. Fire Fund The Fire Fundâ&#x20AC;&#x2122;s operating capital for Fiscal Year 2019 totals $829,930. This allocation will be used for on-going improvements and upkeep of the fire stations, a new traffic signal, Firefighter bailout kits, CSRIPS Rehabilitation & Decon Center renovation and other projects that can be found on the CIP Operating Capital- Fiscal Year 2019 table following this page. Water and Sewer Fund The Water and Sewer Fundâ&#x20AC;&#x2122;s operating capital of $287,100 will be used for ongoing replacement of fire hydrants, continuation of force and water main valve repair and replacement program, the purchase of portable generators for lift stations, dead end water main automatic flushers and the purchase of two new vehicles for engineer inspectors. Equipment Services Fund In Fiscal Year 2019, the City is projecting a $4,915,770 in operating capital expense in the Equipment Service Fund to replace vehicles and equipment that have exceeded their useful life (refer to Fleet Assets for more information).

City of Coral Springs, Florida

CIP Operating Capital- Fiscal Year 2019

Fund

Budget

General Fund

Fund Water & Sewer Fund

Network/Internet Infrastructure

$30,000

Data Center Infrastructure Virtual Infrastructure Growth

Fire Hydrant Replacement Prog.

$60,000

$14,266

Force Main Valve Repair/Repl Prog.

$50,000

$40,000

Water Main Valve Repair/Repl Prog.

$50,000

Dead End Water Main Auto. Flusher

$25,000

Uptime Monitoring

$13,000

Collaboration Software

$10,000

Dell Secure Works

$9,000

Dive Rescue Equipment

$25,000

Tightrope Cablecast Upgrade- CityTV

$46,070

LiveU Equipment

$15,500

Irrigation Equipment

$18,000

Pool Heater Replacement

$17,500

Motor Pump Replacement

$15,000

Fitness Equipment Replacement

$40,000

Landscape Beautification

$70,000

VIN Tracking Device

$9,800

Wireless Motor Kit

$5,000

Rapid ID Devices

$12,000

Handgun Replacement

$10,000

PSB 2nd floor UPS Batteries

$8,000

Communication Chair Replacement SWAT Weapons

$10,800 $8,000

Two New Vehicles

$52,100

Portable EmergGen. for lift stat.

$50,000

Total Water & Sewer Operating CIP

$287,100

Solid Waste Fund New Vehicle

$29,000

Total Solid Waste Operating CIP

$29,000

Equipment Service Fund Vehicle & Equip. Replacement

$4,915,770

Total Equipment Serv Operating CIP

$4,915,770

Fire Fund Fire Station Painting & Improvements

$135,000

Traffic Pre-Emption

$25,000

Thermal Imagers

$25,000

2 Vehicles

$62,430

Fireworks

$18,500

Combat Gauze

$15,000

Taser Replacement

$42,829

Speed Hump Repair & Restripe

$33,000

Data Analytics & Scheduling Module

Roof Replacement

$50,000

Firefighter Bailout Kits

Street Light upgrades

$30,000

Bus shelter Repair and Replacement

$25,000

Bridge Repair

$10,000

Guardrail Maintenance and Repair

$65,000

Total General Fund Operating CIP

$697,765

$5,250 $66,750

Traffic Signal

$350,000

Security Gate

$17,000

CSRIPS- Rehabilitation & Decon Center Renovation

$125,000

Total Fire Operating CIP

$829,930

Total FY 2019 Operating Capital

Budget

Fiscal Year 2019 Annual Budget

$6,759,565

Impact of CIP on the City’s Operating Budget (cont.) Operating Expenses CIP projects can affect the City’s operating budget by increasing expenditures and offset by anticipated savings or new revenues generated by the project. Major capital projects requested for Fiscal Year 2019 are comprised mainly of rehabilitation and improvements to the water and sewer facilities, median improvements, road resurfacing and air conditioning replacements in the Public Works departments, replacement of playground equipment and athletic field renovations for Parks and Recreation and CSRIPS and station renovations for Fire Department. These projects improve but do not expand the level of service the City provides. The operating impact, therefore, is either negligible or indeterminable at this time due to the early stage of the projects.

CIP impact on the operating budget FY 2019

Operating Budget $199,077,515

CIP Impact $61,800

Capital Improvement Budget $18,611,587

The operating impacts of other CIP projects are measurable and have been included in the operating budget. For example, the addition of 11 vehicles throughout the city will result in an impact on the City’s operating budget by increasing gasoline/electric and depreciation costs. The additional fuel and maintenance cost for this new fleet is estimated at $7,200 and the annual depreciation charge for the use of this equipment is projected at $56,800. Some capital projects are associated with the reduction of operating expenses. For example, the Parks’ light fixture replacement program will result in approximately $2,200 in cost savings by replacing existing fixtures with new energy efficient lighting systems.

Debt Service Debt service refers to the amount of interest and principal the City will pay on its outstanding debt during a fiscal year. In Fiscal Year 2019, the City will continue repayment of a $4.7 million loan to finance capital improvements in the General Fund. The total principal and interest payment for this loan in Fiscal Year 2019 is $519,600. In FY2016, the City borrowed $12M to finance vital capital improvements for the General Fund. The total principal and interest payment for this loan in Fiscal Year 2019 is $1,405,452. The City will also continue to budget debt service related to the Municipal Complex in FY 2019. Debt service totaling $248,062 (interest only) is budgeted for the repayment of a $10M loan for the first phase of the Municipal Complex. An additional $23M was borrowed in FY 2016 to finance the construction phase of the Municipal Complex and debt service of $1,002,190 is budgeted in FY 2019 for this 20 year borrowing. The City has secured long term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) loan program for the improvements at the Water Treatment Plant as well as throughout the entire water and sewer system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for these improvements over a term of 20 years. Approximately $15 million in SRF financing has been obtained and the projects have been completed (i.e. replacement of existing wells, construction of new raw water supply, and improvements at lift stations). In Fiscal Year 2019, debt service totaling $1,017,672 is allocated in the Water and Sewer fund for the repayment of existing SRF loans. The City will also continue repayment of an $8.7 million bank loan secured in Fiscal Year 2013 for the rehabilitation of booster stations and improvements on the water and sewer system. The interest rate for this loan is 2.29%. Principal and interest repayment for Fiscal Year 2018 is programmed at $609,658. In 2015, the City borrowed an additional $4.7 million to continue rehabilitation of booster stations and perform other necessary improvements to the water and sewer system. In FY 2019, $563,683 is allocated for the repayment of this 2.002% 10 year loan.

City of Coral Springs, Florida

Impact of CIP on the City’s Operating Budget (cont.) Fleet Assets Replacement of vehicles and fleet equipment is funded in the Equipment Services Fund. This internal service fund provides for the operating and maintenance costs of the City’s vehicles and major equipment. Fuel, maintenance and depreciation expenses are determined on a full-recovery basis for each fleet asset type. The allocated amount for each department in the City is budgeted taking into account the expected life of the vehicle/equipment, the type of equipment, fuel and maintenance cost, purchase price, and inflation. The City’s entire inventory of vehicles is inspected annually followed by a complete analysis of each fleet item, including mileage, life-to-date repair and maintenance cost, operational condition and life expectancy. This evaluation helps prioritize replacements and repairs for inclusion in the upcoming budget year. As a result, some vehicles originally scheduled for replacement are found to be in good condition. Therefore, replacement is not necessary. Instead, funding is placed in the budget to fund repairs, thereby extending their useful life. This strategy has resulted in annual cost savings to the General Fund, Fire Fund, and Water and Sewer Fund operating budgets by reducing the “chargeback” or annual allocation transfer to the Equipment Service Fund. Chargeback is a term used to describe the method to reimburse the Equipment Service Fund for the usage of an asset over its expected useful life (also known as funded depreciation) rather than borrowing money to buy the asset at the beginning of its useful life. Depreciation fees collected from a department are held in the fleet replacement fund until the money is needed to purchase fleet items. The total chargeback allocation for Fiscal Year 2019 is $4,123,408 of which $3,047,932 impacts the General Fund, $351,555 is allocated to the Water and Sewer Fund, and $723,921 is charged to the Fire Fund. Vehicle maintenance expenses and gasoline costs are also funded by the Equipment Replacement Fund. This expense is also collected from all applicable departments via interfund transfers. The fuel and maintenance budget for Fiscal Year 2019 totals $3,290,876. The impact to the City’s general operating fund is $2,648,012. The Fire Fund allocation for Fiscal Year 2019 is $398,669, and the Water and Sewer Fund’s portion is $244,195.

Vehicle Chargeback General Fund

Fire Fund

Water & Sewer Fund

$351,555 $723,921

$3,047,932

Vehicle Maintenance & Gas General Fund $398,669

Fiscal Year 2019 Annual Budget

Fire Fund

Water & Sewer Fund

$244,195

$2,648,012

Impact of CIP on the City’s Operating Budget (cont.) Grants The City of Coral Springs is continually seeking grant opportunities to help finance projects that support its five strategic goals and link to Business Plan initiatives. Grants from Federal, Local, and State sources are researched and applied for with the ultimate goal of funding specific projects that meet our customers’ needs while lowering departmental operating costs. For Fiscal Year 2019, the City projects $1,588,934 in grants to assist with funding of necessary capital projects, as described in the table below. The City of Coral Springs is an entitlement recipient of federal funds and receives an annual allocation from the U.S. Department of Housing and Urban Development (HUD) under the Community Development Block Grant (CDBG) program. The City is projected to receive an approximate allocation of $616,153. The purpose of these funds is to provide decent housing, a suitable living environment and better economic opportunities for low-to-moderate-income residents. The CDBG budget identifies the proposed projects for FY 2019 federal funding. This year’s total grant funds impact the City’s operating budget by supplementing 8.5% of the total capital expenditure for Fiscal Year 2019.

FY2019 Capital Projects Financed Via Grants Source of Grant

CDBG

Project

Allocation

Housing Rehabilitation

$50,624

Neighborhood Partnership

$15,000

Commercial Facade

$60,000

NW 110th Ave Traffic Calming

$60,000

NW 99th Ave Sidewalk Project

$95,000

NW 28th Street Phase II

$130,000

Coral Hills Drive Sidewalk

$90,000

Youth scholarships

$50,000

Senior recreational activities & TherapeuticalActivity

$65,529

HOME Grant

Housing Rehabilitation

$195,748

SHIP Grant

Housing Rehabilitation

$583,033

Grant Dependent (HLMP)

Hurricane Loss Mitigation

$194,000

City of Coral Springs, Florida

Capital Improvement Summary by Fund Fund

FY 2019

Name Fire Fund General Fund Public Art Fund Tree Trust Fund Water and Sewer Fund Equipment Services Fund Charter School Fund Solid Waste Fund Total

9/24/2018

9:46 AM

Adopted 829,930 5,181,280 110,000 415,000 4,697,100 5,299,277 2,050,000 29,000 $18,611,587

FY 2020 Plan 10,317,000 24,738,029 20,000 0 6,695,000 5,768,756 515,653 0 $48,054,438

FY 2021 Plan 595,000 11,834,435 20,000 0 5,790,000 3,934,919 486,092 0 $22,660,446

FY 2022 Plan 174,000 12,438,725 0 0 6,790,000 5,610,671 0 0 $25,013,396

Fiscal Year 2019 Annual Budget

FY 2023 Plan 111,000 20,306,699 0 0 6,690,000 3,545,900 0 0 $30,653,599

FY 2024 Plan 657,000 8,451,943 0 0 5,790,000 4,145,410 0 0 $19,044,353

Total Cost FY 2019-2024 12,683,930 82,951,111 150,000 415,000 36,452,100 28,304,933 3,051,745 29,000 $164,037,819

CIP Budget by Funding Source - All Funds Funding Source Operating General Fund Fire Fund W&S Fund Solid Waste Fund Equipment Services Fund Total Operating

FY 2018 Budget

FY 2019 Adopted

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total Cost FY 2019-2024

$528,405 609,800 905,500 0 3,990,137 6,033,842

$697,765 829,930 287,100 29,000 4,915,770 6,759,565

$1,364,829 317,000 335,000 0 5,768,756 7,785,585

$965,829 595,000 430,000 0 3,934,919 5,925,748

$729,829 174,000 430,000 0 5,610,671 6,944,500

$848,000 111,000 1,030,000 0 3,545,900 5,534,900

$1,196,800 657,000 430,000 0 4,145,410 6,429,210

$5,803,052 2,683,930 2,942,100 29,000 27,921,426 39,379,508

2,166,000 0 0 0 442,230 2,608,230

2,579,582 0 0 0 383,507 2,963,089

3,842,300 0 0 0 0 3,842,300

3,432,000 0 0 0 0 3,432,000

3,108,000 0 0 0 0 3,108,000

2,585,000 0 0 0 0 2,585,000

2,924,000 0 0 0 0 2,924,000

18,470,882 0 0 0 383,507 18,854,389

Reserves General Fund Facilities

175,000

185,000

265,000

280,000

205,000

117,000

1,227,000

Total Reserves

175,000

185,000

265,000

280,000

205,000

117,000

1,227,000

Grants CDBG Grant Justice Assistance Grant SHIP Grant FEMA AFG Dept of Environ Protection Grant Dept of Transportation TAP Grant HOME Grant Grant Dependent Total Grants

540,840 0 785,197 0 0 0 0 195,748 0 1,521,785

616,152 0 583,033 0 0 0 0 195,748 194,000 1,588,933

168,010 0 583,033 0 0 0 0 195,748 194,000 1,140,791

228,624 0 583,033 0 0 0 0 195,748 194,000 1,201,405

168,624 0 583,033 0 0 0 0 195,748 194,000 1,141,405

229,624 0 583,033 0 0 1,300,000 0 195,748 194,000 2,502,405

169,624 0 583,033 0 0 1,663,000 0 195,748 194,000 2,805,405

1,580,658 0 3,498,198 0 0 2,963,000 0 1,174,488 1,164,000 10,380,344

Renewal and Replacement Renewal and Replacement Total R&R Fund

6,219,000 6,219,000

4,410,000 4,410,000

4,210,000 4,210,000

3,210,000 3,210,000

4,210,000 4,210,000

3,510,000 3,510,000

3,210,000 3,210,000

22,760,000 22,760,000

984,500 0 0 0 0 0 984,500

140,000 0 0 0 0 0 140,000

6,259,879 2,150,000 0 11,903,230 10,000,000 0 30,313,109

4,134,526 2,150,000 0 1,790,675 0 0 8,075,201

3,345,125 2,150,000 0 3,834,366 0 0 9,329,491

2,166,294 2,150,000 0 12,000,000 0 0 16,316,294

1,408,738 2,150,000 0 0 0 0 3,558,738

17,454,562 10,750,000 0 29,528,271 10,000,000 0 67,732,833

50,000 50,000

2,050,000 2,050,000

515,653 515,653

486,092 486,092

0 0

3,051,745 3,051,745

Tree Trust Fund Tree Trust Fund Total Tree Trust Fund

500,000 500,000

415,000 415,000

0 0

415,000 415,000

Public Art Fund Public Art Fund Total Public Art Fund

20,000 20,000

110,000 110,000

20,000 20,000

0 0

150,000 150,000

0 0

42,000 42,000

45,000 45,000

0 0

87,000 87,000

$18,112,357

$18,611,587

$48,054,438

$22,660,446

$25,013,396

$30,653,599

$19,044,353

$164,037,819

Equity Financing General Fund Fire Fund Water & Sewer Fund Solid Waste Fund Equipment Services Fund Total Equity Financing

Debt Service Loan (General Fund) Revenue Bond (W&S) Potential Loan (Equip Fund) Potential Loan (General Fund) Potential Loan (Fire Fund) General Obligation Bond Total Debt Service Other Funds Charter School Fund Total Charter School Fund

CRA Funded CRA Funded Total CRA Funded Total CIP

City of Coral Springs, Florida

General Fund CIP Summary by Funding Source Funding Source Operatingâ&#x20AC;&#x201D;General Fund Aquatic Complex Center For The Arts Emergency Medical Services Information Services Parks and Recreation Police Public Works Transportation City Manager Operatingâ&#x20AC;&#x201D;General Fund Total Equity Financing Aquatic Complex Development Services Emergency Medical Services Information Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation Equity Financing Total CDBG Grant Aquatics- Cypress Pool Development Services Parks and Recreation Transportation CDBG Grant Total Grant Dependent Development Services Grant Dependent Total Loan Aquatic Complex Aquatics- Cypress Pool Aquatics- Mullins Center For The Arts Emergency Medical Services Information Services Parks and Recreation Police Public Works Sportsplex/Tennis Transportation City Manager Loan Total HOME Grant Development Services HOME Grant Total SHIP Grant Development Services SHIP Grant Total Potential Loan Parks and Recreation Police Public Works Sportsplex/Tennis Potential Loan Total Facilities Reserve Public Works Facilities Reserve Total Department of Transportation Transportation Department of Transportation Total CRA Funded Public Works CRA Funded Total FDOT Transportation FDOT Total Total General Fund CIP

FY 2019 Adopted

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total Cost FY 2019-2024

$72,500 0 25,000 116,266 88,000 121,429 113,000 100,000 61,570 697,765

$100,000 25,000 0 282,000 153,000 293,829 411,000 100,000 0 1,364,829

$100,000 5,000 147,000 149,000 88,000 65,829 311,000 100,000 0 965,829

$100,000 0 0 213,000 88,000 68,829 160,000 100,000 0 729,829

$100,000 0 25,000 138,000 90,000 265,000 130,000 100,000 0 848,000

100,000 0 0 151,000 90,000 81,800 240,000 534,000 0 1,196,800

572,500 30,000 197,000 1,049,266 597,000 896,716 1,365,000 1,034,000 61,570 5,803,052

350,000 45,000 116,000 145,062 525,000 294,520 249,000 0 855,000 2,579,582

0 0 70,000 480,000 905,000 112,300 50,000 65,000 2,160,000 3,842,300

0 0 70,000 140,000 955,000 57,000 0 25,000 2,185,000 3,432,000

0 0 72,000 96,000 955,000 10,000 0 0 1,975,000 3,108,000

0 0 75,000 100,000 825,000 0 0 10,000 1,575,000 2,585,000

0 0 76,000 148,000 825,000 0 0 10,000 1,865,000 2,924,000

350,000 45,000 479,000 1,109,062 4,990,000 473,820 299,000 110,000 10,615,000 18,470,882

43,447 125,624 72,081 375,000 616,152

36,386 65,624 66,000 0 168,010

37,000 125,624 66,000 0 228,624

37,000 65,624 66,000 0 168,624

38,000 125,624 66,000 0 229,624

38,000 65,624 66,000 0 169,624

229,833 573,744 402,081 375,000 1,580,658

194,000 194,000

1,164,000 1,164,000

0 0 0 0 0 40,000 0 0 100,000

635,000 22,500 50,000 148,900 148,000 448,000 2,139,000 443,450 200,000

120,000 0 0 0 0 456,000 1,635,000 183,000 0

325,000 12,000 0 0 0 456,000 1,640,000 145,000 0

65,000 0 0 0 35,000 452,000 350,000 0 0

25,000 0 0 0 0 456,000 100,000 35,000 0

1,170,000 34,500 50,000 148,900 183,000 2,308,000 5,864,000 806,450 300,000

0 0 0 140,000

614,500 1,400,529 10,000 6,259,879

100,000 1,640,526 0 4,134,526

25,000 742,125 0 3,345,125

0 1,264,294 0 2,166,294

20,000 772,738 0 1,408,738

759,500 5,820,212 10,000 17,454,562

195,748 195,748

1,174,488 1,174,488

583,033 583,033

3,498,198 3,498,198

0 0 0 0 0

10,332,600 0 315,630 1,255,000 11,903,230

1,000,000 252,600 438,075 100,000 1,790,675

3,000,000 0 734,366 100,000 3,834,366

12,000,000 0 0 0 12,000,000

0 0 0 0 0

26,332,600 252,600 1,488,071 1,455,000 29,528,271

175,000 175,000

185,000 185,000

265,000 265,000

280,000 280,000

205,000 205,000

117,000 117,000

1,227,000 1,227,000

0 0

1,300,000 1,300,000

0 0

1,300,000 1,300,000

0 0

42,000 42,000

45,000 45,000

0 0

87,000 87,000

0 0 $5,181,280

0 0 $24,738,029

0 0 $11,834,435

0 0 $12,438,725

0 0 $20,306,699

1,663,000 1,663,000 $8,451,943

1,663,000 1,663,000 $82,951,111

Fiscal Year 2019 Annual Budget

Major Capital Projects by Department Department/Fund Development Services

Public Works

Transportation

Parks & Recreation

Capital Project

FY 2019 Budget

Funding Source

Housing Rehabilitation

$195,748 HOME Grant

Housing Rehabilitation

$583,033 SHIP Grant

Hurricane Loss Mitigation Program

$194,000 HLMP

Air Conditioning Repairs and Improvements

$120,000 Facilities Reserve

City Works Software

$100,000 Loan

Median Improvements

$250,000 Tree Trust Fund

Sample Road Master Parking Comprehensive Plan

$200,000 Equity

NW 28th Street Phase II

$130,000 CDBG Grant

Alley Refurbishment Program

$175,000 Equity

Road Resurfacing Program

$500,000 Equity

15-year Playground Replacement

$300,000 Equity

Light Fixture Replacement Program

$125,000 Equity

Athletic Field Renovations

$100,000 Equity

Aquatics

25 Meter Pool Liner Upgrade

$350,000 Equity

Police

SRO Capital

$274,400 Equity

Shop Equipment-Public Safety/Public Works Campus

$369,236 Equipment Fund Equity

Equipment Services

Vehicle and Equipment Replacement Infiltration/Inflow Correction Program Lift Station Rehab Program

Water and Sewer Fund

Fire Fund Public Art Fund

$4,850,485 Equipment Fund Operating $750,000 Renewal and Replacement $1,400,000 Renewal and Replacement

Water and Wastewater Pumps

$100,000 Renewal and Replacement

Galvanized Water Service Replacement Program

$250,000 Renewal and Replacement

Cast Iron Water Main Replacement

$1,000,000 Renewal and Replacement

Force Main System Improvements

$500,000 Renewal and Replacement

Water Wells Rehabilitation Services

$300,000 Renewal and Replacement

Fire Stations Painting & Improvements

$135,000 Fire Fund Operating

CSRIPS - Rehabilitation & Decon Center / Renovation

$125,000 Fire Fund Operating

Traffic Signal Intersection- Coral Ridge/41st

$350,000 Fire Fund Operating p g

Artwalk Sculpture

$110,000 Public Art Fund

*Major capital projects listed are those $ 100,000 and greater

City of Coral Springs, Florida

Major Capital Projects by Location Capital Projects Citywide Infiltration/inflow correction program Lift Station Rehab Program SRO Vehicles/Capital Galvanized Water Service Replacement Program Water Well Rehabilitation Services Light Fixture Replacement Program

Housing Rehabilitation Alley Refurbishment Program Hurricane Loss Mitigation Program Vehicle and Equipment Replacement Road Resurfacing Program Cast Iron Water Main Replacement

Median Improvements City Works Software Water and Wastewater Pumps Artwalk Sculptures Force Main System Improvements Fire Station Painting and Improvements

North Community Park Coral Ridge Drive/41st

Athletic Field Renovations

Traffic Signal

40th Street/ Riverside Drive Road Resurfacing Program

Fire Training Rehabilitation & Decon Center

Charter School Relocation due diligence

4150 Bldg Shop Equipment

Aquatics Sample Road

25 Meter Pool Liner

Master Parking Comprehensive Plan

AC Replacement

E. of University Drive between 19th and 16th & 20th to 19th Alley Refurbishment

Mullins Park

Facility

Athletic Field Renovations

Street name

15-Year Playground Replacement

Capital project

AC Replacement

Fiscal Year 2019 Annual Budget

CIP Project Descriptions - General Fund FY 2019 Budget

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

PROJECT NAME

Tightrope Cablecast Upgrade for CityTV Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

46,070 ‐

‐

46,070

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

City Manager's Office Total Project Cost 46,070 ‐ ‐ This project is for the replacement of the Cablecast system which is used to program CityTV.

‐

46,070

PROJECT NAME

LiveU Equipment Purchase

Budget

FY 2019 Budget

‐

Total

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

Total

STRATEGIC GOAL

Responsible City Government

Project Cost

15,500 ‐

‐

15,500

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

City Manager's Office Total Project Cost 15,500 ‐ ‐ ‐ ‐ ‐ 15,500 This project is to purchase equipment that will allow the City to live stream in remote locations with a more reliable connection by bonding multiple cell carriers.

PROJECT NAME

Pool Heater Replacement

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT DESCRIPTION

Aquatics Total Project Cost 17,500 35,000 35,000 35,000 35,000 35,000 192,500 This project is for the six‐year replacement program of Geo‐Thermal heat pumps at the Aquatics complex‐ 1 to 2 units each year.

PROJECT NAME

25 Meter Pool Liner Upgrade

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT DESCRIPTION

Aquatics

PROJECT NAME

Fitness Equipment Replacement

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT DESCRIPTION

Aquatics Total Project Cost 40,000 40,000 40,000 40,000 45,000 45,000 250,000 This project is for the ongoing replacement of the cardio‐ Fitness Equipment at the Aquatics Complex.

PROJECT NAME

Senior Fitness Program

STRATEGIC GOAL

City Investment in Today and Future Project Cost

Budget

Operating Impact

Budget

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

17,500 35,000 35,000 35,000 35,000 35,000 192,500 ‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

350,000 ‐

‐

Total Project Cost 350,000 ‐ ‐ This is project is to replace the pool liner inside the 25 meter pool at the Aquatic complex.

‐

Operating Impact

Budget

Operating Impact

Budget

Total

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

‐

Total 350,000

350,000

Total

40,000 40,000 40,000 40,000 45,000 45,000 250,000 ‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

Total

43,447 36,386 37,000 37,000 38,000 38,000 229,833

FUNDING SOURCE

CDBG funds

DEPARTMENT DESCRIPTION

Aquatics Total Project Cost 43,447 36,386 37,000 37,000 38,000 38,000 229,833 This projects represents a Senior Fitness Program run through the Aquatic Complex and Sartory Hall.

PROJECT NAME

Motor Pump Replacement

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT DESCRIPTION

Aquatics Total Project Cost 15,000 15,000 15,000 15,000 20,000 20,000 100,000 This project is to continue replacement of pumps, motors, and compressors for Aquatics Complex, Cypress Park, and Mullins Park pools.

Operating Impact

Budget

Operating Impact

‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

Total

15,000 15,000 15,000 15,000 20,000 20,000 100,000 ‐

‐

City of Coral Springs, Florida

‐

CIP Project Descriptions - General Fund (cont.) PROJECT NAME

Traffic Management

Budget

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Loan/ Operating

FY 2019 Budget

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

Total

45,000 ‐

‐

DEPARTMENT DESCRIPTION

Development Services Total Project Cost 45,000 ‐ ‐ This project is for the replacement of rubber speed cushions on City streets with concrete.

‐

PROJECT NAME

Neighborhood Partnership Program Budget

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

CDBG Grant

DEPARTMENT DESCRIPTION

Development Services Total Project Cost 15,000 15,000 15,000 15,000 15,000 15,000 90,000 This program assists with providing outreach programs to neighborhoods within the Community Development Block Grant target areas.

PROJECT NAME

Commercial Façade

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

CDBG Grant

DEPARTMENT

Development Services Total Project Cost 60,000 ‐ 60,000 ‐ 60,000 ‐ 180,000 This program provides funding assistance to one eligible commercial façade project located within program target area focusing on redesigning storefronts including features such as signage and lighting.

DESCRIPTION

Operating Impact

Budget

Operating Impact

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

45,000

Total

15,000 15,000 15,000 15,000 15,000 15,000 90,000 ‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

60,000 ‐

‐

FY 2019 Budget

‐

Total 180,000

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

PROJECT NAME

Housing Rehabilitation

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

CDBG Grant

DEPARTMENT

Development Services Total Project Cost 50,624 50,624 50,624 50,624 50,624 50,624 303,744 This rehabilitation program provides home repair assistance to homeowners who are experiencing conditions in and around their home that pose a threat to their health, safety, and welfare.

DESCRIPTION

Budget

FY 2019 Budget

‐

45,000

Operating Impact

‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

PROJECT NAME

Housing Rehabilitation

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

Home Grant

DEPARTMENT

Development Services Total Project Cost 195,748 195,748 195,748 195,748 195,748 195,748 1,174,488 This rehabilitation program provides home repair assistance to homeowners who are experiencing conditions in and around their home that pose a threat to their health, safety, and welfare.

DESCRIPTION

Budget

Total

50,624 50,624 50,624 50,624 50,624 50,624 303,744

Operating Impact

195,748 195,748 195,748 195,748 195,748 195,748 1,174,488 ‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

PROJECT NAME

Housing Rehabilitation

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

SHIP Grant

DEPARTMENT

Development Services Total Project Cost 583,033 583,033 583,033 583,033 583,033 583,033 3,498,198 This rehabilitation program provides home repair assistance to homeowners who are experiencing conditions in and around their home that pose a threat to their health, safety, and welfare.

DESCRIPTION

Budget

Total

Operating Impact

Total

583,033 583,033 583,033 583,033 583,033 583,033 3,498,198 ‐

‐

Fiscal Year 2019 Annual Budget

‐

CIP Project Descriptions - General Fund (cont.) FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

Lifepaks

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Emergency Medical Services Total Project Cost 70,000 70,000 70,000 70,000 70,000 70,000 420,000 The Lifepak 15 unit is a specialized piece of equipment with far greater capabilities than the now commonplace automatic external defibrillators installed in nearly every public place. These units allow paramedics to view the electrical activity of the heart remotely, permitting diagnosis of cardiac‐related emergencies in the field. The device also allows EMS personnel to monitor carbon dioxide levels, carbon monoxide levels, blood pressure, pulse, and make pulse oxygenation assessments. It can also transmit essential information to the receiving hospital prior to the patient’s arrival. The plan is to purchase two Lifepak 15 units each year to replace the existing ones that have reached the end of their useful life.

DESCRIPTION

Budget

FY 2019 Budget

PROJECT NAME

Operating Impact

Budget

Total

70,000 70,000 70,000 70,000 70,000 70,000 420,000 ‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

‐

Total

PROJECT NAME

Auto Ventilation Units

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Emergency Medical Services Total Project Cost 18,000 ‐ ‐ ‐ ‐ ‐ 18,000 This project is for the purchase of Autovents which are used to automatically provide respirations to a patient who is not breathing on their own. This equipment is used in conjunction with CPR and Advanced Life Support measures to care for a patient. We currently carry one autovent on each of our ALS rescues. This equipment has a life cycle of 7‐years.

DESCRIPTION

Operating Impact

Budget

18,000 ‐

‐

18,000

‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

Total

PROJECT NAME

Stryker Powerload Stretchers

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Emergency Medical Services Total Project Cost 28,000 132,000 ‐ ‐ ‐ ‐ 160,000 This project is for the purchase of stretchers which are used to facilitate the movement of patients from emergency scenes to rescue vehicles and then to the hospital.

DESCRIPTION

Operating Impact

28,000 132,000 ‐

‐

160,000

‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

PROJECT NAME

Dive Rescue Equipment

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Emergency Medical Services Total Project Cost 25,000 ‐ 25,000 ‐ 25,000 ‐ 75,000 This project is for the purchase of diving equipment which enable the Fire department to be prepared to respond to a host of water related emergencies.

DESCRIPTION

Budget

25,000 ‐

Total 75,000

Operating Impact

City of Coral Springs, Florida

100

CIP Project Descriptions - General Fund (cont.) PROJECT NAME

Data Center Infrastructure

Budget

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Budget Plan Plan Plan Plan Plan

Total

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Transportation Total Project Cost 71,328 550,000 70,000 70,000 70,000 80,000 911,328 Based on application changes and growth in data access requirements by City departments, Information Technology will have to stay ahead of user demands. To accomplish this task, additional data center infrastructure and server hardware replacement will be needed. This project will address that need.

DESCRIPTION

Operating Impact

‐

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Budget Plan Plan Plan Plan Plan

PROJECT NAME

Collaboration Software

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT DESCRIPTION

Transportation Total Project Cost 50,000 60,000 70,000 70,000 65,000 70,000 385,000 This project represents implementation of Sharepoint services for City's Intranet pages based on departments need for information sharing and

PROJECT NAME

Uptime Monitoring

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Information Technology Total Project Cost 65,000 ‐ 50,000 50,000 ‐ 50,000 215,000 This project is to install and configure Up Time monitoring software for all applicable City applications and server platforms (i.e. OneSolution, SQL database, OSPS). This application will provide highly scalable and easy‐to‐use IT monitoring software for visibility and control over performance, availability and capacity across the entire IT environment.

DESCRIPTION

Budget

71,328 550,000 70,000 70,000 70,000 80,000 911,328 ‐

Operating Impact

Budget

Operating Impact

‐

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Budget Plan Plan Plan Plan Plan

Total

65,000 ‐

50,000 50,000 ‐

50,000 215,000

‐

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Budget Plan Plan Plan Plan Plan

PROJECT NAME

Dell Secure Works

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Equity/ Operating

DEPARTMENT

Information Technology Total Project Cost 45,000 50,000 55,000 ‐ 55,000 55,000 260,000 This project is for the implementation of an advanced threat monitoring which will provide the City with a level of visibility into potential breaches from malicious attacks.

DESCRIPTION

Budget

Total

50,000 60,000 70,000 70,000 65,000 70,000 385,000

Operating Impact

45,000 50,000 55,000 ‐

55,000 55,000 260,000

‐

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Budget Plan Plan Plan Plan Plan

PROJECT NAME

Network/Internet Infrastructure

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Loan/ Operating

DEPARTMENT DESCRIPTION

Information Technology Total Project Cost 30,000 250,000 250,000 250,000 250,000 250,000 1,280,000 This project will keep the City’s network infrastructure up to date to ensure that the City’s data systems are fast, secure, and reliable.

PROJECT NAME

Virtual Infrastructure Growth

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Loan/ Operating

DEPARTMENT DESCRIPTION

Information Technology Total Project Cost 40,000 248,000 256,000 256,000 252,000 256,000 1,308,000 This project is to grow the data storage infrastructure with based on increased departmental requirements

101

Budget

Total

Operating Impact

Budget

Operating Impact

Total

30,000 250,000 250,000 250,000 250,000 250,000 1,280,000 ‐

FY 2019 Budget

‐

FY 2020 Plan

FY 2021 Plan

‐

FY 2022 FY 2023 Plan Plan

‐

FY 2024 Plan

Total

40,000 248,000 256,000 256,000 252,000 256,000 1,308,000 ‐

‐

Fiscal Year 2019 Annual Budget

‐

CIP Project Descriptions - General Fund (cont.) FY 2019 Budget

FY 2020 FY 2021 Plan Plan

FY 2022 FY 2023 FY 2024 Plan Plan Plan

PROJECT NAME

Sr. Recreational and Therapeutical Act Budget

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

CDBG Grant

DEPARTMENT

Total Project Cost 22,081 16,000 16,000 16,000 16,000 16,000 102,081 The City offers opportunities for senior citizens to interact with each other during recreational activities. This program serves over 800 seniors each month through therapeutic and recreational programming. This funding provides daily activities at Sartory Senior Center.

DESCRIPTION

Total

22,081 16,000 16,000 16,000 16,000 16,000 102,081

Operating Impact

Parks and Recreation

FY 2019 Budget

FY 2020 FY 2021 Plan Plan

FY 2022 FY 2023 FY 2024 Plan Plan Plan

PROJECT NAME

Irrigation Equipment

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT DESCRIPTION

Parks and Recreation Total Project Cost 18,000 18,000 18,000 18,000 20,000 20,000 112,000 This project is a continuous program to replace several irrigation pumps each year. We have over 100 irrigation pumps throughout the City.

PROJECT NAME

Youth Recreation Scholarship

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT

Parks and Recreation

Total Project Cost

DESCRIPTION

The City offers many recreation programs to youth living in the City. The purpose of this program is to assist families who are unable to utilize these services due to the cost. Scholarships will be offered to low‐ to moderate‐income households to participate in the programs.

PROJECT NAME

Landscape Beautification

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT DESCRIPTION

Parks and Recreation Total Project Cost 70,000 120,000 70,000 70,000 70,000 70,000 470,000 This project is for adding new landscaping and replacing lost landscaping within our parks and public buildings

PROJECT NAME

Athletic Field Renovations

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Parks and Recreation Total Project Cost 100,000 100,000 100,000 100,000 100,000 100,000 600,000 We will be renovating the Athletic Fields at various parks. Work will include the removal of the existing grass, laser grading the fields and installing new grass. This will be part of a 10 renovation program for each of the Athletic Fields. This work would be done every 10 years to each field so that the fields stay safe, drain better and play better.

DESCRIPTION

Budget

Total

18,000 18,000 18,000 18,000 20,000 20,000 112,000

Operating Impact

Budget

FY 2019 Budget

FY 2020 FY 2021 Plan Plan

FY 2022 FY 2023 FY 2024 Plan Plan Plan

Total

50,000 50,000 50,000 50,000 50,000 50,000 300,000

FY 2019 Budget

FY 2020 FY 2021 Plan Plan

FY 2022 FY 2023 FY 2024 Plan Plan Plan

Total

70,000 120,000 70,000 70,000 70,000 70,000 470,000

Operating Impact

Budget

FY 2019 Budget

FY 2020 FY 2021 Plan Plan

FY 2022 FY 2023 FY 2024 Plan Plan Plan

Total

100,000 100,000 100,000 100,000 100,000 100,000 600,000

Operating Impact

FY 2019 Budget

FY 2020 FY 2021 Plan Plan

FY 2022 FY 2023 FY 2024 Plan Plan Plan

PROJECT NAME

15‐year Playground Replacement

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT DESCRIPTION

Parks and Recreation Total Project Cost 300,000 205,000 205,000 205,000 205,000 205,000 1,325,000 This project is to replace the City's Park's playgrounds on a 15‐ year cycle.

Budget

Total

300,000 205,000 205,000 205,000 205,000 205,000 1,325,000

Operating Impact

City of Coral Springs, Florida

102

CIP Project Descriptions - General Fund (cont.) FY 2020 FY 2021 Plan Plan

FY 2022 FY 2023 FY 2024 Plan Plan Plan

Light Fixture Replacement Program

STRATEGIC GOAL

City Investment in Today and Future Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Parks and Recreation Total Project Cost 122,800 497,800 497,800 497,800 497,800 497,800 2,622,800 The funds requested are part of our 10 year Master Plan to improve the City Parks. This covers the installation of the newer energy efficient, hurricane resistant light fixtures like those at North Community and Cypress Park. They have proven their value by reducing energy costs at both parks and they are better for surrounding residents because there is very little back lighting.

DESCRIPTION

Budget

FY 2019 Budget

PROJECT NAME

Operating Impact

125,000 500,000 500,000 500,000 500,000 500,000 2,625,000 (2,200) (2,200) (2,200) (2,200) (2,200) (2,200) (2,200)

FY 2019 Budget

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

PROJECT NAME

School Resource Officers‐ CIP

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT DESCRIPTION

Police Total Project Cost 254,620 35,100 35,100 35,100 35,100 35,100 430,120 This project represents capital including vehicle and equipment for four new resource officers.

PROJECT NAME

SWAT Sniper replacement

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Police

DESCRIPTION

This project is to replace current 20 year old rifles with newer technology rifles.

PROJECT NAME

VIN Tracking Device

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Police Total Project Cost 9,800 ‐ ‐ ‐ ‐ ‐ 9,800 This project is for the addition of Orion Sentinel Tracker system which will enable live GPS tracking of targets. This project will also upgrade or replace outdated tracking units.

DESCRIPTION

Budget

Total

Operating Impact

Budget

219,520 ‐

‐

FY 2019 Budget

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan ‐

‐

Operating Impact

‐

Total Project Cost

30,000 ‐

‐

Operating Impact

FY 2019 Budget

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

9,800 ‐

‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

Total 30,000

30,000

Total 9,800

PROJECT NAME

Wireless Motor Kit

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Police Total Project Cost 5,000 ‐ ‐ ‐ ‐ ‐ 5,000 This project is to replace out‐dated wireless motor kits. The Traffic Unit utilizes this equipment on a daily basis to conduct enforcement and when responding to calls for service.

DESCRIPTION

Budget

219,520

35,100 35,100 35,100 35,100 35,100 35,100 210,600

30,000 ‐

Budget

Total

Operating Impact

5,000 ‐

‐

5,000

‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

Total

PROJECT NAME

Rapid ID Devices

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Police Total Project Cost 12,000 55,000 ‐ ‐ ‐ ‐ 67,000 Rapid ID “BlueCheck2” is an affordable, compact, lightweight, handheld, wireless fingerprint scanning device that can confirm or verify an individual’s identity, provide criminal history, check for outstanding wants and warrants, and can confirm if DNA is on file.

DESCRIPTION

Budget

Total

Operating Impact

PROJECT NAME

Handgun Replacement

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT DESCRIPTION

103

Budget

12,000 55,000 ‐

‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

10,000 5,000 15,000 ‐

‐

Police Total Project Cost 10,000 5,000 15,000 ‐ This project is for the purchase of handgun replacement for officers in the Police department.

‐

Operating Impact

‐

Fiscal Year 2019 Annual Budget

67,000

Total 30,000

30,000

CIP Project Descriptions - General Fund (cont.) FY 2019 Budget

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

PROJECT NAME

PSB 2nd Floor UPS Batteries/CapacitorBudget

STRATEGIC GOAL

Responsible City Government

Project Cost

8,000 ‐

10,000 ‐

‐

10,000 28,000

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

Police Total Project Cost 8,000 ‐ 10,000 ‐ ‐ 10,000 28,000 This project is to purchase batteries and capacitors for the UPS which are essential to operate emergency equipment within the agency.

PROJECT NAME

Communications Chair Replacement Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

10,800 ‐

‐

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

Police Total Project Cost 10,800 ‐ This project is for the replacement of 11 chairs in the Communications Center.

‐

PROJECT NAME

Taser Replacement

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Operating

Budget

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

42,829 42,829 32,829 32,829 ‐

‐

DEPARTMENT DESCRIPTION

Police Total Project Cost 42,829 42,829 32,829 32,829 ‐ This project is for the replacement of Tasers for the Police Department.

‐

PROJECT NAME

SWAT Weapons

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Operating

Operating Impact

Budget

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

Total

Total 10,800

10,800

Total 151,316

151,316

Total

8,000 8,000 8,000 ‐

‐

DEPARTMENT DESCRIPTION

Police Total Project Cost 8,000 8,000 8,000 ‐ This project is for the replacement of MP5 (machine pistol model 5) guns for team members.

‐

PROJECT NAME

Livescans

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Police Total Project Cost 30,000 ‐ ‐ ‐ ‐ ‐ 30,000 This project is for the purchase of Livescans. Livescan is used by officers to capture fingerprints and palm prints electronically, without the use of ink. The LiveScan system captures all rolled fingers, flats, upper, lower, and writer’s palms during the booking process in a fast and reliable manner.

DESCRIPTION

Operating Impact

Budget

Operating Impact

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

30,000 ‐

‐

FY 2019 Budget

‐

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

24,000

Total 30,000

PROJECT NAME

Combat Gauze

Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

15,000 ‐

‐

15,000 ‐

‐

FUNDING SOURCE

General Fund Operating

Operating Impact

‐

DEPARTMENT DESCRIPTION

Police Total Project Cost This project is for the replacement of combat gauze.

15,000 ‐

‐

15,000 ‐

‐

PROJECT NAME

Total Station Replacement

STRATEGIC GOAL

Premier Community in South Florida Project Cost

FUNDING SOURCE

General Fund Equity

DEPARTMENT

Police Total Project Cost 15,000 ‐ ‐ ‐ ‐ ‐ 15,000 This project is for the replacement of Total Station. This equipment is used by Traffic Homicide Investigators to map traffic homicide crime scenes. This tool is also used to assist the Crime Scene Unit in mapping large crime scenes that could be presented in court.

DESCRIPTION

Budget

Operating Impact

FY 2019 Budget

FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan Plan Plan Plan

15,000 ‐

‐

City of Coral Springs, Florida

Total 30,000

30,000

Total 15,000

104

CIP Project Descriptions - General Fund (cont.) FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

49,000

DEPARTMENT DESCRIPTION

Public Works Total Project Cost 49,000 This project is for the purchase of a vehicle for the newly created air condition tech position.

49,000

PROJECT NAME

City Works Software

Budget

FY 2019 Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

100,000

FUNDING SOURCE

General Fund Loan

Operating Impact

DEPARTMENT

Public Works Total Project Cost 100,000 7,000 107,000 This project is for the purchase of a software program which serves as an asset management program designed to achieve maximum life and usefulness of infrastructure improvements, as well as document total work order cost of labor, material, equipment and GIS.

PROJECT NAME

Air conditioner Tech Vehicle

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

General Fund Equity

Operating Impact

DESCRIPTION

Budget

FY 2019 Budget

FY 2023 Plan

FY 2024 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2024 Plan

7,000

Total

107,000 -

PROJECT NAME

Sample Road Master Parking Comprehensive Plan

Budget

FY 2019 Budget

STRATEGIC GOAL

Downtown Becoming Vibrant

Project Cost

200,000

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT

Public Works Total Project Cost 200,000 200,000 This initiative is a partnership with the Coral Springs Community Redevelopment Agency (CRA) and proposes the revitalization of the Master Parking area within the CRA. The improvements will consist of new facades, signs, landscaping, irrigation, lighting, drainage, resurfacing, hardscape and reconstructed sidewalks, with decorative finish that are ADA compliant.

DESCRIPTION

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

200,000 -

PROJECT NAME

Roof Repairs

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Facilities Reserve

Operating Impact

DEPARTMENT DESCRIPTION

Public Works Total Project Cost 55,000 This project is for the funding of roof repairs throughout the City.

PROJECT NAME

Speed Hump Repair and Restripe

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

General Fund Operating

Operating Impact

DEPARTMENT

Public Works Total Project Cost 33,000 33,000 36,000 30,000 30,000 30,000 192,000 The funds requested for this project will be utilized for replacement of existing speed humps, repair parts and striping of existing speed humps. Speed humps are necessary traffic calming devices used to reduce speeding on Coral Springs streets.

DESCRIPTION

Budget

55,000

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

33,000

36,000

30,000

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

330,000 330,000

Total

192,000 -

PROJECT NAME

Roof Replacement

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

General Fund Operating

Operating Impact

DEPARTMENT

Public Works

Total Project Cost

50,000

DESCRIPTION

This project is part of the Cityâ&#x20AC;&#x2122;s Comprehensive Roof Management Program which schedules the maintenance, major repair, or replacement of roofs in 35 locations throughout the City.

105

Budget

50,000

310,000

200,000

310,000

200,000

Fiscal Year 2019 Annual Budget

75,000

45,000

75,000

45,000

155,000 155,000

Total

835,000 835,000

CIP Project Descriptions - General Fund (cont.) FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

PROJECT NAME

Street Light Upgrades

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

General Fund Operating

DEPARTMENT

Public Works

DESCRIPTION

This project will implement the numerous requests received from customers throughout the year to upgrade or add new street lighting.

PROJECT NAME

Air Conditioning Maint/ Replacement

Budget

FY 2019 Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

120,000

130,000

210,000

225,000

150,000

62,000

897,000

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT

Public Works

Total Project Cost

120,000

130,000

210,000

225,000

150,000

62,000

897,000

DESCRIPTION

This project is a comprehensive program to ensure that all air conditioning systems throughout the City are working efficiently and effectively. The age and condition of the City A/C systems dictate they be replaced systematically before they break down and must be designed, engineered, purchased, and installed on an emergency basis.

PROJECT NAME

Coral Hills Drive Sidewalk

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

CDBG Grant

Operating Impact

DEPARTMENT

Transportation

Total Project Cost

DESCRIPTION

This project will remove existing asphalt sidewalk on both sides of road between Ben Geiger and NW 28th Street and replace with concrete sidewalk that is in compliance with current ADA standards.

PROJECT NAME

NW 110th Ave Traffic Calming

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

CDBG Grant

Operating Impact

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

PROJECT NAME

NW 28th Street Phase II

Budget

FY 2019 Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

CDBG Grant

Operating Impact

DEPARTMENT

Transportation

Total Project Cost

DESCRIPTION

This project will remove existing asphalt sidewalk on the South side of the road between University drive and coral hills drive and replace with concrete sidewalk that is in compliance with current ADA standards.

PROJECT NAME

NW 99th Ave Sidewalk Project

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

CDBG Grant

Operating Impact

DEPARTMENT

Transportation

Total Project Cost

DESCRIPTION

This project will remove existing asphalt sidewalk on both sides of NW 99th Avenue between Ben Geiger Drive and NW 28th Street and replace with concrete sidewalk that is in compliance with current ADA standards

PROJECT NAME

Intersection approach upgrade to ADA

Budget

STRATEGIC GOAL

Downtown Becoming Vibrant

Project Cost

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

30,000

Operating Impact

Total Project Cost

30,000

Budget

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

180,000

Total

FY 2021 Plan

FY 2022 Plan

90,000

FY 2023 Plan

FY 2024 Plan

180,000

FY 2020 Plan

FY 2019 Budget

FY 2023 Plan

FY 2024 Plan

Total

FY 2024 Plan

Total

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

60,000

Total

Funds from this project will be used for the design, construction, and installation of speed humps on NW 110th Avenue.

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

130,000

FY 2019 Budget

FY 2023 Plan

FY 2021 Plan

FY 2022 Plan

95,000

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

FY 2020 Plan

FY 2019 Budget

FY 2023 Plan

FY 2024 Plan

Total

75,000

100,000

575,000

75,000

100,000

575,000

This project will upgrade asphalt ramps at intersections to concrete that meet proper slopes and pitch on City roads.

City of Coral Springs, Florida

106

CIP Project Descriptions - General Fund (cont.) Budget

FY 2019 FY 2020 Plan , RiversideBudget to University Drive

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

PROJECT NAME

40th Street Sidewalk Improvements

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

PROJECT NAME

Resurface and Restripe Parking Lots Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

PROJECT NAME

Alley Refurbishment Program

Budget

FY 2019 Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

175,000

350,000

300,000

225,000

330,000

1,680,000

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

175,000

350,000

300,000

225,000

330,000

1,680,000

PROJECT NAME

Road Resurfacing Program

Budget

FY 2019 Budget

FY 2020 Plan

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

500,000

1,025,000

1,105,000

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT

Transportation

Total Project Cost

500,000

1,025,000

1,105,000

DESCRIPTION

This is a ongoing project to resurface City roads. Effective road resurfacing management calls for streets to be resurfaced approximately every 25 years.

Total

30,000

200,000

80,000

200,000

510,000

30,000

200,000

80,000

200,000

510,000

This project will upgrade asphalt ramps at intersections to concrete that meet proper slopes and pitch on City roads.

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

75,000

115,000

120,000

125,000

685,000

75,000

115,000

120,000

125,000

685,000

This project represents a maintenance program to resurface or reseal City parking lots.

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

This project identifies alleyways needing the installation of a two-foot concrete valley gutter and overlay of the asphalt surface.

PROJECT NAME

Bus Shelter Repairs and Replacement

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

General Fund Equity

Operating Impact Total Project Cost

Budget

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

1,000,000

875,000

1,060,000

5,565,000

1,000,000

875,000

1,060,000

5,565,000

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

25,000

150,000

25,000

150,000

DEPARTMENT

Transportation

DESCRIPTION

This project is for the installation of bus shelters at locations that meet the Broward County Transit shelter criteria of 25 boarding per day, or necessary to meet the needs of our community as well as provides funds for shelter maintenance and improvements.

PROJECT NAME

Guardrail Maintenance and Repair

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT DESCRIPTION

Transportation

Total Project Cost

PROJECT NAME

Bridge Repair

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

General Fund Equity

Operating Impact

DEPARTMENT

Transportation

Total Project Cost

DESCRIPTION

This project represents funds used to perform repairs identified in the Florida Department of Transportation inspection report of bridges over City-owned roadways.

107

Budget

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

65,000

390,000

65,000

390,000

This project represents a systematic maintenance and repair program for guardrails throughout the City to extend their useful life.

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

10,000

60,000

10,000

60,000

Fiscal Year 2019 Annual Budget

CIP Project Descriptions - Fire Fund FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

PROJECT NAME

Security Gate

Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

17,000 ‐

‐

17,000

FUNDING SOURCE

Fire Fund Operating

Operating Impact

‐

DEPARTMENT

Fire Total Project Cost 17,000 ‐ ‐ ‐ ‐ ‐ 17,000 This project is for installation of a security gate at the Coral Springs Regional Institute of Public Safety rear entrance to the training grounds.

DESCRIPTION

FY 2019 Budget

‐

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

PROJECT NAME

New Vehicle

Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

44,430 ‐

FUNDING SOURCE

Fire Fund Operating

Operating Impact

8,450 8,450 8,450 8,450 8,450 8,450 50,700

DEPARTMENT

Fire Total Project Cost 52,880 8,450 8,450 8,450 8,450 8,450 95,130 This project is for the purchase of vehicle to be used by Staff Chief to be used for all emergency response, administrative duties and department travel.

DESCRIPTION

FY 2019 Budget

FY 2020 Plan

‐

FY 2021 Plan

‐

FY 2022 Plan

‐

FY 2023 Plan

‐

FY 2024 Plan

Total 44,430

PROJECT NAME

Traffic Signal Intersection‐ Coral Ridge/41st Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

350,000 ‐

‐

350,000

FUNDING SOURCE

Fire Fund Operating

Operating Impact

‐

DEPARTMENT

Fire Total Project Cost 350,000 ‐ ‐ ‐ ‐ ‐ 350,000 This project will involve the installation of a traffic signal at the intersection of Coral Ridge drive and 41st street. This project will be completed using subcontractors in conjunction with Broward County and the transit authorities.

DESCRIPTION

FY 2019 Budget

‐

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

PROJECT NAME

Fireworks

Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

18,500 ‐

‐

18,500

FUNDING SOURCE

Fire Fund Operating

Operating Impact

‐

DEPARTMENT

Fire Total Project Cost 18,500 ‐ ‐ ‐ ‐ ‐ 18,500 This project is for the purchase of new fire inspection software for completing annual inspection and re‐inspections. This is also a hydrant mapping software, fire pre‐planning module scheduler for tracking public education and data analytics module for pulling ISO and accreditation data reports.

DESCRIPTION

‐

City of Coral Springs, Florida

Total

108

CIP Project Descriptions - Fire Fund FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

PROJECT NAME

Security Gate

Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

17,000 ‐

‐

17,000

FUNDING SOURCE

Fire Fund Operating

Operating Impact

‐

DEPARTMENT

DESCRIPTION

FY 2019 Budget

‐

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

PROJECT NAME

New Vehicle

Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

44,430 ‐

FUNDING SOURCE

Fire Fund Operating

Operating Impact

8,450 8,450 8,450 8,450 8,450 8,450 50,700

DEPARTMENT

DESCRIPTION

FY 2019 Budget

‐

FY 2020 Plan

FY 2021 Plan

‐

FY 2022 Plan

‐

FY 2023 Plan

‐

FY 2024 Plan

Total 44,430

PROJECT NAME

Traffic Signal Intersection‐ Coral Ridge/41st Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

350,000 ‐

‐

350,000

FUNDING SOURCE

Fire Fund Operating

Operating Impact

‐

DEPARTMENT

DESCRIPTION

FY 2019 Budget

‐

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

PROJECT NAME

Fireworks

Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

18,500 ‐

‐

18,500

FUNDING SOURCE

Fire Fund Operating

Operating Impact

‐

DEPARTMENT

DESCRIPTION

109

‐

Fiscal Year 2019 Annual Budget

Total

CIP Project Descriptions - Water & Sewer FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

1,000,000

5,750,000

PROJECT NAME

Infiltration/ Inflow Correction Program

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT

Utilities Total Project Cost 750,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,750,000 This project is to prevent the inflow and infiltration of ground water into the sewer lines, which ultimately travels to a Broward County wastewater treatment facility where charges are incurred for treating ground water.

DESCRIPTION

750,000 -

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

PROJECT NAME

Water Meter Replacement Program

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT

Utilities Total Project Cost 60,000 60,000 60,000 60,000 60,000 60,000 360,000 This project is an ongoing replacement of one to six inch water meters based on periodic testing. Meters that do not test at 99% efficiency are placed in the replacement schedule.

DESCRIPTION

60,000

FY 2019 Budget

60,000

Total

360,000

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

1,400,000

8,400,000

PROJECT NAME

Lift Station Rehab Program

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT

Utilities Total Project Cost 1,400,000 1,400,000 1,400,000 1,400,000 1,400,000 1,400,000 8,400,000 This project is an ongoing annual rehabilitation of existing City sanitary lift stations. This rehabilitation prevents sewer overflows and provides a reliable wastewater collection system.

DESCRIPTION

PROJECT NAME

Galvanized Water Service Replacement Program

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost Operating Impact

1,400,000 -

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

FUNDING SOURCE

Renewal and Replacement

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 250,000 450,000 450,000 450,000 450,000 This project is part of an ongoing program to replace the existing galvanized water pipes throughout the City's utility service area.

450,000

2,500,000

PROJECT NAME

Water and Wastewater Pumps

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Renewal and Replacement

Operating Impact

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 100,000 100,000 100,000 100,000 100,000 100,000 600,000 This project is for the purchase of pumps for water plant and wastewater lift stations as well as other critical assets to reduce the risk of system failure when pumps are out for repairs. This project will also replace pumps that have reached their life and are in need of major repairs to restore their capacity.

PROJECT NAME

Fire Hydrant Replacement Program

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Water & Sewer Operating

Operating Impact

Utilities

Total Project Cost

PROJECT NAME STRATEGIC GOAL FUNDING SOURCE DEPARTMENT

Force Main Valve Repair/Repl. Program City Investment in Today and Future Renewal and Replacement Utilities

DESCRIPTION

100,000

FY 2019 Budget

100,000

FY 2020 Plan

FY 2021 Plan

100,000

FY 2021 Plan

450,000

2,500,000

FY 2020 Plan

450,000

FY 2019 Budget

450,000

DEPARTMENT DESCRIPTION

250,000

FY 2022 Plan

100,000

FY 2022 Plan

FY 2023 Plan

100,000

FY 2023 Plan

FY 2024 Plan

100,000

FY 2024 Plan

Total

600,000

Total

60,000

100,000

520,000

60,000

100,000

520,000

This project will replace fire hydrants that are no longer serviceable or for which OEM parts are no longer available.

Budget Project Cost Operating Impact Total Project Cost

FY 2019 Budget

50,000 50,000

FY 2020 Plan

100,000 100,000

FY 2021 Plan

100,000 100,000

FY 2022 Plan

100,000 100,000

FY 2023 Plan

100,000 100,000

FY 2024 Plan

100,000 100,000

Total

550,000 550,000

The Florida Department of Environmental Protection requires Utilities to have a valve exercise program. This project is for the ongoing identification of valves in the system, incorporation into the GIS system and documentation of this exercise program. Valves that have reached their useful life and/or no longer functional will be replaced.

City of Coral Springs, Florida

110

CIP Project Descriptions - Water & Sewer (cont.) FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

PROJECT NAME

Water Main Valve Repair/ Repl Program Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Water & Sewer- Operating

Operating Impact

DEPARTMENT

Utilities Total Project Cost 50,000 100,000 100,000 100,000 100,000 100,000 550,000 The Florida Department of Environmental Protection requires utilities to have a valve exercise program. This project is the on going identification of valves in the system to incorporate into the GIS system and document the exercise program. Valves that have reached their useful life and/or no longer functional will be replaced.

DESCRIPTION

50,000 -

FY 2019 Budget

100,000 -

FY 2020 Plan

100,000 -

FY 2021 Plan

100,000 -

FY 2022 Plan

100,000 -

FY 2023 Plan

100,000 -

FY 2024 Plan

Total

550,000 -

PROJECT NAME

Dead End Water Main Automatic Flushers Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Water & Sewer- Operating

Operating Impact

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 25,000 25,000 50,000 50,000 50,000 This project is intended to continue the installation of automatic flushing systems at dead-end streets to ensure water quality.

PROJECT NAME

Portable Emergency Generators for Lifts Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

FUNDING SOURCE

Water & Sewer- Operating

Operating Impact

DEPARTMENT

Utilities Total Project Cost 50,000 50,000 80,000 80,000 80,000 80,000 420,000 This project is intended to fund the purchase of two emergency generators for lift stations on an annual basis. Project shall add portable emergency power generators to the fleet inventory for the 50 existing lift stations.

DESCRIPTION

25,000

50,000

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

50,000 50,000

FY 2024 Plan

50,000

80,000

FY 2019 Budget

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

250,000 250,000

Total

420,000 -

PROJECT NAME

Water Wells Rehabilitation Services

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Water & Sewer- Operating

Operating Impact

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 300,000 500,000 500,000 500,000 500,000 500,000 This project is for the rehabilitation of existing water wells, required to restore them to their original design capacity and production.

PROJECT NAME

Force Main System Improvements

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Water & Sewer- Operating

Operating Impact

DEPARTMENT

Utilities Total Project Cost 500,000 750,000 750,000 750,000 750,000 750,000 4,250,000 This project is intended to implement the recommendations generated by a study of the existing condition of the sewer force mains in an effort to sustain a planned repair and replacement program.

DESCRIPTION

300,000 -

FY 2019 Budget

500,000 -

FY 2020 Plan

500,000 -

FY 2019 Budget

750,000 -

FY 2020 Plan

500,000 -

FY 2021 Plan

750,000 -

FY 2021 Plan

500,000 -

FY 2022 Plan

750,000 -

FY 2022 Plan

500,000 -

FY 2023 Plan

750,000 -

FY 2023 Plan

PROJECT NAME

East and West Booster Station Generators Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

FUNDING SOURCE

Water & Sewer- Operating

Operating Impact

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 50,000 This project represents additional funding required for the replacement of generators located at the east and west booster stations.

PROJECT NAME

Cast Iron Water Main Replacement

Budget

STRATEGIC GOAL

City Investment in Today and Future

Project Cost

FUNDING SOURCE

Water & Sewer- Operating

Operating Impact

DEPARTMENT DESCRIPTION

Utilities Total Project Cost 1,000,000 1,000,000 1,000,000 1,000,000 This project represents removal/replacement of all cast iron water mains with ductile iron or polyvinyl chloride pipe.

PROJECT NAME

Two New Vehicles

Budget

STRATEGIC GOAL

Responsible City Government

Project Cost

FUNDING SOURCE

Water & Sewer- Operating

Operating Impact

DEPARTMENT DESCRIPTION

111

500,000 -

FY 2024 Plan

750,000 -

FY 2024 Plan

Total

2,800,000 2,800,000

Total

4,250,000 -

Total

50,000

FY 2019 Budget

1,000,000 -

FY 2019 Budget

50,000

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

1,000,000

6,000,000

FY 2020 Plan

FY 2021 Plan

FY 2022 Plan

1,000,000

6,000,000

FY 2023 Plan

FY 2024 Plan

Total

52,100

8,915

53,490

Utilities Total Project Cost 61,015 This project represents two new vehicles needed for engineer inspectors.

8,915

105,590

Fiscal Year 2019 Annual Budget

CIP Project Descriptions - Equipment Service Fund PROJECT NAME

Fleet Electric Utility Vehicle

STRATEGIC GOAL FUNDING SOURCE DEPARTMENT

Responsible City Government

DESCRIPTION

PROJECT NAME

STRATEGIC GOAL FUNDING SOURCE DEPARTMENT DESCRIPTION

Budget Project Cost Operating Impact Total Project Cost

FY 2019 Budget

FY 2020 Plan

STRATEGIC GOAL FUNDING SOURCE DEPARTMENT DESCRIPTION

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

14,271 14,271 Equipment Service Fund Equity 2,854 2,854 2,854 2,854 2,854 2,854 17,124 Fleet 17,125 2,854 2,854 2,854 2,854 2,854 31,395 This project represents the purchase of an electric utility vehicle for use by City staff members to help shuttle personnel and perform routine maintenance tasks around the Municipal Complex as well as for use during City sponsored events for hauling supplies. Replacement of Vehicles and FY 2019 FY 2021 Budget FY 2020 Plan Plan Equipment Budget City Investment in Today and Future Project Cost 4,915,770 5,765,756 3,928,919 Equipment Service Fund Operating Operating Impact Fleet Total Project Cost 4,915,770 5,765,756 3,928,919 This project represents the vehicles and equipment scheduled for replacement in Fiscal Year 2019. FY 2019

PROJECT NAME

FY 2021 Plan

FY 2021

FY 2022 Plan

5,600,671 5,600,671

FY 2022

FY 2023 Plan

3,535,900 3,535,900

FY 2023

FY 2024 Plan

4,135,410 4,135,410

Total

27,882,426 27,882,426

FY 2024

Budget FY 2020 Plan Plan Plan Plan Plan Total Shop Equipment 4150 Bldg Budget City Investment in Today and Future Project Cost 369,236 369,236 Equipment Service Fund Operating Operating Impact Fleet Total Project Cost 369,236 369,236 This project represents the purchase and installation of shop equipment for the 4150 building including lifts, compressed air system, fluid distribution and management software system, waste oil system, ceiling mounted shop fans and work benches and shop tools.

City of Coral Springs, Florida

112

CIP Project Descriptions - Charter School Fund FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Plan Plan

PROJECT NAME STRATEGIC GOAL FUNDING SOURCE DEPARTMENT DESCRIPTION

Budget Plan Plan Plan Air Conditioning Repair and Repl. Budget City Investment in Today and Future Project Cost 50,000 ‐ ‐ ‐ Charter School Operating Impact ‐ ‐ ‐ ‐ Public Works Total Project Cost 50,000 ‐ ‐ ‐ This project is for the repair and replacement of air conditioning units in the Charter School.

PROJECT NAME STRATEGIC GOAL FUNDING SOURCE DEPARTMENT

Budget Plan Plan Plan Plan Plan CS Relocation Due Diligence Budget Total City Investment in Today and Future Project Cost 2,000,000 ‐ ‐ ‐ ‐ ‐ 2,000,000 Charter School Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ Charter School Total Project Cost 2,000,000 ‐ ‐ ‐ ‐ ‐ 2,000,000 This project represents funds which have been retained in the Charter School Reserve to assist with relocation. This withdrawal of $2 million from reserves will enable the City to conduct due diligence on possible relocation sites

‐ ‐ ‐

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

DESCRIPTION

113

Fiscal Year 2019 Annual Budget

Total

50,000 ‐ 50,000

CIP Project Descriptions - Public Art Fund FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Budget Plan Plan Plan Plan Plan PROJECT NAME Artwalk Sculpture Budget Total STRATEGIC GOAL Downtown Becoming Vibrant Project Cost 100,000 20,000 20,000 ‐ ‐ ‐ 140,000 FUNDING SOURCE Public Art Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ DEPARTMENT Development Services Total Project Cost 100,000 20,000 20,000 ‐ ‐ ‐ 140,000 DESCRIPTION/ JUSTIFI This project represents funding of a sculpture for the Artwalk. FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Budget Plan Plan Plan Plan Plan Opportunity Projects Budget Total PROJECT NAME STRATEGIC GOAL Downtown Becoming Vibrant Project Cost 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 FUNDING SOURCE Public Art Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ DEPARTMENT Development Services Total Project Cost 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 DESCRIPTION/ JUSTIFI This project represents funding of "opportunity" projects throughout the year.

CIP Project Descriptions - Tree Trust Fund FY 2019

FY 2020

FY 2021

FY 2022

FY 2023

FY 2024

PROJECT NAME STRATEGIC GOAL FUNDING SOURCE DEPARTMENT DESCRIPTION

Budget Plan Plan Plan Plan Plan Median Improvements Budget City Investment in Today and Future Project Cost 250,000 ‐ ‐ ‐ ‐ ‐ Tree Trust Fund Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ Public Works Total Project Cost 250,000 ‐ ‐ ‐ ‐ ‐ This project is for median landscape improvements of local roads, cul‐de‐sacs, corporate signs, and master parking throughout the city.

PROJECT NAME STRATEGIC GOAL FUNDING SOURCE DEPARTMENT DESCRIPTION

Budget Plan ESL Improvements Budget City Investment in Today and Future Project Cost 75,000 ‐ Tree Trust Fund Operating Impact ‐ ‐ Public Works Total Project Cost 75,000 ‐ This project is for landscape improvements to environmentally sensitive land areas.

PROJECT NAME STRATEGIC GOAL FUNDING SOURCE DEPARTMENT

Budget Plan Plan Plan Plan Plan Total Arterial Roads Budget City Investment in Today and Future Project Cost 80,000 ‐ ‐ ‐ ‐ ‐ 80,000 Tree Trust Fund Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ Public Works Total Project Cost 80,000 ‐ ‐ ‐ ‐ ‐ 80,000 This project represents landscape improvements of state roads, University Dr from NW 40 St to Southgate Blvd and Sample Rd from University Dr to SR 7.

FY 2019

DESCRIPTION

PROJECT NAME STRATEGIC GOAL FUNDING SOURCE DEPARTMENT DESCRIPTION

FY 2020

FY 2021 Plan

FY 2022 Plan

‐ ‐ ‐

FY 2023 Plan

‐ ‐ ‐

FY 2024 Plan

‐ ‐ ‐

FY 2019

FY 2020

FY 2021

FY 2022

FY 2023

FY 2024

FY 2019

FY 2020

FY 2021

FY 2022

FY 2023

FY 2024

FY 2022 Plan

FY 2023 Plan

FY 2024 Plan

Total

250,000 ‐ 250,000

Total

75,000 ‐ 75,000

Budget Plan Plan Plan Plan Plan Total Tree Subsidy Program Budget City Investment in Today and Future Project Cost 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 Tree Trust Fund Operating Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ Development Services Total Project Cost 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 This project represents a subsidy program to provide property owners with a financial incentive for restoring code required street trees lost for any reason including, but not limited to, hurricanes.

CIP Project Descriptions - Solid Waste Fund FY 2019

PROJECT NAME STRATEGIC GOAL FUNDING SOURCE DEPARTMENT DESCRIPTION

FY 2020

FY 2021

Budget Plan Plan New Vehicle Budget City Investment in Today and Future Project Cost 29,000 ‐ ‐ Solid Waste fund Operating Impact 5,313 5,313 5,313 Public Works Total Project Cost 34,313 5,313 5,313 This project represents the purchase of a new vehicle for the solid waste coordinator.

City of Coral Springs, Florida

‐ ‐ ‐ 5,313 5,313 5,313 5,313 5,313 5,313

Total

29,000 31,878 60,878

114

Business Plan Contents Introduction......................................................................................................................................................................................................116 Market Environment....................................................................................................................................................................................117 Overview.................................................................................................................................................................................................117 Real Estate Trends..............................................................................................................................................................................117 Economic Development...............................................................................................................................................................119 Downtown Coral Springs..............................................................................................................................................................119 Technology............................................................................................................................................................................................121 Legislative Issues.................................................................................................................................................................................122 Emerging Issues..................................................................................................................................................................................123 Workforce Analysis............................................................................................................................................................................125 Environmental Scan.....................................................................................................................................................................................127 Demographic Trends.......................................................................................................................................................................127 Service and Operations Strategy......................................................................................................................................................... 130 Responsible City government...............................................................................................................................................................131 New Initiatives......................................................................................................................................................................................131 Ongoing Initiatives............................................................................................................................................................................133 City Investment in Today and Future............................................................................................................................................... 136 New Initiatives......................................................................................................................................................................................136 Ongoing Initiatives............................................................................................................................................................................138 Downtown Becoming Vibrant..............................................................................................................................................................142 New Initiatives......................................................................................................................................................................................142 Ongoing Initiatives............................................................................................................................................................................143 Growing local economy...........................................................................................................................................................................144 New Initiatives......................................................................................................................................................................................144 Ongoing Initiatives............................................................................................................................................................................145 Premier Community in south florida.................................................................................................................................................147 New Initiatives......................................................................................................................................................................................147 Ongoing Initiatives............................................................................................................................................................................150 General Fund Five-Year Forecast Summary .................................................................................................................................161 Customer Requirements Analysis....................................................................................................................................................... 183 Overview.................................................................................................................................................................................................183 Residential Satisfaction Survey Results.................................................................................................................................183 Business Survey Summary............................................................................................................................................................188 Process Improvement Teams................................................................................................................................................................ 195 Awards and Special Recognitions...................................................................................................................................................... 196

City of Coral Springs, Florida

115

Introduction The Strategy Behind the Plan The Business Plan outlines how City resources will be applied within our five Strategic Goal areas to achieve the objectives determined by the Strategic Plan. This Business Plan represents the second year in the current strategic planning process. Our strategic planning delivers a mission and a set of strategic goals that provide vision and direction for the City. While it has evolved over the years, true to the spirit of continuous improvement, it is still the linchpin in linking our day-to-day activities with the mission that we aspire to achieve. We often say the Business Plan gives “feet” to our priorities and Key Performance Indicators, as well as establishes a structure for resource allocation. With the strategic goals set—and appropriate outcomes identified—the operations of the City are reviewed and redeployed to bring the strategic vision to life. Specific initiatives are developed in response to the priorities identified in the Strategic Plan. This Business Plan is an outgrowth of the strategic priorities, capturing the City’s vision in a specific, directed, and quantifiable form. The Market Environment section is the result of an environmental scan performed prior to the strategic planning process. It is presented in its complete form in the Strategic Planning Workbook and then updated and summarized here in the Business Plan. We look at local demographic and economic forces to identify emerging issues and items of concern to our residents. Direct customer feedback is solicited through surveys, focus groups, and town meetings (Slice of the Springs), which becomes the basis for the Commission’s strategic planning. Our Service and Operations Strategy is organized by strategic goal to document the steps we are taking to achieve the intended outcomes for each of the priority areas. Key Performance Indicators, set by the Commission, are the measurable results we intend to achieve.

Why Are We Here?

Data Analysis

Citizen Input Strategic Plan Policy Business Plan Budget

Output to Citizens

116

Fiscal Year 2019 Annual Budget

Operations

Market Environment Overview As the local and regional economy continues to grow in a positive direction, the City has shifted away from recession recovery and continued focusing on sustaining long term financial stability while maintaining a strong foundation. The events of Hurricane Matthew and Irma as well as the tragedy on February 14, 2018, forced the City to operate in an unfamiliar yet realistic environment, which has helped develop and support the decisions being made for the upcoming fiscal year and years to come. The City’s financial status remains positive as seen through the “AAA” bond rating with Fitch and Standard and Poor’s, and AAa rating with Moody’s rating agency. Economists are stating that the high level of real growth in Florida’s Gross Domestic Product will begin to see a slowdown in the next couple of years into fiscal year 2020, but will remain above the national average. Florida’s personal income growth continues to strengthen and be above the United States average, but per capita personal income is not at the same level displaying a weaker status. The economic growth in Florida is mainly driven by the population growth, which boosts employment and income growth. The hurricanes from 2017 have created a net permanent increase in Florida’s population growth. As the City’s population continues to grow, we begin to see more residential and commercial building, development of warehouses in the corporate park allowing businesses to move in while creating jobs and providing people to move into the newly developed residential buildings. We have seen an increase in median sales prices for single-family homes and condominiums for Coral Springs as well as Broward County. With the increases in median sale prices and population, economists are stating that foreclosures are no longer an issue for the housing market. We have begun to see major retailers and businesses investing in Coral Springs such as Costco, WAWA, and MOD Pizza. The City continues to be faced with demands for changes or increasing services, numerous challenges including the increasing cost of technology as well as cybersecurity, potential legislation that will weaken its home rule authority or impose mandates without a corresponding funding source, growing our financial reserves, attracting and retaining talented employees, and controlling expenses. There are no easy decisions ahead. We must rely on our planning process to ascertain available resources, identify priorities, and then allocate our scarce resources according to those priorities. The City has revamped the Strategic Plan for years 2018-2023-2033 to provide for where we are today, where we will be in 5 years, and a vision for what to look for in 15 years. The Fiscal Year 2019 Business Plan outlines the market conditions and trends impacting the City of Coral Springs.

Real Estate Trends Ad valorem property taxes, which are based on assessed values, make up 45% of the City’s total revenues. Growth in this singularly important revenue mainly comes from value increases in the commercial, retail and industrial sectors, new development, and millage rate increases. A majority of the City’s residential properties are protected by the Save Our Homes (SOH) cap, a Florida law that limits the increase on homesteaded property values to the lesser of the rate of inflation or 3%.

City of Coral Springs, Florida

117

Housing Market Healthy

$12.0 $10.0

FY12

$10.28

FY11

$9.69

FY10

FY13

FY14

FY15

FY16

FY17

FY18

FY19

$9.06

FY09

$8.54

FY08

‐2%

$8.13

$0.0

‐11%

$7.75

‐13%

$7.47

‐5.5%

$7.40

9.6%

$2.0

$7.55

$4.0

$8.53

$6.0

$9.82

$8.0

$10.39

• Broward County has seen a 2.1% increase in active listings of singlefamily homes from May 2017 to May 2018; the inventory for condos increased by 0.6% (Realtors of the Palm Beaches and Greater Ft. Lauderdale, June 2018).

Total Taxable Assessed Values

$ Billions

• Single-family home sellers enjoy a strong market. Data for May 2018 shows the average sales price in Coral Springs remains very high at 98.2% of the listing price, with a median 29 days on the market (Miami Association of Realtors, June 2018).

• Median sales prices in Coral Springs Source: July 1 certified values, FL DOR Certified Taxable Value form (DR‐420) Total Taxable Assessed Values are recovering for the City but growth is restrained due to the high percentage of properties protected by Save Our Homes. Source: July 1 values from FL Department of Revenue form DR-420. This Percentage Change in Taxable Value compares today’s July 1 TTAV to last year’s July 1 TTAV in May 2018 were $392,500 for singlefamily homes and $138,000 for condos, an increase of 3% and 9% from a year ago, respectively (Miami Association of Realtors, June 2018). In Broward County, median sales prices of single-family homes reached $360,000 in May 2018, an increase of 5.9% from the previous year. The median sales price of condos in Broward County was $165,000, an increase of 3.8% from the previous year (Realtors of the Palm Beaches and Greater Ft. Lauderdale, June 2018). • There has been a 91% decrease in foreclosures since 2010; roughly 500 in May 2018 down from a peak of 5,500 in May 2010 (CoreLogic, June 2018). The number of cases in all phases of foreclosure (lis pendens, final judgments, and REOs) is declining. New Residential Development Underway • The former Broken Woods Golf Club will be the site of over 400 new residential units—186 single-family, zero-lot-line homes on the north parcel, 80 townhomes and 168 three-story, multi-family units on the south parcel. Construction at The Reserve is 100% completed, the south parcel with multi-family units and townhomes. Building permits have been issued for four model homes and 21 homes have their permanent certificates of occupancy in Coral Lago, the north parcel where the new single-family homes are underway. • In 2018, Marquis Coral Springs purchased Bainbridge Coral Springs (the new gated 250-unit community fronting on the northern portion of the Country Club of Coral Springs) for $72 million. Marquis Coral Springs comprises seven, five-story modern apartment buildings including the use of the golf course and tennis courts. Construction of a new clubhouse, which is owned by the Country Club of coral Springs, is underway. Commercial Sector Energized • Major retailers and businesses have begun investing in Coral Springs, including Costco, WAWA, and MOD Pizza. Nearly all of the “big box” retail spaces within the City have been filled. Existing business facilities, such as 1750 University Drive Plaza and University Place at City Center, are also seeing modernizations, renovations, and expansions throughout the City. • Developers are also investing within the 442-acre Corporate Park of Coral Springs (City’s industrial center). Exeter Group Property is beginning a multi-million dollar renovation and development, which will lead to a total of 569,000 square feet of desirable industrial warehouse buildings to attract the City’s targeted industries and high-wage jobs. • A whole new level of healthcare industries is coming to Coral Springs. Cleveland Clinic Florida, a new 74,000 square-foot Family Health and Surgical Center, opened in July 2018. The facility houses a clinic with up to 40 exam rooms, an ambulatory surgery center with four operating suites, and several procedure rooms. Broward Health Coral Springs is also nearly complete on its fourstory, 110,000 square-feet patient tower opening in August 2018. This new tower will be dedicated to maternity care and surgical services. • Business development continues to grow with 344 new business tax receipts issued since October 2017.

118

Fiscal Year 2019 Annual Budget

Economic Development The Economic Development office supports the City’s Thriving Business Strategic Priority. In order to make Coral Springs a community of choice for businesses, residents, and visitors, we must continually compete in the market. To achieve this, we work closely with the business community to retain and grow existing businesses, as well as to attract new businesses to the City. In addition, we are focusing on the redevelopment of the downtown area as a destination. We also continue to enhance the lives of our citizens with quality education, parks, sports activities, art & culture, and community events. Economic Development Strategic Plan • The City is working to develop the next level of its Economic Development Strategic Plan with the community and business leaders. A request for proposals has been issued, and the City will select a firm to assist with stakeholder engagement and development of a plan based on data to help us determine our opportunities for appropriate growth. This plan will help direct efforts with regard to opportunities in our corporate park and other commercial areas, and will help us project the capacity for increasing our tax base. • Partnerships will be key to execution of the strategic plan, which includes working with Enterprise Florida, the Broward Alliance, the Coral Springs Regional Chamber of Commerce and brokers, developers, contractors and business owners. • The City successfully presented a Real Estate Summit on market trends in the past, and will continue to produce this event. The City plans to partner with the Coral Springs Regional Chamber of Commerce to produce an event tailored to residential real estate agents providing a forum to interact with City staff, School officials, and local resources that support their industry. • The City will also continue to acknowledge stellar local businesses with its Business Recognition and Appreciation awards. Business is Brighter Campaign • The City continues to market opportunities by providing data and information needed for businesses to make decisions on the Economic Development website, www.coralspringsedo.com. The City’s Communications & Marketing Department is retaining a firm with economic development marketing expertise to enhance our efforts with regard to the website, print pieces, social media, and advertisements, to ensure that we are spending our dollars on channels of communication that have a return on investment. Staff will continue to attend conferences and trade shows that provide an opportunity to showcase Coral Springs. For example the City is a Silver Sponsor of the 2019 Leadership Summit for the International Economic Development Council that is being held in Ft. Lauderdale, which gives us a national platform to reach economic development professionals. • The City continues to partner with the Coral Springs Regional Chamber of Commerce to support small businesses through the Chamber’s Business Academy. • The City has created a stronger dialogue with the Corporate Park Association and the CRA Merchants Association, and will continue to develop those relationships to support and enhance businesses in our community.

Downtown Coral Springs The City of Coral Springs and the Coral Springs Community Redevelopment Agency (CRA) are creating a vibrant and sustainable downtown in which residents, businesses, and visitors can live, work, shop, and entertain. In FY 2018, the CRA partnered with the City on a variety of projects, including the water and sewer line replacement, rezoning 88 acres of the CRA core to Downtown Mixed-Use (DT-MU), and the completion of the Municipal Complex and Parking Garage. All of these projects have increased significantly the number of Developers interested in the Downtown area. A direct result of these improvements is a new mixed-use project, called Cornerstone at Downtown Coral Springs being proposed for the SW corner of Sample and University Drive. Some of the upcoming FY 2019 CRA projects include but are not limited to: creating Urban Design Guidelines to accompany the new DT-MU zoning district, redesigning the City’s master parking area within the CRA to improve the aesthetics and make the area more walkable, and adding wayfinding and gateway signage to help identify the Downtown area and help create a sense of place.

City of Coral Springs, Florida

119

Downtown Housing With the recent approval of the new Downtown Mixed-Use (DT-MU) Zoning District, the amount of downtown housing is expected to increase significantly. The Development of Regional Impact allows for a total of 2,400 residential dwelling units within the CRA. This housing will be in addition to three new housing developments, within walking distance t o the Downtown core, that were completed in 2018. The Reserve features 80 townhomes and 186 multifamily units with apartments and townhomes. Amenities include a fitness center, clubhouse, 4.7 acre Public Park, pool, and a business-savvy e-cafe. Coral Lago features 186 single-family homes with three, four, and five bedrooms. A third housing project, Marquis Coral Springs features 250 units i n seven five-story buildings. This new luxury Development includes resort style amenities with a three tennis courts, pool, fitness center, pro shop, and a free round of golf for residents at the redesigned Country Club of Coral Springs on which this development sits. In addition to these recently completed housing developments, the proposed Cornerstone at Downtown Coral Springs mixed-use project is proposing 450 residential units. Downtown Business The new Village Green project, located in the NE corner of Sample Rd. and University Dr., was completed in 2018 and includes a Starbucks drive-thru, space for Holy Cross Urgent Care and Imaging Center, and an area allocated for future retail. Right outside of the CRA boundaries but connected via the ArtWalk and Downtown Pathway, Broward Health Coral Springs is contributing to the momentum with a $56 million expansion that is nearing completion. This expansion project will increase bed capacity from 196 to 250. The tower addition will be a four-story, 130,000-sq.-ft. horizontal expansion, which will house the Mother/Baby program, medical/surgical patient rooms, and new entrances for the hospital. In addition to these larger projects, the CRA continues working with the Downtown Merchants on business retention efforts. One of the programs being offered is a Commercial Enhancement Matching Grant to help existing businesses and property owners on Sample Road between Coral Hills Dr. and NW 99th Way make improvements to their building. Completion of the new Municipal Complex Construction of the new 74,000 square-foot five-story City Hall building in the Downtown/ CRA area started in June 2016 and was completed in January 2018. In addition to better serving the community, the New City Hall is also encouraging private sector confidence and serving as a catalyst for redevelopment. The 607-space parking garage that was completed with the City Hall is necessary to support City operations and it will also be used for the Commercial Development on the city-owned parcel adjacent to the garage (known as “Parcel II”). The “Grand Lawn” next to the New City Hall is already being utilized for community events and it also brings people together to visit and interact with the new CRA funded “Downtown Interactive Icon”, which is a large image of the Coral Springs Sun. People are able to walk under the arch of the sun and have their pictures taken. In the coming year, we will continue to utilize the Grand Lawn and the ArtWalk as a gathering place. Building Momentum Cornerstone at Downtown Coral Springs is a mixed-use project being proposed on a 7-acre property on the SW corner of Sample Rd. and University Dr. in the heart of Downtown Coral Springs. The Developer is currently working on the preliminary plans which includes a 150-room hotel, 450 residential units, 213,000 square feet of commercial (including restaurants, office and retail), a grocery store, and entertainment. If this Project meets the City and CRA’s vision, the CRA will provide a tax increment revenue incentive to the Developer. As part of the Cornerstone project, the Developer is also interested in purchasing the city-owned Parcel II. Another important redevelopment site is the old City Hall Parcel. The old City Hall building was recently demolished leaving this 4-acre site ready for redevelopment. The City and CRA are exploring the options to sell or lease the parcel to a private developer for construction of a project that includes a mixture of residential and office/commercial. As the Downtown grows and develops, the CRA will continue to encourage a mix of uses, businesses that generate pedestrian traffic, high quality design that will enhance Downtown, and projects that are flexible to respond to future market evolution.

120

Fiscal Year 2019 Annual Budget

Technology The City of Coral Springs information technology strategic plan is a comprehensive blueprint that defines how technology will be envisioned, architected, and delivered to all City departments. The strategic plan will enable Information Technology (IT) to meet its mission by defining a strategy that adheres to best practices, governance, and supports the initiatives and vision of the Cityâ&#x20AC;&#x2122;s strategic plan. Defining this fundamental IT best practice favorably positions the City to take full advantage of future solutions and technologies we pursue.

Network Infrastructure The Cityâ&#x20AC;&#x2122;s network infrastructure was designed to provide data and voice redundancy shared across multiple data centers in the city. This foundation provides stability, bandwidth, and survivability to the critical systems that are necessary to run critical City operations. In 2019, the IT organization is planning on creating an off-site datacenter outside of the South Florida region for redundancy of mission critical public safety applications. In effort to ensure the availability of data, an enterprise class virtualized server and storage network was implemented. This technology provides a robust application layer, which is capable of handling the latest in software applications, as well as allowing for future platform growth. Enterprise Software Application The City is currently working with a consultant to evaluate and select a vendor for a new Enterprise Resource Planning (ERP) system. The combining of multiple data elements into a seamless platform is necessary to meet the growing demands of the City, and to meet the expectations of our customers. In an effort to integrate the numerous work-flow processes that are now being done by multiple disparate platforms, or in many cases shadow systems, an ERP project will be necessary to create uniformity and up-to-date functionality. The ERP solution will also allow the City to take advantage of electronic document delivery, as well as drastically minimize many of the manual processes that are done today. Software Sustainability The City maintains a comprehensive inventory of the software products deployed across the environment. With the use of integrated tools such as Microsoft System Center Configuration Manager (SCCM), we have the ability to conduct real-time inventories of all of the software in use on all City devices. In addition to maintaining software inventory, the City also maintains Enterprise License Agreements (ELA) with Microsoft, our largest software provider. In accordance to the ELA, the IT department maintains appropriate license levels, and keeps products on their latest versions and patch levels. IT Standardization The IT department maintains a change management practice modeled after industry standard protocols outlined by the Information Technology Infrastructure Library (ITIL) governance body. ITIL governance dictates how changes to production systems are handled, documented, and communicated. Detailed logs of the regular weekly Change Advisory Board (CAB) meetings are kept, and changes must pass through the CAB before implementation. The IT department also follows the industry standards set for Project Management based on the Project Management Book of Knowledge (PMBOK). Currently the IT department has two certified Project Management Professionals (PMP) on staff.

City of Coral Springs, Florida

121

On-Line Services and Registration Currently the City utilizes several online or web based solutions to serve our residents. Our customers can pay water bills online, register and pay for Parks and Recreation classes or events, and enroll in our Fire Academy courses. Additionally, several of the City’s applications are hosted in the cloud when available, and depending on the nature of the data. Online services provide the City with an added reach to our programs and payment options, which allow us to focus on our residents’ needs. The City currently supports an online registration process for our Parks and Recreations department, as well as our Regional Fire Academy. Recently, the City deployed a new Applicant Tracking Application (NEOGOV) that allows for a more refined Human Resources hiring process. These web-based technologies allow the public to conduct day-to-day business with the city outside of the normal face to face transactions. As the City looks to deploy state-of-the-art applications, the focus will be on extending online registration as a part of the deployment. Green Information Technology & Document Management/Imaging The IT department continues to invest in energy compliance by reducing our data center footprint and purchasing energy star compliant devices. Taking advantage of virtualized technology allows the IT department to maintain powerful systems that require less cooling and power than conventional server infrastructures. This reduction directly relates to data center efficiency, and provides flexible architectures that can be deployed in smaller more efficient locations. The IT department also maintains a digital document management system that aims at reducing the physical paper products produced, which must be stored in costly offsite locations. Public Safety Technology Initiatives Public Safety is paramount to the integrity and security of the residents of Coral Springs. Our Police and Fire Departments are outfitted with the latest CAD E911 applications and state-of-the-art Motorola GPS enabled two-way radios. The IT department recently wrapped up a major retrofit of mobile devices used in Patrol cars, and is doing the same for our Fire and Rescue apparatus. In addition, the 911 Communications Center workstations recently received a refresh where new solid state hard drives were added. This upgrade, in conjunction with larger screen monitors for the calltakers and dispatchers, added additional speed and functionality to their workspace.

Legislative Issues The City is concerned about legislation that will weaken its home rule authority or impose mandates without a corresponding funding source. The following issues reflect legislative challenges that require attention and clear direction to staff through the Strategic and Business Plans. State Appropriations With an initial surplus expected in the State 2018-2019 budget, a host of special local funding requests were submitted to State legislators and the City of Coral Springs was no exception, submitting over $3.5 million in appropriations requests for special projects. The final adopted pre-veto budget totaled approximately $88.7 billion. Two of the eight special projects submitted by the City of Coral Springs made it to the pre-veto budget but ended up being vetoed in the final session. Marjory Stoneman Douglas High School Public Safety Act-SB7026 On March 9, 2018, Governor Rick Scott signed into the law the Marjory Stoneman Douglas High School Public Safety Act – SB7026. The state allocated $400 million for school safety, mental health and other programs in response to the Parkland shooting. This act authorizes the awarding of grants through the Crime Stoppers Trust Fund for student crime watch programs; establishes the Office of Safe Schools within the Department of Education; provides that each sheriff may establish a Coach Aaron Feis Guardian Program and appoint certain volunteer school employees as school guardians; prohibits a person who has been adjudicated mentally defective or been committed to a mental institution from owning or possessing a firearm until certain relief is obtained; prohibits a person younger than a certain age from purchasing a firearm; prohibits specified acts relating to the sale and possession of bump-fire stocks; and creates the Marjory Stoneman Douglas High School Public Safety Commission within the Department of Law Enforcement.

122

Fiscal Year 2019 Annual Budget

Emerging Issues The following issues may affect our ability to provide the level and type of service our customers expect. Opioids Opioid misuse and abuse is an epidemic in the United States. According to the Centers for Disease Control, they were involved in more than 33,000 deaths in 2015. Florida has seen a dramatic increase in opioid-driven overdoses, up more than 20 percent. Opioids, such as heroin, lead to nearly 10 deaths a day in the state, killing someone every two and a half hours, according to the Florida Behavioral Health Association. The problem is spurring calls for expanded availability of treatment for people addicted to drugs and increased training of law-enforcement officers and first responders in overdose prevention. Increasing Cost of Technology While the costs of computer hardware and processing power has fallen at a steady rate for years, the increase in the amount of data we capture, manage and hold has grown exponentially. Once we have captured and stored that data, we now have to protect it. Even with inexpensive servers and software we add additional layers of security, which means more people have to administer the applications and more layers of integration and complexity. We then present this data to the citizens, and increasingly provide them with online services ranging from building permit scheduling to water bill payments, and even citizen to police reporting. Providing the increased services, additional data storage, and higher level of security is causing Information Technology maintenance to increase consistently from year to year. In Fiscal Year 2019, the Cityâ&#x20AC;&#x2122;s Information Technology department is requesting an 18% increase in maintenance costs, with a majority of the increase due to new service contracts. Charter School Relocation The Charter School creates significant traffic at peak school hours for roadways that are already highly congested. The school has already outgrown its facility and is examining opportunities to relocate to a larger space with assistance from the City. Currently, the school does not have any fields for sports practice and would like a space that can incorporate this need. Several sites have been considered including relocating the Charter School to the parking lot of the Coral Springs Center for the Arts. Discussions have been tabled giving City Staff time to take a fresh look at all of the sites considered including the upgrading the school at its present site or moving it to another spot on the same site. Royal Utility Royal Utility Company is a water utility and ground water lime softening treatment plant located in northeast Coral Springs. It produces potable drinking water, servicing approximately 1,500 customers. The City conducted an analysis of the financial viability of purchasing the water utility. The study puts a value of the utility at approximately $0.5 million which is net of the $3.7 million in capital improvements needed. Based on the findings, the City does not intend to purchase the utility at this time. Corporate Park The Corporate Park is 442 acres, approximately 244 businesses with business tax licenses, 318 folios, and 233 property owners. The Economic Development Office is working with the City, property owners, businesses and other organizations in the Corporate Park to enhance and expand economic activity by increasing business development conducive to economic advancement. This will provide a stronger, more balanced and stable economy and employment opportunities for the residents, and improve the competitive advantage of the City. As a result of a study performed in 2014, stormwater system improvements have been identified in the Corporate Park Area which has historically encountered flooding issues during and after significant rainfall events. This study estimated implementation costs for any recommended stormwater improvements and developed a phase in plan for any recommended stormwater improvements. The design and construction of Phase 1 of 2 was completed in 2017. At the request of the Corporate Park Executive board, Phase 2 was deferred until preparation of a new design consisting of curb, gutter, additional catch basins, and road reconstruction. Funding for the work is contingent upon approval of an Economic Development Assistance Grant and Stormwater Assessment

City of Coral Springs, Florida

123

Census 2020 The U.S. Census counts every resident in the United States. It is mandated by Article I, Section 2 of the Constitution and takes place every 10 years. The data collected by the decennial census determine the number of seats each state has in the U.S. House of Representatives (a process called apportionment) and is also used to distribute more than $400 billion in federal funds to local communities spent on infrastructure, programs, and services. The next Census in 2020 will require counting an increasingly diverse and growing population of around 330 million people in more than 140 million housing units. To get an accurate count, the Census Bureau must build an accurate address list of every housing unit, maximize self-response to the Census, and efficiently follow up with those who do not respond. City staff has already begun working on this effort by ensuring addresses are accurate for the upcoming Census. SW 10th Street Extension - Sawgrass The Broward Metropolitan Planning Organization voted in favor of an 18-point plan to expand SW 10th Street. It includes sunken express lanes down the middle of SW 10th Street, with higher local access roads running parallel to these lanes at grade. Other options include sound-proofing walls, better traffic signal timing at eight intersections, and improved interchanges between SW 10th Street and the three highways. The SW 10th Street expansion was approved as part of a five-year, $5.4 billion capital budget proposed by the Stateâ&#x20AC;&#x2122;s transportation agency, FDOT. A connection was part of the original plans when the Sawgrass Expressway opened in 1986. Education Support With over 40% of households having school age children at home, education has historically, and continues to be a priority for Coral Springs residents and businesses. In the 2018 Business Survey, 80% of respondents indicated that the quality of local schools was an important factor in their decision to locate in Coral Springs. In addition, 93% of business survey respondents are satisfied with the quality of public education. Residents have consistently noted that education is an important factor when deciding where to locate. In the 2017 resident survey, 54.3% indicated the quality of the education system was important to their decision to live in or stay in Coral Springs. Given the importance of education to our stakeholders, the City has continued to support our schools through the school crossing guard program, the School Resource Officer Program, Parent and Principal Education Committees, GRADE program, Safety Town, school grants, and many other programs. Looking into the future, the City will need to explore ways to continue to be a community known for excellent schools. These efforts will include developing and maintaining relationships with school board members and staff and having open lines of communication with students, parents, teachers, and principals so that emerging issues are identified and addressed.

Community Engagement Community engagement is both a priority and a challenge for local government leaders. People engage with what they feel part of and value what they help to build. Engaging citizens and local communities is indispensable when it comes to developing a sense of ownership in local decision-making and service delivery. Thanks to the explosion and availability of affordable digital technologies, proactive agencies such as the City are poised to drive significant change in the way they interact with their communities. The City will do this by leveraging social media, video, mobile messaging and other tools to communicate with citizens in a way that is more engaging, interactive and personalized than ever before. Challenges to Retain and Develop Talent State and local governments are challenged to find new and competitive ways to attract, retain, and engage talent. This challenge is compounded by the growing number of baby-boomer retirements and increased turnover among younger workers. To address the demographic shifts and ensure that they will have a skilled workforce for the future, state and local governments need a holistic approach to recruitment and retention, including the use of succession planning. By investing in people, the organization sends a clear message that people are valued and there is commitment to building a talented pipeline.

124

Fiscal Year 2019 Annual Budget

Cybersecurity When it comes to the security of state and local government networks, recent data all points in one direction: vulnerability. In 2018, two large American cities learned that their information systems were hacked. First, Atlanta revealed that it had been the victim of a ransomware attack that took many of the city’s services offline for nearly a week, then, Baltimore’s 311 and 911 dispatch systems were taken offline for more than 17 hours, forcing dispatchers to log and process requests manually. Both attacks could have been prevented. IT departments are focused like never before on keeping their networks and data secure.

Workforce Analysis According the latest organization survey, overall employee satisfaction remains high at 95%, highlighting the City’s excellent work environment where employee recognition is linked to core values and employees feel valued for their contributions. Employees report high levels of satisfaction with their direct supervisor. When employees know what is expected of them, feel their opinion matters, and are supported in achieving their developmental goal, morale remains high and employee retention is strong. In late

2017, employees participated in the Top Workplaces Survey facilitated by the Sun-Sentinel, once again our City was recognized as a Top Workplace ranking 4th in the large employer category. Four years ago, Human Resources established an employee engagement index as part of our annual organization survey. The index includes indicators such as work environment, empowerment/innovation, managerial effectiveness, professional development and employee recognition. Our engagement index remains high at an overall average 91%. Strategic Direction is the highest scoring area. Employees have a strong sense of belonging, know how their job supports their department goals and City’s mission. To increase collaboration and cross-departmental communication, the City launched Workplace by Facebook which has become a great resource for employees to stay informed and engaged in matters impacting our City. Sustaining Employee Engagement through Health/Wellness Initiatives The City remains committed to sustaining our workforce by offering onsite wellness programs and quality employee benefits. In response to the recent tragedy in our community, onsite EAP services were provided by local clinicians who assisted employees

City of Coral Springs, Florida

125

and their dependents. Our wellness committee continues to leverage our champions program to increase awareness of ongoing wellness opportunities. To keep engagement levels high, we continue to offer quarterly wellness challenges to promote teamwork and individual progress. To further strengthen wellness engagement, our onsite health coach provides personalized one-on-one health coaching sessions and a variety of stop by booths to educate employees on counteracting chronic health conditions. Healthy behaviors are rewarded and employees are encouraged to strive for overall well-being, with an increased focus on delivering education on emotional well-being, stress management, the importance of sleep and topics related to financial wellness. Human Resources recently implemented the FitThumb wellness portal and CIGNA’s Motivate-Me program to increase employee and dependent participation in wellness programs offered by the City. Proactively Growing Internal Talent The City has pro-actively grown our talent pool for the last decade resulting in several successes, turning succession plans into reality. During the last year, participants in the Leadership Development Program (LDP) were invited to an employee focus group that later recommended several changes to enhance participant outcomes. The program now offers a self-directed application process, attendance standards and new emphasis on strategic learning events and mentoring. Ongoing communication and sharing of information has been improved through the “Workplace – Leading the Way” private group. Our commitment to providing a learning culture and positive leadership role models remains strong. A new Learning Management System (LMS) has been requested through the annual budget process; it will enable more self-directed learning and the creation of learning paths for all LDP participants.

Expanding Recruitment and Selection Strategies The Human Resources department is committed to promoting the City’s employment brand and improving all processes that attract and engage qualified applicants. In February 2018, the Human Resources team implemented several enhancements in communication materials, training and applicant engagement programs to improve the overall on-boarding process. Additionally, the City’s Recruitment and Selection policy has been re-written to clearly identify roles and responsibilities related to selection strategies and provide recommended timeframes for all steps within the recruitment process. The NEOgov applicant management system has greatly improved the applicant experience, internal applicant review process and streamlined the online requisition process to meet the needs of hiring managers. In the coming year, more emphasis will be placed on leveraging the workflow capabilities of the NEOgov system to improve the timeliness of recruitment activities and automate on-boarding processes. Beginning in Fiscal Year 2019, Human Resources will implement new department measures to help assess the quality of hiring efforts and overall satisfaction with on-boarding programs.

126

Fiscal Year 2019 Annual Budget

Environmental Scan Demographic Trends Decennial Census and American Community Survey

The U.S. Census Bureau’s Decennial Census provides actual counts of population and housing units every ten years, with the most recent one conducted in 2010. The 2010 Decennial Census still remains the best source for reporting basic demographic data, such as population counts, age and race/ethnicity, along with housing unit counts, occupancy and tenure. While the Decennial Census Survey provided an array of other socioeconomic data in the past, that practice was discontinued after the 2000 Census and replaced in 2005 by an annual survey called the American Community Survey (ACS). While the ACS does provide more timely data, it has a reduced sample size and greater sampling error. The ACS collects annual survey information continuously nearly every day of the year through a questionnaire mailed to a sample of households, and then aggregates the results over a specific time period. The ACS data is provided as 1-year, 3-year and 5-year estimates. The 5-year estimate is considered the most reliable socio-economic/ demographic dataset. The analysis below uses the best available data for each category. Where appropriate, trending was done using the Census data for 1990, 2000 and 2010, along with the 2012-2016 ACS 5-year estimates (most recent estimates available from the ACS). A number of trends are worth monitoring as they may indicate the need for a new mix of services. Some trends include the increase in the proportion of residents over the age of 50, the decrease in proportion of school age residents, and the growing number of multi-lingual residents. Coral Springs has a majority minority population meaning the white non-hispanic population (45%) is less than half of the City’s total population.

Population age

Population • Coral Springs is still a “young” community, with 26% of population under 18 • Population under 18 has seen a decrease in its share of the total population by 16% in 1990 • There has been some “aging” in the past 20 years • Median Age reported by the Census increased from 31.7 in 1990 (37.6 for Broward County) to 36.4 in 2012-16 (40.0 for Broward County) • Age group 50-64 increased its share of the population significantly, 87% since 1990 • The trend of aging population will continue through 2030 as Baby Boomers age.

Population trends 100%

The City is still a “young” community but the population is aging in place. There will be a continued need for youth and senior programs in the next 5 to 10year period.

90%

Under 5

Age 5 ‐17

7.0% 8.8%

80% 70%

28.4%

60% 50% 40%

Age 18‐ 34 6.0% 14.1% 28.1%

24.9%

21.2%

23.8%

30% 20% 10% 0%

Age 35‐49

Age 50 ‐64

Age 65+

7.9%

9.9%

20.5%

19.7%

23.6%

22.2%

21.4%

22.3%

20.8%

19.3%

7.1%

6.9%

5.8%

6.6%

1990

2000

2010

2012‐2016

City of Coral Springs, Florida

127

Growing Hispanic Population • Coral Springs has a Majority Minority population, according to the 2011-2016 ACS 5-year estimates. Majority Minority means the White Non-Hispanic population comprises less than 50% of the population. • Based on the racial and ethnic diversity of Miami-Dade and Broward Counties, the current trends will continue as a more racially/ ethnically diverse population continues to move from Miami-Dade into Broward (and Coral Springs). 100% 90%

Non‐ Hispanic Other 9%

Non‐Hispanic Black 21%

Hispanic or Latino

80% 70% 60%

Non‐Hispanic White 45%

50% 40% 30%

26%

Non‐Hispanic Other

Non‐Hispanic Black

21%

Non‐Hispanic White

46%

20%

Hispanic or Latino 25%

10% 0% 1990

2000

2010

2012 ‐ 2016

Data Sources: 1990‐2010 Decennial Census, 2012‐2016 American Community Survey 5‐year estimates

Place of birth • Foreign-born population in the City has increased its share of the total population from roughly 1/5 to almost 30% since 1990. • The majority of foreign born residents come from the Caribbean/West Indies, Central America, and South America.

Percentage of Native Born 100% 80%

Percentage of Foreign Born

21%

25%

28%

79%

75%

72%

2000 Census

2005‐2009 ACS

2012‐2016 ACS

60% 40% 20% 0%

Language spoken at home

City of Coral Springs (ACS 2012‐2016) Percent of Total Place of Birth Estimate Foreign Born Haiti 5854 16.2% Jamaica 4922 13.6% Colombia 4220 11.7% Dominican Republic 1773 4.9% Peru 1656 4.6% Mexico 1466 4.1% Cuba 1449 4% India 1408 3.9% Trinidad and Tobago 1261 3.5% Venezuela 1102 3.1%

• The share of City’s population speaking another language at home has increased significantly, from 25% in 2000 to 37% in 2012-2016. • Roughly 1 in 8 residents speak English less than “very well” as reported by the 2011-2015 ACS. 100%

English only

Spanish or Spanish Creole

Other languages

As the foreign born population increases from areas other than English speaking countries, there will be a future need to provide pertinent City information in other languages, and provide information on social media and other outlets to get information to the younger age groups.

90% 80% 70% 60% 50% 40% 30% 20% 10%

128

0% 2000 Census

2005‐2009 ACS

2012‐2016 ACS

Fiscal Year 2019 Annual Budget

Income • Residents’ Median Household Income is 22% higher than the County and 18% higher than the U.S. • Residents’ Median Family Income is 15% higher than the County and 8% higher than the U.S. Coral Springs

Broward County

$80,000 $70,000

Unites States $74,303

$67,702

$60,000

$62,987 $52,954

$67,871

$55,322

$50,000 $40,000 $30,000 $20,000

The City’s reputation as a place to raise a family will continue to attract young families with higher incomes as compared to Broward County and the U.S.

$10,000 $0

Median Household Income

Median Family Income

A household consists of all people who occupy a housing unit regardless of relationship. A household may consist of a person living alone or multiple unrelated individuals or families living together. Median family income is typically higher than median household income because of the composition of households.

Population below poverty level • The percent of residents living below poverty level in the City is lower than the County and the State. • Poverty has doubled from 1990 (5.2%).

14.40%

15.10%

10.30%

Coral Springs

Broward County

Although lower than the County and the U.S., this data does not include those living below the median household and median family income levels. These families continue to struggle to make ends meet. The fate of funding for Federal programs (HOME/CDBG and other HUD programs) have a direct impact on these this population.

United States

City of Coral Springs, Florida

129

Service and Operations Strategy The purpose of the Business Plan is to set out detailed actions the City intends to undertake in the coming fiscal year to help achieve our Strategic Goals. The five goals identified by the City Commission set the agenda for this Business Plan, namely: • Responsible City Government • City Investment in Today and Future • Downtown Becoming Vibrant • Growing Local Economy • Premier Community in South Florida While the Strategic Plan sets out the vision, the Business Plan outlines tangible plans for making the vision a reality. In each of the priority areas, department directors have developed initiatives that will direct the way the City operates in order to address our five priorities and implement the vision expressed in the Strategic Plan. A Word About Existing Services and Ongoing Initiatives

In some sections, we have highlighted initiatives that were in previous Business Plans that are still being implemented in Fiscal Year 2018. Generally, if an initiative is fully operational and integrated into our service package, it will not be mentioned. The emphasis is on multiyear implementation and the evolution of existing initiatives. For more detail about the services we provide and the performance measures we use to manage those services, please reference the departmental sections of the Annual Budget. Our New Initiatives

Initiatives are developed that will assist us in achieving intended outcomes. We include those we feel are significant contributors to supporting our strategic goals or put additional demands on our resources. In this way, we identify the most significant actions we plan to take next year. Wherever applicable, operating expenditures have been identified for the first year only. Capital expenditures also reflect only the first year of the project, and do not include capital carrying costs.

City of Coral Springs’ Business Model

Citizen Input

Data Analysis

Strategic Plan Business Plan Budgets Output to Citizens

130

Fiscal Year 2019 Annual Budget

Responsible City government

Financially Sound city providing exceptional services New Initiatives Hiring of Grant Consultant Lead Department: Budget

Operating Expenses: $10,000

One of the City’s goals is to increase grant funding awarded to the City. Currently, there is a Grant Coordinator on staff to develop all of the city’s competitive grant proposals. The addition of grant consultants will assist the grant coordinator and city departments in crafting more competitive grant proposals. City departments would have access to subject matter experts who can provide the professional guidance needed to develop competitive grant proposals to funders which will in turn increase the amount of grant funding that is awarded to the City.

Open Smart City- Strategic Planning Online Platform Lead Department: Budget

Operating Expenses: Existing Funds

Recent events have led to a growing lack of confidence in our City. This lack of trust is not only directed at Coral Springs. Public trust in government remains near historic lows; with only 18% of Americans today saying they can trust the government to do what is right. The City’s current performance management system is failing and there are companies in the market which combine performance management and performance measurement into a scorecard for internal/external tracking and reporting. Exploring the use of an online platform to frequently update progress in the community will improve public perception and give our community a sense that they are able to track the new initiatives and reference the City’s strategic direction.

Comprehensive Compensation Study Lead Department: Human Resources

Operating Expenses: $25,000

During the Strategic Planning process, the City Commission identified a (two-part) high priority HR Department initiative requiring a comprehensive review of our compensation and benefit programs. In 2015, the city completed a comprehensive review of all non-union positions, our pay structure and pay related policies. The market survey revealed that our pay structure was lagging the local market which may have been impacted by the economic downturn that started in 2009 and lasted longer than anticipated. Although the cost of the compensation study was included in the annual budget, funds to support implementing a new more competitive pay structure were not available. Upon learning of the City Commissions desire to complete a comprehensive review of the City’s compensation programs, HR management began working with the consultant to identify a scope of services, project timeline and cost estimate. This project will fund the study but does not include any costs associated with implementing or updating of the existing broad-band compensation structure. Continued reliance on City’s reputation, worker loyalty and perceived value of benefits package will attract and retain top talent for the organization.

Improving Human Resource Service Quality Lead Department: Human Resources

Operating Expenses: $14,500

To provide a higher level of service and move away from manual HR processes; more emphasis needs to be placed on streamlining the HR service delivery model. To transform our HR Service delivery model, we will need to expand existing or acquire other systems to meet our future needs. During the last few years, more HR service providers have grown their suite of products in an effort to deliver a one-stop shop experience for HR customers. In 2016, the City purchased the NeoGov Insight recruitment and applicant management solution to improve the hiring processes supported by HR. The NeoGov solution has evolved considerably in the last two years and now provides multiple solutions from a common portal which streamline the HR service delivery model. Additional NeoGov modules can be purchased to leverage the existing recruitment applicant management system while delivery enhanced HR Services. These improved options for self-service and streamlined delivery of multiple core HR processes will increase employee productivity due to less reliance on paper-based and manual work processes.

City of Coral Springs, Florida

131

Linkedin Learning Subscriptions Lead Department: Information Technology Operating Expenses: $23,520 Linkedin Learning is an online platform that provides a multitude of online courses which would be available to all City employees. Training will be readily available to staff, no longer requiring users to register online or travel off-site. Training can be completed from the user’s desk at their most convenient time. Offering online courses to city employees will meet the City’s goal to “hire, develop and retain a top quality City workforce”.

Electric Utility Vehicle Lead Department: Public Works/Equipment Services Division

Capital: $14,721

The purchase of a four (4) seat electric utility cart will provide Public Works Facilities Division with an additional resource to help shuttle personnel, and perform routine maintenance tasks around the new Municipal Complex. The electric utility cart can also be used for hauling supplies during City sponsored events. Most commonly it would be used by staff, performing daily maintenance around the facility while moving supplies.

Innovation Incentive Recognition Program Lead Department: City Manager’s Office

Operating Expenses: $100,000

To encourage greater innovation within the City, an emphasis will be placed on creative thinking to help drive operational improvements in all areas of the organization. A new rewards philosophy will be promoted for employees to embrace the idea of innovation and launch a framework supporting innovative practices. Many of the new core values, established by the City Commission during recent Strategic Planning sessions, encourage higher levels of engagement among employees forming a stronger organization and greater retention of high-performing employees. This program is expected to yield productivity gains and monetary savings by replacing outdated practices.

Tightrope Cablecast Upgrade for City TV Lead Department: Communications & Marketing

Capital: $46,070

In 2014, the City upgraded the Tightrope Cablecast broadcast system that is used to program CityTV. The Cablecast system consists of video servers that manage the scheduling and content being delivered to the station. In 2019, the system will be 5-years old with hardware warranties ending in November 2018 and components which are currently running Windows 7, and will no longer by supported beyond January 2020. This initiative is a request to upgrade the Cablecast system equipment located in our video server room at City Hall.

LiveU Equipment Purchase Lead Department: Communications & Marketing

Capital: $15,500

The LiveU system will allow the City to live stream video both internally and externally, enabling remote streaming to Facebook, Twitter or the city’s website from the field where WiFi is not available. The system can also be setup to stream right to cell phones/ computers of senior staff, command staff, and responding officers as well as allow us to live stream from the ground or from our drones to the EOC TV through an encrypted signal. This would work great during emergency events and other press conferences the City may hold in the future.

132

Fiscal Year 2019 Annual Budget

Ongoing Initiatives Dispatch Improvements (2018-2019) Lead Department: Police Operating Expenses: Existing Funds Broward County Office of Regional Communications and Technology has approved the funding of the console replacement for the Communications Unit. The City of Coral Springs will have to pay for the replacement of new consoles including the installation and movement of radio equipment from old to new consoles as well as the updating of ergonomic lighting over each new console. This will be a cutover that is done live, while the Communications Unit is fully operational. The Communications Unit is in the final stages of the RFP process for the selection of the vendor. Two (2) companies are in the finals. Site visits were completed June 19 and 20, 2018 to see the product at other local Communications Centers in the Tri-County area. We will have final presentation with both vendors on July 18, 2018 and a selection of the vendor should be made by the following week. The goal is to have all of the installation of the consoles and lighting by December 31, 2018 or sooner.

Enhance Strategic Enforcement Team (2018-2019) Lead Department: Police Operating Expenses: Existing Funds SET detectives are used for a variety of crime issues that occur within the City of Coral Springs. These detectives are plain clothed officers who operate unmarked vehicles and provide support to every unit in the Police Department. These detectives search for, and take into custody the suspects of crimes being investigated by our detectives as well as attack emerging crimes trends, track gang intelligence and support Youth Liaison Officers during school release hours. Currently the City employs eight Strategic Enforcement Team (SET) Detectives. The need for the addition of four SET detectives is to expand our support to the other units of the department. The goal of the SET unit expansion is to provide seven-day week coverage for both day and night shift to maximize support to other units of the department. As these positions were adds to staff, we postponed filling these positions until the beginning of July to alleviate manpower restraints on road patrol while new officers were completing their training. While these positions are still going to be filled and are a high priority, we are going to discuss a new time line based on the need for additional School Resource Officers (SRO’s) as a result of the MSD Act. The addition of SRO’s must be in place by August 15th in order to comply with the new law. Our timeline to fill the positions to the SET Unit will be based on manpower needs to provide adequate road patrol coverage and fulfil the needs of the additional School Resource Officers.

Virtual Slice of the Springs Meeting (2017-2019) Lead Departments: Development Services, Communications and Marketing

Operating Expenses: Existing Funds

Since 1995, the City of Coral Springs has held a series of “Slice of the Springs” neighborhood meetings, conducted in different sections or slices of the City – Southeast/Southwest, Town Center/Center West and Northside/Northeast. At each Slice meeting, City staff provides an annual update to the community and discusses relevant issues or concerns with the residents. The meetings are a chance for the residents to interact directly with staff members from all departments of the City, including Police, Fire, Community Development, Code Compliance, Building, Public Works and Parks and Recreation. After a decrease in attendance in 2014-2015, the three-meeting series held in 2015-2016 saw a significant increase in attendance. The attendance was boosted by the advertising efforts of the City’s Communications and Marketing Department through the City’s social media platforms. The goal of this ongoing initiative is to increase the number of participants in Slice meetings by including residents who would like to attend the meeting in person but are unable to do so. A “virtual” option allows people to attend “live” via their computer or mobile device. Communications and Marketing and the Development Services departments conducted the first “Virtual Slice of the Springs” on April 20, 2017 and again on April 12, 2018. A panel of eight staff members answered questions from the public as they were submitted on Facebook while streaming live. This first Virtual Slice was a great success with over 250 questions or comments submitted and over 2,000 views during the 45-minute broadcast—and over 15,000 views to date. Due to this success, staff held two Virtual Slice meetings and two in-person meetings during Fiscal Year 2018, and plans to repeat this in 2019. Technology, lighting equipment, and software, will be rented for these meetings.

City of Coral Springs, Florida

133

Event Management Process (2016-2019) Lead Department: Communications and Marketing

Operating Expenses: Existing Funds

The City has always taken a decentralized approach to event management. Individual departments and divisions, like Parks, Police, Community Relations, Community Development, Fire, and Communications and Marketing are all responsible for planning and executing their own events, relying on the help of other City departments in varying degrees. With the opening of the ArtWalk and City Hall, the City has added three major events and six smaller events to the City’s event calendar. Those events, along with the recent addition of the Mayors’ Chess Challenge, April Pools Day, Founders Day, Hoppin’ into Springs, and others have created a need for us to evaluate our event process. The lack of a coordinated effort in planning, and the increasing drain on resources, has challenged all departments. In December 2016, the City contracted with The Dorsey Group to work with members of City staff involved in event-related activities. The team included staff from several City departments. After an initial meeting with the Dorsey Group, a core team of City employees conducted over 25 interviews with employees with event-related experiences. That data, along with benchmarking data from surrounding cities, provided the research The Dorsey Group used to develop a list of recommendations to improve the City’s event management process. Based on the Dorsey Group recommendations, the City hired an Assistant Director of Parks in January 2018 who oversees the event management process. He has established a cross-functional committee to review and vet all new and ongoing events, and conduct post-event evaluations. An annual calendar of events has been developed. Moving forward in FY 2019, the committee will develop an event sponsorship package, guidelines for the use of City venues for non-city events, and guidelines to assist event planners through the planning and permitting process.

Education Grants (2016-2019) Lead Department: City Manager’s Office

Operating Expenses: Existing Funds

To support and supplement the education efforts of the Broward County Schools, the City has committed resources to assist area students. In Fiscal Year 2017, the City provided $2,000 grants through a grant application process to each of the five public high schools serving Coral Springs students (Coral Glades, Coral Springs, J.P. Taravella, M.S. Douglas, Coral Springs Charter). Grant funds were used for various initiatives including SAT/ACT prep, test prep software, Saturday Reading and Writing Camp, and student incentives. End of year reports indicate positive impact on school results. For Fiscal Year 2019, it is anticipated that the funds will once again be distributed to the high schools through a grant application process.

Multi-Cultural Events (1995-2019) Lead Department: Human Resources

Operating Expenses: Existing Funds

Each year, the City promotes a number of events and programs to strengthen the ethnic, religious, and cultural bonds within the community. By focusing on diversity and respect, we become stronger as an inclusive community and add value to our lives through understanding, acceptance, and appreciation of others. These events and programs are designed to appeal to every segment of the population from students and teachers to families and businesses. In Fiscal Year 2019 the City anticipates hosting the following events. • Martin Luther King, Jr. Celebrations: Student Art & Literary Exhibits, Community Celebration, Business Luncheon, Diversity/ Leadership Day for high school and middle school students, MLK Scholarship Program, MLK Golf Tournament, and a proposed MLK Monument Award to a resident or organization who exemplifies Dr. King’s teachings • WorldFest • National Day of Prayer, hosted by The Clergy Coalition of Coral Springs & Parkland in partnership with the Multi-Cultural Advisory Committee • CommuniTea • International Day of Peace • International Dinner Dance

134

Fiscal Year 2019 Annual Budget

In addition, diversity/sensitivity training programs, such as UniKids, UniTeens, and UniTown, are offered for elementary, middle, and high school students to raise awareness and respect for different cultures, religions, and disabilities, with special emphasis on antibullying.

Youth Programs (2008-2019) Lead Department: Human Resources

Operating Expenses: Existing Funds

Teen Political Forum: The purpose of the Teen Political Forum is to have City, County and State elected officials enlighten students with their personal experiences and address teen issues of interest, concluding with a Q & A from the student audience. This is a great opportunity for students to talk directly to elected officials and feel that their voices are heard. A Steering Committee made up of select high school students spends several months planning the program, under the guidance of a City Commissioner and City staff. This is a valuable experience for the students to develop their leadership skills. The event is open to all high school students who live in Coral Springs or who attend local high schools: Coral Springs, Marjory Stoneman Douglas, Coral Glades, Coral Springs Charter, J. P. Taravella and Coral Springs Christian Academy. Service hours are offered for attending the Forum. Students who are home-schooled or attend private schools and live in Coral Springs are also welcome. Four years ago incentives were introduced to help attract attendees, which proved very successful. Sponsors donated a $1,000 cash award and Pizza Party to the high school with the largest attendance at the event. Additionally, a Traveling Trophy is awarded to the school with the largest attendance each year. Students are treated to food donated by local restaurants. These incentives help to attract approximately 1,000 to 1,500 students to the event. ShineOn: An annual recognition ceremony which honors the â&#x20AC;&#x153;Teacher of the Yearâ&#x20AC;? and one student from each graduating class (5th grade, 8th grade, 12th grade) for exemplary community service in each of our public and private schools. Swearing In Ceremony: Officers of student government councils in each of our public and private schools are sworn in at City Hall, honoring them for their commitment and dedication to their schools and fellow students. This began in Fiscal Year 2017.

City of Coral Springs, Florida

135

City Investment in Today and Future

Upgrades to city infrastructure, facilities and parks New Initiatives Landscape Improvement of Arterial Roads Lead Department: Public Works

Operating Expenses: $185,000

Landscape improvements along University Drive and additional arterial roads such as Coral Ridge Drive, Coral Springs Drive, Royal Palm Blvd, Atlantic Blvd, Sample Road as well as master parking, will improve traffic visibility, allow improved growth and appearance of plants and create a themed more uniform corridor. University Drive will be first to be completed bringing the road up to current FDOT Landscape Design standards which will have a positive impact on safety aspects of the road, and also improve the appearance by beautifying this main corridor with fresh and adequate landscape material. This project will make a positive impact on drivers who use the road as well as business located along these roads.

Facilities/ Streets Cityworks software Lead Department: Public Works

Operating Expenses: $8,000

Capital: $100,000

In Fiscal Year 2017, the Utilities Division procured a software program called Cityworks, which is based on Public Works operations. It serves as an asset management program designed to achieve maximum life and usefulness of infrastructure improvements, as well as document total work order cost of labor, material, equipment and GIS. This project is a continuation of the city’s proactive approach to asset management empowering staff at all levels which should enact process improvements and operating efficiencies.

Mullins Park Playground Replacement Lead Department: Parks & Recreation

Capital Expenses: $300,000

Mullins Park is the largest and most heavily used playgrounds in the City. This playground is 15 years old and part of the city’s playground replacement plan. Equipment and play surface will be replaced with more modern equipment that will feature play items for ages 5 to 12 years old.

Light Fixture Replacement – Aiello Field Lead Department: Parks & Recreation

Capital Expenses: $125,000

Replacement of light fixtures with new energy efficient, hurricane resistant light fixtures on the fields and courts throughout our parks is part of the City’s 10 year Master Plan. Fiscal Year 2019 funds will replace light fixtures at Mullins Aiello field, ensuring a safe night-time environment by providing adequate field lighting, as well as other benefits such as energy costs and savings in labor costs by providing improved technology and more efficient light bulbs which last longer.

Parks Replacement CIP Projects Lead Department: Parks & Recreation

Capital Expenses: $546,118

In Fiscal Year 2017, the City established a Parks Replacement Plan. Funding for this plan is made through funded chargebacks to user departments and held in a sinking fund created for the purpose of paying for future replacements. This plan includes larger replacement projects such as artificial turf fields and pool replacements. As larger park replacements are completed, a review of inclusion into the replacement plan will be evaluated.

136

Fiscal Year 2019 Annual Budget

25 Meter Pool Liner Upgrade Lead Department: Parks & Recreation

Capital Expenses: $350,000

This project is to replace the 25 Meter Pool Liner at the Aquatic Complex. The Pool Liner covers the walls and floor of the pool to protect the shell from developing cracks and leaks. The current liner is over 22 years old and the average life expectancy of a liner is 15 to 20 years. The 25 Meter Pool is used for swim meets, synchronized swimming, water polo, swim lessons and public swimming.

Air Conditioning Technician Lead Department: Public Works

Operating Expenses: $11,256

Capital: $49,000

Currently, the City contracts preventative maintenance on all non-General Fund facilities including the Water Plant, Center for the Arts, Charter School and Fire Stations. The addition of an in-house Air Conditioning Technician to the Public Works Facilities division will result in an annual cost savings and faster response time for non-General Fund departments that experience air conditioning system failures. Facilities staff will become the first responders to diagnose and in many cases initiate the repair process quicker resulting in less A/C down time and result in an overall reduction in repair and maintenance budget for air conditioning units.

New Shop Equipment Lead Department: Public Works/Equipment Services

Capital Outlay: $369,236

Public Works Equipment Services repair facility will be relocated to the newly purchased Public Safety and Public Works building located at 4150 NW 120 Ave. This new facility is currently not equipped for Equipment Services to perform routine maintenance repairs on the city’ vehicles and equipment fleet. New equipment will be procured and installed into the new facility so that Equipment Services can continue to maintain the City’s fleet. Examples of equipment to be procured and installed include stationary above ground automotive lifts, portable heavy duty wheel lifts for medium & heavy duty trucks, overhead hose reels, bulk fluid storage tanks, automated bulk fluid delivery & recovery systems, compressed air system, automotive alignment rack, automotive exhaust extrication system, air circulators, lighting, (2) commercial hand wash stations, tire equipment, and overhead fall restraint system for fire truck bays.

Wireless Telecommunications Master Plan Lead Department: Development Services

Operating Expenses: $28,000

Over the last twenty years, wireless communications have grown exponentially, both in terms of technology available, as well as the impact to people’s daily lives. Changes to the city’s process regarding telecommunications facilities is required as new technology and new types of facilities were not contemplated become introduced. Traditionally, these types of facilities have not been installed in city’s public right-of-way, and lawful competing uses need to be weighed and balanced with public safety and aesthetics in mind. The potential for rapid installation of these facilities and towers and the need for time to review and consider permits/applications necessitated amendments to the existing codes. In order to best prepare for the potential proliferation of these facilities, a wireless Telecommunication Master Plan is needed. The city’s existing telecommunications consultant, CityScape, will provide the service in three phases and Community Development staff will oversee the project, partnered with Public Works department, City Attorney’s Office and Purchasing Division. Once complete, the master plan will be presented to the City Commission for adoption and be utilized by City staff when reviewing land development requirements for wireless facilities. This master plan will provide a realistic placement plan that will improve network coverage while minimizing the overall number of towers built within the City.

City of Coral Springs, Florida

137

Ongoing Initiatives Cultural Facilities Grant for Museum Renovations (2018-2019) Lead Department: Development Services Grant Funding: Matching funds identified The City of Coral Springs received a Cultural Facilities grant in June 2017 from the Florida Division of Cultural Affairs in the amount of $376,536 to renovate the Coral Springs Center for the Artsâ&#x20AC;&#x201D;a performing arts theater and visual art museum. The City will provide a 2-to-1 match in the amount of $754,560. Funding will be used to renovate classrooms, renovate the museum gallery, security upgrades, sound system upgrades, painting, lighting of public art, replacement of flooring, roof and air conditioning repair. The projected is expected to be completed by June 2019.

Roadway Resurfacing (2001-2019) Lead Department: Public Works

Capital Outlay: $500,000

The life expectancy of an asphalt road is about 20 to 25 years depending on vehicle volume. Effective pavement management calls for streets to be resurfaced approximately every 25 years. Beyond 25 years, the aggregate in the road base rises to the surface leading to the recurring formation of potholes. The goal is to resurface the road before there is deterioration of the road base; if not, the existing road has to be demolished and a new road reconstructed in its place. If roads are not resurfaced based on the planned timeline, the City could incur greater expenses in the future. The areas targeted in Fiscal Year 2018 include Pine Ridge North and Westview Drive, and University to Riverside Drive. For roads within the Cityâ&#x20AC;&#x2122;s Utility service area, the Resurfacing plan is linked to the Utilities division cast iron water main replacement program. The water mains will be replaced in advance of the roadway resurfacing project. In Fiscal Year 2019, areas include North Springs and Riverside Drive between Wiles Road & the Sawgrass Express Way, 40th Street between Riverside Drive and University Drive.

Wiles Road and 441 Entry Improvements (2017-2019) Lead Department: Public Works

Capital Outlay: $280,000 Allocated in FY2017

Broward County will widen Wiles Road from State Road 7 (US 441) to Rock Island Road due to traffic volumes exceeding capacity. The project consists of converting from a four- to six-lane road, adding a four-foot bike lane and sidewalks on the north side, improved street lighting, and enhanced landscaping. The City entered into a memorandum of understanding with the County regarding opportunities to construct additional improvements to this primary entry way into the City from the north. The City will fund improvements including an entryway sign with landscaping as well as pedestrian lighting on the north sidewalk from State Road 7 to Creekside Drive. The County Project is continuing until December 31, 2018.

Inflow and Infiltration Rehabilitation (2012-2019) Lead Department: Public Works

Capital Outlay: $750,000 Water & Sewer Fund

The City will continue repairs of vitrified clay sanitary sewer lines that may be cracked or damaged, allowing rain and ground water to seep in (infiltrate). Water that enters the sewer system travels to a Broward County wastewater treatment facility where charges are incurred for treating the additional ground water, thus increasing our wastewater treatment costs paid to Broward County. The highest infiltration flows are observed following significant storm events or following prolonged periods of precipitation. Generally, the work includes joint grouting, relining of defective or cracked main line and structural defective segments of the sewer lines. Structural defects can cause collapsed pipes and interrupt service to our residents.

138

Fiscal Year 2019 Annual Budget

Maintain and Protect City Trees (2017-2019) Lead Department: Parks and Recreation

Operating Expenses: Existing Funds

The City invested heavily in restoring the tree canopy after the devastation wrought by Hurricane Wilma, trying to reach at least a 30% tree canopy coverage citywide. At this level, additional benefits are realized, such as reduction of heat islands, increased rainfall interception, reduced flooding, and increased oxygen production. As the City’s tree canopy continues to grow and mature, the need for tree trimming is increasing. Proper maintenance of City trees will help them withstand future storms. The City employs a tree trimming crew that applies specialized attention and care to the City’s tree inventory, which is essential in limiting losses in the event of another hurricane.

Turtle Run Park Left Turn Lane (2017-2019) Lead Department: Public Works

Capital Outlay: Existing Funds

A left turn lane will be constructed on northbound Tortoise Way into the park. This turn will eliminate the need for motorists to make a dangerous U-turn at the intersection of Wiles Road and Tortoise Way in order to enter Turtle Run Park. An imminent County project to widen Wiles Road to six lanes will make this current U-turn practice even more dangerous. Design was funded in Fiscal Year 2017 with construction funded in Fiscal Year 2018.

New Entrance for Sherwood Forest Park (2018-2019) Lead Department: Parks and Recreation, Public Works

Operating Expenses: Existing Funds

The roadway into Sherwood Forest Park is sinking and the road needs to be rebuilt. Since the roadway will be under construction, it is the perfect time to enhance the entire entryway including landscaping, irrigation and signage to identify the park and make it more visible to the public. This project will improve the beauty of the park and make it safer for vehicular and pedestrian traffic coming into the park.

CDBG Action Plan (2018-2019) Lead Department: Development Services

FY 2019 CDBG Allocation: $770,191

Each year, the City is required to complete an Action Plan as a part of the Community Development Block Grant (CDBG) program, provided through the Department of Housing and Urban Development. The plan describes specific projects and activities the City will undertake in the coming year to address priority needs identified in the 2015-2020 Consolidated Plan. These priorities include providing a suitable living environment, providing decent and affordable housing, and expanding economic opportunities. The City’s five-year (Fiscal Year 2015 - 2019) Consolidated Plan the framework for the City’s annual Action Plan to identify housing, homelessness, community and economic development needs and resources, and then tailor a strategic plan to meet those needs. The program allows the City to utilize grant funds for capital improvement projects in the City’s low- to moderate-income areas which otherwise would have to be paid through the City’s Capital Improvement Program and allows 15% of the funding for public services (senior and youth programs). The following projects are listed in the Fiscal Year 2018/2019 Action Plan: • NW 28th Street Sidewalk phase II: $130,000 • NW 99th Avenue Sidewalk Project: $95,000 • Coral Hills Drive Sidewalk: $90,000 • Commercial Facade: $60,000 • NW 110th Avenue Traffic Calming Design and Construction: $60,000 • Home Repair: $50,624 • Youth Scholarship Program: $50,000 • Senior Recreation and Functional Training: $43,447 • Senior Recreation and Therapeutic Program: $22,082 • Neighborhood Partnership Program Grant: $15,000 • Planning and Administration: $154,038

City of Coral Springs, Florida

139

Traffic Management (2010-2019) Lead Department: Development Services, Public Works

Capital Outlay: $45,000

The Transportation Improvement Plan for Fiscal Year 2019 shows the efforts planned or underway to ensure acceptable levels of service and safe driving conditions are maintained in the City. The City’s Traffic Management Team meets monthly to address issues pertaining to the safe and efficient use of the roadway network. Projects include traffic calming, road resurfacing, turn lanes at intersections, as well as pedestrian and bicycle infrastructure improvements. In Fiscal Year 2019, the City will work with the property owners and residents along NW 110th Avenue to develop a traffic calming plan to meet the needs of the neighborhood as well as requirements of the Coral Springs Fire Department to have minimal impact on the response times of emergency vehicles. The City will also work with Broward County on pedestrian signal improvements to enhance mobility and connectivity, including the installation of audible pedestrian detectors at three intersections with high levels of pedestrian activity. Broward County is planning several improvements including updated traffic signal synchronization and the installation of new mast arms with pedestrian countdown signals. City staff will work with the Broward MPO (Metropolitan Planning Organization) and the Florida Department of Transportation (FDOT) on the following efforts: • Implement projects that improve regional connectivity, including the initiative to build the Sawgrass Expressway Connector to I-95 • Expand University Drive to six lanes north of NW 40th Street • Widen Wiles Road east of University Drive to six lanes • Advance multi-modal initiatives along Rock Island Road, Coral Ridge Drive, and Turtle Creek Drive • Utilize federal funds for the Downtown Mobility Hub planning study and conceptual design • City staff will continue to monitor development within the Downtown LAC (Local Activity Center) to determine traffic impacts of new development as well as the ongoing development within the “Wedge” area of Parkland. Also in Fiscal Year 2019, $45,000 is being requested where $22,000 will be used to replace two temporary rubber speed cushions with concrete on Shadow Wood Boulevard. Additional funding is requested for the repair of speed cushions on 4 neighborhood streets and maintaining the thermoplastic pavement markings and signage to improve the safety and visibility of all traffic calming locations throughout the City.

140

Fiscal Year 2019 Annual Budget

2017-2019 Short Range Transportation improvement plan

SAWGRASS EXPRESSWAY

G " )

WILES RD

B " )

! (2

A " )

CORAL SPRINGS DR

D " )

H " ) 12 ! (

" ) F

! (7 " )E K

" )E

! (2

! (7 RA M B

W ATLANTIC BLVD

! (8

11 ! ! (3 ! !3 ( ! (6 ( (3 13 ! (

! (9

10 ! ( ! (1 ! (1

! (2 RIVERSIDE DR

! (7

LEW O OD

RIVERSIDE DR

W SAMPLE RD

ROYAL PALM BLVD

! (3

RO CK

! (5

! (9

W IE EV

! (4

STATE ROAD 7

UNIVERSITY DR

CORAL RIDGE DR

SAWGRASS EXPRESSWAY

! (9

G " )

! (7

! (3

S Tra Im

! (9

D RD

" ) C

! (1

WESTVIEW DR

ISLA N

14 ! (

! (

Proposed/Under Construction 2018-2019 1 2 3 4 5 6 7 8 9 10 11 12 13 14

City Roadway Resurfacing Program Sidewalk/Pathway/ADA Improvements Mast Arm Installation Wiles Road - Riverside Drive to Rock Island Road - Widen 4-6 lanes (2019) NW 110 Avenue Bike Lanes and Sidewalk Wiles Road - Rock Island Road to US 441 - Widen 4-6 lanes Traffic Calming Speed Cushion Replacement Eastbound Right Turn Lane School Zone Mast Arm Improvements Street Lighting Project (County) Entryway Improvements Forest Hills Lighting Project Tortoise Way - Left turn into Turtle Run Park Westbound Left Turn Arrow

" ) Completed 2017 A B C D E F G H

Water Main/Force Main Construction (NW 110 Avenue) Mast Arm Installation, extend SB travel lane north of Cardinal Rd. School Zone Mast Arm Installation Northbound/Southbound Left Turn Lanes Traffic Calming Speed Cushion Replacement Sidewalk Improvement City Roadway Resurfacing Right turn lane, Sample Road at NW 94 Avenue (Municipal Complex)

Community Redevelopment Agency (CRA) Area #10708 ihouseh 4-11-2017

City of Coral Springs, Florida

141

Downtown Becoming Vibrant

Creating a sense of place and a destination New Initiatives Sample Road Master Parking Comprehensive Plan Lead Department: Public Works, CRA

Capital Expenses: $200,000

In partnership with the Coral Springs Community Redevelopment Agency (CRA), the City proposes the revitalization of the Master Parking area within the CRA (master parking limits on Sample Road between Coral Hills Drive and NW 99th Way). Improvements in this area consist of new facades, signs, landscaping, irrigation, lighting, drainage, resurfacing, hardscape and reconstructed sidewalks with decorative finishes that are ADA compliant. These improvements will create a more attractive environment, encouraging pedestrian activity that will be an asset to all property owners and the surrounding community. These public improvements will create additional private investments for the adjacent commercial properties, as well as, enhance their competitiveness in the marketplace.

Design Guidelines for Downtown Lead Department: CRA, Development Services

CRA Expenses: Existing Funds

It has long been a goal of the City to develop at vibrant downtown that creates a sense of place and destination for citizens and visitors to gather. The City moved this vision forward by constructing a new City Hall, that serves as a focal point for civic functions, as well as an active event space on the grand lawn in front of City Hall where numerous events have already drawn residents to enjoy gathering with each other. In January 2018, the City adopted a form based zoning code for the area downtown designated as part of the Community Redevelopment District that encourages mixed use development and pedestrian friendly activities and circulation. As a next step, the CRA retained Bermello Ajamil & Partners to assist in development of design guidelines for the downtown that will provide guidance for developers with regard to things like appropriate landscape materials, street furniture, and architecture. In addition, Bermello will be creating a concept plan for the City to renovate its master parking areas along West Sample Road to create a more pedestrian-friendly downtown feel.

142

Fiscal Year 2019 Annual Budget

Development Agreement for the Cornerstone Project Lead Department: CRA, Economic Development

CRA Expenses: Existing Funds

In 2018, a private developer acquired the Financial Plaza building and parking lot on the corner of University Drive and Sample Road, and is working on developing a large mixed use project called Cornerstone that will be a component in the City’s vision for a pedestrian friendly downtown. The City and the CRA are negotiating with the Developer to provide a tax increment incentive to encourage development of the property that will meet the City’s long term vision of having a vibrant downtown experience in this location. The final terms of the project components, requirements, and aesthetics, as well as the business terms with regard to the tax incentive will need to be memorialized in a Development Agreement that will be negotiated between the Developer, City and CRA.

Ongoing Initiatives Innovate Downtown (2018-2019) Lead Departments: Communications and Marketing, CRA

CRA Expenses: $170,000 Operating Expenses: $20,000

A crowdfunding event allows local artists, entrepreneurs and innovators, to showcase their ideas in front of an event crowd and potential investors—helping them to raise money to start their business venture. Innovate Downtown took place over two days, Friday, April 27 and Saturday, April 28, at City Hall. On Friday night, 10 innovators pitched their ideas to a distinguished panel of judges. On Saturday, innovators were showcased at the City’s UnPlugged event. Two prizes were awarded – one to the crowd favorite, the other to the judges’ choice. Innovate Downtown focused on bringing start-ups, entrepreneurs, and innovators (referred to as “Creators”) to the Downtown to showcase new creative products and ideas to a crowd and potential investors—helping them raise money to start their business venture. With the success of this event in 2018, the City and CRA will offer the event in 2019, pairing it again with UnPlugged. This event is presented and funded in partnership with the CRA. The CRA has allocated $15,000 towards the Innovate event.

Downtown Decorative Street Lights (2018-2020) Lead Departments: Public Works, CRA

Capital Outlay: CRA Funding

Broward County provides and maintains the street lighting in most areas of Downtown, including the Community Redevelopment Agency (CRA). The County is currently in the design phase of replacing the street lights with LED lights. The City has the opportunity to upgrade from the standard concrete pole with cobra (highway style) light fixture to a more decorative light fixture by paying the incremental difference. The aesthetic difference will clearly delineate the Downtown area. The LED lighting will be brighter, more reliable, and potentially decrease energy consumption, providing electricity expense savings. For Fiscal Year 2020, the CRA will fund the replacement of the poles and fixtures on Sample Road within the CRA. The CRA will work in partnership with the City on this project, which is consistent with the CRA Master Plan.

Intersection Approaches Upgraded to ADA Compliance (2018-2019) Lead Department: Public Works

Capital Outlay: $100,000

The City will upgrade asphalt handicap ramps at intersections to concrete in order to meet current ADA (Americans with Disabilities Act) codes on City roads. The intent is to upgrade approximately 25 intersections per year. The City received a complaint through the Federal Highway Administration from a customer regarding intersection approaches being non-ADA compliant. The notice required a plan to convert asphalt ramps to concrete, meeting proper pitch and slope.

City of Coral Springs, Florida

143

Growing local economy

Increased business investment and jobs New Initiatives Economic Development Strategic Plan Lead Department: Economic Development

Operating Expenses: Existing Funds

In FY 2018, the City went through a request for proposal procurement process to select a firm to undertake an in depth economic development strategic plan. This work will largely be completed in the first half of Fiscal Year 2019, and will entail analysis of market, demographic, and business data to support a strategy for how the City may best deploy its resources to obtain a maximum return on investment for its business attraction, retention and expansion efforts. The development of the strategic plan will include community stakeholder engagement and visioning for what the business community will look for in the future. Part of the deliverable will be a marketing strategic plan for engagement with businesses, brokers, and site selectors. The strategic plan will support the business plan goal of growing our local economy to increase business investment within the City as well as well-paying jobs.

Venture Lab and/or co-working space downtown Lead Department: CRA, Economic Development

CRA Expenses: Existing Funds

With the exit of Broward College from the Downtown, the City has wanted to pursue another use that will encourage the development of new businesses and innovation. Staff is working to find a venture lab or co-working space opportunity that would be attractive to small businesses, home based businesses, and entrepreneurial businesses. The City and CRA staff are also working to align with a higher education institution that would provide training and support.

New quarterly economic development and marketing report on business expansion, retention and attraction efforts Lead Department: Economic Development

Operating Expenses: Existing Funds

Staff created a new a quarterly report to document its efforts in promoting business expansion, retention and attraction. The new format was presented to the Economic Development Advisory Committee in July 2018, and will be updated every quarter going forward. The report notes how many businesses are contacted and the nature of the Cityâ&#x20AC;&#x2122;s assistance. As the City develops a formal Economic Development Marketing Plan, the report will evolve to highlight department efforts as well as serve as a tool to assess the return on the efforts made with regard to the level of business investment and jobs within the City.

Retention of marketing firm to help prepare economic development marketing strategy and materials Lead Department: Economic Development

Operating Expenses: Existing Funds

Following development of the detailed Economic Development Strategic Plan and Marketing Strategic Plan, staff will assess how best to work with an outside firm to execute the goals set forth in the plans. This may include assisting with decisions to place advertisements, attend trade shows, contact brokers and site selectors, provide familiarization tours, and develop marketing collateral. In addition, we will strive to present easily accessible and compelling data and information needed for a business to make a determination as to whether Coral Springs is the right location for them.

144

Fiscal Year 2019 Annual Budget

Residential Realtorâ&#x20AC;&#x2122;s Event Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing Funds

Residential realtors are an important economic force in the community, and often the first contact with new potential residents. Realtors are in a position to positively sell the City, and create interest in living here. In order to promote the City and foster economic growth, the EDO will work with the Coral Springs Regional Chamber of Commerce to produce a forum or similar platform to be held annually in order to strengthen the City and Chamber ties to residential realtors, and to inform realtors about City initiatives, current development, navigation of City approvals and information about schools. The forum would include allowing schools to present relevant information that could assist realtors in providing information to their clients.

Ongoing Initiatives Building Permit Fee Study (2018-2019) Lead Department: Development Services

Operating Expenses: Existing Funds

The Building Division of Development Services is working with a consultant to conduct a detailed analysis of and subsequent recommendations for its current user fees. The current fee schedule is outdated and overly complicated; the last fee study was conducted in 2004. There will also be opportunities to automate more fees and reduce the need for staff to make manual adjustments. Funds collected within the Building Permit Training Fund will be used to offset the costs of the study. Results of this study will be brought forward in Fiscal Year 2019.

Corporate Park Improvements (2017-2019) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing Funds

The City and Property Owners of the Coral Springs Corporate Park Association have created a stronger dialogue, working cooperatively to address long-standing issues in the Corporate Park. City staff, the Association, the Coral Springs Regional Chamber, and Sunshine Water Control District will continue to meet on a quarterly basis to discuss the three principal areas of concern: security, drainage, and code compliance. Although some progress has been made regarding security and drainage improvements, this is a large and complex project that is expected to take multiple meetings to complete. In Fiscal Year 2019, the City will continue to encourage all commercial properties in the Corporate Park to ensure compliance with the code. The City will continue building solid, productive relationships and partnerships with existing companies in the Corporate Park to make it a better place to work and do business, together.

Code Compliance Operational Review and Training (2018-2019) Lead Department: Development Services

Operating Expenses: $15,000

The Code Compliance Division of Development Services underwent an operational review in 2012. The review resulted in 67 findings and recommendations, of which a majority have been accomplished. Code Compliance Operational Review and Training was an initiative in Fiscal Year 2018 where a consultant was hired to review Code Compliance processes and provide recommendations. The review continues with the consultant in Fiscal Year 2019 where the operating expenses will be used to fund the recommended additional training.

City of Coral Springs, Florida

145

Electric Vehicles and Charging Stations (2017-2019) Lead Department: Public Works

Capital Outlay: Existing Funds

To support the City’s drive toward sustainability, two electric automobiles were added to the fleet in Fiscal Year 2017. These vehicles showcase efforts to reduce emissions and dependence on fossil fuels. For wider community application, the City has installed electric vehicle charging station at various central city-owned locations. During Fiscal Year 2017, a pilot project consisting of the installation of two stations was completed at the Gymnasium. In Fiscal Year 2018, two stations were installed at the Municipal Complex garage. Future installations are contemplated for the NW Regional Library parking lot, the Aquatics Complex, and additional parks such as North Community Park and the Tennis Center.

Economic Development Marketing - Website Redesign (2016-2019) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

In Fiscal Year 2018, the Economic Development Office and the City’s in-house web design team revamped and redesigned the Economic Development website, www.CoralSpringsEDO.com. The updated website provides more interactive, engaging content (e.g. Business Recognition and Excellence Awards video, Real Estate Summit registrations, etc.) with a flawless navigation tool for economic development. Furthermore, a professional GIS software/web application has been installed, offering up-to-date demographic and labor force information as well as an online database of available industrial, retail, and office spaces based on user-defined criteria. EDO will continue to focus staff time, energy, and money on mission-critical tasks tailored for corporate executives and site selection consultants in Fiscal Year 2019. For example, EDO will invest in search engine optimization (SEO), and in CoStar Group Inc. (a Commercial Real Estate Information Company) to produce professional, comprehensive market analysis, whether the need is for citywide data or information on a single property.

Real Estate Summit (2015-2019) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

Realtors are an important economic force in the community. In 2018, the City successfully presented a Real Estate Summit on past market trends and will continue to produce this event. In 2019, the City will partner with the Coral Springs Regional Chamber of Commerce for an event tailored to residential real estate agents. The event will provide a forum for interaction with City staff, school officials, and local resources supporting their industry, strengthening the City’s ties with all stakeholders and making the City attractive to mutually beneficial economic development activities.

Coral Springs Regional Chamber Business Academy (2017-2019) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

Now in the fourth year, the Coral Springs Regional Chamber Business Academy continues to grow. Sponsored by the City of Coral Springs and FPL and led by experts focused on a specific topic or discipline, local small business owners seeking to grow their businesses have the opportunity to improve communication skills, gain expert knowledge, network with other businesses and expand resources to help their business succeed. The series of six classes will begin in November and end in April. A nominal fee will be charged to attend.

146

Fiscal Year 2019 Annual Budget

Premier Community in south florida

The Place for Families to Live in Great Neighborhoods New Initiatives Additional (4) School Resource Officers Lead Department: Police Department

Operating Expenses: $562,526

Capital Outlay: $219,520

The City of Coral Springs currently employs twenty (20) School Resource Officers. These officers are assigned to all nineteen (19) public schools and one (1) at the Coral Springs Charter School. Their role is for security of each individual school and to foster positive relationships with students. Given the horrific events of February 14, 2018, at Marjory Stoneman Douglas High School and the related MSD Public Safety Act passage, the City would like to add 4 SROâ&#x20AC;&#x2122;s to the program. The MSD Public Safety Act requires that each district school board and district superintendent cooperate with law enforcement agencies to assign one, or more, safe-school officers to each school facility. There are three high schools in our City that have a population of students over 2000. These schools include Coral Glades High School, Coral Springs High School, and Taravella High School. We believe adding an additional SRO in these schools would be essential to the safety and security of these schools. Additionally, we will be adding a second SRO to Coral Springs Charter School. This SRO will also serve as a substitute SRO in other schools if the primary SRO has to be off campus. This would bring the total School Resource Officers to twenty-four (24). .

Additional (3) Firefighter/ Paramedics Lead Department: Fire/EMS

Operating Expenses: $177,455/$108,763

Capital Outlay Fire: $11,235

The Coral Springs Fire department currently maintains a staff of 150 shift based personnel, fifty (50) per shift. These personnel are responsible for the staffing of eight (8) fire stations located in Coral Springs and Parkland. The department is requesting three (3) additional firefighters in the Fiscal Year 2019 budget. The additional personnel would add one (1) firefighter/paramedic to each of the three (3) fire department shifts. The benefits to the department and the City are as follows: Increase the amount of personnel on particular units such as the busier units that are running heavy amount of calls for service. This would also decrease the needs for some of the busiest ladder and engine companies having to respond to medical calls for additional staffing. Having the suppression companies remain available will allow faster and more efficient responses in their respective response zones. One (1) additional person per shift will allow additional personnel to utilize their allotted accrued leave time for both vacation and comp time at a more consistent rate, which would greatly improve morale and efficiency within the fire department. Having one (1) additional firefighter/paramedic per shift would improve the functionality and efficiency of the fire department.

City of Coral Springs, Florida

147

Logistics Captain Lead Department: Fire

Operating Expenses: $131,563

Capital Outlay: $50,075

The Coral Springs Fire Department is comprised of over 180 personnel operating out of eleven buildings on a daily basis with no one assigned to the logistical functions necessary to ensure continuity of operations. Over the past couple of years, the City has been faced with multiple hurricane deployments and the tragic events of February 14, 2018, along with multiple after events and had to pull personnel from shift and seek their assistance to pull resources and equipment to function during adverse and stressful times. There are resources on a weekly basis that have to be delivered to each station and other facilities throughout the county. The logistics position would provide the department with someone that will be responsible for complete inventory and asset tracking along with resource allocation during normal and adverse times. This person will be responsible for monitoring and coordinating storage, inventory and distribution of the fire department’s uniforms, personal protective equipment, rescue supplies and equipment. Work would involve responsibility for operation of the department’s inventory management program. This person directs and consolidates the functions of equipment and supply allocation, as well as procurement and research to facilitate efficient and effective utilization of fire department resources. The position will oversee the inventory and supply distribution network to meet the daily and mission critical needs of the fire department. The Coral Spring’s Fire Department is requesting the creation of one (1) Logistics Position with the rank of Captain. Having this position added to the fire department will fill a current void and provide for more efficient and effective day to day operations and allow the other members to dedicate their time to their responsibilities.

Principal Office Assistant Part-time to Full-time Lead Department: Fire

Operating Expenses: $31,594

The Coral Springs Regional Institute of Public Safety has continued its growth, and the amount of financial reconciliation has tripled over the past few years. The added new classes, Martin County Agreement and the ability to receive Florida pre-paid will increase the workload beyond the capability of a part-time position. Historically, temporary part-time positions have been responsible for specific programs. The department is requesting to convert a part-time employee to a full-time employee for the Fiscal Year 2019 budget. With the amount of work doubling over the past 3 years for the current bookkeeper/financial coordinator, converting a part-time to full-time will allow for immediate results. The part-time employee is already trained and understands their role, which will save time versus hiring and training an additional parttime employee. The additional time will ensure that staff is capable of handling their respective responsibilities. Funding for the conversion will be made possible due to the three added attributes, new classes, Martin County Agreement and Florida pre-paid.

Adding Radio Authentication to all Public Safety Radios Emergency Lead Department: Police Department

Operating Expenses: $49,020

Broward County Office of Regional Communications Technology is currently in the process of updating their radio system to the Motorola P25 Digital system. This system is more compatible with the system that the City of Coral Springs upgraded to back in May of 2015. Broward County is now requiring any user that goes onto their system to have the radio authentication feature added to each radio that would be used on their radio system once the upgrade is complete. The current tentative date of completion is June of 2019. This is the most common method of protection that involves closing the system so that only the radios provisioned on the system database have access. Even though the City of Coral Springs is under a different radio system than Broward County, this feature will be necessary for any mutual aid operation that would require Public Safety to assist the City of Coral Springs or if Coral Springs needs to assist any neighboring jurisdiction that will be under Broward County’s radio system. All of the Public Safety personnel for both Police and Fire will benefit by adding the feature of Radio Authentication. This will avoid any gap in communication with surrounding cities.

SWAT Sniper Rifle Replacement Lead Department: Police Department

Operating Expenses: $10,000

The City of Coral Springs Police Department’s current SWAT Sniper Rifles are 20 years old. These current rifles do not have the ability to deploy all equipment at one time as the rail mounting system is smaller than newer rifles, causing the need for equipment be taken off and equipment added as needed depending on the need of the snipers. Newer rifles are much lighter, smaller and more maneuverable.

148

Fiscal Year 2019 Annual Budget

Emergency Traffic Signal Lead Department: Fire

Capital Expenses: $350,000

This project involves the installation of a traffic signal at the intersection of Coral Ridge Drive and 41st street in conjunction with Broward County and the transit authorities. The exit point onto major roadways pose visibility challenges for emergency responders and distracted drivers only compound the problem for emergency responders trying to leave the station. Emergency responders deserve safe, ready access to roadways adjacent to the fire station. The signal will not only ensure safe passage for emergency responders, but will create safer and more efficient traffic patterns at an intersection that host a large number of commuters who are employed at First Data and any number of commercial businesses housed in the corporate park.

Stryker Powerload Stretcher Restraint and Lifting Systems Lead Department: Fire/EMS

Operating Expenses: $2,000

Capital $28,000

Rescue transport vehicles manufactured after July 1, 2015 are expected to meet the requirements of the GSA â&#x20AC;&#x201C;KKK-1822 Federal Specification for Ambulance. This project seeks to procure eight (8) PowerLoad Stretcher and Lifting Systems to assure compliance with state guidelines put in place for the safety of patients being transported via rescue truck, while sitting or lying on a stretcher. The equipment asked for consists of an industry approved rugged stretcher mounting and lifting device that will be installed in each rescue truck. This device not only provides the right type of support to hold the stretcher securely to the rescue, it also provides battery operated lifting assistance so that the patients can be easily loaded and unloaded in the back of the rescue trucks. Obtaining specific equipment related to these requirements will not only assure that we will meet these current standards but also will assure that our patients are being transported in a safe manner for them as well as for our rescue crews.

Historic Preservation Lead Department: Development Services

Operating Expenses: $10,000

The County Commission is considering a change to its Historic preservation ordinance which will require cities to obtain Certified Local Government (CLG) status with the state of Florida. Designation as a Certified Local government makes historic preservation a public policy through passage of a historic preservation ordinance. The proposed ordinance establishes a historic preservation Board to develop and oversee the functions of its historic preservation program. Should the City chose not to become a CLG, designation and oversight of Historic Structures and districts within the City will be determined by the County Commission upon recommendation by County Historic Preservation Board. As many of the buildings in the city have just reached fifty years old within the last few years, an inventory of potential historic structures needs to be conducted. Master Site Files need to be created for potential historic structures, which includes research of builders, architects of records, historically significant events, architectural styles, etc. This research and creation of Master Site files will need to be conducted by a consultant with expertise in the area of historic preservation. Historic Preservation Design Guidelines will need to be developed and a Historic preservation Ordinance will need to be created and adopted in order to establish the program requirements within the City. The Fiscal Year 2019 funds will be used to hire a consultant to create Master Site files.

Incentive to hire Police Officers Lead Department: Police

Operating Expenses: $60,000

The City is offering an incentive to attract quality sworn experienced law enforcement candidates. The incentive will award a $5,000 bonus for experienced Florida State certified law enforcement officer candidates who meet the requirements of holding a current certification as a Law Enforcement Officer in the State of Florida and have a minimum of one year full-time sworn, law enforcement experience (not limited to the State of Florida). Also, existing employees that recommend a sworn candidate that converts to a hire will receive a $500 bonus once the hire completes FTO. Through the Cityâ&#x20AC;&#x2122;s recruitment system, promotion of the incentive has been implemented.

City of Coral Springs, Florida

149

Ongoing Initiatives Summer Breakspot Program (2017-2019) Lead Department: Police

Operating Expenses: Existing Funds

During the summer of 2017 the Community Services division of the Police Department coordinated the facilitation of a “Summer Breakspot” juvenile feeding and outreach program in conjunction with Florida Impact. This 6 week program not only provided nourishment to at-risk children (ages 6-14) within our community, but also provided enrichment through daily safety presentations, reading and mentoring, arts and crafts, and sports activities. Coral Springs Police personnel staffed and operated the program, coordinating volunteers, providing educational and recreational components, sports activities, and food distribution. High school students and community volunteers were also recruited to assist with the daily operations. Last summer’s 2018 program was hosted at both James Hunt Elementary School and Coral Springs Elementary. The program benefitted 150 at-risk children. This year’s 2019 program will be held only at James Hunt Elementary School. Seeking to reinstitute the “Summer Breakspot” program this coming summer and years ahead, a dedicated funding source would help with the continuance and possible expansion of the “Summer Breakspot” program.

Community Paramedic Program (2015-2019) Lead Department: Fire/EMS Operating Expenses: Existing Funds (General Fund and Fire Fund) Increasingly, 911 emergency services are being accessed by individuals with low acuity medical issues, the chronically ill, those with no access to primary care, and those with behavioral health needs who find themselves in crisis with no other way to access appropriate care. Invariably, many of these patients are transported by rescue to a hospital’s ER even though it may not be the most appropriate way to meet their needs. In March 2015, the Coral Springs Fire Department launched a pilot of a Community Paramedic program, based on best practices from several agencies across the nation. An existing, experienced paramedic was temporarily moved from the traditional 24 hour on and 48 hour off, to an eight hour a day, five days per week schedule to run the program. Based on the proven success of the interventions made to date, the City created a permanent Community Paramedic position in Fiscal Year 2017. This paramedic will continue the program on a permanent basis, conducting house visits to patients who traditionally have used the 911 system for non-medical emergencies, or as their primary source of healthcare. This paramedic will assist these patients in meeting their non-medical needs, helping them obtain resources directly, instead of through the already taxed 911 system. A community paramedic helps our citizens make better use of available emergency services and find solutions to problems that are not typically related to emergency medical care (transportation, follow up care, medication management, food, housing, utilities, etc.). These patients are being directly assisted or referred to agencies that can assist them.

Zika Prevention Efforts (2018-2019) Lead Department: Public Works

Operating Expenses: Existing

The City will adhere to a Broward County recommendation to place Zika tablets in the storm drains before the start of the rainy season. When the Zika tablets are placed in storm drains, the larvicide breaks the Zika virus cycle by reducing or eliminating the larvae in their habitats. County staff advised that this treatment may be necessary for a couple of years. Without dedicated annual funding for the tablets, the City runs the risk of larvae growth which may in turn spread the Zika virus by mosquitoes.

Additional Senior Programming (2017-2019) Lead Department: Parks and Recreation

Grant Funding (CDBG)

Operating Expenses: Existing Funds

Today’s mature resident is seeking opportunities for continued education and lifelong health and fitness. This has led to an increased demand on the City’s senior programing. Currently we offer a variety of health, fitness, and education classes free of charge to Coral Springs seniors. We are one of the few cities that offer 100% free classes. Tai Chi, yoga, as well as a variety of other fitness classes are among the most popular offerings. Many of these classes reach capacity, with seniors signing up on a waiting list to attend. With the senior population growing, residents are asking for new activities. Additional funds will enable new classes to be added to our Senior Programming.

150

Fiscal Year 2019 Annual Budget

Stormwater Assessment Implementation (2014-2019) Lead Department: Public Works

Operating Expenses: Existing

Capital Outlay: $200,000 Allocated in FY2018

At least 17 municipalities in Broward County currently have a stormwater utility fee or assessment. A study was conducted to quantify the financial impact of stormwater runoff from each parcel within the City to determine the needs of the City’s stormwater management system. Parcels with a high percentage of impervious ground coverage generate more stormwater runoff which must be handled by the City’s system. A numerical correlation of the impact of each parcel has been calculated. Results of this study were presented and discussed at the Fiscal Year 2016-2017 Strategic Planning Workshop. At the Fiscal Year 2018 Business Plan Preview, the City Commission directed staff to proceed with next steps involving additional analysis to justify the assessment calculations, and required legal documentation and procedures to move toward implementation of the stormwater assessment on the tax bill. Funds raised by this assessment would be used to manage and maintain the City’s existing stormwater management system and to construct improvements to address flooding issues.

Enterprise Software (2013-2019) Lead Department: Information Technology

Operating Expenses: Finance Department

Capital Outlay: TBD

The City requires a new financial system as the current system was installed over 20 years ago. BerryDunn, a consulting firm, has been retained to assist the City in preparing a formal RFP (request for proposals) that includes short and long term objectives for a new Enterprise Resource Planning (ERP) platform. BerryDunn is assisting the City in preparing a needs analysis as well as the RFP, and will continue support the City through vendor selection. The implementation of the new ERP platform will be a phased process involving Finance, Budget, Human Resources, Information Technology, and representatives from key using departments across the City. Considerable time and effort is needed to ensure the preservation of existing data and the uninterrupted functionality of these key internal services. The Finance department is preparing for this project by adding two part time positions, reclassifying one existing full time position and upgrading another from part time to family hours to create capacity for additional work without hiring new staff members that require full time compensation as well as a long learning curve. The selected vendor may require an up-front lump sum payment or it may require an annual fee that covers licensing and maintenance. In the event an up-front payment is required, the City will likely issue debt to cover that expense but no debt service payments will be required during Fiscal Year 2018.

FEMA Appeals Consultant (2018-2019) Lead Department: Finance

Operating Expenses: Existing Funds

For the past four fiscal years, the City has utilized the services of two firms to assist with ongoing FEMA appeals processes related to Hurricane Wilma: O’Briens Response Management and the Washington, DC office of the Baker Donelson law firm. This assistance needs to continue until we receive a final decision on the one outstanding appeal. The City’s use of these firms over the past four years has resulted in successful appeals of over $2,000,000. The remaining appeal is the result of an error on the part of FEMA and the State but the best course of action was to file an appeal.

Health & Wellbeing Strategy (2018-2019) Lead Department: Human Resources

Health Fund Expenses: Existing Funds

Behavior and lifestyle choices have a direct impact on employee health, medical claims, productivity and engagement. The City recognizes the need to shift towards a more holistic approach to well-being for employees, which not only includes physical fitness and nutrition, but mental, emotional and financial well-being. By expanding the well-being program to include increased workshops, elimination of barriers to behavioral care, and additional programming to incorporate a strategy focused on improving overall well-being, the City will realize the benefits of increased engagement, better health outcomes, and reduced claims costs. In an effort to further increase engagement in taking steps towards and maintaining a healthy lifestyle, the City will research and select a new vendor for the health information portal currently supported by Five Points Wellness. The new program will expand the offerings for earning incentives, integrate with fitness trackers, and have greater functionality to track and report data. A citywide wellness scorecard will be developed during FY2018 to monitor overall progress toward employee wellness/health goals and utilization of related programs. Greater integration with our Health Care Partner (CIGNA) with onsite biometric screenings and preventive care tracking through their system will enable greater metrics and data to be populated and reported on.

City of Coral Springs, Florida

151

Drowning Prevention/Water Safety (2007-2019) Lead Departments: Fire/EMS, Communications and Marketing

Operating Expenses: Existing Funds

Drowning is a leading cause of death among all children, and in Florida it is the number one cause of death in children under age four, with Broward County leading in this tragic statistic. Due to our close proximity to all forms of water and our high population of children the City has made it a priority to heighten community awareness and focus on prevention efforts. One of the most significant prevention strategies we employ is our partnerships with local agencies and schools to bring swimming lessons to children and families in the community, offering free swimming lesson vouchers for children under four years of age, and recently began partnering to offer adult swim lesson vouchers. In 2017, there were 1,300 vouchers distributed just for children 4 years of age and under in our community. Additionally, cooperating with the School Board and local charter and private elementary schools, over 1,400 children received a week of free lessons during the 2017 school year. The Coral Springs Fire Department, together with our local partners, administers a program called “Watch Your Kid, You’ll Be Glad You Did”. This local community drowning prevention effort has become an action model for other cities in Broward County. The community team of agencies provides regular drowning prevention information and presents educational sessions to a wide range of community groups to raise awareness and provide pool safety instruction. The Police Department and Aquatics staff work together to support the message as part of their community outreach efforts. During 2017, the City co-sponsored two major drowning prevention events. Our most recent event was April 1, 2018 event at Cypress Pool and was well received, bring in our largest attendance ever, 525 people. This was a large increase over our last event, which had slightly more than 400 attendees. As part our overall Life Safety education initiative, CPR training mannequins are brought to most community events to educate the public on CPR training techniques, which also supports our Pulse Point initiative in improving both the response to drowning as well as cardiac emergencies. Many other programs, such as Sleep Safe and Car Seat Safety Installations, are utilized to further drowning prevention efforts. This efforts have resulted in a major shift in survivability for local children who do have a drowning event, with seven out of nine making full recoveries.

Senior Outreach Newsletter (2018-2019) Lead Department: Communications and Marketing Operating Expenses: Existing Funds Since 1990 the City’s population in the 50-64 age group has increased by 122%, bringing us closer to being a ‘community for all ages.’ While there are an increasing number of programs serving this age group – most recently the Socrates Café – we need to improve awareness of these programs, along with other social issues that challenge this population. The senior population has unique challenges facing them, with scams that threaten them financially, and emerging technology that often leaves them feeling isolated. The City offers many programs to meet their needs, like our Senior Ride Transportation Program and Seniors vs. Crime groups, but the awareness of these programs needs to be raised. This population gets their news through print media rather than social media, or other online services. This initiative will promote the programs and services already available. The City produces a quarterly newsletter called ‘Forever Young.’ In FY 2018, we began distributing this publication via mail to our 62+ population. We will continue this in FY 2019. Funds will be used to print and mail four issues of the publication.

152

Fiscal Year 2019 Annual Budget

Interactive OnLine Mapping (2018-2019) Lead Department: Development Services

Operating Expenses: Existing Funds

Many cities are providing interactive online maps on their websites. The Community Development division will work with Information Technology and Communications and Marketing to provide interactive maps on the City’s website. These maps will provide the ability to highlight some of the City’s most significant features to residents and visitors, including parks, public art, and upcoming development. These maps can be used by multiple departments and are an interesting, fun way to disseminate information. An interactive webmap can be used to tell stories and answer questions by combining maps with narrative text, images, and multimedia content. An example would be a monthly map of current commercial development that would allow users to easily obtain project-related information by clicking on the map. A Public Art Tour map would combine a map showing the locations of art pieces with the images and descriptions of each piece. The same could be done with City parks, including images, amenities, contact information, etc. Even demographics, such as census tracts in the City, could be mapped this way. Interactive maps are a way for the City to advance technologically. They are easy to use and can be quickly updated. They will improve the City’s image and assist in the competition for economic development opportunities. The Coral Springs Public Art Tour Interactive page is up and running! Visitors can see each piece of artwork, including a picture, location, and description, the City has purchased via Public Art Funds. This mapping is also being used for the monthly Ongoin gdevelopment List, where vistors can select projects that have submited for site plan review to obtain information on what the project entails. This will be an ongoing initiative, with additional maps forthcoming to make the City’s websiter more interactive.

City-wide Day of Service (2016-2019) Lead Department: Human Resources

Operating Expenses: Existing Funds

The City wants to build employee and volunteer involvement in the community by providing avenues for service. City-wide Day of Service was initiated in 2016 and continued in 2017 and 2018. The City-wide Day of Service plan took a major turn after the tragedy at Stoneman Douglas High School on February 14. A Day of Healing was held on Sunday, March 4 at North Community Park. City Staff’s focus switched to provide all energy and resources to this event. The City knew more staff would be needed for this event. In total, 96 employees volunteered for this event and a host of community participants donated and served food. Through community outreach efforts, employees will engage others to make a positive contribution through existing community programs that can bring joy to our world while promoting goodwill throughout the City. Funds will be used for event promotion materials, supplies, refreshments, t-shirts for volunteers, and any additional needs.

City of Coral Springs, Florida

153

Summary of Fiscal Year 2019 Initiatives Responsible City Government Hiring of Grant Consultant Open Smart City- Strategic Planning Online Platform Improving Human Resource Service Quality Linkedin Learning Subscriptions Comprehensive Compensation Study Innovation Incentive Recognition Program Tightrope Cablecast Upgrade for City TV LiveU Equipment Purchase Electric Utility Vehicle Dispatch Improvements (ongoing) Enhance Strategic Enforcement Team (ongoing) Virtual Slice of the Springs Meeting (ongoing) Event Management Process (ongoing) Education Grants (ongoing) Multi-cultural Events (ongoing) Youth Programs (ongoing) City Investment in Today and Future Landscape Improvement of Arterial Roads Facilities/Streets Cityworks software Mullins Park Playground replacement Light Fixture Replacement - Aiello Field Parks Replacement CIP Projects 25 Meter Pool Linear Upgrade Air Conditioning Technician New Shop Equipment Wireless Telecommunications Master Plan Cultural Facilities Grant for Museum Renovations (ongoing) Roadway Resurfacing (ongoing) Wiles Road and 441 Entry Improvements (ongoing) Inflow and Infiltration Rehabilitation (ongoing) Maintain and Protect City Trees (ongoing) Turtle Run Park Left Turn Lane (ongoing) New Entrance for Sherwood Forest Park (ongoing) CDBG Action Plan (ongoing) Traffic Management (ongoing) Downtown Becoming Vibrant Sample Road Master Parking Comprehensive Plan Design Guidelines for Downtown Development Agreement for the Cornerstone project Innovate Downtown Downtown Decorative Street Lights Intersection Approaches Upgraded to ADA Compliance

154

Budget Budget Human Resources Information Technology Human Resources City Managerâ&#x20AC;&#x2122;s Office Communications & Marketing Communications & Marketing Public Works/Equipment Services Police Police Development Services/Comm&Mktg Communications & Marketing City Managerâ&#x20AC;&#x2122;s Office Human Resources Human Resources Public Works Public Works Parks & Recreation Parks & Recreation Parks & Recreation Parks & Recreation Public Works Public Works/Equipment Services Development Services Development Services Public Works Public Works Public Works Parks & Recreation Public Works Public Works Development Services Development Services/Public Works CRA/Public Works CRA/Development Services CRA/Economic Development Communications and Marketing/CRA Public Works/CRA Public Works

Fiscal Year 2019 Annual Budget

Summary of Fiscal Year 2019 Initiatives Growing Local Economy Economic Development Strategic Plan Venture Lab and/or Co-working Space Downtown New Quarterly Economic Development and Marketing Report Retention of Marketing Firm Residential Realtorâ&#x20AC;&#x2122;s Event Building Permit Fee Study (ongoing) Corporate Park Improvements (ongoing) Code Compliance Operational Review and Training (ongoing) Electric Vehicles and Charging Stations (ongoing) Economic Development Marketing - Website Redesign (ongoing) Real Estate Summit (ongoing) Coral Springs Regional Chamber Business Academy (ongoing) Premier Community in South Florida Additional (4) School Resource Officers Additional (3) Firefighter/Paramedics Logistics Captain Principal Office Assistant Part-time to Full-time Adding Radio Authentication to All Public Safety Radios Emergency Traffic Signal Stryker Powerload Stretcher Restraint and Lifting Systems SWAT Sniper Rifle Replacement Historic Preservation Incentive to hire Police Officers Summer Breakspot Program (ongoing) Community Paramedic Program (ongoing) Zika Prevention Efforts (ongoing) Additional Senior Programming (ongoing) Stormwater Assessment Implementation (ongoing) Enterprise Software (ongoing) FEMA Appeals Consultant (ongoing) Health & Wellbeing Strategy (ongoing) Drowning Prevention / Water Safety (ongoing) Senior Outreach Newsletter (ongoing) Interactive OnLine Mapping (ongoing) City-wide Day of Service (ongoing)

Economic Development CRA/Economic Development Economic Development Economic Development Economic Development Development Services Economic Development Development Services Public Works Economic Development Economic Development Economic Development Police Fire/EMS Fire Fire Police Fire Fire/EMS Police Development Services Police Police Fire/EMS Public Works Parks & Recreation Public Works Information Technology, Finance Finance Human Resources Fire/EMS, Communications & Marketing Communications & Marketing Development Services Human Resources

City of Coral Springs, Florida

155

Financial Financial Strategy Strategy Operating Millage Rate Comparison

Operating Millage Rate Comparison

Plantation Pembroke Pines

Pompano Beach*

Davie

4.1193 4.1193

5.3220 5.6270

Coral Springs

5.4865 5.6361

Sunrise

5.7500 5.8000

Deerfield Beach

FY2019 Actual

5.6736 5.6736

Miramar

5.8732 5.8732

Hollywood

6.0543 6.0543

FY2018 Actual

6.0981 6.1267

$10 $9 $8 $7 $6 $5 $4 $3 $2 $1 $0

6.7654 7.1172

The City’s healthy financial position can be attributed to our long-term financial planning that identifies emerging issues which may affect our ability to provide the level and type of service our customers expect. We were able to achieve a structural balance between expenditures and revenues for Fiscal Year 2019 by relying on sound financial practices, not reserves. In August 2018, Fitch rating agency affirmed the City’s credit rating as AAA, the highest bond rating an organization can earn.

7.4479 7.4665

Introduction

Ft Lauderdale

* Pompano Beach includes a separate EMS millage of 0.5000

Structural balance has been achieved through:

2018 ‐ Business Plan II ‐ 2019

Maintaining operating millage rate of $5.8732 in Fiscal Year 2019; Decreasing the Debt Service millage rate from $0.2753 to $0.2652; Reducing Merit Pool Actively monitoring vacancies Increasing Water and Sewer rates 3.5%, in accordance with the 2013 Water and Wastewater Rate Study; Increasing the residential Solid Waste Special Assessment from $248.00 to $260.00 per single-family household; Increasing the Fire Special Assessment Fee from $180.00 to $200 per single-family household; Increasing the Fire Special Assessment Fee from $195.25 to $215.00 per multi-family household; Increasing cost share of health care with employees Use of Surpluses One important component of our long-term planning is utilizing all identified surpluses in all funds to pay for the following years needed capital items. Each year we carefully analyze all our funds to determine if any surpluses exist. Instead of leaving those funds idle, or spending them on on-going operating expenses which should be budgeted for, we invest them in needed capital improvements. As surpluses are declining it is more important than ever that future surpluses, beyond satisfying the appropriate financial reserve policy, be earmarked to provide a funding source for future capital expenditures, foregoing the need to borrow or issue additional debt, thereby avoiding future interest expense. A significant portion of the Fiscal Year 2016 surplus was allocated to Financial Stabilization Reserves, while a portion was dedicated to Capital Improvement Program projects and Capital Replacement Programs. Due to Hurricane Irma in FY2017, the majority of the cost of debris was paid in the current FY2018, no surplus is expected for Fiscal Year 2018. Depreciation Funding depreciation of vehicles, computers, and parks (turf fields and 50 meter aquatic pool) is another vital component of our financial strategy. This innovative “pay-as-you-go” approach allows the City to avoid debt service for vehicle replacement and for computer replacement. In 2017, the City set up a parks replacement plan for larger parks capital items such as the turf fields and 50 meter aquatic pool. The City will continue to fund vehicle, computer, and parks depreciation plans on an annual basis to ensure we can replace our vehicles, technology, and large park items when necessary, thereby avoiding the issuance of additional debt. Finally, we will continue to pursue strategies to diversify our revenue stream, particularly our property tax base. Attracting new business, growing and further diversifying the economic base will provide a more solid foundation that will foster development to better enable the City to withstand future economic downturns.

156

Fiscal Year 2019 Annual Budget

Fostering Commercial 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. Over 40% of the City’s revenue comes from property taxes which are the City’s single largest revenue source. Property taxes are determined by the assessed value of real property within the City limits. In other words, increasing assessed values is vital to increasing revenue. As shown in the table below, these efforts appear to be paying off. After several years of declining property values, the City’s Total Taxable Assessed Values, after Value Board adjustments, have steadily increased over the past seven years. The tax base is expected to continue to grow due to new commercial entities as well as key residential development projects currently underway. Cleveland Clinic is investing $70 million to build a new 65,000 square foot Family Health Center that is now open. Broward Health Coral Springs has expanded capacity with a $56 million construction of a three-story building. Two residential developments are currently being built. Coral Lago is a redevelopment of the former Broken Woods Golf Club and includes 186 single-family homes,168 multi-family units and 80 townhomes. The Country Club of Coral Springs is also undergoing a redevelopment including the construction of 250 apartments, a new clubhouse, tennis courts and modifications to the existing 18-hole golf course. Other businesses that have celebrated their Grand Openings include: MOD Pizza, Rise Biscuits and Donuts, WAWA, Lady and the Mug and the City looks forward to the opening of a new Costco. The City’s contribution to build a new Municipal Complex that will serve as a catalyst for redevelopment of Downtown Coral Springs. Just as we leaned on these methods to exit the great recession on sound financial footing, we will rely on our Core Values and solid principles of financial management to guide our journey toward long-term financial sustainability. Moreover, this strategy will allow the City to continue to provide the same quality of services our customers have come to expect and preserve our community’s quality of life. The Impact of Hurricane Irma Hurricane Irma impacted the City of Coral Springs beginning on Saturday, September 9th, 2017 and continuing through Sunday, September 10th, 2017, with an incident period of September 7th – September 15th. The storm approached the State of Florida as a catastrophic category 5 hurricane. Realizing the threat, the City of Coral Springs took prudent and responsible action to prepare for a potential landfall on the southeast coast of Florida. Consistent prediction anticipated an east coast landfall, but ultimately the storm tracked to the west, saving the City from the most dangerous winds. Thankfully, damage to residences and buildings was limited with vegetative debris representing the greatest impact from the storm. The total cost from Hurricane Irma is approximately $12.7 million. Of this amount, the City’s share is approximately $3.2 million with the majority reimbursable by FEMA. Hurricane Irma’s majority expense is debris management and pick up throughout the City. Hurricane Irma’s FY2017 expenses are in excess of $2.8 million. With contingency, department savings and unassigned reserves, the City has met this financial challenge in FY2017 without having to issue costly debt. Because of Irma’s timing, much of the cost for debris related work and damage to City property will be accounted for in Fiscal Year 2018 because it occurred after October 1, 2017. As a result, the City’s stabilization fund will dip below its reserve target of 17%. While approximately $8.5M of the funds are forecasted to be obligated and wired in FY2019, it could take longer to settle with FEMA. It should be noted that these numbers are subject to change until all costs are verified, paid and reimbursement is received from FEMA, the State and the City’s insurance carrier. In the meantime another hurricane season is upon us. The City has secured an open line of credit of $10M to last 18 months to span the time over two hurricane seasons as we are expecting our reserves to be fully reimbursed due to Hurricane Irma.

City of Coral Springs, Florida

157

General Fund Revenue Outlook General Fund Revenues

The primary source of revenue for the City is ad valorem property taxes, which comprise 45% of total budgeted revenues for the General Fund. The City receives another 17% of its General Fund revenues from other State-imposed taxes and utility fees. The remaining 38% comes from a wide variety of smaller intergovernmental and other demand-driven sources. The Fiscal Year 2019 Budget includes a substantial increase of 6.09% in the ad valorem revenue driven by the increase in property values.

38%

45%

Ad Valorem Property Tax State Imposed Taxes Local Fees, Fines

As part of the Five-Year Forecast, we have made several assumptions about future revenue growth that have a major impact on the resources that we can plan to use. The following is an explanation of some of these assumptions.

17%

Ad Valorem (Property Tax) Revenue The primary source of revenue for the City is ad valorem property taxes levied against the taxable value of real and personal property. The City sets the rate (“millage”) for this tax each year prior to October 1, which is applied to each property’s taxable assessed value as determined by the Broward County Property Appraiser. In Fiscal Year 2015, ad valorem property tax revenue made up about 34% of the City’s General Fund revenues. In Fiscal Year 2018 the City approved a millage rate increase of 22% changing this proportion to 45%. This increase in the Forecast of Ad ValoremAd(Property Tax) Revenues Valorem Taxes millage rate, from $4.7982 to $5.8732, enabled the ad $80.00 valorem property tax revenue toward funding nearly half of the City’s daily operations. $70.00 Homesteaded properties are protected by the Save Our Homes legislation and will only see an assessed value increase of 2.2% over last year. Overall the total taxable values for the City grew 6.09% for Fiscal Year 2019. Forecasts are for a conservative 4% property value growth each year.

$60.00

$ Millions

$50.00 $40.00 $30.00 $20.00 $10.00

lose over $3 million in ad valorem revenue. Additional millage rate increase contemplated to offset the Homestead exemption increase impact . State-Imposed Taxes, Utility Taxes and Fees Two of the City’s major State revenues, Half-cent Sales Tax, State Shared Revenues, are distributed based upon each city’s share of the County population. Coral Springs is a built-out city, with little room for new development, however other cities within Broward County continue to grow. As these other cities grow, Coral Springs’ proportionate share of these revenues decreases. Utility taxes, franchise fees, and demand-driven revenues fluctuate with the economy or are based upon sources that are declining due to cultural shifts or advancements in technology. With little to no growth in these revenues, the City has to increase its reliance on Ad Valorem (Property Tax) revenue.

158

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

In 2017 the Florida legislature passed a bill that could allow voters to expand the homestead exemption to $75,000 from $50,000 for homes worth at least $100,000. The proposed constitutional amendment will be voted on November 2018. If passed, the City is expected to

Major General Fund Revenues

Fiscal Year 2018 Budget

Fiscal Year 2019 Budget

% Change

Electric Utility Service Tax

$9.5 million

$9.65 million

1.94%

Half-cent Sales Tax

$8.7 million

$8.87 million

1.79%

Electric Franchise Fee

$6.8 million

$7.05 million

4.32%

Solid Waste Franchise Fee

$5.3 million

0.0%

State Shared Revenues

$4.44 million $4.80 million

8.0%

Communication Service Tax

$4.3 million

$3.7 million

-13.1%

Total General Fund Revenues

$124.8 million

$128.57 million

3.0%

Fiscal Year 2019 Annual Budget

Shared Revenues Forecast of State Shared Revenues $10.00

$9.00

$8.00

$7.00

$6.00

$6.00 $5.00

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2007

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

$1.00

$2009

$2.00

$1.00

2008

$3.00

$2.00

2011

$4.00

$3.00

2010

$4.00

2009

$5.00

2008

$ Millions

$10.00

2007

$ Millions

Forecast of Half-Cent Tax 1/2 Sales Cent Sales TaxRevenues

The Half-Cent Sales Tax generates the largest amount of revenue for local governments among the state-shared revenues currently authorized. With the economic recovery this revenue grew 6% in Fiscal Years 2013 and 2014, but has since started a downward slide, missing State forecast estimates the past two years. The State forecasts increases related to tourism, motor vehicles, business purchases, and household goods. The hope is that an improving economy will continue to grow the overall sales taxes collected to make up for Coral Springsâ&#x20AC;&#x2122; diminishing portion. We are forecasting a modest 2% annual growth over the next five years. State shared revenues are comprised of revenues from the state sales tax and the municipal fuel tax. As the economy continues to expand, the City predicts this revenue source will grow however Coral Springsâ&#x20AC;&#x2122; share, same as for the Half-Cent Sales Tax, will shrink. A conservative 2% is forecast due to the drag of lower gas prices and the shrinking share of this blended revenue. Communications Services Tax (CST) has a State and local component; this data reflects only the local tax rate of 5.22% on retail sales of communications services. Going forward, the State is estimating negative growth rates for wireless service and a decline in landlines, which we reflect with an annual 2% decline in this revenue. The City levies a 10% utility service tax on all electricity payments made within the City, through FPL. Electricity charges are made up of a base rate and a fuel rate. The City receives no tax on fuel rate increases, only on the base rate. Because this tax is based on the consumption of electricity, the City expects low growth as complete build-out and full occupancy is reached. This revenue is conservatively forecast to increase 1% annually. The City authorizes FPL to provide electrical service in exchange for a franchise fee for use of rights-of-way and other public services. FPL bills each customer a portion of their total electric usage. As FPL rates increase and consumption of electricity grows, this revenue will increase. FPL increased base rates as of January 2017. With continuing low fuel prices, this revenue forecast for a slow increase (1%) in the growth of this revenue over the next five years.

Forecast of Electric Utility Service Tax Revenues Electric Utility Service Tax

Forecast of Electric Franchise Fee Revenues Electric Franchise Fees (6%)

$11.00 $10.00

$10.00

$9.00

$8.00

$7.00 $6.00

City of Coral Springs, Florida

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

$2014

$2013

$1.00

2012

$1.00

2011

$2.00

2010

$2.00

2009

$3.00

2008

$3.00

2010

$4.00

2009

$4.00

$5.00

2008

$5.00

2007

$ Millions

$6.00

2007

$ Millions

$7.00

159

Local Fees, Fines The City exercises its sovereign function to impose fees and fines, capturing revenue from licenses, permits, fines, and direct charges to use a service. These revenues are meant to recoup the cost to provide the service. A non-recurring revenue from Code Compliance activities was providing a larger than normal boost to the City in the last four years, but is budgeted to decrease by $200,000 for Fiscal Year 2019. The five year forecast is projecting a constant decline each year until reaching normal levels for this revenue. Overall, the ad valorem revenues will be the workhorse of the Cityâ&#x20AC;&#x2122;s budget going forward. As property values are expected to rise for the short term, the increased millage rate will keep the budget in balance. Further ahead when a real estate downturn occurs, other measures will need to be explored.

Millions

Forecast of Code Compliance Revenues $4.50 $4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50

160

Fiscal Year 2019 Annual Budget

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

$0.00

General Fund Five-Year Forecast The General Fund Five-Year Forecast is an integral part of planning the City’s future fiscal position. It is an important tool used to determine a longer-range picture of the City’s financial horizon for financial stability. This tool is used to evaluate the level of risk the City could face over time if operational costs and expenditure decisions are higher than revenue growth. This model is the framework to peer into the near future to identify the deficits that might await us if we were to take no action. It helps City staff to conservatively quantify our financial outlook so we can adequately plan and be prepared to meet these challenges. As we forecast our financial and operating strategies, we use the model to determine the potential impact of decisions, focusing on long-term solutions rather than short-term “fixes,” which could lead to negative financial impacts in future years. This financial outlook provides an opportunity to both avoid future budget problems and maintain financial stability. The forecast integrates projections of the major drivers of the City’s annual budget, new programs, and the anticipated revenues over the forecast period. Preparing the FY2019 Budget, the City utilized the existing five-year forecast process for the General Operating Fund and incorporated a consultant to broaden the time horizon to 10-years, incorporating capital and the stabilization fund to test multiple permutations of future recommendations in a dynamic sustainability model for decision making. Actions and Recommendations: In the previous fiscal year, the City Commission approved a millage increase from $4.782 to $5.8732 to provide funding for existing and for new business plan initiatives. Although national and state economies are improving at a slow but steady pace, local governments are still experiencing slowly recovering revenues, which was making it difficult to provide both essential services to the community and the much needed infrastructure improvements. For FY2019, we are proposing to maintain the current millage rate of $5.8732. The five-year forecast includes implementing the following recommendations: Slow cost escalation • FY2019: Reducing Merit Pool to 3% for General Employees and Police (Fire under contract) • FY2019: Increasing cost share of health care with employees • FY2019: Evaluating vacancies through attrition Diversify Revenue Options • FY2020: Adopt a Stormwater Assessment as many Broward Cities levy Other recommendations • FY2020: If Homestead Exemption passes, propose equivalent millage increase • FY2023: Begin a series of millage increases to keep up with inflation in future years If recommendations are implemented and no unfunded mandated or sudden change in forecasting, the General Fund will continue to operate with stable operations providing exceptional level of service to our community . Our success to date has been largely dependent upon planning ahead for the financial realities we project in coming years.

City of Coral Springs, Florida

161

162

General Fund Five-Year Forecast Summary Actual Fiscal Year 2016

Fiscal Year 2019 Annual Budget

Revenues/Financing Sources Ad Valorem Taxes Stormwater Assesment Solid Waste Special Assessment Utility Franchise Fees Utility Service Taxes Intergovernmental Revenues Licenses and Permits Charges for Services Fines and Forfeitures Miscellaneous Interfund Transfers

Total Revenues Expenditures/Financing Uses City Commission City Manager's Office Human Resources Financial Services Information Technology City Attorney's Office Police Department Emergency Medical Services Development Services Public Works Parks and Recreation Non-Departmental Interfund Transfers Capital Financing

Total Expenditures

$39,282,218 $0 2,257,733 9,961,229 11,163,482 19,320,796 4,160,841 12,990,916 6,182,478 4,040,510 300,000

Actual Fiscal Year 2017

Adopted Fiscal Year 2019

Projected Fiscal Year 2020

Projected Fiscal Year 2021

Projected Fiscal Year 2022

Projected Fiscal Year 2023

Projected Fiscal Year 2024

$54,079,618 $0 2,167,500 10,009,313 11,681,365 20,587,584 4,165,729 14,699,256 3,209,708 4,094,616 135,209

$57,370,851 $0 $2,189,175 $10,301,000 $11,886,782 $20,304,815 $4,237,926 $15,221,739 $2,798,426 $4,123,579 $137,913

6.1% 0.0% 1.0% 2.9% 1.8% -1.4% 1.7% 3.6% -12.8% 0.7% 2.0%

$59,665,685 $1,661,760 2,189,175 10,402,810 12,005,650 20,522,271 4,399,281 15,766,767 2,542,635 4,077,943 140,671

4.0% 100.0% 0.0% 1.0% 1.0% 1.1% 3.8% 3.6% -9.1% -1.1% 2.0%

$62,052,312 $1,711,613 2,189,175 10,505,638 12,125,707 20,746,862 4,555,633 16,306,220 2,409,149 4,123,203 143,485

4.0% 3.0% 0.0% 1.0% 1.0% 1.1% 3.6% 3.4% -5.2% 1.1% 2.0%

$64,534,405 $1,762,961 2,189,175 10,609,494 12,246,964 20,978,673 4,719,802 16,894,766 2,385,941 4,202,092 146,355

4.0% 3.0% 0.0% 1.0% 1.0% 1.1% 3.6% 3.6% -1.0% 1.9% 2.0%

$68,829,901 $1,815,850 2,189,175 10,714,389 12,369,434 21,217,789 4,892,181 17,470,968 2,436,823 4,284,448 149,290

6.7% 3.0% 0.0% 1.0% 1.0% 1.1% 3.7% 3.4% 2.1% 2.0% 2.0%

$71,583,097 $1,870,326 2,189,175 10,820,333 12,493,128 21,464,299 5,073,178 18,070,102 2,489,367 4,296,592 152,275

4.0% 3.0% 0.0% 1.0% 1.0% 1.2% 3.7% 3.4% 2.2% 0.3% 2.0%

$109,660,204 $114,222,617 $124,829,900

$128,572,207

3.0%

$133,374,648

3.7%

$136,868,997

2.6%

$140,670,628

2.8%

$146,370,247

4.1%

$150,501,872

2.8%

$370,692 4,738,902 2,154,592 2,885,286 4,022,052 1,073,204 50,970,202 10,179,636 7,066,895 7,457,677 14,810,228 6,398,638 2,993,467 9,708,429

$374,914 $4,833,278 $2,258,503 $2,945,653 $4,253,429 $1,144,891 $53,705,971 $11,018,928 $7,111,938 $7,748,262 $14,989,105 $3,659,223 $3,447,330 $11,080,782

1.1% 2.0% 4.8% 2.1% 5.8% 6.7% 5.4% 8.2% 0.6% 3.9% 1.2% -42.8% 15.2% 14.1%

$387,807 5,031,000 2,350,171 3,061,426 4,424,104 1,192,255 55,515,208 11,529,604 7,399,103 8,060,444 15,572,757 3,703,627 3,644,968 10,286,022

3.4% 4.1% 4.1% 3.9% 4.0% 4.1% 3.4% 4.6% 4.0% 4.0% 3.9% 1.2% 5.7% -7.2%

$401,508 3.5% 5,197,549 3.3% 2,425,583 3.2% 3,158,788 3.2% 4,574,968 3.4% 1,230,829 3.2% 57,146,639 2.9% 12,055,742 4.6% 7,636,081 3.2% 8,356,105 3.7% 16,100,153 3.4% 3,790,797 2.4% 3,854,913 5.8% 9,252,463 -10.0%

$413,929 5,361,877 2,498,978 3,251,603 4,724,808 1,268,971 58,742,609 12,585,408 7,860,763 8,652,079 16,615,406 4,281,272 4,077,985 9,461,537

3.1% 3.2% 3.0% 2.9% 3.3% 3.1% 2.8% 4.4% 2.9% 3.5% 3.2% 12.9% 5.8% 2.3%

$427,048 5,532,843 2,575,428 3,348,558 4,880,845 1,308,603 60,392,029 13,143,187 8,095,639 8,960,632 17,153,523 3,986,193 4,315,056 9,461,399

3.2% 3.2% 3.1% 3.0% 3.3% 3.1% 2.8% 4.4% 3.0% 3.6% 3.2% -6.9% 5.8% 0.0%

$444,329 5,725,859 2,663,774 3,464,833 5,042,310 1,353,072 62,298,381 13,772,418 8,380,010 9,303,002 17,775,484 4,095,262 4,567,065 9,460,065

4.0% 3.5% 3.4% 3.5% 3.3% 3.4% 3.2% 4.8% 3.5% 3.8% 3.6% 2.7% 5.8% 0.0%

$106,479,488 $113,918,261 $124,829,900

$128,572,207

3.0%

$132,158,495

2.8%

$139,797,225

3.4%

$143,580,984

2.7%

$148,345,861

3.3%

$306,433 3,838,354 1,717,584 2,455,848 3,446,521 982,149 46,645,805 9,133,097 6,468,882 4,648,782 14,240,017 2,257,259 3,025,935 7,038,893

Surplus/(Deficit) $3,180,716

$41,736,095 $0 2,143,527 10,250,817 11,351,304 19,538,089 5,092,852 14,034,559 5,433,666 4,016,322 625,385

Adopted Fiscal Year 2018

$332,801 4,227,647 1,968,743 2,474,452 3,367,163 1,055,459 48,584,560 9,804,177 6,477,603 4,927,596 14,869,586 4,710,493 3,915,446 7,202,190

$304,356

($0)

$1,216,153

$135,182,118

$1,686,879

2.3%

$873,403

$2,789,262

$2,156,011

Fiscal Year 2019 Capital Improvement Program The Capital Improvement Program (CIP) is a long-range plan for the timely replacement and maintenance of the City’s equipment and facilities. Financing options for capital needs are examined to determine the best source for each project including operating fund balances, capital reserves, grants, outstanding debt, and rating agency criteria for borrowing. Because submitted capital requests exceed available financing, decisions about which requests to fund in the upcoming year’s capital budget and which to schedule for future consideration were made based on a project prioritization funding exercise conducted by senior management. The highest priority projects are proposed for funding in the capital budget. Those are projects that satisfy a regulatory requirement, are tied to a new initiative, achieve the City’s strategic priorities and objectives, maintain or improve a standard of service, contribute to the enhancement of aesthetic value, or maintenance programs that protect the City’s infrastructure. This evaluation resulted in adopted capital expenditures for Fiscal Year 2019 of $16.6 million, of which approximately $5.2 million is proposed for projects in the General Fund. The Water and Sewer Fund is budgeting $4.7 million in improvements to the water and wastewater infrastructure, the Fire Fund is budgeting $0.8 million in capital improvements and the Equipment Service Fund is budgeting $5.3 million for the replacement of vehicles in Fiscal Year 2019. This allocation also includes funding to perform repairs and preventive maintenance on vehicles and equipment to extend their useful life, the purchase of new fleet electric utility vehicle and funding for shop equipment in the 4150 Building, the future location of the Public Safety and Public Works Campus. The City has applied for various federal, state and local grants such as CDBG (Community Development Block Grants), Department of Environmental Protection grants, and HOME/SHIP grants. These funds supplement $1.5 million of the total capital investment for the upcoming year. Other financing sources include operating capital supported by revenues, and equity. In Fiscal Year 2019, operating capital is estimated at $697,765 for the General Fund, $829,930 for the Fire Fund, $4,915,770 for the Equipment Services Fund, $287,100 for the Utilities Fund and $29,000 for the Solid Waste Fund. Public Art Fund projects total $110,000, Charter School Fund projects total $50,000 and Tree Trust Fund projects total $415,000. Equity from the General Fund ($2,579,582) and Equipment Service Fund ($383,507) and will be used for improvement and construction projects.

Fire Fund The Coral Springs Fire Department is adding three firefighter/paramedics, a Logistics Captain, and converting a part-time principal office assistant to full-time. These adds to staff will ensure adequate staffing levels given the changing demands for service. Fire Stations 43 and 95 were recently rebuilt, funded by the 2015 General Obligation Bonds, to meet the recommended safety requirements for the staff who live in the stations. The Coral Springs-Parkland Fire Department is rated an “ISO Class 1” fire department by the Insurance Service Organization. It is the highest rating a fire department can attain for fire protection services in the United States. Coral Springs has one of the lowest fire assessment rates for a single-family home in the area.

Fire Assessment Comparison

Fire Assessment rate comparison Fiscal Year 2019 local cities with full service fire departments $450 $400

$398.23

$350

*ISO 1 Fire Departments $350.00

$300

$300.00

$250

$285.00

$271.79

$256.00

$200

$210.00

$209.50

$206.00

$150

$200.00

$175.00

$100 $50 $0

*Miramar

*Tamarac

*Margate

*Hollywood *Pembroke Pines

*Ft Lauderdale

*Pompano Beach

Sunrise

City of Coral Springs, Florida

Davie

*Coral Springs *Deerfield Beach (BSO)

163

Water and Sewer Fund The Cityâ&#x20AC;&#x2122;s water and sewer infrastructure requires ongoing repair and maintenance to ensure the safe, efficient operation of the utility. To meet these capital requirements, the City secured long-term financing from the Florida Department of Environmental Protection State Revolving Fund (SRF) for improvements at the Water Treatment Plant as well as throughout the entire system. The interest rate for this financing is 60% of the market rate, resulting in low-cost financing for a term of 20 years. Over $15 million in financing has been obtained for the replacement of existing wells, construction of new raw water supply wells, installation of wellheads and transmission lines, and improvements at lift stations. In Fiscal Year 2019, debt service totaling $1,017,672 is allocated in the Water and Sewer Fund for repayment of SRF loans. In Fiscal Year 2014, the City began repayment of an $8.7 million bank loan secured during 2012 to continue rehabilitation of booster stations and complete Phase III of water treatment plant improvements. The interest rate for this loan is 2.29% with a debt service of $609,658 for Fiscal Year 2019. In Fiscal Year 2015, the City secured a $4.7 million low interest bank loan to finance the continued rehabilitation of the East and West booster stations as well as other system improvements. The interest rate for this loan is 2.002% with a debt service of $563,223 which has been budgeted in Fiscal Year 2019. Operating capital funds will be used for ongoing inspection, repair, and maintenance of water and force main valves ensuring all components of the sanitary system will perform as needed during times of emergencies, ongoing replacement of fire hydrants, and installation of automatic flushing systems at dead end streets to ensure water quality. The City will also continue to replace portable generators for lift stations and will purchase two new vehicles in FY2019.

Water and Sewer Fund forecasted debt service Revenue Bonds

SRF

2,500,000 2,000,000 1,500,000

$1,146,605 $1,141,043$1,142,186 $1,141,880 $1,146,145$1,145,865 $1,145,137

1,000,000 $1,017,671 $1,017,671$1,017,671 $1,017,671 $1,017,671$1,017,671 $1,017,671

500,000 2018 2019 2020 2021 2022 2023 2024

164

Fiscal Year 2019 Annual Budget

Solid Waste Fund Solid Waste enterprise fund was established in Fiscal Year 2014 to collect the residential solid waste assessment and directly pay collection and disposal costs for residential waste and recycling. This process provides the City a clear picture of the costs involved in providing garbage service to residents. As of January 1, 2014 the City engaged Waste Pro as the Cityâ&#x20AC;&#x2122;s exclusive hauler of residential solid waste and recyclables, as well as commercial garbage hauler, ending a 15 year relationship with Waste Management. With this overhaul, residents continue to receive a low solid waste assessment, less than $22 per month, at $260.00 for 2019. Litter Control Litter continues to be an environmental concern among City residents. In February 2008 the Streets division of Public Works implemented a litter control program which currently consists of six part-time crew members and one part-time Lead Neighborhood Service Worker, which oversees the crew. The crew operates from John Deer Gators, a golf cart type vehicle, to quickly traverse public right of ways to pick up litter. Over the last eight years a total of 1,897 cubic yards of litter has been collected. This crew can de-litter about 159 miles of public land in 5 working days. Thanks to this program, resident complaints about litter are down.

Residential Solid Waste Assessment Rate

$270

$260.00

$260

$250.20 $250 $240

$248.00 $243.00

$246.72 $239.75

$233.64 $227.16

$230

$234.75 $225.84

$220

$220.92 $210

City of Coral Springs, Florida

FY 2019

FY 2018

FY 2017

FY2016

FY 2015

FY 2014

FY 2013

FY 2012

FY 2011

FY 2010

FY 2009

$200

165

Measuring Results Performance Management

Quarterly Performance Review Overview

The City has developed a performance management system to align department services and programs with the City Commission’s five strategic goals. The system enables departments to systematically measure results and make timely adjustments when results fall short of expected performance levels. Three components make up the system: a performance reporting program, composite indicators that measures the overall financial and service operation position, and the State of the City report. These elements play an important part in the City’s overall Business Plan and help keep the organization 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 operating and support departments. Fourteen results are based on ratings from the resident and business surveys. Six measures are marked “not reported” this year because they are dependent upon results of the residential survey which was not conducted this year. The residential survey is conducted every other year. Five measures are not marked because they are new for Fiscal Year 2019. Of the available 95 results, 83 (87.36%) of the measures met or exceeded their goals for Fiscal Year 2018, 8 (8.42%) were within 5% of their goals, and 4 goals (4.21%) were not achieved.

Key Performance Indicator Analysis Twenty-three Key Performance Indicators (Formerly called Key Intended Outcomes or KIOs) have been established, all of which support at least one of the five strategic priorities. Performance goals for each KPI were developed as part of the City Commission’s Fiscal Years 2017-2018 Strategic Plan. As of the end of Fiscal Year 2018, 16 of those goals have been met and 4 fell within five percent of their goal. Three goals for the year were not achieved: • Net new taxable value as a percentage of total taxable value was less than six comparison cities. • The non-residential tax base did not grow as robustly as our comparison cities. • Athletic league participation

Initiative Analysis The Fiscal Year 2018 Business Plan included 67 initiatives. Departments completed 51 initiatives and will continue working on 16 initiatives during Fiscal Year 2018. Fifteen of the 16 initiatives that are still “in progress” and one (K-12 Education Summit) has been repositioned to use funding in more effective ways.

Supplier and Partner Performance Data The City’s most important suppliers, partners, collaborators, and distributors are those that provide direct service to customers. A waste hauler picks up and processes trash and recycling. Professional Facilities 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. Blue Stream provides the infrastructure for television programming. Median mowing is accomplished through a group of contractors. Service standards are part of the contracts with these organizations; the standards spell out customer requirements and are discussed through periodic regularly scheduled meetings. For instance, City management meets quarterly with the principals of schools in the City to assess our partnership with them regarding athletic field use, after school programs, leadership development, etc.

Sustainability Indicators In Fiscal Year 2009, the City created a list of sustainability indicators to track a broad spectrum of green and sustainability benchmarks. The indicators of fuel use, electricity use, and paper consumption warrant the most attention because they impact not only our environment, but directly affect City expenditures as well. Some of the other indicators include linear feet of sidewalk improvements, number of trees planted, water consumption, and number of certified backyard habitats.

166

Fiscal Year 2019 Annual Budget

Strategic Planning Cycle - Fiscal Year 2017-2018 Key Performance Indicators

Historical Data

A Family-Friendly Community 1. City crime rate (crimes/100,000 resident-Calendar Year)

FY2016 Goal

FY2016 Actual

FY2017 Goal

FY2017 Actual

2,500

2,181

2,500

2,075

2. Resident rating of City efforts to prevent crime (Res. Survey)

FY2018 Goal

FY2018 Actual

2,500

2,243

92%

93% (Res)

Status

94%

97% (Res)

4. Ratings of Quality of Life (Res. & Biz Surveys)

96%

98% (Biz)

96%

94% (Res)

96%

98% (Biz)

5. Coral Springs Charter School graduation rate

95%

99.5%

95%

99%

95%

99%

6. Injury accidents at or near 14 major intersections in the City

175

165

116

165

104

3. City Government respects religious & ethnic diversity (Res. Survey)

A Thriving Business Community 95%

97% (Biz)

97%

98% (Biz)

8. Net New Taxable Value as % of Total Taxable Assessed Value (BCPA) (Comp Avg)

1.26% *

0.17%

2.24% *

0.25%

1.31% *

0.82%

9. Non-residential tax base growth (Comparable Avg)

8.6% *

7.9%

12.4% *

6.5%

6.8% *

3.6%

4.8%

4.4%

4.1%

4.0%

3.8%

3.6%

11. Resident rating of appearance of Parks and Rec. facilities (Res. Survey)

95%

92% (Res)

12. Resident rating of range of activities at Parks and Rec. facilities (Res. Survey)

95%

92% (Res)

8,100

7,976

8,100

8,056

8,100

7,539

87%

98% (Biz)

87%

88% (Res)

87%

97% (Biz)

90%

91% (Res)

85%

96% (Biz)

85%

84% (Res)

85%

94% (Biz)

400,000

393,662

400,000

350,703

400,000

120

126

120

126

120

119.1

19. Satisfaction ratings with City communications (Res. & Biz Surveys)

81%

79% (Biz)

95%

92% (Res)

81%

81% (Biz)

20. Employee satisfaction rating (Employee Survey)

92%

94%

92%

93%

92%

95%

S&P

AAA

Fitch

AAA

Moody's

AAA

Aa1

AAA

Aa1

AAA

Aa1

22. Ratings of value for tax dollars and fees (Res. & Biz Surveys)

65%

78% (Biz)

75%

84% (Res)

65%

70% (Biz)

23. Ratings of customer service (Res. & Biz Surveys)

95%

94% (Biz)

95%

93% (Res)

95%

95% (Biz)

7. Business rating of the image of the City (Biz Survey)

10. Coral Springs' June unemployment rate (Goal is to be below State Avg.)

An Active, Healthy Community

13. Athletic league participation

An Attractive Community 14. Ratings of litter collection on City streets (Res. & Biz Surveys) 15. Rating of condition/appearance of medians (Res. Survey) 16. Ratings of City efforts at maintaining quality of neighborhoods (Res. & Biz Surveys) 17. Fuel consumed by City operations (diesel and unleaded) 18. Pounds of recycled materials per capita

388,313

An Innovative, High-Performing Organization

21. Maintain AAA bond ratings (Two required)

Key Summary Result met or exceeded goal Result fell within 5% of goal Result did not meet goal Goal set by averaging results from 6 comparable cities

City of Coral Springs, Florida

167

City of Coral Springs Measurable Performance Measure Type: Effectiveness Strategic Goal: Growing Local Economy

City Attorney

1. Preparation of Legislation within 10 workdays of request accompanied by backup material 2. Number of days lost from on the job injuries (Per 100 employees) 3. Percentage of subrogation eligible dollars recovered

Budget & Strategy

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

1. Internal customer satisfaction rating 2. Facilitate or support cross-functional process improvement teams # per year Grant Application Submitted 3. Grant measures (New beginning FY2018): Grants Awarded Active Grants worked during FY 4. Receive the GFOA Distinguished Budget Presentation award 5. Payroll regular salaries adopted budget versus actual, net of policy changes 6. Produce monthly financial statements within seven business days of period close

Communications & Marketing

Measure Type: Effectiveness Strategic Goal: Responsible City Government

1. Customer satisfaction with communications (Internal Survey) 2. Awareness of Coral Springs magazine by new residents (Res. Survey) 3. Number of followers on City Facebook 4. New promotional/informational campaigns produced (Social media and City TV)

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 99%

99%

95.85

47%

66%

47%

68%

Effectiveness Strategic Goal: Responsible City Government

1. Agenda completed and distributed at least 5 days prior to Commission meeting 2. Number of hours of staff time per meeting spent preparing summary minutes

Development Services Community Development

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

1. Department customer satisfaction rating (Composite)

Strategic Goal: Growing Local Economy

2. Cycle time for small permits by the Zoning Division (Building Plan Review) (Days) 3. Cycle time for sign permits by the Zoning Division (Building Plan Review) (Days) 4. Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) (Days) 5. Avg. number of days from the receipt of the resident's application for rehabilitation assistance to approval

Strategic Goal: Premier Community in South Florida

6. Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 7. Number of trees planted within the City 8. Number of formal and informal neighborhood partnerships each year

Development Services Building

Measure Type: Effectiveness Strategic Goal: Growing Local Economy

1. Requested inspections completed within one day 2. Percent of plan reviews completed within 15 working days 3. QTRAC Data (Wait Times) (New beginning FY2019) 4. "Building" Records Requests (New beginning FY2019)

Development Services Code Compliance

Measure Type: Effectiveness Strategic Goal: Growing Local Economy

1. Percent of code cases brought into voluntary compliance prior to administrative/judicial process 2. Percent of respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Res. Survey) 3. Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods (Biz Survey)

168

100% 14 64%

99% 49 47%

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 95%

94%

95%

96%

18 10 37

39 9 63

Yes

±2%

1.7%

±2%

0.4%

Yes

95% 2 20 11 40 Yes ±2% Yes

97% 5 32 12 53 Yes 2% Yes

FY2019 Goal 95% 2 20 11 40 Yes ±2% Yes

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 94%

100%

95%

98%

85%

87%

7,785

10,657

9,300

17,161

131

Measure Type:

City Clerk's Office

99% 49 47%

FY2019 Goal

95% 98% 20,000 18,823 60 89

FY2019 Goal 95% 85% 22,000 60

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 95%

100%

95%

100%

4 hrs

2 hrs

4 hrs

2 hrs

95% 4 hrs

100% 2 hrs

FY2019 Goal 95% 4 hrs

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 95%

FY2019 Goal

98%

95%

96%

95%

2 2

8.25

2 2 8 45

2 1 8 30

2 Days

1.5 1,000 10

1.7 2,365 6

99%

95%

1.5

8 45 1.5

1.7

1.5

1.48

1,000

2,155

1,000

3,195

2 Days 8 Days 45 Days 1.5 1,000 10

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 95%

100%

95%

100%

90%

94%

90%

96%

95% 90% -

100% 89% -

FY2019 Goal 95% 90% TBD TBD

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 75%

77.6%

75%

79.9%

84%

85%

87%

95%

Fiscal Year 2019 Annual Budget

75% 87%

81% 94%

FY2019 Goal 75% 85% 87%

Financial Services

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

1. Internal customer satisfaction rating (Financial Services Internal Survey) 2. Percentage of purchase requisitions under $10,000 processed within 24 hours 3. Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting award 4. Water billings past due more than 180 days as percentage of outstanding bills 5. Number of repeat items in management letters prepared by the City's external auditors 6. Percentage of invoices paid within 30 days 7. Out of stock level of the total inventory at Central Stores

Fire/EMS

Measure Type: Effectiveness & Efficiency Strategic Goal: Premier Community in South Florida

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 94%

97%

94%

98%

88%

87%

88%

80%

Yes

90%

96%

90%

96%

2.5%

1.9%

2.5%

1.3%

94% 88% Yes 3% 0 90% 2.5%

98% 85% Yes 1% 0 94% 1%

FY2019 Goal 94% 88% Yes 3% 0 95% 2.5%

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

FY2019 Goal

1a. Maintain Fire Rescue quality standards: Response time in 8 minutes or less, 90% of time of all emergency Fire/EMS calls.

90%

97%

90%

97%

90%

97%

95%

1b. Maintain Fire Rescue quality standards: A minimum of 14 firefighters on scene within 10 minutes, 90% of time for all structural fires.

90%

98%

90%

100%

90%

100%

90%

90% 6,400 4,000 7 7 50 4 90% 60 40

100% 9,596 9,865 10 7 77 5 100% 75 20

Strategic Goal: Responsible City Government

2. Provide inspection report to customer within 12 days from inspection (revised FY17) 3. Perform annual fire inspections (commercial properties & applicable multi-family residential units) 4. Provide public education programs to residents ages 5-8

FL Firefighter Minimum Standards classes 5. Provide a minimum number of classes EMT classes at the Fire Academy: Specialty classes Paramedic class 6. Percent of customers who are satisfied with the quality of the Fire Department (Res. Survey) 7. Percent of customers satisfied with the quality of the emergency paramedics (Biz. Survey) 8. Maintain Citizen Emergency Response Team (CERT) force 9. Maintain Fire Explorers program participation

Human Resources

9b. Complete service request within 7 business days*

Information Technology

Strategic Goal: Responsible City Government

Measure Type: Effectiveness Strategic Goal: Responsible City Government

1. Quality service rating for appearance of recreation/athletic facilities (Res. Survey) 2. Customer service rating for parks and recreation staff (Res. Survey) 3. Safety rating of City parks (Res. Survey)

Parks & Recreation Recreation

95%

98%

6,400

5,890

4,000

6,761

4,000

8,210

101

95%

99%

100%

100

135

100

Measure Type: Effectiveness, Efficiency & Demand Strategic Goal: City Investment in Today and Future

1. Customer service rating of summer recreation program

Strategic Goal: Responsible City Government

2. Cost recovery ratio for the Recreation Division

Strategic Goal: City Investment in Today and Future

3. Number of Senior Classes (New beginning FY2019)

90% 6,400 4,000 7 6 70 6 95% 60 25

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 92%

94%

90%

93%

90%

88%

90%

89%

90%

93%

90%

94%

90%

88%

90%

88%

90%

92%

90%

93%

87%

95%

91%

95%

Measure Type: Workload & Effectiveness

1. IT Development Projects implemented (In accordance with Cityâ&#x20AC;&#x2122;s Business Plan and IT Work Program) 2. Customer satisfaction rating from survey of Information Technology 3. Meet service level agreement regarding network availability 4. Meet service level agreement regarding application availability 5. Meet service level agreement regarding server availability

Parks

6,069

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

1. Percentage of employees who would recommend working for the City to a friend 2. Employee engagement index 3. Percentage of employees that are satisfied with wellness activities 4. Percentage of employees that value Employee Benefits Package 5. Percentage of employees satisfied with Volunteer Services (New beginning FY2019) 6. Percentage of employees satisfied with the Onboarding process with the City (New beginning FY2019) 7. Percentage of employees who are satisfied with Learning Culture 8. Employees satisfied with the Culture of Inclusiveness/Belonging (New beginning FY2019) 9a. Respond to customer requests within 2 days

Parks & Recreation

6,400

90% 90% 90% 90% 90% 95% 95%

95% 91% 91% 88% 93% 89% 94%

FY2019 Goal 90% 85% 90% 90% 85% 85% 90% 85% 95% 95%

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 8

95%

99%

95%

99%

99.5%

100.0%

99.5%

100.0%

98%

99.9%

98%

99.9%

99%

99.9%

99%

99.9%

9 95% 99.5% 98% 99%

35 100% 99.9% 99.9% 99.9%

FY2019 Goal 8 95% 99.5% 99% 99%

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status -

95%

92%

95%

94%

90%

91%

FY2019 Goal 95% 95% 90%

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

FY2019 Goal

98%

99%

95%

97%

95%

100%

95%

60%

66%

60%

58%

60%

59%

60%

1,250

City of Coral Springs, Florida

169

Parks & Recreation Aquatics

Measure Type: Effectiveness, Efficiency & Demand Strategic Goal: Responsible City Government

1. The combined cost recovery for the Aquatic Complex Division: 2. Increase members and reduce member turnover:

65%

79%

65%

78%

65%

76%

65%

4,000

4,782

4,000

4,087

41%

50%

42%

4,000 50%

4,169 37%

4,000

49%

Strategic Goal: Responsible City Government

92%

90%

97%

92%

90%

95%

92%

90%

97%

90% 90% 90%

95% 97% 97%

95%

92%

Aquatic Complex membership Aquatic Complex membership turnover

Parks & Recreation

Aquatic facility Cypress Park Pool Mullins Park Pool

Measure Type: Effectiveness Strategic Goal: Growing Local Economy

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

Measure Type: Effectiveness Strategic Goal: City Investment in Today and Future

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

Sportplex

1. Sports Commission: Number of room nights

Parks & Recreation

1. Maintain customer service ratings at the Tennis Center 2. Membership turnover at the Tennis Center 3. Customer service rating for court maintenance at the Tennis Center 4. Number of tennis special events

Police

Strategic Goal: Downtown Becoming Vibrant

10. Satisfaction rating by businesses (Biz Survey) 11. Safety rating by businesses (Biz Survey)

Measure Type: Effectiveness & Workload Strategic Goal: Responsible City Government

1. Departmentâ&#x20AC;&#x2122;s overall quality service rating (Res. Survey) 2. City Hall internal customer satisfaction rating for janitorial services 3. Availability rate of all vehicles/equipment for all departments 4. Facilities routine work orders completed within 15 working days 90% of the time

Strategic Goal: Premier Community in South Florida

5. Pot hole repair response time (Days) 6. Complete litter removal of 159 miles of road rights-of-way in five working days (Days) 7. Storm drains cleaned per year 8. Fire hydrants serviced (Revised for FY 2018) 9. Miles of street sweeping per year to meet NPDES standards

Strategic Goal: City Investment in Today and Future

10. Length of sanitary sewer pipe liner rehabilitated (Linear Feet) (New beginning FY2018) 11. Service valves per year 12. Percent of "unaccounted for" water

3,600

3,454

3,600

2,060

3,600

95% 95%

4,909

FY2019 Goal 3,000

Historical Data

90%

95%

90%

94%

30%

21%

30%

15%

86%

90%

87%

90% 30% 90% 30

94% 20% 87% 62

FY2019 Goal 90% 30% 90% 35

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status -

95%

75%

78%

4:55

4:44

5:00

3:50

-14%

-36.5%

-4.8%

30%

35.7%

30%

32%

17.5%

11.9%

200

304

200

401

92%

96%

92%

96%

5:00 0% 0% 30% 0% 31 200

4:53 -32% -14% 33% -13% 30.7 334

92% 92%

94% 97%

FY2019 Goal 95% 75% 5:00 0% 0% 30% 0% 31 200 -

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status -

90%

89%

90%

100%

90%

99%

94%

96%

94%

95%

90%

99%

90%

98%

5.9

12.9

15,00

18,007

14,000

15,131

1,155

1,418

850

1,151

1,000

1,330

1,000

1,200

1000%

1004

<10%

Fiscal Year 2019 Annual Budget

FY2019 Goal

90% 93% 90%

100% 97% 99%

90%

2 10 12,000 1,155 1,000

1 5.93 27,776 1,167 989

8,000 1,000 <10%

11,541 1,392 10%

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

170

50%

Historical Data

Measure Type: Effectiveness & Efficiency Strategic Goal: Premier Community in South Florida

1. Police Department's overall quality rating (Res. Survey) 2. Residents who feel that Coral Springs has remained or become a safer place to live (Res. Survey) 3. Average Police response time (from time of call to arrival) - (Previous year) 4. Stabilize the burglary rate at a 0% increase adjusted for population (Uniform Crime Report) (Previous year) 5. Maintain 0% increase in crime rate as adjusted for population (Uniform Crime Report) (Previous year) 6. Clearance rate for crimes (Uniform Crime Report) (Previous year) 7. Reduce or maintain percent change in number of robberies (Uniform Crime Report) (Previous year) 8. Traffic crashes per 1,000 citizens (Previous year) 9. Number of high school students that are awarded safe driving certificates at graduation

Public Works

FY2019 Goal

Strategic Goal: City Investment in Today and Future

3. Maintain customer service ratings:

Tennis

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

90% 94% 90%

5 12,000 1,155 1,000 8,000 1,000 <10%

Composite Indicators The following indicators were carefully chosen to give an overall representative snapshot of our financial and operating results. These measures correspond with the City’s mission and longtime focus areas: property values, safety, educational opportunity, customer satisfaction, recreation participation, community involvement, and employee productivity. Although we began tracking these results in 1994 as part of the Composite Index, for brevity we only show the post-2006 results.

Source: Broward County Property Appraiser’s Office (Property values reflect calendar year rather than fiscal year.)

Residential Property Value

Billions

$8.3

$7.7

$7.6 $6.5

$6.2

2006

2007

2008

2009

2010

$5.4

$5.5

2011

2012

2013

$6.4

$6.1

$5.7

2014

$7.3

$6.8

Residential property values are slowly increasing, inching closer to where they were 10 years ago. Residential taxable assessed property values decreased drastically in Fiscal Years 2010 and 2011 due to property tax legislation passed in January 2008. The national recession which began in 2008 also contributed to depressed values.

2015

2016

2017

2018

Fiscal Year

Non-residential Property Percentage As a % of Total Property Values

Non-residential includes commercial/ industrial sites, as well as agricultural, institutional, government and miscellaneous real estate.

27.9%

22.1%

21.2%

20.1% 19.7%

28.8%

27.4%

26.5% 26.2% 25.4% 24.6% 25.0% 24.9%

Source: Broward County Property Appraiser’s Office

21.9%

Non-residential values increased at a greater rate than residential for FY 2017. New commercial construction contributed to this increase.

(Property values reflect calendar year rather than fiscal year.) 2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Fiscal Year

Source: City of Coral Springs Police Department and Florida Department of Law Enforcement Crime Report

Crime Rate

Incidents of major crimes per 100,000 population

2500.5

2583.9

2530.1

2559.1

2485.3

2469.4

2278.2

2259.3

The incidents of major crimes per 100,000 population hit an all-time low in 2017 and had a slight increase in 2018.

2688.8

2171.2

2180.5

2243.0 2075.0

(Crime figures are calculated utilizing calendar year rather than fiscal year) 2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Fiscal Year

City of Coral Springs, Florida

The increase in FY 2012 was due to a 4% rise in the number of indexed crimes (3,271 from 3,145) coupled with a lower population number. The 2010 Census for Coral Springs was 4% less than prior estimates by BEBR. The rise in the crime rate from FY 2009 to FY 2010 was the result of a mathematical anomaly. While the number of crimes decreased during this period, the population upon which the ratio is based decreased at a faster rate.

171

2008

2009

2010

95%

2011

2012

No survey conducted; used prior year result

95%

2013

2014

96%

2015

2016

95%

2017

2018

No survey conducted; used prior year result

2007

92%

No survey conducted; used prior year result

2006

The City has consistently received high ratings in customer satisfaction from our residents. The Residential Survey is conducted every other year.

92%

No survey conducted; used prior year result

93%

No survey conducted; used prior year result

93%

No survey conducted; used prior year result

95%

Source: 2015 Resident Survey conducted by ETC Institute. Projected

Customer Satisfaction Survey

Fiscal Year

Source: Database of Boards and Committees.

458

463

2004

2005

Volunteers in Government 479

2006

454

463

2007

2008

519

494

540

520

509

506

496

459

2009

2010

2011

2012

2013

2014

Members of City committees and boards are counted as volunteers for this indicator. The number of volunteers in government reached an all-time high of 540 for Fiscal Year 2013 due to participation in the Cityâ&#x20AC;&#x2122;s 50th Anniversary Committee and decennial Charter Review Committee. Three boards were dissolved during Fiscal Year 2017.

2015

2016

442

456

2017

2018

Fiscal Year

Some of the activities offered by the Parks and Recreation Department are basketball, soccer, football, baseball, lacrosse, and cheerleading. Independent teams and programs, though not counted in this measure, also utilize City facilities. The recent declines are due primarily to the number of participants moving from recreational leagues to more competitive travel leagues, whose participants are not included in this measure.

Good

Athletic League Participants

11,150

Source: City of Coral Springs Parks and Recreation Department

10,151

9,500

8,763

8,500

7,792

2005

2006

2007

2008

2009

2010

8,158

8,105

2011

2012

8,711

2013

8,475

2014

8,713

2015

7,976

8,056

2016

2017

7,539

2018

Fiscal Year

94%

95%

97%

Employee Satisfaction 95%

95%

97%

90%

93%

95%

93%

94%

95%

All employees are surveyed annually by the Human Resources Department to determine overall job satisfaction. Employeesâ&#x20AC;&#x2122; ratings of satisfaction are consistently high.

Survey conducted during Q4

Source: City of Coral Springs Human Resources Department Employee Survey

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

Fiscal Year

172

Fiscal Year 2019 Annual Budget

Employee Productivity

Employees Per Million Dollars of Revenue

Source: Annual Budget (Calculation includes full-time employees for all funds divided by Net Revenues)

6.57

2005

6.39

2006

5.97

2007

5.77

2008

5.77

2009

5.60

2010

5.39

2011

5.13

2012

5.18

2013

5.17

2014

It will take fewer than five full-time employees to generate one million dollars of revenue.

5.09

4.79

4.59

4.30

2015

2016

2017

2018

Fiscal Year

School Overcrowding

Source:

% Capacity Student Stations Broward

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

104%

2006

96%

2007

95%

2008

92%

2009

92%

2010

93%

2011

92%

2012

90%

2013

89%

2014

88%

2015

92%

2016

County School Board

93%

2017

92%

2018

(Percentages reflect academic year rather than fiscal year.)

Fiscal Year

City of Coral Springs, Florida

173

Fiscal Year 2018 Initiative Summary A Family-Friendly Community

Initiative

Department(s)

Update as of the 4th Quarter FY2018

Status

% Complete

Increase Firefighter/Paramedic Staffing - 2018

Fire/EMS

Q3: This staffing increase was approved, posted, and hired. The new members were hired shortly after 7/1/2018, and have since then been completely trained and assigned to various stations and shifts. These members are now fully trained and integrated into the staffing matrix.

Complete

100%

In Progress

50%

Complete

100%

Not Started

Complete

100%

Complete

100%

Complete

100%

In Progress

95%

Emergency Call - Taker and Dispatch Improvements - 2018

Summer Breakspot Program 2018

Enhance Strategic Enforcement Team - 2018

Administrative Lieutenant 2018

SWAT Suppressors 2018

Virtual Slice of the Springs Meeting 2018 (Ongoing)

Event Management Process 2018 (Ongoing)

174

Police

Q4: The additional call-taker position has been filled. Dispatch consoles are scheduled for installation on December 10, 2018, and will take a week to be completed. Q3: There is a meeting scheduled for 7/18/2018 with a final presentation from the two vendors. We are hoping that after both presentations, we can meet again with a final decision as long as there are no issues during presentation. Q2: We just finalized the top 2 vendors for the RFP project for the consoles. On June 19th and 20th, we will be doing site visits with local references provided by each vendor. After site visits, we will contact vendors to finalize a layout of the Communications Center and revise several items on the proposals that were submitted. We are hoping to select the vendor by the end of the 3rd week in August and have installation completed by 12/31/2018. Q4: The Summer Breakspot Program began on June 19, 2018 and was expanded to two locations with a total of 140 students enrolled. The six-week program has been completed and was successful. Q3: The summer breakspot program began on 6/19/2018. There are two weeks remaining of the six-week program. Funds have been sufficient. There are a total of 140 students enrolled between both locations. Q2: The Summer Breakspot program has been expanded to two locations (Hunt Elementary and Coral Springs K through 8). Initial funding was for one location and set up at $6500.00. Additional funding was obtained via donation from the MLK committee in the amount of $2000.00 and the city is applying for a grant for an additional amount of $1500.00. The program has conducted enrollment of students (170 to date) and enlisting volunteers to work at the locations. Curriculum planning and purchasing are underway. Program to begin 6/19/2018 and continue for six weeks.

Q4: As these positions were adds to staff, this initiative has been postponed until FY19. The MSD Act required additional SRO’s to be in place by August 15, 2018. A new timeline for the SET Unit will be discussed based on manpower needs to provide adequate road patrol coverage while still fulfilling the needs of the additional SROs. Q3: As these positions were adds to staff, we postponed filling these positions until the beginning of July 2018 to alleviate manpower restraints on road patrol while new officers were completing their training. While these positions are still going to be filled and are a high priority, we are going to discuss a new time line based on the need for additional School Resource Officers (SRO’s) as a result of the MSD Act. The addition of SRO’s must be in place by 8/15/2018 in order to comply with the new law. Our timeline to fill the positions to the SET Unit will be based on manpower needs to provide adequate road patrol coverage and fulfil the needs of the additional School Resource Officers. Q3: The addition of the 5th lieutenant was made in May, 2018. The Lieutenant is responsible for the administrative duties of the units falling under the Operational Support Component (Traffic Unit including TAI’s, Fleet and Facilities, and Humane). Joe McHugh has filled this position as the Operational Support Lieutenant. He works a Monday through Friday (8 hours a day) schedule.

Q3: All of the SWAT Suppressors have been purchased and installed on issued SWAT Rifles. This project is complete. Q2: All of the SWAT suppressors have been purchased and Police are in our possession. Most of them have been installed on issued firearms and are operational. The remaining firearms will have them installed in the next couple weeks. Q4: The Virtual Slice meeting, originally scheduled for September, was postponed – instead, a Facebook Live event was held in October to address the proposed Charter School relocation. Q3: 4/12/2018, virtual slice at Museum a success. 40 minutes Live with 1.5k viewer’s to-date. Discussion on hosting another virtual slice meeting towards end of Development Services fiscal year. Q2: January, 2018, virtual Slice meeting rescheduled to 4/12/2018. Completed two regular Slice meetings at Riverside Elementary and Coral Springs Elementary schools. Second virtual Slice to be scheduled for early June or before. Q1: Met in November for a Pre-Slice meeting, booked Museum for January and April Virtual Slice meetings, booked February meeting for Riverside Elementary School. Q4: A multi-departmental special event committee has been established to review all current and future events. Staff has prepared a report to be presented to the City Commission. The report makes recommendations on combining, eliminating or restructuring events. A sponsorship policy was presented to and approved by the City Commission on September 5, 2018. Q3: Staff is working on reviewing all Special Events Communications and and will make a presentation to the City Commission either in July or August 2018 to make recommendations on combining events, possibly eliminating events and restructuring Marketing events. A Special Events Committee has been established to review all current and future events. There are members from all Department involved in Special Events. Staff is also working on a Sponsorship Policy that will be given to the City Commission for approval in August or September, 2018.

Fiscal Year 2019 Annual Budget

Initiative

Department(s)

Community Paramedic Program 2018 (Ongoing)

Fire/EMS

School Resource Officers 2018 (Ongoing)

Education Grants 2018 (Ongoing)

Police

CMO

Update as of the 4th Quarter FY2018 Q3: The CSFD Community Paramedic Program is in full swing at this time. Susan Toolan receives referrals on a daily basis and has approximately 6-8 active patients per week. Susan continues to follow-up up with active and non-active patients consistently.

Q4: While we increased six additional SROs last year, only three vehicles were purchased. The three remaining vehicles have been ordered and received. They are currently being prepared and outfitted for deployment so that each SRO will be equipped to perform their duties. Q3: The three additional vehicles have been ordered and we received them. They are presently being prepared and outfitted for deployment. Q2: The SRO position has been posted and interviews are being scheduled for 6/29/2018. One SSRO has been interviewed and the posting remains active. Where the positions will be stationed has been discussed and a plan is in place. 4 full time SROs to be added. Q2: To support and supplement the education efforts of the Broward County Schools, the City has committed and distributed resources to assist area' students. The City provided $2,000 in grants for each of the five Public High Schools serving Coral Springs students (Coral Glades, Coral Springs, J.P. Taravella, M.S Douglas, Coral Springs Charter).

Status

% Complete

Complete

100%

Complete

100%

Complete

100%

Complete

100%

Complete

100%

Q4: International Day of Peace: (ongoing) Our annual program was kicked off at the City Commission meeting of September 5th where a Proclamation was presented announcing September 21st as International Day of Peace in Coral Springs. Representatives from United Way of Broward County,. Children’s Services Council and Broward County School Board were present, along with members of the City’s Multi-Cultural Committee. Residents, students and employees are encouraged to participate by hanging a wish tag on the Imagine Peace Tree either at City Hall or at the N.W. Regional Library, wearing white on September 21st and/or performing a Random Act of Kindness to a neighbor, family member or friend.

Multi-Cultural Events 2018 (Ongoing)

Human Resources

International Dinner Dance: (will be completed on September 15, 2018) The City’s Multi-Cultural Committee is hosting the Annual International Dinner Dance on September 15th at the Coral Springs Marriott. 400 people will be attending this signature event which will highlight the country of Italy this year. Sponsors include Al Hendrickson Toyota, Deja Blue Restaurant and Flora Foods. Q3: TEEN POLITICAL FORUM: 100% complete 3rd quarter This 12th annual event, which was held on April 5th, drew about 1,300 high school students. They had the opportunity to ask questions of the nine panelists from Local and County Government and the School Board. Coral Spring was the winner of the Travelling Trophy and $1,000 check from Waste Pro for having the largest attendance, with J. P. Taravella in second place. WORLDFEST: 100% complete 3rd quarter The Coral Springs Multi-Cultural Advisory Committee hosted the 2018 Worldfest Q4: TEEN POLITICAL FORUM: 100% complete 3rd quarter This 12th annual event, which was held on April 5th, drew about 1,300 high school students. They had the opportunity to ask questions of the nine panelists from Local and County Government and the School Board. Coral Spring was the winner of the Travelling Trophy and $1,000 check from Waste Pro for having the largest attendance, with J. P. Taravella in second place.

Youth Programs 2018 (Ongoing)

Human Resources

WORLDFEST: 100% complete 3rd quarter The Coral Springs Multi-Cultural Advisory Committee hosted the 2018 Worldfest Celebration, now in its 17th year. The event was held on Sunday, April 8th at the Sportsplex and was attended by approximately 5,000 people. This community event delighted audiences with foods from different countries, non-stop cultural stage entertainment, cooking demonstrations, games and amusements and a variety of international crafts for the children. Puppet Shows and Storytelling acts were offered, along with a K-9 Demonstration by our Police Department. NATIONAL DAY OF PRAYER: 100% complete 3rd quarter The National Day of Prayer was hosted, in partnership with the Clergy Coalition, on Thursday, May 3rd at the Coral Springs Charter School. Approximately 350 people attended this interfaith session with 28 Houses of Worship in attendance from the greater Coral Springs area. COMMUNITEA: CANCELLED 3RD quarter Because of the impact on our event schedule this year, following the Parkland Shooting, this event was cancelled. It was originally scheduled on May 16th, 2018 at the Coral Springs Museum of Art. Q2: MLK Celebration 100% Complete 2nd quarter

City of Coral Springs, Florida

175

A Thriving Business Community Initiative

Innovative Downtown 2018

Department(s)

Update as of the 4th Quarter FY2018

Q3: The City contracted with Crowdly, LLC to plan and execute a Crowdfunding event in Coral Springs. One of the stipulations of the agreement was that Crowdly would need to secure $25,000 worth of sponsorships, before receiving an equal amount from the City. They were unable to secure the sponsorship dollars, and our tri-party agreement between Crowdly, the CRA and the City was terminated. The City and CRA refocused their efforts and decided to move forward with a scaled-back event. Innovate Downtown took pace Communications and on April 27 and 28, and was paired with Unplugged. Ten creators were selected to Marketing showcase their projects to a panel of judges on Friday night in the Commission Chambers. On Saturday, the creators had booths at Unplugged and were able to showcase their projects to the public. At the end of the evening, a judges' choice award and a crowdfavorite award were presented to two of the innovators, each in the amount of $2,500. Sponsorship funds were provided by Blue Stream and Lexus

Q4: It was decided that marketing funds should be used in more effective ways, such as the hiring of a firm to produce an Economic Development Strategic Plan and Marketing strategy. Q3: During the budget preparation process in Q3, staff recommended Communications and positioning this initiative to the new proposed initiative called Residential Real Estate 15 K - 12 Education Summit 2018 Marketing & Economic Summit. This new initiative will focus on education, housing market, and networking for Development residential real estate agents and education institutes to stay current with Coral Springs trends and technologies. Q1: Staff attended the Principal Education Committee meeting on 1/26/2018 to promote the K-12 Education Summit initiative and to recruit volunteers to join the Committee. Q4: Poles were installed at Corporate Park entrances immediately after arrival. They are operational and have proven to be successful. Q3: The site permits are completed. The poles have arrived and site work is underway. The purchase of the cameras will go to commission for approval in July. The camera pole bases are being placed into the ground and the poles will be attached at 4 of the 5 locations. The power will be run to the poles and will be ready for camera installation. Once the camera purchase is approved by commission, we are expecting a two week turn around to receive the cameras and they will be installed immediately. We will be operational at four of the five locations by late July or early August, 2018. For the fifth location, Wiles Rd and Coral Ridge Dr, we are working with the property owner to place a pole on his property. We are researching Corporate Park License Plate secondary options if this does not work out with the property owner. Q2: The site permits Police 16 Readers 2018 are completed. The poles will arrive during the week of 6/11/2018. The cameras have been purchased and should be here in the next week or two. Once the poles are in, the bases will be placed into the ground and the power will be connected. Vigilant will then be called to mount the cameras. We will be operational at four of the five locations by July. For the fifth location, Wiles Rd. and Coral Ridge Dr., we are working with the property owner to place a pole on his property. We are researching secondary options if this does not work out with the property owner.

Business Recruitment Campaign (2018)

Q4: Due to unexpected circumstances, the selection of the Economic Development Strategic Planning consultant services has been put on hold during Q4. A Director of the Economic Development has been hired in Q4 and will take a lead on this project in FY2019. Q3: An RFP for the consultant services for Economic Strategic Plan and Economic Development Office Implementation has been issued in Q3. Received ten bids on 6/27/2018. A panel will be formed to select a consultant in Q4. Q 2: Staff began reaching out to consultants. Q 1: Staff began researching for consultants who have extensive experience in site selection process and marketing/branding the City image.

Q4: Successfully completed the video production of the 2017 Business Excellence Award winners in Q4. A total of 97 welcome letters were sent out to the new businesses in Q4. EDO continues to promote the Building Our Future campaign thru the press release, social media, and website. Q3: Staff reached out to other economic development organizations for ideas to report efforts made for business development and will be producing a new quarterly report in Q4. A total of 68 welcome letters were sent out to the new businesses in Q3. A kick-off meeting for the video/marketing production highlighting the winners of the business excellence award took place in Q3. Q2: Staff began reaching out to Economic Building Our Future Campaign 18 2018 Development Office consultants. A total of 86 welcome letters were sent out to the new businesses in Q2. Business Excellence Award presented to the winners at the 3/21/2018 City Commission meeting. Q1: Staff began researching for consultants who have experience in marketing cities. A map of available properties in the Corporate Park has been published and updated on the EDO website on a monthly basis. A total of 92 welcome letters were sent out to the new businesses in Q1. Promotion/application process for the Business Recognition Program began in Q1 (41 entries received).

176

Target Key Economic Development and Trade Groups 2018

Q4: Staff attended the Sup-X Expo in July 2018 and ICSC Conference in August 2018. Q3: EDO registered to become a Silver Sponsor at the upcoming 2019 IEDC Leadership Economic Summit in Ft. Lauderdale. Additionally, staff registered for two more key economic Development Office development events in Q4: Sup-X Expo (July 2018) and ICSC (August 2018) Q1: Staff attended the ULI Fall Conference in October 2018.

Fiscal Year 2019 Annual Budget

Status

% Complete

Complete

100%

Complete

100%

In Progress

40%

Complete

100%

In Progress

80%

Initiative

Department(s)

Update as of the 4th Quarter FY2018

Status

% Complete

Municipal Complex 2018 (ongoing)

CMO

Q3: Final Certificate of Occupancy issued on 6/15/2018. Q2: Final Certificate of Occupancy and completion of punch list should be issued and complete by 6/1/2018.

Complete

100%

Q4: In Q4, EDO's icon was added to the City's (CoralSprings.org) homepage website to gain more visibility and traffic to the EDO website. Some contents have been updated to assist local businesses with City zoning, permitting, and licensing process. Q3: EDO signed up with Costar group, the leading provider of commercial real estate information, analytics, and online marketplaces. Available commercial properties information has been updated on the EDO website in Q3.Q 2: Q2: In order to maintain an effective website, staff Economic Development Office updates the property data regularly, updates the contents, and continues to monitor the website traffic. Optimized the website for SEO will be conducted in Q3. Q1: The EDO website was redesigned in Q1 with the help of an in-house team. EDO hired GIS Planning, who provides a web-based GIS software, to implement a site selection and online data tools that are also mobile-friendly. Lead Gen ID feature helps staff identify who's visiting the EDO website.

Complete

100%

Complete

100%

Complete

100%

Complete

100%

Complete

100%

Economic Development 21 Marketing - Website Redesign 2018 (Ongoing)

Q3: The Real Estate Summit was successfully held on 5/10/2018. More than 90 commercial/residential realtors, financial institutions, and developers attended the summit Q2: Kick-off meeting began in January, 2018. May 10th was selected as The Real Real Estate Summit 2018 Economic Estate Summit with "Meet Up in Downtown" as the theme (evening event). The following 22 (ongoing) Development Office panelists were selected for this year: Kim Briesemeister, Darcy Lunford, and Rod Sheldon. Q1: Pre-planning of the Real Estate Summit began in Q1. Staff discussed to host the Summit in the new City Hall building this fiscal year. Q3: The last Business Academy session "Mindset of a CEO/Entrepreneur" was held in Q3. Q2: Chamber of Commerce held two Business Academy sessions ("Unlocking The Power Coral Springs Regional Economic 23 Chamber Business Academy of Story" and "Growing Your Business Through Community Involvement") in Q2. Q1: Development Office 2018 ( Ongoing) Chamber of Commerce held two Business Academy sessions ("Power Brand Your Business" and "Leadership: The Good, The Bad & The Ugly") in Q1. Q4: City staff and Corporate Park Property Owner Association met on 7-23-18 and discussed updates on LPR, Phase II of Code Compliance, TrakIt program, and tax increase concerns. Due to the hiring of the Director of Economic Development, the group agreed to cancel the October's meeting. The next meeting will be scheduled in January 2019. Staff worked on applying for the EDA's Disaster Supplemental grant to fund Corporate Park's drainage improvement in Q4. Q3: City Staff and Corporate Park Property Owner Association met on 4/16/2018. Next group meeting will be held on 10/22/2018. Staff continues to research a possible grant to fund drainage improvements that required a 50% match.Q2: City Staff and Corporate Park Property Owner Association met on 1/22/2018. BID is no longer effective. Businesses and property owners cooperation have Corporate Park Improvements Economic 24 2018 (Ongoing) Development Office made some progress in the Park. Next group meeting will be held on 4/23/2018. Phase 2 Letters sent out to approx. 800 business and property owners on 1/25/2018 to communicate about the continuation of code compliance site visit and to inform about the purchase of the URL. Q1: City Staff and Corporate Park Property Owner Association met on 10/16/2017 and discussed EDO's goals to recruit more business to the Park, status updates after Hurricane Irma, Corporate Park grant to improve the drainage design, and to prepare a follow-up letter (Phase 2) to update the landscaping and code compliance manners. The next group meeting will be held on 1/22/ 2018.

Traffic Management 2018 (ongoing)

Q4: Seven traffic studies were completed. TMT met on May 25, June 22, and August 24. Topics included bicycle signage on Coral Ridge Drive, a Traffic Calming presentation to the City Commission, Turtle Run Park entrance, municipal parking garage, Wiles Road expansion, and restrictions of trucks on Ramblewood. Presented Traffic Calming Program update to Commission on Oct. 3. Commission will again discuss at December Workshop. Q3: Eight traffic studies were completed. TMT met on 5/4, 5/25, and 6/22/2018. Topics included bike signage on Coral Ridge Drive, NW 39 Street / NW 120 Avenue intersection, Municipal Garage Traffic Concerns, Turtle Run Park Entrance, Traffic Calming Program, Development Services Chai Center, the Chabad pedestrian crossing and the 2018/19 Traffic Calming Budget. Q2: Three traffic studies were completed. TMT met on 5/4/2018. Topics included bike signage on Coral Ridge Drive, NW 39 Street / NW 120 Avenue intersection, Municipal Garage Traffic Concerns, Turtle Run Park Entrance, Traffic Calming Program, and the 2018/19 Traffic Calming Budget. Q1: Seven traffic studies were completed. TMT met on 1/19, 2/23, and 3/23/2018. Topics included NW 99th Way / Sample Rd, TRCDD Proposed Project: Turtle Run Blvd, NW 39 St / NW 120 Ave, Westchester Point, CS Dr. / NW 32 Ct, Samâ&#x20AC;&#x2122;s Club exit, Parking Garage traffic concerns, Turtle Creek Dr. Multimodal Project.

City of Coral Springs, Florida

177

An Active, Healthy Community 26

Initiative

Department(s)

Zika Prevention Efforts 2018

Public Works

Senior Outreach Newsletter 2018

Mullins Aiello Field Turf Replacement 2018

Update as of the 4th Quarter FY2018 Q3: Zika tablets were placed in storm drains by Streets staff in April, 2018.

Q4: Four issues of the Forever Young Newsletter have been mailed to residents 60 and older. Q3: Three issues of the Forever Young Newsletter have been mailed to residents 60 and older. There is one more issue scheduled to be produced before the end of the fiscal Communications and year. Q2: Status unchanged. Flags have been replaced in almost all City facilities. Q1: Marketing Three issues of the Forever Young Newsletter have been mailed to residents 60 and older. There is one more issue scheduled to be produced before the end of the fiscal year. Parks and Recreation Q3: This project was completed in March, 2018. It was on time and on budget. Q4: The following projects have been completed: • 1st floor classroom sink and cabinetry • Ceramics lab lighting • Gallery flooring refurbishment (w/contingencies) • Gallery window repair • Ceramics lab cabinetry • 2nd floor classroom cabinets and closet • 1st floor vinyl floor cleaning • Ceramics lab floor cleaning Q3: To date $118,437.34 of $376,536 Development Services has been spent, another $178,461.94 encumbered. The City has until 6/1/2019 to spend the remaining funds. The $754,560 match has already been expended. A progress report is due before 7/31/2018, which is currently being worked on.

Status

% Complete

Complete

100%

Complete

100%

Complete

100%

Complete

100%

Cultural Facilities Grant for Museum Renovations 2018

Mullins MacElderry Field Lighting 2018

Parks and Recreation

Q3: The new LED Lights are installed and the field is in use at this time. Project was completed on time and within the budget.

Complete

100%

Athletic Field Maintenance 2018

Parks and Recreation

Q3: All fields are completed and all the new equipment has arrived. Q1: This project is completed and the field is in operation. Project was completed in March, 2018.

Complete

100%

Human Resources

Q3: Our City Wide Day of Service plan took a major turn after the tragedy at Stoneman Douglas High School on 2/14/2018. A Day of Healing was held on Sunday, 3/4/2018 at North Community Park. Our focus now switched to provide all energy and resources to this event. We knew we would be utilizing more staff than we normally do for Day of Service. We had 96 employees volunteer for this event and a host of community participants who donated and served food. Q1: Planning for City Wide Day of Service speaking to committee members to discuss possible sites for service.

Complete

100%

Complete

100%

Complete

100%

Complete

100%

City-Wide Day of Service 2018 (ongoing)

Q3: Even though this item has been completed, we are continuing to look for new opportunities. We are working with Baptist Health to possibly add a Zumba Class. Q2: Throughout the year we have added classes and programs for the Seniors. We have added Additional Senior Parks and Recreation the Socrates Cafe Program, we added additional fitness classes, tai chi and several others. 33 Programming 2018 (Ongoing) We have put classes at the gymnasium, because there was not enough space available at the Senior Center to handle all the additional classes. We also added several free lectures throughout the year.

Forest Hills Boulevard Pedestrian Lighting 2018 (Ongoing)

Drowning Prevention/Water Safety 2018 (ongoing)

178

Public Works

Q4: Poles and light fixtures were installed in August Q3: Phase 2 pedestrian lighting poles and fixtures are on order and will be installed in August. Q2: Phase 1 of the Forest Hills Pedestrian lighting was complete in April, 2018. Phase 2 is the furnish and install of additional poles which are on order and should be completed by August 2018. Phase 2 pedestrian lighting poles and fixtures are on order and will be installed in August, 2018.

Q3: In 2017, there were 1,300 vouchers distributed just for children 4 years of age and under in our community. Additionally, cooperating with the School Board and local charter and private elementary schools, over 1,400 children received a week of free lessons during the 2017 school year. The Coral Springs Fire Department, together with our local partners, administers a program called “Watch Your Kid, You’ll Be Glad You Did”. This local community drowning prevention effort has become an action model for other cities in Broward County. The community team of agencies provides regular drowning prevention information and presents educational sessions to a wide range of community groups to raise awareness and provide pool safety instruction. The Police Department and Aquatics staff work together to support the message as part of their community outreach efforts. During 2017, the City co‐sponsored two major drowning prevention events. Our most Fire/EMS, recent event was 4/1/2018 event at Cypress Pool and was well received, bring in our Communications and largest attendance ever, 525 people. This was a large increase over our last event, which Marketing had slightly more than 400 attendees. As part our overall Life Safety education initiative, CPR training mannequins are brought to most community events to educate the public on CPR training techniques, which also supports our Pulse Point initiative in improving both the response to drowning as well as cardiac emergencies. Many other programs, such as Sleep Safe and Car Seat Safety installations, are utilized to further drowning prevention efforts. These efforts have resulted in a major shift in survivability for local children who do have a drowning event, with seven out of nine making full recoveries.

Fiscal Year 2019 Annual Budget

An Attractive Community Initiative

Department(s)

Update as of the 4th Quarter FY2018

Q4: Have met with PMG to further discuss steps. We are gathering information from all divisions (Building, Zoning and Engineering) necessary to include the length of time it takes for intake, plan review, inspections (time/amount) invoicing. PMG is also requesting Development Services additional information to include year-end expenditures, revenue, along with data regarding permits received, plan reviews and inspections. We are still at 50%, since we are still gathering the necessary information to move on. Q3: Selected PMG Consulting. Waiting for Approval.

Status

% Complete

In Progress

50%

Complete

100%

In Progress

20%

Building Permit Fee Study 2018

Flag Replacement Project 2018

Code Compliance Operational Review and Training - 2018

Optimize Code Compliance Q4: All actions for this initiative have been completed as planned. Q3: This is pending with Development Services Administrative Support - 2018 the finalization of the Code Report

Complete

100%

Q3: New landscaping contracts in place. Landscaping improvements are on going. Q2: New contracts for Median maintenance were awarded in April, 2018, with a start date of 5/1/2018. Landscaping improvements have been completed at entry way signs and cul de sacs.

Complete

100%

Complete

100%

Public Works

Q4: Contract awarded at the June 20th Commission meeting. Work is scheduled to be completed by November 30, 2018. Q3: Contract awarded at the June 20th Commission meeting. Work to be substantially complete during 4th quarter. Q2: Bid opens on 5/23/2018 with a Commission award targeted for 6/20/2018.

In Progress

90%

Intersection Approaches 43 Upgraded to ADA Compliance 2018

Public Works

Q3: Work is completed.

Complete

100%

Canal Bank Clearing - 2018

Public Works

Q3: The clearing of the canal bank is complete. Final restoration is in progress.

Complete

100%

Increase and Enhance Litter Control - 2018 (Ongoing)

Public Works

Complete

100%

In Progress

Complete

100%

In Progress

29%

Median/Right of Way Maintenance Plan - 2018

Communications & Q3: Flags have been replaced on all City buildings. Marketing CMO

Public Works

Q3: Per the former DCM this effort was rolled into the overall Dev. Services report that is due in September, 2018.

Replace Irrigation Control Q3: Irrigation equipment has been ordered and purchase orders are in place for the wells. System, Add Irrigation Wells - Parks and Recreation Work should be done in August and September, 2018. 2018

New Entrance for Sherwood Forest Park - 2018

Q3: The YTD average for completing the 159 miles of Right of Way is 6.2 days. The litter crew is completing its 159 miles of Right of Way within the performance measure timeline of 5 working days.

Turtle Run Park Left Turn Lane 2018 (Ongoing)

Public Works

Q3: Project put on hold during last quarter due to discussions with Turtle Run Community Development District. Purchase order to be reissued during 4th quarter, with completion during 1st quarter of FY19. Q1&2: Purchase order had been issued to Contractor, but Project was put on hold as a result of an offer from the Turtle Run CDD to fund the project, if a left turn lane out of Turtle Run Park would be approved by the City. The City's Traffic Engineering consultant does not support the left turn out, and therefore, the project is on Hold until further notice.

Electric Vehicles and Charging Stations - 2018 (Ongoing)

Public Works

Q3: Installation of charging stations at City Hall Public Garage is completed. Q1&2: The installation of the charging stations at the Municipal Complex was pending the close out of the Kaufman Lynn electrical permit. The permit was closed in early May, 2018 and staff is proceeding with installations.

CDBG Action Plan - 2018 (Ongoing)

Q4: Home repair projects are currently underway. Senior and youth program funds are near fully expended. Capital improvement projects are underway. Two home repair projects funded through CDBG totaling $49,485 were transferred to a different funding source to close-out SHIP funding. This frees up funding for additional projects through CDBG. The balance of funds will be leveraged with other funding sources to fully expend all funds over the course of next FY 2019. Q3: Capital improvements projects are underway and have gone out to bid. Senior and youth program funds are fully expended. Development Services Home Repair applicants have been approved and projects are moving forward. Q2: Senior and youth program funds are nearly fully expended. Capital improvement designs have been completed and are being prepared for bid. Home Repair applicants have been approved and projects are moving forward. Q1: Plans and designs are being completed for capital improvement projects. Senior programs and youth scholarship funds will be expended by June, 2018. Home Repair applicants are in the approval process.

City of Coral Springs, Florida

179

Initiative

Department(s)

Update as of the 4th Quarter FY2018

NW 110th Avenue Bicycle and Q3: Project is complete. Q2: Contractor working on final punch list to complete project. Development Pedestrian Project - 2018 Q1: Project substantial completion was issued on 4/30/2018. Final Acceptance scheduled Services/Public Works (Ongoing) for 5/30/2018.

Status

% Complete

Complete

100%

Inflow and Infiltration Rehabilitation - 2018 (Ongoing)

Public Works

Q3: Work is complete for FY 18.

Complete

100%

Roadway Resurfacing - 2018 (Ongoing)

Public Works

Q3: Contract awarded at the 6/20/2018 Commission meeting. Work to be substantially complete during 4th quarter. Q1&2: Bid opens on 5/23/2018 with a targeted award date of 6/20/2018 by the City Commission.

In Progress

80%

Public Works

Q4: Wiles Road and 441 Entry Improvements is 99% complete.Â Work has been completed, we are waiting for final inspections. Q3: The Broward County Project, Phase 1 of the Wiles Road widening project between SR7 and Rock Island is scheduled to be substantially complete by October, 2018. The City's contribution to the project include relocation of water and sewer lines, entry way sign and pedestrian lighting from SR 7 to Creekside. Q1&2: The Broward County Project, Phase 1 of the Wiles Road widening, from 441 to Rock Island is scheduled to be complete by September, 2018. The improvements, constructed by the County's Contractor, include an entry way sign at 441, and pedestrian lighting on the north side from 441 to Creekside Drive.

Complete

100%

Wiles Road and 441 Entry Improvements - 2018 (Ongoing)

180

Fiscal Year 2019 Annual Budget

An Innovative, High-Performing Organization Initiative

Department(s)

Update as of the 4th Quarter FY2018

Status

% Complete

Q3: The City Engineer's Office was transferred from Development Services to Public Works effective October, 2017. An Engineering Inspector has been added to staff to eliminate services provided by outside Consultant. Q1&2: The City Engineer's Office has been transferred from Development Services to Public Works effective October, 2017. An Engineering Inspector has been added to staff, eliminating the need for having services performed by a Consultant.

Complete

100%

City Engineer - 2018

Public Works

Contract Administrator in Purchasing - 2018

Finance

Q1: The Contract Administration Coordinator was hired in November, 2018.

Complete

100%

Municipal Bond Post-Issuance Compliance Monitoring - 2018

Finance

Q3: DAC is currently providing compliance monitoring services for the City's bonds.

Complete

100%

FEMA Appeals Consultant 2018

Finance

Q3: Issued 16 notices to appear, 17 declined the program, 54 cases were closed

Complete

100%

Complete

100%

Complete

100%

Complete

100%

Police

Q4: The gym has been renovated to provide updated equipment to facilitate functional exercise as well as create space with the gym area. The gym now has working equipment meant to meet different types of exercise regiments. Q3: Gym Equipment went through procurement process, scheduled to be installed in August 2018.

Complete

100%

Public Works

Q4: The Municipal Complex project was closed out with final payments to Kaufman Lynn and Johnson Controls on July 27, 2018. Q3: 17 minor items remain on the Commissioning report, of which 7 are the responsibility of JCI, and 10 are Kaufman Lynn. The contract has not reached Final Completion until the items are approved by the Commissioning Agent. Close out Agreements with both Contractors are being drafted and will be placed before the City Commission after Final Completion. Q2: Position moved to Public Works in FY 2018. Municipal Complex Final Certificate of Occupancy and punch list should be completed by 6/1/2018.

Complete

100%

In Progress

80%

In Progress

95%

Q3: Updated Interactive Public Art Map to include Ascent and Celestial. Also updated Interactive Online Mapping Current Development Map. Q1&2: Public art map and current development map are Development Services 2018 live. Current development map is updated every month and public art map is updated as needed.

Onboarding Enhancements 2018

Information Technology 59 Contract Staff Augmentation 2018

Promoting Public Safety Wellness

Construction Management Support - 2018

Human Resources

Information Technology

Stormwater Assessment Implementation - 2018 (Ongoing)

Public Works

IT Security and Training - 2018 (Ongoing)

Information Technology

Q4: Completed drug-testing of Summer temporary staff; pre-employment screening and skill assessment continue; Purchased LinkedIn Recruitment Lite to assist with recruiting needs. Q3: Pre-employment screenings and skill assessment continue; conversations began with LinkedIn to determine how they could help with advertising / recruiting for the best candidates. Q1: Additional pre-employment screenings and skill assessments were conducted to ensure we hire the best qualified employees. Q3: Purchase order issued and contract in place. Q2: Gail Dixon received the signed agreements from Synergy and is working on the City Commission memo. She plans to have this on the June 6th CC agenda. This is for the IT Temp positions and it also includes Consulting services. Q1: Working with Gail Dixon on acquiring contractual services with local vendors.

Q4: Commission approved moving forward with the Stormwater Assessment at the June 27th Workshop. Next steps are approval of the rate structure and passing of ordinance before end of calendar year. Q3: Commission approved moving forward with the Stormwater Assessment at the 6/27/2018 Workshop. Next steps are approval of the rate structure and passing of ordinance before end of calendar year. Q2: The implementation of the stormwater assessment is pending Commission direction at a Workshop scheduled for 6/27/2018. Q4: With new fiscal year funds available, the rest of the department is expected to complete their ITIL certification. Everyone is scheduled to have this completed by December 2018. Q3: Employees attended Superion Training in Orlando. Employees were invited to present at the event. Several employees studying for Cisco certifications. Q2: The IT department has exhausted 95% of its training funds for FY18. This year we sent five people to ITIL training, with four successfully passing their ITIL certification test, and one scheduled to take their test later this month. We have sent two employees for CCNA training and one for Netmotion Security Training. IT also has five employees attending the Superion Application Conference later this month. Q1: The IT department is currently scheduled staff for ITIL and CCNA training.

City of Coral Springs, Florida

181

Initiative

Enterprise Software Vendor Selection - 2018 (Ongoing)

Health & Wellbeing Strategy Health Fund 2018

Water Billing Meter Reader 66 Rate Increase ($0.20 per meter read) - 2018

Fleet Management Software 2018

182

Department(s)

Information Technology

Human Resources

Finance

Public Works

Update as of the 4th Quarter FY2018

Status

% Complete

In Progress

90%

Complete

100%

Q3: The rate increase was implemented on 10/1/2017.

Complete

100%

Q3: Fleet staff has done two demo sessions with City Works and attended many of the ERP demo sessions with Tyler Technologies. Research and evaluation with I.T. staff is ongoing.

In Progress

10%

Q4: The City has completed interviews of vendor references. The City has officially selected Tyler Technologies as the new Enterprise Resource Planning (ERP) vendor. Tyler Technologies provides two deployment models (cloud and on-premise). The City will weigh the pros and cons and select a suitable solution based on functionality, risk / redundancy factors. Contract negotiations are under way. 90% complete for the vendor selection process. Q3: The City, with the assistance of BerryDunn, has completed the vendor demonstrations (Creaol Consulting and Tyler Technologies). The City is currently interviewing vendor references to discuss implementation challenges and assess vendor performance / ongoing support. Vendor selection is at 80% completion. Q2: The City, with the assistance of BerryDunn, has completed the vendor shortlist. Creaol Consulting and Tyler Technologies are the short listed vendors. Vendor demonstrations will be completed by the end of Q2. Vendor selection is at 60% completion. Q1: The City has issued the RFP document for the Enterprise Resource Planning (ERP) system. The City has received proposals from various ERP vendors. Q3: Launched Motivate Me and Fit thumb Wellness portal 5/1/2018, over 175 employees registered. Coordinated onsite EAP counseling services 90 days post Stoneman Douglas event. Coordinated Safety Stand Down Week for firefighters to promote preventive and holistic wellness approaches. Q2: Coordinated onsite yoga and meditation event, and working on ongoing evening classes to support emotional well-being for employees. Coordinated onsite EAP counseling after the Stoneman Douglas event, as well as continued periodic onsite support. Working on Launch of Fit Thumb Wellness portal and Motivate Me to encourage a holistic approach to wellness including earning points and incentives for engaging in healthy mental and financial behavior. Q1: Enhanced mental health programming to include lunch and learns on mindfulness, emotional wellness and financial wellbeing . Continued promotion of removal of mental health copays, attended clinician awareness training, introduced menu of voluntary benefits to provide financial security: Accident, Hospital, Legal, Pet insurance, critical illness.

Fiscal Year 2019 Annual Budget

Customer Requirements Analysis Overview

In an effort to closely align the City’s limited resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOT analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.

Residential Satisfaction Survey Results Overview and Methodology

Survey respondents by general location

ETC institute administered surveys to residents in the City of Coral Springs during February and March of 2017. The purpose of the surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community. A seven-page survey was mailed to a random sample of households in the City of Coral Springs. Approximately seven days after the surveys were mailed, residents who received the survey were contacted by phone. Those who indicated that they had not returned the survey were given the option of completing it by phone or over the Internet. A total of 1,237 completed surveys. The results for the random sample of 1,237 households have a precision of at least +/-2.8% at the 95% level of confidence. There were no statistically significant differences in the results of the survey based on the method of administration (phone vs. mail vs. online). In order to understand how well services are being delivered in different areas of the City, ETC Institute geocoded the home address of respondents to the survey. The map shows the physical distribution of Source: ETC Institute 2017 Coral Springs Resident Satisfaction Survey respondents to the resident survey based on the location of their home. A minimum of 200 surveys were completed in each of six areas of the City. The results for each area have a precision of at least +/-6.9% at the 95% level of confidence. Major Findings

The major City services that were rated best included: quality of emergency medical services (90%), quality of fire services (89%), quality of police services (85%), and quality of City parks and recreation programs (80%). Residents were least satisfied with the Code Compliance Division (55%). The major City services that residents thought should be emphasized most over the next two years were: (1) police services, (2) maintaining the quality of neighborhoods in the City, and (3) Public Works. Public Safety

The public safety services that were rated best included: how quickly EMS personnel respond to emergencies (84%), how quickly police respond to emergencies (81%), and how quickly fire personnel respond to emergencies (81%). Residents were least satisfied with how often police officers patrol neighborhoods (46%). The public safety services that residents thought were most important to emphasize over the next two years were: (1) the City’s efforts to prevent crimes and (2) how often police patrol neighborhoods.

City of Coral Springs, Florida

183

Parks and Recreation Services The areas of parks and recreation that were rated best included: the number of City parks (85%), outdoor athletic facilities/fields (81%), the appearance of parks and recreation facilities (80%), and the maintenance of City parks (80%). Residents were least satisfied with the City senior center (48%). The parks and recreation services that residents thought were most important to emphasize over the next two years were: (1) the maintenance of City parks, (2) walking and biking paths in the City and (3) the appearance of parks and recreation facilities. Solid Waste Services

Eighty-one percent (81%) of the residents surveyed who had an opinion were satisfied (rating of 4 or 5 on a 5-point scale) with curbside recycling services; 80% were satisfied with residential trash collection services, and 78% were satisfied with bulk trash pickup. City Communications Seventy-two percent (72%) of the residents surveyed who had an opinion were satisfied (rating of 4 or 5 on a 5-point scale) with the quality of the Coral Springs News Magazine; 70% were satisfied with the City’s website (CoralSprings.org), and 67% were satisfied with the availability of information about City services. Infrastructure/Maintenance Services The areas of infrastructure/maintenance that were rated best included: satisfaction with the condition/appearance of medians (74%), condition of major City streets (73%), and condition of neighborhood streets (71%). Residents were least satisfied with the adequacy of City street lighting in neighborhoods (55%). The areas of maintenance that residents thought were most important to emphasize over the next two years were: (1) condition of major City streets, (2) adequacy of City street lighting in neighborhoods, and (3) condition of neighborhood streets. How Coral Springs Compares to Other Communities Overall Satisfaction The City of Coral Springs is setting the standard with regard to the overall quality of City services. Seventy-five percent (75%) of the residents surveyed in the City of Coral Springs were satisfied (ratings of 4 or 5 on a 5-point scale) with the overall quality of City services, compared to a national average of just 49% and a Florida average of 49%. Satisfaction with Specific Areas The City of Coral Springs rated at or above the U.S. and Florida averages in 44 of the 51 areas that were assessed on the survey. The individual areas where Coral Springs was setting the standard for service delivery (rating 15% or more above the national average) among other U.S. communities are listed below: • Coral Springs aquatic/pool facilities (+39%) • Public Works (+28%) • Bulk trash pickup service (+27%) • Customer service by City employees (+25%) • Condition of major City streets (+23%) • Condition of neighborhood streets (+23%)

The City of Coral Springs rated at or above the U.S. and Florida averages in 44 of the 51 areas that were assessed on the survey

• City communication with residents (+22%) • Availability of information about City services (+21%) • How well the City is planning for the future (+20%) • Appearance of parks and recreation facilities (+20%) • Condition/appearance of medians (+20%) • As a place to live (+19%)

184

Fiscal Year 2019 Annual Budget

• As a City that is moving in the right direction (+19%) • As a place to raise children (+18%) • City efforts to inform on local issues (+18%) • City efforts to prevent crimes (+17%) • Number of City parks (+17%) • Enforcement of exterior maintenance of residential property (+17%) • How quickly police respond to emergencies (+16%) • Outdoor athletic facilities/fields (+16%) • Adequacy of City street lighting of major streets (+15%) • Police services (+15%) • Overall satisfaction with parks and recreation (+15%) • Value for City taxes and fees (+15%) Setting the standard The individual areas where Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities are listed below:

Coral Springs was setting the standard for service delivery (rating 15% or more above the Florida average) among other Florida communities

• Coral Springs aquatic/pool facilities (+37%) • Bulk trash pickup service (+29%) • As a City that is moving in the right direction (+25%) • As a place to live (+23%) • Customer service by City employees (+22%) • Appearance of parks and recreation facilities (+22%) • Public Works (+21%) • How well the City is planning for the future (+22%) • City efforts to inform on local issues (+19%) • City communication with residents (+18%) • As a place to raise children (+18%) • City efforts to prevent crimes (+17%) • Condition/appearance of medians (+17%) • Adequacy of City street lighting of major streets (+17%) • Availability of information about City services (+16%) • Condition of neighborhood streets (+15%) • As a place to work (+15%) • Number of City parks (+15%) • Quality of recreation programs for youth (+15%)

City of Coral Springs, Florida

185

Other Findings • Seventy-eight percent (78%) of residents reported they read the Coral Springs’ magazine “all the time” or “sometimes”; 17% reported they read the magazine “seldom” or “never” and 5% did not know. • Forty percent (40%) of those surveyed thought the taxes they pay to the City of Coral Springs are just right; 37% of the residents thought the taxes they pay are too high, 1% thought taxes were too low, and the remaining 21% felt that while taxes remain high, the city is providing a higher level of service than expected. • The City services or facilities that were used most often were: MyCoralSprings on website, CoralSprings.org (43%), the Coral Springs Center for the Performing Arts (40%), Police services (31%), and City Hall in the Mall (30%). • The top four reasons residents indicated they originally made the decision to move to Coral Springs were: the nice neighborhoods (67%), housing (57%), the quality education system (54%) and the location (54%). • Fifty-two percent (52%) of residents, who had an opinion, were “very satisfied” or “satisfied” with the overall effectiveness of the City’s efforts to address public school issues; 28% were “neutral” and 19% were dissatisfied. • Nearly half (46%) of residents felt they had a good understanding of the important issues facing the City of Coral Springs; 29% did not, and 25% did not know. • Sixty-six percent (66%) of residents think the City of Coral Springs is continually improving as a place to live; 20% disagreed, and 14% did not know. Opportunities for Improvement In order to help the City identify opportunities for improvement, ETC Institute conducted Importance-Satisfaction (I-S) Priorities Analysis. This analysis examined the importance that residents placed on each City service and the level of satisfaction with each service. By identifying services of high importance and low satisfaction, the analysis identified which services will have the most impact on overall satisfaction with City services over the next two years. If the City wants to improve its overall satisfaction rating, the City should prioritize improvements in services with the highest Importance Satisfaction (I-S) ratings. Based on the results of the Importance-Satisfaction (I-S) Priorities Analysis, ETC Institute recommends the following: The first level of analysis reviewed the importance of and satisfaction with major categories of City services. This analysis was conducted to help set the overall priorities for the City. Based on the results of this analysis, the major service that is recommended as the top opportunity for improvement over the next two years in order to raise the City’s overall satisfaction rating is:

The departmental services recommended as the top opportunities for improvement over the next two years in order to raise the City’s overall satisfaction rating are: condition of major City streets City efforts to prevent crimes frequency of police patrols in neighborhoods walking and biking paths in the City adequacy of city street lighting in neighborhoods

• Efforts to maintain quality neighborhoods The second level of analysis reviewed the importance of and satisfaction of services within departments and specific service areas. This analysis was conducted to help departmental managers set priorities for their department. Based on the results of this analysis, the services that are recommended as the top priorities within each department over the next two years are: • Public Safety: frequency of police patrols in neighborhoods and City efforts to prevent crimes • Parks and Recreation: walking and biking paths in the City • Maintenance: adequacy of city street lighting in neighborhoods and condition of major City streets

186

Fiscal Year 2019 Annual Budget

City of Coral Springs, Florida

187

Business Survey Summary

Business Survey: Bottom line up front

Overview

Perceptions of the City are very positive and continue to improve

In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOC analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.

Overall satisfaction with City services remains high and stayed about the same 94% of businesses would recommend Coral Springs as a place to do business The top two reasons businesses plan to stay in Coral Springs are: (1) the City’s low crime rate and (2) ease of travel by car on major City streets

Purpose and Methodology

During the winter of 2018, ETC Institute administered a survey to businesses in the City of Coral Springs. The purpose of the survey was to gather feedback from Coral Springs business owners and senior managers to identify ways improve the quality of City services. The survey was administered by phone, mail and internet to a random sample of 405 businesses in the City of Coral Springs. The overall results of the survey have a precision of at least +/-4.8% at the 95% level of confidence.

Major Findings

94% of businesses were satisfied with the quality of City services

Overall Satisfaction with City Services Thirty-nine percent (39%) of the businesses surveyed felt the quality of City services was higher than their expectations; more than half (55%) of the businesses surveyed felt the quality of City services was meeting their expectations and only 6% felt the quality of City services was below their expectations.

Satisfaction with Specific City Services, Departments, or Programs Eighty-two percent (82%) or more of the businesses surveyed were “satisfied” or “neutral” with all 16 of the City services, departments or programs assessed on the survey. The City services, departments, or programs that businesses were most satisfied with, based upon the combined percent of businesses who were “very satisfied,” “satisfied” or “neutral” were: Overall Ratings of the City’s Customer • Emergency Paramedics (100%)

Overall ratings Service of customer service

By percentage of respondents (excluding don’t know/not sure)

• Fire Inspection (97%) • Police Department (96%) • Building Inspections (92%)

Very Good 40% 39% 34% 37% 37%

Good

• Building Division Call Center (92%)

2018 2016 2014 2012

57%

2008

4% 3% 5% 3% 3%

Poor

Very Poor

56% 61% 57% 61%

3% 1% 0% 0%

10%

95% 94% 94% 98% 97%

Total: Very Good + Good 0%

20%

40%

Satisfaction with City Customer Service

188

Fiscal Year 2019 Annual Budget

60%

80%

100%

Customer service ratings remain very high

Most (94%) of the businesses surveyed rated the City’s customer service as “very good” or “good;” only 6% of businesses rated the City’s customer service as “poor.” Satisfaction with City Efforts to Improve Coral Springs Businesses were asked how satisfied they were with the City’s efforts to improve various aspects of the Coral Springs. Items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses were: • Clean city streets and public areas (98%) • Litter collection on city streets (97%) • City efforts at maintaining the quality of neighborhoods (94%) • Provide lighting in commercial areas (91%) • Support the availability of customer parking (90%) Satisfaction with City Codes and Regulations The City codes and regulations that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • Paint color regulations (92%) • Trash disposal regulations (90%) • Requirements for proper business appearance maintenance (90%) • Business parking regulations (90%) Importance of City Services The three City services, departments, or programs that businesses felt were most important to their organization were: • Police Department (45%)

Current Perceptions of Coral Springs Overall perceptions of Coral Springs by percentages of respondents who rated the item as a 1 to 5 on a 5-point scale

• Fire Inspection (28%) • Emergency Paramedics (24%) Overall Perceptions of the City Businesses were asked to indicate how satisfied they were with various items that may influence their perceptions of the City. The items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • Overall quality of life (99%) • Overall image of the City (98%) • Overall feeling of safety (97%)

Overall image of the City

45%

Overall quality of life

46%

38%

Overall feeling of safety

Quality of new development in the City

35%

Quality of public education

35%

Very Satisfied (5)

Satisfied (4)

40%

13%

42%

11%

43%

35%

35% Neutral (3)

18%

24%

21%

Dissatisfied (1/2)

Column1

Ratings of the Physical Appearance of the City Eighty-two percent (82%) of the businesses surveyed rated the physical appearance of the area where their business is located as “excellent” or “good;” 17% rated it as “average,” and only 2% rated it as “poor.” (does not equal 100% due to rounding) Reasons for Moving to Coral Springs When asked to indicated which issues they felt were most important in their decision to locate their business in Coral Springs, the items that businesses identified as most important, based upon the combined percentage of “extremely important,” “very important” and “important” responses, were:

City of Coral Springs, Florida

189

Reasons Businesses Decide Locate to ReasonsWhy Businesses Decide to LocatetoHere Coral Springs

• Telecommunications/utilities/other infrastructure (93%) • Low crime rate (92%)

By percentage of business respondents who rated the item as a 3, 4 or 5 on a 5-point scale

• Ease of travel by car on major City streets (92%)

Low crime rate

• Overall image of the City (90%)

Overall image of the City

• Access to Sawgrass Expressway (89%)

Attitude of local government toward business

• Attitude of local government toward business (88%) Reasons Business Will Stay in Coral Springs for the Next 10 Years

Extremely Important (5) Very Important (4)

Access to Sawgrass Expressway

Important (3)

Telecommunications/utilities/other infrastructure Proximity of important businesses

The top reasons businesses indicated that they would stay in Coral Springs for the next 10 years were:

Level of taxation Quality of schools

• Low crime rate (37%) • Ease of travel by car on major City streets (33%)

20%

40%

60%

80% 100%

• Overall image of the City (26%) A “Business Friendly” Community Likelihood of Recommending the City as a Business Location Most (94%) of the businesses surveyed were “very likely,” “likely” or “somewhat likely” to recommend Coral Springs as a business location to friends, family and coworkers; only 6% were “not likely” or “not likely at all” to recommend Coral Springs as a business location. Ratings of the City’s Business Atmosphere Compared to Two Years Ago Nearly half (41%) of the businesses surveyed felt the City’s business atmosphere was “better” compared to two years ago; 49% of the businesses surveyed felt the City’s businessOverall atmosphereQuality of Services Provided by Atmosphere Rating was the same compared to two years ago but felt it was “good,” 6% Overall Business the City felt it was the same compared to two years ago By percentage of respondents (excluding don’t know/not sure) but that it was “poor” and 5% felt it was “worse” 9% Significantly higher than your 11% compared to two years ago(does not equal 100% expectations

due to rounding).

18%

When asked to rate the labor pool in Coral Springs, the items that showed the highest positive ratings, based upon a combined percentage of “excellent,” “good” or “average” responses, were:

190

30% 32% 53% 50%

Expectations met

60%

2016

68%

2014

Significantly below your expectations

2012

5% 4% 6%

Below your expectations

• Productivity of the workforce (91%)

• Stability of the City’s labor force (91%)

27%

Higher than your expectations

Ratings of the Labor Pool in Coral Springs

• Quality of labor (91%)

14%

2008

1% 1% 1%

96%

94% 96% 94%

Total: Higher/Meeting Expectations 0%

Fiscal Year 2019 Annual Budget

20%

40%

60%

80%

100%

Best City to Communicate Best WaysWays for the for City the to Communicate with with Businesses Businesses

Communication

By percentage of respondents

Use of the City’s Website Forty-eight percent (48%) of the businesses surveyed indicated their organization had used the City’s website, 45% of businesses had not used the City’s website and 7% did not remember. Satisfaction with Various Communication Services The communication related services that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were:

Emails Direct Mail Personal calls Social Media Newsletters City Website Brochures Business Forums City TV Workshops e HelpDesk

58% 53% 29% 21% 19% 13% 9%

Email and Direct Mail are the preferred methods of communication with the City

5% 4% 4% 4%

20%

40%

60%

• City’s website: www.CoralSprings.org (97%) • Under the Sun magazine (96%) • Availability of information about city programs/services (96%) Best Ways to Communicate With Businesses The top three ways that respondents felt it would best for the City to communicate with businesses were: emails (55%), direct mail (53%), and personal calls (20%). Overall Ratings of City Communication Eighty-one percent (81%) of the businesses surveyed rated the City’s communication with businesses owners and managers as “very good” or “good;” 14% rated the City’s communication with business owners and managers as “poor” and 5% rated it as “very poor.”

Property Taxes How Property Taxes Compare to Surrounding Communities Thirty-two percent (32%) of businesses felt the City’s property taxes were “about the same” compared to surrounding communities; 38% felt property taxes were higher compared to surrounding communities, 2% felt they were lower and 28% did not know. Ratings of the Amount of Property Taxes Businesses were asked to indicate their agreement with various statements regarding the amount of property taxes they were paying in relation to the quality of City services they were receiving. The results are provided below:

Ratings of Property City Property Taxes Compared Ratings of City Taxes Compared to Other Communities to Other Communities By percentage of respondents

36% 37%

About the same 25%

45%

35%

Higher

29%

2016

33%

2014

43%

2012

4% 6% 4%

Lower

2008 26%

Don't know/ Not sure

21%

10%

City of Coral Springs, Florida

20%

26%

29%

30%

40%

50%

191

• 46% of businesses surveyed felt property taxes were just right for the amount and quality of City services they were receiving. • 31% of businesses felt property taxes were too high for the quality of City services they were receiving. • 23% of businesses felt property taxes were high but felt the City was providing more services at a higher quality than expected. • 1% of businesses felt property taxes were too low for the amount and quality of City services they were receiving.

Ratings of CityofProperty Taxes Ratings City Property Taxes By percentage of respondents (excluding don’t know)

58%

Property taxes are just right for the amount and quality of City services received

53% 57% 41%

17%

Property taxes are high but, the City's is providing more services at a higher quality than expected

22% 19% 20%

Other Findings The City services, departments or programs that businesses used most often were:

2014 2012

22%

Property taxes are too high for the quality of services received

Property taxes are low for the amount and quality of City services received

2016

2008

24% 24% 38%

1% 0% 1%

20%

40%

60%

80%

100%

• Fire Inspection (73%) • Business Tax (47%) • Trash Collection Services (43%) • The Police Department (43%) • Water Billing (36%)

Nearly two-thirds (64%) of the businesses surveyed reported that they would know who to call or where to go if they had a complaint or comment about City services, 26% did not and 10% were unsure. Over half (53%) of the businesses surveyed indicated they presently have a recycling program; 42% do not have a recycling program, and 5% were not sure. Most (86%) of the businesses surveyed did not feel that they had workforce training needs that were not being met; only 2% did have workforce training needs that were not being met and 12% were not sure.

192

Fiscal Year 2019 Annual Budget

Neighborhood Meetings The City completed its twenty-third year of the “Slice of the Springs” Town Hall Meetings during Fiscal Year 2018. Two meetings were held and 103 residents attended, which was a decrease in attendance from previous years. In 2017, the City began a new initiative called “Virtual Slice of the Springs” which allowed residents to attend and participate in Town Hall meetings through online platforms such as Facebook. The Virtual Slice of the Springs was a success during its first year, reaching just over 1,500 residents and gathering 293 comments. In 2018, the Virtual Slice of the Springs reached over 1,700 residents. A decrease in attendance to physical town hall meetings is expected as virtual Town Hall meetings begin to gain traction and become more popular. City staff from various departments presented on a number of important topics including: Storm drains maintenance, public rights-of-way maintenance, speeding/traffic calming and code related issues throughout communities among other topics. 99% of the residents that do attend rate the meeting as productive and 100% would recommend it to a neighbor. Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their specific concerns. Slice and Virtual Slice meetings continue to provide an opportunity for residents to interact directly with City staff from multiple departments, to raise their concerns and suggest programs and activities for their neighborhoods.

Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their specific concerns

The Slice meetings are taped and replayed on City TV 25, 25.2 or 725 on Advanced Cable Communications, via Channel 99 on AT&T U-Verse, you may also participate online by visiting CoralSprings.org/live and through Facebook live.

City of Coral Springs, Florida

193

194

Fiscal Year 2019 Annual Budget

Process Improvement Teams When the annual Environmental Scan indicates that customer requirements have significantly changed or when performance measures show that a service or delivery system needs improvement, a process improvement team is convened. If the issues are significant, the team will be a Cross-Functional Process Improvement Team with representatives from Financial Services, Information Services, Human Resources, the department that owns the process, and stakeholder departments.

Cross-Functional Teams

All City teams follow a six-step process improvement methodology. They refine the problem statement based on initial research and data gathering. The problem is analyzed through flow charting and reviewing more detailed data on the process. Additional data are collected as needed. Often data are stratified to gain insight. For instance, cycle time data might be put in subsets by time of day, day of week, and time of year. The team uses the data to form a hypothesis on what component(s) of a process is under-performing and how customers (often in a focus group) react to the hypothesis. More data are gathered to explore the best ideas. When the team is clear on “what is broken,” solutions are generated, in part by benchmarking. The best solutions are tested, refined and then implemented through an action plan. Stakeholders and customers are consulted in all phases. The team develops measures to monitor results and uses the results to develop further refinements.

• Complaint Tracking Team

Cross-functional teams and departmental teams do research to improve performance. These team efforts may be part of a routine cycle of review, in reaction to stakeholder or customer input (complaint data), or because performance data suggests an improvement is needed.

The City has benefited from the work of many cross-functional teams over the years. • Garage Team • Employee Health Benefits Team • Customer Service Standards Team • Police Vehicle Team • Water Billing Team • Time=Life Team • Tennis Center Team • Code Enforcement Team • Strategic Planning/Budgeting Process Team • Recreation Summer Hires Team • Compensation and Classification Team • Police False Alarm Team • Fire Inspection Team • Fire Response Time Team • Aquatics Fitness Center Team • Internal Review against Sterling Criteria • Fleet Preventive Maintenance Team • Building Division Plans Review Team • Construction Project Management Team • Student Leaders in Government Team • Business Intelligence Team • Online Requests and Complaints Team • Police False Alarm Team II • Visioning Team • Citation System Improvement Team • Boardwalk Replacement Team • Police Report Writing Team • Administrative Citation Team • Payroll Revision Team • Baldrige Application Writing Team • iVantage HR System Implementation Team • Utility Billing Team • Neighborhood Stabilization Program Team • Emergency Management Team (on-going) • Events Team • Fire Department Strategic Planning Team • Business Tax Committee • Events Committee

City of Coral Springs, Florida

195

Awards and Special Recognitions The City of Coral Springs is the first state or local government in the nation to receive the coveted Malcolm Baldrige National Quality Award, a Presidential honor that recognizes U.S. companies for organizational performance excellence. The City claimed the award in 2007, the very first year it was available to non-profit organizations. Of 84 total applicants, Coral Springs was one of 13 non-profits to apply and one of only four to receive a site visit in its category. All of the applicants were evaluated rigorously by an independent board of examiners in seven areas: leadership; strategic planning; customer and market focus; measurement, analysis and knowledge management; workforce focus; process management; and results. The award was presented at a ceremony in Washington, D.C. in April 2008. Twice in past years, a governor’s panel has said Coral Springs is run better than most businesses. And twice those efforts have earned Coral Springs the Governor’s Sterling Award (1997, 2003), which recognizes leadership and management. The Governor’s Sterling Award is given to organizations and businesses in Florida that have successfully achieved performance excellence within their management and operations. Each winner undergoes a series of in-depth assessments and evaluations by Sterling examiners that analyze productivity and organizational performance. Coral Springs was the first municipality to be awarded this state sanctioned, Baldrige-based quality award.

Striving to become an outstanding provider of services to the Coral Springs community, the Public Works Department has achieved national accreditation. Awarded by the American Public Works Association (APWA), the accreditation examiners reviewed 347 policies, procedures and practices to determine if the Department met the high standards for Accreditation. The Keep Coral Springs Beautiful litter collection program was also named a “Model Practice.”The City of Coral Springs Public Works Department is the first Accredited Agency in Broward County, the 11th in the State, and 121st organization in the nation. The award is granted for four years with a mandatory update every two years demonstrating continuous service improvement.

Wall Street’s three major rating agencies continue to uphold the City’s underlying bond rating, the rating of our bonds without insurance. The City’s general obligation bonds maintain the highest rating of ’AAA’ from Standard and Poors (S&P) and was re-affirmed by Fitch in 2015. The city also has an affirmed “Aa1” rating from Moody’s. These high ratings demonstrate our city very strong capacity to meet its financial commitments, and are earned only by a few cities in the nation. Over the years our High Grade ratings have saved the City millions of dollars in interest costs.

In 2017, Coral Springs is proud to announce that once again the Coral Springs Police Department received Advance Meritorious Accreditation with Excellence for Law Enforcement and Accreditation with Excellence for Communications from the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA®). This was the ninth Accreditation Award for Law Enforcement and the fourth Accreditation Award for our Communications Division. CALEA® accreditation is a voluntary process that requires accredited agencies to submit annual reports showing compliance with the program’s standards. During the CALEA® Awards presentation our department was the only agency to receive the Award with Excellence in both Law Enforcement and Communications out of more than 100 North American agencies. The purpose and importance of these programs is to improve the delivery of public safety services by maintaining standards which strengthen crime prevention, increase community support, establish nondiscriminatory personnel practices and formalize management procedures.

196

Fiscal Year 2019 Annual Budget

Awards and Special Recognitions - cont Tree City USA is a renowned national program administered locally by state foresters using four standards to evaluate a community’s commitment to their urban forest resource. The National Arbor Day Foundation, in cooperation with the U.S. Forest Service and the National Association of State Foresters, annually recognizes communities that effectively manage their public tree resources. Coral Springs has earned the Tree City USA recognition each year since 1985. In 2006 the City of Coral Springs earned the distinction of Sterling Tree City USA for earning the Tree City USA Growth Award more than 10 years in a row.

In 2016, the Coral Springs Fire Department was awarded a Class 1 Fire Protection rating by the insurance industry advisory company ISO. The classification by Insurance Service Office, Inc. (ISO), known as the Public Protection Classification (PPC) program, assesses the fire-protection efforts in a particular community. Out of the 48,632 rated organizations in the United States, Coral Springs Fireis now among only 178 that are rated as ISO CLASS 1. ISO collects information on municipal fire-protection efforts in communities throughout the United States. Class 1 represents superior property fire protection. The program provides an objective, countrywide standard that helps fire departments in planning and budgeting for facilties, equipment, and training.

The International City/County Management Association honored the City with its Certificate of Excellence from the ICMA Center for Performance Analytics™. Only 33 jurisdictions in North America received this award, which is the highest level of recognition given by ICMA’s Center for Performance Measurement. Criteria for the Certificate of Excellence include: Use of performance data in strategic planning and operational decision-making; Sharing of performance measurement knowledge with other local governments through presentations, site visits, and other networking; Commitment to tracking and reporting to the public key outcomes; Surveying of both residents and local government employees.

The Coral Springs- Parkland Fire Department was named “EMS Provider of the Year” for 2017 by the Florida Health Department. Over the past six years, the department has focused on exceeding the standards set by the state department’s EMS strategic plan in training, public education and innovative initiatives. Many other fire departments from around the nation reach out to Coral Springs on a daily basis to benchmark and copy their models. The department has been focused on meeting and exceeding the standards set by the state department’s EMS strategic plan in training, public education and innovative initiatives.

Coral Springs Regional Institute of Public Safety, previously known as Coral Springs Fire Academy, is a four-time winner of this celebrated award for its ability to bring about realistic, innovative and cost effective training programs to Florida and abroad. The Fire Service Awards are coordinated through the Bureau of Fire Standards and Training (BFST) by State Fire Marshal’s Office annually and are sponsored by the Fire Training Director’s Assocation among other Fire Service related organizations. The Institute mission is to achieve student success by creating and sustaining a dynamic teaching and learning environment. As a public fire academy accredited to offer certifcate programs, the entire curriculum is developed and presented in compliance with all local, state and federal standards. An updated picture of this award (to include 2017) is not available at this time.

City of Coral Springs, Florida

197

198

Fiscal Year 2019 Annual Budget

Department Budgets Contents Budget Process Map............................................................................................................................................................................ 200 Department Budgets Overview........................................................................................................................................................... 202 Understanding Departmental Performance Budgets................................................................................................................. 202 Sample Department Budgets Page..................................................................................................................................................... 203 Department Budgets.......................................................................................................................................................................... 204 City Attorney.............................................................................................................................................................................. 204 City Commission........................................................................................................................................................................ 206 City Managerâ&#x20AC;&#x2122;s Office................................................................................................................................................................. 207 Development Services............................................................................................................................................................... 211 Financial Services....................................................................................................................................................................... 216 Fire/EMS.................................................................................................................................................................................... 219 Human Resources...................................................................................................................................................................... 224 Information Technology............................................................................................................................................................. 228 Parks and Recreation................................................................................................................................................................. 231 Police......................................................................................................................................................................................... 238 Public Works.............................................................................................................................................................................. 242 Summary of Fleet Purchases 2019...................................................................................................................................................... 247

City of Coral Springs, Florida

199

January

February

March

Workbooks Compiled & â&#x20AC;&#x153;Hot Topicsâ&#x20AC;? Identified

Commission Workshop

April

May

June

Strategic Plan Resident / Business Survey (as scheduled) Management SWOC Exercise

Final Draft Published

KPI s Set

Business Plan Select Initiatives

Environmental Scan

Departmental Budget Packages Distributed for Business Plan, Staffing, Operating Budget, CIP & Replacement Programs

Operating Budget & Performance Measures

Quarterly PM Report

Budget Client Feedback

Five-Year Forecast

Packages Returned

CMO/Dept. Meetings

Business Plan Workshop

Staffing & Capital Line Item Review Performance Measures

Quarterly PM Report

Capital Budget Fleet Process Review

200

Replacement Programs Distributed and Conduct Fleet Budget Meetings

Replacement Programs Updated Fixed Asset Inventory Distributed

Fiscal Year 2019 Annual Budget

New Capital Requests

Prioritize Capital Funding

July

August

September

Note: The Strategic Plan is a multi-year plan. In certain years the Business Plan Environmental Scan is the first element.

Business Plan Presentation

October

November

December

Elections

New Commission Orientation

City of Coral Springs Strategic Planning & Performance Measurement Process Map January January 2018 2016

Composite Index

Fund Summaries Balanced First Budget Hearing To Next Yearâ&#x20AC;&#x2122;s Quarterly PM

Proposed Budget Prepared

To Environmental Scan

Second Budget Hearing Quarterly PM Report

Quarterly PM Report

Adopted Budget Published

Budget Adopted

Budgeted Purchases

Proposed CIP Prepared

Fiscal Year Ends

City of Coral Springs, Florida

Fixed Asset Inventory Updated

201

Department Budgets Overview Understanding Departmental Performance Budgets The department’s budget is separated into the following components: Mission Statement—the statement must identify the particular purpose for the department and how it relates to the City’s overall mission. Core Processes—a listing of the fundamental business processes that the department is designed to provide. Outputs— indicate the volume, frequency or level of service provided. New Initiatives—new services or the removal of existing services as they relate to the Strategic Plan. A list of the new initiatives follows. Organization Charts—outline of program structure within the department. Program/Expenditure Summary—the budget for the department, summarized by program, if applicable, and by major category of expenditure: • Personal Services—salaries, overtime and other pay including vacation payment incentive, holiday pay, temporary wages. • Benefits—FICA, retirement contributions, health and other benefits. • Other Expenses—supplies, repairs, utilities, services and other costs. • Capital—departmental machinery and equipment under $5,000. Objectives and Performance Management—the objectives focus on particular program accomplishments that will be attained within the current year. All objectives are measurable by the performance indicators supplied. Each measure includes explicit links showing how program objectives are directly related to KPIs and the strategic priorities they support.

202

Fiscal Year 2019 Annual Budget

Sample Department Budgets Page oRevenues and Expenditures

jTitle

A summary of the budgeted departmental revenues and expenditures.

Indicates the department.

kMission

pPerformance Linkage

Developed by the department, this is a statement that identifies the particular purpose for the department.

The Strategic Priority and Directional Statement that support the department’s performance measures.

lCore Processes and Outputs qPerformance Measures A listing of the fundamental processes and the outputs for the department.

The actual historical performance and future goals for the department.

mOrganization Chart An organization chart showing the breakdown of programs, divisions and personnel.

nNew Initiatives Business Plan Initiatives for this department, if available.

j k

y ttorne City A n M issio

tation

presen legal re ty timely Ci tive and mission and ents m esg ide effec reprin ly rm To prov e to the City Co zealo usfo -Per gh ce vic mmitted Hi ad co offi e, d is is Thtiv on.va es and rney an ini atino rsi In polic y of to str ve At An ro s ion ntes y: iss ’s y. coen adm City aliv iorit leg ct Pr Comm fe in c ty bilit Ef ty gi Ci lia : Ci e e pe ntial g th Ty Strate mentth ementin sures and pote re to impl nance, Measu expo di ng or , izi ed minim lutions mpani

cod acn (reso re: slation stswehesna ees Measu ation of Legi cqu of re Psro ar kday r 100 1) Prep Cwoorre ithin 10 juries pe w in ) b rs ts jo l u on the orde eria up mat O ulotp d st from by back covere l days re se of rs r un ty be dolla ion, Ci and Co igible 2) Num s elty Commiss d boards and Research ation Ci ee ne og bres ent the employ rtaining of supr d all assig entage • Re ministration, an at ters of law pe rc Pe 3) ad s in all m

torney City At es: Revenu torney City At Total

FY2016 tu ice Offal sAc l ney' ttor oa FY2015 tual CityGA Ac 99% 99% 99% 99% ey .85 y Attorn95 49 Cit ) / 5.75 (2502 nd 66% 37 nce Fu ral Insura 49 47% Gene 2.5 / ) 01 (88 52% ey 47% y Attorn puty Cit

Goal

FY2017 tual Ac Goal 99%

99%

49 Litigation Outside 47%

68%

FY2018 Goal 99% 49 47%

itures: ary Expend m Summ Progra torney City At l ta To ry Catego ary By Summ l Persona Benefits nses pe Other Ex n Litigatio Total

0 $587,58 212,935 111,142 3,782 9 $915,43 5.75

0 $507,07 183,104 178,498 500 2 $869,17 6.00

FTE's

79 $3,176,3 21,443 71,792 14 $3,269,6

01 $3,624,5 25,000 85,000 01 $3,734,5

98 $3,322,8 22,610 188,984 92 $3,534,4

70 $1,325,7 1 1,837,31 221,602 83 4,6 $3,38

30 $1,060,5 5 1,812,37 ) (163,168 37 $2,709,7 7 $108,97 589,290 0 2,011,47 37 9,7 ,70 $2

2 $135,66 570,521 0 2,678,50 83 $3,384,6

1.50

6.62% 0.00% 47.06% 7.50%

5 0 40,000 ,95 79 5

$239,95

10.56% 1.66% 74.97% 7.50%

0 $161,10 34,694 84,161 5 $279,95

97 $1,687,2 2 2,130,73 196,427 56 4,4 ,01 $4 4 $130,22 0 1,034,94 2 2,849,29 56 $4,014,4

9 $136,59 1 1,018,87 1 2,579,03 01 $3,734,5

ge from % Chan dget FY16 Bu

ge from $ Chan dget FY16 Bu

56 $3,864,4 25,000 125,000 56 $4,014,4

97 $1,526,1 8 2,096,03 112,266 01 4,5 $3,73

0.0%

0.00

FY 2017 Budget

FY 2016 Budget

FY 2015 Actual

FY 2014 Actual

2.38% 2.86% 0.06% 4.14% 2.06%

$14,468 6,431 106 22 $21,027

4 $622,09 231,590 189,830 554 68 $1,044,0 5.75

6 $607,62 225,159 189,724 532 41 $1,023,0 5.75

2.06% 2.06%

$21,027 $21,027

68 $1,044,0 68 $1,044,0

41 $1,023,0 41 $1,023,0

9 $915,43 9 $915,43

2 $869,17 2 $869,17

0.00% 0.00%

$0 $0

$30,000 $30,000

$29,035 $29,035

$18,453 $18,453

nd ance Fu l Insur Genera : es Revenu s De fer Trans inator 75)* Income nt Coord orney (0. Interest nageme t City Att ries Risk Ma Assistan Recove tor Total l Prosecu ipa nic t Mu sistan es: nt) Risk As ee ary Expens 01 uivale tant (2) committ cial duties. ission im e Eq Fund Div. 60 Div. 88 01 ram Summ r (Fu ll-T ve Assis sation Comm nd offi Prog er ** Executi of FTEs ter an d Sewe ura nce Fu Compen to their s for City mb er es Partn Wa Workers' neral Ins er) / Nu al service ents. ; 25 % Resourc 50 * Ge Numb . 2502 ide leg Human te perty 10 00 ; vis ion ey Div ina v. Di Pro • Prov erating departm Di orn rd nt/ Att es ty me urc and subo (D ep art split 75% Ci man Reso sualty ion and op Ca iss n Hu m m *Pos itio n sp lit 50 % City Co Total itio **Pos ntracts • At tend meetings. ry Catego ions, co out ary By agency resolut ely fashion. s. ce with Summ ances, mplian dinance l ract co are ordin ments in a tim d 50 or Persona re cont • Prep ions an cu su lut do en r so to Benefits nses and othe ly 10 0 re e frame ate tim im pe st ox shor te Other Ex are appr thin the • Prep Total ents wi

reem s and ag

FY 2016 Budget

FY 2015 Actual

FY 2014 Actual

ge from % Chan dget FY16 Bu

ge from $ Chan dget FY16 Bu

FY 2017 Budget

-4.67% 1.58% 10.48% 7.50%

($6,375) 16,069 270,261 5 $279,95

0.0%

0.00

2.50

1.50

s. d lease

cts ntract racts, an Contra ts, cont epare co reemen w and pr e. 20 0 ag • Revie inconvenienc imately approx vendor review or ion d/ ut are an n Prosec • Prep tion. l Violatio le litiga unicipa d hand n and M the City. at ters an half of Litigatio tutory m ur t on be e on sta deral co Fe • Advis d State an in . ar risk. ies inquir • Appe limiting ff. citizen ches to tes to sta ond to e approa al upda • Resp eventiv ing leg about pr continu ters. t at ing en m Br es • ve pr in and inistrati re Ac t. itu dm ate rfe t/a cip d Fo men • Parti y) ntraban employ d Casualt rida Co cipate in er ty an the Flo • Parti ion, Prop enforce rs’ pensat essively rs’ Com for worke • Aggr (Worke ograms and proper ty nd pr Fu ce e nc bilit y, insuran l Insura in City ’s nal, vehicle lia Genera mainta sio ster and , profes Admini ation, general ns compe . ce s. insuran verage ance co ims. ims. ure insur to all cla ation cla gs, • Proc spond mpens meetin rkers’ co w and re mmittee • Revie ess all wo ation Co mittee. oc pr d m y Evalu ive an ate Safet ents to the Co ilit • Rece fac and and accid dinate idents • Coor ng all inc reporti . t policies ement agemen an M k manag Ris ty ’s risk inister Ci • Adm

FTE's

es itiativ ation N ew In High-Performing Organiz

Me rmance

asure

ing Perf h-Perform ve, Hig torney Innovati City At Priority: An eness ic : Effectiv Strateg t Type en em nce, Measur s, ordina ied solution compan e: lation (re uest when ac Measur ion of Legis rat ays of req 1) Prepa thin 10 workd r 100 uries pe wi ) inj ers job ial ord up mater lost from on the by back ys overed er of da llars rec 2) Numb gible do es tion eli employe ge of subroga nta 3) Perce

FY2015 Actual Goal 99% 99% 49 47%

37 52%

FY2016 tual Ac Goal 99% % 99 49 47%

95.85 66%

FY2017 tual Ac Goal 99% 99% 49 47%

FY2018 Goal

q 51

68%

99%

47%

g) ative, (ongoin An Innov version eanor Di Misdem

City of Coral Springs, Florida

203

CITY ATTORNEY Mission

To provide effective and timely legal representation and advice to the City ney Commission and City administration. This office zealously represents the City in Priority: An Innovative, High-Performing legal controversies and is committed to implementing the City Commission’s ment Type: Effectiveness policy of minimizing exposures and potential liability. FY2015 FY2016 Goal Actual Goal Actual Core Processes and Outputs tion of Legislation (resolutions, ordinance, hin 10 workdays of request when accompanied 99% 99% 99% 99% Research and Counsel material of days • lost from onthe the job injuries per 100 Represent City Commission, City administration,49 and all assigned 37 boards and49 95.85 committees in all matters of law pertaining to their official duties. 47% departments. 52% 47% 66% age of subrogation eligible dollars recovered • Provide legal services for City Commission and operating

Goal

FY2017 Actual

99%

47%

68%

47%

• Attend City Commission and subordinate agency meetings. • Prepare ordinances, resolutions, contracts and other documents in a timely fashion. • Prepare approximately 100 resolutions and 50 ordinances. Contracts • Review and prepare contracts and agreements within the shortest time frame to ensure contract compliance without vendor inconvenience. • Prepare and/or review approximately 200 agreements, contracts, and leases. Litigation and Municipal Violation Prosecution

City Attorney’s Office

• Advise on statutory matters and handle litigation. • Appear in State and Federal court on behalf of the City. • Respond to citizen inquiries. • Bring about preventive approaches to limiting risk. • Participate in and present continuing legal updates to staff. • Participate in employment/ administrative matters.

(Department/ Division Number) / Number of FTEs (Full-Time Equivalent)

(a)Position split 50% Human Resources Div. 1000; 50* General Insurance Fund Div. 8801 • Aggressively enforce the Florida Contraband Forfeiture Act. (b)Position split 75% City Attorney Div. 2502; 25% Water and Sewer Fund Div. 6001

General Insurance Fund (Workers’ Compensation, Property and Casualty) Administer and maintain City’s insurance programs for workers’ compensation, general, professional, vehicle liability, and property insurance. • Procure insurance coverages. • Review and respond to all claims. • Receive and process all workers’ compensation claims. • Coordinate and facilitate Safety Evaluation Committee meetings, reporting all incidents and accidents to the Committee. Risk Management • Administer City’s risk management policies.

204

Fiscal Year 2019 Annual Budget

FY20 Go

Revenues and Expenditures by Program and Category

FY 2016 Actual

City Attorney Revenues: City Attorney Total Expenditures: Program Summary City Attorney Total Summary By Category Personal Benefits Other Expenses Litigation Capital Total

FY 2017 Actuals

Summary By Category Personal Benefits Other Expenses Capital Total

$ Change from FY18 Budget

% Change from FY18 Budget

$28,413 $28,413

$30,000 $30,000

$0 $0

0.00% 0.00%

$982,149 $982,149

$1,055,461 $1,055,461

$1,073,204 $1,073,204

$1,144,891 $1,144,891

$71,687 $71,687

6.68% 6.68%

$618,720 221,012 140,124 2,293

$668,552 233,633 149,296 3,980

$648,601 234,107 189,942 554

$704,537 243,867 195,933 554

$982,149

$1,055,461

$1,073,204

$1,144,891

$55,936 9,760 5,991 0 0 $71,687

8.62% 4.17% 3.15% 0.00% n/a 6.68%

5.75

0.00

0.0%

FY 2016 Actual

Expenses: Program Summary Workers' Compensation Property Casualty Total

FY 2019 Budget

$35,124 $35,124

FTE's

General Insurance Fund Revenues: Transfers Interest Income Recoveries Total

FY 2018 Budget

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$3,624,501 37,807 1,327,481 $4,989,789

$3,864,457 41,952 232,648 $4,139,057

$4,282,770 25,000 140,000 $4,447,770

$4,670,515 25,000 140,000 $4,835,515

$387,745 0 0 $387,745

9.05% 0.00% 0.00% 8.72%

$2,020,967 1,977,134 508,672 $4,506,773

$1,576,992 2,037,027 224,836 $3,838,855

$1,855,130 2,340,490 252,150 $4,447,770

$2,007,459 2,529,903 298,153 $4,835,515

$152,329 189,413 46,003 $387,745

8.21% 8.09% 18.24% 8.72%

$114,463 2,026,985 2,365,323

$127,190 937,347 2,774,318

$131,034 1,074,995 3,241,741

$134,485 1,153,323 3,547,707

$4,506,771

$3,838,855

$4,447,770

$4,835,515

$3,451 78,328 305,966 0 $387,745

2.63% 7.29% 9.44% n/a 8.72%

2.50

0.00

0.0%

FTE's

Performance Measures City Attorney

Strategic Goal: Responsible City Government

Measure Type: Effectiveness

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 99%

99%

47%

66%

47%

68%

99% 49 47%

100% 14 64%

FY2019 Goal 99% 49 47%

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

City of Coral Springs, Florida

205

CITY COMMISSION Mission City Commission

To create the Premier Community by providing Customer Driven, Exceptional City Services in a Financially Responsible Manner while Engaging Our Community.

City Commission 6 (0100) 1

Responsible City Government – Financially sound city providing exceptional services City investment in today and future – Upgraded city infrastructure, facilities and parks Downtown becoming vibrant - Creating a sense of place and a destination

Executive Asssistant to the City Commission

Mayor (0100) 0

Growing local economy – increased business investment and jobs

Vice-Mayor 1 (0100) 0

Commissioner 3 (0100) 0

Left Number = Number of Positions Right Number = Number of FTEs (Full-Time Equivalent) Center Number = Department/Division Number

Premier community in South Florida – the place for families to live in great neighborhoods

Left Number = Number of Positions Right Number = Number of FTE's (Full-Time Equivalent) Center Number = Department/Division Number

Core Processes • Provide policy direction for City operations. • Promote public participation in government through regular and special City Commission meetings, public hearings and workshops. • Encourage partnerships with the private and nonprofit sectors to resolve local issues.

Revenues and Expenditures by Program and Category Departmental Financial Summary City Commission Expenditures: Program Summary City Commission Total Summary By Category Personal Benefits Other Expenses Total FTE's

206

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$306,433 $306,433

$332,801 $332,801

$370,692 $370,692

$374,914 $374,914

$4,222 $4,222

1.14% 1.14%

$131,355 114,715 60,363 $306,433

$134,958 118,489 79,354 $332,801

$138,640 114,698 117,354 $370,692

$142,345 115,145 117,424 $374,914

$3,705 447 70 $4,222

2.67% 0.39% 0.06% 1.14%

6.00

0.00

0.0%

Fiscal Year 2019 Annual Budget

CITY managers office Mission To provide support and systems that empower City departments to anticipate and meet customer expectations and carry out City Commission policy initiatives.

Core Processes and Outputs City Manager’s Office Organize and mobilize City departments to address the five priorities established by the City Commission. • Complete strategic activities for the City Commission’s five priority areas. • Provide overall management of all City operations in a way that empowers employees to exceed customer expectations. • Provide effective communication between the City Commission, staff, residents and other customers. • Continue to attract quality businesses to the City of Coral Springs.

City Manager’s Office

(Department/Division Number) / Number of FTEs (Full-Time Equivalent) (a)Position split 50% City Manager's Office Div. 0501; 50% Water and Sewer Fund Div. 6001 (b)Position split 91% CRA Div. 3200; 0.09% Economic Development Div. 0502

City of Coral Springs, Florida

207

City Manager’s Office (continued) Budget and Strategy Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency. • Monitor the budget through monthly financial reports. Prepare Strategic Plan, annual Business Plan, Annual Budget document, and Capital Improvement Program. • Produce the City’s Business Plan, Budget document and Capital Improvement Program.

New Initiatives Responsible City Government Hiring of Grant Consultant Open Smart City- Strategic Planning Online Platform Tightrope Cablecast Upgrade for City TV

• Process Strategic Plan including the Environmental Scan, the SWOC Analysis and the Strategic Planning Workshop Presentation.

LiveU Equipment Purchase

• Maintain Performance Management System.

Virtual Slice of the Springs Meeting (ongoing)

• Aggressively seek grants on behalf of the City and oversee administration of grant funding. • Collaborate with Police and Fire pension boards, Charter School Advisory Committee, Financial Advisory Committee, and other committees. Communications and Marketing Communicate public information in an effective, creative manner. • Publish three editions of Coral Springs magazine, Annual State of the City Report, and other informational publications. • Provide writing, design, photography and other graphic services for print, digital and video formats. • Provide multimedia, video and photographic support, and produce public service announcements and programming for use by the broadcast media. • Develop and manage the City’s social media accounts and websites, including coralsprings.org and playcoralsprings.org.

Event Management Process (ongoing) Education Grants (ongoing) Downtown Becoming Vibrant Innovate Downtown Design Guidelines for Downtown Development Agreement for the Cornerstone project Growing Local Economy Economic Development Strategic Plan Venture Lab and/or Co-working Space Downtown

• Produce programming and manage the City’s TV station, Channel 25.

New Quarterly Economic Development and Marketing Report

• Provide special event promotion. Handle media relations.

Retention of Marketing Firm

• Produce programming and schedule the City’s radio station, 1670 AM. • Manage the concept, creation, planning and execution of Downtown Coral Springs events. • Oversee the City’s economic development marketing effort. City Clerk

Residential Realtor’s Event Corporate Park Improvements (ongoing) Economic Development Marketing – Website Redesign (ongoing) Real Estate Summit (ongoing)

Serve as “Secretary” of the City. • Oversee City Commission agenda process which includes creation of bimonthly agendas, coordination of over 500 agenda memoranda, duplication and distribution of agenda material to interested parties, and continue to encourage the City’s “paperless agenda” environment. • Inform citizenry of public hearings by advertising pursuant to Florida law. Provide public notice for approximately 350 public meetings annually.

Coral Springs Regional Chamber Business Academy (ongoing) Premier Community in South Florida Innovation Incentive Recognition Program

• Manage codification and distribution to subscribers of the Municipal Code, both the general volume and Land Development Code. • Attend and prepare minute summaries for advisory boards and committees. Serve as the City’s records custodian by preserving the integrity of the City’s official records, which encompasses business transactions, law and policy making, and property matters.

208

Fiscal Year 2019 Annual Budget

• Maintain a historical database of over five million document images Citywide from 1963 to the present and respond to public records requests. • Maintain a database of public meetings via audio tapes, CD-ROMs and summaries of the meeting proceedings, and respond to more than 1,500 customer requests for information annually. • Provide for records disposal to the fullest extent permissible by Florida law, and the cost effective, legal maintenance of permanent records for all City departments. Serve as the director of municipal elections as required by the City Charter and Florida Statutes. Economic Development Promote absorption of existing vacant commercial, industrial and retail space by continuing to maintain and develop relationships with the top real estate experts in Broward County. Set the stage for new development as well as redevelopment while the economy improves and our proactive approach sparks opportunities in selected targeted industry sectors. • Complete Economic Development Strategic Plan. • Reduce vacancy rates in commercial, industrial, and retail sectors. • Assist, support, and grow business in Coral Springs. • Continue to increase local property values through key tenant improvement projects. Maximize the potential of the Coral Springs Corporate Park. Maintain a competitive business environment. Attract high-value industries and businesses. Implement Downtown infrastructure improvements on City Center planning as catalysts for Downtown Redevelopment.

Revenues and Expenditures by Program and Category City Manager's Office Revenues: City Clerk Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$12,410 $12,410

$8,400 $8,400

$23,248 $23,248

$22,235 $22,235

($1,013) ($1,013)

-4.36% -4.36%

Expenditures: Program Summary Administration Economic Development Management & Budget Office Communications & Marketing CRA City Clerk Emergency Management Total

$1,174,693 264,812 623,367 1,117,669 52,562 657,813 63,091 $3,954,007

$1,417,883 265,839 686,000 1,145,699 0 712,225 98,197 $4,325,843

$1,252,784 469,925 770,683 1,264,539 83,858 777,476 119,636 $4,738,901

$1,094,120 580,909 836,286 1,311,909 85,061 805,831 119,162 $4,833,278

($158,664) 110,984 65,603 47,370 1,203 28,355 (474) $94,377

-12.66% 23.62% 8.51% 3.75% 1.43% 3.65% -0.40% 1.99%

Summary By Category Personal Benefits Other Expenses Capital Total

$2,265,758 827,743 794,000 3,415 $3,890,916

$2,571,110 889,090 753,764 1,679 $4,215,643

$2,598,211 907,940 1,113,115 0 $4,619,266

2,759,729.00 918,741 1,154,808 0 $4,833,278

$161,518 10,801 41,693 0 $214,012

6.22% 1.19% 3.75% n/a 4.63%

FTE's 26.50 26.50 27.50 Note * Emergency Management (4115) has been moved into the City Manager's Office for FY 2019

25.50

(2.00)

-7.3%

City of Coral Springs, Florida

209

Performance Measures Budget & Strategy

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

1. Internal customer satisfaction rating 2. Facilitate or support cross-functional process improvement teams # per year

Grant Application Submitted Grants Awarded Active Grants worked during FY

3. Grant measures (New beginning FY2018):

4. Receive the GFOA Distinguished Budget Presentation award 5. Payroll regular salaries adopted budget versus actual, net of policy changes 6. Produce monthly financial statements within seven business days of period close

Strategic Goal: Responsible City Government

1. Customer satisfaction with communications (Internal Survey) 2. Awareness of Coral Springs magazine by new residents (Res. Survey) 3. Number of followers on City Facebook

City Clerk's Office

95%

94%

95%

96%

18 10 37

39 9 63

Yes

±2%

1.7%

±2%

0.4%

Yes

Measure Type:

Communications & Marketing

4. New promotional/informational campaigns produced

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

Effectiveness

(Social media and City TV)

Measure Type: Effectiveness Strategic Goal: Responsible City Government

1. Agenda completed and distributed at least 5 days prior to Commission meeting 2. Number of hours of staff time per meeting spent preparing summary minutes

95% 2 20 11 40 Yes ±2% Yes

Fiscal Year 2019 Annual Budget

95% 2 20 11 40 Yes ±2% Yes

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 94%

100%

95%

85%

7,785

10,657

9,300

131

95% 98% 17,161 20,000 18,823 99 60 89 98%

87%

FY2019 Goal 95% 85% 22,000 60

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 95%

100%

95%

100%

4 hrs

2 hrs

4 hrs

2 hrs

95% 4 hrs

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

210

97% 5 32 12 53 Yes 2% Yes

FY2019 Goal

100% 2 hrs

FY2019 Goal 95% 4 hrs

Development Services development services Mission To plan and facilitate quality development and redevelopment, enhance citywide aesthetics through education by complying with local regulations, and provide professional services to the community while incorporating the latest technology.

Core Processes and Outputs Community Development Continue to provide technically sound and professional recommendations to the City Commission, along with the various boards and committees appointed by the Commission. • Maintain the City’s recertification of its Comprehensive Plan. • Maintain department customer satisfaction rating at 95%.Coordinate and implement innovative neighborhood revitalization and enhancement efforts through continued interaction with residents and other government agencies. • Conduct in-person and virtual Slice of the Springs meetings and ensure 95% of attendees find the neighborhood meetings productive. • Collaborate on 10 neighborhood partnerships (formal and informal). Responsibly implement local state and federal regulations (CDBG, HLMP, HOME, SHIP opportunities).

Development Services

City of Coral Springs, Florida

211

Development Services (continued) • Screen applicants for home repair programs resulting in 20 grants being awarded each year. • Continue to provide accurate plan review to ensure compliance with land development regulations and architectural design guidelines in order to encourage an attractive and quality aesthetically pleasing community. • Administratively review 50 Development Review Committee and Architectural Review Committee projects. • Process 15 petitions for various land development actions, including newly established Administrative Zoning Review Committee. • Process 800 paint approval forms. Continue to provide accurate plan review to ensure compliance with land development regulations and architectural design guidelines in order to encourage an attractive and quality aesthetically pleasing community. Assist the public (residential and commercial) with general zoning information and aesthetic issues. • Maintain cycle time for new DRC plan reviews at 8 days by the Zoning Division. • Conduct 1,500 zoning inspections. • Maintain cycle time for sign permits and small permits at two days by the Zoning Division. • Continue to process designer and monument signs to increase the aesthetic appeal while staying business-focused. Manage and improve the sustainability of the City’s urban forest through the Neighborhood and Environmental Committee, regular inspections, exotic species removal, general preventive maintenance, and environmental monitoring. Provide dedicated technical support to various City departments, including the Community Redevelopment Agency effort in conjunction with Downtown Coral Springs. Provide detailed analysis on current topics affecting the City, such as tracking properties in foreclosure on a monthly basis. • Research and apply for various grants that support department objectives and improve mobility and connectivity within the City. Oversee operations of the Coral Springs Museum of Art and the Public Art Program to collaborate and create innovative artwork and programming. Utilize TRAKiT, particularly ProjectTRAK, to provide exceptional customer service. Building Provide prompt, professional, and exceptional customer service to the entire community for all plan reviews, building permits, and field inspections to ensure conformance of construction in the City in compliance with the Florida Building Code. • Continue to serve our walk-in customers via the newly established One Stop Shop. • Provide responsible plan reviews in 15 business days or less, 90% of the time. • Provide plan reviews and issue approximately 9,000 building permits. • Conduct approximately 21,000 building inspections. • Process 15,000 contractor license insurance information requests. • Schedule 5,000 residential inspection related appointments. • Complete requested inspections within one day 95% of the time. • Process approximately 3,000 open permit search requests within three business days. • Process 1,000 record requests. • Issue 10,000 notification postcards to permit holders and property owners. • Respond to 45,000 incoming calls for Building Division via the dedicated Customer Call Center. • Utilize PermitTRAK and other innovative forms of technology, including improved online services, to provide exceptional customer service.

212

Fiscal Year 2019 Annual Budget

Development Services (continued) Code Compliance Provide exceptional service to internal and external customer requests, questions, emergencies, and complaints. Engage and educate the public on the City’s Code of Ordinances in order to achieve compliance with the code to preserve and enhance aesthetics citywide. • Deliver consistent information on City codes and ordinances.

New Initiatives Responsible City Government Virtual Slice of the Springs Meeting with Communications and Marketing (ongoing) City Investment in Today and Future New Shop Equipment

• Coordinate and implement innovative programs on code compliance issues in conjunction with other agencies and departments.

Wireless Telecommunications Master Plan

• Administer registration and inspection programs for properties to enhance property values and neighborhood safety.

Cultural Facilities Grant for Museum Renovations (ongoing)

• Provide friendly and accurate service within the newly established One Stop Shop. • Provide training to staff and volunteers to allow them to maintain a consistent high level of service. This training will enable the entire staff to stay up-to-date with industry best practices. Promote voluntary compliance through collaboration with property owners, property managers/associations, residents, business owners, and neighborhoods.

CDBG Action Plan (ongoing) Traffic Management with Public Works (ongoing) Growing Local Economy Building Permit Fee Study (ongoing) Code Compliance Operational Review and Training (ongoing)

• Responsibly perform over 30,000 business and property inspections. • Identify and provide creative options for challenging properties.

Premier Community in South Florida

• Support volunteer Code Rangers partnered with Code Compliance Officers and administrative staff. • Educate the public on the amended sign ordinance incorporating Federal regulations.

Historic Preservation Interactive Online Mapping (ongoing)

• Process 3,500 lien inquiries. • Follow-up on 1,200 Public Stuff inquiries. Support business development in the City by educating business owners and outside agencies on laws, regulations, and ordinances. • Process 5,500 business tax receipts and new applications in a timely and informative manner. • Utilize TRAKiT, particularly Code and LicenseTRAK, to provide exceptional customer service.

City of Coral Springs, Florida

213

Revenues and Expenditures by Program and Category Development Services Revenues: Community Development Building Code Compliance* Engineering Total

FY 2016 Actual

FY 2017 Actuals

$168,947 3,060,949 6,557,259

$137,976 3,960,013 5,820,284

$9,787,155

FY 2018 Budget

$9,918,273

$105,000 2,924,963 3,648,471 0 $6,678,434

$508,200 1,033,219

$538,295 1,093,960

2,593,561 2,049,327 $6,184,307

FY 2019 Budget $105,000 2,984,836 3,223,795

$ Change from FY18 Budget

% Change from FY18 Budget

$6,313,631

$0 59,873 (424,676) 0 ($364,803)

0.00% 2.05% -11.64% n/a -5.46%

$570,328 1,381,823

$581,236 1,323,304

10,908.00 (58,519)

1.91% -4.23%

2,686,257 1,930,105 $6,248,617

2,899,795 2,214,949 $7,066,895

2,923,237 2,284,161 $7,111,938

23,442 69,212 $45,043

0.81% 3.12% 0.64%

$3,814,093 1,701,681 372,030 296,503

$3,912,865 1,763,231 610,745 5,911 4,991

$4,401,637 1,841,992 659,943 163,323 0

$4,418,282 1,863,045 812,634 1,300 16,677

$6,184,307

$6,297,743

$7,066,895

$7,111,938

$16,645 21,053 (112,308) (162,023) 16,677 0 $45,043

0.38% 1.14% -14.08% -99.20% n/a n/a 0.64%

66.00

68.00

0.00

0.0%

*Includes Business Tax revenue Expenditures: Program Summary Development Services Community Development Building Code Compliance Total Summary By Category Personal Benefits Other Expenses Capital Grants and Aids Interfund Transfers Total FTE's

214

Fiscal Year 2019 Annual Budget

Performance Measures Development Services Community Development

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

1. Department customer satisfaction rating (Composite)

Strategic Goal: Growing Local Economy

Strategic Goal: Premier Community in South Florida

6. Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 7. Number of trees planted within the City 8. Number of formal and informal neighborhood partnerships each year

Development Services Building

Measure Type: Effectiveness Strategic Goal: Growing Local Economy

Development Services Code Compliance

Measure Type: Effectiveness Strategic Goal: Growing Local Economy

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 95%

FY2019 Goal

98%

95%

96%

95%

2 2

8.25

2 2 8 45

2 1 8 30

2 Days

1.5 1,000 10

1.7 2,365 6

99%

95%

1.5

8 45 1.5

1.7

1.5

1.48

1,000

2,155

1,000

3,195

2 Days 8 Days 45 Days 1.5 1,000 10

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 95%

100%

95%

100%

90%

94%

90%

96%

95% 90% -

100% 89% -

FY2019 Goal 95% 90% TBD TBD

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 75%

77.6%

75%

79.9%

84%

85%

87%

95%

75% 87%

81% 94%

FY2019 Goal 75% 85% 87%

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

City of Coral Springs, Florida

215

financial services Mission Financial Services To preserve the City’s strong financial condition by creating responsible financial strategies, effectively managing the City’s resources, and providing analysis and recommendations that ensure optimal economic outcomes. Center for the Arts To provide a diverse schedule of programming for all residents, reduce the deficit of the venue, and deliver high quality customer service to all.

Core Processes and Outputs Financial Services Provide financial policy, cash management, debt management, accounting, payroll, accounts payable, purchasing, central stores, and utility billing for the City. • Produce the City’s Comprehensive Annual Financial Report. • Process over 8,000 accounts payable checks and prepare over 30,000 payroll checks. • Reconcile and track over 40 different funds. • Process over 2,500 purchase orders. • Purchase over $32 million in goods and services. • Refinance and restructure City’s outstanding debt. Monitor City’s financial condition and provide financial strategies to ensure fiscal solvency. Maintain all water and wastewater customer accounts. • Process over 150,000 utility bills including standby.

Financial Services Director of Financial Services* (1501) / 2.25 (a) Senior Office Assistant (1501)

Assistant Director Financial Services (1501) / 0.50 (b)

Accounting Services (1601) / 8

Senior Accountant (3) Fin. Reporting & Compliance Admin Payroll Coordinator (2) Senior Accounting Assistant Accountant

Purchasing (1701 - 1702) / 10

Revenue & Collection (1602) / 6

Water Billing Representative (4) Accounting Assistant Billing Operations Technician

Purchasing Administrator Purchasing Agent II (3) Project Support Specialist Contract Administrator Central Stores (1702) / 4

(Department/ Division Number) / Number of FTEs (Full-Time Equivalent) (a)Position split 75% Financial Services Adm. Div. 1501; 25% Water and Sewer Fund Div. 6001 (b)Position split 50% Financial Services Adm. Div. 1501; 50% Water and Sewer Fund Div. 6001

216

Administration (1701) / 6

Fiscal Year 2019 Annual Budget

Central Stores Coordinator Purchasing Assistant (3)

Financial Services (continued) Center for the Arts

New Initiatives

Coordinate event management and production.

Premier Community in South Florida

Program national tours.

FEMA Appeals Consultant (ongoing)

Provide theater and meeting room rentals.

Enterprise Software (ongoing) with IT, HR, CMO

• Host 365 meetings. • Accommodate over 122,000 theater attendants. Facilitate Museum exhibitions, programming, and events. • Museum hosts 105 events and 190 classes. • Accommodate over 35,000 museum attendees. Box Office services. Catering services and concessions.

Revenues and Expenditures by Program and Category Financial Services Revenues: Revenue and Collection/ Lien Search Purchasing Total Expenditures: Program Summary Administration Museum Accounting Utility Billing Sub-Total Purchasing Administration Central Stores Sub-Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$367,300

$297,400

$300,000

$367,300

$297,400

$300,000

$442,515

$452,931

$496,791

600,288 546,093 $1,588,896

638,017 555,136 $1,646,084

$502,587 0 780,832 622,459 $1,905,878

$497,558 369,396 $866,954

$516,576 311,793 $828,369

$655,828 323,580 $979,408

$ Change from FY18 Budget

% Change from FY18 Budget

$0 0 $0

0.00% n/a 0.00%

782,968 653,496 $1,933,255

($5,796) 0 2,136 31,037 $27,377

-1.15% n/a 0.27% 4.99% 1.44%

$680,545 331,853 $1,012,398

$24,717 8,273 $32,990

3.77% 2.56% 3.37%

Total

$2,455,850

$2,474,453

$2,885,286

$2,945,653

$60,367

2.09%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,453,866 638,908 363,076 0 $2,455,850

$1,521,170 662,901 289,614 594 $2,474,279

$1,818,653 711,901 352,532 2,200 $2,885,286

$1,850,535 726,262 366,656 2,200 $2,945,653

$31,882 14,361 14,124 0 $60,367

1.75% 2.02% 4.01% 0.00% 2.09%

24.25

26.25

0.00

0.0%

FTE's

City of Coral Springs, Florida

217

Performance Measures Financial Services

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 94%

97%

94%

98%

88%

87%

88%

80%

Yes

90%

96%

90%

96%

2.5%

1.9%

2.5%

1.3%

94% 88% Yes 3% 0 90% 2.5%

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

218

Fiscal Year 2019 Annual Budget

98% 85% Yes 1% 0 94% 1%

FY2019 Goal 94% 88% Yes 3% 0 95% 2.5%

fire/ems Mission To preserve life and property through emergency medical services, fire suppression, community risk reduction, public education, and community partnerships.

Core Processes and Outputs Administration Manage and administer the fire department’s budget, policies, and procedures while providing department-wide leadership and direction. Responsible for the direction and development of approximately 400 members of the organization. • Personnel include nine full-time fire administrative staff, 147 shift personnel, five fire academy administrative staff, 10 full-time fire community risk reduction staff, 100 emergency service instructors, and 100 Community Emergency Response Team (CERT) members. Oversee the daily operations pertaining to Risk Reduction, Prevention, Suppression, Emergency Medical Services (EMS), and Training. • Provide contractual Fire/EMS service to the City of Parkland and provide Fire/EMS to unincorporated Broward County. • Provide automatic aid to the cities of Margate, Coconut Creek, and Tamarac. Provide additional mutual aid response in accordance with federal, state, and local agreements. Commit to continuous involvement in major organizations and committees on a national, state and local level that affect the delivery of emergency services. Fire Suppression and Emergency Medical Services (EMS) Respond to all types of fire-related emergencies within the City. Provide basic and advanced emergency medical care to victims of illness or injury. • Respond to a projected 15,000 calls for service. • Maintain a response time of 8 minutes or less at least 90% of the time to emergency incidents. • Provide treatment and transport approximately 9,000 patients to area hospitals. • Provide inter-facility transport services to the community. • Continue to acquire and utilize state of the art equipment to ensure the highest level of care to the community • Provide a Special Weapons and Tactics (SWAT) medic program to support local police departments. • Provide a specialty water rescue unit. • Maintain a ready fleet of apparatus consisting of 7 front line ALS transport units, 3 reserve ALS transport units, 6 front line advanced life support (ALS) pumpers, 1 ALS aerial apparatus, 2 reserve ALS pumpers, and 2 reserve ALS aerial apparatus. • Maintain a ready fleet of support service apparatus to include a mobile air support unit, a dive rescue boat, a special events cart, and an incident support trailer. Provide Mobile Integrated Healthcare Unit to treat low acuity and nonemergent type calls. Provide Community Paramedic program to help residents make better use of available emergency services and find solutions to problems that are not typically related to emergency medical care. Training Provide comprehensive training programs to enhance the skills of firefighters and their ability to deliver the highest level of service while safely responding to emergency incidents.

City of Coral Springs, Florida

219

Fire/EMS (continued) Provide required medical, fire, and inspection related recertification training in accordance with national, state, and local regulations for members of the Coral Springs Fire Department. Deliver entry level, recertification, and advanced level courses in fire, EMS, and technical rescue to Firefighters / EMS personnel nationally and internationally. Provide various levels of training to military, federal, state, and local law enforcement personnel. Provide training and education to the residents and businesses within the community.

New Initiatives Premier Community in South Florida Additional (3) Firefighter/Paramedics Logistics Captain Principal Office Assistant Part-time to Full-time Stryker Powerload Stretcher Restraint and Lifting Systems Community Paramedic Program (ongoing) Traffic Signal: Coral Ridge / NW 41ST Ave

Research and evaluate the newest technology and procedures in the fire and EMS fields to enhance the delivery of services to the public. Organize the Fire Explorer Program, a career development program geared towards high school students who are interested in a career in the fire-rescue profession. Community Risk Reduction Perform approximately 6,400 annual fire inspections and approximately 5,600 re-inspections on all commercial properties and applicable multi-family residential units. Perform fire and life safety inspections of all public and private schools. Perform approximately 1,100 permit inspections and review approximately 1,300 sets of plans annually. Provide annual fire safety and prevention education through Safety Town and various educational programs to the community. Provide hands-on fire extinguisher training to the public. Conduct fire investigations on all fire related incidents to determine origin and cause while working closely with local law enforcement and the Florida State Fire Marshalâ&#x20AC;&#x2122;s Office.

220

Fiscal Year 2019 Annual Budget

Fire/EMS

City of Coral Springs, Florida (f)Position split 62% Fire-Inspection Div. 4901; 38% EMS Div. 4702

(a)All positions are split 50% FireAdm. Div. 4601; 50% EMS Div. 4702

(b)All positions are split 23% Comm.Svc. Div. 4602; 77% EMS Comm.Svc. Div 4703

(c)All positions are split (d) Most positions are split 38% EMS Div. 4702; 62% Fire-Supression Div. 4801 62% Fire-Suppression Div. 4801; 38% EMS Div. 4702 **Position split 50% EMS Div. 4702; 50% FireAdm. Div. 4601

(e)All positions are split 77% EMS Comm.Svc. Div 4703; 23% CommSvc. Div. 4602

221

Revenues and Expenditures by Program and Category Fire/EMS Revenues: Fire Fund Fire Fund Special Assessment Intergovernmental Revenue Charges for Services Miscellaneous Revenues Fines and Forfeitures Partial Year Assessment Doubtful Accounts Other Financing Sources Appropriated Fund Balance Capital Reserve Sub-Total EMS-General Fund Emergency Medical Services Contract Services Training Sub-Total Total Revenues Expenditures: Program Summary Fire Fund Administration Communication Services Suppression Training Volunteers Inspection Contract Services (Parkland) Prevention Capital Debt Service Interfund Transfers Non-Departmental Sub-Total EMS-General Fund Emergency Medical Services Communication Services Training Sub-Total Total Expenditures Summary by Category Fire Fund Personal Services Benefits Other Operating Expenses Capital Training Capital Reserve (Budget Amendment) Non-Departmental Interfund Transfers Debt Service

EMS-General Fund Personal Benefits Other Expenses Capital Sub-Total Total Fire EMS Total FTE's

222

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

12.30% 5.46% 18.60% 0.00% -82.83% 577.65% n/a n/a

0 0 $24,410,312

$1,536,607 332,611 603,447 0 (84,502) 34,006 $0 $0 $0 $0 $2,422,169

$2,614,211 1,751 0 $2,615,962

$172,000 0 0 $172,000

7.04% 0.00%

10.62%

$10,889,888 5,501,352 3,003,992 39,206 15,511 6,749

$11,722,065 5,719,224 2,891,534 43,214 15,524 49,040

$12,493,249 6,086,885 3,245,102 55,000 102,020 5,887

$14,029,856 6,419,496 3,848,549 55,000 17,518 39,893

0 1,851,114 $21,307,812

0 0 $20,440,601

0 0 $21,988,143

$1,760,798 1,751 9,721 $1,772,270

$2,603,943 1,751 0 $2,605,694

$2,442,211 1,751 0 $2,443,962

11.02%

7.04%

$23,080,082

$23,046,295

$24,432,105

$27,026,274

$2,594,169

$660,323 124,786 12,475,770 1,765,812

$708,232 128,031 13,348,163 1,864,694

$742,893 158,593 13,904,319 2,143,226

$924,846 162,127 14,947,755 2,729,026

1,346,289

1,345,531

1,530,060

1,626,381

255,282 282,860 2,294,420 2,102,269 $21,307,811

466,542 282,860 320,450 2,092,522 $20,557,025

609,800 282,860 356,520 2,259,872 $21,988,143

829,930 404,852 380,786 2,404,609 $24,410,312

$181,953 3,534 1,043,436 585,800 0 96,321 0 0 220,130 121,992 24,266 144,737 $2,422,169

24.49% 2.23% 7.50% 27.33% n/a 6.30% n/a n/a 36.10% 43.13% 6.81% 6.40% 11.02%

$8,499,190 420,613 213,290 $9,133,093

$9,164,325 414,066 225,782 $9,804,173

$9,516,260 453,263 210,113 $10,179,636

$10,336,054 463,464 219,410 $11,018,928

$819,794 10,201 9,297 $839,292

8.61% 2.25% 4.42% 8.24%

$30,440,904

$30,361,198

$32,167,779

$35,429,240

$3,261,461

10.14%

$9,601,653 3,754,682 1,250,833 255,282 1,765,812

10,413,069.00 3,681,869 1,435,019 0 1,864,693

$11,114,845 4,727,001 1,819,263 829,930 2,729,026

2,102,269 2,294,420 282,860 $21,307,811

2,092,522 320,450 282,860 20,090,482.00

$10,519,538 4,094,776 1,721,551 609,800 2,143,226 0 2,259,872 356,520 282,860 $21,988,143

2,404,609 380,786 404,852 $24,410,312

$595,307 632,225 97,712 220,130 585,800 0 144,737 24,266 121,992 $2,422,169

5.66% 15.44% 5.68% 36.10% 27.33% n/a 6.40% 6.81% 43.13% 11.02%

$5,896,464 2,307,002 925,834 3,793 $9,133,093

$6,492,351 2,294,302 1,004,609 12,911 $9,804,173

$6,565,992 2,470,665 1,129,963 13,016 $10,179,636

$7,019,838 2,804,799 1,181,266 13,016 $11,018,919

$453,846 334,134 51,303 0 $839,283

6.91% 13.52% 4.54% 0.00% 8.24%

$30,440,904

$29,894,655

$32,167,779

$35,429,231

$3,261,452

10.14%

111.10 67.90 179.00

111.34 68.66 180.00

115.20 69.80 185.00

118.44 71.56 190.00

3.24 1.76 5.00

2.8% 2.5% 2.7%

Fiscal Year 2019 Annual Budget

Performance Measures Fire/EMS

Measure Type: Effectiveness & Efficiency Strategic Goal: Premier Community in South Florida

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

FY2019 Goal

1a. Maintain Fire Rescue quality standards: Response time in 8 minutes or less, 90% of time of all emergency Fire/EMS calls.

90%

97%

90%

97%

90%

97%

95%

1b. Maintain Fire Rescue quality standards: A minimum of 14 firefighters on scene within 10 minutes, 90% of time for all structural fires.

90%

98%

90%

100%

90%

100%

90%

90% 6,400 4,000 7 7 50 4 90% 60 40

100% 9,596 9,865 10 7 77 5 100% 75 20

Strategic Goal: Responsible City Government

95%

98%

6,400

6,069

6,400

5,890

4,000

6,761

4,000

8,210

101

95%

99%

100%

100

135

100

90% 6,400 4,000 7 6 70 6 95% 60 25

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

City of Coral Springs, Florida

223

human resources Mission Human Resources The Human Resources Department is committed to providing expertise in attracting, developing, and sustaining a high quality workforce committed to excellent service. Health Fund To provide Coral Springs employees and their families with a competitive benefits package consisting of a comprehensive, yet cost effective program for health, life, and long-term disability benefits.

Core Processes and Outputs Recruitment Recruit top talent by coordinating advertising, screening, interviewing, testing, selection, employee database management. • Timely processing of job applications to identify the most qualified candidates. Employee Development Provide training and development opportunities in the areas of compliance, customer service, leadership development and other topics identified through needs analysis. • Offer training through a variety of methods including instructor-led, e-learning, webinars, forums, mentoring, shadowing, books, and articles. • Develop leadership training programs and other professional development options in support of the City’s succession planning process. Compensation and Classification Support the development and maintenance of the Citywide broad band classification system, preparation and maintenance of classification specifications, preparation and maintenance of job descriptions, and completion of salary surveys. • Perform a comprehensive review of the City’s classification and compensation system to ensure competitive salaries to enable the City to hire and retain the best qualified employees. • Timely and accurate processing of payroll change authorizations. Compliance/Safety Coordinate Citywide safety programs. • Provide effective methods to ensure a safe work environment including safety training, committee meetings, library, events and programs. Employee Relations Partner with departments to provide guidance and consultation on human resource matters. • Develop, communicate and implement policies. • Discretely manage employee relations issues. • Effectively manage collective bargaining negotiations.

224

Fiscal Year 2019 Annual Budget

Human Resources (continued) Benefits Administration

New Initiatives

• Administer Police and Fire retirement plans. • Provide administrative support for general employee retirement plan, self-insured comprehensive medical and dental plan, and fully insured vision plan. Ensure that the aggregate and specific reinsurance coverage is maintained.

Responsible City Government Improving Human Resources Service Quality Comprehensive Compensation Study

• Limit health care costs to less than the medical inflation rate. • Provide fully insured basic life insurance, employee paid supplemental group life, long-term disability coverage, and wellness programs to all eligible employees.

Multi-cultural Events (ongoing) Youth Programs (ongoing) Premier Community in South Florida

Community Relations/Citizens Services/City Hall in the Mall

Health & Wellbeing Strategy (ongoing)

• Act as a clearinghouse for citizen requests for information and service via the City’s Help Desk.

City-wide Day of Service (ongoing)

• Provide an added level of service and convenience by coordinating various new and existing city, county, state and federal programs and services at our City Hall in the Mall satellite location. • Human Resources staff serve as liaisons on the MLK Committee, Multicultural Advisory Committee, and the CustomerInvolved Government Committee. • Plan and organize community, multi-cultural and education-related events, including the Martin Luther King, Jr. weekend Celebration, State of the City Reception, Unitown, Uniteens, Unikids, Teen Political Forum, National Day of Prayer, International Dinner Dance, Worldfest, and other ethnic festivals. Quality Feedback Initiatives Provide strategic direction and support for the City’s internal quality initiatives and coordinate the annual support services survey, organization survey, and department director/supervisor 360-degree assessments. • Coordinate the City’s Sterling/Baldrige efforts including coordination of the Citywide survey.

Human Resources

(Department/ Division Number) / Number of FTEs (Full-Time Equivalent) (a)Position split 75% Human ResourcesDiv.1000; 25% Health Fund Div. 8501 (b)Position split 50% Human Resources Div. 1000; 50* General Insurance Fund Div. 8801

City of Coral Springs, Florida

225

Revenues and Expenditures by Program and Category

Human Resources Revenues: City Hall In The Mall Total

FY 2016 Actual

Expenditures: Program Summary Human Resources Community Relations Volunteer Services* City Hall In The Mall Total

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$834,272 $834,272

$949,447 $949,447

$922,470 $922,470

$1,088,592 $1,088,592

$166,122 $166,122

18.01% 18.01%

$908,172

$1,129,818

$1,225,450

$1,278,613

53,163

291,981 138,513 378,917 $1,717,583

287,391 139,413 412,121 $1,968,743

291,081 168,304 469,757 $2,154,592

360,319 169,937 449,634 $2,258,503

69,238 1,633 (20,123) $103,911

23.79% 0.97% -4.28% 4.82%

$1,038,538 391,589 287,456 $0 $1,717,583

$1,234,074 455,273 275,844 $3,552 $1,968,743

$1,340,129 488,021 323,442 3,000 $2,154,592

$1,411,066 481,427 363,010 3,000 $2,258,503

$70,937 (6,594) 39,568 0 $103,911

5.29% -1.35% 12.23% 0.00% 4.82%

13.00

14.25

16.25

2.00

14.0%

4.34%

*Division transferred from the Police Department Summary By Category Personal Benefits Other Expenses Capital Total FTE's

Health Fund Revenues: Transfers Interest Income Recoveries Total Expenses: Program Summary Health-Dental Long Term Disability Contingency Life Insurance Total Summary By Category Personal Benefits Other Expenses Transfers Total FTE's

226

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$12,462,661 26,776 1,651,237 $14,140,674

$12,462,661 29,633 1,805,858 $14,298,152

$12,757,648 20,000 2,096,100 $14,873,748

$12,676,955 20,000 2,528,025 $15,224,980

($80,693) 0 431,925 $351,232

-0.63% 0.00% 20.61% 2.36%

$13,725,741 171,246 25,000 137,591 $14,059,578

$13,739,460 188,107 0 137,802 $14,065,369

$14,492,217 180,000 36,231 165,300 $14,873,748

$14,887,950 200,000 27,030 110,000 $15,224,980

$395,733 20,000 (9,201) (55,300) $351,232

2.73% 11.11% -25.40% -33.45% 2.36%

$141,541 11,979,346 1,938,690

$208,845 11,859,191 1,997,333

$196,799 12,591,319 2,085,630

$204,367 12,793,409 2,227,204

$14,059,577

$14,065,369

$14,873,748

$15,224,980

$7,568 202,090 141,574 0 $351,232

3.85% 1.60% 6.79% n/a 2.36%

1.50

2.25

0.00

0.0%

Fiscal Year 2019 Annual Budget

Performance measures

Human Resources

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 92%

94%

90%

93%

90%

88%

90%

89%

90%

93%

90%

94%

90%

88%

90%

88%

90%

92%

90%

93%

87%

95%

91%

95%

90% 90% 90% 90% 90% 95% 95%

95% 91% 91% 88% 93% 89% 94%

FY2019 Goal 90% 85% 90% 90% 85% 85% 90% 85% 95% 95%

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

City of Coral Springs, Florida

227

information technology Mission To successfully integrate people, process and technology that foster partnerships and consistently delivering solutions that serve as the foundation of City operations.

Core Processes and Outputs The Information Technology department provides voice and data services to over 1,000 staff at 35 locations. The voice network includes over 275 mobiles devices and over 900 wired devices. The data network consists of systems that can access a full suite of general purpose software tools, as well as 142 business applications and services. Elements of the data network consist of computing platforms, local area networks (LAN), the wide area network (WAN), and a wireless infrastructure. Computing platforms in the network include AS/400, file servers, and application servers. Access to a computing platform from most locations is accommodated via LAN, which, in turn, is interconnected to form the Cityâ&#x20AC;&#x2122;s WAN. Application Development and Integration Develop and maintain business applications, integrating them with the production computing environment.

Information Technology

(Department/Division Number) / Number of FTEs (Full-Time Equivalent) (a)Position split 75% Information Technology Div. 2001; 25% Public Works-Utilities-Adm. Div 6001

228

Fiscal Year 2019 Annual Budget

Information Technology (continued) • Maintain, administer, and upgrade three AS/400 computing systems and the 35 HTE integrated applications that are operational on this platform.

New Initiatives

• Maintain and administer 125 servers and 125 applications that are server based.

Responsible City Government

Infrastructure Management Plan, manage, and maintain a production environment (platforms, LANs, and WAN) in accordance with service level agreements related to security, reliability, availability, and performance of voice and data services.

LinkedIn Learning Subscriptions Premier Community in South Florida Enterprise Software (ongoing)

• Maintain and administer the City’s WAN, consisting of CISCO routers and switches at all City locations. Provide and support desktop access to general purpose software tools, business applications and data across multiple computing platforms, and external services, data, or applications. • Maintain and administer the fully integrated voice and data network that consists of over 900 voice and data drops. The network serves all City locations with technology from CISCO systems. • Maintain, administer, and upgrade the City’s mobile computing environment for Police, Fire, Code Compliance, and Fleet Management. • Maintain, administer, and upgrade the GIS and AutoCADD computing platforms and applications serving departmental needs City-wide. • Maintain, administer and provide information relative to the City’s library of plat maps, as-builts, and design drawings. Customer Service Provide “on demand” service and support for system and security administration, problem resolution or coordination, acquisition research and assistance, and information requests relative to tools, data, and applications. • Respond to over 8,100 requests for service per year. Project Management Provide project governance based on sound project management methodologies, utilizing industry standard project management guidelines, the IT organization will manage the initiating, planning, executing, monitoring, controlling and closing of all technology projects..

City of Coral Springs, Florida

229

Revenues and Expenditures by Program and Category Information Technology Revenues: Information Technology Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget n/a n/a

$3,446,520 $3,446,520

$0 $0

Expenditures: Program Summary Computer Services Total

$3,446,520 $3,446,520

$3,367,163 $3,367,163

$4,022,052 $4,022,052

$4,253,429 $4,253,429

$231,377 $231,377

5.75% 5.75%

Summary By Category Personal Benefits Other Expenses Capital Total

$1,698,736 648,804 1,034,668 64,312 $3,446,520

$1,623,315 635,217 1,087,170 21,461 $3,367,163

$1,964,787 672,815 1,382,950 1,500 $4,022,052

$1,911,044 673,846 1,667,039 1,500 $4,253,429

($53,743) 1,031 284,089 0 $231,377

-2.74% 0.15% 20.54% 0.00% 5.75%

21.50

0.00

0.0%

FTE's

Performance Measures Information Technology

Strategic Goal: Responsible City Government

Measure Type: Workload & Effectiveness

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 8

95%

99%

95%

99%

99.5%

100.0%

99.5%

100.0%

98%

99.9%

98%

99.9%

99%

99.9%

99%

99.9%

9 95% 99.5% 98% 99%

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

230

Fiscal Year 2019 Annual Budget

35 100% 99.9% 99.9% 99.9%

FY2019 Goal 8 95% 99.5% 99% 99%

parks and recreation Mission To serve as a sports and entertainment destination to the residents of Coral Springs and northwest Broward County by providing exceptional leisure opportunities, beautification of the City, and support in reaching the City Commission’s strategic goals. We are focused on exceeding customer expectations through a philosophy of providing quality services, well-maintained facilities, and customer-friendly and attentive staff.

Core Processes and Outputs Maintenance Coordinate overall management of Parks and Recreation divisions. • Maintain quality athletic fields and courts for over 1,150 organized sports teams. • Maintain 49 parks totaling 768 acres including buildings, structures, landscaping, irrigation and equipment. • Maintain safe and clean tennis facilities at Tennis Center, Cypress Park Tennis Center, other City parks, and two middle schools. • Maintain ten pools, a 7,500 square foot fitness center, a full-service swim shop, and three concession venues. Landscape and Irrigation Install, repair, and maintain irrigation systems, landscaping, and athletic turf in parks, medians, and all public buildings, facilities and grounds. Recreational Programming Provide programming for seniors, teens, special needs populations, preschoolers, after-school, summer recreation, and at-risk youth among others. • Conduct 32,000 swim classes annually to over 4,000 participants through three different Learn to Swim programs. Administrative Services Manage new park construction and existing facility enhancements. Develop, implement, and monitor the budget and strategic plan for Parks and Recreation. City representative to sports groups, Kreul Classic, Sports Coalition Committee, and Sports Commission. Negotiate reciprocal use agreements with schools, both public and private. Prepare grants and inter-local, reciprocal use, and lease agreements. Revenue collection for permits, rentals, clinics, summer recreation and other programs.

City of Coral Springs, Florida

231

Parks and Recreation (continued) • Generate over $270,000 in tennis lesson revenue and over $400,000 in gross sales at the Swim Shop. Coordinate and secure sponsorships and advertising. Negotiate and administer contracts of third-party contractors providing a variety of services to facility customers.

New Initiatives City Investment in Today and Future Mullins Park Playground Replacement Light Fixture Replacement Aiello Field

Scheduling

Parks Replacement CIP Projects

Provide field and court permits for 19 City-recognized sports programs, independent leagues and organizations, and drop-in groups. • Accommodate over 4,000,000 park visitors to all sites. • Accommodate 500,000 Aquatic Complex participants and visitors. • Host 118,000 tennis players.

25 Meter Pool Linear Upgrade Maintain and Protect City Trees (ongoing) Premier Community in South Florida Additional Senior Programming (ongoing)

Transportation Provide community and senior bus service.

232

Fiscal Year 2019 Annual Budget

Parks and Recreation

(Department/Division Number) / Number of FTEs (Full-Time Equivalent)

City of Coral Springs, Florida

233

Revenues and Expenditures by Program and Category Parks and Recreation Revenues: Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Sub-Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$105,431 345,001 27,403 91,364 $569,199

$116,169 278,442 28,945 90,814 $514,370

$126,624 326,533 47,009 115,239 $615,405

$127,889 259,830 47,477 116,388 $551,584

$1,265 (66,703) 468 1,149 ($63,821)

1.00% -20.43% 1.00% 1.00% -10.37%

$50,153 16,379 530,282 154,704 493,694 $1,245,212

$43,672 20,495 481,614 156,164 449,782 $1,151,727

$45,570 18,760 510,000 182,152 470,558 $1,227,040

$46,023 18,946 510,000 163,033 475,262 $1,213,264

$453 186 0 (19,119) 4,704 ($13,776)

0.99% 0.99% 0.00% -10.50% 1.00% -1.12%

$358,896 25,503 123,251 341,933 $849,583

$359,613 19,348 95,103 321,654 $795,718

$320,002 28,578 127,910 354,841 $831,331

$318,000 28,862 129,187 344,387 $820,436

($2,002) 284 1,277 (10,454) ($10,895)

-0.63% 0.99% 1.00% -2.95% -1.31%

$101,288 54,083 1,456,249 $1,611,620

$50,613 58,622 1,374,661 $1,483,896

$130,641 68,663 1,740,032 $1,939,336

$131,971 69,348 1,557,428 $1,758,747

$1,330 685 (182,604) ($180,589)

1.02% 1.00% -10.49% -9.31%

$4,275,614

$3,945,711

$4,613,112

$4,344,031

($269,081)

-5.83%

$1,157,598 1,444,224 770,280 1,547,886 1,114,248 1,350,848 594,097

$1,258,518 1,641,141 814,503 1,538,554 1,204,958 1,470,166 614,049

$1,444,389 1,580,326 974,550 1,848,672 648,627 813,177 670,481

$1,454,631 1,628,550 1,157,222 1,784,679 568,438 505,239 679,422

217,481 $8,196,662

225,376 $8,767,265

241,595 $8,221,817

263,711 $8,041,892

$10,242 48,224 182,672 (63,993) (80,189) (307,938) 8,941 0 22,116 ($179,925)

0.71% 3.05% 18.74% -3.46% -12.36% -37.87% 1.33% n/a 9.15% -2.19%

Recreation Activity Center Recreation Services Summer Recreation Transportation Services Gymnasium Sub-Total

$113,838 448,285 483,146 408,116 441,292 $1,894,677

$132,288 443,331 534,786 378,409 438,011 $1,926,825

$142,327 484,956 536,093 413,231 391,257 $1,967,864

$146,066 496,293 560,597 461,380 418,360 $2,082,696

$3,739 11,337 24,504 48,149 27,103 $114,832

2.63% 2.34% 4.57% 11.65% 6.93% 5.84%

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total

$264,367 504,163 200,348 704,660 $1,673,538

$290,182 546,784 194,161 678,050 $1,709,177

$290,497 619,872 232,280 771,854 $1,914,503

$282,955 722,278 223,719 803,622 $2,032,574

($7,542) 102,406 (8,561) 31,768 $118,071

-2.60% 16.52% -3.69% 4.12% 6.17%

Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total

$352,151 272,603 1,850,058 $2,474,812

$401,084 291,924 1,773,316 $2,466,324

$404,739 273,330 2,028,275 $2,706,344

$496,434 280,547 2,054,962 $2,831,943

$91,695 7,217 26,687 $125,599

22.66% 2.64% 1.32% 4.64%

$14,239,689

$14,869,591

$14,810,528

$14,989,105

$178,577

1.21%

Recreation Mullins Activity Center Recreation Center Summer Recreation Transportation Services* Gymnasium Sub-Total *Includes Community Bus Program Revenues Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total Aquatics Services Cypress Pool Mullins Pool Aquatics Complex Sub-Total Total Revenues Expenditures: Program Summary

Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Beautification Landscape Irrigation Honda Classic* Environmentally Sensitive Land Sub-Total

Total Expenditures

234

Fiscal Year 2019 Annual Budget

Revenues and Expenditures by Program and Category Parks and Recreation (continued) Expenditures: Summary By Category Parks Personal Benefits Other Expenses Capital Sub-Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$3,049,663 1,676,508 3,400,844 69,647 $8,196,662

3,174,937.00 1,747,082 3,726,424 118,822 $8,767,265

$3,232,136 1,741,060 2,932,396 377,225 $8,282,817

3,003,371.00 1,681,217 2,980,079 377,225 $8,041,892

($228,765) (59,843) 47,683 0 ($240,925)

-7.08% -3.44% 1.63% 0.00% -2.91%

$703,196 224,504 966,977 0 $1,894,677

771,884.00 231,284 923,657 0 $1,926,825

$806,127 243,062 918,675 0 $1,967,864

844,025.00 248,471 990,200 0 $2,082,696

$37,898 5,409 71,525 0 $114,832

4.70% 2.23% 7.79% n/a 5.84%

Personal Benefits Other Expenses Capital Sub-Total

$591,818 238,693 796,623 46,404 $1,673,538

635,407.00 249,388 817,308 7,074 $1,709,177

$673,404 247,961 844,945 86,893 $1,853,203

767,506.00 310,335 867,840 86,893 $2,032,574

$94,102 62,374 22,895 0 $179,371

13.97% 25.15% 2.71% 0.00% 9.68%

Aquatic Services Personal Benefits Other Expenses Capital Sub-Total

$1,037,220 397,809 1,039,783 0 $2,474,812

985,353.00 399,557 1,081,414 0 $2,466,324

$1,079,845 408,918 1,117,581 100,000 $2,706,344

1,111,552.00 412,402 1,207,989 100,000 $2,831,943

$31,707 3,484 90,408 0 $125,599

2.94% 0.85% 8.09% 0.00% 4.64%

$14,239,689

$14,869,591

$14,810,228

$14,989,105

$178,877

1.21%

$5,381,897 2,537,514 6,204,227 116,051 $14,239,689

$5,567,581 2,627,311 6,548,803 125,896 $14,869,591

$5,791,512 2,641,001 5,813,597 564,118 $14,810,228

$5,726,454 2,652,425 6,046,108 564,118 $14,989,105

($65,058) 11,424 232,511 0 $178,877

-1.12% 0.43% 4.00% 0.00% 1.21%

72.00 8.00 9.00 16.00 105.00

73.00 8.00 9.00 16.00 106.00

70.00 8.00 11.00 16.00 105.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Recreation Personal Benefits Other Expenses Capital Sub-Total Sportsplex/Tennis

Total Expenditures Expenditures - All Divisions Summary By Category Personal Benefits Other Expenses Capital Total Expenditures

FTE's Parks Recreation Sportsplex/Tennis Aquatic Services Total FTE's

City of Coral Springs, Florida

235

Performance Measures Parks & Recreation Parks

Measure Type: Effectiveness Strategic Goal: Responsible City Government

Parks & Recreation Recreation

Measure Type: Effectiveness, Efficiency & Demand Strategic Goal: City Investment in Today and Future

1. Customer service rating of summer recreation program

Strategic Goal: Responsible City Government

2. Cost recovery ratio for the Recreation Division

Strategic Goal: City Investment in Today and Future

3. Number of Senior Classes (New beginning FY2019)

Parks & Recreation Aquatics

Measure Type: Effectiveness, Efficiency & Demand Strategic Goal: Responsible City Government

1. The combined cost recovery for the Aquatic Complex Division: 2. Increase members and reduce member turnover:

95%

92%

95%

94%

90%

91%

95% 95% 90%

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

FY2019 Goal

98%

99%

95%

97%

95%

100%

95%

60%

66%

60%

58%

60%

59%

60%

1,250

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

FY2019 Goal

65%

79%

65%

78%

65%

76%

65%

4,000

4,782

4,000

4,087

41%

50%

42%

4,000 50%

4,169 37%

4,000

49%

Strategic Goal: Responsible City Government

92%

90%

97%

92%

90%

95%

92%

90%

97%

90% 90% 90%

95% 97% 97%

95%

92%

Aquatic Complex membership Aquatic Complex membership turnover

Parks & Recreation

Aquatic facility Cypress Park Pool Mullins Park Pool

Measure Type: Effectiveness Strategic Goal: Growing Local Economy

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

Measure Type: Effectiveness Strategic Goal: City Investment in Today and Future

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

Sportplex

1. Sports Commission: Number of room nights

Parks & Recreation

50%

95% 95%

Historical Data

3,600

3,454

3,600

2,060

3,600

4,909

FY2019 Goal 3,000

Historical Data

90%

95%

90%

94%

30%

21%

30%

15%

86%

90%

87%

90% 30% 90% 30

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

236

FY2019 Goal

Strategic Goal: City Investment in Today and Future

3. Maintain customer service ratings:

Tennis

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

Fiscal Year 2019 Annual Budget

94% 20% 87% 62

FY2019 Goal 90% 30% 90% 35

City of Coral Springs, Florida

237

police Mission To provide professional, high quality and effective police service in partnership with the community.

Core Processes and Outputs Administration Administer the financial, operational and capital budgets of the department. Manage the overall working of the Police Department to provide a safe and secure community environment. Provide public informational services. Identify specific training needs of department personnel.

Police

238

Fiscal Year 2019 Annual Budget

(Department/Division Number) / Number of FTEs (Full-Time Equivalent) *No full-time staff assigned to these divisions

Investigations Investigate property crimes such as burglaries, thefts etc., and violent crimes such as batteries, assaults, domestic violence, child abuse (physical, sexual, and neglect), elderly abuse, adult sex crimes, homicide, and aggravated battery.

New Initiatives Responsible City Government Enhance Strategic Enforcement Team Dispatch Improvements (ongoing)

Patrol Receive, process, and dispatch both emergency and non-emergency calls for Police and Fire Rescue.

Premier Community in South Florida Additional (4) School Resource Officers

â&#x20AC;˘ Respond to 170,000 projected calls for service and incident response.

Adding Radio Authentication to All Public Safety Radios

Support Functions

SWAT Sniper Rifle Replacement

Process all external and internal requests for reports and information.

Police Hire Incentive

Coordinate fleet and facility maintenance.

Summer Breakspot Program (ongoing)

Juvenile Operate the School Resource Officer program and present educational program at all grade levels. Coordinate court-ordered community service hours program for juveniles and adults.

City of Coral Springs, Florida

(Department/Division Number) / Number of FTEs (Full-Time Equivalent) *No full-time staff assigned to these divisions

239

Revenues and Expenditures by Program and Category Police Revenues: Office of the Chief Off-Duty Detail Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$2,105,780 435,242 $2,541,022

$2,370,370 525,086 $2,895,456

$2,426,019 452,033 $2,878,052

$2,639,282 502,033 $3,141,315

$213,263 50,000 $263,263

8.79% 11.06% 9.15%

Office of the Chief Vice/Intelligence Human Resources Off-Duty Detail Communications Center Fiscal Management SWAT Sub-Total Administration-Community Services Youth Liaison

$282,578 2,514,360 401,912 377,680 2,574,825 959,434 305,062 $7,415,851

$311,879 2,543,035 314,450 556,054 3,064,356 929,682 250,822 $7,970,278

$306,193 2,612,850 305,875 336,413 2,999,180 969,753 309,107 $7,839,371

$438,343 2,671,778 314,197 353,233 3,071,242 988,439 302,278 $8,139,510

$132,150 58,928 8,322 16,820 72,062 18,686 (6,829) $300,139

43.16% 2.26% 2.72% 5.00% 2.40% 1.93% -2.21% 3.83%

3,466,419

3,588,921

3,714,469

4,432,075

$717,606

19.32%

Community Involvement Training Volunteer Services* Central Records Crossing Guards Building and Fleet Maintenance Sub-Total

267,865 754,279 0 501,189 442,259 611,175 $6,043,186

276,757 802,862

462,750 851,167

558,577 416,427 544,042 $6,187,586

300,407 820,598 0 579,350 448,815 669,462 $6,533,101

592,715 466,768 647,430 $7,452,905

162,343 30,569 0 13,365 17,953 (22,032) $919,804

54.04% 3.73% n/a 2.31% 4.00% -3.29% 14.08% n/a

$14,157,864

$14,372,472

$15,592,415

$1,219,943

8.49%

$264,828 $264,828

$352,261 $352,261

$363,076 $363,076

$374,384 $374,384

$11,308 $11,308

3.11% 3.11%

$18,517,485

$18,869,219

$20,108,239

$20,716,993

$608,754

3.03%

Expenditures: Program Summary Administration

Sub-total Administration $13,459,037 *Division transferred to Human Resources in FY 2015 Office of Professional Standards Office of Professional Standards Sub-Total Operations Support Patrol Unit Special Events

160,108

129,651

170,936

179,014

8,078

4.73%

1,900,650 $20,578,243

1,944,901 $20,943,771

2,081,212 $22,360,387

2,222,457 $23,118,464

141,245 $758,077

6.79% 3.39%

Special Operations Strategic Enforcement Team Humane Unit K-9 Street Intelligence Unit Bicycle Unit BEAR Unit Sub-Total

$1,655,678 243,841 1,176,099 575,969 919,410 1,171,411 $5,742,408

$1,729,111 239,706 1,193,769 616,047 868,215 1,266,414 $5,913,262

$2,143,513 264,162 1,217,436 649,803 964,876 1,273,794 $6,513,584

$2,361,964 248,711 1,344,329 681,901 981,199 1,313,243 $6,931,347

$218,451 (15,451) 126,893 32,098 16,323 39,449 $417,763

10.19% -5.85% 10.42% 4.94% 1.69% 3.10% 6.41%

Criminal Investigations General Investigations Special Investigations Crime Scene Investigations Dive Team Sub-Total

$2,995,207 2,397,995 1,135,255 9,746 $6,538,203

$3,299,895 2,628,388 1,179,891 11,031 $7,119,205

$3,467,477 2,672,459 1,206,518 14,229 $7,360,683

$3,642,001 2,761,676 1,270,919 14,765 $7,689,361

$174,524 89,217 64,401 536 $328,678

5.03% 3.34% 5.34% 3.77% 4.47%

Traffic Unit Sub-Total

Sub-Total Operations Total Summary By Category Personal Benefits Other Expenses Capital Total Positions FTE's

240

$32,858,854

$33,976,238

$36,234,654

$37,739,172

$1,504,518

$46,582,719

$48,486,363

$50,970,202

$53,705,971

$2,735,769

4.15% n/a 5.37%

$25,196,120 16,063,128 5,214,751 171,811 $46,645,810

27,279,088.00 15,832,008 5,995,290 43,956 $49,150,342

$27,116,778 17,453,817 6,403,578 115,665 $51,089,838

26,983,043.00 18,741,090 6,393,422 81,519 $52,199,074

($133,735) 1,287,273 (10,156) (34,146) $1,109,236 $0

-0.49% 7.38% -0.16% -29.52% 2.17% n/a

301.00 300.63

302.00 301.63

309.00 308.63

311.00 311.00

2.00 2.37

0.65% 0.77%

Fiscal Year 2019 Annual Budget

Performance Measures

Police

Measure Type: Effectiveness & Efficiency Strategic Goal: Premier Community in South Florida

Strategic Goal: Downtown Becoming Vibrant

10. Satisfaction rating by businesses (Biz Survey) 11. Safety rating by businesses (Biz Survey)

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status -

95%

75%

78%

4:55

4:44

5:00

3:50

-14%

-36.5%

-4.8%

30%

35.7%

30%

32%

17.5%

11.9%

200

304

200

401

92%

96%

92%

96%

5:00 0% 0% 30% 0% 31 200

4:53 -32% -14% 33% -13% 30.7 334

92% 92%

94% 97%

FY2019 Goal 95% 75% 5:00 0% 0% 30% 0% 31 200 -

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

City of Coral Springs, Florida

241

public works Mission Public Works To support Coral Springs in becoming the premier community in which to live, work, and raise a family by providing quality facilities, well maintained neighborhood infrastructure, beautiful City entrances and corridors, safe drinking water, reliable solid waste service, Engineering and Construction management, and an operationally efficient Fleet. Utilities and Engineering Division To provide the City utilities service area with safe drinking water, reliable water pressure for fire protection, and wastewater collection and disposal in accordance with County, State and National regulations and standards. To provide Engineering services by reviewing engineering plans for compliance with City engineering standards, including right of way permits for engineering improvements, and inspection services for Capital Projects.

Public Works

(Department/Division Number) / Number of FTEs (Full-Time Equivalent): a. Position split 50% Public Works Div. 5501; 50% Utilities Adm. Div. 6001 b. Position split 50% Public Works Div. 5501; 50% Facilities Mgmt. Div. 5502 c. Position split 25% Public Works Div. 5502; 75% Streets Div. 5601 d. Total FTE also includes the following position split: 50% Director of Public Works (5501), 25% Director of Financial Services (1501), 50% City Controller (1501), and 25% Assistant City Attorney (2502) e. Position split 50% City Manager's Office Div. 0501; Utilities Adm. Div. 6001 f. Position split 25% Utilities Adm. Div. 6001; 75% Information Technology Div. 2001

242

Fiscal Year 2019 Annual Budget

Public Works (continued) Equipment Services To support all City Departments by writing vehicle and equipment specifications that meet operational needs, preparing for service, providing quality maintenance to maximize useful life, and disposition from Fleet.

Core Processes and Outputs

New Initiatives Responsible City Government Electric Utility Vehicle City Investment in Today and Future Landscape Improvement of Arterial Roads

Public Works Administration

Facilities/Streets Cityworks software

Coordinate overall department management, administration, and budget.

Air Conditioning Technician

Oversee the contractual responsibilities of the solid waste franchise holder.

Roadway Resurfacing (ongoing)

Streets

Wiles Road and 441 Entry Improvements (ongoing)

Perform repair and maintenance of City-owned streets, bike paths, rights of way and parking areas. • Maintain 96.5 miles of bike paths and sidewalks.

Inflow and Infiltration Rehabilitation (ongoing)

• Maintain 224 center lane miles of City streets.

Turtle Run Park Left Turn Lane (ongoing)

• Inspect 8 miles of state roads and 32 miles of county roads.

New Entrance for Sherwood Forest Park (ongoing)

• Clean and maintain over 6,500 drains.

Traffic Management with Development Services (ongoing)

Facilities Perform in-house or contract for maintenance, repair, and minor construction of all City buildings.

Downtown Becoming Vibrant Sample Road Master Parking Comprehensive Plan

• Maintain 662,170 square feet of City facilities. Utilities and Engineering

Downtown Decorative Street Lights

Perform management, administration, and support for the daily operation of water treatment, water plant maintenance, water distribution, wastewater collection, and wastewater treatment.

Intersection Approaches Upgraded to ADA Compliance

• Produce an average of 6.13 million gallons per day of treated water.

Growing Local Economy

Equipment Services

Electric Vehicles and Charging Stations (ongoing)

Repair and maintain all City vehicles including fire, police, and small engine equipment.

Premier Community in South Florida

• Maintain 767 vehicles/equipment, 494 pieces of small engine equipment, and 94 generators.

Storm water Assessment Implementation (ongoing)

Prepare specifications for new equipment and vehicle purchases. Provide specialized equipment installation for public safety vehicles and general fleet. Repair and service motorcycles for the City of Margate and Coconut Creek. Repair and maintain City of Parkland fire apparatus.

City of Coral Springs, Florida

243

Revenues and Expenditures by Program and Category Public Works Revenues: Administrative Services Streets Engineering Total Expenditures: Program Summary Administrative Services Solid Waste Recycling Sub-Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

188,087 49,777

250,517 60,258

$318,200 49,777

$28,222 72,777

$237,864

$310,775

$367,977

$100,999

$273,054 41,157 $314,211

$273,082 44,957 $318,039

$411,736 217,453 $629,189

$388,853 54,738 $443,591

$ Change from FY18 Budget

% Change from FY18 Budget

($289,978) 23,000 0 ($266,978)

-91.13% 46.21% n/a -72.55%

-5.56% -74.83% -29.50% n/a 63.94% 4.57% 11.31% n/a 3.90%

Engineering Streets Facilities Management Engineering Total

284,579 $3,560,063 774,508

225,987 $3,867,592 741,963

145,346 $5,525,252 1,157,890

238,276 $5,777,571 1,288,824

$4,933,361

$5,153,581

$7,457,677

$7,748,262

(22,883) (162,715) ($185,598) $0 92,930 252,319.00 130,934 0 $290,585

Summary By Category Personal Benefits Other Expenses Capital Total

$1,483,186 649,786 2,796,500 3,889 $4,933,361

$1,656,342 735,639 2,756,981 4,619 $5,153,581

$1,935,855 821,826 4,691,457 8,539 $7,457,677

$2,099,172 911,761 4,728,790 8,539 $7,748,262

$163,317 89,935 37,333 0 $290,585

8.44% 10.94% 0.80% 0.00% 3.90%

27.75

28.75

34.75

36.25

1.50

4.3%

FTE's

FY 2016 Equipment Services Actual Revenues: Fuel/Maint/Chargeback Transfers $5,989,969 Fleet Services to other entities: City of Parkland 26,002 City of Margate/Coconut Creek 5,144 Interest Income 56,134 Financial Strategy Appropriated Fund Balance / Equipment Purchases 3,312,686 Auction 330,268 Total $9,720,203

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$6,313,663

$6,829,323

$7,414,284

$584,961

42,367 5,943 58,532

32,000 3,500 50,000 170,381 4,915,770 200,000 $12,785,935

0 0 0

3,205,949 517,986 $10,144,440

32,000 3,500 50,000 260,727 3,990,137 200,000 $11,365,687

8.57% n/a 0.00% 0.00% 0.00%

925,633 0 $1,420,248

23.20% 0.00% 12.50%

Expenses: Program Summary Equipment Maintenance Total

$9,181,197 $9,181,197

$9,534,220 $9,534,220

$11,365,687 $11,365,687

$12,785,935 $12,785,935

$1,420,248 $1,420,248

12.50% 12.50%

Summary By Category Personal Benefits Other Expenses Depreciation Interfund Transfers Equipment Purchases Total

$808,253 374,129 1,377,738 2,996,391 312,000 3,312,686 $9,181,197

$890,163 392,378 1,518,548 3,328,442 198,740 3,404,689 $9,732,960

$936,645 391,272 1,910,541 3,694,862 442,230 3,990,137 $11,365,687

$949,162 394,254 2,019,834 4,123,408 383,507 4,915,770 $12,785,935

$12,517 2,982 109,293 428,546 (58,723) 925,633 $1,420,248

15.00

0.00

1.34% 0.76% 5.72% 11.60% -13.28% 23.20% 12.50% n/a 0.00%

FTE's

244

Fiscal Year 2019 Annual Budget

Revenues and Expenditures by Program and Category Water and Sewer Fund Utilities Revenues: Water Wastewater Private Fire Line Fee Meter Sales Backflow Recertification Adm. Fee Misc. Income Charges for Service Appropriated Fund Balance Interest Income Total Expenses: Program Summary Administration Water Distribution Water Treatment Wastewater Treatment Wastewater Collection Sub-Total Non-Departmental Total Summary By Category Personal Benefits Other Expenses Capital Sub-Total Non-Departmental Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

60,421 $21,819,012

$9,063,534 13,083,232 27,077 13,085 22,945 (5,631) 337,613 0 54,907 $22,596,762

$9,061,630 13,583,410 26,379 10,300 19,480 10,000 210,889 2,902,707 31,012 $25,855,807

$9,378,788 14,058,830 27,171 10,609 19,675 10,000 217,514 641,570 31,632 $24,395,789

$317,158 475,420 792 309 195 0 6,625 (2,261,137) 620 ($1,460,018)

$961,504 1,059,319 2,619,583 6,104,926 1,156,299 $11,901,631

$996,088 $1,016,342 $2,619,044 $5,353,580 $1,161,658 $11,146,712

$1,135,761 $1,168,645 $3,106,453 $6,065,210 $1,255,105 $12,731,174

$1,180,365 $1,135,182 $3,162,150 $6,671,731 $1,336,717 $13,486,145

$9,424,715 $21,326,346

$11,200,579 $22,347,291

$13,124,633 $25,855,807

$10,909,644 $24,395,789

$44,604 (33,463) 55,697 606,521 81,612 $754,971 $0 ($2,214,989) ($1,460,018)

$2,254,247 1,022,851 2,519,611 472,611 $6,269,320

$2,408,977 1,066,455 7,660,701 245,637 $11,381,770

$2,499,009 1,073,468 3,093,487 923,911 $7,589,875

$2,567,770 1,072,038 9,827,926 253,411 $13,721,145

$15,057,026 $21,326,346

$10,965,521 $22,347,291

$18,265,932 $25,855,807

40.50

$8,658,486 12,718,563 24,551 25,208 22,400 (7,427) 316,810

FTE's

Solid Waste Fund Revenues: Program Summary Solid Waste Non Franchise Interfund Transfer (from General Fund) Total Expenditures: Summary By Category Personal Benefits Operating Expenses Interfund Transfers Total Positions FTE's

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

$ Change from FY18 Budget

% Change from FY18 Budget 3.50% 3.50% 3.00% 3.00% 1.00% 0.00% 3.14% -77.90% 2.00% -5.65% n/a n/a n/a 3.93% -2.86% 1.79% 10.00% 6.50% 5.93% n/a -16.88% -5.65%

2.75% -0.13% 217.70% -72.57% 80.78%

$10,674,644 $24,395,789

$68,761 (1,430) 6,734,439 (670,500) $6,131,270 $0 ($7,591,288) ($1,460,018)

40.00

(0.50)

-1.23%

$ Change from FY18 Budget

% Change from FY18 Budget

FY 2019 Budget

-41.56% -5.65%

$4,174,454 $200,000 $4,374,454

$4,415,912 $0 $4,415,912

$4,585,987 $0 $4,585,987

$4,947,273 $0 $4,947,273

$361,286

7.88%

$361,286

7.88%

$43,872 18,122 4,265,711 71,500 $4,399,205

$44,135 19,572 4,279,828 0 $4,343,535

$100,579 61,228 4,424,180 0 $4,585,987

$100,350 61,550 4,756,373 29,000 $4,947,273

($229) 322 332,193 29,000 $361,286

-0.23% 0.53% 7.51% n/a 7.88%

0.75

2.75

0.00 0.00

n/a 0.0%

City of Coral Springs, Florida

245

Performance Measures

Public Works

Measure Type: Effectiveness & Workload Strategic Goal: Responsible City Government

Strategic Goal: Premier Community in South Florida

Strategic Goal: City Investment in Today and Future

10. Length of sanitary sewer pipe liner rehabilitated (Linear Feet) (New beginning FY2018) 11. Service valves per year 12. Percent of "unaccounted for" water

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status -

90%

89%

90%

100%

90%

99%

94%

96%

94%

95%

90%

99%

90%

98%

5.9

15,00

18,007

14,000

1,155

850

1,151

1,000

90% 93% 90%

1 2 10 5.93 15,131 12,000 27,776 1,418 1,155 1,167 1,330 1,000 989 1

12.9

1,000

1,200

1000%

1004

<10%

8,000 11,541 1,000 1,392 <10% 10%

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

246

Fiscal Year 2019 Annual Budget

100% 97% 99%

FY2019 Goal 90% 90% 94% 90% 2 5 12,000 1,155 1,000 8,000 1,000 <10%

Summary of Fleet Purchases 2018 Summary of Fleet Purchases 2019 Department/Fund Financial Services

Division/Program Name Water Billing

Div # 1602

Patrol

4201

Traffic Unit

4202

Police

K-9 Unit

4203

Stategic Enforcement Team

4204

General Investigations

4301

Suppression

4801

Administration Training Buidling Aquatics Tennis

4601 4805 5304 8301 8409

Sportsplex

7812

Mullins Park

8102

Neighborhood Parks

8116

Beautification/ Landscape

8118

Irrigation

8119

Transportation

8118

Cypress Park

8101

Public Works

Streets

5601

Equipment Services

Equipment Maintenance

5701

Water Treatment

6003

Wastewater Collection

6005

Fire/EMS Development Services Aquatics

Sportsplex/ Tennis

Parks & Recreation

Utilities

Vehicle/Equipment Type Pickup Truck, 1/2 Ton Ext Cab Van, 1 Ton Cargo Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size TIA Escape Patrol Vehicle, Full Size TIA Escape Patrol Vehicle, Full Size TIA Escape Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size TIA Escape Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size TIA Escape Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size TIA Escape Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe Patrol Vehicle, Full Size- rplcd w Tahoe MiniVan Motorcycle Motorcycle Motorcycle Motorcycle Motorcycle Trailer, Speed Command Patrol Vehicle, SUV Tahoe—K9 Patrol Vehicle, SUV Tahoe—K9 Admin Vehicle Admin Vehicle Admin Vehicle Truck, Pumper Extrication Tool Truck-Pickup Truck-Pickup SUV-small Pickup Truck, 3/4 Ton Pickup Truck, 3/4 Ton EC Tennis Paint machine/Field Marker Paint machine/Field Marker SandPro Spreader Mower, Push/Walk behind Turf Aerator Ballpro Lely spreader Soil Renovator Steer Skid Loader Mower, Zero Turn Workman w/Dump Bed Generator, 10 Kw-Mullins Park Pickup Truck, 1/2 Ton—Hybrid Lift, Trailer Mounted electric 1 Ton C&C with utiliy Body Brush Chipper Directional Arrows Directional Arrows Pickup Truck, 3/4 Ton Bus, 16 Passenger w-handicap lift Bus, 26 Passenger w-handicap lift- replace w van Showmobile-Stage refurb * SandPro Workman, Dump Bed Cab-Chassis w/Dump body Cab-Chassis w/Dump body Cab-Chassis w/Dump body Skid Steer Loader w/Tracks Pickup Truck, 3/4 Ton Non Hybrid; Truck, Pickup 1/2 Ton EC Van, Mini Passenger Van, Mini Passenger Contingency SUV-Mid Size Generator, 280 KW-East Pump Station Pickup Truck, 3/4 Ton Generator, 300 KW, Westside

Year 2012 2007 2013 2013 2013 2013 2013 2013 2013 2013 2013 2010 2010 2010 2010 2010 2010 2010 2011 2011 2011 2011 2011 2011 2011 2011 2011 2011 2011 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2009 2016 2016 2016 2013 2013 2009 2013 2014 2012 2013 2011 2009 2009 2012 2012 2009 2010 2012 2009 2009 2014 2009 2011 2009 2014 2015 2009 2008 2009 2012 2009 2012 2013 2011 2012 2012 2012 2009 2011 2010 2007 2014 2012 2011 2011 2011 2011 2012 2012 2009 2009

Item ID 5004 9992 9347 9349 9350 9351 9352 9354 9356 9358 9359 9260 9261 9263 9267 9269 9278 9284 9286 9287 9289 9293 9301 9303 9304 9306 9310 9312 9313 9316 9317 9319 9321 9323 9325 9326 9328 9333 9335 9336 9338 9339 9342 9986 8448 8449 8450 8451 8452 8500 8613 8616 8077 8088 8073 7729 1537 7755 7756 6010 2240 2000 1120 1121 1160 1180 1265 1184 1266 1293 1297 2199 1750 1795 Gen-10 2214 2135 2218 5714 1187 1188 2213 2271 2272 1173 1367 1340 4448 4435 4433 4472 4008 4002 5709 5710

2011 1999 2012 2006

3306 Gen-62 3319 Gen-35

Total Fleet Budget—FY 2019 * Equipment to be refurbished in FY 2019

Estimate FY 2019 $26,125 $41,300 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $29,700 $29,700 $29,700 $45,700 $45,700 $45,700 $45,700 $29,700 $45,700 $45,700 $29,700 $45,700 $45,700 $29,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $45,700 $25,500 $21,920 $21,920 $21,920 $21,920 $21,920 $15,700 $47,600 $47,600 $29,400 $28,300 $29,400 $749,500 $24,420 $59,850 $59,850 $25,000 $25,500 $32,180 $5,000 $5,000 $17,820 $5,920 $8,680 $13,770 $23,610 $21,000 $22,050 $54,500 $19,150 $23,465 $4,200 $28,100 $50,000 $51,000 $41,200 $8,640 $8,640 $49,300 $145,000 $34,200 $8,000 $24,310 $23,465 $52,800 $52,800 $52,800 $85,500 $28,700 $26,000 $25,500 $25,500 $50,000 $31,000 $275,000 $34,125 $325,500 $4,915,770

City of Coral Springs, Florida

247

248

Fiscal Year 2019 Annual Budget

Appendix Contents Millage Rate Resolution........................................................................................................................................................250 Budget Ordinance...................................................................................................................................................................252 Financial Policies......................................................................................................................................................................257 Staffing........................................................................................................................................................................................265 Summary table of Position Counts..........................................................................................................................265 Number of budgeted positions By Department—Fiscal Year 2019............................................................265 Position Counts for all Departments and Divisions...........................................................................................266 City Commission...................................................................................................................................................268 City Manager’s Office...........................................................................................................................................268 Human Resources.................................................................................................................................................269 City Attorney...........................................................................................................................................................269 Financial Services..................................................................................................................................................270 Information Technology.....................................................................................................................................271 Development Services—Administration.....................................................................................................271 Development Services—Code Compliance................................................................................................271 Development Services—Community Development...............................................................................272 Development Services—Building..................................................................................................................272 Police.........................................................................................................................................................................273 Fire/EMS....................................................................................................................................................................276 Public Works............................................................................................................................................................278 Equipment Services.............................................................................................................................................278 Solid Waste..............................................................................................................................................................278 Utilities......................................................................................................................................................................279 Parks and Recreation...........................................................................................................................................280 Community Redevelopment Agency (CRA)..................................................................................................................282 Abbreviations and Acronyms..............................................................................................................................................284 Glossary of Terms.....................................................................................................................................................................285 Index............................................................................................................................................................................................291

City of Coral Springs, Florida

249

Millage Rate Resolution

250

Fiscal Year 2019 Annual Budget

Millage Rate Resolution (continued)

City of Coral Springs, Florida

251

Budget Ordinance

252

Fiscal Year 2019 Annual Budget

Budget Ordinance (continued)

City of Coral Springs, Florida

253

Budget Ordinance (continued)

254

Fiscal Year 2019 Annual Budget

Budget Ordinance (continued)

City of Coral Springs, Florida

255

Budget Ordinance (continued) EXHIBIT “A” Annual Operating Budget

EXHIBIT “B” Capital Improvement Program

256

Fiscal Year 2019 Annual Budget

Financial Policies Operating Budget Policies

• The budget will provide adequate funding for maintenance and replacement of capital plant and equipment.

Accounting Basis

• The City Commission will be provided with interim budget reports comparing actual versus budgeted revenue and expense activity.

The General, Fire, Coral Springs Charter School, and Debt Service fund budgets are prepared on a modified accrual basis of accounting except that encumbrances are treated as the equivalent of expenditures, as opposed to a reservation of fund balance. Under the modified accrual basis of accounting, revenues are recognized in the accounting period in which they become both measurable and available to finance expenditures of the fiscal period. Expenditures are recorded when a liability is incurred, as under accrual accounting. Debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due, using the current financial resources measurement focus of accounting. At year-end, open encumbrance balances lapse. The budgets for the proprietary funds and internal service funds are prepared on the full accrual basis of accounting. These funds include Water and Sewer, Health and General Insurance, and Equipment Services. Under the full accrual basis, revenues are recorded when earned (for example, water user fees are recognized as revenue when the bills are prepared) and expenses are reported when a liability is incurred, regardless of the timing of related cash flows, using the economic resources measurement focus of accounting. The differences between the budget basis and the full accrual basis of accounting include: (1) budgeting the full amount of capital expenditures as expense rather than depreciating them, (2) not budgeting interest earnings on restricted funds and impact fees, and (3) presenting debt service expense net of restricted investment proceeds. Guidelines The Comprehensive Annual Financial Report (CAFR) presents the status of the City’s finances on a basis consistent with Generally Accepted Accounting Principles (GAAP) (that is, the governmental funds use the modified accrual basis of accounting while the proprietary funds use the full accrual basis). In order to provide a meaningful comparison of actual results with the budget, the CAFR presents the City’s operations on a GAAP basis and also shows fund expenditures and revenues on a budget basis for the General, Debt Service and proprietary funds. • The City is required to prepare a balanced budget in which current revenues will be sufficient to support current expenditures. • The budget process and format shall be performancebased and focused on goals, objectives, and performance indicators.

• The City shall establish and maintain a standard of accounting practices. Planning The City will annually prepare a Five-Year Forecast. The forecast will include estimated operating costs and revenues of future capital improvements, such as new parks and public works facilities, included in the capital budget.

Reserve Policies On an annual basis, after the year-end audit has been completed, staff shall produce a schedule of all fund surpluses and deficits, with projections of reserve requirements and a plan for the use of an excess surplus for the current year in accordance with “Use of Stabilization Reserve Policy” and “Use of Surplus Policy.” This document will be used not only to ensure compliance with stated policies, but also to analyze the total reserve and surplus picture to ensure that the policies as provided do not inadvertently create adverse effects. The Director of Financial Services may make changes to any policies in “Use of Stabilization Reserve Policy” and “Use of Surplus Policy” based on needs identified in the analysis. Stabilization Funds Maintaining a Financial Stabilization Account is a necessity for sound financial management and fiscal accountability. In accordance with the Governmental Accounting Standards Board Statement 54, the City Commission has the authority to establish a Financial Stabilization Account that will be designated as Committed Fund Balance. The stabilization account provides the City with a “rainy day” fund for use in unforeseen, unbudgeted emergency situations, such as sustained declines in real estate values of more than 10% and/or property tax collections that decline by more than 5%; 1.5% decline in revenues or 1.5% increase in spending requirements imposed by the state or federal government or vital to maintaining day to day operations of the City (e.g. gas, electricity); unreimbursable natural disaster expenditures or emergency infrastructure failures costing greater than $1,500,000; or unforeseen litigation in excess of $1,000,000. The target level for the Financial Stabilization Account is 17% of General Fund budgeted expenditures. The recognition of the need to utilize the stabilization account must be established by the City Commission or the City Manager. If established by the City Manager, the specific need must be reported to the City Commission at its next meeting. A budget amendment must

City of Coral Springs, Florida

257

Financial Policies (continued) be approved by the City Commission. When such a need is recognized as part of the budget process, the need and amount will be documented as part of that process and adopted as part of the budget. When it becomes necessary for the City to draw funds from the stabilization account, wherein the balance drops below the target level of 17% of General Fund budgeted expenditures, the City will develop a plan to replenish the account to the minimum level from net revenue surpluses in subsequent fiscal year(s) until the balance is restored to the minimum level. Working Capital The City shall include in the General Fund operating budget annually, a contingency account equal to 0.5% of the General Fund budgeted expenditures, less chargebacks, debt service, interfund transfers and capital expenditures. This contingency will expire at the end of each fiscal year and balances will not be brought forward. The City shall maintain a working capital reserve in the Fire Fund to ensure the continued operations in the event of a natural disaster or other emergency. The reserve will be greater than or equal to 17% of the Fire Fund operating budgeted expenditures less Training Division, non-departmental, chargebacks, debt service, interfund transfers, and capital. In addition, a contingency of at least $25,000 in the nondepartmental operating budget will be budgeted annually and will expire at the end of each fiscal year. In order to provide the resources necessary to ensure continued operations of the City’s water and sewer programs should a natural disaster or other emergency occur, the City shall maintain a working capital reserve. The reserve will be equal to a minimum of two months of the Water and Sewer operating budgeted expenditures less chargebacks, debt service, interfund transfers, and capital costs. The City shall maintain a reserve for the Property, Casualty, and Workers’ Compensation Insurance Fund of a minimum of 125% of the current year’s projected claims or the amount as determined by the biannual actuarial report. Risk Management and the City Attorney’s Office shall review and adjust on a quarterly basis the funding of the reserve. Adjustments to the reserves shall be reflected in the budget as current expense with an offsetting liability account. An independent actuarial report will be performed biennially on reserves to verify their adequacy. In addition, up to 20% of General Fund revenue in excess of expenditures, calculated annually, may be dedicated to support the insurance reserves as needed. The City shall maintain an unreserved retained earnings balance in the Health Fund of an amount equal to or greater than 25% of total budgeted health claims. The City shall designate an amount equal to two pay periods of

258

salaries and benefits for Charter School employees as a reserve in the Charter School Fund. All defined-benefit retirement plans (General, Police, and Firefighters) will be financed in a manner that systematically funds liabilities at a minimum of 85% of the pension obligation per fund as determined by an annual independent actuarial report. Capital Reserves The City shall maintain a capital reserve balance inclusive of capital reserves required by bond covenants in the Water and Sewer Fund of the lesser of 15% of the budgeted annual operation and maintenance expense or the prior year’s depreciation expense. The City shall establish a capital reserve balance in the Capital Projects Fund for unanticipated expenses for the maintenance of buildings and replacement of related equipment of 0.5% of the total annual General Fund expenditures, less debt service, interfund transfers, chargebacks, non-departmental expenditures, and capital expenditures. The purpose of this fund is to pay for new Business Plan initiatives of a capital nature that are adopted midterm, high-profile projects that go over budget, or emergency repairs not included in the annual operating budget or Capital Improvement Program. This fund is maintained at this level from year to year for this purpose. The City may transfer up to 20% of the General Fund revenue in excess of expenditures, determined annually, into the Computer Replacement Program or any other program for the purpose of creating a perpetual funding method for replacing the City’s equipment. Prior to any funds being transferred, a ten-year funding projection shall be made to determine appropriate balance requirements. The City shall designate 50% of the Charter School’s operating surplus to fund major facilities repair and maintenance in the Charter School Fund. An additional 10% of Charter School Fund operating surplus shall be designated for technology replacement. The City shall maintain a Library Reserve for the maintenance and improvement of the Northwest Regional Library grounds and other library-related projects. The City shall maintain a Tree Trust Fund for the purpose of replacing or maintaining the City’s tree canopy.

Use of Surplus Policies Use of Surpluses It is the intent of the City to use all surpluses generated to accomplish three goals: meeting reserve policies, avoidance of future debt, and reduction of outstanding debt.

Fiscal Year 2019 Annual Budget

Financial Policies (continued) Any surpluses realized in the General Fund at year-end may be used first to meet reserve policies as set forth in the Stabilization Reserve Policies. Excess surplus will then be used for the following purposes: • Gainsharing. This program provides for two uses of “yearend net favorable variances” (i.e., surplus) as a reward to employees. The first portion is a pro-rata distribution of 10% of the surplus as calculated by policy. This distribution is dependent on economic conditions and is at the discretion of the City Manager. The City may set aside an additional 10% of the surplus to be used for capital purchases or new programs. • Capital Replacement Programs. After General Fund and Insurance Fund reserves have been met, excess reserves may be set aside to provide the cash necessary to implement capital replacement programs (the vehicle replacement, computer replacement, and facility maintenance programs). Prior to any funds being transferred, a ten-year funding projection shall be made to determine appropriate balance requirements. • Retirement or Refinancing of Existing Debt. Any excess surplus remaining after reserve policies have been met and replacement programs are fully funded over a ten-year period may be used to pay principal on existing revenue bonds or any other existing debt. • Cash Payments for Capital Improvement Program Projects. Using cash to purchase capital items will reduce the future debt burden of the City. This strategy may be combined with debt retirement to reduce future debt service. • Pension Funds. From time to time the City may use excess surplus funds to contribute to any of its pension funds to increase its funding level to policy standards. • OPEB Trust. The City may transfer up to 20% of excess surplus funds to its Other Post-Employment Benefit Trust to bring that trust to the level determined by the actuary. • Trust Funds. After all other needs have been satisfied, excess surpluses may be transferred to trust funds that have been established to care for the environment or City facilities, such as the Environmentally Sensitive Land and Tree Trust funds. • Community Redevelopment Agency. After all other needs have been satisfied, excess surpluses may be transferred to the Community Redevelopment Agency that has been established to provide for infrastructure and public facility needs. Water and Sewer Fund surpluses shall be first used to fund minimum reserve requirements as identified in “Financial Reserve Policies,” with excess surpluses used to fund capital projects and economic development projects as follows:

• Renewal and Replacement Fund Projects. Funds may be used to contribute to the Renewal and Replacement Fund balance for future capital expenditures. • Capital Improvement Program (CIP) Projects. Excess surpluses may be used to pay cash for CIP items to avoid future debt service, or may be used to pay down existing debt. • Business Development Reserve. A reserve for economic development incentives, projects, and programs may be established to provide funding for future community redevelopment and business development. Equipment Services, Debt Service, and Insurance fund surpluses will be held in the fund generating the surplus to first contribute to meeting the reserve policies in “Financial Reserve Policies.” Excess surpluses may be used to pay down debt, pay cash for CIP items, provide General Fund operating support, or to reduce interfund transfers from the General Fund.

Performance Management Policies Establishing Performance Requirements Every two years, the City shall create a Strategic Plan that identifies the strategic priorities for the following two years, with three to five corresponding intended outcomes that measure appropriate key performance indicators for each priority. Annually, each department, in concert with the City Manager’s Office, shall develop departmental performance measures that directly support the successful achievement of intended outcomes. Goals should be related to core processes of the department and should reflect customer needs. The measures should be a mix of different types, including effectiveness, efficiency, demand and workload. Measures should have sufficiently aggressive “stretch” goals to ensure continuous improvement. Workload—Measures the quantity of activity for a department (such as number of calls responded to). Demand—Measures the amount of service opportunities (such as total number of calls). Efficiency—Measures the relationship between output and service cost (such as average cost of response to service call). Effectiveness—Measures the impact of an activity (such as percent of people who feel safe). Department directors shall establish performance measures for each division or program within their department to monitor and project program performance. These measures must be

City of Coral Springs, Florida

259

Financial Policies (continued) linked to the objectives they support. Supervisors shall negotiate fair and aggressive performance measures for each employee that directly support program objectives and departmental KPIs as part of the Incentive Pay System annual review. Reporting Performance Quarterly summaries of progress and departmental key performance indicators will be published. A “State of the City” report shall be promulgated that summarizes the operational and financial performance of the City each fiscal year. Decision Making and Analysis The City’s strategic/business planning and budgeting decisions are based on a number of advanced statistical, economic, and financial models. The specific tools used include: • Citizen Surveys—Based on sound statistical sampling methods, a survey of residents and business owners will be conducted to gather widespread customer satisfaction, quality perceptions, and other attitudinal information. • Citizen Focus Groups and Advisory Boards—Focus groups (such as Vision 20/20) and advisory boards (such as Financial Advisory Committee) are teams made up of citizens and City staff to address specific concerns and strategic priorities. More than two dozen such committees currently exist. • Master Planning—Specific functions and processes are included in written plans, such as the Utilities Master Plan or the Comprehensive Land Use Plan. • Ad Valorem Impact Model—This econometric model quantifies the impact of tax relief legislation and changes in the economy on ad valorem revenue. • SWOC Analysis - Strengths, Weaknesses, Opportunities, and Challenges are gathered from staff, Advisory Committee members, and other members of the community. • Process Improvements—The Service Improvement Process, a ten-step model established by the City to guide crossfunctional teams through improvement cycles. Other tools include Pareto charts, “fishbone” diagrams, and statistical analysis. • Fiscal Impact Model—Allocation methodology which quantifies average and marginal revenues and the costs of new development by land use type. • Revenue Forecasting Model—Statistical time series analysis and tracking model of major revenue sources.

• Performance Measurement System—Quarterly performance evaluations. • Capital Budgeting Tools—Present value payback, net present value analysis, and own/lease analysis. • Five-Year Financial Plan—Multiyear forecasting of revenues and expenditures. • Ten-Year Fleet Replacement Plan—Equipment replacement model covering useful life of all vehicle classes. • Sustainability Index - Sets targets and measurable goals for a broad spectrum of green and environmental benchmarks. • Project Management—Several techniques are employed to manage processes citywide. For example, critical path methods and program evaluation review techniques are used in the budgeting process.

Capital Improvement Program Policies Alignment The City shall coordinate the development of the Capital Improvement Program with the development of the Strategic Plan, Business Plan, and Operating Budget, as well as ensuring compliance with the Comprehensive Plan’s Capital Improvement element. Future operating expenditures and revenues associated with new capital improvement will be projected and included in operating budget Five-Year Forecasts. Project Selection All capital projects submitted for approval must be justified in terms of how the project supports the achievement of the City’s strategic priorities and intended outcomes. Projects are prioritized and approved based on the relevance of the project to the City’s Strategic Plan and the impact on the end customer. Approval for inclusion in the adopted budget is granted through two separate mechanisms. For items under $100,000, approval will be granted or withheld at the departmental budget meeting with the City Manager’s Office. Items in excess of $100,000 will be discussed in a budget workshop held annually for the senior management team. Capital Budget The City shall adopt an annual capital budget based on the Capital Improvement Program. Future capital expenditures necessitated by changes in population, real estate development, or economic base will be calculated and included in capital budget projections. Staff will identify the estimated costs and funding sources for

260

Fiscal Year 2019 Annual Budget

Financial Policies (continued) each capital project proposal before it is submitted to the City Commission for approval. The City shall make all capital improvements in accordance with an adopted Capital Improvement Program and capital budget. The City will determine and use the most prudent financial methods for acquisitions of new capital equipment and projects, based on its financial resources and market conditions at the time of acquisition.

be identified through savings in other capital projects at the discretion of the Budget Director, or through Commission action, as appropriate to the procurement code. Maintenance The City shall maintain all capital assets at a level adequate to protect the City’s investment and to minimize future maintenance and replacement costs.

Capital Replacement Programs—The City shall establish equipment replacement and maintenance needs for at least a ten-year period and will update this projection each year. From this projection a maintenance and replacement schedule shall be developed and implemented. Funding for these programs will be made through funded chargebacks to user departments and held in sinking funds created for the purpose of paying for future replacements. Additional funding may be obtained through year-end surpluses as identified in “Use of Surplus Policies.”

Physical Inventory

The following replacement programs have been established:

Debt Management Policies

• Ten-Year Fleet Replacement Program

An annual inventory (see “Fixed-Asset Accounting Policies”) will be conducted to ensure that the replacement, maintenance, and Capital Improvement Program projections are accurate, and that sufficient internal control over capital items is exercised. See “Fixed-Assets Accounting Policies” in this section for further information on capital purchases.

• Ten-Year Computer Replacement Program

Market Review

• Ten & Twenty-five Year Parks Replacement Program

The City shall review its outstanding debt annually for the purpose of determining if the financial marketplace will afford the City the opportunity to refund an issue and lessen its debt service costs. To consider the possibility of refunding of an issue, a present value savings of three percent over the life of the respective issue, at a minimum, must be attainable.

Project Management All projects will be considered active once the fiscal year has begun with an appropriately adopted Capital Improvement Program budget in place. Projects will be initiated by the responsible department, which shall follow appropriate procurement policies and procedures. Projects funded with bonds, loans, or short-term notes will continue until the project is finished and closed on the general ledger. Projects funded by cash will expire at year-end, with no funding rolled forward unless approved by the Director of Financial Services.

Debt Issuance When the City finances capital projects by issuing bonds, it shall amortize the debt over a term not to exceed the average useful life of the project(s) financed. The City’s goal is to keep the average maturity of general obligation bonds at or below 12 years.

Unrestricted, excess funds shall be used to fund future capital projects, new Business Plan initiatives adopted midterm, overbudget projects, or to refund financial instruments.

Capital improvements, equipment, and facility projects shall be classified into “pay-as-you-go” and “debt financing” classifications. Pay-as-you-go capital items will be $5,000 or less with short lives (less than four years) or replacement of existing equipment where depreciation has been paid to a sinking fund. Debt financing will be used for major, non-recurring items with a minimum of four years of useful life.

Projects that will exceed budget must have a revised budget and request for additional funding submitted to the Budget Office at the earliest possible time. Additional funding may

The City may confine long-term borrowing to capital improvements and projects that have useful lives of four to 50 years.

Projects finished under budget will be closed and excess funds will be placed in fund balance for unrestricted use.

When appropriate, the City may use special assessment or self-

City of Coral Springs, Florida

261

Financial Policies (continued) supporting bonds instead of general obligation bonds, so those benefiting from the improvements will bear all or part of the cost of the project financed. Debt Service Levels Annual General Fund debt service expense will be limited to 12.5% of the total General Fund budget. The City will limit its total outstanding General Obligation (GO) debt to 5% of the total assessed valuation of taxable property. Bond Ratings The City shall periodically review possible actions to maintain or improve its bond ratings by various rating agencies. The City shall maintain good communications with bond rating agencies about its financial condition. The City shall follow a policy of “full disclosure” in its Comprehensive Annual Financial Report and bond prospectuses.

Revenue Policies Revenue Projections The City shall estimate its annual revenues by objective and analytical processes. The City shall maintain a diversified and stable revenue system to the extent provided by law to insulate it from short-run fluctuations in any one revenue source. User Fees The City shall recalculate the full cost of selected activities currently supported by user fees and charges to identify the impact of inflation and other cost increases periodically. The City shall set fees and user charges for each enterprise fund, such as Water and Sewer, at a level that fully supports the total direct and indirect costs of operation, including the cost of depreciation. The City shall review the costs of services it provides for the potential implementation of user fees and charges on an annual basis. Reporting and Analysis To ensure compliance with revenue, reserve, and budget policies, the City shall prepare reports and analyses annually to monitor, project, and estimate revenues and expenditures, specifically:

• Five-Year Forecast of Revenues and Expenditures. A planning tool used by the Management and Budget Office (MBO) to forecast and project various funds (General, Fire, and Water and Sewer). • Environmental Scan. A review of the local economy, land development trends, population trends, and customer expectations by the MBO as part of the Business Plan. • Situational Analysis. Every two years, as part of the strategic planning process, an analysis of the demographic, legislative, and customer requirements is made. Part of the process includes a SWOC (Strengths—Weaknesses—Opportunities— Challenges) analysis. • Composite Indicators. A set of ten indicators used to determine annual improvements published by the MBO in the Business Plan. • Impact Model. An economic decision-making model used to estimate the impact of tax reform and the changing economy on ad valorem revenue compiled by the MBO. • Community Composition. Currently known as the “Growth Build-Out Model,” an as-needed review of all properties, absorption rates, and population will be compiled by MBO to estimate ad valorem tax revenues and building permit revenues. •Revenue Manual. A guide to the major revenue sources that indicates the source, calculation, legal requirements, and accounting guidelines. Updated periodically by MBO. • Reserve Analysis. The Controller will annually review the reserve levels and produce a report that indicates up-to-date reserve levels as compared to policy goals. • Investment Portfolio Reports. A quarterly report designed to track and analyze the performance of our investment portfolio.

Investment Policies Investment Management The City shall perform a cash flow analysis of all funds on a regular basis. Disbursement, collection, and deposit of all funds will be scheduled to ensure optimum cash availability. Where permitted by law, the City may pool cash from each respective fund for investment purposes. Investments shall be managed to optimize cash utilization to generate and enhance interest income opportunities. Investment Analysis The City shall review its investment policies established for

262

Fiscal Year 2019 Annual Budget

Financial Policies (continued) investing surplus and pension funds to account for changes in legislation and market conditions on an annual basis. The City shall prepare quarterly investment portfolio reports containing the overall performance of the fund.

Fixed-Assets Accounting Policies and Procedures Definition of a Fixed Asset A fixed asset is any tangible property owned by the City that is worth more than $1,000 and has an expected useful life of two years or more. Fixed assets include equipment, computers, furniture and vehicles. All vehicles are attributed to the Equipment Services Fund where depreciation is calculated. Once purchased, all capital items are maintained in the physical inventory and Capital Replacement Program until disposed. Purchasing Fixed Assets Capital items (fixed assets) shall be identified for purchase through three methods: 1.

New. Through a new initiative in the Business Plan that justifies the feasibility of a project or program requiring the purchase.

Replacement. Through the Capital Replacement Programs for items already in inventory that require replacement. Justification of the continued necessity for the item and an analysis of the functionality of the existing property are required through this program.

Emergency. Ad hoc needs are addressed through special amendments to the budget, gainsharing funds, or through maintenance reserves.

The procedures for purchasing fixed assets are: • Capital items must be approved for inclusion in the adopted budget as outlined in Capital Improvement Program policies. • Once the identified items are approved in the budget resolution and ordinance, departments must contact the Department of Financial Services to ensure that the funding for their project is available before initiating the purchasing sequence (such as bond proceeds secured, or account and project numbers established). • Through the purchasing inventory module, departments initiate the purchase requisition and electronically record the receipt of an asset from a 6X-XX account. The Purchasing Division creates the purchase order for the item, ensuring that the first line of the item description contains a specific, identifiable description of the asset being acquired. For capital items only, multiple accounts for payment are not appropriate. Whenever possible, budget transfers should be

made prior to initiating the requisition. • Once the item has been ordered and received, departments enter the receiving report electronically and forward any invoices to Accounts Payable. The capitalization and subsequent addition to inventory is made on the payment date. • The Accounts Payable Division processes payment for these purchases once received. Because of the program interface capability, purchase information such as the purchase order number, asset description, acquisition date, cost center, purchase price and expense code migrate from the purchasing inventory module to the fixed asset pending item file in the fixed asset module when the item is paid in the accounts payable module. Year-End Procedures At year-end, the Accounting Division reconciles expenditures per activity listings of capital accounts to the fixed-asset maintenance file, adjusting any differences identified. Capital purchases using multiple account numbers other than 6X-XX that should have been recorded as a capital purchase should be verified via the purchase order on the purchasing inventory side, printed and adjusted to balance the fixed assets records. Disposition Forms/Transfers All interdepartmental transfers of inventory with a value of $750 or greater must be reported on a property disposition form. The transfer form identifies fixed assets transferred to their new assigned locations. The information on the disposition form is recorded and verified in the fixed asset records. The completed inventory transfer form must be signed by the transferring department director and fixed asset coordinator before an asset can be physically moved from one location to the next. The white copy goes to Central Stores, yellow copy to the originating department and pink copy to Accounting. The department/division disposing of an asset likewise completes a property disposition form, signed by the department head. The form is routed to Finance and upon approval of the fixed asset coordinator transferred to Central Stores to be held for auction, used as a trade-in at time of purchasing replacement, or disposed of, depending on the condition of the asset. Disposition forms require the following information by the time of the auction: • City of Coral Springs asset tag number • Quantity • Asset description • Serial number • Condition and disposition

City of Coral Springs, Florida

263

Financial Policies (continued) • Dollar amount

Project Accounting

On an as-needed basis, the City auctions assets that have salvage or resale value by using an online offsite auction service Central Stores Division completes the disposition forms for assets sold and sends the information to Accounting where the fixed asset coordinator updates the asset register.

A project is a specific grouping of activities aimed at achieving a defined goal. Projects are set up in the accounting software application with an assigned account number for all expenditures associated with the project and are identified with a five digit project number assigned by Accounting.

Monthly Depreciation

Accounting Division Responsibilities

For capital assets purchased, Accounting uses the fixed asset module depreciation program to compute the depreciation annually.

• Review of pending fixed asset file. • Coordinate tagging and inventory controls. • Maintain additions, deletions and transfers.

Inventory Tagging Using the fixed asset pending item file, Central Stores tags new assets and completes paperwork needed to update the fixed asset records. Information includes asset tag number, serial number, asset type, location code, and department/division number. Metal tags are used on outdoor equipment (such as hand-held communication devices) and paper tags for indoor equipment (such as computers, chairs and office equipment). Tags that become damaged or illegible should be identified by department staff and reported to Central Stores for a new asset tag.

• Update fixed asset system and record depreciation annually. • Work in conjunction with Central Stores and City departments to conduct annual physical inventory of fixed assets. • Make any adjustments of asset records. • Prepare Comprehensive Annual Financial Report fixed asset schedules and reconcile schedule balance to fixed asset records. Purchasing/Central Stores Responsibilities • Identify the item locations, tag the asset, and submit necessary paperwork to Accounting Division.

Physical Inventory Annually, as part of the Capital Replacement Program budget process, a complete inventory of fixed assets will be distributed to every department and division. At that time, all items on the inventory must be physically verified by a representative and corrections or changes made on the inventory sheets, which will then be signed and returned with the capital purchase requests. Throughout the year, departments may be audited on a random basis on the accuracy of their physical inventory. In cases of gross inaccuracies (10% of the item counts/dollar value or more) future capital purchases may be deferred until the inaccuracies have been rectified.

• Inform accounting of any unusual observations in the field.

Fixed Assets Losses

• Justify need for capital purchases through the budgeting process.

Lost or stolen assets should be reported on a property disposition form. Replacement of the asset is accomplished through a budget transfer from the appropriate risk fund to a capital purchase account in the fund where the asset is maintained. Voiding Fixed Assets Accounts Payable is responsible for notifying Accounting of any capital purchases voided and/or voided and reissued through the accounts payable system. The Accounts Payable staff must notify the fixed asset coordinator to correct the pending fixed asset record. Duplication of records in the pending fixed asset file will create an overstatement.

264

• Check all purchase orders for capital items. • Ensure that the item description accurately and concisely describes the item. Risk Management Responsibilities • Annually assess insurance coverage.

Department Responsibilities

• Obtain the correct account number and ascertain that funding is available. • Project managers are responsible for coding and using the correct project numbers and account numbers on every requisition for all capital purchases (using 6X-XX accounts). • Conduct an annual physical inventory of fixed assets (subject to audit). • Prepare property disposition forms when assets are moved, removed from inventory, lost, or stolen.

Fiscal Year 2019 Annual Budget

Staffing Summary table of Position Counts FY 2016 Authorized Position FTE's 1.00 1.00

Department Name City Commission

FY 2017 Authorized Position FTE's 1.00 1.00

FY 2018 Authorized Position FTE's 1.00 1.00

FY 2019 Authorized Position FTE's 1.00 1.00

Position Change # % 0.00 0.00%

FTE Change # % 0.00 0.00%

City Manager's Office

26.50

25.50

0.00

0.00%

0.00

0.00%

Human Resources

13.00

14.25

16.25

2.00

14.04%

2.00

14.04%

Financial Services

24.25

26.25

0.00

0.00%

0.00

0.00%

Information Technology

21.50

0.00

0.00%

0.00

0.00%

5.75

0.00

0.00%

0.00

0.00%

City Attorney Development Services Police

66.00

68.00

0.00

0.00%

0.00

0.00%

301.00

300.63

302.00

301.63

309.00

308.63

311.00

2.00

0.65%

2.38

0.77%

Emergency Medical Services

67.90

68.66

69.80

71.56

1.76

2.52%

1.76

2.52%

Public Works

27.75

28.75

34.75

36.25

1.50

4.32%

1.50

4.32%

Parks and Recreation* Total General Fund *Includes Sportsplex & Aquatics Fire Fund Water and Sewer Fund

105.00

106.00

105.00

0.00

0.00%

0.00

0.00%

659.65

659.28

664.66

664.29

680.80

680.43

688.06

7.26

1.07%

7.64

1.12%

111.10

111.34

115.20

118.44

3.24

2.81%

3.24

2.81%

40.50

40.00

(0.50)

-1.23%

(0.50)

-1.23%

Health Fund

1.50

2.25

0.00

0.00%

0.00

0.00%

General Insurance Fund (WC, Property and Casualty)

2.50

0.00

0.00%

0.00

0.00%

15.00

0.00

0.00%

0.00

0.00%

Equipment Services Fund Solid Waste Fund Total Staff All Funds Including Parkland, FL

0.75 831.00

0.75 830.63

0.75

2.75

0.00

0.00%

0.00

0.00%

837.00

836.63

859.00

858.63

869.00

10.00

1.16%

10.38

1.21%

Changes in Staffing Levels For Fiscal Year 2019, the number of full-time equivalent increased by 10. This increase is offset by the conversion of several part-time positions to full-time status. Funding for the additional positions is budgeted as follows: 7.26 were budgeted in the General Fund, 2.74 in the Fire Fund. These additional staff members are necessary to continue providing high quality services to our customers. Details of the new authorized positions are included in the Budget in Brief section and details of the new initiatives associated with these staff are described in the Business Plan section of this document. Note: This budget includes the assumption of managing vacancies to reduce overall FTE’s by 10 reducing 10 FTE’s.

Number of budgeted positions ByPositions Department—Fiscal Year -2019 Total By Department Fiscal Year 2019 City Commission

1.00

City Manager's Office

25.50

Human Resources/Health

18.5

Financial Services

26.25

Information Technology

21.50

City Attorney/General Insurance

8.25

Development Services

68.00

Police

311.00

Fire/EMS*

190.00

Public Works/Water and Sewer/Equipment/Waste

94.00

Parks and Recreation

105.00

100

125

150

City of Coral Springs, Florida

175

200

225

250

275

300

325

350

265

Position Counts for all Departments and Divisions

FY 2016 Authorized Position FTEs

Department Name City Commission* Exec. Assistant to City Commission

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change %

FTE Change %

F/T TOTAL

1 1

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

F/T F/T F/T F/T F/T F/T F/T TOTAL

6.5 0 6 6 0.91 5 2.09 26.50

5.5 0 6 6 0.91 5 2.09 25.50

3.5 1 6 7 0.91 5 2.09 25.50

(2.00) 1.00 0.00 1.00 0.00 0.00 0.00 0.00

-36.36% n/a 0.00% 16.67% 0.00% 0.00% 0.00% 0.00%

(2.00) 1.00 0.00 1.00 0.00 0.00 0.00 0.00

-36.36% n/a 0.00% 16.67% 0.00% 0.00% 0.00% 0.00%

F/T F/T F/T TOTAL

7 5 1 13.00

9.25 4 1 14.25

9.25 6 1 16.25

0.00 2.00 0.00 2.00

0.00% 50.00% 0.00% 14.04%

0.00 2.00 0.00 2.00

0.00% 50.00% 0.00% 14.04%

F/T F/T F/T F/T F/T TOTAL

2.25 7 6 5 4 24.25

2.25 8 6 6 4 26.25

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Information Technology

F/T TOTAL

21.5 21.5

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

City Attorney

F/T TOTAL

5.75 5.75

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Development Services

F/T TOTAL

4 4.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

F/T F/T TOTAL

4 8 12.00

5 8 13.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

F/T F/T F/T F/T F/T TOTAL

12 8 4 1 2 27.00

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Code Compliance

F/T TOTAL

23 23.00

24 24.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Grand Total Development Services

F/T TOTAL

66.00 66.00

68.00 68.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T F/T P/T F/T P/T TOTAL

2 2 14 5 5 113 10 6 0 3 2 6 5 4 1 7 19 16 19 11 10 7 29 4 1 300 1 301.00

2 2 14 5 5 113 10 6 0 3 2 6 5 4 1 7 19 16 19 11 10 7 29 4 0.63 300 0.63 300.63

2 2 14 4 5 114 10 6 0 3 2 6 4 4 1 7 21 16 18 12 10 7 29 4 1 301 1.00 302.00

2 2 14 4 5 114 10 6 0 3 2 6 4 4 1 7 21 16 18 12 10 7 29 4 0.63 301 0.63 301.63

2 3 14 4 4 113 10 6 0 3 3 6 4 4 1 7 21 17 18 12 15 7 30 4 1 308 1 309.00

2 3 14 4 4 113 10 6 0 3 3 6 4 4 1 7 21 17 18 12 15 7 30 4 0.63 308 0.63 308.63

2 3 14 4 4 113 10 6 0 3 3 6 4 4 0 7 21 17 22 12 15 7 30 4 1 311 0 311.00

2 3 14 4 4 113 10 6 0 3 3 6 4 4 0 7 21 17 22 12 15 7 30 4 0.63 311 0.00 311.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 0.00 0.00 0.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 (1.00) 2.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% 22.22% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.97% -100% 0.65%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 0.00 0.00 0.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 (0.63) 2.38

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% 22.22% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.97% -100% 0.77%

*5 City Commissioners not included in total City Manager's Office City Manager's Office Emergency Management Budget & Strategy Communications and Marketing CRA City Clerk Economic Development Human Resources Human Resources Comm. Relations/City Hall in Mall Volunteer Services Financial Services Administration Accounting Revenue and Collection Purchasing Central Stores

Community Development Planning Neighborhood/Env.Services Building Building-Administration Building-Structural Building-Electrical Building-Plumbing Building-Mechanical

Police Office of the Chief Office of Professional Standards Vice and Intelligence Human Resources Fiscal Management Patrol Unit Traffic Unit K-9 Unit Tactical Unit Humane Unit Community Involvement Bicycle Unit Training Unit Street Intelligence Unit Emergency Management BEAR Unit General Investigations Special Investigations Youth Liaison Crime Scene Investigations Strategic Enforcement Team Central Records Communications Center Building/Fleet Maintenance

266

Fiscal Year 2019 Annual Budget

Position Counts for all Departments and Divisions (continued) FY 2016 Authorized Position FTEs

Department Name EMS Emergency Medical Services Communication Services Training Public Works Administrative Services Streets Facilities Management Engineering

Parks and Recreation Parks Cypress Park Mullins Park North Community Park (31/35) Neighborhood Parks Beautification Environmentally Sensitive Land Landscape Irrigation

FY 2017 Authorized Position

FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change # %

F/T F/T F/T TOTAL

60.7 6.16 1 67.9

61.5 6.16 1 68.66

62.6 6.16 1.00 69.8

64.4 6.16 1.00 71.56

1.76 0.00 0.00 1.76

2.81% 0.00% 0.00% 2.52%

1.76 0.00 0.00 1.76

2.81% 0.00% 0.00% 2.52%

F/T F/T F/T F/T F/T P/T TOTAL

2 20.75 5 0 27.75 0 27.75

2 21.75 5 0 28.75 0 28.75

5 22.75 7 0 34.75 0 34.75

4 22.75 8 1.5 36.25 0 36.25

(1.00) 0.00 1.00 1.50 1.50 0.00 1.50

-20.00% 0.00% 14.29% n/a 4.32% n/a 4.32%

(1.00) 0.00 1.00 1.50 1.50 0.00 1.50

-20.00% 0.00% 14.29% n/a 4.32% n/a 4.32%

11 11 9 16 1 1 15 8

11 11 9 15 1 2 16 8

12 12 11 18 1 2 6 8

13 13 11 17 1 2 4 8

1.00 1.00 0.00 (1.00) 0.00 0.00 (2.00) 0.00

8.33% 8.33% 0.00% -5.56% 0.00% 0.00% -33.33% 0.00%

1.00 1.00 0.00 (1.00) 0.00 0.00 (2.00) 0.00

8.33% 8.33% 0.00% -5.56% 0.00% 0.00% -33.33% 0.00%

72.00

73.00

70.00

69.00

(1.00)

-1.43%

(1.00)

-1.43%

F/T F/T F/T F/T F/T F/T F/T F/T

Sub-Total Parks Recreation Activity Center Recreation Services Summer Recreation Transportation Sub-Total Recreation

F/T F/T F/T F/T

1 5 1 1 8.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Sportsplex/Tennis Sportsplex Athletic Complex Cypress Tennis Tennis Center Sub-Total Sportsplex/Tennis

F/T F/T F/T F/T

1 5 1 2 9.00

1 6.00 1 3 11.00

1 7.00 1 3 12.00

0.00 1.00 0.00 0.00 1.00

0.00% 16.67% 0.00% 0.00% 9.09%

0.00 1.00 0.00 0.00 1.00

0.00% 16.67% 0.00% 0.00% 9.09%

F/T F/T F/T TOTAL

3 2 11 16.00 105.00

3 2 11 16.00 106.00

3 2 11 16.00 105.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

F/T P/T TOTAL

658.65 1 659.65

658.65 0.625 659.28

663.66 1 664.66

663.66 0.625 664.29

679.80 1 680.80

679.80 0.625 680.43

688.06 0 688.06

8.26 (1.00) 7.26

1.22% -100.00% 1.07%

8.26 (0.63) 7.63

1.22% -100.00% 1.12%

F/T F/T F/T F/T F/T TOTAL

4.5 1.84 91.64 9.62 3.5 111.1

4.5 1.84 91.76 9.62 3.62 111.34

4.5 1.84 94.24 11.62 3.00 115.2

5.5 1.84 95.48 11.62 4.00 118.44

1.00 0.00 3.72 2.00 0.38 7.10

22.22% 0.00% 3.95% 17.21% 12.67% 6.16%

1.00 0.00 1.24 0.00 1.00 3.24

22.22% 0.00% 1.32% 0.00% 33.33% 2.81%

F/T F/T F/T F/T TOTAL

7.5 10 15 8 40.50

7.5 9.5 15 8 40.00

0.00 (0.50) 0.00 0.00 (0.50)

0.00% -5.00% 0.00% 0.00% -1.23%

0.00 (0.50) 0.00 0.00 (0.50)

0.00% -5.00% 0.00% 0.00% -1.23%

Health Fund

F/T TOTAL

1.5 1.50

2.25 2.25

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

General Insurance Fund Workers' Compensation, Property and Casualty

F/T TOTAL

2.5 2.50

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Equipment Services Equipment Maintenance

F/T TOTAL

15 15.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Solid Waste Fund Solid Waste

F/T TOTAL

0.75 0.75

2.75 2.75

2.00 2.00

72.73% 72.73%

0.00 0.00

0.00% 0.00%

F/T P/T

830 1 831

830.00 0.63 830.63

836.00 1.00 837.00

836.00 0.63 836.63

858 1 859

858.00 0.63 858.63

869 0 869

869.00 0.00 869.00

15.86 (1.00) 14.86

1.85% -100.00% 1.73%

10.38 (0.63) 9.75

1.21% -100.00% 1.14%

Aquatics Cypress Pool Mullins Pool Aquatic Complex Sub-Total Aquatics Grand Total Parks & Recreation General Fund

Fire Administration Communication Services Suppression Inspection Training Water and Sewerâ&#x20AC;&#x201D;Utilities Administration Water Distribution Water Treatment Wastewater Collection

Total Staff All Funds

5 City Commissioners not included in total

City of Coral Springs, Florida

267

Detail of Positions by Department and Division City Commission Detail of Positions

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

City Commission-0100 Full Time

Executive Assistant to the City Commission* Grand Total City Commission

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

*Mayor and Commissioners not included in total

City Manager’s Office Detail of Positions City Manager's Office CMO Administration—0501 Full Time City Manager Deputy City Manager** Assistant to the City Manager*** Construction Project Manager**** Executive Assistant CMO Management Analyst* Total Administration

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

1 1.5 1 1 2 0 6.5

1.00 1.50 1.00 1.00 2.00 0.00 6.50

1 1.5 1 1 1 1 6.5

1.00 1.50 1.00 1.00 1.00 1.00 6.50

1 1.5 1 0 1 1 5.5

1.00 1.50 1.00 0.00 1.00 1.00 5.50

1 1.5 0 0 1 0 3.5

1.00 1.50 0.00 0.00 1.00 0.00 3.50

0.00 0.00 (1.00) 0.00 0.00 (1.00) (2.00)

0.00% 0.00% -100.00% n/a 0.00% -100.00% -36.36%

0.00 0.00 (1.00) 0.00 0.00 (1.00) (2.00)

0.00% 0.00% -100.00% n/a 0.00% -100.00% -36.36%

1 0.09 1 2.09

1.00 0.09 1.00 2.09

1 0.09 1 2.09

1.00 0.09 1.00 2.09

1 0.09 1 2.09

1.00 0.09 1.00 2.09

1 0.09 1 2.09

1.00 0.09 1.00 2.09

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0 0 0

0.00 0.00 0.00

0 0 0

0.00 0.00 0.00

0 0 0.00

0.00 0.00 0.00

0 1 1.00

0.00 1.00 1.00

n/a n/a n/a

0.00 1.00 1.00

n/a n/a n/a

1 0 0 5 6

1.00 0.00 0.00 5.00 6.00

1 0 0 5 6

1.00 0.00 0.00 5.00 6.00

1 0 0 5 6

1.00 0.00 0.00 5.00 6.00

1 3 1 1 6

1.00 3.00 1.00 1.00 6.00

0.00 3.00 1.00 (4.00) 0.00

0.00% n/a n/a -80.00% 0.00%

0.00 3.00 1.00 (4.00) 0.00

0.00% n/a n/a -80.00% 0.00%

* Position reclassified to Community Relations Coordinator and moved to Human Resources **Position split 50/50 with Public Works Utilities-Admin-6001 *** Position reclassified to Executive Assistant **** Position reclassified to Civil Engineer and split between Utilities and Public Works

Economic Development—0502 Full Time Chief Economic Development Officer** CRA Administrator* Economic Development Coordinator Total Economic Development *Split position 0.09/.91 with Division 3200

Emergency Management—0503 Full Time Emergency Management Coordinator* Emergency Management Manager* Total Emergency Management *Reclassified from Emergency Mgmt. Coordinator to Emergency Management Manager New Division - Transferred from Police Div. 4115

Budget & Strategy —1901 Full Time Director of Budget & Strategy* Budget Business Partner Financial Business Analyst Senior Financial Analyst* Total Budget & Strategy

*3 Senior Financial Analyst positions reclassified to Budget Business Partner and 1 Senior Financial Analyst position converted to Financial Business Analyst

Communications and Marketing—0604 Full Time Director of Communications and Marketing Senior Videographer/Editor Broadcast Communications Coordinator Communications Coordinator * Creative Services Coordinator * Writer/Media Relations Coordinator** Writer/Public Information Officer** Event Coordinator*** Total Communications and Marketing

1 1 1 2 0 1 0 0 6

1.00 1.00 1.00 2.00 0.00 1.00 0.00 0.00 6.00

1 1 1 2 0 1 0 0 6

1.00 1.00 1.00 2.00 0.00 1.00 0.00 0.00 6.00

1 1 1 2 0 1 0 0 6

1.00 1.00 1.00 2.00 0.00 1.00 0.00 0.00 6.00

1 1 1 1 1 0 1 1 7

1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 7.00

0.00 0.00 0.00 (1.00) 1.00 (1.00) 1.00 1.00 1.00

0.00% 0.00% 0.00% -50.00% n/a -100.00% n/a n/a 16.67%

0.00 0.00 0.00 (1.00) 1.00 (1.00) 1.00 1.00 1.00

0.00% 0.00% 0.00% -50.00% n/a -100.00% n/a n/a 16.67%

0.91 0.91

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 1 1 1 5 26.5

1.00 1.00 1.00 1.00 5.00 26.5

1 1 2 1 5 26.5

1.00 1.00 1.00 1.00 5.00 26.5

1 1 2 1 5 25.5

1.00 1.00 1.00 1.00 5.00 25.50

1 1 2 1 5 25.5

1.00 1.00 1.00 1.00 5.00 25.50

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

* Communications Coordinator reclassified to Creative Services Coordinator **Writer/Media Relations Coordinator reclassified to Writer/Public Information Officer ***Custodian position converted from PT to FT and reclassified to Event Coordinator

Community Redevelopment Agency (CRA)—3200 Full Time CRA Administrator* Total Community Redevelopment Agency *Split position 0.09/0.91 with Division 0502

City Clerk—3501 Full Time City Clerk Assistant City Clerk Records Management Coordinator* Public Records Specialist** Total City Clerk Grand Total City Manager's Office

268

Fiscal Year 2019 Annual Budget

Detail of Positions by Department and Division (continued) Human Resources Detail of Positions

FY 2016 Authorized Position FTEs

Human Resources—1000 Full Time Director of Human Resources* Human Resources Partner** Human Resources Manager Human Resources Coordinator Pension Administrator**** Human Resources Analyst Senior Pension Administrator**** Pension Analyst*** Project Support Specialist Human Resources Onboarding Coordinator***** Total Human Resources

0.5 1.5 0.00 1 1 1 0 0 1 1 7

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

0.50 1.50 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 7.00

0.75 0.5 2.00 1 1 1 0 1 1 1 9.25

0.75 0.50 2.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 9.25

0.75 0.5 2.00 1 1 1 0 1 1 1 9.25

0.75 0.50 2.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 9.25

0.75 0.5 2.00 1 1 1 1 0 1 1 9.25

0.75 0.50 2.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 9.25

0.00 0.00 0.00 0.00 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a -100.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a -100.00% 0.00% 0.00% 0.00%

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

1 1 1 0 1 4

1.00 1.00 1.00 0.00 1.00 4.00

1 1 1 0 1 4

1.00 1.00 1.00 0.00 1.00 4.00

1 1 2 1 1 6

1.00 1.00 2.00 1.00 1.00 6.00

0.00 0.00 1.00 1.00 0.00 2.00

0.00% 0.00% 100.00% n/a 0.00% 50.00%

0.00 0.00 1.00 1.00 0.00 2.00

0.00% 0.00% 100.00% n/a 0.00% 50.00%

0 0

0.00 0.00

0 1

0.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

0.5 0 1 1.5

0.50 0.00 1.00 1.50

0.25 1 1 2.25

0.25 1.00 1.00 2.25

0.25 1 1 2.25

0.25 1.00 1.00 2.25

0.25 1 1 2.25

0.25 1.00 1.00 2.25

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

* Position split 75/25 with Health Fund-8501 **Position split 50/50 with General Insurance Fund Division 8501 *** Pension Analyst reclassified to Pension Administrator ****Pension Administrator reclassified to Senior Pension Administrator *****Human Resources Technician reclassified to Human Resources Onboarding Coordinator

Community Relations—1001 and 1007 Full Time Community Relations Manager Passport Services Supervisor Community Relations Coordinator */ ** Project Support Specialist** Senior Office Assistant Total Community Relations *Reclassified from CMO Management Analyst to Community Relations Coordinator **Moved from City Manager's Office (Includes City Hall in the Mall)

Volunteer Services—1008 Full Time Volunteer Services Administrator* Total Volunteer Services

Health Fund—8501 Full Time Director of Human Resources* Employee Benefits Program Manager Human Resources Coordinator Total Health Fund *Position split 25/75 with Human Resources-1000

City Attorney Grand Total HR and Health Fund Detail of Positions

FY 2016

Position City Attorney—2502 Full Time City Attorney Deputy City Attorney Assistant City Attorney */ ** Municipal Prosecutor** Executive Assistant Grand Total City Attorney

FY 2017

13.5Authorized 13.50

FY 2018

16.5 Authorized 16.50 FTEs

Position

FY 2019

16.5Authorized 16.50

FTEs

Position

18.5 18.50 Authorized

FTEs

Position

FTEs

Position

2.00 Change 12.12% #

FTE

2.00 12.12% Change #

1 1 0.75 1 2 5.75

1.00 1.00 0.75 1.00 2.00 5.75

1 1 0.75 1 2 5.75

1.00 1.00 0.75 1.00 2.00 5.75

1 1 0.75 1 2 5.75

1.00 1.00 0.75 1.00 2.00 5.75

1 1 1.75 0 2 5.75

1.00 1.00 1.75 0.00 2.00 5.75

0.00 0.00 1.00 (1.00) 0.00 0.00

0.00% 0.00% 133.33% -100.00% 0.00% 0.00%

0.00 0.00 1.00 (1.00) 0.00 0.00

0.00% 0.00% 133.33% -100.00% 0.00% 0.00%

0.5 1 1 2.5

0.50 1.00 1.00 2.50

0.5 1 1 2.5

0.50 1.00 1.00 2.50

0.5 1 1 2.5

0.50 1.00 1.00 2.50

0.5 1 1 2.5

0.50 1.00 1.00 2.50

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

8.25

0.00

0.00%

0.00

0.00%

*Position split 75/25 Public Works Utilities-Admin-6001 **Reclassified from Municipal Prosecutor to Assistant City Attorney

General Insurance Fund—Property—8801* Full Time Human Resources Partner* Risk Assistant Risk Management Coordinator Sub-Total General Insurance Fund *Position split 50/50 with Human Resources

Grand Total City Attorney and General Insurance

City of Coral Springs, Florida

8.25

269

Detail of Positions by Department and Division (continued) Financial Services Detail of Positions Administration—1501 Full Time Director of Financial Services Assistant Director Financial Services* Senior Office Assistant Total Administration

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.75 0.5 1 2.25

0.75 0.50 1.00 2.25

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Accounting Services Accounting—1601 Full Time Senior Accountant* Fin. Reporting & Compliance Admin. Payroll Coordinator* Senior Accounting Assistant Accountant** Total Accounting

3 1 1 1 0 7

3.00 1.00 1.00 1.00 0.00 7.00

3 1 1 1 0 7

3.00 1.00 1.00 1.00 0.00 7.00

3 1 2 1 1 8

3.00 1.00 1.00 1.00 1.00 8.00

3 1 2 1 1 8

3.00 1.00 2.00 1.00 1.00 8.00

0.00 0.00 0 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 1.00 0.00 0.00 0.00

0.00% 0.00% 100.00% 0.00% 0.00% 0.00%

Revenue and Collection—1602 Full Time Water Billing Representative Accounting Assistant Billing Operations Technician Total Revenue and Collection

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

4 1 1 6

4.00 1.00 1.00 6.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

13.00

14.00

0.00

0.00%

0.00

0.00%

Purchasing Administration—1701 Full Time Purchasing Administrator Purchasing Agent II Project Support Specialist* Contract Administrator Coordinator** Sub-Total Administration

1 3 0 0 5

1.00 3.00 0.00 0.00 5.00

1 3 0 0 5

1.00 3.00 0.00 0.00 5.00

1 3 1 1 6

1.00 3.00 1.00 1.00 6.00

1 3 1 1 6

1.00 3.00 1.00 1.00 6.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Central Stores—1702 Full Time Central Stores Coordinator Purchasing Assistant Sub-Total Central Stores

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

1 3 4

1.00 3.00 4.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Total Purchasing

9.00

10.00

0.00

0.00%

0.00

0.00%

24.25

26.25

0.00

0.00%

0.00

0.00%

*Reclassified from City Controller

Total Accounting Services

Grand Total Financial Services

270

Fiscal Year 2019 Annual Budget

Detail of Positions by Department and Division (continued) Information Technology Detail of Positions Information Technology- 2001 Full Time Director of Information Technology Assistant Director Information Technology*** Applications Manager Infrastructure Manager*** Network Analyst Solutions/Systems Analyst IT Security Analyst Network Engineer IT Support Specialist* Database Analyst GIS Manager** GIS/Security Administrator** IT Project Manager Programmer Analyst IT Business Analyst Applications Analyst* Grand Total Information Technology

FY 2016 Authorized Position FTEs

1 0 0 1 4 2 0 1 3.75 1 0 1 1 2 0 0.75 20.5

FY 2017 Authorized Position FTEs

1.00 0.00 0.00 1.00 4.00 2.00 0.00 1.00 3.75 1.00 0.00 1.00 1.00 2.00 0.00 0.75 20.50

1 0 0 1 4 1 1 1 3.75 1 0 1 1 3 1 0.75 21.5

FY 2018 Authorized Position FTEs

1.00 0.00 0.00 1.00 4.00 1.00 1.00 1.00 3.75 1.00 0.00 1.00 1.00 3.00 1.00 0.75 21.50

1 0 0 1 4 1 1 1 3.75 1 0 1 1 3 1 0.75 21.5

FY 2019 Authorized Position FTEs

1.00 0.00 0.00 1.00 4.00 1.00 1.00 1.00 3.75 1.00 0.00 1.00 1.00 3.00 1.00 0.75 21.50

1 1 1 0 4 1 1 1 3.75 1 1 0 1 3 1 0.75 21.5

1.00 1.00 1.00 0.00 4.00 1.00 1.00 1.00 3.75 1.00 1.00 0.00 1.00 3.00 1.00 0.75 21.50

Position Change # %

0.00 1.00 1.00 (1.00) 0.00 0.00 0.00 0.00 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00 0.00 0.00

0.00% n/a n/a -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a -100.00% 0.00% 0.00% 0.00% 0.00% 0.00%

FTE Change #

0.00 1.00 1.00 (1.00) 0.00 0.00 0.00 0.00 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00 0.00 0.00

0.00% n/a n/a -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a -100.00% 0.00% 0.00% 0.00% 0.00% 0.00%

*Position split .75 Information Technology; .25 Public Works Utilities-Admin-6001 **Position reclassified from GIS/Security Administrator to GIS Manager *** Reclassified to Assistant Director Information Services

Development Services—Administration Detail of Positions

FY 2016 Authorized Position FTEs

Administration—-3100 Full Time Director of Development Services Assistant Dir. of Development Services Executive Assistant Development Services Coordinator Total Administration

1 1 1 1 4

FY 2017 Authorized Position FTEs

1.00 1.00 1.00 1.00 4.00

1 1 1 1 4

FY 2018 Authorized Position FTEs

1.00 1.00 1.00 1.00 4.00

1 1 1 1 4

FY 2019 Authorized Position FTEs

1.00 1.00 1.00 1.00 4.00

1 1 1 1 4

1.00 1.00 1.00 1.00 4.00

Position Change # %

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

FTE Change #

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Development Services—Code Compliance Detail of Positions Code Compliance—5403 Full Time Code Compliance Manager Code Compliance Administrator Code Compliance Supervisor Code Support Specialist Code Compliance Officer II* Code Compliance Officer* Senior Office Assistant Principal Office Assistant Total Code Compliance

FY 2016 Authorized Position FTEs

1 1 2 0 0 10 2 4 23

1.00 1.00 2.00 0.00 0.00 10.00 2.00 4.00 23.00

FY 2017 Authorized Position FTEs

1 1 2 1 0 11 2 4 23

1.00 1.00 2.00 1.00 0.00 11.00 2.00 4.00 23.00

FY 2018 Authorized Position FTEs

1 1 2 1 0 11 2 6 24

1.00 1.00 2.00 1.00 0.00 11.00 2.00 6.00 24.00

FY 2019 Authorized Position FTEs

1 1 2 1 6 5 2 6 24

1.00 1.00 2.00 1.00 6.00 5.00 2.00 6.00 24.00

Position Change # %

0.00 0.00 0.00 0.00 6.00 (6.00) 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% n/a -54.55% 0.00% 0.00% 0.00%

FTE Change #

0.00 0.00 0.00 0.00 6.00 (6.00) 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% n/a -54.55% 0.00% 0.00% 0.00%

*Reclassified from Code Compliance Officer to Code Compliance Officer II

City of Coral Springs, Florida

271

Detail of Positions by Department and Division (continued) Development Services—Community Development Detail of Positions

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

Planning and Zoning—3001 Full Time Planning and Zoning Manager Assistant Planner Planning Technician Senior Planner Associate Planner Sub-Total Planning

1 1 0 0 2 4

1.00 1.00 0.00 0.00 2.00 4.00

1 1 0 1 1 4

1.00 1.00 0.00 1.00 1.00 4.00

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

1 1 1 1 1 5

1.00 1.00 1.00 1.00 1.00 5.00

0.00 0.00 0.00 0.00 0.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% 25.00%

0.00 0.00 0.00 0.00 0.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% 25.00%

Neighborhood/Environmental Services—3004 Full Time Community Development & Housing Coordinator Chief Planner Transportation Planner Environmental Coordinator/City Forester Senior Planner Museum Director Housing Specialist Neighborhood Coordinator Assistant Sub-Total Neighborhood/Environmental Svcs

1 1 1 1 1 1 1 1 8

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00

1 1 1 1 1 1 0 1 8

1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 8.00

1 1 1 1 1 1 0 1 8

1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 8.00

1 1 1 1 1 1 1 1 8

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00

0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 0.00% 0.00%

12.00

13.00

0.00

0.00%

0.00

0.00%

Total Community Development

Development Services—Building Detail of Positions Building—Administrative Services— 5101 Full Time Chief Building Official Building Services Administrator Senior Office Assistant DS Support Specialist* Senior Permit Services Representative* Lead Permit Service Representatitve Permit Services Representative Total Administrative Services

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

1 0 1 0 3 1 5 12

1.00 0.00 1.00 0.00 3.00 1.00 5.00 12.00

1 1 1 0 2 1 6 12

1.00 1.00 1.00 0.00 2.00 1.00 6.00 12.00

1 1 1 1 1 1 6 12

1.00 1.00 1.00 1.00 1.00 1.00 6.00 12.00

1 1 1 1 1 1 6 12

1.00 1.00 1.00 1.00 1.00 1.00 6.00 12.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0 0 1 5 1 8

0.00 0.00 1.00 5.00 1.00 8.00

1 1 1 4 1 8

1.00 1.00 1.00 4.00 1.00 8.00

1 1 1 4 1 8

1.00 1.00 1.00 4.00 1.00 8.00

1 1 0 5 1 8

1.00 1.00 0.00 5.00 1.00 8.00

0.00 0.00 (1.00) 1.00 0.00 0.00

0.00% 0.00% -100.00% 25.00% 0.00% 0.00%

0.00 0.00 (1.00) 1.00 0.00 0.00

0.00% 0.00% -100.00% 25.00% 0.00% 0.00%

1 3 0.00 4

1.00 3.00 0.00 4.00

1 3 0.00 4

1.00 3.00 0.00 4.00

1 3 0.00 4

1.00 3.00 0.00 4.00

1 2 1.00 4

1.00 2.00 1.00 4.00

0.00 (1.00) 1.00 0.00

0.00% -33.33% n/a 0.00%

0.00 (1.00) 1.00 0.00

0.00% -33.33% n/a 0.00%

Plumbing—5303 Full Time Chief Inspector Total Plumbing

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Mechanical—5304 Full Time Chief Inspector Inspector II Total Mechanical

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Total Inspection

15.00

0.00

0.00%

0.00

0.00%

Total Building Administration and Inspection

27.00

0.00

0.00%

0.00

0.00%

66.00

0.00

0.00%

0.00

0.00%

*Reclassified from Senior Permit Services Representative to DS Support Specialist

Building—Inspection Structural—5301 Full Time Assistant Building Official Chief Inspector Electrical Inspector I** Inspector II*** Inspector I Total Structural **Moved to Division 5302 ***From Division 5302

Electrical—5302 Full Time Chief Inspector* Inspector II** Electrical Inspector I* Total Electrical *From Division 5301 **Moved to Division 5301

Grand Total Development Services

272

68.00

Fiscal Year 2019 Annual Budget

68.00

Detail of Positions by Department and Division (continued) Police Detail of Positions

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

Police-Administration Office of the Chief—4101 Full Time Chief of Police Executive Assistant Total Office of the Chief

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Human Resources—4104 Full Time Background Investigator Human Resources Support Specialist* HR Technician** HR Onboarding Coordinator** Prinicpal Office Assistant* Total Human Resources

1 1 0 0 2 5

1.00 1.00 0.00 0.00 2.00 5.00

1 2 0 0 1 4.00

1.00 2.00 0.00 0.00 1.00 4.00

1 1 1 0 1 4

1.00 1.00 1.00 0.00 1.00 4.00

1 2 0 1 0 4

1.00 2.00 0.00 1.00 0.00 4.00

0.00 1.00 (1.00) 1.00 (1.00) 0.00

0.00% 100.00% -100.00% n/a -50.00% 0.00%

0.00 1.00 (1.00) 1.00 (1.00) 0.00

0.00% 100.00% -100.00% n/a -50.00% 0.00%

1 1 1 5

1.00 1.00 1.00 5.00

1 1 2 4

1.00 1.00 2.00 5.00

1 1 2 4

1.00 1.00 2.00 4.00

1 1 2 4

1.00 1.00 2.00 4.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Vice and Intelligence—4103 Full Time Law Enforcement Sergeant Investigator Intelligence Analyst Total Vice and Intelligence

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

1 12 1 14

1.00 12.00 1.00 14.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Communications Center—4502 Full Time Communications Administrator Telecommunicator*/** Communications Training Coordinator Communications Technical Coordinator Communications Shift Supervisor Emergency Call Taker* Public Safety Telecommunicator*/** Total Communications Center

1 19 0 1 6 2 0 29

1.00 19.00 0.00 1.00 6.00 2.00 0.00 29.00

1 19 0 1 6 2 0 29

1.00 19.00 0.00 1.00 6.00 2.00 0.00 29.00

1 19 1 1 6 2 0 30

1.00 19.00 1.00 1.00 6.00 2.00 0.00 30.00

1 0 1 1 6 1 20 30

1.00 0.00 1.00 1.00 6.00 1.00 20.00 30.00

0.00 (19.00) 0.00 0.00 0.00 (1.00) 20.00 0.00

0.00% -100.00% 0.00% 0.00% 0.00% -50.00% n/a 0.00%

0.00 (19.00) 0.00 0.00 0.00 (1.00) 20.00 0.00

0.00% -100.00% 0.00% 0.00% 0.00% -50.00% n/a 0.00%

55.00

54.00

0.00

0.00%

0.00

0.00%

Building/Fleet Maintenance—4503 Full Time Senior Fleet/Facilities Coordinator Fleet/Facilities Coordinator Facilities Technician Sub-Total Building/Fleet maintenance

1 1 2 4

1.00 1.00 2.00 4.00

1 1 2 4

1.00 1.00 2.00 4.00

1 1 2 4

1.00 1.00 2.00 4.00

1 1 2 4

1.00 1.00 2.00 4.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Part Time Building Custodian* Total Building/Fleet Maintenance

1 5

0.63 4.63

1 5

0.63 4.63

1 5

0.63 4.63

0 4

0.00 4.00

(1.00) (1.00)

-100.00% -20.00%

(0.63) (0.63)

-100.00% -13.51%

1 2 1 4

1.00 2.00 1.00 4.00

1 2 1 4

1.00 2.00 1.00 4.00

1 2 1 4

1.00 2.00 1.00 4.00

1 2 1 4

1.00 2.00 1.00 4.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

*Principal Office Assistant reclassified to HR Support Specialist **Reclassified from HR Technician to HR Onboarding Coordinator

Fiscal Management—4110 Full Time Deputy Police Chief Police Fiscal and Procurement Coordinator Senior Office Assistant Total Fiscal Management

*Reclassified from Emergency Call Taker to Public Safety Telecommunicator **Reclassified from Telecommunicator to Public Safety Telecommunicator

Sub-Total Administration Administration-Community Services

*Transferred to Div 0604 and reclassified to Event Coordinator

Training Unit—4210 Full Time Law Enforcement Sergeant Law Enforcement Officer Range Master SUB TOTAL TRAINING UNIT

City of Coral Springs, Florida

273

Detail of Positions by Department and Division (continued) Police (continued) Detail of Positions

Administration-Community Services (continued) Central Records—4501 Full Time Records Supervisor Principal Office Assistant* Senior Office Assistant Office Assistant* Total Central Records

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

1 4 0 2 7

1.00 4.00 0.00 2.00 7.00

1 3 1 2 7

1.00 3.00 1.00 2.00 7.00

1 3 1 2 7

1.00 3.00 1.00 2.00 7.00

1 4 1 1 7

1.00 4.00 1.00 1.00 7.00

0.00 1.00 0.00 (1.00) 0.00 0.00

0.00% 33.33% 0.00% -50.00% 0.00% n/a

0.00 1.00 0.00 (1.00) 0.00 0.00

0.00% 33.33% 0.00% -50.00% 0.00% n/a

1 2 14 0 18

1.00 2.00 14.00 0.00 18.00

1 2 14 1 18

1.00 2.00 14.00 1.00 18.00

1 2 14 1 18

1.00 2.00 14.00 1.00 18.00

1 2 18 1 22

1.00 2.00 18.00 1.00 22.00

0.00 0.00 4.00 0.00 4.00

0.00% 0.00% 28.57% 0.00% 22.22%

0.00 0.00 4.00 0.00 4.00

0.00% 0.00% 28.57% 0.00% 22.22%

1 0 1 2

1.00 0.00 1.00 2.00

1 0 1 2

1.00 0.00 1.00 2.00

2 0 1 3

2.00 0.00 1.00 3.00

2 1 0 3

2.00 1.00 0.00 3.00

0.00 1.00 (1.00) 0.00

0.00% n/a -100.00% 0.00%

0.00 1.00 (1.00) 0.00

0.00% n/a -100.00% 0.00%

1 0 1

1.00 0.00 1.00

1 0 1

1.00 0.00 1.00

0 1 1.00

0.00 1.00 1.00

0 0 0.00

0.00 0.00 0.00

0.00 n/a (1.00) -100.00% (1.00) -100.00%

Sub-Total Adm-Community Services

36.63

37.63

40.00

2.00

5.26%

2.38

6.31%

Total Administration

91.63

90.63

91.63

94.00

2.00

2.17%

2.38

2.59%

1 1 0 2

1.00 1.00 0.00 2.00

1 1 0 2

1.00 1.00 0.00 2.00

1 1 1 3

1.00 1.00 1.00 3.00

1 1 1 3

1.00 1.00 1.00 3.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

1 1 4 12 84 9 1 1 113

1.00 1.00 4.00 12.00 84.00 9.00 1.00 1.00 113.00

1 1 4 12 84 9 1 1 114

1.00 1.00 4.00 12.00 84.00 9.00 1.00 1.00 114.00

1 1 5 12 83 9 1 1 113

1.00 1.00 5.00 12.00 83 9.00 1.00 1.00 113.00

1 1 5 12 83 9 1 1 113

1.00 1.00 5.00 12.00 83 9.00 1.00 1.00 113.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

1 9 10

1.00 9.00 10.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

123

123.00

124

124.00

123

123.00

123

123.00

0.00

0.00%

0.00

0.00%

*Office Assistant reclassified to Principal Office Assistant

Youth Liaison—4303 Full Time Law Enforcement Captain Law Enforcement Sergeant Youth Liaison Officer* Senior Office Assistant Total Youth Liaison *Adds to Staff FY 2019

Community Involvement Unit—4207 Full Time Law Enforcement Officer Community Involvement Specialist* Community Involvement Coordinator* Total Community Involvement

*Reclassified from Community Involvement Coordinator to Community Involvement Specialist

Emergency Management—4115** Full Time Emergency Management Coordinator* Emergency Management Manager* Total Emergency Management

0.00 n/a (1.00) -100.00% (1.00) -100.00%

*Reclass for Emergency Mgmt. Coordinator to Manager **Division no longer in use; now Division 0503

Police Office of Professional Standards—4102 Full Time Law Enforcement Sergeant (NB)* Senior Office Assistant Police Accrediation Coordinator Total Office of Professional Standards *Non-Bargaining.

Operations Support Patrol Unit—4201 Full Time Deputy Police Chief Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Sergeant Law Enforcement Officer Traffic Accident Investigator Executive Assistant Senior Office Assistant Total Patrol Unit

Traffic Unit—4202 Full Time Law Enforcement Sergeant Motorcycle Officer Total Traffic Unit Sub-Total Operations-Support

274

Fiscal Year 2019 Annual Budget

Detail of Positions by Department and Division (continued) Police (continued) Detail of Positions

FY 2016

FY 2017

FY 2018

FY 2019

Position

FTE

Authorized

Change

Position

FTEs

Position

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

1 1 8 10

1.00 1.00 8.00 10.00

1 1 8 10

1.00 1.00 8.00 10.00

1 2 12 15

1.00 2.00 12.00 15.00

1 2 12 15

1.00 2.00 12.00 15.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Humane Unit—4205 Full Time Humane Officer Total Humane Unit

3 3

3.00 3.00

3 3

3.00 3.00

3 3

3.00 3.00

3 3

3.00 3.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Bicycle Unit—4209 Full Time Law Enforcement Sergeant Law Enforcement Officer Total Bicycle Unit

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

1 5 6

1.00 5.00 6.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Street Intelligence Unit—4211 Full Time Law Enforcement Officer Total Street Intelligence Unit

4 4

4.00 4.00

4 4

4.00 4.00

4 4

4.00 4.00

4 4

4.00 4.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 6 7

1.00 6.00 7.00

1 6 7

1.00 6.00 7.00

1 6 7

1.00 6.00 7.00

1 6 7

1.00 6.00 7.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Sub Total Special Operations

36.00

41.00

0.00

0.00%

0.00

0.00%

Operations- Criminal Investigations General Investigations- 4301 Full Time Law Enforcement Captain Law Enforcement Sergeant Investigator Criminal Investigations Specialist Crime Analyst Senior Crimes Analyst Senior Office Assistant Principal Office Assistant Total General Investigations

1 1 11 2 1 0 1 2 19

1.00 1.00 11.00 2.00 1.00 0.00 1.00 2.00 19.00

1 2 12 1 1 1 1 2 21

1.00 2.00 12.00 1.00 1.00 1.00 1.00 2.00 21.00

1 2 12 1 1 1 1 2 21

1.00 2.00 12.00 1.00 1.00 1.00 1.00 2.00 21.00

1 2 12 1 1 1 1 2 21

1.00 2.00 12.00 1.00 1.00 1.00 1.00 2.00 21.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Special Investigations—4302 Full Time Law Enforcement Sergeant Investigator Victim/Family Advocate Principal Office Assistant Total Special Investigations

2 11 2 2 17

2.00 11.00 2.00 2.00 17.00

2 10 2 2 16

2.00 10.00 2.00 2.00 16.00

2 11 2 2 17

2.00 11.00 2.00 2.00 17.00

2 11 2 2 17

2.00 11.00 2.00 2.00 17.00

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00%

Crime Scene Investigations - 4305 Full Time Unit Supervisor* Crime Scene Investigations & Evidence Unit Manager* Latent Fingerprints Examiner Crime Lab Technician Crime Scene Technician Evidence Specialist Total Crime Scene Investigations

1 0 1 1 6 3 12

1.00 0.00 1.00 1.00 6.00 3.00 12.00

1 0 1 1 6 3 12

1.00 0.00 1.00 1.00 6.00 3.00 12.00

1 0 1 1 6 3 12

1.00 0.00 1.00 1.00 6.00 3.00 12.00

0 1 1 1 6 3 12

0.00 1.00 1.00 1.00 6.00 3.00 12.00

(1.00) 1.00 0.00 0.00 0.00 0.00 0.00

-100.00% n/a 0.00% 0.00% 0.00% 0.00% 0.00%

(1.00) 1.00 0.00 0.00 0.00 0.00 0.00

-100.00% n/a 0.00% 0.00% 0.00% 0.00% 0.00%

Special Operations K-9 Unit—4203 Full Time Law Enforcement Sergeant Law Enforcement Officer Total K-9 Unit Strategic Enforcement Team—4204 Full Time Law Enforcement Captain Law Enforcement Sergeant Law Enforcement Officer Total Strategic Enforcement Team

FTEs

Position

FTEs

Position

FTEs

Burglary Enforcement and Reduction (BEAR) Unit- 4212 Full Time Law Enforcement Sergeant Law Enforcement Officer Total BEAR Unit

*Reclassified from Unit Supervisor to Crime Scene Investigations & Evidence Unit Manager

Sub-Total Operations-Investigations

48.00

49.00

50.00

0.00

0.00%

0.00

0.00%

Total Operations

207

207.00

209

209.00

214

214.00

214

214.00

0.00

0.00%

0.00

0.00%

Grand Total Police

301

2.00

0.65%

2.38

0.77%

300.63

302

301.63

309

308.63

City of Coral Springs, Florida

311

311.00

275

Detail of Positions by Department and Division (continued) Fire/EMS Detail of Positions Administration—4601 Full Time Fire Administration—4601 Full Time Fire Chief* Deputy Fire Chief* Division Fire Chief Fire Equipment Technician* Executive Office Assistant* Senior Office Assistant Data Analyst* Logistics Captain** Total Administration

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 0.5 1 0.5 0.5 1 0.5 0 4.5

0.50 0.50 1.00 0.50 0.50 1.00 0.50 0.00 4.50

0.5 0.5 1 0.5 0.5 1 0.5 0 4.5

0.50 0.50 1.00 0.50 0.50 1.00 0.50 0.00 4.50

0.5 0.5 1 0.5 0.5 1 0.5 0 4.5

0.50 0.50 1.00 0.50 0.50 1.00 0.50 0.00 4.50

0.5 0.5 1 0.5 0.5 1 0.5 1 5.5

0.50 0.50 1.00 0.50 0.50 1.00 0.50 1.00 5.50

0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 22.22%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% n/a 22.22%

0.69 1.15 0.00 1.84

0.00 0.69 1.15 1.84

(0.69) (0.46) 1.15 0.00

-100.00% -40.00% n/a 0.00%

(0.69) (0.46) 1.15 0.00

-100.00% -40.00% n/a 0.00%

1.86 1.86 18.6 18.6 16.12 2.48 31 0.5 0 0 0.62 91.64

1.86 1.86 18.60 18.60 16.12 2.48 31.00 0.50 0.00 0.00 0.62 91.64

1.86 1.86 18.6 18.6 16.74 1.86 31 0 0 0.62 0.62 91.76

1.86 1.86 18.60 18.60 16.74 1.86 31.00 0.00 0.00 0.62 0.62 91.76

1.86 1.86 18.6 18.6 17.36 1.24 32.86 0.62 0 0.62 0.62 94.24

1.86 1.86 18.60 18.60 17.36 1.24 32.86 0.62 0.00 0.62 0.62 94.24

1.86 1.86 18.6 18.6 17.36 1.24 34.72 0 0.62 0 0.62 95.48

1.86 1.86 18.60 18.60 17.36 1.24 34.72 0.00 0.62 0.00 0.62 95.48

0.00 0.00 0.00 0.00 0.00 0.00 1.86 (0.62) 0.62 (0.62) 0.00 1.24

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 5.66% -100.00% n/a -100.00% 0.00% 1.32%

0.00 0.00 0.00 0.00 0.00 0.00 1.86 (0.62) 0.62 (0.62) 0.00 1.24

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 5.66% -100.00% n/a -100.00% 0.00% 1.32%

0.5 1 1 1 0 3.50

0.50 1.00 1.00 1.00 0.00 3.50

1 0.62 1 1 0 3.62

1.00 0.62 1.00 1.00 0.00 3.62

1 0 1 1 0 3.00

1.00 0.00 1.00 1.00 0.00 3.00

1 0 1 1 1 4.00

1.00 0.00 1.00 1.00 1.00 4.00

0.00 0.00 0.00 0.00 1.00 1.00

0.00% n/a 0.00% 0.00% n/a 33.33%

0.00 0.00 0.00 0.00 1.00 1.00

0.00% n/a 0.00% 0.00% n/a 33.33%

1 1 6 0 0 0.62 0 1 9.62

1.00 1.00 6.00 0.00 0.00 0.62 0.00 1.00 9.62

1 1 5 0 0 0.62 1 1 9.62

1.00 1.00 5.00 0.00 0.00 0.62 1.00 1.00 9.62

1 1 5 1 1 0.62 1 1 11.62

1.00 1.00 5.00 1.00 1.00 0.62 1.00 1.00 11.62

1 1 5 1 1 0.62 1 1 11.62

1.00 1.00 5.00 1.00 1.00 0.62 1.00 1.00 11.62

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

118.44

7.34

6.61%

7.34

6.61%

*Positions split 50/50 with Fire-4601 and EMS-4702 **Adds to Staff FY 2019

Communication Services—4602 Full Time Telecommunicator*/*** Emergency Call Taker**/**** Public Safety Telecommunicator**** Total Communication Services *Positions split 23/77 with Fire-4602 and EMS-4703 **Positions split 23/77 with Fire-4602 and EMS-4703 ***Reclassified from Telecommunicator to Public Safety Telecommunicator ****Reclassified from Emergency Call Taker to Public Safety Telecommunicator

Suppression—4801 Full Time Assistant Fire Chief* Battalion Chief* Captain (Fire)* Rescue Lieutenant* Driver Engineer/Paramedic* Driver Engineer/EMT* Firefighter/Paramedic*/*** Division Chief Fire Training Center** Chief Training Officer*/**** Communty Paramedic***** Firefighter/EMT Total Suppression *Positions split 62/38 with Fire-4801 and EMS-4702 **Eliminated split pay; position paid fully out of Division 4805 ***Adds to Staff FY 2019 ****Transferred from 4805 *****Eliminated split pay; position fully paid out of Division 4702

Training- 4805 Full Time Division Chief Training Center Chief Training Officer* Accreditation & Compliance Administrator Senior Office Assistant Principal Office Assistant** Total Fire Training *Transfer to Division 4801 **Adds to Staff FY 2019

Inspection-4901 Full Time Fire Marshal Fire Inspection Captain Fire Inspector II Fire Inspector I Principal Office Assistant Public Education Officer* Fire Inspection Lieutenant Senior Office Assistant Total Inspection *Position split 62/38 with Inspection-4901 and EMS-4702

Total Fire

276

111.10

111.34

115.20

Fiscal Year 2019 Annual Budget

118.44

Detail of Positions by Department and Division (continued) Fire/EMS (continued) Detail of Positions

Emergency Medical Service—4702 Full Time Fire Chief* Deputy Fire Chief* Division Fire Chief* Assistant Fire Chief** Battalion Chief** Community Paramedic***** Chief Training Officer** Captain (Fire)** Rescue Lieutenant** Firefighter/EMT** Firefighter/Paramedic**//**** Driver Engineer/EMT** Driver Engineer/Paramedic** Fire Equipment Technician* Public Education Officer*** Data Analyst* Senior Office Assistant* Executive Assistant* Total Emergency Medical Service

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 0.5 1 1.14 1.14 0 0 11.4 11.4 0.38 19 1.52 9.88 0.5 0.38 0.5 1 0.5 60.74

0.50 0.50 1.00 1.14 1.14 0.00 0.00 11.40 11.40 0.38 19.00 1.52 9.88 0.50 0.38 0.50 1.00 0.50 60.74

0.5 0.5 1 1.14 1.14 0.38 0.38 11.4 11.4 0.38 19 1.14 10.26 0.5 0.38 0.5 1 0.5 61.50

0.50 0.50 1.00 1.14 1.14 0.38 0.38 11.40 11.40 0.38 19.00 1.14 10.26 0.50 0.38 0.50 1.00 0.50 61.50

0.5 0.5 1 1.14 1.14 0.38 0.38 11.4 11.4 0.38 20.14 0.76 10.64 0.5 0.38 0.5 1 0.5 62.64

0.50 0.50 1.00 1.14 1.14 0.38 0.38 11.40 11.40 0.38 20.14 0.76 10.64 0.50 0.38 0.50 1.00 0.50 62.64

0.5 0.5 1 1.14 1.14 1 0.38 11.4 11.4 0.38 21.28 0.76 10.64 0.5 0.38 0.5 1 0.5 64.40

0.50 0.50 1.00 1.14 1.14 1.00 0.38 11.40 11.40 0.38 21.28 0.76 10.64 0.50 0.38 0.50 1.00 0.50 64.40

0.00 0.00 0.00 0.00 0.00 0.62 0.00 0.00 0.00 0.00 1.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.76

0.00% 0.00% 0.00% 0.00% 0.00% 163.16% 0.00% 0.00% 0.00% 0.00% 5.66% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.81%

0.00 0.00 0.00 0.00 0.00 0.62 0.00 0.00 0.00 0.00 1.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.76

0.00% 0.00% 0.00% 0.00% 0.00% 163.16% 0.00% 0.00% 0.00% 0.00% 5.66% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.81%

2.31 3.85 0.00 6.16

0.00 2.31 3.85 6.16

(2.31) (1.54) 3.85 0.00

-100.00% -40.00% n/a 0.00%

(2.31) (1.54) 3.85 0.00

-100.00% -40.00% n/a 0.00%

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

67.90

68.66

69.80

71.56

1.76

2.52%

1.76

2.52%

179.00

180.00

185.00

190.00

5.00

2.70%

5.00

2.70%

*Position split 50/50 with EMS-4702 and Fire-4601 **Position split 38/62 with EMS-4702 and Fire-4801 ***Position split 38/62 with EMS-4702 and Inspection-4901 ****Adds to Staff FY2019 *****Split pay eliminated; paid fully out of 4702

EMS Communication Services—4703 Full Time Telecommunicator** Emergency Call Taker*/** Public Safety Telecommunicator* Total Communication Services *Positions split 23/77 with Fire-4602 and EMS-4703 **Position reclassified to Public Safety Telecommunicator

EMS Training—4705 Full Time Assistant Chief Training Officer Total EMS Training Total EMS Grand Total Fire and EMS

City of Coral Springs, Florida

277

Detail of Positions by Department and Division (continued) Public Works Detail of Positions

FY 2016 Authorized Position FTEs

Administrative Services—5501 Full Time Director of Public Works* Const./ Cap Improv. Program Manager** PW Analyst*** Senior Office Assistant Horticultural Contract Coordinator** Office Assistant Total Administrative Services *Split 50/50 between Admin-5501 and Utilities-6001

0.5 0 0.5 1 0 0 2

FY 2017 Authorized Position FTEs

0.50 0.00 0.50 1.00 0.00 0.00 2.00

0.5 0 0.5 1 0 0 2

FY 2018 Authorized Position FTEs

0.50 0.00 0.50 1.00 0.00 0.00 2.00

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 1 0.5 1 1 1 5

0.50 1.00 0.50 1.00 1.00 1.00 5

0.5 0 0.5 1 1 1 4

0.50 0.00 0.50 1.00 1.00 1.00 4

0.00 (1.00) 0.00 0.00 0.00 0.00 (1.00)

0.00% -100.00% 0.00% 0.00% 0.00% 0.00% -20.00%

0.00 (1.00) 0.00 0.00 0.00 0.00 (1.00)

0.00% -100.00% 0.00% 0.00% 0.00% 0.00% -20.00%

0.75 0 0 1 2 0 0 1 0 1 4 5 0 1 6 1 22.75

0.75 0 0 1.00 2.00 0 0 1.00 0 1.00 4.00 5.00 0 1.00 6.00 1.00 22.75

0 0.75 1 0 1 1 1 0 1 0 4 6 1 0 6 0 22.75

0.00 0.75 1.00 0.00 1.00 1.00 1.00 0.00 1.00 0.00 4.00 6.00 1.00 0.00 6.00 0.00 22.75

(0.75) 0.75 1.00 (1.00) (1.00) 1.00 1.00 (1.00) 1.00 (1.00) 0.00 1.00 1.00 (1.00) 0.00 (1.00) 0.00

-100.00% n/a n/a -100.00% -50.00% n/a n/a -100.00% n/a -100.00% 0.00% 20.00% n/a -100.00% 0.00% -100.00% 0.00%

(0.75) 0.75 1.00 (1.00) (1.00) 1.00 1.00 (1.00) 1.00 (1.00) 0.00 1.00 1.00 (1.00) 0.00 (1.00) 0.00

-100.00% n/a n/a -100.00% -50.00% n/a n/a -100.00% n/a -100.00% 0.00% 20.00% n/a -100.00% 0.00% -100.00% 0.00%

0.00% -50.00% n/a -100.00% n/a 0.00% 0.00% 0.00% n/a 14.29%

0.00 (1.00) 1.00 (1.00) 1.00 0.00 0.00 0.00 1.00 1.00

0.00% -50.00% n/a -100.00% n/a 0.00% 0.00% 0.00% n/a 14.29%

**Position Transferred to Div. 5901

***Position split 50/50 with Solid Waste Fund-5502

Streets—5601 Full Time PW Project Technician*/** Streets Assistant Superintendent*/** Streets and Stormwater Superintendent Streets Superintendent Lead Worker*/^**/^/^*** Construction Supervisor^*/^** Right of Way Supervisor Lead Neighborhood Service Worker^ Project Support Specialist*** Senior Office Assistant*** Equipment Operator II Streets Technician** Principal Office Assistant***** Office Assistant***** Neighborhood Service Worker Maintenance Worker**** Total Streets

0.75 0 0 1 2 0 0 0 0 1 3 7 0 1 5 0 20.75

0.75 0 0 1.00 2.00 0 0 0.00 0 1.00 3.00 7.00 0 1.00 5.00 0.00 20.75

0.75 0 0 1 2 0 0 1 0 1 4 6 0 1 5 0 21.75

0.75 0 0 1.00 2.00 0 0 1.00 0 1.00 4.00 6.00 0 1.00 5.00 0.00 21.75

*Position split 75/25 with Solid Waste Fund-5502 **Transfer from Div. 5801 ****Maintenance Worker reclassified to Neighborhood Service Worker

**PW Project Technician reclassified to Streets Assistant Superintendent ***Reclassified from Senior Office Assistant to Project Support Specialist

*****Reclassified from Office Assistant to Principal Office Assistant

******Streets Superintendent reclassified to Streets and Stormwater Superintendent

^Lead Neighborhood Service Worker reclassified to Lead Worker

^* FY19 Adds to Staff

^** Lead Worker reclassified to Construction Supervisor

^***Lead Worker reclassified to Right of Way Supervisor

Facilities Management—5801 Full Time Facilities Superintendent Facilities Technician* Facilities Assistant Supervisor*** Electrician*** Senior A/C Technician** A/C Technician*/** Lead Custodian Custodian Facilities Trade Technician Sub-Total Facilities Management *FY19 Adds to Staff

1 1 0 1 0 1 0 0 0 5

1.00 1.00 0 1.00 0 1.00 0.00 0.00 0 5.00

1 1 0 1 0 1 1 0 0 5

1.00 1.00 0 1.00 0 1.00 1.00 0.00 0 5.00

1 2 0 1 0 1 1 1 0 7

1.00 2.00 0 1.00 0 1.00 1.00 1.00 0 7.00

1 1 1 0 1 1 1 1 1 8

1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 8.00

0.00 (1.00) 1.00 (1.00) 1.00 0.00 0.00 0.00 1.00 1.00

0.50 0.50 0.50 1.5

n/a n/a n/a n/a

0.50 0.50 0.50 1.5

n/a n/a n/a n/a

1.50

4.32%

1.50

4.32%

**A/C Technician reclassified to Senior A/C Technician

***Electrician reclassified to Facilities Assistant Supervisor

Engineering—5901 Full Time Engineering Inspector* City Engineer** Civil Engineer*** Sub-Total Engineering

0 0 0 0

0.00 0.00 0.00 0

0 0 0 0

0.00 0.00 0.00 0

0 0 0 0

0.00 0.00 0.00 0

27.75

28.75

34.75

*Position reclassified to be split 50/50 between Division 5901 and 6002 **Position reclassified to be split 50/50 between Division 5901 and 6001 ***Const./Cap Improve. Program Manager reclassified to Civil Engineer

Total Public Works

Equipment Services Detail of Positions Equipment Maintenance—5701 Full Time Fleet Superintendent Lead Mechanic Generator Technician Mechanic/Fire-EVT Fleet Analyst Service Writer* Fleet Assistant Superintendent* Mechanic Senior Office Assistant Total Equipment Services

FY 2016 Authorized Position FTEs

1 1 1 2 0 0 9 1 15

1.00 1.00 1.00 2.00 0.00 0 9.00 1.00 15.00

FY 2017 Authorized Position FTEs

1 1 1 2 1 0 8 1 15

1.00 1.00 1.00 1.00 1.00 0 9.00 1.00 15.00

FY 2018 Authorized Position FTEs

1 1 1 2 1 0 8 1 15

1.00 1.00 1.00 1.00 1.00 0 9.00 1.00 15.00

36.25

FY 2019 Authorized Position FTEs

1 1 1 2 0 1 8 1 15

1.00 1.00 1.00 2.00 0.00 1.00 8.00 1.00 15.00

Position Change # %

0.00 0.00 0.00 0.00 (1.00) 1.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% -100.00% n/a 0.00% 0.00% 0.00%

FTE Change #

0.00 0.00 0.00 1.00 (1.00) 1.00 (1.00) 0.00 0.00

0.00% 0.00% 0.00% 100.00% -100.00% n/a -11.11% 0.00% 0.00%

*Reclassified from 'Fleet Analyst Service Writerto 'Fleet Assistant Superintendent

Solid Waste Detail of Positions Solid Waste (Fund 410)— 5502 Full Time Public Works Analyst* PW Project Technician*** Streets Assistant Superintendent**/*** Neighborhood Service Worker Total Equipment Services

FY 2016 Authorized Position FTEs

0.5 0.25 0 0 0.75

0.50 0.25 0 0.00 0.75

FY 2017 Authorized Position FTEs

0.5 0.25 0 0 0.75

0.50 0.25 0 0.00 0.75

FY 2018 Authorized Position FTEs

0.5 0.25 0 2 2.75

0.50 0.25 0 2.00 2.75

*Position split 50/50 with Public Works Admin Div. 5501 **Position split 75/25 with Public Works Streets Div. 5601 ***Reclassified from PW Project Technician to Streets Assistant Superintendent

278

Fiscal Year 2019 Annual Budget

FY 2019 Authorized Position FTEs

0.5 0 0.25 2 2.75

0.50 0.00 0.25 2.00 2.75

Position Change # %

0.00 (0.25) 0.25 0.00 0.00

0.00% -100.00% n/a 0.00% 0.00%

FTE Change #

0.00 (0.25) 0.25 0.00 0.00

0.00% -100.00% n/a 0.00% 0.00%

Detail of Positions by Department and Division (continued) Utilities Detail of Positions Administration—6001 Full Time Deputy City Manager* Director of Financial Services** Director of Public Works*** Civil Engineer****/ $ City Engineer****/^^ Assist. Dir. Public Works******** Asset Management System Technician^ Applications Analyst***** Public Works Projects Technician^ Project Support Specialist IT Support Specialist***** Assistant City Attorney****** Assistant Director Financial Services*******/********** City Controller********** Principal Office Assistant********* Sub-Total Administration

FY 2016 Authorized Position FTEs

0.5 0.25 0.5 1 0 0 1 0.25 0 0 0.25 0.25 0 0.5 0 7.5

FY 2017 Authorized Position FTEs

0.50 0.25 0.50 1.00 0.00 0.00 1.00 0.25 0 0.00 0.25 0.25 0 0.50 0.00 7.50

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

0.5 0.25 0.5 1 0 0 1 0.25 0 1 0.25 0.25 0 0.5 0 7.5

0.50 0.25 0.50 1.00 0.00 0.00 1.00 0.25 0 1.00 0.25 0.25 0 0.50 0.00 7.50

0.5 0.25 0.5 0 1 1 1 0.25 0 1 0.25 0.25 0 0.5 1 7.5

0.50 0.25 0.50 0.00 1.00 1.00 1.00 0.25 0 1.00 0.25 0.25 0 0.50 1.00 7.50

0.5 0.25 0.5 0.5 0.5 1 0 0.25 1 1 0.25 0.25 0.5 0 1 7.5

0.50 0.25 0.50 0.50 0.50 1.00 0.00 0.25 1.00 1.00 0.25 0.25 0.50 0.00 1.00 7.50

0.00 0.00 0.00 0.50 (0.50) 0.00 (1.00) 0.00 1.00 0.00 0.00 0.00 0.50 (0.50) 0.00 0.00

0.00% 0.00% 0.00% n/a -50.00% 0.00% -100.00% 0.00% n/a 0.00% 0.00% 0.00% n/a -100.00% 0.00% 0.00%

0.00 0.00 0.00 0.50 (0.50) 0.00 (1.00) 0.00 1.00 0.00 0.00 0.00 0.50 (0.50) 0.00 0.00

0.00% 0.00% 0.00% n/a -50.00% 0.00% -100.00% 0.00% n/a 0.00% 0.00% 0.00% n/a -100.00% 0.00% 0.00%

*Position split 50/50 with City Manager's Office-0501 **Position split .25 Utilities-Admin-6001; .75 Financial Svc.-1501 ***Position no longer split PW Admin-5501. Charged fully to Utilities Admin-6001 ****Position Reclass from Civil Engineer to City Engineer *****Position split .25 Utilities-Admin-6001; .75 IT-2001 ******Position split .25 Utilities-Admin-6001; .75 City Attorney-2502 *******Position split 50/50 with Financial Services-1501 ******** Position reclassified to be split 50/50 between Division 5901 and 6001 *********Position Reclass from Office Assistant to Principal Office Assistant **********Position reclassified from City Controller to Assistant Director Financial Services ^ Reclassified from Asset Management System Technician to Public Works Project Technician ^^Formerly Construction Manager in Division 0501; reclassified to Civil Engineer and moved to be paid 50/50 from 5501 and 6001

Water Distribution—6002 Full Time Utilities Superintendent Water Conservation Coordinator** Engineering Inspector* PW Lead Worker Utilities Service Technician** Utilities Locator Technician Utilities Service Worker Utilities Coordinator** Utilities Mechanic Utilities Electrician*** Total Water Distribution

0 1 0 1 2 1 3 0 0 1 10

0.00 1.00 0.00 1.00 2.00 1.00 3.00 0.00 0.00 1.00 10.00

0 1 0 1 3 1 2 0 1 0 10

0.00 1.00 0.00 1.00 3.00 1.00 2.00 0.00 1.00 0.00 10.00

1 1 1 1 2 1 2 0 1 0 10

1.00 1.00 1.00 1.00 2.00 1.00 2.00 0.00 1.00 0.00 10.00

1 0 0.5 1 1 1 2 1 1 1 9.5

1.00 0.00 0.50 1.00 1.00 1.00 2.00 1.00 1.00 1.00 9.50

0.00 (1.00) (0.50) 0.00 (1.00) 0.00 0.00 1.00 0.00 1.00 (0.50)

0.00% -100.00% -50.00% 0.00% -50.00% 0.00% 0.00% n/a 0.00% n/a -5.00%

0.00 (1.00) (0.50) 0.00 (1.00) 0.00 0.00 1.00 0.00 1.00 (0.50)

0.00% -100.00% -50.00% 0.00% -50.00% 0.00% 0.00% n/a 0.00% n/a -5.00%

0 1 1 0 0 2 7 0 0 0 3 1 15

0.00 1.00 1.00 0.00 0.00 2.00 7.00 0 0 0 3.00 1.00 15.00

0 1 0 1 0 2 9 0 0 0 1 1 15

0.00 1.00 0.00 1.00 0.00 2.00 9.00 0 0 0 1.00 1.00 15.00

1 0 0 1 1 1 9 0 0 0 1 1 15

1.00 0.00 0.00 1.00 1.00 1.00 9.00 0 0 0 1.00 1.00 15.00

1 0 0 1 1 1 0 4 2 3 1 1 15

1.00 0.00 0.00 1.00 1.00 1.00 0.00 4.00 2.00 3.00 1.00 1.00 15.00

0.00 0.00 0.00 0.00 0.00 0.00 (9.00) 4.00 2.00 3.00 0.00 0.00 0.00

n/a n/a n/a 0.00% 0.00% 0.00% -100.00% n/a n/a n/a 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 (9.00) 4.00 2.00 3.00 0.00 0.00 0.00

n/a n/a n/a 0.00% 0.00% 0.00% -100.00% n/a n/a n/a 0.00% 0.00% 0.00%

1 1 2 0 1 1 1 1 8

1.00 1.00 2.00 0 1.00 1.00 1.00 1.00 8.00

1 1 2 0 1 1 1 1 8

1.00 1.00 2.00 0 1.00 1.00 1.00 1.00 8.00

1 1 2 0 1 1 1 1 8

1.00 1.00 2.00 0 1.00 1.00 1.00 1.00 8.00

1 1 2 1 0 1 1 1 8

1.00 1.00 2.00 1.00 0.00 1.00 1.00 1.00 8.00

0.00 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% n/a -100.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 1.00 (1.00) 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% n/a -100.00% 0.00% 0.00% 0.00% 0.00%

-1.23%

(0.50)

-1.23%

*Position split 50/50 between Division 5901 and 6002 **Reclassified from Water Conservation Coordinator to Utilities Coordinator ***Reclassified from Utilities Service Technician

Water Treatment—6003 Full Time Water Plant Superintendent** Chief Water Plant Operator** Utilities Maintenance Supervisor*** Utilities Maintenance Specialist Senior Utilities Mechanic* Utilities Mechanic* Senior Water Plant Operator**** Senior Water Plant Operator Class A**** Water Plant Operator Class B**** Water Plant Operator Class C**** Water Plant Operator Trainee Utilities Service Technician Total Water Treatment *Reclass from Utilities Mechanic to Senior Utilities Mechanic **Reclass from Chief Water Plant Operator to Water Plant Superintendent *** Reclassified from Utilities Maintenance Supervisor to Utilities Maintenance Specialist ****Reclassified from Senior Water Plant Operator to Water Plant Operator A, B, or C based on licensure.

Wastewater Collection— 6005 Full Time Utilities Coordinator Senior Utilities Instrumentation Technician Equipment Operator II Video Inspection Technician Equipment Operator I Utilities Mechanic Utilities Electrician Utilities Service Technician Total Wastewater Collection Total Utilities Grand Total Public Works, Equipment and Utilities

40.50 84.00

40.50 85.00

40.50

40.00

(0.50)

93.00

94.00

1.00

City of Coral Springs, Florida

0.01

1.00

0.01

279

Detail of Positions by Department and Division (continued) Parks and Recreation Detail of Positions

FY 2016 Authorized Position FTEs

Parks— 8100 Cypress Park—8101 Full Time Parks Superintendent* Parks Administrator* Parks and Recreation Coordinator Parks Technician Parks Lead Worker Maintenance Worker** Sub-Total Cypress Park

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

1 0 1 2 1 6 11

1.00 0.00 1.00 2.00 1.00 6.00 11.00

0 1 1 2 1 6 11

0.00 1.00 1.00 2.00 1.00 6.00 11.00

0 1 1 2 1 7 12

0.00 1.00 1.00 2.00 1.00 7.00 12.00

0 1 1 2 1 8 13

0.00 1.00 1.00 2.00 1.00 8.00 13.00

0.00 0.00 0.00 0.00 0.00 1.00 1.00

n/a 0.00% 0.00% 0.00% 0.00% 14.29% 8.33%

0.00 0.00 0.00 0.00 0.00 1.00 1.00

n/a 0.00% 0.00% 0.00% 0.00% 14.29% 8.33%

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

1 1 2 1 7 12

1.00 1.00 2.00 1.00 7.00 12.00

1 1 2 1 8 13

1.00 1.00 2.00 1.00 8.00 13.00

0.00 0.00 0.00 0.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% 14.29% 8.33%

0.00 0.00 0.00 0.00 1.00 1.00

0.00% 0.00% 0.00% 0.00% 14.29% 8.33%

1 0 2 1 5 9

1.00 0.00 2.00 1.00 5.00 9.00

1 0 2 1 5 9

1.00 0.00 2.00 1.00 5.00 9.00

1 1 1 1 7 11

1.00 1.00 1.00 1.00 7.00 11.00

1 1 2 1 6 11

1.00 1.00 2.00 1.00 6.00 11.00

0.00 0.00 1.00 0.00 (1.00) 0.00

0.00% 0.00% 100.00% 0.00% -14.29% 0.00%

0.00 0.00 1.00 0.00 (1.00) 0.00

0.00% 0.00% 100.00% 0.00% -14.29% 0.00%

1 0 2 1 1 10 15

1.00 0.00 2.00 1.00 1.00 10.00 15.00

1 0 2 1 1 10 15

1.00 0.00 2.00 1.00 1.00 10.00 15.00

2 1 2 1 1 11 18

2.00 1.00 2.00 1.00 1.00 11.00 18.00

1 2 1 2 1 10 17

1.00 2.00 1.00 2.00 1.00 10.00 17.00

(1.00) 1.00 (1.00) 1.00 0.00 (1.00) (1.00)

-50.00% 100.00% -50.00% 100.00% 0.00% -9.09% -5.56%

(1.00) 1.00 (1.00) 1.00 0.00 (1.00) (1.00)

-50.00% 100.00% -50.00% 100.00% 0.00% -9.09% -5.56%

Beautification—8117 Full Time Parks Adminstrator Sub-Total Beautification

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Landscape—8118 Full Time Parks Services Coordinator* Parks Technician Parks Lead Worker*** Maintenance Worker Sub-Total Landscape

2 1 3 9 15

2.00 1.00 3.00 9.00 15.00

2 1 3 10 6.00

2.00 1.00 3.00 10.00 16

1.00 1.00 2.00 2.00 6

1.00 1.00 2.00 2.00 6.00

1.00 1.00 0.00 2.00 4

1.00 1.00 0.00 2.00 4.00

0.00 0.00 (2.00) 0.00 (2.00)

0.00% 0.00% -100.00% 0.00% -33.33%

0.00 0.00 (2.00) 0.00 (2.00)

0.00% 0.00% -100.00% 0.00% -33.33%

Irrigation—8119 Full Time Parks Services Coordinator Parks Technician Maintenance Worker Sub-Total Irrigation

1 1 6 8

1.00 1.00 6.00 8.00

1 1 6 8

1.00 1.00 6.00 8.00

1 1 6 8.00

1.00 1.00 6.00 8.00

1 1 6 8.00

1.00 1.00 6.00 8.00

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00%

Environmentally Sensitive Land—8121 Full Time Parks and Recreation Coordinator Parks Technician Sub-Total ESL

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

72.00

73.00

70.00

69.00

(1.00)

-1.43%

(1.00)

-1.43%

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

*Reclassified from Parks Superintendent to Parks Administrator ** Transferred from Division 8118

Mullins Park—8102 Full Time Director of Parks and Recreation Parks and Recreation Coordinator Parks Technician Parks Lead Worker Maintenance Worker* Sub-Total Mullins Park *Transfer from Division 8118

North Community Park—8103 Full Time Parks and Recreation Coordinator Assistant Director of Parks and Recreation** Parks Technician Parks Lead Worker Maintenance Worker* Sub-Total North Community Park *Transfer from Division 8118 **Reclassified from Park Services Coordinator to Assistant Director of Parks and Recreation

Neighborhood Parks—8116 Full Time Parks and Recreation Coordinator Parks Services Coordinator Parks Technician* Parks Lead Worker** Project Support Specialist*** Maintenance Worker Sub-Total Neighborhood Parks * Park Technician transferred to Division 8121 **Transfer from Division 8118 ***Reclassified from Senior Office Assistant

*Transferred to Div 8116

Total Parks Recreation—8200 Activity Center—8204 Full Time Parks and Recreation Coordinator Sub-Total Activity Center

280

Fiscal Year 2019 Annual Budget

Detail of Positions by Department and Division (continued) Parks and Recreation (continued) Detail of Positions

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

Recreation Services—8205 Full Time Parks and Recreation Coordinator Principal Office Assistant Sub-Total Recreation Services

4 1 5

4.00 1.00 5.00

4 1 5

4.00 1.00 5

4 1 5

4.00 1.00 5.00

4 1 5

4.00 1.00 5.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Summer Recreation—8208 Full Time Recreation Administrator* Sub-Total Summer Recreation

1 1

1.00 1.00

1 1

1.00 1

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

8.00

0.00

0.00%

0.00

0.00%

*Reclassified from Recreation Superintendent

Transportation—8209 Full Time Bus Driver Sub-Total Transportation Total Recreation

8.00

1 1 8

1.00 1.00 8.00

1 1 8

Sportsplex/Tennis Detail of Positions

FY 2016 Authorized Position FTEs

Sportsplex—7810 Full Time Assistant Director of Parks and Recreation Sub-Total Sportsplex

1 1

Athletics—7812 Full Time Parks and Recreation Coordinator* Parks Lead Worker Parks Technician Maintenance Worker** Sub-Total Athletics

1 1 1 2 5

1.00 1.00

1.00 1.00 1.00 2.00 5.00

FY 2017 Authorized Position FTEs

1 1

1 1 1 2 5

1.00 1.00

1.00 1.00 1.00 2.00 5.00

FY 2018 Authorized Position FTEs

1 1

1.00 1.00

0 1 1 4 6.00

0.00 1.00 1.00 4.00 6.00

FY 2019 Authorized Position FTEs

1 1

1 1 1 4 7.00

Position Change # %

FTE Change #

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

1.00 1.00 1.00 4.00 7.00

1.00 0.00 0.00 0.00 1.00

n/a 0.00% 0.00% 0.00% 16.67%

1.00 0.00 0.00 0.00 1.00

n/a 0.00% 0.00% 0.00% 16.67%

*Transferred to Division 8116 **Transferred from Division 8118

Total Sportsplex/Athletics

6.00

7.00

8.00

1.00

14.29%

1.00

14.29%

Tennis—8400 Cypress Tennis—8401 Full Time Principal Office Assistant* Sub-Total Cypress Tennis

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

1 1

1.00 1.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Tennis Center—8409 Full Time Parks and Recreation Coordinator Parks Lead Worker Sub-Total Tennis Center

1 1 2

1.00 1.00 2.00

1 1 2

1.00 1.00 2.00

1 2 3

1.00 2.00 3.00

1 2 3

1.00 2.00 3.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Total Tennis Services

3.00

4.00

0.00

0.00%

0.00

0.00%

Total Sportsplex and Tennis

9.00

11.00

12.00

1.00

9.09%

1.00

9.09%

* Reclassified from Executive Assistant

Detail of Positions

FY 2016 Authorized Position FTEs

FY 2017 Authorized Position FTEs

FY 2018 Authorized Position FTEs

FY 2019 Authorized Position FTEs

Position Change # %

FTE Change #

Aquatics—8300 Cypress Pool—8301 Full Time Parks Administrator Parks and Recreation Associate Total Cypress Pool

0 2 3

0.00 2.00 3.00

1 2 3

1.00 2.00 3.00

1.00 2.00 3

1.00 2.00 3.00

1.00 2.00 3

1.00 2.00 3.00

0.00 0.00 0.00

0.00% 0.00% 0.00%

0.00 0.00 0.00

0.00% 0.00% 0.00%

Mullins Pool—8302 Full Time Parks and Recreation Associate Total Mullins Pool

2 2

2.00 2.00

2 2

2.00 2.00

2 2

2.00 2.00

2 2

2.00 2.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

0 1 1 5 2 1 11

0.00 1.00 1.00 5.00 2.00 1.00 11.00

1 1 1 5 2 1 11

1.00 1.00 1.00 5.00 2.00 1.00 11.00

1 1 1 5 2 1 11

1.00 1.00 1.00 5.00 2.00 1.00 11.00

1 1 1 5 2 1 11

1.00 1.00 1.00 5.00 2.00 1.00 11.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

16.00 106.00

16 105.00

16.00 105.00

16 105.00

16.00 105.00

0.00 0.00

0.00% 0.00%

0.00 0.00

0.00% 0.00%

Aquatic Complex—8303 Full Time Team Swimwear District Supervisor Parks and Recreation Coordinator Parks and Recreation Technician Parks and Recreation Associate Principal Office Assistant Maintenance Worker Total Aquatic Complex * Reclassified to Team Swimwear District Supervisor

Total Aquatics Grand Total Parks and Recreation

16 105.00

16.00 105.00

16 106.00

Sub-Total Full-Time Staff Sub-Total Part-Time Staff Total Staff (Including Parkland, FL)

828 1 829

828.00 0.63 828.63

836 1 859

836.00 0.63 836.63

858 1 859

Total Staff (Excluding Parkland, FL)

796

826

803.63

826

858.00 0.63 858.63 825.63

City of Coral Springs, Florida

869 0 869 836

869.00 0.00 869.00 836.00

11.00 1.28% (1.00) -100.00%

11.00 1.28% (0.63) -100.00%

10.00

1.16%

10.38

1.21%

10.00

1.21%

10.38

1.26%

281

Community Redevelopment Agency (CRA) The Coral Springs Community Redevelopment Agency (CRA) was established by the City Commission in 2002 to guide the City in its Downtown redevelopment efforts. The purpose of creating a CRA is to carry out redevelopment activities that include reducing or eliminating blight, improving the economic health of an area, and encouraging public and private investments in a CRA district. CRAs provide local government with a funding and planning mechanism to redevelop areas where market forces are not performing. The CRA worked closely with the City in a number of exciting projects during the last year – one of those project is the new City Hall and its adjoining 607space parking garage. Infrastructure improvements were also completed in conjunction with the project, to include water and sewer line replacement and road improvements. Perhaps most aesthetically pleasing, was the installation of the CRA funded, “Downtown Interactive Icon” on the corner of City Hall’s Grand Lawn. This interactive sculpture incorporates the City and Downtown/CRA logos and its arching shape encourages visitors to walk under the sun to take photos. The new City Hall is a catalyst for redevelopment, and in addition to it, the Downtown Mixed-Use Zoning, which was adopted in January 2018, has been instrumental in attracting exciting new development to the area. The goal of the new zoning is to create a more urban feel for Downtown, with a lively mix of uses that includes commercial, office, residential, and entertainment. The City and CRA’s investment, resulted in a mixed-use project planned for the southwest corner of Sample Road and University Drive. The project, Cornerstone at Downtown Coral Springs, will feature 450 residential units, a multi-story commercial building, a grocery store, office space and entertainment area with approximately 213,000 square feet of retail and restaurants The focus of the FY 2019 Business Plan is to continue making progress on some of the projects that were initiated in FY 2018. • Continue working with the City and the Developer of the Cornerstone at Downtown Coral Springs mixed-use project to make sure the project meets the CRA’s vision - The CRA provided a LOI for a tax increment rebate incentive but it still needs to be formalized with a Development Agreement. • The CRA is working with a consultant to finalize the wayfinding sign design for the Downtown area– Fabrication of some of the signs is expected to take place in FY 2019 • Continue working with the City on the redevelopment of Parcel II and the old City Hall Parcel – If the NEA Grant is awarded, utilize the space as a temporary Pop-Up ArtPark until redevelopment occurs. • Finalize the Urban Design Guidelines and Master Parking Redesign project with the selected consultant – Once that portion of the project is finalized move on to construction design. • Continue working to improve aesthetics of Commercial Building (matching grant program) and developing strategies to activate empty spaces (co-working / incubator and Pop-Up shops) In addition to continuing the projects highlighted above, the CRA is also going to work on some new projects and will continue working on the ongoing projects, such as the partnership with the Economic Development Office and the Chamber of Commerce, events and marketing initiatives to promote downtown, and the meetings with the Downtown Merchants Group.

282

Fiscal Year 2019 Annual Budget

Community Redevelopment Agency (CRA) - (continued) Fiscal Year 2019 CRA Operating Budget

City of Coral Springs, Florida

283

Abbreviations and Acronyms ACS A/P ARC ARRA AS/400

American Community Survey Accounts payable Architectural Review Committee American Recovery and Reinvestment Act The City’s mainframe/server*

ICMA IRD ISF ISP IT

International City/County Management Association Industrial Research Development Internal Service Fund* Internet service provider Information Technology

CADD CAFR CALEA

JAG KPI LAN

Justice Assistance Grant Key Performance Indicator* Local area network

CDBG CERT CIP C&M CMO CO CPI CRA CSHS CSMART CSUSA

Computer assisted design and drafting Comprehensive Annual Financial Report* Commission on Accreditation for Law Enforcement Agencies Community Development Block Grant* Community Emergency Response Team Capital Improvement Program* Communications and Marketing City Manager’s Office Certificate of Occupancy Consumer Price Index Community Redevelopment Agency Coral Springs High School Coral Springs Museum of Art Charter Schools USA

MBO MGD MLK M-STARS

Management and Budget Office Million gallons per day Martin Luther King Municipal Short-term Auction Rate Securities*

OPEB