Proposed Annual Budget FY 2019 by City of Coral Springs

AN N UAL BU D G E T FISCAL YEAR 2019

PROPOSED

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 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

Proposed September 20, 2018

Fiscal Year 2019 Annual Budget

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.

City of Coral Springs, Florida

Table of Contents Strategic Goals............................................................................................................................................................................. 12 Core Values.................................................................................................................................................................................. 13 City of Coral Springs Organization Chart...................................................................................................................................... 14 Budget and Strategy Division....................................................................................................................................................... 16 Budget Process Overview............................................................................................................................................................. 17 Budget Highlights........................................................................................................................................................................ 22 Fund Structure Overview............................................................................................................................................................. 28 Budgeted Funds Overviews......................................................................................................................................................... 33 General Fund Budget.......................................................................................................................................................... 33 Fire Fund Budget................................................................................................................................................................ 42 Water and Sewer Fund Budget........................................................................................................................................... 46 Health Fund Budget........................................................................................................................................................... 49 General Insurance Fund Budget.......................................................................................................................................... 51 Coral Springs Charter School Fund Budget.......................................................................................................................... 53 Public Art Fund Budget....................................................................................................................................................... 54 Equipment Services Fund Budget....................................................................................................................................... 55 Pension Fund Budget.......................................................................................................................................................... 58 Solid Waste Fund Budget.................................................................................................................................................... 60 Debt Service Fund Budget.................................................................................................................................................. 61 Debt Management............................................................................................................................................................. 66 Capital Improvement Program..................................................................................................................................................... 68 Impact of CIP on the Operating Budget.............................................................................................................................. 72 Capital Improvement Summary by Fund............................................................................................................................ 77 CIP Budget by Funding Source - All Funds.......................................................................................................................... 78 General Fund CIP Summary by Funding Source.................................................................................................................. 79 Major Capital Projects by Department................................................................................................................................ 80 Major Capital Projects by Location...................................................................................................................................... 81 Introduction................................................................................................................................................................................. 83 Market Environment.................................................................................................................................................................... 84 Environmental Scan..................................................................................................................................................................... 95 Service and Operations Strategy.................................................................................................................................................. 98 Financial Strategy...................................................................................................................................................................... 124 General Fund Five-Year Forecast Summary ............................................................................................................................... 130 Customer Requirements Analysis............................................................................................................................................... 134 Budget Process Map.................................................................................................................................................................. 160 Department Budgets Overview................................................................................................................................................. 162 Department Budgets................................................................................................................................................................. 163 City Attorney.................................................................................................................................................................... 163 City Commission............................................................................................................................................................... 165 City Managerâ&#x20AC;&#x2122;s Office........................................................................................................................................................ 166 Development Services...................................................................................................................................................... 170 Financial Services............................................................................................................................................................. 175 Fire/EMS........................................................................................................................................................................... 178 Human Resources............................................................................................................................................................. 183 Information Technology.................................................................................................................................................... 187 Parks and Recreation........................................................................................................................................................ 190 Police................................................................................................................................................................................ 198

Fiscal Year 2019 Annual Budget

Table of Contents (continued) Public Works..................................................................................................................................................................... 202 Summary of Fleet Purchases 2019............................................................................................................................................. 207

City of Coral Springs, Florida

Tables and Illustrations City of Coral Springs Organization Chart...................................................................................................................................... 14 FY 2019 Budget Calendar............................................................................................................................................................. 21 Coral Springs operating millage rate ........................................................................................................................................... 22 Operating millage rate comparison with other municipalities..................................................................................................... 22 Voter-approved debt service millage rate.................................................................................................................................... 22 Tax Rate Fiscal Year 2019.............................................................................................................................................................. 22 Net full-time position changes per fiscal year.............................................................................................................................. 23 Full-time additions for Fiscal Year 2019....................................................................................................................................... 24 Timeline of major events impacting the City’s financial condition............................................................................................... 25 Annual net operating budget and capital.................................................................................................................................... 27 Major Funds................................................................................................................................................................................. 28 Fund structure overview.............................................................................................................................................................. 29 Summary of net budgeted revenues — Fiscal Year 2019............................................................................................................ 30 Summary of net budgeted expenditures —Fiscal Year 2019....................................................................................................... 31 Where the money comes from by source (all funds).................................................................................................................... 32 Where the money goes by category (General Fund only)............................................................................................................. 32 Where the money goes by type of program (all funds)................................................................................................................ 32 Millage rates, combined, historical.............................................................................................................................................. 36 General Fund total revenues—$128,572,207*........................................................................................................................... 36 Franchise fees.............................................................................................................................................................................. 37 Utility service taxes...................................................................................................................................................................... 37 General Fund total expenditures—$128,572,207....................................................................................................................... 39 General Fund revenue and expenditure summary ....................................................................................................................... 40 General Fund non-departmental operating expenses................................................................................................................. 41 Fire Assessment rate schedule ..................................................................................................................................................... 43 Fire Fund total revenues—$24,410,312...................................................................................................................................... 43 Fire Assessment rate comparison Fiscal Year 2019....................................................................................................................... 44 Fire Fund total expenditures—$24,410,312*............................................................................................................................. 44 Fire Fund revenue and expense summary.................................................................................................................................... 45 Water bill for average single-family residence............................................................................................................................. 47 Water and Sewer Fund Total Revenues ........................................................................................................................................ 47 Water and Sewer Fund revenue and expense summary............................................................................................................... 48 Water and Sewer Fund total expenditures .................................................................................................................................. 48 Health Fund revenue and expense summary............................................................................................................................... 50 General Insurance Fund revenue and expense summary............................................................................................................. 52 Equipment Service Fund revenue and expense summary............................................................................................................ 56 Ten-year fleet replacement cost................................................................................................................................................... 57 Solid Waste Assessment............................................................................................................................................................... 60 Allocation of Non-Voted Debt Service for Fiscal Year 2019........................................................................................................... 62 General Obligation Bonds Outstanding........................................................................................................................................ 63 Ad Valorem Millage Rate Charged for General Obligation Bonds.................................................................................................. 63 Debt Maturity Schedule............................................................................................................................................................... 64 Capital expenditure Fiscal Year 2019............................................................................................................................................ 68 Capital expenditure Fiscal Years 2019-2024................................................................................................................................. 68 Fleet Replacement Program contributions and expenses............................................................................................................. 70 Computer Replacement Program contributions and expenses..................................................................................................... 70

Fiscal Year 2019 Annual Budget

Tables and Illustrations (continued) CIP funding sources- Fiscal Year 2019........................................................................................................................................... 71 CIP Operating Capital- Fiscal Year 2019........................................................................................................................................ 73 CIP impact on the operating budget FY 2019............................................................................................................................... 74 FY2019 Capital Projects Financed Via Grants................................................................................................................................ 76 Capital Improvement Summary by Fund..................................................................................................................................... 77 CIP Budget by Funding Source - All Funds.................................................................................................................................... 78 Major Capital Projects by Department......................................................................................................................................... 80 Major Capital Projects by Location............................................................................................................................................... 81 Total Taxable Assessed Values...................................................................................................................................................... 85 Demographic charts.................................................................................................................................................................... 95 Population age............................................................................................................................................................................ 95 Population trends........................................................................................................................................................................ 95 Growing Hispanic Population....................................................................................................................................................... 96 Place of birth............................................................................................................................................................................... 96 Language spoken at home........................................................................................................................................................... 96 Income......................................................................................................................................................................................... 97 Population below poverty level................................................................................................................................................... 97 City of Coral Springsâ&#x20AC;&#x2122; Business Model........................................................................................................................................... 98 2017-2019 Short Range Transportation improvement plan....................................................................................................... 109 General Fund Revenues............................................................................................................................................................. 126 Fire Assessment rate comparison Fiscal Year 2019..................................................................................................................... 131 Water and Sewer Fund forecasted debt service ......................................................................................................................... 132 Residential Solid Waste Assessment Rate.................................................................................................................................. 133 Survey respondents by general location.................................................................................................................................... 134 Overall ratings of customer service............................................................................................................................................ 138 Overall perceptions of Coral Springs........................................................................................................................................... 139 Overall Business Atmosphere Rating.......................................................................................................................................... 140 Reasons Businesses Decide to Locate Here................................................................................................................................. 140 Best Ways for the City to Communicate with Businesses ........................................................................................................... 141 Ratings of City Property Taxes Compared to Other Communities ............................................................................................... 141 Ratings of City Property Taxes.................................................................................................................................................... 142 Summary of Fleet Purchases 2018............................................................................................................................................. 207

City of Coral Springs, Florida

To:

The Honorable Mayor and City Commissioners

From:

Michael Goodrum, City Manager

Subject:

Proposed Annual Budget

Date:

September 12, 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 Proposed 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 proposed business plan is intended to give a comprehensive view of the City’s new initiatives, market environment, environmental scan, and our customer requirements analysis from our business community. The FY 2019 Business Plan contains numerous tangible initiatives the City will undertake to move it closer to its vision 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 proposed budget supports the goals and priorities of the City Commission while at the same time maintaining the City’s outstanding service levels and AAA bond rating, with expenditures strategically linked to the goals, objectives, core businesses, and existing obligations of the City. The strategic goals include:

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

Building Momentum for our Future Our vision of building our future is near, as our Municipal Complex, the most visible expression of constructing the downtown for tomorrow, has been open since January 2018. In addition, Cornerstone at Downtown Coral Springs is a 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 proposed budget totals $260.6 million. Of the total, $242.0 million is for operations and $18.6 million is for capital projects.

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

I encourage you to read further into the information describing the FY19 budget.

Acknowledgements The development of this year’s Proposed Budget has taken a great deal of time, energy, 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 TO BE THE PREMIER COMMUNITY IN WHICH TO LIVE, WORK, AND RAISE A FAMILY.

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

Dedication

Professional

• Continually developing your knowledge and skills • Presenting a professional image- personal work environment

• Giving a 100%, your “best” to serving the Coral Springs community • Going beyond the minimum • Focusing on the customer

• Treating others the way you want to be treated

• Getting the “right” job done “right” the first time

• Respecting the time of others

• Recognizing others for their performance and contributions

• Sharing your knowledge and expertise with others

• Being engaged and involved in your work

• Meeting deadlines, and proactively providing updates

• Being active in community events

• Being polite and respectful

• Being proactive by working hard and smart

• Taking time for being open to feedback, self awareness, self reflection and way for self improvement

• Being educated, informed about other departments

• Appropriately sharing accurate information

• Doing your job well

Excellence

Responsible • Acting with integrity and honesty- above question • Communicating in an open, direct and truthful manner- no hidden agenda • Communicating “good” and “bad” information- complete message

• Looking for ways to improve • Providing services that add value to the community and customers’ lives • Providing consistent, high quality work • Striving to exceed the expectations of others

• Taking responsibility for your decisions and actions

• Taking the initiative before being asked

• Being accountable for the outcomes and results

• Striving and delivering “exceptional” City services

• Following through on commitments and promises

• Taking pride in work

• Admitting and taking ownership for errors and mistakes

• Paying attention to details

• Being willing to put “your name” on the job

• Helping others to excel in their jobs

• Completing assigned tasks and projects on time and within/under budget

• Being positive- positive attitude

• Making data-based recommendations

Serving • Knowing and understanding your customer

Innovative

• Caring about the customers’ needs, concerns and feelings

• Being willing to take calculated risks and to make a mistake • Looking for new ways to improve the organization or to serve customers

• Addressing the customers problems or helping them to find the responsible person • Taking time to explain when you have to say “no”

• Looking for ways to make things better

• Having a friendly, approachable attitude

• Thinking creatively and looking to the horizon for opportunities

• Providing a timely and appropriate response

• Challenging the “status quo”- no “it has always been that way” • Thinking about potential consequences or negative outcomes • Learning from mistakes and setbacks to avoid repeating • Reaching out to other agencies for best practices

• Having the customer feeling valued and receiving valued services • Being a resource for advice and needs • Having empathy for others • Serving others before self

City of Coral Springs, Florida

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

Deputy City Manager

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

Melissa Heller mheller@coralsprings.org

Emergency Management

City Clerkâ&#x20AC;&#x2122;s Office City Clerk Debra Thomas dthomas@coralsprings.org Information Technology

Director of Information Technology Robert Curnow rcurnow@coralsprings.org

Human Resources

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

Deputy City Manager Vacant

Development Services

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

Public Works

Director of Public Works Rich Michaud rmichaud@coralsprings.org

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

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

Community Redevelopment Agency

Parks and Recreation

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

Police

Chief of Police Clyde Parry cparry@coralsprings.org

Fiscal Year 2019 Annual Budget

Charter Offices

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 thr Baldrige Award

2007 30 year old City faces staggering growth rate- creating a huge demand for City services- Coral Springs City Centre 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

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

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

1963

City of Coral Springs, Florida

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.

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

Doris Span

Principal Office Assistant (954) 344-1191 dspan@coralsprings.org

Thank You! 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.

Catherine Givens

Director of Budget and Strategy (954) 344-5920

City of Coral Springs 9500 West Sample Road Coral Springs, FL 33065 www.coralsprings.org Fax: (954) 344-1198

Fiscal Year 2019 Annual Budget

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 Intended Outcomes (KIO): Identify desired results. • Initiatives: Allocate activities, resources, personnel, investment and time planned for the year to achieve each KIO. • Performance Measures: Specific and measurable data indicating the effectiveness in meeting the KIOs. • By setting quality targets (Key Intended Outcomes) we are able to determine the resources necessary to meet them. The Business Plan section includes a matrix listing the KIOs 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 Intended Outcomes • 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.

City of Coral Springs, Florida

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 Intended Outcome 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 performance indicators supplied. Each performance measure includes explicit links showing how program objectives and their indicators are directly related to KIOs 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 Intended Outcomes 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. 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

Fiscal Year 2019 Annual Budget

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 Intended Outcomes for inclusion in the City’s performance measurement system. Based on the recommended projects and services, a preliminary budget is presented at the Business Plan workshop.

City of Coral Springs, Florida

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.

Fiscal Year 2019 Annual Budget

FY 2019 Budget Calendar As of June 20, 2018

FY 2019 Budget Calendar

Date

Description

Time

Location

11/13/2017

Directors Strategic Planning I

8:00 a.m.

Fire Admin Conf Room

11/30 – 12/1 CC Strategic Planning Workshop I*

8:30 a.m.

Fire Admin Conf Room

1/11/2018

Directors Strategic Planning II

8:30 a.m.

Fire Admin Conf Room

1/24/2018

CC Strategic Planning Workshop II*

8:30 a.m.

Fire Admin Conf Room

2/14/2018

Directors Strategic Planning III

8:30 a.m.

CMO Conference Room

4/11/2018

Budget Kickoff

2:00 p.m.

Chambers

4/12/2018

Budget Training Session I

2:00 p.m.

Everglades Conf Room

4/13/2018

Budget Training Session II

10:00 a.m.

Everglades Conf Room

5/11/2018

Budget Package due to Budget

2:00 p.m.

N:\Budget Forms OR Budget Office

5/23 – 5/25

Departmental Budget Meetings

Individually scheduled

CMO Executive Conf Room

6/11/2018

Business Plan Appeal

Individually scheduled

CMO Executive Conf Room

6/14/2018

Business Plan Decision

6/27/2018

CC Business Plan Workshop I*

5:00 p.m.

Everglades Conf Room

7/25/2018

CC Business Plan Workshop II* 5:15 p.m.  TRIM Notification prepared and submitted to CC  Adopt Preliminary Assessment Resolutions

Chambers

9/12/2018

First Public Budget Hearing*

Chambers

9/20/2018

Second Public Budget Hearing* 6:30 p.m.  Adopt Operating Budget and Capital Improvement Program

5:15 p.m.

Chambers

*All Commission meetings and workshops are open to the public Abbreviations Used: CC—City Commission CMO—City Manager’s Office TRIM—Truth in Millage

City of Coral Springs, Florida

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, which will be 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 performance measures, 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 Voter-Approved Debt Service Millage Ratemillage rate Coral Springs operating millage 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 6.09% 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*

* Pompano Beach includes a separate EMS millage of 0.5000

Fiscal Year 2019 Annual Budget

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

• 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

City of Coral Springs, Florida

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.

Fiscal Year 2019 Annual Budget

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 proposing to maintain 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.

City of Coral Springs, Florida

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.

Fiscal Year 2019 Annual Budget

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%

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 $29,329,918

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

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

Proposed 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% n/a

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 $0 $0 $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 11,886,783

$183,270 $20,553 $1,594 $205,418

1.94% 1.00% 1.00% 1.76%

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

3,999,468 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 $0 $155,719 $1,512 ($45,770)

-13.13% 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 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

$0 $0 $0 $0 $0 ($237,000) ($237,000) ($282,770)

0.00% 0.00% 0.00% 0.00% 0.00% -82.58% -7.74% -1.37%

Permits and Business Tax Building Permits Not Related State Surcharge Rebillable Overtime 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 $0 $0 $59,873

1.45% 20.00% 0.00% 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 1,557,428 466,988 344,387 129,187 4,339,155

$1,265 ($66,703) $468 $1,149 $453 $186 $0 ($19,119) $4,704 $1,330 $685 ($182,604) $118,408 ($10,454) $1,277 ($148,954)

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% 33.97% -2.95% 1.00% -3.32%

General Fund Budget Summary (continued) FY 2016 Actual

FY 2018

FY 2019

Adopted Budget

Proposed 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

2,111,716and water 2,200,109 billing 260,000 271,050 1,724,683 1,797,982 4,096,399 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

1,022,607 834,273 1,155,473

885,794 949,448 1,512,562

891,140 922,470 1,440,239

860,127 1,088,592 1,707,784

($31,013) $166,122 $267,545

-3.48% 18.01% 18.58%

EMS Transport Fees EMS Interfacility Transportation EMS Contract Subtotal - Charges for Services - Other

1,704,343 18,963 1,751 4,737,410

2,406,184 17,921 1,751 5,946,482

2,400,000 20,000 1,751 5,675,600

2,572,000 20,000 1,751 6,250,254

$172,000 $0 $0 $574,654

12,990,916

14,034,559

14,699,256

15,341,865

$642,609

7.17% 0.00% 0.00% 10.12% #DIV/0! 4.37%

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 0 89,859 28,413 3,468,864 823,526 5,433,666

900,000 180,426 0 90,000 30,000 1,405,000 604,282 3,209,708

900,000 180,426 0 90,000 30,000 1,208,000 390,000 2,798,426

$0 $0 $0 $0 $0 ($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 0 154,472 1,420,000

338,130 1,364,278 0 155,675 1,420,000

$6,630 $83,265 $0 $1,203 $0

2.00% 6.50% 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 4,003,453

$396 ($12,978) $4,141 $0 ($173,819) ($91,162)

2.00% -80.11% 1.00% 0.00% -56.65% -2.23%

109,360,204

113,597,232

124,694,691

128,434,294

$3,739,603

3.00%

0 300,000 300,000

0 625,385 625,385

135,209 0 135,209

137,913 0 137,913

$2,704 $0 $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

Proposed Budget

Change From FY18 Budget

Expenditures: 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

171,061 341,922 626,469 725,176 0 0 0 0 6,983 10,307 29,700 27,750 103,571 113,928 (48,313) 95,103 0 418,036 168,402 193,647 26,295 41,676 465,988 522,267 517,021 503,744 89,170 10,825 268,175 South Rental 284,309 4,124 7,554 2,428,645 3,296,243

528,405 1,105,149 600,143 2,451,293 150,000 75,000 116,206 0 402,373 312,574 80,000 555,900 425,000 25,000 90,000 10,000 6,927,043

697,765 959,149 637,172 0 150,000 75,000 116,206 0 220,000 353,223 80,000 568,873 464,600 25,000 0 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

0 1,258,932 3,915,446

0 2,166,000 5,159,467

0 2,645,582 6,092,912

$0 $479,582 $933,445

n/a 22.14% 18.09%

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

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

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

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

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

$169,360 ($146,000) $37,029 ($2,451,293) $0 $0 $0 $0 ($182,373) $40,648 $0 $12,973 $39,600 $0 ($90,000) $0 ($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)

$2,907 $3,592 ($475) $0 $26,244

0.19% 0.24% -0.12% 0.00% 7.02%

2014 Municipal Complex Loan Ph. 1 ($10M / 2.47%)

248,062

234,395

248,062

0.00%

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

0 796,250

0 1,176,529

0 1,002,190

691,286 1,002,190

$691,286 $0

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%

0 273,930 0 273,930

1,756,172 346 0 1,756,517

0 0 0 0

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

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

($0)

City of Coral Springs, Florida

($0)

$0 $0 $0 $0 ($913,200)

0.00% 0.00% 0.00% 0.00% -4.78%

$3,742,308

3.00%

0.00%

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: $4,339,155 (3.4% 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 3.32% or $148,954. 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: $4,003,453 (3.1% 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 15,341,865 2,798,426 4,003,453 137,913 0 $128,572,207

$3,291,233 $21,675 $155,719 $291,687 $205,417 $72,197 ($438,490) $642,609 ($411,282) ($91,163) $2,704 $0 $3,742,307

6.1% 1.0% 1.8% 2.9% 1.8% 1.7% -3.7% 4.4% -12.8% -2.2% 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

$0 680.43

Fiscal Year 2019 Annual Budget

($0) 688.06

$ Change from FY18 Budget

($0) 7.6

% Change from FY18 Budget

n/a 1.2%

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

Proposed 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 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 Grand Total - Revenues Expenditures: Departmental Administration Communication Service Suppression Training Community Risk Reduction Total Departmental 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 2017 Actual

FY 2018 Adopted Budget

FY 2019 Proposed 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 ($0) $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 $0 ($298) $23,082 $603,447

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

15,511 0 15,511

15,524 0 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

$0 $0 $0

0.00% 0.00% 0.00%

$21,307,811

$20,440,601

$21,988,143

$24,410,312

$2,422,169

11.02%

$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 0 20,000 19,629 34,874 1,797,982 0 82,180 2,559,064

609,800 0 64,114 0 150,000 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 $0 $0 $0 $0 $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%

0 218,420 2,294,420

0 230,705 320,450

100,000 256,520 356,520

100,000 280,786 380,786

$0 $24,266 $24,266

0.00% 9.46% 6.81%

132,860 100,000 0 50,000 282,860 4,934,831

132,860 100,000 0 50,000 282,860 3,162,374

132,860 100,000 0 50,000 282,860 3,509,052

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

$0 $0 $121,992 $0 $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)

FY 2016 Actual

Fiscal Year 2019 Annual Budget

$ Change from FY18 Budget

% Change from FY18 Budget

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

Proposed

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 Fire FundFund revenue and expense summary 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 & Sewers Fund FY 2016 Actual

FY 2017 Actual

FY 2018 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

31,012

54,907

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%

21,819,012

22,596,762

25,855,807

24,395,789

(1,460,018)

-5.65%

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

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

3.93% -2.86% 6.50% 1.79% 2.23%

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%

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 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

Grand Total - Expenses Revenues in Excess of Expenses Positions

Fiscal Year 2019 Annual Budget

FY 2019 Proposed Budget

$ % Change From Change From FY18 Budget FY18 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)

$9,378,788

Wastewater 57.6%

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. 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

FY 2017 Actual

FY 2018 Adopted Budget

FY 2019 Proposed 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

90,000.00 341,925.00 431,925

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

Total Revenues

14,140,674

14,806,098

14,873,748

15,224,980

351,232.05

2.36%

Expenses Health-Dental Contingency Long Term Disability Life Insurance

13,725,741 25,000 171,246 137,591

13,739,461 188,107 137,802

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

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

395,733.00 (9,201.00) 20,000.00 (55,300.00)

Total Expenses

14,059,578

14,065,370

14,873,748

15,224,980

351,232.00

2.36%

$81,096

$740,728

n/a

Interest Income Recoveries: Premium/Retirees Terminated/Cobra Employees W/Dependent Wellness Other/Pharmacy Rebate Subtotal Recoveries

Revenues in Excess of Expenses

City of Coral Springs, Florida

($86,603) (15,110.00) 24,952.00 (533.00) (486.00) (2,913.00) (80,693) -

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

2.73% -25.40% 11.11% -33.45%

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:

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

$27,030

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 GENERAL INSURANCE FUND BUDGET SUMMARY FY 2016 Actual

FY 2017 Actual

FY 2018 Adopted Budget

FY 2019 Proposed Budget

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

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

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

Interest Income/Other

37,807

41,952

25,000

0.00%

Recoveries: Motor Vehicle Property Damage Workers' Comp Subtotal Recoveries

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%

Total Revenues

4,989,789

4,139,057

4,447,770

4,835,515

387,745

8.72%

Expenses Workers' Compensation Property/Motor Vehicle Liability Casualty/General Claims

2,020,967 1,977,134 508,672

1,576,992 2,037,027 224,836

1,855,130 2,340,490 252,150

2,007,459 2,529,903 298,153

152,329 189,413 46,003

8.21% 8.09% 18.24%

387,745

8.72%

n/a

$ % Change From Change From FY18 Budget FY18 Budget

Revenues

Total Expenses Revenues in Excess of Expenses

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

$300,202

City of Coral Springs, Florida

$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%

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 2016 Actual

FY 2017 Actual

FY 2019 Adopted Budget

FY 2018 Adopted Budget

$ Change From FY18 Budget

% Change From FY18 Budget

Revenues Intergovernmental Other Revenue/ Miscellaneous Appropriation of Fund Balance

$12,537,050 52,527 0

$12,657,815 60,574 0

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

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

$873,423 $0 $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 0

$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 $0 $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

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 2017 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

FY 2017 Adopted Budget

FY 2018 Adopted Budget

FY 2019 Proposed Budget

$ % Change From Change From FY18 Budget FY18 Budget

7,431 $149,279

$15,000 5,000 3,000 334,000 $357,000

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

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

$0 (121,700) ($121,700)

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

$6,369 135,479 $141,848

$37,000 320,000 $357,000

$103,700 233,200 $336,900

$105,200 110,000 $215,200

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

1.45% -52.83% -36.12%

$141,848

$7,431

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 of 8/24/2018 the fund, along 1:48 with PM consultants, materials, and supplies needed to support the Public Art Committee.

Fiscal Year 2019 Annual Budget

Statement of Revenues Expenses Equipment Servicesand Fund Budget Equipment Services Fund

EQUIPMENT SERVICES FUND BUDGET SUMMARY FY 2016 Actual

FY 2017 Actual

FY 2018 Adopted Budget

FY 2019 Proposed 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%

56,134 330,268

58,532 517,986

50,000 200,000

$0 $0

0.00% 0.00%

26,002 5,144 6,407,517

42,367 5,943

32,000 3,500

6,938,491

7,114,823

32,000 3,500 7,699,784

$0 $0 0% 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

9,720,203

10,144,440

11,365,687

12,785,935

$1,420,248

12.50%

Expenses Operating Expenses Personal Benefits Other Expenses Charge Back Expense Total Operating Expenses

$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

$936,645 391,272 1,910,541 3,694,862 6,933,320

949,162 394,254 2,019,834 4,123,408 7,486,658

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

1.34% 0.76% 5.72% 11.60% 7.98%

Non-Operating Expenses Transfer to Capital Fund Equipment Purchases Total Non-Operating Expenses

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

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

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

383,507 4,915,770 5,299,277

(58,723) $925,633 866,910

-13.28% 23.20% 19.56%

$9,181,197

$9,534,220

$11,365,687

$12,785,935

1,420,248

12.50%

$539,006

$610,220

n/a

15.00

0.0%

Revenues Operating Revenues Fuel and Maintenance Transfers General Fund Water and Sewer Fund Fire Fund Vehicle Charge Back Transfers General Fund Water and Sewer Fund Fire Fund Miscellaneous Revenues Interest Income Auction Charges for Fleet Services City of Parkland City of Margate City of Coconut Creek Total Operating Revenue

Grand Total Expenses Revenues in Excess of Expenses Positions

City of Coral Springs, Florida

$0 15.00

$ % Change From Change From FY18 Budget FY18 Budget

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 2019 Adopted Budget

FY 2018 Adopted Budget

$ Change From FY18 Budget

% Change From FY18 Budget

FY 2016 Actual

FY 2017 Actual

Revenues Transfers: General Fund Fire Fund Water and Sewer Fund Solid Waste Fund Equipment Services Health Fund General Insurance Fund

$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%

Total Revenues

$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%

n/a

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 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

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

Statement of Revenues andFund Expenses Solid Waste Budget SOLID WASTE FUND BUDGET SUMMARY FY 2017

FY 2018

FY 2019

FY 2016

FY 2017

Adopted

Proposed

Change From Change From

Actual

Budget

FY18 Budget FY18 Budget

$4,174,454

$4,415,912

$4,347,900

$4,585,987

Revenues: Solid Waste Non Franchise

200,000

Interfund Transfer (from General Fund)

$4,947,273

$361,286

7.88%

n/a

$4,374,454

$4,415,912

$4,347,900

$4,585,987

$4,947,273

$361,286

7.88%

Expenditures: $4,265,711

$4,279,828

$4,285,680

$4,424,180

$4,756,373

$332,193

7.51%

Personal Services

43,872

44,135

42,658

100,579

$100,350

(229)

-0.2%

Benefits

18,122

19,571

19,562

61,228

$61,550

322

0.5%

Interfund Transfer (to Capital)

71,500

29,000

n/a

$4,399,205

$4,343,534

$4,347,900

$4,585,987

$4,947,273

$361,286

7.88%

n/a

0.00

0.75

2.75

0.00

Operating Expenses

Revenues in Excess of Expenditures # FTEs

($24,751) 0.75

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 2017

FY 2018

FY 2019 Proposed

FY 2016

Change from

Actual

Budget

FY18 Budget

Revenues $2,400,836 6,867,832

$2,563,871 6,860,269

$2,534,925 7,014,024

$ $

2,590,538 7,737,434

282,860 50,000

$ $

7,780,000 104,577

99,084

$ $ $

14,968 $ 17,501,073 $

18,646 9,874,730 $

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

92,756 11,647 9,986,212

55,613

723,411

10%

404,852 50,000

121,992 (0)

43%

86,742

(6,014)

$ 11,666 $ 10,881,232

0% 0% -6%

895,020

Expenditures 533,736

531,603

528,750

534,844

6,094

1,001,478

998,498

999,756

1,049,506

49,750

843,124

1,006,828

1,006,667

1,006,452

(215)

750 2,379,088

750 2,537,679

750 2,535,923

750 2,591,552

1,667,130 $

1,670,680 $

1,667,305 $

1,591,888

1,617,505

1,617,553

Capital Revenue (RZED) Bond Series 2010 Capital Revenue Note 2013 Lease Purchase Financing 2013* Capital Revenue Bond 2015B

518,027 519,599 473,756 988,104

511,888 519,600 473,756 1,405,114

505,578 519,600 473,756 1,405,596

499,090 519,600 1,405,452

(6,488) 0 (473,756) (144)

Municipal Complex-Phase 1 Loan 2014

248,062

889,669 76,330

923,000 79,190

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)

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

7,737,629 1,150 13,745,346

Total Revenue Bonds

7,412,605

55,629

1,670,212

2,907

1,621,145

3,593

813,278 500,000

650 8,279,679 $

650 7,440,289

0% -1% 0% -100% 0%

813,278 500,000

n/a

839,389

n/a 0% 11%

Other Interfund Transfer to Municipal Complex Issuance Costs

Total Other Total Expenditures

1,000,000 89,733 $

1,089,733

17,214,167

Revenues in Excess of Expenditures

286,906

$9,950,284 $

10,000

n/a

10,000 $

10,000

10,000 $

9,986,212

(75,554) $

$ 10,881,232

(0) $

$ $

895,020 -

9% n/a

*Lease Purchase Financing was initiated in June 2013 for phone system **Capital Revenue Note of $10M issued for Westside Facility purchase

City of Coral Springs, Florida

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* Bond 2015B 2013 2016 2015 2017 2014 Debt 2014 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: $2,590,802

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 add’n

$11,230,716

2015

PS Comm., 2 Fire Stations, Safety Town...

$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 Series 2015 Public Safety 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 Mun Complex Ph 2 2016B

$18.5 M Bond $923,000 $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

$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

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

$2,000,000

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 Expenditures Fiscal Years 2019 ($18,611,587)

Capital expenditure Fiscal Year 2019 Tree Trust Fund 2.8%,

Solid Waste 0.2% General Fund 29.7%

Public Art Fund 0.1%

Charter School Fund, 0.3%

Water and Sewer Fund, 39.3%

Equipment Services Fund, 24.5%

Capital expenditure Fiscal Years 2019-2024 Capital Expenditures Fiscal Years 2019-2024 ($164,037,819) Solid Waste Fund 0.02% Fire Fund 7.8%

Charter School fund .6%,

Tree Trust Fund 0.3% Public Art Fund 0.09%,

Water and Sewer Fund, 22.5% General Fund 51.2%

Equipment Services Fund, 17.5%

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.

Fiscal Year 2019 Annual Budget

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 perspectivebalancing 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.

City of Coral Springs, Florida

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 $826,456 2020 $687,336 2021 $1,181,186 2022 $1,238,636 2023 $724,456 2024 $780,436 2025 $1,157,386 2026 $897,186 2027 $1,169,256 2028 $584,786

Contributed Depreciation $855,843 $877,733 $900,718 $924,852 $950,193 $976,801 $1,004,739 $1,034,074 $1,064,876 $1,097,218

Year‐end Balance 1,834,516 2,024,913 1,744,445 1,430,662 1,656,399 1,852,764 1,700,117 1,837,005 1,732,626 2,245,058

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 $5,560,741 $3,545,900 $4,092,440 $4,349,200 $5,807,078 $8,293,851 $6,677,429 $7,256,257

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 $ 3,177,782 $31,778 $5,043,806 $ 4,775,688 $47,757 $5,310,386 $ 6,093,635 $60,936 $5,586,697 $ 7,431,132 $74,311 $5,876,360 $ 7,600,415 $76,004 $6,168,156 $ 5,474,719 $54,747 $6,451,506 $ 5,248,797 $52,488 $6,769,085 $ 4,761,625

Fiscal Year 2019 Annual Budget

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 $18,611,588

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.

City of Coral Springs, Florida

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).

Fiscal Year 2019 Annual Budget

CIP Operating Capital- Fiscal Year 2019

Fund

Budget

General Fund Network/Internet Infrastructure Data Center Infrastructure Virtual Infrastructure Growth

$30,000

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

$13,000

Collaboration Software

$10,000 $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 Communication Chair Replacement SWAT Weapons

Budget

Water & Sewer Fund

Uptime Monitoring

Dell Secure Works

Fund

$8,000 $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 $18,500

Combat Gauze

$15,000

Taser Replacement

$42,829

Fireworks

Speed Hump Repair & Restripe

$33,000

Data Analytics & Scheduling Module

Roof Replacement

$50,000

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

Firefighter Bailout Kits

$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

City of Coral Springs, Florida

$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 $36,820

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 $5,500 and the annual depreciation charge for the use of this equipment is projected at $38,320. Some capital projects are associated with the reduction of operating expenses. For example, the Parks’ light fixture replacement program will result in approximately $7,000 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.

Fiscal Year 2019 Annual Budget

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

City of Coral Springs, Florida

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 9.6% of the total capital expenditure for Fiscal Year 2019.

FY2019 Capital Projects Financed Via Grants Source of Grant

CDBG

Project 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

Allocation

$65,529

HOME Grant

Housing Rehabilitation

$195,748

SHIP Grant

Housing Rehabilitation

$583,033

Grant Dependent (HLMP)

Hurricane Loss Mitigation

$194,000

Fiscal Year 2019 Annual Budget

Capital Improvement Summary by Fund Fund 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

9/17/2018

11:47 AM

FY 2019 Proposed 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

City of Coral Springs, Florida

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 Proposed

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

Fiscal Year 2019 Annual Budget

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 Proposed

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

City of Coral Springs, Florida

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

$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

$4,850,485 Equipment Fund Operating

Fiscal Year 2019 Annual Budget

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

City of Coral Springs, Florida

Fiscal Year 2019 Annual Budget

Introduction The Strategy Behind the Plan The Business Plan outlines how City resources will be applied within our five Strategic Goal areas to achieve the objectives determined by the Strategic Plan. This Business Plan represents the second year in the current strategic planning process. Our strategic planning delivers a mission and a set of strategic goals that provide vision and direction for the City. While it has evolved over the years, true to the spirit of continuous improvement, it is still the linchpin in linking our day-to-day activities with the mission that we aspire to achieve. We often say the Business Plan gives “feet” to our priorities and Key Intended Outcomes, as well as establishes a structure for resource allocation. With the strategic goals set—and appropriate outcomes identified—the operations of the City are reviewed and redeployed to bring the strategic vision to life. Specific initiatives are developed in response to the priorities identified in the Strategic Plan. This Business Plan is an outgrowth of the strategic priorities, capturing the City’s vision in a specific, directed, and quantifiable form. The Market Environment section is the result of an environmental scan performed prior to the strategic planning process. It is presented in its complete form in the Strategic Planning Workbook and then updated and summarized here in the Business Plan. We look at local demographic and economic forces to identify emerging issues and items of concern to our residents. Direct customer feedback is solicited through surveys, focus groups, and town meetings (Slice of the Springs), which becomes the basis for the Commission’s strategic planning. Our Service and Operations Strategy is organized by strategic goal to document the steps we are taking to achieve the intended outcomes for each of the priority areas. Key Intended Outcomes, set by the Commission, are the measurable results we intend to achieve.

Why Are We Here?

Data Analysis

Citizen Input Strategic Plan Policy Business Plan

Operations

Budget Output to Citizens

City of Coral Springs, Florida

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%.

Fiscal Year 2019 Annual Budget

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.

City of Coral Springs, Florida

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.

Fiscal Year 2019 Annual Budget

Downtown Housing With the recent approval of the new Downtown Mixed-Use (DT-MU) Zoning District, the amount of downtown housing is expected to increase significantly. The Development of Regional Impact allows for a total of 2,400 residential dwelling units within the CRA. This housing will be in addition to three new housing developments, within walking distance to the Downtown core, that were completed in 2018. The Reserve features 80 townhomes and 186 multifamily units with apartments and townhomes. Amenities include a fitness center, clubhouse, 4.7 acre Public Park, pool, and a business-savvy e-cafe. Coral Lago features 186 single-family homes with three, four, and five bedrooms. A third housing project, Marquis Coral Springs features 250 units in seven five-story buildings. This new luxury Development includes resort style amenities with a three tennis courts, pool, fitness center, pro shop, and a free round of golf for residents at the redesigned Country Club of Coral Springs on which this development sits. In addition to these recently completed housing developments, the proposed Cornerstone at Downtown Coral Springs mixed-use project is proposing 450 residential units. Downtown Business The new Village Green project, located in the NE corner of Sample Rd. and University Dr., was completed in 2018 and includes a Starbucks drive-thru, space for Holy Cross Urgent Care and Imaging Center, and an area allocated for future retail. Right outside of the CRA boundaries but connected via the ArtWalk and Downtown Pathway, Broward Health Coral Springs is contributing to the momentum with a $56 million expansion that is nearing completion. This expansion project will increase bed capacity from 196 to 250. The tower addition will be a four-story, 130,000-sq.-ft. horizontal expansion, which will house the Mother/Baby program, medical/surgical patient rooms, and new entrances for the hospital. In addition to these larger projects, the CRA continues working with the Downtown Merchants on business retention efforts. One of the programs being offered is a Commercial Enhancement Matching Grant to help existing businesses and property owners on Sample Road between Coral Hills Dr. and NW 99th Way make improvements to their building. Completion of the new Municipal Complex Construction of the new 74,000 square-foot five-story City Hall building in the Downtown/ CRA area started in June 2016 and was completed in January 2018. In addition to better serving the community, the New City Hall is also encouraging private sector confidence and serving as a catalyst for redevelopment. The 607-space parking garage that was completed with the City Hall is necessary to support City operations and it will also be used for the Commercial Development on the city-owned parcel adjacent to the garage (known as “Parcel II”). The “Grand Lawn” next to the New City Hall is already being utilized for community events and it also brings people together to visit and interact with the new CRA funded “Downtown Interactive Icon”, which is a large image of the Coral Springs Sun. People are able to walk under the arch of the sun and have their pictures taken. In the coming year, we will continue to utilize the Grand Lawn and the ArtWalk as a gathering place. Building Momentum Cornerstone at Downtown Coral Springs is a mixed-use project being proposed on a 7-acre property on the SW corner of Sample Rd. and University Dr. in the heart of Downtown Coral Springs. The Developer is currently working on the preliminary plans which includes a 150-room hotel, 450 residential units, 213,000 square feet of commercial (including restaurants, office and retail), a grocery store, and entertainment. If this Project meets the City and CRA’s vision, the CRA will provide a tax increment revenue incentive to the Developer. As part of the Cornerstone project, the Developer is also interested in purchasing the city-owned Parcel II. Another important redevelopment site is the old City Hall Parcel. The old City Hall building was recently demolished leaving this 4-acre site ready for redevelopment. The City and CRA are exploring the options to sell or lease the parcel to a private developer for construction of a project that includes a mixture of residential and office/commercial. As the Downtown grows and develops, the CRA will continue to encourage a mix of uses, businesses that generate pedestrian traffic, high quality design that will enhance Downtown, and projects that are flexible to respond to future market evolution.

City of Coral Springs, Florida

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.

Fiscal Year 2019 Annual Budget

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.

City of Coral Springs, Florida

Workforce Analysis According the latest organization survey, overall employee satisfaction remains high at 95%, highlighting the City’s excellent work environment where employee recognition is linked to core values and employees feel valued for their contributions. Employees report high levels of satisfaction with their direct supervisor. When employees know what is expected of them, feel their opinion matters, and are supported in achieving their developmental goal, morale remains high and employee retention is strong. In late 2017, employees participated in the Top Workplaces Survey facilitated by the Sun-Sentinel, once again our City was recognized as a Top Workplace ranking 4th in the large employer category. Four years ago, Human Resources established an employee engagement index as part of our annual organization survey. The index includes indicators such as work environment, empowerment/innovation, managerial effectiveness, professional development and employee recognition. Our engagement index remains high at an overall average 91%. Strategic Direction is the highest scoring area. Employees have a strong sense of belonging, know how their job supports their department goals and City’s mission. To increase collaboration and cross-departmental communication, the City launched Workplace by Facebook which has become a great resource for employees to stay informed and engaged in matters impacting our City. Sustaining Employee Engagement through Health/Wellness Initiatives The City remains committed to sustaining our workforce by offering onsite wellness programs and quality employee benefits. In response to the recent tragedy in our community, onsite EAP services were provided by local clinicians who assisted employees and their dependents. Our wellness committee continues to leverage our champions program to increase awareness of ongoing wellness opportunities. To keep engagement levels high, we continue to offer quarterly wellness challenges to promote teamwork and individual progress. To further strengthen wellness engagement, our onsite health coach provides personalized one-on-one health coaching sessions and a variety of stop by booths to educate employees on counteracting chronic health conditions. Healthy behaviors are rewarded and employees are encouraged to strive for overall well-being, with an increased focus on delivering education on emotional well-being, stress management, the importance of sleep and topics related to financial wellness. Human Resources recently implemented the FitThumb wellness portal and CIGNA’s Motivate-Me program to increase employee and dependent participation in wellness programs offered by the City. Proactively Growing Internal Talent The City has pro-actively grown our talent pool for the last decade resulting in several successes, turning succession plans into reality. During the last year, participants in the Leadership Development Program (LDP) were invited to an employee focus group that later recommended several changes to enhance participant outcomes. The program now offers a 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.

Fiscal Year 2019 Annual Budget

Expanding Recruitment and Selection Strategies The Human Resources department is committed to promoting the Cityâ&#x20AC;&#x2122;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 Cityâ&#x20AC;&#x2122;s Recruitment and Selection policy has been re-written to clearly identify roles and responsibilities related to selection strategies and provide recommended timeframes for all steps within the recruitment process. The NEOgov applicant management system has greatly improved the applicant experience, internal applicant review process and streamlined the online requisition process to meet the needs of hiring managers. In the coming year, more emphasis will be placed on leveraging the workflow capabilities of the NEOgov system to improve the timeliness of recruitment activities and automate on-boarding processes. Beginning in Fiscal Year 2019, Human Resources will implement new department measures to help assess the quality of hiring efforts and overall satisfaction with on-boarding programs.

Emerging Issues The following issues may affect our ability to provide the level and type of service our customers expect. Opioids Opioid misuse and abuse is an epidemic in the United States. According to the Centers for Disease Control, they were involved in more than 33,000 deaths in 2015. Florida has seen a dramatic increase in opioid-driven overdoses, up more than 20 percent. Opioids, such as heroin, lead to nearly 10 deaths a day in the state, killing someone every two and a half hours, according to the Florida Behavioral Health Association. The problem is spurring calls for expanded availability of treatment for people addicted to drugs and increased training of law-enforcement officers and first responders in overdose prevention. Increasing Cost of Technology While the costs of computer hardware and processing power has fallen at a steady rate for years, the increase in the amount of data we capture, manage and hold has grown exponentially. Once we have captured and stored that data, we now have to protect it. Even with inexpensive servers and software we add additional layers of security, which means more people have to administer the applications and more layers of integration and complexity. We then present this data to the citizens, and increasingly provide them with online services ranging from building permit scheduling to water bill payments, and even citizen to police reporting. Providing the increased services, additional data storage, and higher level of security is causing Information Technology maintenance to increase consistently from year to year. In Fiscal Year 2019, the 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.

City of Coral Springs, Florida

Corporate Park The Corporate Park is 442 acres, approximately 244 businesses with business tax licenses, 318 folios, and 233 property owners. The Economic Development Office is working with the City, property owners, businesses and other organizations in the Corporate Park to create a Business Improvement District. The goal of the District is to enhance and expand economic activity by increasing business development conducive to economic advancement. This will provide a stronger, more balanced and stable economy and employment opportunities for the residents, and improve the competitive advantage of the City. As a result of a study performed in 2014, stormwater system improvements have been identified in the Corporate Park Area which has historically encountered flooding issues during and after significant rainfall events. This study estimated implementation costs for any recommended stormwater improvements and developed a phase in plan for any recommended stormwater improvements. The design of those improvements began in 2016. Census 2020 The U.S. Census counts every resident in the United States. It is mandated by Article I, Section 2 of the Constitution and takes place every 10 years. The data collected by the decennial census determine the number of seats each state has in the U.S. House of Representatives (a process called apportionment) and is also used to distribute more than $400 billion in federal funds to local communities spent on infrastructure, programs, and services. The next Census in 2020 will require counting an increasingly diverse and growing population of around 330 million people in more than 140 million housing units. To get an accurate count, the Census Bureau must build an accurate address list of every housing unit, maximize self-response to the Census, and efficiently follow up with those who do not respond. City staff has already begun working on this effort by ensuring addresses are accurate for the upcoming Census. SW 10th Street Extension - Sawgrass The Broward Metropolitan Planning Organization voted in favor of an 18-point plan to expand SW 10th Street. It includes sunken express lanes down the middle of SW 10th Street, with higher local access roads running parallel to these lanes at grade. Other options include sound-proofing walls, better traffic signal timing at eight intersections, and improved interchanges between SW 10th Street and the three highways. The SW 10th Street expansion was approved as part of a five-year, $5.4 billion capital budget proposed by the 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.

Fiscal Year 2019 Annual Budget

Challenges to Retain and Develop Talent State and local governments are challenged to find new and competitive ways to attract, retain, and engage talent. This challenge is compounded by the growing number of baby-boomer retirements and increased turnover among younger workers. To address the demographic shifts and ensure that they will have a skilled workforce for the future, state and local governments need a holistic approach to recruitment and retention, including the use of succession planning. By investing in people, the organization sends a clear message that people are valued and there is commitment to building a talented pipeline. Cybersecurity When it comes to the security of state and local government networks, recent data all points in one direction: vulnerability. In 2018, two large American cities learned that their information systems were hacked. First, Atlanta revealed that it had been the victim of a ransomware attack that took many of the cityâ&#x20AC;&#x2122;s services offline for nearly a week, then, Baltimoreâ&#x20AC;&#x2122;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.

City of Coral Springs, Florida

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

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

City of Coral Springs (ACS 2012‐2016) Percent of Total Place of Birth Estimate Foreign Born Haiti 5854 16.2% Jamaica 4922 13.6% Colombia 4220 11.7% Dominican Republic 1773 4.9% Peru 1656 4.6% Mexico 1466 4.1% Cuba 1449 4% India 1408 3.9% Trinidad and Tobago 1261 3.5% Venezuela 1102 3.1%

60% 40% 20% 0%

Language spoken at home • The share of City’s population speaking another language at home has increased significantly, from 25% in 2000 to 37% in 2012-2016.

• Roughly 1 in 8 residents speak English less than “very well” as reported by the 2011-2015 ACS. 100%

English only

Spanish or Spanish Creole

Other languages

As the foreign born population increases from areas other than English speaking countries, there will be a future need to provide pertinent City information in other languages, and provide information in social media and other outlets to get information to the younger age groups.

90% 80% 70% 60% 50% 40% 30% 20% 10%

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

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 our Key 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

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: $50,000

Recent events have led to a growing lack of confidence in our City. This lack of trust is not only directed at Coral Springs. Public trust in government remains near historic lows; with only 18% of Americans today saying they can trust the government to do what is right. The City’s current performance management system is failing and there are companies in the market which combine performance management and performance measurement into a scorecard for internal/external tracking and reporting. Exploring the use of an online platform to frequently update progress in the community will improve public perception and give our community a sense that they are able to track the new initiatives and reference the City’s strategic direction.

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

Linkedin Learning Subscriptions Lead Department: Information Technology Operating Expenses: $50,000 Linkedin Learning is an online platform that provides a multitude of online courses which would be available to all City employees. Training will be readily available to staff, no longer requiring users to register online or travel off-site. Training can be completed from the user’s desk at their most convenient time. Offering online courses to city employees will meet the City’s goal to “hire, develop and retain a top quality City workforce”.

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.

100

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.

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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

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In addition, diversity/sensitivity training programs, such as UniKids, UniTeens, and UniTown, are offered for elementary, middle, and high school students to raise awareness and respect for different cultures, religions, and disabilities, with special emphasis on anti-bullying.

Youth Programs (2008-2019) Lead Department: Human Resources Operating Expenses: Existing Funds Teen Political Forum: The purpose of the Teen Political Forum is to have City, County and State elected officials enlighten students with their personal experiences and address teen issues of interest, concluding with a Q & A from the student audience. This is a great opportunity for students to talk directly to elected officials and feel that their voices are heard. A Steering Committee made up of select high school students spends several months planning the program, under the guidance of a City Commissioner and City staff. This is a valuable experience for the students to develop their leadership skills. The event is open to all high school students who live in Coral Springs or who attend local high schools: Coral Springs, Marjory Stoneman Douglas, Coral Glades, Coral Springs Charter, J. P. Taravella and Coral Springs Christian Academy. Service hours are offered for attending the Forum. Students who are home-schooled or attend private schools and live in Coral Springs are also welcome. Four years ago incentives were introduced to help attract attendees, which proved very successful. Sponsors donated a $1,000 cash award and Pizza Party to the high school with the largest attendance at the event. Additionally, a Traveling Trophy is awarded to the school with the largest attendance each year. Students are treated to food donated by local restaurants. These incentives help to attract approximately 1,000 to 1,500 students to the event. ShineOn: An annual recognition ceremony which honors the 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.

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CITY INVESTMENT IN TODAY AND FUTURE

Upgrades to city infrastructure, facilities and parks New Initiatives Landscape Improvement of Arterial Roads Lead Department: Public Works

Operating Expenses: $185,000

Landscape improvements along University Drive and additional arterial roads such as Coral Ridge Drive, Coral Springs Drive, Royal Palm Blvd, Atlantic Blvd, Sample Road as well as master parking, will improve traffic visibility, allow improved growth and appearance of plants and create a themed more uniform corridor. University Drive will be first to be completed bringing the road up to current FDOT Landscape Design standards which will have a positive impact on safety aspects of the road, and also improve the appearance by beautifying this main corridor with fresh and adequate landscape material. This project will make a positive impact on drivers who use the road as well as business located along these roads.

Facilities/ Streets Cityworks software Lead Department: Public Works

Operating Expenses: $8,000

Capital: $100,000

In Fiscal Year 2017, the Utilities Division procured a software program called Cityworks, which is based on Public Works operations. It serves as an asset management program designed to achieve maximum life and usefulness of infrastructure improvements, as well as document total work order cost of labor, material, equipment and GIS. This project is a continuation of the city’s proactive approach to asset management empowering staff at all levels which should enact process improvements and operating efficiencies.

Mullins Park Playground Replacement Lead Department: Parks & Recreation

Capital Expenses: $300,000

Mullins Park is the largest and most heavily used playgrounds in the City. This playground is 15 years old and part of the city’s playground replacement plan. Equipment and play surface will be replaced with more modern equipment that will feature play items for ages 5 to 12 years old.

Light Fixture Replacement – Aiello Field Lead Department: Parks & Recreation

Capital Expenses: $125,000

Replacement of light fixtures with new energy efficient, hurricane resistant light fixtures on the fields and courts throughout our parks is part of the City’s 10 year Master Plan. Fiscal Year 2019 funds will replace light fixtures at Mullins Aiello field, ensuring a safe night-time environment by providing adequate field lighting, as well as other benefits such as energy costs and savings in labor costs by providing improved technology and more efficient light bulbs which last longer.

Parks Replacement CIP Projects Lead Department: Parks & Recreation

Capital Expenses: $546,118

In Fiscal Year 2017, the City established a Parks Replacement Plan. Funding for this plan is made through funded chargebacks to user departments and held in a sinking fund created for the purpose of paying for future replacements. This plan includes larger replacement projects such as artificial turf fields and pool replacements. As larger park replacements are completed, a review of inclusion into the replacement plan will be evaluated.

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Fiscal Year 2019 Annual Budget

25 Meter Pool Linear Upgrade Lead Department: Parks & Recreation

Capital Expenses: $350,000

This project is to replace the 25 Meter Pool Liner at the Aquatic Complex. The Pool Liner covers the walls and floor of the pool to protect the shell from developing cracks and leaks. The current liner is over 22 years old and the average life expectancy of a liner is 15 to 20 years. The 25 Meter Pool is used for swim meets, synchronized swimming, water polo, swim lessons and public swimming.

Air Conditioning Technician Lead Department: Public Works

Operating Expenses: $11,256

Capital: $49,000

Currently, the City contracts preventative maintenance on all non-General Fund facilities including the Water Plant, Center for the Arts, Charter School and Fire Stations. The addition of an in-house Air Conditioning Technician to the Public Works Facilities division will result in an annual cost savings and faster response time for non-General Fund departments that experience air conditioning system failures. Facilities staff will become the first responders to diagnose and in many cases initiate the repair process quicker resulting in less A/C down time and result in an overall reduction in repair and maintenance budget for air conditioning units.

New Shop Equipment Lead Department: Public Works/Equipment Services

Capital Outlay: $369,236

Public Works Equipment Services repair facility will be relocated to the newly purchased Public Safety and Public Works building located at 4150 NW 120 Ave. This new facility is currently not equipped for Equipment Services to perform routine maintenance repairs on the city’ vehicles and equipment fleet. New equipment will be procured and installed into the new facility so that Equipment Services can continue to maintain the City’s fleet. Examples of equipment to be procured and installed include stationary above ground automotive lifts, portable heavy duty wheel lifts for medium & heavy duty trucks, overhead hose reels, bulk fluid storage tanks, automated bulk fluid delivery & recovery systems, compressed air system, automotive alignment rack, automotive exhaust extrication system, air circulators, lighting, (2) commercial hand wash stations, tire equipment, and overhead fall restraint system for fire truck bays.

Wireless Telecommunications Master Plan Lead Department: Development Services

Operating Expenses: $28,000

Over the last twenty years, wireless communications have grown exponentially, both in terms of technology available, as well as the impact to people’s daily lives. Changes to the city’s process regarding telecommunications facilities is required as new technology and new types of facilities were not contemplated become introduced. Traditionally, these types of facilities have not been installed in city’s public right-of-way, and lawful competing uses need to be weighed and balanced with public safety and aesthetics in mind. The potential for rapid installation of these facilities and towers and the need for time to review and consider permits/applications necessitated amendments to the existing codes. In order to best prepare for the potential proliferation of these facilities, a wireless Telecommunication Master Plan is needed. The city’s existing telecommunications consultant, CityScape, will provide the service in three phases and Community Development staff will oversee the project, partnered with Public Works department, City Attorney’s Office and Purchasing Division. Once complete, the master plan will be presented to the City Commission for adoption and be utilized by City staff when reviewing land development requirements for wireless facilities. This master plan will provide a realistic placement plan that will improve network coverage while minimizing the overall number of towers built within the City.

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Ongoing Initiatives Cultural Facilities Grant for Museum Renovations (2018-2019) Lead Department: Development Services Grant Funding: Matching funds identified The City of Coral Springs received a Cultural Facilities grant in June 2017 from the Florida Division of Cultural Affairs in the amount of $376,536 to renovate the Coral Springs Center for the 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.

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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

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Traffic Management (2010-2019) Lead Department: Development Services, Public Works

Capital Outlay: $45,000

The Transportation Improvement Plan for Fiscal Year 2019 shows the efforts planned or underway to ensure acceptable levels of service and safe driving conditions are maintained in the City. The City’s Traffic Management Team meets monthly to address issues pertaining to the safe and efficient use of the roadway network. Projects include traffic calming, road resurfacing, turn lanes at intersections, as well as pedestrian and bicycle infrastructure improvements. In Fiscal Year 2019, the City will work with the property owners and residents along NW 110th Avenue to develop a traffic calming plan to meet the needs of the neighborhood as well as requirements of the Coral Springs Fire Department to have minimal impact on the response times of emergency vehicles. The City will also work with Broward County on pedestrian signal improvements to enhance mobility and connectivity, including the installation of audible pedestrian detectors at three intersections with high levels of pedestrian activity. Broward County is planning several improvements including updated traffic signal synchronization and the installation of new mast arms with pedestrian countdown signals. City staff will work with the Broward MPO (Metropolitan Planning Organization) and the Florida Department of Transportation (FDOT) on the following efforts: • Implement projects that improve regional connectivity, including the initiative to build the Sawgrass Expressway Connector to I-95 • Expand University Drive to six lanes north of NW 40th Street • Widen Wiles Road east of University Drive to six lanes • Advance multi-modal initiatives along Rock Island Road, Coral Ridge Drive, and Turtle Creek Drive • Utilize federal funds for the Downtown Mobility Hub planning study and conceptual design • City staff will continue to monitor development within the Downtown LAC (Local Activity Center) to determine traffic impacts of new development as well as the ongoing development within the “Wedge” area of Parkland. Also in Fiscal Year 2019, $45,000 is being requested where $22,000 will be used to replace two temporary rubber speed cushions with concrete on Shadow Wood Boulevard. Additional funding is requested for the repair of speed cushions on 4 neighborhood streets and maintaining the thermoplastic pavement markings and signage to improve the safety and visibility of all traffic calming locations throughout the City.

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Fiscal Year 2019 Annual Budget

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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

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DOWNTOWN BECOMING VIBRANT

Creating a sense of place and a destination New Initiatives Sample Road Master Parking Comprehensive Plan Lead Department: Public Works

Capital Expenses: $200,000

In partnership with the Coral Springs Community Redevelopment Agency (CRA), the City proposes the revitalization of the Master Parking area within the CRA (master parking limits on Sample Road between Coral Hills Drive and NW 99th Way). Improvements in this area consist of new facades, signs, landscaping, irrigation, lighting, drainage, resurfacing, hardscape and reconstructed sidewalks with decorative finishes that are ADA compliant. These improvements will create a more attractive environment, encouraging pedestrian activity that will be an asset to all property owners and the surrounding community. These public improvements will create additional private investments for the adjacent commercial properties, as well as, enhance their competitiveness in the marketplace.

Design Guidelines for Downtown Lead Department: Economic Development

CRA Expenses: Existing Funds

It has long been a goal of the City to develop at vibrant downtown that creates a sense of place and destination for citizens and visitors to gather. The City moved this vision forward by constructing a new City Hall, that serves as a focal point for civic functions, as well as an active event space on the grand lawn in front of City Hall where numerous events have already drawn residents to enjoy gathering with each other. In January 2018, the City adopted a form based zoning code for the area downtown designated as part of the Community Redevelopment District that encourages mixed use development and pedestrian friendly activities and circulation. As a next step, the CRA retained Bermello Ajamil & Partners to assist in development of design guidelines for the downtown that will provide guidance for developers with regard to things like appropriate landscape materials, street furniture, and architecture. In addition, Bermello will be creating a concept plan for the City to renovate its master parking areas along West Sample Road to create a more pedestrian-friendly downtown feel.

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Fiscal Year 2019 Annual Budget

Development Agreement for the Cornerstone Project Lead Department: Economic Development

Operating Expenses: Existing Funds

In 2018, a private developer acquired the Financial Plaza building and parking lot on the corner of University Drive and Sample Road, and is working on developing a large mixed use project called Cornerstone that will be a component in the City’s vision for a pedestrian friendly downtown. The City and the CRA are negotiating with the Developer to provide a tax increment incentive to encourage development of the property that will meet the City’s long term vision of having a vibrant downtown experience in this location. The final terms of the project components, requirements, and aesthetics, as well as the business terms with regard to the tax incentive will need to be memorialized in a Development Agreement that will be negotiated between the Developer, City and CRA.

Ongoing Initiatives Innovate Downtown (2018-2019) Lead Departments: Communications and Marketing, CRA

CRA Funding: $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.

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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: Economic Development

Operating Expenses: Existing Funds

With the exit of Broward College from the Downtown, the City has wanted to pursue another use that will encourage the development of new businesses and innovation. Staff is working to find a venture lab or co-working space opportunity that would be attractive to small businesses, home based businesses, and entrepreneurial businesses. The City and CRA staff are also working to align with a higher education institution that would provide training and support.

New quarterly economic development and marketing report on business expansion, retention and attraction efforts Lead Department: Economic Development

Operating Expenses: Existing Funds

Staff created a new a quarterly report to document its efforts in promoting business expansion, retention and attraction. The new format was presented to the Economic Development Advisory Committee in July 2018, and will be updated every quarter going forward. The report notes how many businesses are contacted and the nature of the 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.

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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 (20182019) 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.

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Electric Vehicles and Charging Stations (2017-2019) Lead Department: Public Works

Capital Outlay: Existing Funds

To support the City’s drive toward sustainability, two electric automobiles were added to the fleet in Fiscal Year 2017. These vehicles showcase efforts to reduce emissions and dependence on fossil fuels. For wider community application, the City has installed electric vehicle charging station at various central city-owned locations. During Fiscal Year 2017, a pilot project consisting of the installation of two stations was completed at the Gymnasium. In Fiscal Year 2018, two stations were installed at the Municipal Complex garage. Future installations are contemplated for the NW Regional Library parking lot, the Aquatics Complex, and additional parks such as North Community Park and the Tennis Center.

Economic Development Marketing - Website Redesign (2016-2019) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

In Fiscal Year 2018, the Economic Development Office and the City’s in-house web design team revamped and redesigned the Economic Development website, www.CoralSpringsEDO.com. The updated website provides more interactive, engaging content (e.g. Business Recognition and Excellence Awards video, Real Estate Summit registrations, etc.) with a flawless navigation tool for economic development. Furthermore, a professional GIS software/web application has been installed, offering up-to-date demographic and labor force information as well as an online database of available industrial, retail, and office spaces based on user-defined criteria. EDO will continue to focus staff time, energy, and money on mission-critical tasks tailored for corporate executives and site selection consultants in Fiscal Year 2019. For example, EDO will invest in search engine optimization (SEO), and in CoStar Group Inc. (a Commercial Real Estate Information Company) to produce professional, comprehensive market analysis, whether the need is for citywide data or information on a single property.

Real Estate Summit (2015-2019) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

Realtors are an important economic force in the community. In 2018, the City successfully presented a Real Estate Summit on past market trends and will continue to produce this event. In 2019, the City will partner with the Coral Springs Regional Chamber of Commerce for an event tailored to residential real estate agents. The event will provide a forum for interaction with City staff, school officials, and local resources supporting their industry, strengthening the City’s ties with all stakeholders and making the City attractive to mutually beneficial economic development activities.

Coral Springs Regional Chamber Business Academy (2017-2019) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

Now in the fourth year, the Coral Springs Regional Chamber Business Academy continues to grow. Sponsored by the City of Coral Springs and FPL and led by experts focused on a specific topic or discipline, local small business owners seeking to grow their businesses have the opportunity to improve communication skills, gain expert knowledge, network with other businesses and expand resources to help their business succeed. The series of six classes will begin in November and end in April. A nominal fee will be charged to attend.

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PREMIER COMMUNITY IN SOUTH FLORIDA

The Place for Families to Live in Great Neighborhoods New Initiatives Additional (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.

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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.

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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.

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 –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 City’s recruitment system, promotion of the incentive has been implemented.

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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.

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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.

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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.

Additional Senior Programming (2017-2019) Lead Department: Parks and Recreation

Grant Funding (CDBG)

Operating Expenses: Existing Funds

Today’s mature resident is seeking opportunities for continued education and lifelong health and fitness. This has led to an increased demand on the City’s senior programing. Currently we offer a variety of health, fitness, and education classes free of charge to Coral Springs seniors. We are one of the few cities that offer 100% free classes. Tai Chi, yoga, as well as a variety of other fitness classes are among the most popular offerings. Many of these classes reach capacity, with seniors signing up on a waiting list to attend. With the senior population growing, residents are asking for new activities. Additional funds will enable new classes to be added to our Senior Programming.

Drowning Prevention/Water Safety (2007-2019) Lead Departments: Fire/EMS, Communications and Marketing

Operating Expenses: Existing Funds

Drowning is a leading cause of death among all children, and in Florida it is the number one cause of death in children under age four, with Broward County leading in this tragic statistic. Due to our close proximity to all forms of water and our high population of children the City has made it a priority to heighten community awareness and focus on prevention efforts. One of the most significant prevention strategies we employ is our partnerships with local agencies and schools to bring swimming lessons to children and families in the community, offering free swimming lesson vouchers for children under four years of age, and recently began partnering to offer adult swim lesson vouchers. In 2017, there were 1,300 vouchers distributed just for children 4 years of age and under in our community. Additionally, cooperating with the School Board and local charter and private elementary schools, over 1,400 children received a week of free lessons during the 2017 school year.

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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.

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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 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

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Budget Budget Human Resources Budget 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 Public Works Economic Development 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) Stormwater Assessment Implementation (ongoing) Interactive OnLine Mapping (ongoing) Enterprise Software (ongoing) FEMA Appeals Consultant (ongoing) Health & Wellbeing Strategy (ongoing) City-wide Day of Service (ongoing) Additional Senior Programming (ongoing)

Economic Development 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 Public Works Development Services Information Technology, Finance Finance Human Resources Human Resources Parks & Recreation

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Financial Strategy Financial Strategy Introduction

Operating Millage Rate Comparison

Plantation Pembroke Pines

Pompano Beach*

Davie

4.1193 4.2648

5.3220 5.6270

Coral Springs

5.4865 5.6361

Sunrise

5.6736 5.7275

Deerfield Beach

FY2019 Prelim

5.7500 5.8000

5.8732 5.8732

Miramar

6.0543 6.0543

Hollywood

6.0981 6.1267

FY2018 Actual

6.7654 7.1172

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

7.4479 7.4665

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.

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; Health Fund expenditure increases are below medical inflation. 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.

124

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

125

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 millage rate, from $4.7982 to $5.8732, enabled the ad Forecast of Ad ValoremAd(Property Tax) Revenues Valorem Taxes valorem property tax revenue toward funding nearly half $80.00 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

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.

126

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 lose

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

127

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

128

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

129

130

Fiscal Year 2019 Annual Budget

$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

Actual Fiscal Year 2017 $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

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

$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

$304,356

($0)

$106,479,488 $113,918,261 $124,829,900

$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

$109,660,204 $114,222,617 $124,829,900

$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

Surplus/(Deficit) $3,180,716

Total Expenditures

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 Revenues

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

Actual Fiscal Year 2016

$128,572,207

$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

$128,572,207

$57,370,851 $0 $2,189,175 $10,301,000 $11,886,782 $20,304,815 $4,237,926 $15,341,865 $2,798,426 $4,003,453 $137,913

Proposed Fiscal Year 2019

3.0%

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%

3.0%

6.1% 0.0% 1.0% 2.9% 1.8% -1.4% 1.7% 4.4% -12.8% -2.2% 2.0%

$1,338,681

$132,158,495

$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

$133,497,177

$59,665,685 $1,661,760 2,189,175 10,402,810 12,005,650 20,522,271 4,399,281 15,889,296 2,542,635 4,077,943 140,671

Projected Fiscal Year 2020

2.8%

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%

3.8%

4.0% 100.0% 0.0% 1.0% 1.0% 1.1% 3.8% 3.6% -9.1% 1.9% 2.0%

2.6%

4.0% 3.0% 0.0% 1.0% 1.0% 1.1% 3.6% 3.4% -5.2% 1.1% 2.0%

$1,810,633

$135,182,118

2.3%

$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%

$136,992,751

$62,052,312 $1,711,613 2,189,175 10,505,638 12,125,707 20,746,862 4,555,633 16,429,974 2,409,149 4,123,203 143,485

Projected Fiscal Year 2021

$999,632

$139,797,225

$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

$140,796,857

$64,534,405 $1,762,961 2,189,175 10,609,494 12,246,964 20,978,673 4,719,802 17,020,995 2,385,941 4,202,092 146,355

Projected Fiscal Year 2022

3.4%

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%

2.8%

4.0% 3.0% 0.0% 1.0% 1.0% 1.1% 3.6% 3.6% -1.0% 1.9% 2.0%

$2,916,754

$143,580,984

$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

$146,497,738

$68,829,901 $1,815,850 2,189,175 10,714,389 12,369,434 21,217,789 4,892,181 17,598,459 2,436,823 4,284,448 149,290

Projected Fiscal Year 2023

2.7%

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%

4.0%

6.7% 3.0% 0.0% 1.0% 1.0% 1.1% 3.7% 3.4% 2.1% 2.0% 2.0%

$2,284,777

$148,345,861

$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

$150,630,638

$71,583,097 $1,870,326 2,189,175 10,820,333 12,493,128 21,464,299 5,073,178 18,198,869 2,489,367 4,296,592 152,275

Projected Fiscal Year 2024

General Fund Five-Year Forecast Summary

3.3%

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%

2.8%

4.0% 3.0% 0.0% 1.0% 1.0% 1.2% 3.7% 3.4% 2.2% 0.3% 2.0%

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)

131

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

132

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

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Customer Requirements Analysis Overview

In an effort to closely align the City’s limited resources with the needs and expectations of our residents, we use a number of “listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOT analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.

Residential Satisfaction Survey Results Overview and Methodology

ETC nstitute administered surveys to residents in the City of Coral Springs during February and March of 2017. The purpose of the surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community.

Survey respondents by general location

A seven-page survey was mailed to a random sample of households in the City of Coral Springs. Approximately seven days after the surveys were mailed, residents who received the survey were contacted by phone. Those who indicated that they had not returned the survey were given the option of completing it by phone or over the Internet. A total of 1,237 completed surveys. The results for the random sample of 1,237 households have a precision of at least +/-2.8% at the 95% level of confidence. There were no statistically significant differences in the results of the survey based on the method of administration (phone vs. mail vs. online). In order to understand how well services are being delivered in different areas of the City, ETC Institute geocoded the home address of respondents to the survey. The map shows the physical distribution of respondents to the resident survey based on the location of their home. A minimum of 200 surveys were completed in each of six areas of the City. The results for each area have a precision of at least +/-6.9% at the 95% level of confidence.

Source: ETC Institute 2017 Coral Springs Resident Satisfaction Survey

Major Findings

The major City services that were rated best included: quality of emergency medical services (90%), quality of fire services (89%), quality of police services (85%), and quality of City parks and recreation programs (80%). Residents were least satisfied with the Code Compliance Division (55%). The major City services that residents thought should be emphasized most over the next two years were: (1) police services, (2) maintaining the quality of neighborhoods in the City, and (3) Public Works. Public Safety

The public safety services that were rated best included: how quickly EMS personnel respond to emergencies (84%), how quickly police respond to emergencies (81%), and how quickly fire personnel respond to emergencies (81%). Residents were least satisfied with how often police officers patrol neighborhoods (46%). The public safety services that residents thought were most important to emphasize over the next two years were: (1) the City’s efforts to prevent crimes and (2) how often police patrol neighborhoods.

134

Fiscal Year 2019 Annual Budget

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 City of Coral Springs rated at or above the U.S. and Florida averages in 44 of the 51 areas that were assessed on the survey. The individual areas where Coral Springs was setting the standard for service delivery (rating 15% or more above the national average) among other U.S. communities are listed below: • Coral Springs aquatic/pool facilities (+39%) • Public Works (+28%) • Bulk trash pickup service (+27%) • Customer service by City employees (+25%) • Condition of major City streets (+23%) • Condition of neighborhood streets (+23%) • City communication with residents (+22%) • Availability of information about City services (+21%) • How well the City is planning for the future (+20%) • Appearance of parks and recreation facilities (+20%) • Condition/appearance of medians (+20%)

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• As a place to live (+19%) • As a City that is moving in the right direction (+19%) • As a place to raise children (+18%) • City efforts to inform on local issues (+18%) • City efforts to prevent crimes (+17%) • Number of City parks (+17%) • Enforcement of exterior maintenance of residential property (+17%) • How quickly police respond to emergencies (+16%) • Outdoor athletic facilities/fields (+16%) • Adequacy of City street lighting of major streets (+15%) • Police services (+15%) • Overall satisfaction with parks and recreation (+15%) • Value for City taxes and fees (+15%) Setting the standard 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%)

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Fiscal Year 2019 Annual Budget

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

City of Coral Springs, Florida

137

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, oldfashioned 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 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.

94% of businesses were satisfied with the quality of City services

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: • Emergency Paramedics (100%) • Fire Inspection (97%) • Police Department (96%) • Building Inspections (92%) • Building Division Call Center (92%)

Overall Ratings of the City’s Customer Overall ratings Service of customer service By percentage of respondents (excluding don’t know/not sure)

Very Good 40% 39% 34% 37% 37%

Good

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%

Satisfaction with City Customer Service

138

Fiscal Year 2019 Annual Budget

40%

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 of Coral OverallPerceptions perceptions of Coral Springs Springs

• Fire Inspection (28%)

by percentages of respondents who rated the item as a 1 to 5 on a 5-point scale

• 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%

Overall feeling of safety

38%

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

139

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 business atmosphere Overall Quality of Services Provided wasby the Overall Business Atmosphere Rating same compared to two years ago but felt it was “good,” 6% felt it the City was the same compared to two years ago but that it was By percentage of respondents (excluding don’t know/not sure) “poor” and 5% felt it was “worse” compared to two years 9% Significantly higher than your 11% ago(does not equal 100% due to rounding). expectations

Ratings of the Labor Pool in Coral Springs When asked to rate the labor pool in Coral Springs, the items that showed the highest positive ratings, based upon a combined percentage of “excellent,” “good” or “average” responses, were:

• Stability of the City’s labor force (91%)

18%

30% 32% 53% 50%

Expectations met

60%

2016

68%

2014

Significantly below your expectations

2012

5% 4% 6%

Below your expectations

2008

1% 1% 1%

96%

94% 96% 94%

Total: Higher/Meeting Expectations 0%

140

27%

Higher than your expectations

• Productivity of the workforce (91%) • Quality of labor (91%)

14%

Fiscal Year 2019 Annual Budget

20%

40%

60%

80%

100%

Best Ways for City thetoCity to Communicate Best Ways for the Communicate with with Businesses Businesses

Communication Use of the City’s Website

By percentage of respondents

Forty-eight percent (48%) of the businesses surveyed indicated their organization had used the City’s website, 45% of businesses had not used the City’s website and 7% did not remember. Satisfaction with Various Communication Services The communication related services that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • City’s website: www.CoralSprings.org (97%)

Emails Direct Mail Personal calls Social Media Newsletters City Website Brochures Business Forums City TV Workshops e HelpDesk

• Under the Sun magazine (96%)

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%

• 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

Ratings ofofCity Property Compared Ratings City Property TaxesTaxes Compared to Other to Other Communities Communities

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.

By percentage of respondents

36% 37%

About the same 25%

45%

35%

Higher

29%

2016

33%

2014

43%

2012

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:

4% 6% 4%

Lower

2008 26%

Don't know/ Not sure

21%

10%

City of Coral Springs, Florida

20%

26%

29%

30%

40%

50%

141

• 46% of businesses surveyed felt property taxes were just right for the amount and quality of City services they were receiving. • 31% of businesses felt property taxes were too high for the quality of City services they were receiving. • 23% of businesses felt property taxes were high but felt the City was providing more services at a higher quality than expected. • 1% of businesses felt property taxes were too low for the amount and quality of City services they were receiving. Other Findings

Ratings of City Property Ratings of CityTaxes 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%

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.

142

Fiscal Year 2019 Annual Budget

Neighborhood Meetings The City completed its twentieth year of the “Slice of the Springs” Town Hall Meetings during Fiscal Year 2015. City staff from various departments presented on a number of important topics including: General Obligation Bond Projects, Downtown development, Municipal Complex status and crime statistics among other topics. Attendance continues to decline as residents have more opportunities to interact with staff, both in person and via the Help Desk portal. These three Slice meetings yielded an attendance of 130, compared to a high of 486 in Fiscal Year 2003. However 100% of the residents that do attend rate the meeting as productive and would recommend it to a neighbor. In addition, 22% of the attendees attended meetings for the first time so City staff was able to educate citizens on how the City operates. Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their specific concerns, some of which mirror previous years’ comments. The top five issues raised by Slice attendees are: • Speeding, high traffic volume • Poor street lightning in certain areas • New housing units development and its effect on school enrollment • Code compliance issues • Street maintenance

Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their specific concerns

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. A follow up letter was sent to the attendees covering outstanding issues from the meetings and also to acknowledge how important it is for City staff to address all concerns/complaints voiced by the residents during the sessions. 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 or can be streamed on-line from CoralSprings.org/live.

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143

Workforce Analysis According the latest organization survey, overall employee satisfaction remains high at 93%, 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. Three 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 89%. 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, and continue to model the City’s five core values which sustains a positive work environment and organization culture. Sustaining Employee Engagement through Health/Wellness Initiatives The City is committed to sustaining our workforce by offering onsite wellness programs and quality employee benefits. Our wellness committee has established a champions program to increase awareness of 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 stopby 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. Proactively Growing Internal Talent The City has been growing our talent pool for the last decade resulting in several successes, turning succession plans into reality. Currently 57 employees (both non-managers and managers) participate in the program by attending in-house workshops, lectures and thought-provoking training programs. Recently, leadership participants completed a four part master-mind series called “Today Matters”. Two years ago, the City established an employee chapter of Toastmasters International to support those who are interested in increasing their confidence in public speaking. Mentoring relationships continue to grow, providing greater exposure to real-life work challenges and leadership issues outside of normal work assignments. The City is committed to growing future leaders and will continue to offer a variety of fresh learning opportunities to enable participants to succeed. Expanding Recruitment and Selection Strategies To promote the City’s employment brand and positive work culture, Human Resources implemented a number of initiatives. In November 2016 the City launched a new applicant management system NEOGov which has improved applying for positions within the City and increased the quality of the applicant match through position specific screening questions. NEOGov automatically advertises the City’s openings at GovernmentJobs.com increasing our reach. Future enhancements will expand NEOGov for volunteer opportunities, increase self-service options for hiring managers and streamline new-hire on-boarding paperwork for payroll processing. With the support of Communications and Marketing, a homegrown “Welcome” video was produced and is being used to recruit and onboard our new employees. In it, existing employees share why they believe Coral Springs is the #1 employer of choice.

144

Fiscal Year 2019 Annual Budget

Strategic Planning Cycle Fiscal Year 2017-2018 Key Intended Outcomes

FY 2016 Actual

FY 2017 Actual

FY 2017 Goal

FY 2018 Actual

FY 2018 Goal

A Family-Friendly Community 1 City crime rate (crimes/100,000 residents—Calendar Year) Resident rating of City efforts to prevent crime 2 (Resident Survey) Resident rating of City Government for respecting religious and 3 ethnic diversity (Resident Survey) 4 Ratings of Quality of Life (Resident and Business Surveys) 5 Coral Springs Charter School graduation rate 6 Injury accidents at or near 14 major intersections in the City

2,180.5

2,500

2,075 

2,500

2,243 

—

92%

93% 

—

— 

—

94%

97% 

—

— 

(Biz) 98%

(Res) 96%

94% *

(Biz) 96%

(Biz) 98% 

99.5%

95%

99% 

95%

99% 

165

116 

165

(Biz) 97%

—

(Biz) 97% 

(Biz) 97%

A Thriving Business Community 7 Business rating of the image of the City (Business Survey) 8 Net New Taxable Value as % of Total Taxable Assessed Value (BCPA) 9 Non-residential tax base growth 10 Coral Springs' June unemployment rate

CS 0.17% above the average Comp avg 1.26% of 6 comp cities

CS 0.25% Comp avg 2.24%



above the average of 6 comp cities

CS 7.9% above the average Comp avg 8.6% of 6 comp cities

CS 6.5% Comp avg 12.4%



above the average of 6 comp cities

4.4%

below State

4.0 

(Biz) 98%  CS 0.82% Comp avg 1.31%



3.6 

below State

An Active, Healthy Community Resident rating of appearance of Parks and Recreation facilities (Resident Survey) Resident rating of range of activities at parks and recreation facilities 12 (Resident Survey) 13 Athletic league participation 11

—

95%

92% *

—

— *

—

95%

92% *

—

— *

7,976

8,100

8,056 *

(Biz) 98%

87%

88% 

(Biz) 87%

(Biz) 97% 

(Res) 92%

90%

91% 

—

— 

(Biz) 96%

85%

84% *

(Biz) 85%

(Biz) 94% 

393,662 126

400,000 120

350,703  126.2 

400,000 120

(Biz) 79%

(Res) 95%

92% *

(Biz) 81%

(Biz) 81% 

94%

92%

95% 

8,100

7,539



An Attractive Community 14 15 16 17 18

NEW: Ratings of litter collection on City streets (Resident and Business Surveys) NEW: Rating of condition/appearance of medians (Resident Survey) Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys) Fuel consumed by City operations (diesel and unleaded) Pounds of recycled materials per capita

An Innovative, High-Performing Organization 19

Satisfaction ratings with City communications (Resident and Business Surveys)

20 Employee satisfaction rating (Employee Survey) 21

Maintain AAA bond ratings (Two required)

Ratings of value for tax dollars and fees (Resident and Business Surveys)

23 Ratings of customer service (Resident and Business Surveys)

92%

93% 

S&P AAA Fitch AAA Moody's Aa1

AAA

S&P AAA Fitch AAA  Moody's Aa1

(Biz) 78%

(Res) 75%

84% 

(Biz) 65%

(Biz) 70% 

(Biz) 94%

(Res) 95%

93% *

(Biz) 95%

(Biz) 95% 

S&P AAA AAA Fitch AAA  Moody's Aa1

FY 2018 KIO Summary Met or exceeded goal Within 95% of goal Likely to meet goal Not expected to meet goal Did not meet goal

City of Coral Springs, Florida

15 2 3 1 2 23

 * 

145

Emergency Call ‐ Taker and Police Dispatch Improvements ‐ 2018

Summer Breakspot Program ‐ Police 2018

Enhance Strategic Enforcement Police Team ‐ 2018

Increase Firefighter/Paramedic Fire/EMS Staffing ‐ 2018

Department(s)

CInitiative

A Family-Friendly Community

Fiscal Year 2018 Initiative Summary

146

Fiscal Year 2019 Annual Budget

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 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.

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.

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.

Update as of the Third Quarter Fiscal Year 2018

Not Started

In Progress

Complete

Status

70%

50%

100%

% Complete

City of Coral Springs, Florida

147

In Progress

Q3: Staff is working on reviewing all Special Events and will make a presentation to the City Commission either in July or August 2018 to make recommendations on combining events, Communications and possibly eliminating events and restructuring events. A Special Events Committee has been established to review all current and future events. There are Marketing 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.

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.

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.

Event Management Process 2018 (Ongoing)

Community Paramedic Proram Fire/EMS 2018 (Ongoing)

School Resource Officers 2018 Police (Ongoing)

In Progress

Virtual Slice of the Springs Meeting 2018 (Ongoing)

Complete

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 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.

Police

6 SWAT Suppressors 2018

Complete

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: 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 fiscal year. Q2: January, 2018, virtual Slice meeting rescheduled to 4/12/2018. Completed two regular Slice meetings at Development Services 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.

Police

Administrative Lieutenant ‐ 5 2018

70%

100%

80%

75%

100%

148

Fiscal Year 2019 Annual Budget Human Resources

Human Resources

Multi‐Cultural Events 2018 (Ongoing)

Youth Programs 2018 (Ongoing)

CMO

Education Grants 2018 11 (Ongoing)

This 12th annual

Pro for having the largest attendance, with J. P. Taravella in second place.

School Board. Coral Spring was the winner of the Travelling Trophy and $1,000 check from Waste

opportunity to ask questions of the nine panelists from Local and County Government and the

event, which was held on 4/5/2018, drew about 1,300 high school students. They had the

Q3: TEEN POLITICAL FORUM: 100% complete

Art.

event was cancelled. It was originally scheduled on 5/16/2018 at the Coral Springs Museum of

Because of the impact on our event schedule this year, following the Parkland Shooting, this

COMMUNITEA: CANCELLED 3rd quarter

session with 28 Houses of Worship in attendance from the greater Coral Springs area.

5/3/2018 at the Coral Springs Charter School. Approximately 350 people attended this interfaith

The National Day of Prayer was hosted, in partnership with the Clergy Coalition, on Thursday,

NATIONAL DAY OF PRAYER: 100% complete 3rd quarter

acts were offered, along with a K-9 Demonstration by our Police Department.

amusements and a variety of international crafts for the children. Puppet Shows and Storytelling

different countries, non-stop cultural stage entertainment, cooking demonstrations, games and

by approximately 5,000 people. This community event delighted audiences with foods from

now in its 17th year. The event was held on Sunday, 4/8/2018 at the Sportsplex and was attended

The Coral Springs Multi-Cultural Advisory Committee hosted the 2018 Worldfest Celebration,

Q3: WORLDFEST: 100% complete 3rd quarter

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).

Complete

100%

City of Coral Springs, Florida

149

Corporate Park License Plate Readers 2018

15 K ‐ 12 Education Summit 2018

14 Innovative Downtown 2018

CInitiative

Update as of the Third Quarter Fiscal Year 2018

Police

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 secondary options if this does not work out with the property owner. Q2: The site permits 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.

Q3: During the budget preparation process in Q3, staff recommended positioning this initiative Communications and to the new proposed initiative called Residential Real Estate Summit. This new initiative will focus on education, housing market, and networking for residential real estate agents and education Marketing & Economic institutes to stay current with Coral Springs trends and technologies. Q1: Staff attended the Development Principal Education Committee meeting on 1/26/2018 to promote the K-12 Education Summit initiative and to recruit volunteers to join the Committee.

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 Communications and a scaled-back event. Innovate Downtown took pace on April 27 and 28, and was paired with Marketing Unplugged. Ten creators were selected to 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 crowd-favorite award were presented to two of the innovators, each in the amount of $2,500. Sponsorship funds were provided by Blue Stream and Lexus

Department(s)

A Thriving Business Community

In Progress

Complete

Status

65%

30%

100%

% Complete

150

Fiscal Year 2019 Annual Budget

Building Our Future Campain 2018

Municipal Complex 2018 (ongoing) CMO

Economic Development Office

Economic Development Economic 21 Marketing ‐ Website Redesign Development Office 2018 (Ongoing)

Target Key Economic 19 Development and Trade Groups 2018

Business Recruitment 17 Campaign (2018)

Complete

In Progress

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.

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 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 webbased GIS software, to implement a site selection and online data tools that are also mobilefriendly. Lead Gen ID feature helps staff identify who's visiting the EDO website.

In Progress

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 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).

Q3: EDO registered to become a Silver Sponsor at the upcoming 2019 IEDC Leadership Summit in Ft. Lauderdale. Additionally, staff registered for two more key economic development events in Q4: Sup-X Expo (July 2018) and ICSC (August 2018) Q1: Staff attended the ULI Fall Conference in October 2018.

In Progress

Q3: An RFP for the consultant services for Economic Strategic Plan and 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.

50%

100%

50%

75%

40%

City of Coral Springs, Florida

151

Economic Development Office

Coral Springs Regional 23 Chamber Business Academy 2018 ( Ongoing)

Traffic Management 2018 (ongoing)

In Progress

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, 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 Development Services 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, Sam’s Club exit, Parking Garage traffic concerns, Turtle Creek Dr. Multimodal Project.

Complete

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 of Story" and "Growing Your Business Through Community Involvement") in Q2. Q1: Chamber of Commerce held two Business Academy sessions ("Power Brand Your Business" and "Leadership: The Good, The Bad & The Ugly") in Q1.

In Progress

Complete

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 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.

Corporate Park Improvements Economic 2018 (Ongoing) Development Office

Economic Development Office

Real Estate Summit 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 Estate Summit with "Meet Up in Downtown" as the theme (evening event). The following 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.

75%

50%

100%

152

Fiscal Year 2019 Annual Budget

Public Works

Department(s) Q3: Zika tablets were placed in storm drains by Streets staff in April, 2018.

Update as of the Third Quarter Fiscal Year 2018

Parks and Recreation

Mullins MacElderry Field Lighting 2018

Athletic Field Maintenance 2018

City‐Wide Day of Service 2018 Human Resources (ongoing)

Complete

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

In Progress

Complete

In Progress

Complete

Status

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.

Q3: The new LED Ligths are installed and the field is in use at this time. Project was completed on time and within the budget.

expended. A progress report is due before 7/31/2018, which is currently being worked on.

Q3: To date $118,437.34 of $376,536 has been spent, another $178,461.94 encumbered. The City

Development Services has until 6/1/2019 to spend the remaining funds. The $754,560 match has already been

Cultural Facilities Grant for Museum Renovations 2018

Q3: This project was completed in March, 2018. It was on time and on budget.

Parks and Recreation

Mullins Aiello Field Turf Replacement 2018

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 year. Q2: Status Communications and 27 Senior Outreach Newsletter 2018 unchanged. Flags have been replaced in almost all City facilities. Q1: Three issues of the Forever Marketing 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.

26 Zika Prevention Efforts 2018

Initiative

An Active, Healthy Community

100%

80%

100%

75%

100%

% Complete

City of Coral Springs, Florida

153

Drowning Prevention/Water Safety 2018 (ongoing)

In Progress

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 addtional 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.

In Progress

Complete

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 Fire/EMS, events. Our most recent event was 4/1/2018 event at Cypress Pool and was well received, bring in Communications and our largest attendance ever, 525 people. This was a large increase over our last event, which had Marketing 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.

Public Works

Additional Senior Programming Parks and Recreation 2018 (Ongoing)

Forest Hills Boulevard 34 Pedestrian Lighting 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 the Socrates Cafe Program, we added additional fitness classes, tai chi and several others. 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.

75%

85%

100%

154

Fiscal Year 2019 Annual Budget

Code Compliance Operational CMO Review and Training ‐ 2018

Median/Right of Way Maintenance Plan ‐ 2018 Public Works

In Progress

Increase and Enhance Litter Control ‐ 2018 (Ongoing)

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.

In Progress

Q3: The clearing of the canal bank is complete. Final restoration is in progress.

Public Works

Complete

In Progress

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.

44 Canal Bank Clearing ‐ 2018

Public Works

Q3: Work is completed.

New Entrance for Sherwood Forest Park ‐ 2018

In Progress

Q3: Irrigation equipment has been ordered and purchase orders are in place for the wells. Work should be done in August and September, 2018.

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.

In Progress

Not Started

Complete

In Progress

Status

Intersection Approaches 43 Upgraded to ADA Compliance ‐ Public Works 2018

Q3: Per the former DCM this effort was rolled into the overall Dev. Services report that is due in September, 2018.

Optimize Code Compliance Development Services Q3: This is pending with the finalization of the Code Report Administrative Support ‐ 2018

Replace Irrigation Control 41 System, Add Irrigation Wells ‐ Parks and Recreation 2018

Communications & Marketing

Flag Replacement Project ‐ 2018

37 Q3: Flags have been replaced on all City buildings.

Development Services Q3: Selected PMG Consulting. Waiting for Approval.

Update as of the Third Quarter Fiscal Year 2018

Building Permit Fee Study ‐ 2018

Department(s)

CInitiative

An Attractive Community

75%

90%

100%

10%

75%

79%

20%

100%

50%

% Complete

City of Coral Springs, Florida

155

In Progress

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.

Roadway Resurfacing ‐ 2018 (Ongoing)

51 Public Works

Complete

Q3: I&I work is ocmplete for FY18.

Inflow and Infiltration Public Works Rehabilitation ‐ 2018 (Ongoing)

Complete

In Progress

NW 110th Avenue Bicycle and Q3: Project is complete. Q2: Contractor working on final punch list to complete project. Q1: Development 49 Pedestrian Project ‐ 2018 Project substantial completion was issued on 4/30/2018. Final Acceptance scheduled for Services/Public Works 5/30/2018. (Ongoing)

CDBG Action Plan ‐ 2018 (Ongoing)

Complete

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.

Electric Vehicles and Charging 47 Public Works Stations ‐ 2018 (Ongoing)

Q3: Capital improvements projects are underway and have gone out to bid. Senior and youth program funds are fully expended. Home Repair applicants have been approved and projects are moving forward. Q2: Senior and youth program funds are nearly fully expended. Capital Development Services 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.

In Progress

Turtle Run Park Left Turn Lane ‐ Public Works 2018 (Ongoing)

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.

10%

100%

48%

100%

156

Fiscal Year 2019 Annual Budget Human Resources

Promoting Public Safety Wellness Police

Information Technology Information 59 Contract Staff Augmentation ‐ Technology 2018

OnBoarding Enhancements ‐ 58 2018

Development Services Development Map. Q1&2: Public art map and current development map are live. Current

Interactive Online Mapping ‐ 2018

Q3: Gym Equipment went through procurement process, scheduled to be installed in August 2018.

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.

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: Additiional pre-employment screenings and skill assessments were conducted to ensure we hire the best qualified employees.

development map is updated every month and public art map is updated as needed.

Q3: Updated Interactive Public Art Map to include Ascent and Celestial. Also updated Current

Q3: Issued 16 notices to appear, 17 declined the program, 54 cases were closed

Finance

FEMA Appeals Consultant ‐ 2018

Q1: The Contract Administration Coordinator was hired in November, 2018.

Q3: DAC is currrently providing compliance monitoring services for the City's bonds.

Finance

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.

Update as of the Third Quarter Fiscal Year 2018

Municipal Bond Poist‐Issuance Finance Compliance Monitoring ‐ 2018

Contract Administrator in Purchasing ‐ 2018

Public Works

Department(s)

53 City Engineer ‐ 2018

Initiative

An Innovative, High-Performing Organization

In Progress

Complete

In Progress

Complete

Status

60%

100%

75%

100%

% Complete

City of Coral Springs, Florida

157

In Progress

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.

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.

IT Security and Training ‐ 2018 Information (Ongoing) Technology

Enterprise Software Vendor Selection ‐ 2018 (Ongoing)

Information Technology

Public Works

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.

Stormwater Assessment 62 Implementation ‐ 2018 (Ongoing)

Construction Management Support ‐ 2018 In Progress

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.

80%

95%

158

Fiscal Year 2019 Annual Budget

Health & Wellbeing Strategy ‐ Human Resources Health Fund 2018

Fleet Management Software ‐ Public Works 2018

Water Billing Meter Reader 66 Rate Increase ($0.20 per meter Finance read) ‐ 2018

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.

Q3: The rate increase was implemented on 10/1/2017.

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.

In Progress

Complete

In Progress

100%

75%

City of Coral Springs, Florida

159

January

February

March

Workbooks Compiled & “Hot Topics” Identified

Commission Workshop

April

May

June

Strategic Plan Resident / Business Survey (as scheduled) Management SWOC Exercise

Final Draft Published

KIO’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

160

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 2017 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

161

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 Measures—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 performance measure includes explicit links showing how program objectives and their indicators are directly related to KIOs and strategic priorities that they support.

162

Fiscal Year 2019 Annual Budget

Department Budgets City Attorney

City Attorney

CITY ATTORNEY Mission

To provide effective and timely legal representation and advice to the City Attorney Commission and City administration. This office zealously represents the City in egic Priority: An Innovative, High-Performing legal controversies and is committed to implementing the City Commission’s urement Type: Effectiveness policy of minimizing exposures and potential liability. FY2015 FY2016 ure: Goal Actual Goal Actual Core Processes and Outputs paration of Legislation (resolutions, ordinance, s) within 10 workdays of request when accompanied 99% 99% 99% 99% Research and Counsel ckup material mber of days • lost from onthe the job injuries per 100 Represent City Commission, City administration,49 and all assigned 37 boards and49 95.85 oyees committees in all matters of law pertaining to their official duties. 47% departments. 52% 47% 66% centage of subrogation eligible dollars recovered • Provide legal services for City Commission and operating

Goal

FY2017 Actual

99%

47%

68%

• 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.

City of Coral Springs, Florida

163

Revenues and Expenditures by Program and Category

City Attorney Revenues: City Attorney Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$35,124 $35,124

$28,413 $28,413

$30,000 $30,000

$0 $0

0.00% 0.00%

Expenditures: Program Summary City Attorney Total

$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%

Summary By Category Personal Benefits Other Expenses Litigation Total

$618,720 221,012 140,124 2,293 $982,149

$668,552 233,633 149,296 3,980 $1,055,461

$648,601 234,107 189,942 554 $1,073,204

$704,537 243,867 195,933 554 $1,144,891

$55,936 9,760 5,991 0 $71,687

8.62% 4.17% 3.15% 0.00% 6.68%

5.75

0.00

0.0%

FTE's

General Insurance Fund Revenues: Transfers Interest Income Recoveries Total

FY 2016 Actual

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%

Expenses: Program Summary Workers' Compensation Property Casualty Total

$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%

Summary By Category Personal Benefits Other Expenses Total

$114,463 2,026,985 2,365,323 $4,506,771

$127,190 937,347 2,774,318 $3,838,855

$131,034 1,074,995 3,241,741 $4,447,770

$134,485 1,153,323 3,547,707 $4,835,515

$3,451 78,328 305,966 $387,745

2.63% 7.29% 9.44% 8.72%

2.50

0.00

0.0%

FTE's

Performance Measures City Attorney Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2016 FY2017 Measure: Goal Actual Goal Actual 1) Preparation of Legislation (resolutions, ordinance, 99% 99% 99% 99% orders) within 10 workdays of request when accompanied by backup material 2) Number of days lost from on the job injuries per 100 49 95.85 49 51 employees 3) Percentage of subrogation eligible dollars recovered 47% 66% 47% 68%

164

Fiscal Year 2019 Annual Budget

FY2018 Goal

FY2019 Goal

99%

47%

City Commission

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

City Commission Expenditures: Program Summary City Commission Total Summary By Category Personal Benefits Other Expenses Total FTE's

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%

City of Coral Springs, Florida

165

City Manager’s Office

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

166

Fiscal Year 2019 Annual Budget

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.

New Initiatives Responsible City Government Hiring of Grant Consultant

Prepare Strategic Plan, annual Business Plan, Annual Budget document, and Capital Improvement Program.

Open Smart City- Strategic Planning Online Plattform

• Produce the City’s Business Plan, Budget document and Capital Improvement Program.

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 Measurement 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

Event Management Process (ongoing) Education Grants (ongoing) Downtown Becoming Vibrant Innovate Downtown

Communicate public information in an effective, creative manner.

Design Guidelines for Downtown

• 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.

Development Agreement for the Cornerstone project Growing Local Economy

• Provide multimedia, video and photographic support, and produce public service announcements and programming for use by the broadcast media.

Economic Development Strategic Plan Venture Lab and/or Co-working Space Downtown

• Develop and manage the City’s social media accounts and websites, including coralsprings.org and playcoralsprings.org. • 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.

Residential Realtor’s Event

• Manage the concept, creation, planning and execution of Downtown Coral Springs events.

Corporate Park Improvements (ongoing)

• Oversee the City’s economic development marketing effort.

Economic Development Marketing – Website Redesign (ongoing)

City Clerk

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.

Coral Springs Regional Chamber Business Academy (ongoing) Premier Community in South Florida

• Inform citizenry of public hearings by advertising pursuant to Florida law. Provide public notice for approximately 350 public meetings annually.

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.

City of Coral Springs, Florida

167

• 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%

26.50

27.50

25.50

(2.00)

-7.3%

FTE's

168

Fiscal Year 2019 Annual Budget

Performance Measures Budget and Strategy Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2016 FY2017 Measure: Goal Actual Goal Actual 1) Internal customer satisfaction rating 95% 94% 95% 99% 2) Facilitate or support cross-functional process 2 5 2 3 improvement teams # per year 3) Grant measures (new beginning FY2018) : Grant applications submitted 39 18 — — Grants awarded 9 10 Active grants worked during fiscal year 63 37 Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Efficiency FY2016 FY2017 Measure: Goal Actual Goal Actual 4) Receive the GFOA Distinguished Budget Presentation Yes Yes Yes Yes award 5) Payroll regular salaries adopted budget versus actual, ±2% 1.7% ±2% 0.4% net of policy changes 6) Produce monthly financial statements within seven Yes Yes Yes Yes business days of period close

Communications and Marketing Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2016 FY2017 Measure: Goal Actual Goal Actual 1) Customer satisfaction with communications (Internal 94% 100% 95% 98% Survey) 2) Awareness of Coral Springs magazine by new residents — — 85% 87% (Resident Survey) 3) Number of followers on City Facebook 7,785 10,657 9,300 17,161 4) Number of new promotional/informational campaigns 60 131 60 99 produced for social media and City TV

City Clerk's Office Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2016 FY2017 Measure: Goal Actual Goal Actual 1) Percentage of agenda packages completed and 95% 100% 95% 100% distributed at least 5 days prior to the next City Commission meeting 2) Number of hours of staff time per meeting spent 4 hours 2 hours 4 hours 2 hours preparing summary minutes

City of Coral Springs, Florida

FY2018 Goal 95%

FY2019 Goal 95%

20 11 40

FY2018 Goal

FY2019 Goal

Yes

±2%

Yes

FY2018 Goal

FY2019 Goal

95%

—

85%

20,000

22,000

FY2018 Goal

FY2019 Goal

95%

4 hours

169

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).

Development Services

170

Fiscal Year 2019 Annual Budget

Development Services (continued) Responsibly implement local state and federal regulations (CDBG, HLMP, HOME, SHIP opportunities). • 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. Code Compliance

City of Coral Springs, Florida

171

Development Services (continued) 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. • Coordinate and implement innovative programs on code compliance issues in conjunction with other agencies and departments.

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

• Administer registration and inspection programs for properties to enhance property values and neighborhood safety.

Wireless Telecommunications Master Plan

• Provide friendly and accurate service within the newly established One Stop Shop.

Cultural Facilities Grant for Museum Renovations (ongoing)

• 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.

CDBG Action Plan (ongoing)

Promote voluntary compliance through collaboration with property owners, property managers/associations, residents, business owners, and neighborhoods. • Responsibly perform over 30,000 business and property inspections. • Identify and provide creative options for challenging properties. • Support volunteer Code Rangers partnered with Code Compliance Officers and administrative staff. • Educate the public on the amended sign ordinance incorporating Federal regulations. • Process 3,500 lien inquiries.

Traffic Management with Public Works (ongoing) Growing Local Economy Building Permit Fee Study (ongoing) Code Compliance Operational Review and Training (ongoing) Premier Community in South Florida Historic Preservation Interactive OnLine Mapping (ongoing)

• 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.

172

Fiscal Year 2019 Annual Budget

Revenues and Expenditures by Program and Category Development Services Revenues: Community Development Building Code Compliance* Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$168,947 3,060,949 6,557,259 $9,787,155

$137,976 3,960,013 5,820,284 $9,918,273

$105,000 2,924,963 3,648,471 $6,678,434

$105,000 2,984,836 3,223,795 $6,313,631

$0 59,873 (424,676) ($364,803)

0.00% 2.05% -11.64% -5.46%

$508,200 1,033,219

$538,295 1,093,960

$570,328 1,381,823

$581,236 1,323,304

10,908.00 (58,519)

1.91% -4.23%

2,593,561 2,049,327 $6,184,307

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 $6,184,307

$3,912,865 1,763,231 610,745 5,911 4,991 $6,297,743

$4,401,637 1,841,992 659,943 163,323 0 $7,066,895

$4,418,282 1,863,045 812,634 1,300 16,677 $7,111,938

$16,645 21,053 (112,308) (162,023) 16,677 $45,043

0.38% 1.14% -14.08% -99.20% 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 Total FTE's

City of Coral Springs, Florida

173

Performance Measures Development Services Community Development Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2017 FY2016 Measure: Goal Actual Goal Actual 1) Department customer satisfaction rating (composite)

95%

99%

Strategic Goal: Growing Local Economy - Increased Business Investment and Jobs Measurement Type: Efficiency FY2016 Measure: Goal Actual 2) Cycle time for small permits by the Zoning Division 2 days 1 day (Building Plan Review) 3) Cycle time for sign permits by the Zoning Division 2 days 1.5 days (Building Plan Review)

95%

Goal

98%

FY2017 Actual

FY2018 Goal

FY2019 Goal

95%

FY2018 Goal

FY2019 Goal

2 days

1.9 days

2 days

1.5 days

2 days

4) Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee)

8 days

8.25 days

8 days

8.3 days

8 days

5) Average number of days from the receipt of the resident's application for rehabilitation assistance to application approval

45 days

29 days

45 days

38 days

45 days

Strategic Goal: Premier Community in South Florida - The Place for Families to Live in Great Neighborhoods Measurement Type: Efficiency FY2016 FY2017 Measure: Goal Actual Goal Actual 6) Timeliness ratio of CDBG spending: annual CDBG 1.50 1.7 1.50 1.48 allocation available by July 31

FY2018 Goal

FY2019 Goal

1.50

7) Number of trees planted within the City 8) Number of formal and informal neighborhood partnerships each year

1,000

2,155

1,000

3,195

1,000

FY2018 Goal 95%

FY2019 Goal 95%

Building Strategic Goal: Growing Local Economy - Increased Business Investment and Jobs Measurement Type: Effectiveness FY2016 Measure: Goal Actual 1) Requested inspections completed within one day 95% 100% 2) Percent of plan reviews completed within 15 working 90% 94% days 3) QTRAC Data (Wait Times) (new beginning FY2019) — — 4) "Building" Records Requests (new beginning FY2019) — —

Goal 95%

FY2017 Actual 100%

90%

96%

90%

— —

TBD TBD

FY2018 Goal

FY2019 Goal

75%

—

87%

Code Compliance Strategic Goal: Premier Community in South Florida - The Place for Families to Live in Great Neighborhoods Measurement Type: Effectiveness FY2017 FY2016 Measure: Goal Actual Goal Actual 1) Percent of code cases brought into voluntary compliance 75% 77.6% 75% 79.9% prior to administrative/judicial process 2) Percent of survey respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Resident — — 85% 84% Survey) 3) Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods (Business Survey) 87% 95% — —

174

Fiscal Year 2019 Annual Budget

Financial Services

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

Administration (1701) / 6

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

City of Coral Springs, Florida

Central Stores Coordinator Purchasing Assistant (3)

175

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

176

Fiscal Year 2019 Annual Budget

Performance Measures Financial Services Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2017 FY2016 Measure: Goal Actual Goal Actual 1) Internal customer satisfaction rating (Financial Services 94% 97% 94% 98% Internal Survey) 2) Percentage of purchase requisitions under $10,000 88% 87% 88% 80% processed within 24 hours 3) Receive the GFOA Certificate of Achievement for Yes Yes Yes Yes Excellence in Financial Reporting award Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Efficiency FY2017 FY2016 Measure: Goal Actual Goal Actual 4) Water billings past due more than 180 days as 3% 1% 3% 1% percentage of outstanding bills 5) Number of repeat items in management letters prepared 0 0 0 0 by the City's external auditors 90% 96% 90% 96% 6) Percentage of invoices paid within 30 days 7) Out of stock level of the total inventory at Central Stores

2.5%

1.9%

City of Coral Springs, Florida

2.5%

1.3%

FY2018 Goal

FY2019 Goal

94%

88%

Yes

FY2018 Goal

FY2019 Goal

90%

95%

2.5%

177

Fire/EMS

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.

178

Fiscal Year 2019 Annual Budget

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.

New Initiatives Premier Community in South Florida

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.

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.

City of Coral Springs, Florida

179

180

Fiscal Year 2019 Annual Budget

(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

Fire/EMS

(f)Position split 62% Fire-Inspection Div. 4901; 38% EMS Div. 4702

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 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 Inspection 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 Non-Departmental Interfund Transfers Debt Service EMS-General Fund Personal Benefits Other Expenses Capital Sub-Total Total FTE's Fire EMS Total FTE's

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

$10,889,888 5,501,352 3,003,992 39,206 15,511 6,749 0 1,851,114 $21,307,812

$11,722,065 5,719,224 2,891,534 43,214 15,524 49,040 0 0 $20,440,601

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

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

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

12.30% 5.46% 18.60% 0.00% -82.83% 577.65%

$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

$2,614,211 1,751 0 $2,615,962

$172,000 0 0 $172,000

7.04% 0.00%

$23,080,082

$23,046,295

$24,432,105

$27,026,274

$2,594,169

10.62%

$660,323 124,786 12,475,770 1,765,812 1,346,289 255,282 282,860 2,294,420 2,102,269 $21,307,811

$708,232 128,031 13,348,163 1,864,694 1,345,531 466,542 282,860 320,450 2,092,522 $20,557,025

$742,893 158,593 13,904,319 2,143,226 1,530,060 609,800 282,860 356,520 2,259,872 $21,988,143

$924,846 162,127 14,947,755 2,729,026 1,626,381 829,930 404,852 380,786 2,404,609 $24,410,312

$181,953 3,534 1,043,436 585,800 96,321 220,130 121,992 24,266 144,737 $2,422,169

24.49% 2.23% 7.50% 27.33% 6.30% 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 2,102,269 2,294,420 282,860 $21,307,811

10,413,069.00 3,681,869 1,435,019 0 1,864,693 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 2,259,872 356,520 282,860 $21,988,143

$11,114,845 4,727,001 1,819,263 829,930 2,729,026 2,404,609 380,786 404,852 $24,410,312

$595,307 632,225 97,712 220,130 585,800 144,737 24,266 121,992 $2,422,169

5.66% 15.44% 5.68% 36.10% 27.33% 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%

City of Coral Springs, Florida

11.02%

7.04%

181

Performance Measures Fire/EMS Strategic Goal: A Premier Community in South Florida - The Place for Families to Live in Great Neighborhoods Measurement Type: Efficiency FY2016 FY2017 Measure: Goal Actual Goal Actual 1) Maintain Fire Rescue quality standards: —Response time of eight minutes or less for 90% of all 90% 97% 90% 97% emergency Fire/EMS calls —A minimum of fourteen firefighters on scene within ten 90% 98% 90% 100% minutes 90% of time for all structural fires Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2016 FY2017 Measure: Goal Actual Goal Actual 2) Provide inspection report to customer within 12 days N/A N/A 95% 98% from date of inspection (revised FY 2017) 3) Perform annual fire inspections on all commercial 6,400 6,069 6,400 5,890 properties and applicable multi-family residential units 4) Provide public education programs to residents ages 5-8

FY2018 Goal

FY2019 Goal

90%

95%

90%

FY2018 Goal

FY2019 Goal

90%

6,400

4,000

6,761

4,000

8,210

4,000

7 4 50 1

6 5 50 3

7 4 50 1

7 6 101 3

7 7 50 4

7 6 70 6

—

95%

99%

—

95%

99%

100%

—

90%

—

8) Maintain Citizen Emergency Response Team (CERT) force

100

135

100

9) Maintain Fire Explorers program participation

5) Provide a minimum number of classes at the Fire Academy: —Florida Firefighter Minimum Standards classes —EMT classes —Specialty classes —Paramedic class 6) Percentage of customers who are satisfied with the quality of the Fire Department (Resident Survey) 7) Percentage of customers who are satisfied with the quality of the emergency paramedics (Business Survey)

182

Fiscal Year 2019 Annual Budget

Human Resources

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.

City of Coral Springs, Florida

183

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. • 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.

Responsible City Government Improving Human Resources Service Quality Comprehensive Compensation Study 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

184

Fiscal Year 2019 Annual Budget

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

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%

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

$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%

Summary By Category Personal Benefits Other Expenses Total

$141,541 11,979,346 1,938,690 $14,059,577

$208,845 11,859,191 1,997,333 $14,065,369

$196,799 12,591,319 2,085,630 $14,873,748

$204,367 12,793,409 2,227,204 $15,224,980

$7,568 202,090 141,574 $351,232

3.85% 1.60% 6.79% 2.36%

1.50

2.25

0.00

0.0%

FTE's

City of Coral Springs, Florida

185

Performance measures Human Resources Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2016 FY2017 Measure: Goal Actual Goal Actual 1) Percentage of employees who agree with the statement “I 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 who are satisfied with the OnBoarding process with the City (new beginning FY2019) 7) Percentage of employees who are satisfied with Learning Culture 8) Percentage of employees satisfied with the Culture of Inclusiveness/Belonging (new beginning FY2019)

FY2019 Goal

92%

94%

90%

93%

90%

88%

90%

89%

90%

85%

90%

93%

90%

94%

90%

88%

90%

88%

90%

—

85%

—

85%

90%

92%

90%

93%

90%

—

85%

FY2018 Goal 95% 95%

FY2019 Goal 95% 95%

Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Efficiency FY2016 FY2017 Measure: Goal Actual Goal Actual transitioned 87% 95% 95% 9) Respond to customer requests within 2 days to new app —and complete service request within 7 business days* 91% 95% 95%

186

FY2018 Goal

Fiscal Year 2019 Annual Budget

Information Technology

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

City of Coral Springs, Florida

187

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..

188

Fiscal Year 2019 Annual Budget

Performance Measures Information Technology Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Workload FY2016 FY2017 Measure: Goal Actual Goal Actual 8

1) Number of IT Development Projects implemented in accordance with Cityâ&#x20AC;&#x2122;s Business Plan and IT Work Program

FY2018 Goal

FY2019 Goal

FY2018 Goal

FY2019 Goal

95%

99.5%

98%

99%

Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2016 FY2017 Measure: Goal Actual Goal Actual 2) Customer satisfaction rating from survey of Information 95% 99% 95% 99% Technology 3) Meet service level agreement regarding network 99.5% 100.0% 99.5% 100% availability 4) Meet service level agreement regarding application 98% 99.9% 98% 99.9% availability 5) Meet service level agreement regarding server 99% 99.9% 99% 99.9% availability

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

City of Coral Springs, Florida

189

Parks and Recreation

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.

190

Fiscal Year 2019 Annual Budget

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.

New Initiatives City Investment in Today and Future

Negotiate and administer contracts of third-party contractors providing a variety of services to facility customers.

Mullins Park Playground Replacement Light Fixture Replaceent- 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.

25 Meter Pool Linear Upgrade Maintain and Protect City Trees (ongoing)

• Accommodate over 4,000,000 park visitors to all sites. • Accommodate 500,000 Aquatic Complex participants and visitors.

Premier Community in South Florida

• Host 118,000 tennis players.

Additional Senior Programming (ongoing)

Transportation Provide community and senior bus service.

City of Coral Springs, Florida

191

Parks and Recreation

(Department/Division Number) / Number of FTEs (Full-Time Equivalent)

192

Fiscal Year 2019 Annual Budget

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

$438,126 28,862 129,187 344,387 $940,562

$118,124 284 1,277 (10,454) $109,231

36.91% 0.99% 1.00% -2.95% 13.14%

$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

$4,464,157

($148,955)

-3.23%

Parks Cypress Park Mullins Park North Community Park Neighborhood Parks Beautification Landscape Irrigation Environmentally Sensitive Land Sub-Total

$1,157,598 1,444,224 770,280 1,547,886 1,114,248 1,350,848 594,097 217,481 $8,196,662

$1,258,518 1,641,141 814,503 1,538,554 1,204,958 1,470,166 614,049 225,376 $8,767,265

$1,444,389 1,580,326 974,550 1,848,672 648,627 813,177 670,481 241,595 $8,221,817

$1,454,631 1,628,550 1,157,222 1,784,679 568,438 505,239 679,422 263,711 $8,041,892

$10,242 48,224 182,672 (63,993) (80,189) (307,938) 8,941 22,116 ($179,925)

0.71% 3.05% 18.74% -3.46% -12.36% -37.87% 1.33% 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

Total Expenditures

City of Coral Springs, Florida

193

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%

Recreation Personal Benefits Other Expenses Capital Sub-Total

$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%

Sportsplex/Tennis 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%

Total Expenditures

$14,239,689

$14,869,591

$14,810,228

$14,989,105

$178,877

1.21%

Expenditures - All Divisions Summary By Category Personal Benefits Other Expenses Capital Total Expenditures

$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

69.00 8.00 12.00 16.00 105.00

(4.00) 0.00 3.00 0.00 (1.00)

-5.48% 0.00% 33.33% 0.00% -0.94%

FTE's Parks Recreation Sportsplex/Tennis Aquatic Services Total FTE's

194

Fiscal Year 2019 Annual Budget

Performance Measures Parks and Recreation Parks Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2017 FY2016 Measure: Goal Actual Goal Actual 1) Quality service rating for appearance of — — 95% 92% recreation/athletic facilities (Resident Survey) 2) Customer service rating for parks and recreation staff — — 95% 94% (Resident Survey) 3) Safety rating of City parks (Resident Survey) — — 90% 91%

FY2018 Goal

FY2019 Goal

—

95%

—

95%

—

90%

FY2018 Goal

FY2019 Goal

95%

Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Efficiency FY2017 FY2016 Measure: Goal Actual Goal Actual 2) Cost recovery ratio for the Recreation Division 60% 66% 60% 58%

FY2018 Goal 60%

FY2019 Goal 60%

Strategic Goal: City Investment in Today and Future - Upgrades City Infrastructure, Facilities, and Parks Measurement Type: Demand FY2017 FY2016 Measure: Goal Actual Goal Actual — — — — 3) Number of Senior Classes (new beginning FY2019)

FY2018 Goal —

FY2019 Goal 1,250

Recreation Strategic Goal: City Investment in Today and Future - Upgrades City Infrastructure, Facilities, and Parks Measurement Type: Effectiveness FY2017 FY2016 Measure: Goal Actual Goal Actual 1) Customer service rating of summer recreation program

98%

99%

Sportsplex Strategic Goal: Growing Local Economy - Increased Business Investment and Jobs Measurement Type: Effectiveness FY2016 Measure: Goal Actual 1) Sports Commission: Number of room nights 3,600 3,454

95%

97%

FY2017 Goal Actual 3,600 2,060

FY2018 Goal 3,600

FY2019 Goal 3,000

Tennis Strategic Goal: City Investment in Today and Future - Upgrades City Infrastructure, Facilities, and Parks Measurement Type: Effectiveness FY2016 FY2017 Measure: Goal Actual Goal Actual

FY2018 Goal

FY2019 Goal

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

90% 30%

95% 21%

90% 30%

94% 15%

90% 30%

—

86%

90%

87%

90%

City of Coral Springs, Florida

195

Performance Measures Aquatics Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) The combined cost recovery for the Aquatic Services —Aquatic Complex —Aquatic Services Division Strategic Priority: An Active, Healthy Community Measurement Type: Demand Measure: 2) Increase members and reduce member turnover: —Aquatic Complex membership —Aquatic Complex membership turnover —Cypress Pool average daily pool usage —Mullins Pool average daily pool usage Strategic Priority: An Innovative, High-Performing Measurement Type: Effectiveness Measure: 3) Maintain customer service ratings: —Aquatic facility —Cypress Park Pool —Mullins Park Pool

FY2015 Goal Actual

Goal

65% 50%

65% 60%

84% 72%

FY2016 Actual 79% 65%

FY2015 Goal Actual

Goal

5,000 49% 250 120

4,000 49% 250 120

4,863 39% 253 N/A

FY2015 Goal Actual

Goal

92% 92% 92%

N/A N/A N/A

FY2016 Actual 4,782 41% 255 130

FY2016 Actual 92% 92% 92%

Goal

FY2017 Actual

65% 60%

Goal

78% 60%

FY2017 Actual

4,000 50% 250 120

Goal 90% 90% 90%

4,087 42% 48 64

FY2017 Actual 97% 95% 97%

FY2018 Goal 65% 60%

FY2018 Goal 4,000 50% 250 120

FY2018 Goal 90% 90% 90%

Sportsplex Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) Revenue generated from Sportsplex concessionaires

FY2015 Goal Actual $230K $198K

FY2016 Goal Actual $226K $227K

FY2017 Goal Actual $226K $211K

FY2018 Goal $226K

FY2015 Goal Actual 4,000 3,404

FY2016 Goal Actual 3,600 3,454

FY2017 Goal Actual 3,600 2,060

FY2018 Goal 3,600

FY2015 Goal Actual 50% 55% $288K $300K

FY2016 Goal Actual 50% 51% $275K $309K

FY2017 Goal Actual 50% 48% $275K $272K

FY2018 Goal 50% $275K

FY2015 Goal Actual 90% 94% 30% 19%

Goal 90% 30%

FY2017 Actual 94% 15%

FY2018 Goal 90% 30%

Strategic Priority: A Thriving Business Community Measurement Type: Effectiveness Measure: 2) Sports Commission: Number of room nights Tennis Strategic Priority: An Innovative, High-Performing Measurement Type: Efficiency Measure: 1) Combined cost recovery ratio 2) Tennis lesson revenue Strategic Priority: An Active, Healthy Community Measurement Type: Effectiveness Measure: 3) Maintain customer service ratings at the Tennis Center 4) Membership turnover at the Tennis Center 5) Customer service rating for court maintenance at the Tennis Center 6) Number of tennis special events 7) Number of tennis teams

196

FY2016 Actual 95% 21%

Goal 90% 30%

90%

78%

—

86%

90%

87%

90%

25 60

36 93

30 60

42 89

30 60

52 100

30 60

Fiscal Year 2019 Annual Budget

City of Coral Springs, Florida

197

Police

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

198

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

199

Revenues and Expenditures by Program and Category Police Revenues: Office of the Chief Off-Duty Detail Total

FY 2016 Actual

FY 2017 Actuals

$2,105,780 435,242 $2,541,022

$2,370,370 525,086 $2,895,456

FY 2018 Budget $2,426,019 452,033 $2,878,052

FY 2019 Budget $2,639,282 502,033 $3,141,315

$ Change from FY18 Budget $213,263 50,000 $263,263

% Change from FY18 Budget 8.79% 11.06% 9.15%

Expenditures: Program Summary Administration 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%

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%

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 Traffic Unit Sub-Total

Sub-Total Operations Total Summary By Category Personal Benefits Other Expenses Capital Total Positions FTE's

200

$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 Strategic Goal: Premier Commuity in South Florida - The Place for Families to Live in Great Neighborhoods Measurement Type: Effectiveness FY2017 FY2016 Goal Actual Goal Actual Measure: 1) Police Department's overall quality rating (Resident — — 95% 95% Survey) 2) Percentage of residents who feel that Coral Springs has remained as safe or become a safer place to live — — 75% 78% (Resident Survey) 2016 2015 3) Average Police response time (from time of call to arrival) 4:55 4:44 5:00 3:50 2016 2015 4) Stabilize the burglary rate at a 0% increase adjusted for population (Source: Uniform Crime Report) 0% -14.0% 0% -36.5% 2016 2015 5) Maintain 0% increase in crime rate as adjusted for population (Source: Uniform Crime Report) 0% 0% 0% -4.8% 2016 2015 6) Clearance rate for crimes (Source: Uniform Crime Report) 30% 35.7% 30% 32% 2016 2015 7) Reduce or maintain percent change in number of 0% 17.5% 0% 11.9% robberies (Source: Uniform Crime Report) 2016 2015 8) Traffic crashes per 1,000 citizens 31 33 31 32 9) Number of high school students that are awarded safe 200 304 200 401 driving certificates at graduation

Strategic Goal: Downtown Becoming Vibrant - Creating a Sense of Place and a Destination Measurement Type: Effectiveness FY2017 FY2016 Measure: Goal Actual Goal Actual 92% 96% — — 10) Satisfaction rating by businesses (Business Survey) 11) Safety rating by businesses (Business Survey) 92% 96% — —

City of Coral Springs, Florida

FY2018 Goal

FY2019 Goal

—

95%

—

75%

2017 5:00 2017 0% 2017 0% 2017 30% 2017

2017 31

200

FY2018 Goal 92% 92%

FY2019 Goal — —

201

Public Works

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

202

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.

Stormwater 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

203

Revenues and Expenditures by Program and Category Public Works Revenues: Administrative Services Streets Total

FY 2016 Actual

FY 2017 Actuals

FY 2018 Budget

FY 2019 Budget

$ Change from FY18 Budget

% Change from FY18 Budget

188,087 49,777 $237,864

250,517 60,258 $310,775

$318,200 49,777 $367,977

$28,222 72,777 $100,999

($289,978) 23,000 ($266,978)

-91.13% 46.21% -72.55%

$273,054 41,157 $314,211

$273,082 44,957 $318,039

$411,736 217,453 $629,189

$388,853 54,738 $443,591

Engineering Streets Facilities Management Total

284,579 $3,560,063 774,508 $4,933,361

225,987 $3,867,592 741,963 $5,153,581

145,346 $5,525,252 1,157,890 $7,457,677

238,276 $5,777,571 1,288,824 $7,748,262

(22,883) (162,715) ($185,598) $0 92,930 252,319.00 130,934 $290,585

-5.56% -74.83% -29.50% n/a 63.94% 4.57% 11.31% 3.90%

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%

Expenditures: Program Summary Administrative Services Solid Waste Recycling Sub-Total

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

204

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 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%

FY 2019 Budget

$ Change from FY18 Budget

-41.56% -5.65%

% Change from FY18 Budget

$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

0.0%

City of Coral Springs, Florida

205

Performance Measures Public Works Strategic Goal: Responsible City Government - Financially Sound City providing exceptional services Measurement Type: Effectiveness FY2016 FY2017 Measure: Goal Actual Goal Actual 1) Department’s overall quality service rating (Resident — — 90% 89% Survey) 2) City Hall internal customer satisfaction rating for 90% 100% 90% 99% janitorial services 3) Availability rate of all vehicles/equipment for all departments 94% 96% 94% 95% 4) Facilities routine work orders completed within 15 working days 90% of the time 90% 99% 90% 98% Strategic Goal: Premier Commuity in South Florida - The Place for Families to Live in Great Neighborhoods Measurement Type: Workload FY2016 FY2017 Measure: Goal Actual Goal Actual 5) Pot hole repair response time 1 day 1 day 2 days 1 day 6) Complete litter removal of 159 miles of road rights-of5 days 5.9 days 5 days 12.9 days way in five working days 7) Storm drains cleaned per year 15,000 18,007 14,000 15,131 — 1,155 — 1,418 8) Fire hydrants serviced (revised for FY 2018) 9) Miles of street sweeping per year to meet NPDES 850 1,151 1,000 1,330 standards Strategic Goal: City Investment in Today and Future - Upgrades City Infrastructure, Facilities, and Parks Measurement Type: Workload FY2016 FY2017 Measure: Goal Actual Goal Actual 10) Length of sanitary sewer pipe rehabilitated (lining) — — — —

(new beginning FY2018)

11) Service valves per year 12) Percent of "unaccounted for" water

206

1,000 <10%

1,200 6.12%

Fiscal Year 2019 Annual Budget

1,000 <10%

1,004 9.31%

FY2018 Goal

FY2019 Goal

—

90%

93%

94%

90%

FY2018 Goal 2 days

FY2019 Goal 2 days

10 days

5 days

12,000 1,155

1,000

FY2018 Goal

FY2019 Goal

8,000 LF

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

207

208

Fiscal Year 2019 Annual Budget

ANNUAL BUDGE T CITY OF CORAL SPRINGS, FLORIDA 9500 West Sample Road Coral Springs, Florida 33065 CoralSprings.org â&#x20AC;¢ 954-344-1000