FY 2020 Proposed Business Plan

BUSINESS PLAN FISCAL YEAR 2020

PROPOSED

To:

The Honorable Mayor and City Commissioners

From:

Michael Goodrum, City Manager

Subject:

City Commission Business Planning Workshop

Date:

July 24, 2019

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.

The City of Coral Springs continues to make intentional, proactive, and strategic steps to strengthen the financial position while increasing transparency, innovation, and operating efficiencies citywide. Throughout the year, informative discussions and community surveys with residents and employees provided valuable feedback. Guidance from the Commission through Strategic Planning sessions, Budget Workshops, Budget Briefings, and Budget Adjustments have built the enhanced service levels in the development of the FY 2020 budget.

Strategic Plan for the Future The City is committed to financial integrity and long-term sustainability. It is my pleasure to submit the City of Coral Springs Proposed Business Plan to build the Budget for Fiscal Year 2020; beginning October 1, 2019 and ending September 30, 2020. 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 2020 Business Plan contains numerous tangible initiatives the City will undertake to move it closer to its vision of serving with excellence, innovation and integrity.

The strategic goals were established by the Commission during several workshops last fiscal year and continue to guide the organization. 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:

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

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

The City is working diligently to attract new businesses, diversify the tax base, and increase property values of our community.

We welcome Costco, Athletica Health and Fitness, Young Chefs Academy, Air Adventure Park, John the Baker, Wild Fork, Aldora Aluminum and Glass, Grace Roofing, Emser Tile and Decimal Engineering. 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.

Impact of Maintaining the Current Millage Rate in 2020 We are proposing a balanced budget for Fiscal Year 2020 using a millage rate of $5.8732. Although this millage rate is the same millage rate as the FY 2018 and FY 2019 millage rate, it must be advertised as a tax increase because it is higher than the rolledback rate of $5.6004 mills.

The FY 2020 budget includes the following public safety enhancements for staffing and equipment, infrastructure and drainage upgrades, innovative projects that lead to operational efficiency, grant opportunities, and investing in our future: •

Enhancing staffing levels in Public Safety

•

Adding 3 Firefighter/Paramedics and converting 1 Part time to Full time position of Training Coordinator for increased Coral Springs Regional Institute of Public Safety American Heart Association training classes

•

Converting a Part Time to Full Time position of Community Involvement Liaison in the Police Department

•

Adding Public Safety equipment for field use and health and wellness of staff

•

Replacing Fire Station 64 & expanding Fire Academy

•

Converting 7 grass fields to turf fields and adding 4 pickleball courts to our park system

•

Adding a Splash Pad and continuing to refresh our parks and maintenance plans

•

Addressing aging drainage infrastructure through funding a Stormwater Assessment Program

•

Developing an updated Economic Development Strategic Plan

•

Increasing funding for median maintenance and landscape improvements

•

Addressing IT Infrastructure Growth

•

Implementing an Enterprise Resource Planning (ERP) system

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Enhancing grant research by adding a Part time Grant Writer and implementing a grant management software to access additional grant opportunities

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Continuing our commitment to attracting and retaining a well-qualified, highly regarded workforce while setting up an employee clinic which will help minimize the rising cost of health care

Additional points from the FY 2020 budget to highlight include: •

Replenish reserves from Hurricane Irma.

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The Debt Service millage rate will slightly decrease from $0.2652 to $0.2534.

•

The Water rates will increase 3.5% per the 2013 Water and Wastewater Study, which equates to approximately $2.40 per month for the average single-family homeowner.

•

The residential Solid Waste Assessment will increase by $30.00, from $260.00 to $290.00.

•

The Single-Family Fire Assessment will increase by $28, from $200 to $228.

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The Multi-Family Fire Assessment will increase by $13, from $215 to $228.

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The Commercial Fire Assessment will increase by $0.19, from $26.10 to $26.29 per sq ft.

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The Industrial/Warehouse Fire Assessment will decrease by $1.00, from $3.64 to $2.64 per sq ft.

•

The Institutional Fire Assessment will increase by $21.23, from $31.87 to $53.10 per sq ft.

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 community survey conducted in the Spring of 2019, 94% of the residents surveyed in the 2019 community survey rated the City’s customer services as “very good” or “good” and found 95% of the business surveyed in 2018 were satisfied with the service provided by City employees.

Acknowledgements The development of this year’s Proposed Budget has taken a great deal of time, energy, and hard work from Department Directors, their dedicated staff and the Budget and Strategy Department. I would 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 live our vision of serving with excellence, innovation and integrity. We are deeply grateful for their dedication, commitment and ability to deliver quality services to our community.

Respectfully Submitted,

Michael Goodrum City Manager

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Fiscal Year 2020 Business Plan

The City of Coral Springs

Business Plan Fiscal Year 2020 Serving with Excellence, Innovation and Integrity

City Commission Mayor Scott Brook Vice Mayor Joy Carter Commissioner Larry Vignola Commissioner Joshua Simmons Commissioner Shawn Cerra Business Planning Team Catherine Givens, Director of Budget and Strategy Vannelys Rivera, Budget Business Partner Laurie Bishara, Budget Business Partner Tyler Kohrt, Senior Financial Analyst Ronald Gomez, Financial Business Analyst Kristin Holowicki, Grant Coordinator Marissa Williams, Budget Analyst Carlos Campos, Budget Analyst Ana Fernรกndez, Principal Office Assistant

Senior Management Team Michael Goodrum, City Manager John Hearn, City Attorney Melissa Heller, Deputy City Manager Horace McHugh, Deputy City Manager Robert Curnow, Assistant City Manager/Chief Innovation Officer Frank Babinec, Fire Chief/Assistant City Manager Catherine Givens, Director of Budget and Strategy Debra Thomas, City Clerk Liz Kolodney, Director of Communications & Marketing Susan Hess Krisman, Director of Development Services Kristi Bartlett, Director of Economic Development Kim Moskowitz, Director of Financial Services Dale Pazdra, Director of Human Resources Stephen Dyer, Director of Information Technology Rick Engle, Director of Parks and Recreation Clyde Parry, Chief of Police Richard Michaud, Director of Public Works

Proposed July 24, 2019

Cover design by Christine Parkinson Jahrsdoerfer

City of Coral Springs, Florida

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Table of Contents Introduction ........................................................................................................................................................................9 Market Environment ..................................................................................................................................................... 10 Overview................................................................................................................................................................... 10 Real Estate Trends .................................................................................................................................................. 11 Economic Development ..................................................................................................................................... 12 Downtown Coral Springs .................................................................................................................................... 13 Technology .............................................................................................................................................................. 14 Legislative Issues.................................................................................................................................................... 15 Workforce Analysis ................................................................................................................................................ 16 Emerging Issues ..................................................................................................................................................... 17 Environmental Scan ...................................................................................................................................................... 21 Demographic Trends ............................................................................................................................................ 21 Customer Requirements Analysis ............................................................................................................................ 24 Overview................................................................................................................................................................... 24 Residential Survey Summary............................................................................................................................. 24 Business Survey Summary ................................................................................................................................. 29 Service and Operations Strategy .............................................................................................................................. 35 Responsible City government ................................................................................................................................... 36 New Initiatives ........................................................................................................................................................ 36 Hiring of Part-Time Grant Writer .............................................................................................................. 36 Grant Research and Management Software ....................................................................................... 36 Membership for US Conference of Mayors.......................................................................................... 36 Federal Lobbyist ............................................................................................................................................ 36 Health and Wellness Equipment ............................................................................................................. 36 Census 2020 Outreach ................................................................................................................................ 37 American with Disabilities Act (ADA) Compliance Support Strategy ........................................ 37 Professional Certifications ......................................................................................................................... 37 IT Specialized Technical Training ............................................................................................................ 37 Fellowship/ Summer Interns ..................................................................................................................... 38 GIS Consulting Services ............................................................................................................................ 38 ESRI Enterprise Advantage Program (EEAP) ........................................................................................ 38 Emergency Services Leadership Institute ............................................................................................ 38 Employee Health Clinic ............................................................................................................................... 38 Well Being Strategy ...................................................................................................................................... 39 Public Education Enhancement .............................................................................................................. 39 Cyber Security Insurance ........................................................................................................................... 39 Senior Programming (Enhancement).................................................................................................... 39 Disaster Recovery Site ................................................................................................................................. 39 Civil Engineer.................................................................................................................................................. 40 Fire Department 50th .................................................................................................................................. 40 Online Performance Management System ......................................................................................... 40 City Security Improvements...................................................................................................................... 40 Ongoing Initiatives................................................................................................................................................ 41 Hiring of Grant Consultant (2019-2020) ............................................................................................... 41 Open Smart City- Strategic Planning Online Platform (2019-2020) ........................................... 41 Linkedin Learning Subscriptions (2019-2020).................................................................................... 41 Virtual Slice of the Springs Meeting (2017-2020) .............................................................................. 41 Innovation Incentive Recognition Program (2019-2020) ............................................................... 42 City Investment in Today and Future ...................................................................................................................... 43 New Initiatives ........................................................................................................................................................ 43 Park Summit Left Turn Lane ...................................................................................................................... 43 Pickleball Courts ........................................................................................................................................... 43 Bus Shelter Solar Powered Fans ............................................................................................................... 43 Turf Fields......................................................................................................................................................... 44

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Fiscal Year 2020 Business Plan

Splash Pad ....................................................................................................................................................... 44 Curbing on Sample ...................................................................................................................................... 44 Landscape Operation Enhancement ..................................................................................................... 44 Ongoing Initiatives................................................................................................................................................ 44 Facilities/ Streets Cityworks Software (2019-2020)........................................................................... 44 Landscape Improvement of Arterial Roads (2019-2020) ................................................................ 45 New Shop Equipment ................................................................................................................................. 45 Roadway Resurfacing (2001-2020) ......................................................................................................... 45 Maintain and Protect City Trees (2017-2020) ...................................................................................... 45 CDBG Action Plan (2018-2020) ................................................................................................................ 46 Traffic Signal Intersection: Coral Ridge Drive and NW 41st Street (2019-2020) ..................... 47 Traffic Management (2010-2020) ............................................................................................................ 47 Downtown Becoming Vibrant ................................................................................................................................... 50 New Initiatives ........................................................................................................................................................ 50 Implementation of Economic Development Customer Relationship Management ........... 50 Form Village Square Plan with Developer............................................................................................ 50 Infrastructure Improvements in Downtown ....................................................................................... 50 Continue City Outreach on Business Retention, Expansion and Attraction ............................ 51 Develop Retail Strategy .............................................................................................................................. 51 Ongoing Initiatives................................................................................................................................................ 51 Sample Road Master Parking Comprehensive Plan (2019-2020) ................................................ 51 Design Guidelines for Downtown (2019-2020).................................................................................. 51 Development Agreement for the Cornerstone Project (2019-2020) ......................................... 51 Innovate Downtown (2018-2020) ........................................................................................................... 51 Growing local economy ............................................................................................................................................... 52 New Initiatives ........................................................................................................................................................ 52 Implement a DNS, DHCP, and IP (DDI) Management Tool ............................................................. 52 User Cyber Awareness Training................................................................................................................ 52 Ongoing Initiatives................................................................................................................................................ 52 Retention of Marketing Firm (2019-2020)............................................................................................ 52 Economic Development Strategic Plan Implementation (2019-2020) ..................................... 52 Venture Lab and/or co-working space downtown (2019-2020).................................................. 53 Quarterly Economic Development Reports (2019-2020) ............................................................... 53 Corporate Park Improvements (2017-2020)........................................................................................ 53 Economic Development Marketing and Branding (2016-2020) .................................................. 53 Coral Springs Regional Chamber Business Academy (2017-2020) ............................................. 53 Premier Community in South Florida ..................................................................................................................... 54 New Initiatives ........................................................................................................................................................ 54 Body Worn Cameras and In-Car LPR ...................................................................................................... 54 Educational Guides for Residents and Businesses ............................................................................ 54 Additional (3) Firefighter/ Paramedics .................................................................................................. 54 Training Center Coordinator Office Assistant Part-time to Full-time ......................................... 55 Community Involvement Liaison Part-time to Full-time ................................................................ 55 Rapid Intervention Team Bags ................................................................................................................. 55 Civil Unrest Team (CUTS) ............................................................................................................................ 55 Emergency Operations Center Upgrades ............................................................................................ 55 Ongoing Initiatives................................................................................................................................................ 56 Police Hire Incentive (2019-2020) ........................................................................................................... 56 Historic Preservation (2019-2020)........................................................................................................... 56 Summer Breakspot Program (2017-2020)............................................................................................ 56 Community Paramedic Program (2015-2020) .................................................................................... 57 Enterprise Software (2013-2020)............................................................................................................. 57 FEMA Appeals Consultant (2018-2020) ................................................................................................ 57 Drowning Prevention/Water Safety (2007-2020) .............................................................................. 58

City of Coral Springs, Florida

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Tables and Illustrations Market Environment Total Taxable Assessed Values ........................................................................................................................... 11 Population age ....................................................................................................................................................... 21 Population trends .................................................................................................................................................. 21 Growing Hispanic Population ........................................................................................................................... 22 Place of birth ........................................................................................................................................................... 22 Language spoken at home ................................................................................................................................ 22 Income ....................................................................................................................................................................... 23 Population below poverty level ....................................................................................................................... 23 Survey respondents by general location ...................................................................................................... 24 City Communications Rating Comparison ................................................................................................... 25 Coral Springs as a place to live & raise children .......................................................................................... 27 Overall ratings of customer service................................................................................................................. 29 Overall perceptions of Coral Springs .............................................................................................................. 30 Overall Business Atmosphere Rating ............................................................................................................. 31 Reasons Businesses Decide to Locate Here ................................................................................................. 31 Ratings of City Property Taxes Compared to Other Communities ..................................................... 32 Best Ways for the City to Communicate with Businesses ....................................................................... 32 Ratings of City Property Taxes........................................................................................................................... 33 Service and Operations Strategy City of Coral Springs’ Business Model............................................................................................................. 35 2019-2021 Short Range Transportation improvement plan .................................................................. 48 2040 Long Range Development of Regional Impact Transportation improvement plan .......... 49 Summary of Fiscal Year 2020 Initiatives ......................................................................................................... 59 City-wide scorecard .............................................................................................................................................. 61 Fiscal Year 2019 Departmental Scorecards Summary .............................................................................. 62 Summary of Fiscal Year 2019 Initiative Updates ......................................................................................... 65

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Fiscal Year 2020 Business Plan

Introduction The Strategy Behind the Plan The Business Plan outlines how City resources will be applied within our five Strategic Goal areas to achieve the objectives determined by the Strategic Plan. This Business Plan represents the second year in the current strategic planning process. Our strategic planning delivers a mission and a set of strategic goals that provide vision and direction for the City. While it has evolved over the years, true to the spirit of continuous improvement, it is still the linchpin in linking our day-to-day activities with the mission that we aspire to achieve. We often say the Business Plan gives “feet” to our priorities and Key Performance Indicators, as well as establishes a structure for resource allocation.

With the strategic goals set and appropriate outcomes identified, the operations of the City are reviewed and redeployed to bring the strategic vision to life. Specific initiatives are developed in response to the priorities identified in the Strategic Plan.

This Business Plan is an outgrowth of the strategic priorities, capturing the City’s vision in a specific, directed, and quantifiable form.

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

Direct customer feedback is solicited through surveys, focus groups, and town meetings (Slice of the Springs), which becomes the basis for the Commission’s strategic planning.

Our Service and Operations Strategy is organized by strategic goal to document the steps we are taking to achieve the intended outcomes for each of the goal areas. Key Performance Indicators, set by the Commission, are the measurable results we intend to achieve.

Data Analysis

Citizen Input Strategic Plan Policy Business Plan

Operations

Budget Output to Citizens

City of Coral Springs, Florida

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Market Environment Overview The Florida economy has shown growth over the past six years, however, the economy shows signs of slowing from a previously more rapid pace of growth. Even with a cooling in growth, Florida’s economy continues to post numbers above the national average Gross Domestic Product, the Unemployment Rate, Personal Income and Population Growth.

Due to population playing a large role in local governmental funding, the City must take precaution of a slowing population and the long term impacts.

The City’s financial status remains positive as seen through the high investment grade “AAA” bond rating with Fitch and Standard & Poor’s, and Aa1 rating with Moody’s rating agency.

In the current housing market, sellers of single-family homes and condos in Coral Springs continue to enjoy a strong market where the single-family homes market value increased 7% and condos increased 6.5%. As of now the City shows sustained growth in the commercial sector with new businesses such as Air Adventure, Outback Steakhouse, WAWA and Athletica Health and Fitness among others occupying the existing commercial space. The Economic Development Office (EDO) highly impacts the growth of the City’s local economic goal and focuses on the efforts of business expansion, retention, redevelopment, workforce development as well as improving the local business climate. In April 2019, the City embarked on a development strategic plan developing a road map of establishing a sustainable economic and diverse commercial tax base.

The City of Coral Springs and the Coral Springs Community Redevelopment Agency (CRA) work together on establishing a vibrant and sustainable downtown in which businesses, inhabitants as well as visitors can work, live, shop and entertain.

Through its commercial enhancement program, the CRA encourages existing tenants and building owners to improve the building’s aesthetics and safety throughout the building.

The City faces both new and old challenges and issues that influence our capacity to give the citizens the level of service we strive to provide. With concentration on controlling expenses to ensure a sustainable future, the City will continue to focus on areas such as the increasing cost of technology, attracting and retaining the City’s workforce, employee wellbeing programs and mental health support. The City continues to rely on our planning process to determine the most efficient available resources, identify priorities, and then allocate our resources accordingly. The City’s revamped Strategic Plan for years 20182023-2033 provide for where we are today, where we will be in 5 years, and a vision for what to look for in 15 years.

In the Fiscal Year 2020 Business Plan, outlined here are the market conditions and trends impacting the City of Coral Springs.

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Fiscal Year 2020 Business Plan

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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%.

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Source: July 1, 2019, 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.

Housing Market Healthy • Single-family home sellers enjoy a strong maket. Data for May 2019 shows the average sales price in Coral Springs remains very high at 98% of the listing price, with a median 26 days on the market (Miami Association of Realtors, June 2019).

• Broward County has seen a 14% increase in active listings of single-family homes from May 2018 to May 2019; the inventory for condos increased by 11.6% (Miami Association of Realtors, June 2019).

• Median sales prices in Coral Springs in May 2019 were $420,000 for single-family homes and $147,000 for condos, an increase of 7% and 6.5% from a year ago, respectively. In Broward County, median sales prices of single-family homes reached $370,000 in May 2019, an increase of 2.7% from the previous year. The median sales price of condos in Broward County was $180,000, an increase of 9% from the previous year (Miami Association of Realtors, June 2019).

• The number of foreclosures since 2010 remained at a 91% decrease; roughly 500 in May 2019 which is down from a peak of 5,500 in May 2010 (CoreLogic, June 2019). The number of cases in all phases of foreclosure (lis pendens, oral judgments, REOs) is slightly declining.

Commercial Sector Shows Sustained Growth • Cruise Planners relocated to the recently renovated University Place office building. Its modern, fun workspace houses over 125 employees. The Bristol Group invested significant capital into the building and continues to recruit new tenants.

• Other new businesses absorbing existing commercial space include Athletica Health and Fitness, Young Chefs Academy, Air Adventure Park, John the Baker, Wild Fork, Outback Steakhouse, Petco and Costco.

• Developers are also investing within the 442-acre Corporate Park of Coral Springs. Exeter Group Property continues its multimillion 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.

• The Corporate Park welcomed Aldora Aluminum and Glass, Grace Roofing, Emser Tile and Decimal Engineering and saw existing businesses Comfort Medical, D’Agostino Roofing, First Data and KB Electronics grow.

• Business development continues to grow with 367 new business tax receipts issued during the first three quarters of FY2019.

City of Coral Springs, Florida

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Economic Development The Economic Development Office directly impacts the City’s Growing Local Economy Strategic Goal. The City embarked on an economic development strategic planning process in April 2019 to create a road map for the creation of sustainable economic opportunity. The EDO continues to focus its efforts on business retention and expansion, redevelopment, workforce development and enhancing the local business climate.

Business Retention, Expansion and Attraction (BRE) • Created robust BRE program to reach out to local companies to discuss business climate and resources.

Met with over 80 companies since FY19 began.

• Approved Project Rockefeller for the QTI incentive and will bring 135 net new jobs to the city.

• Presented the 2019 Business Excellence Awards on March 20, 2019 to six companies. Categories were created this year to provide the program with parameters. Marketing and Communications created a video for the winners and the event.

• Successfully retained Air Sponge, a local air filter manufacturer in danger of moving out of the city due to losing its leased space in the industrial park.

• Sponsor of the Coral Springs Regional Chamber of Commerce Biz Academy from October 2018 to April 2019 providing seminars to the local business community on topics including social media, customer loyalty, branding and cybersecurity.

• Implemented a CRM system for tracking and reporting of economic development activities.

• Provided support and assistance to developers, contractors, and business owners. Serve as a liaison with City departments, County and State agencies.

• Moved to the final round for an EDA grant for stormwater improvements in the industrial park.

• Applied to the Florida Job Growth Grant Fund for additional improvements to the industrial park including signage, landscaping and roads.

Social Media, Marketing and Branding • Engaging on Facebook, Twitter and Instagram including documenting BRE activities on social media and tagging appropriate businesses and partner organizations. Increased posts and followers on all platforms significantly. In FY18, the EDO had increased its social media followers from 184 to 260 (41%). In Q1-Q3 FY2019, the EDO increased its social media followers from 260 to 820 (215%). There were 42 social media posts in FY 2018 and 132 in Q1-Q3 of FY2019 (an 214% increase).

• Created a video and campaign for the 2019 Florida Economic Development Week in February to engage the Commission as well as local businesses. The video was an educational piece on the impact of local economic development.

• Website improvements include new photos added (actual Coral Springs businesses) with updated content and data.

• Sponsor of the 2019 IEDC Leadership Conference in Fort Lauderdale and 2019 FEDC Annual Conference in Palm Coast to network with peers and partner agencies and stay abreast of industry changes.

Economic Development Strategic Plan The City is working with Camoin Associates as the consultants for the six-month process. The scope of work includes in-depth analysis of existing zoning and codes as well as targeted industries and existing industry base. The plan will also identify opportunities for growth and suggestions for economic development branding.

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Fiscal Year 2020 Business Plan

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. Efforts include redevelopment opportunities and programs to enhance the downtown.

Events In an effort to bring more residents and visitors to the downtown, the CRA hosts several events.

Sunset Yoga is held every Saturday at the Art Walk.

Innovate Downtown, held in March, celebrated its second year and featured presentations by “Creators “in a Shark Tank-like pitch competition. A seasonal Farmers Market takes place on Sundays from 9-1 p.m. at the Art Walk from November to April.

CRA Commercial Enhancement Grant Program The Commercial Enhancement Grant Program was implemented to encourage existing building owners and tenants located within a section of the CRA to improve the aesthetics of commercial buildings and enhance safety in the rear of the buildings.

For approved projects, the program will pay for 50% of the hard costs for the improvements. Commercial buildings may receive up to $20,000. Signs, painting, awnings/canopies, exterior windows/doors/storefronts, lighting, landscaping, enclosures are allowable projects. Eden Sample LLC and Santa Barbara Paints took advantage of the program in FY19.

Downtown Mixed-Use Zoning District The Downtown Mixed-Use (DT-MU) Zoning District was established in January 2018 to create a zoning framework that requires all new development within the District to be pedestrian-friendly and mixed-use with an emphasis on the creation of places with an identity to transform Downtown Coral Springs. This mirrors downtown redevelopment trends and allows the City to be more economically competitive and attractive to a diverse demographic.

Downtown Urban Design Guidelines The City Commission approved new guidelines within the CRA in March 2019. They are intended to supplement the standards in the DT-MU and foster a pattern/form of development consistent with the City’s and Community’s shared vision for the future of Downtown Coral Springs. The guidelines include but are not limited to architecture such as Art Deco and South Florida Contemporary as well as wall, window, awning and other signage.

Wayfinding Signs The Commission approved a sign design package in March 2019 to allow for directional signage downtown. The aesthetically pleasing signage will be installed in 2019 and 2020. The signs will direct pedestrians and vehicular traffic to City Hall, the Art Walk, public parking and Broward Health in addition to other downtown facilities.

New Landscaping The CRA has removed the existing landscaping along Sample Road from Coral Hills Drive to 99th and will replace it with new landscaping that is native and more attractive.

Sample Road Lighting Replacement Broward County is replacing the existing light poles in the CRA with new, LED lights to improve visibility and enhance the safety of the area.

Redevelopment Opportunities The Financial Plaza building is scheduled to be demolished by December 2019 and replaced with a new mixed-use development.

Cornerstone at Downtown Coral Springs includes approximately 350 residential units, restaurants, office space, entertainment and retail. Village Square, on the Northwest corner of Sample and University, is slated for a mixed-use development as well.

City of Coral Springs, Florida

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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 City’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 City’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. 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 has completed the Request for Proposal process and is currently in negotiations with Tyler Technology for a new Enterprise Resource Planning (ERP) system. Combining 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 workflow 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. The addition of the OneStop Shop to City Hall now provides a single location for citizens and contractors to interact with staff regarding Building Permits, Code Compliance, Business License, Planning Zoning, and Utility Billing needs. The Community Development software, TRAKiT, provides an additional toolset for our employees in the OneStop Shop to assist the citizens as efficiently as possible.

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.

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Fiscal Year 2020 Business Plan

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, and now utilize eTRAKiT, which provides the ability to access all Development services.

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.

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 upgrade to the infrastructure of the dispatch center that services all of fire and police. This upgrade brings our dispatch center up to the latest technology available, ensuring stability and reliability. In addition, IT implemented the Fireworks software to help firefighter’s better plan for and respond to events.

Geospatial Integration GIS (Geographic Information System) is a framework to organize, communicate and understand the science of our world.

Rooted in the science of geography, GIS integrates many types of data. It analyzes spatial location and organizes layers of information into visualizations using maps and 3D scenes. With this unique capability, GIS reveals deeper insights into data, such as patterns, relationships, and situations-helping users make smarter decisions. The City is involved in an extended process to review and optimize the City’s geospatial data, upgrade the GIS server and client software and expand the use of GIS technology within the organization. A review of current business applications and procedures will move forward to make utility maintenance, community development, dispatch operations and EOC activities easily accessible, transparent and customer focused. Attention is focused on optimizing the access and use of geospatial data by integrating it into business applications and processes.

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 2019-2020 budget, a host of special local funding requests were submitted to State legislators and the City of Coral Springs was no exception, submitting over $7.5 million in appropriations requests for special projects. The final adopted pre-veto budget totaled approximately $91.3 billion. One of the nine 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.

School Safety Pointing to recommendations by a commission created after last year’s mass shooting at Marjory Stoneman Douglas High School, lawmakers passed a wide-ranging bill designed to bolster school safety. The bill included issues such as improving mental-health services, but almost all of the debate focused on a controversial provision that would expand the school “guardian” program to allow armed classroom teachers.

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Workforce Analysis The following issues will be the focus of the City’s Human Resource Department in Fiscal Year 2020.

Attracting and Retaining the City’s Workforce Our City has benefited from high levels of employee engagement and very low turnover for the last few decades. Many staff who joined Coral Springs at our peak growth in the early 1990s have remained with the City and built a lasting career. During the next five (5) years, it is anticipated that a large number of employees will make the decision to retire. In preparation for the inevitable organizational change, Human Resources is developing a new compensation and talent management strategy to attract our future workforce and support internal promotion/transfer opportunities. Turnover can result in new opportunities for others to advance within the organization and our Leadership Development Program is a key component to prepare our employees for professional growth. The Human Resources department will also recommend new workplace policies that address topics such flexible work arrangements and family friendly programs to further retain top talent in the organization.

Delivering Wellbeing Programs including Mental Health Support The City recognizes the significant role that mental well-being plays in the overall health of its employees. With behavioral health issues accounting for a large amount of the health plan claims and increased rates of depression and other behavioral health issues, programming must support the evolving needs of the workforce. The tragedy at Marjory Stoneman Douglas affected all City employees as well as the entire community. We recognize the need to support employees that will continue to experience the effects of such trauma in the days, months and even years after the incident. The City’s mental well-being programming includes access to free confidential onsite health coaching, no copays associated with behavioral health care, peer support programs, and free weekly yoga, meditation and fitness classes. The HR department will continue to develop meaningful programs to support a healthy workforce.

Maximizing Workforce Productivity and Embracing Innovation In 2019, the City introduced INNOVATION as one of our new core values. This new value will gain momentum in the year ahead as we encourage employees to submit their ideas for process or service improvements. All innovative ideas are submitted to an employee led review panel, and once evaluated, select projects are recommended for immediate funding. Additionally,

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Fiscal Year 2020 Business Plan

employees who successfully implement an innovative project are recognized for their efforts. Soon the City will invest in a new Enterprise Resource Platform (ERP) that will dramatically improve internal operations and enable greater workforce productivity. The use of contemporary tools and technology in the workplace will require employees to adapt and evolve which in the long term will produce increased productivity. Our overall service delivery model will improve with greater workflow capabilities, self-service options and process transparency. To support the use of emerging technology within our organization; employees will continue to have access to our self-directed learning platform. Continuous learning will continue to be a top priority for employees and will help grow our collective knowledge base.

Emerging Issues The following issues may affect our ability to provide the level and type of service our customers expect.

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.

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. The 2020 Census will be the second attempt to move away from paper in follow-up operations as the original plan for the 2010 Census was to use custom handheld devices for follow-up with non-responders. City staff has already begun working on this effort by ensuring addresses are accurate for the upcoming Census.

Medical Marijuana On November 8, 2016, Florida voters approved amendment 2 to Florida Constitution which calls for legalizing medical marijuana for individuals with specific debilitating diseases or conditions as determined by a licensed state physician. It is also designed to require the Department of Health to register and regulate marijuana production and distribution centers. At the direction of the commission, staff brought forward an Ordinance repealing Ordinance 2017-124 and creating regulations permitting medical marijuana dispensing facilities within the city. Ordinance 2019-104 repeals Ordinance 2017-124 in its entirety and amends multiple Sections of Chapter 25 of the Land Development Code pertaining to Pharmacies, Medical Marijuana Dispensing Facilities, Medical Marijuana Processing Facilities, and Medical Marijuana Cultivation Facilities.

Cybersecurity In recent years, cybersecurity has become the number one priority for state and local governments. Cyber-attacks continue to evolve in scope and sophistication. By 2020, according to the leading research and advisory company Gartner, a quarter of identified enterprise attacks will involve internet-connected devices. Lack of expertise, visibility and control, limited budgets, outdated/aging infrastructure, legacy systems and spending priorities are big factors causing state and local municipalities to fall victim to cyber-attacks. To combat the evolving cyber-threats facing government entities today, local governments must ensure they have an integrated approach to cybersecurity, tailored to address the broad scope of security needs. IT departments are focused like never before on comprehensive protection keeping their networks and data secure.

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Occupational Cancer Legislation The Florida Senate voted unanimously Tuesday to entitle firefighters to cancer coverage as part of doing their jobs. SB426 establishes cancer as an occupational hazard tied to firefighting granting certain benefits to a firefighter upon receiving a diagnosis of cancer if certain conditions are met. SB426 also requires an employer to make certain disability payments to a firefighter in the event of a total and permanent disability, to provide for death benefits to a firefighter’s beneficiary if a firefighter dies as a result of cancer or cancer treatments, and to adjust the allocation of funds to provide line-of-duty death benefits for members in the investment plan of the Florida Retirement System.

Regionalization of Dispatch Since February 14, 2018, the Cities of Parkland and Coral Springs, along with the Coral Springs-Parkland Fire Department, Broward Sheriff’s Office, the Coral Springs Police Department and the Broward County Office of Regional Communications and Technology, have worked together to improve communications and interoperability between agencies in the northwest section of Broward County. There has been much discussion of regionalization, having all dispatch in Broward County under one umbrella of service, or even in one location. The fact is, in Broward County interoperability is a far better solution and a practiced method used by public safety nationwide. In the event one system fails, the standing dispatch center may continue operating. Interoperability simply means that agencies can communicate with one another via radio and Computer Aided Dispatch (CAD) systems. Improvements have been made between ORCAT, BSO, and Coral Springs to ensure effective interoperability.

The City of Coral Springs is in the final stages of selecting the best options for making the CADs between the Coral Springs PSAP and the Regional PSAP fully interoperable. The options that have been explored thus far include interfacing the two current CADs together or purchasing a new Motorola P1 CAD for the Coral Springs PSAP and then linking the two CADs. The Cities of Parkland and Coral Springs, along with the Coral Springs-Parkland Fire Department, Broward Sheriff’s Office, the Coral Springs Police Department and the Broward County Office of Regional Communications and Technology, continue to work together to ensure the highest level of service possible is provided to the communities for which we are responsible.

Interaction with Other Agencies Local governments are finding the need to coordinate with external stakeholders through an intergovernmental liaison in order to enhance communication and partnership with other local agencies, county organizations and state representatives, as well as a variety of external partners. The goal is to foster a better understanding of programs, policies, rules and decisions, facilitate a better exchange of information and communication and promote cooperation and coordination amongst agencies.

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Fiscal Year 2020 Business Plan

City of Coral Springs, Florida

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Fiscal Year 2020 Business Plan

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 (44%) 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

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 10-year period.

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Growing Hispanic Population • Coral Springs has a Majority Minority population, according to the 2012-2016 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).

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.

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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 2012-2016 ACS. ϭϬϬй

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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.

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Fiscal Year 2020 Business Plan

Income • Residents’ Median Household Income is 28% higher than the County and 22% higher than the U.S. • Residents’ Median Family Income is 18% higher than the County and 9% higher than the U.S. $90,000

$77,629

$80,000

$70,768 $70,000

$65,596

$60,000

$54,895

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.

$70,850

$57,652

$50,000 $40,000 $30,000

Coral Springs

Broward County

United States

Coral Springs

Broward County

United States

$20,000 $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%).

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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) has a direct impact on this population.

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City of Coral Springs, Florida

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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, SWOC analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers views.

Residential Survey Summary Purpose and Methodology ETC Institute administered surveys to residents in the City of Coral Springs during February and March of 2019. The purpose of the surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community.

A seven-page survey was mailed to a random sample of households in the City of Coral Springs. Approximately seven days after the surveys were mailed, residents who received the survey were contacted by phone. Those who indicated that they had not returned the survey were given the option of completing it by phone or over the Internet (www.CoralSpringsSurvey. org). A total of 1,246 completed surveys. The results for the random sample of 1,246 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 (mail vs. online vs. phone).

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. 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.

Survey respondents by general location

Source: ETC Institute Coral Springs Resident Satisfaction Survey

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Fiscal Year 2020 Business Plan

Overall Satisfaction:

Major Findings The major City services that were rated best include: the quality of fire services (90%), the quality of emergency medical services (89%), the quality of police services (86%), and the quality of City parks and recreation programs (81%). Residents were least satisfied with Code Compliance Division (53%).

Areas in need of greater emphasis over the next two years The major City services that residents thought should be emphasized most over the next two years were: (1) maintaining the quality of neighborhoods in the City, (2) police services, (3) parks and recreation programs, and (4) the code compliance division.

“The City of Coral Springs in once again setting the standard with regard to the overall quality of City services.”

72% of residents surveyed are satisfied with the overall quality of services compared to a national average of 50% and a Florida average of 49%.

Public Safety Response Time Satisfaction Comparison

Public Safety The public safety services that were rated best included: how quickly EMS personnel respond to emergencies (85%), how quickly fire personnel respond to emergencies (81%), and how quickly police respond to emergencies (81%). Residents were least satisfied with police social media outreach (54%).

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) patrolling in the city.

Parks and Recreation Services The areas of parks and recreation that were rated best included: the maintenance and appearance of City parks (85%), outdoor athletic facilities/fields (84%), and Coral Springs aquatic/pool facilities (77%). Residents were least satisfied with the City senior center (47%). The parks and recreation services that residents thought were most important to emphasize over the next two years were: (1) the maintenance and appearance of City parks, (2) availability of information about recreation programs, and (3) the quality of recreation programs for youth.

Public Works/Utilities The areas of infrastructure/maintenance that were rated best included: bulk trash pick-up (79%), curbside recycling services (78%), residential trash collection services (76%), yard waste collection services (75%), and condition of major streets (74%).

Residents were least satisfied with bike lane availability on major streets (48%). The areas of maintenance that residents thought were most important to emphasize over the next two years were: (1) the condition of major City streets, (2) the adequacy of City street lighting on major streets, and (3) the condition of neighborhood.

City Communications Seventy-four percent (74%) 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; 68% were satisfied with the City’s website (CoralSprings.org), and 65% were satisfied with the availability of information about City services.

City Communications Rating Comparison

Customer Service At least two-thirds of residents were satisfied with all five areas of customer service that were rated. The areas that were rated the best included: the courteousness of City staff (80%), the accuracy of the information received from staff (73%), and how easy the City was to contact (72% ).

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How Coral Springs Compares to Other Communities Overall Satisfaction The City of Coral Springs is once again setting the standard with regard to the overall quality of City services. Seventy-two percent (72%) 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 50% and a Florida average of 49%.

Satisfaction with Specific Areas Service Coral Springs Aquatic/Pool Facilities Public Works Condition of major City streets Customer service by City employees Bulk trash pickup service Quality of services provided by the City Condition on of neighborhood streets Condition/appearance of medians Availability of information about City services City efforts to prevent crimes Parks & recreation How quickly police responds to emergencies As a place to live Outdoor athletic facilities/fields Police services How well your issue are handled City communication with residents How easy they were to contact Maintenance & appearance of City parks City efforts to keep you informed on local issues Enforcement of exterior maintenance of residential prop.

Sidewalk maintenance in your neighborhood Adequacy of City street lighting of major streets As a City that is moving in the right direction As a place to raise children How well the City is planning for the future Litter collection on City streets Quality of recreation programs for youth As a place to work Courteousness of City staff How quickly they responded to your request Yardwaste collection services Emergency Medical Services (EMS) Curbside recycling services City's website: CoralSprings.org Enforcement of exterior maintenance of commercial prop.

Accuracy of the information you received Fire services Frequency that Police officers patrol your neighborhood Value for City taxes and fees How quickly EMS personnel respond to emergencies Overall aesthetics of the City Enforcement of local traffic laws Hazardous waste drop-off Residential trash collection services Quality of recreation programs for adults Quality of life How quickly fire personnel respond to emergencies Code Compliance Walking and biking paths in the City City's social media outreach Fire prevention/education programs provided by the City As a place to retire

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Coral Springs 77% 72% 74% 71% 79% 72% 69% 73% 65% 73% 81% 81% 87% 84% 86% 67% 63% 73% 85% 60% 57% 56% 70% 65% 83% 60% 73% 73% 64% 80% 69% 76% 89% 78% 68% 58% 72% 90% 65% 44% 85% 67% 67% 67% 76% 54% 75% 81% 53% 57% 52% 59% 52%

Fiscal Year 2020 Business Plan

U.S . Average 35% 41% 48% 45% 53% 50% 48% 52% 45% 54% 63% 64% 70% 68% 70% 51% 48% 58% 70% 45% 42% 41% 56% 51% 70% 47% 61% 61% 53% 69% 60% 67% 81% 70% 60% 51% 65% 83% 59% 38% 79% 63% 64% 64% 75% 54% 75% 82% 54% 59% 55% 65% 58%

Difference 42% 31% 26% 26% 26% 22% 21% 21% 20% 19% 18% 17% 17% 16% 16% 16% 15% 15% 15% 15% 15% 15% 14% 14% 13% 13% 12% 12% 11% 11% 9% 9% 8% 8% 8% 7% 7% 7% 6% 6% 6% 4% 3% 3% 1% 0% 0% -1% -1% -2% -3% -6% -6%

Coral Springs rates above the U.S. Average in 45 of the 53 areas that were assessed on the survey. Coral Springs is setting the standard for service delivery in 22 areas (rating 15% or more above the national average). Below are the comparisons areas:

Coral Springs as a place to live & raise children

Other Findings • Eighty-six percent (86%) of residents feel Coral Springs is an “excellent” or “good” place to live; only 4% gave a rating of ”below average” or “poor”. Eighty-three percent (83%) feel Coral Springs is an “excellent” or “good” place to raise children; only 6% gave a rating of “below average” or “poor”.

• Ninety-two percent (92%) of residents feel safe walking alone in their neighborhood during the day; 89% feel safe in business areas during the day, and 82% feel safe walking alone in their neighborhood in general.

• Sixty-nine percent (69%) of residents were “very satisfied” or “satisfied” with the quality of downtown events; only 7% were “dissatisfied” or “very dissatisfied”.

• The most frequently mentioned ways that residents get information about the City were: the City website (50%), Coral Springs Forum Newspaper (45%), and social media generated by the City (37%).

• Eighty percent (80%) of residents reported they read the Coral Springs’ magazine “all the time” or “sometimes”; 17% reported they read the magazine “seldom” or “never” and 3% did not know.

• The City services or facilities that were used most often were: MyCoralSprings on website, CoralSprings.org (46%), the Coral Springs Center for the Performing Arts (40%), Police services (32%), and City Hall in the Mall (29%).

• The top four reasons residents indicated they originally made the decision to move to Coral Springs were: the nice neighborhoods (65%), housing (53%), the quality education system (51%) and the location (51%).

• Fifty-one percent (51%) 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 21% were “dissatisfied” or “very dissatisfied”.

• Nearly half (43%) of residents felt they had a good understanding of the important issues facing the City of Coral Springs; 30% did not, and 27% did not know.

• Sixty-six percent (64%) of residents think the City of Coral Springs is continually improving as a place to live; 20% disagreed, and 16% did not know.

Efforts to maintain quality neighborhoods

Opportunities for Improvement In order to help the City identify opportunities for improvement, ETC Institute conducted a 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 big 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 ratings. Based on the results of the Importance-Satisfaction Priorities Analysis, ETC Institute recommends the following: • Efforts to maintain quality neighborhoods • Code Compliance Division

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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 listed below: • Public Safety: City efforts to prevent crimes and patrolling in the City • Parks and Recreation: quality of recreation programs for seniors and the availability of information about recreation programs • Maintenance: drainage maintenance in neighborhoods and condition of major City streets

Trends: Significant Increases and Decrease from last Survey in 2017 The significant increases and decreases among all of the items that were assessed from 2017 to 2019 on the survey are listed below (ratings of 3, 4 or 5 on a 5-point scale); changes of 3% or more were considered significant. The significant increases from 2017 to 2019 are listed below:

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Service Area

2019

2017

Difference

Frequency that police officers patrol neighborhood Police Department Records Request Emergency Medical Services Public Works and Utilities Hazardous waste drop-off Bulk trash pick up Fire services City Hall Reception/Information Desk Value for City taxes & fees Walking and biking paths in the City Community bus service City senior center How well City is planning for future City communication with residents Senior bus service Enforcement of exterior maintenance of commercial prop.

Overall aesthetics of the City City Clerk's Records Request As a place to retire City efforts maintaining quality of neighborhoods

87% 92% 99% 93% 93% 91% 100% 96% 76% 82% 89% 87% 88% 89% 85% 82% 86% 91% 78% 81%

75% 87% 94% 89% 90% 88% 97% 93% 84% 87% 93% 91% 91% 92% 88% 85% 89% 94% 81% 84%

12% 5% 5% 4% 3% 3% 3% 3% -8% -5% -4% -4% -3% -3% -3% -3% -3% -3% -3% -3%

Fiscal Year 2020 Business Plan

Business Survey Summary

Business Survey: Bottom line up front

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.

Perceptions of the City are very positive and continue to improve 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

Major Findings

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

Overall Satisfaction with City Services Thirty-nine percent (39%) of the businesses surveyed felt the quality of City services was higher than their expectations; more than half (55%) of the businesses surveyed felt the quality of City services was meeting their expectations and only 6% felt the quality of City services was below their expectations.

Satisfaction with Specific City Services, Departments, or Programs

Eighty-two percent (82%) or more of the businesses surveyed were “satisfied” or “neutral” with all 16 of the City services, departments or programs assessed on the survey.

The City services, departments, or programs that businesses were most satisfied with, based upon the combined percent of businesses who were “very satisfied,” “satisfied” or “neutral” were:

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

• Emergency Paramedics (100%) • Fire Inspection (97%) • Police Department (96%) • Building Inspections (92%) • Building Division Call Canter (92%) Satisfaction with City Customer Service 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.”

Overall ratings of customer service

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%

City of Coral Springs, Florida

40%

60%

80%

Customer service ratings remain very high

100%

29

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:

Overall perceptions of Coral Springs

• Police Department (45%) • Fire Inspection (28%) • Emergency Paramedics (24%) Overall Perceptions of the City Businesses were asked to indicate how satisfied they were with various items that may influence their perceptions of the City. The items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were:

Overall image of the City

45%

Overall quality of life

46%

Overall feeling of safety

35%

Quality of public education

35%

13%

11%

42%

18%

43%

38%

Quality of new development in the City

40%

35%

24%

• Overall quality of life (99%) • Overall image of the City (98%) • Overall feeling of safety (97%)

Very Satisfied (5)

Satisfied (4)

35% Neutral (3)

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: • Telecommunications/utilities/other infrastructure (93%) • Low crime rate (92%) • Ease of travel by car on major City streets (92%) • Overall image of the City (90%) • Access to Sawgrass Expressway (89%) • Attitude of local government toward business (88%)

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Fiscal Year 2020 Business Plan

Reasons Business Will Stay in Coral Springs for the Next 10 Years The top reasons businesses indicated that they would stay in Coral Springs for the next 10 years were: • Low crime rate (37%)

Reasons Businesses Decide to Locate Here Low crime rate

• Ease of travel by car on major City streets (33%)

Overall image of the City Attitude of local government toward business

• Overall image of the City (26%)

Extremely Important (5) Very Important (4)

Access to Sawgrass Expressway

Likelihood of Recommending the City as a Business Location

Important (3)

Telecommunications/utilities/other infrastructure Proximity of important businesses

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.

Level of taxation Quality of schools

0%

20%

40%

60%

80% 100%

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 was the same compared to two years ago but felt it was “good,�

6% felt it was the same compared to two years ago but that it was “poor� and 5% felt it was “worse� compared to two years ago(does not equal 100% due to rounding).

Overall Business Atmosphere Rating 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,â€? “goodâ€? or “averageâ€? responses, were: • Productivity of the workforce (91%)

9%

Significantly higher than your expectations

11% 14%

8%

27% 30% 32%

Higher than your expectations 18%

53% 50%

Expectations met

60%

2016 68%

2014

2%

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

5% 4% 6%

Below your expectations Significantly below your expectations

2012 2008

2%

1% 1% 1%

96%

94% 96% 94%

Total: Higher/Meeting Expectations

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Communication Best Ways for the City to Communicate with Businesses

Use of the City’s Website Forty-eight percent (48%) of the businesses surveyed indicated their organization had used the City’s website, 45% of businesses had not used the City’s website and 7% did not remember.

Satisfaction with Various Communication Services The communication related services that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses, were: • City’s website: www.CoralSprings.org (97%) • Under the Sun magazine (96%)

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

58% 53% 29% 21% 19% 13% 9%

Email and Direct Mail are the preferred methods of communication with the City

5% 4% 4% 4%

0%

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 How Property Taxes Compare to Surrounding Communities Thirty-two percent (32%) of businesses felt the City’s property taxes were “about the same” compared to surrounding communities; 38% felt property taxes were higher compared to surrounding communities, 2% felt they were lower and 28% did not know.

Ratings of City Property Taxes Compared to Other Communities

36% 37%

About the same

45% 25%

35%

2016

33%

Higher

29%

2014

43%

2012

3%

4% 6% 4%

Lower

2008 26% 26%

Don't know/ Not sure

21% 29%

0%

32

10%

20%

30%

Fiscal Year 2020 Business Plan

40%

50%

Ratings of the Amount of Property Taxes

Ratings of City 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: • 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.

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%

Property taxes are too high for the quality of services received

2016 2014

22%

2012

24% 24%

2008 38%

4%

Property taxes are low for the amount and quality of City services received

1% 0% 1%

0%

20%

40%

60%

80%

100%

• 1% of businesses felt property taxes were too low for the amount and quality of City services they were receiving.

Other Findings The City services, departments or programs that businesses used most often were: • 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.

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Fiscal Year 2020 Business Plan

SERVICE AND OPERATIONS STRATEGY 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 goal areas, department directors have developed initiatives that will direct the way the City operates in order to address our five goals 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 2020. 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 Performance Indicators (KPIs). 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

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RESPONSIBLE CITY GOVERNMENT FINANCIALLY SOUND CITY PROVIDING EXCEPTIONAL SERVICES

NEW INITIATIVES Hiring of Part-Time Grant Writer Lead Department: Budget & Strategy

Operating Expenses: $21,516

Capital Expenses: $2,450

Grant funding has made a significant impact on various departments throughout the City of Coral Springs over the last five years with our Grant Coordinator. As the City continues to research additional grant opportunities, an additional Grant Writer (part-time) to support designated departments will be beneficial to develop additional competitive grant proposals, increasing the opportunity to bring in more grant funding to the City.

Grant Research and Management Software Lead Department: Budget & Strategy

Operating Expenses: $19,000

Grant management has always been a tedious but important process for the City. The implementation of a grant research and management software tool enables cities to identify, analyze and summarize thousands of grant opportunities as well as centralize and streamline the grants management process. The use of this software will provide access to more grants and assist in tracking grant expenditures, reporting requirements and ensuring compliance resulting in more grant funding to the City.

Membership for US Conference of Mayors Lead Department: City Commission

Operating Expenses: $12,242

The United States Conference of Mayors (USCM) is the official non-partisan organization of cities with populations of 30,000 or more. There are 1,408 such cities in the country today. Each city is represented in the conference by its chief elected official, the mayor. Membership in the United States Conference of Mayors is an important way cities across the United States stay connected with each other and engaged with issues at the national level.

Federal Lobbyist Lead Department: City Manager’s Office

Operating Expenses: $70,000

A federal lobbyist may help the City develop funding strategies for important projects, coordinate with federal agencies and Congress, and actively monitor, update, and advocate on our behalf regarding legislation impacting the City. These projects include areas such as transportation, infrastructure, housing, public safety/emergency management, and water resources.

Health and Wellness Equipment Lead Department: Fire/EMS

Capital Expenses: $12,000

Physical fitness for first responders is the highest importance and is imperative to the safety of our personnel. A physically fit firefighter is less likely to incur an injury while performing their job functions both around the stations and while on emergency calls.

The addition of this equipment will enhance the firefighter’s ability to stay fit while on duty in a safe manner.

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Fiscal Year 2020 Business Plan

Census 2020 Outreach Lead Department: Development Services/ Comm. & Marketing Operating Expenses: $65,000 2020 marks the next decennial census nationwide.

An accurate count in the 2020 Census is vitally important to the future of Coral Springs as census data is used to determine how nearly $675 billion is annually distributed for Federal funds annually to states, counties, and communities to support resources such as schools, hospitals, and fire departments. Census 2020 marks the first year that forms will not be mailed to residents. Instead, they will complete their questions online.

Staff is recommending the creation of a Complete Count Committee to help coordinate outreach efforts to residents. This Committee will be active for approximately one year and will sunset upon completion of the Census. The group will establish subcommittees to focus on areas such as Cultural and Ethnic, Hard to Enumerate, Promotions, and Interfaith relations. The Complete Count Committee will also work with long-established committees like the Multicultural, Customer Involved Government, and School Advisory Board, to promote outreach efforts.

Funding will be utilized to prepare and implement a strong, local marketing plan along with reaching out to various strategic populations and/or non-profit groups to train and aid in the filling out of the questions online. Laptops or ipads may be purchased, as appropriate, for this huge effort.

American with Disabilities Act (ADA) Compliance Support Strategy Lead Department: Human Resources

Operating Expenses: $100,000

The Americans with Disabilities Act (ADA) Standards for Accessible Design require that all electronic and information technology must be accessible to people with disabilities. The ADA standards apply to commercial and public entities that have “places of public accommodation” including resources provided via the internet. As technology continuously evolves, our methods for communicating and delivering information to the public have changed. Today our most popular methods for delivering electronic information are the City’s website and social media channels. To increase transparency and access for individuals with disabilities, the City will work with subject matter experts to identify opportunities for improvement and develop a new compliance plan that will be implemented during the next 1-3 years.

Professional Certifications Lead Department: Human Resources

Operating Expenses: Existing Funds

To encourage and support a more proactive learning culture, Human Resource would modify the Tuition Assistance Policy to include work-related professional certifications. This expansion of the Tuition Assistance policy would supplement employee developmental needs that are not covered by existing department budgets.

Funding work-related professional certifications will enable City departments to expand their knowledge base and grow expertise among existing employees. It will also nurture a continuous learning environment while preparing employees for future opportunities and broaden their skill set for possible promotions.

IT Specialized Technical Training Lead Department: Information Technology

Operating Expenses: $53,000

One of Information Technology’s goals is to become a leader in the implementation of business technology by developing staff capable of building and supporting solutions based on industry best practices. Specialized training in areas such as cyber security would enable staff to execute best practices for handling security incidents, employ processes and tools to identify attacks or attackers, and engage in evaluations of the city’s systems that take the perspective of an attacker to identify vulnerabilities.

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Fellowship/ Summer Interns Lead Department: Human Resources

Operating Expenses: Existing Funds

The Human Resources department has created a Summer Internship and Management Fellowship Program. The Management Fellowship Program was created in partnership with a local university and seeks to attract top Management in Public Administration (MPA) graduate students immediately upon graduation. The students gain valuable experience developing and leading strategic projects in support of a variety of City departments. The Summer Internship Program gives students and graduates from local high schools, colleges and universities the opportunity to build their business acumen skills and knowledge of public services. The City benefits from the infusion of fresh ideas and the students gain valuable experience while working to support the City’s strategic goals.

GIS Consulting Services Lead Department: Information Technology

Operating Expenses: $109,000

Updating and correcting the authoritative data in our geodatabase is important for all departments in the City for accurate decision making, situational awareness and improved customer service to the public. Improved data will streamline the implementation of solution templates for utilities, public safety, community development, and economic development.

Information Technology would engage GIS consulting services in order to assist with the revision of GIS data to account for mobile editing, version editing workflows and integration with other GIS enabled software in order to configure new GIS software tools and functionality. A redesigned geodatabase will better serve in the flow of data updates to those who need current and/or real-time data.

ESRI Enterprise Advantage Program (EEAP) Lead Department: Information Technology

Operating Expenses: $89,000

Esri Enterprise Advantage Program (EEAP) provides enterprise wide visioning and geospatial enablement through technical advisory and access to a combination of consulting and training services. GIS is a powerful platform for innovations around spatial and non-spatial data. Expansion plans by the GIS team will result in more employees with access to GIS tools and functionality to perform data exploration and analysis which will improve the operations and efficiency of the City.

Emergency Services Leadership Institute Lead Department: Fire Department

Operating Expenses: $36,000

The professional development of our members has been and will continue to be one of the priorities of the Fire Department.

The Emergency Services Leadership Institute (ESLI) program is sponsored and hosted by the Florida Fire Chief’s Association in the interest of addressing contemporary leadership issues that affect mid-level (Lieutenant and Captain) and Chief Fire Officers.

The professional development curriculum consists of 6 courses, each individual course is designed to stand alone as a specific educational experience. This training will enhance the leadership of our personal and assist them when making decisions pertaining to their position. Successful completion of the six courses will meet the requirements for graduation from the Emergency Service Leadership Institute.

Employee Health Clinic Lead Department: Human Resources Operating Expenses: $727,950 A near-site clinic has the potential to strategically impact a variety of employee wellness issues including: preventative and sick care, disease management (health coach), prescription (Rx), compliance, improve employee attendance due to illness and reduce overall health care costs. To improve the sustainability of the City’s Health Fund, we need to evaluate opportunities to decrease

38

Fiscal Year 2020 Business Plan

overall health care costs. Providing an integrated employee health program strategically addresses the gaps and limitations of a standard health insurance model. By implementing a Near-site Employee Clinic, the City will have a strategic opportunity to address our gaps in care, under-utilization of health-services, prescription medication compliance and disease management needs by leveraging an external health provider who focuses 100% on our employee population. Once implemented the clinic can deliver a variety of scalable services catering to the City’s employees, their dependents and potentially offer services to local retirees. This model has been successfully implemented in other local cities and has provided a return on investment by effective managing and reducing health care costs. The initial operating exepnse of $727,950 includes $150,000 of startup costs (non-recurring).

Well Being Strategy Lead Department: Human Resources

Operating Expenses: $10,000

The City has a strong commitment to the wellbeing of our employees and develops timely programming to meet the ongoing needs of our employees and their dependents. Each year the Human Resources Department utilizes input from our Wellness Committee and Onsite Health Coach to enhance wellbeing programs with an emphasis on preventive care, chronic health conditions, disease management and improving mental wellness. Overall wellbeing engagement improves through increased education, expansion of online tools, in-person workshops and rewards that recognize employees who make their total health a priority. Our goal is to continue offering leading edge programs to support employees on their wellbeing journey.

Public Education Enhancement Lead Department: Fire Department

Operating Expenses: $23,000

Currently, there is limited public training on the proper initial response to a fire emergency. The proper initial response to an incipient fire is critical to achieving a positive outcome. This initiative includes various devices and items that simulate activating a fire alarm for fire department and occupant notification for person in the building, calling 911, as well as the proper use of a fire extinguisher. All these items can be used indoors and is intended for use in high density business and residential occupancies. There is also the option to use these props during the numerous special events that we participate in.

Cyber Security Insurance Lead Department: Information Risk Management

Operating Expenses: TBD

Cybersecurity insurance is designed to mitigate losses from a variety of cyber incidents, including data breaches, business interruption, and network damage. When the average cost of a cyber-attack is millions of dollars, and the subsequent risks associated with offline services are immeasurable (E-mail, Internet, Phone Systems, etc), having cyber-insurance is one more step that the City of Coral Springs can take to protect citizens and assets. By instituting a Cyber Security Insurance, the City will achieve the final layer in our layered plan of protection against today’s cybercriminal and inadvertent/unintentional internal breaches and attacks, protecting both the internal assets of the city and infrastructure and its’ citizens personal/financial data.

Senior Programming (Enhancement) Lead Department: Parks and Recreation

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.

Disaster Recovery Site Lead Department: Information Technology

Operating Expenses: $50,000

A disaster recovery site assures the ability to restore essential hardware, applications, vital data and recovery-time objectives to meet the time-sensitive business needs and functions of the city’s dependency on IT resources. A disaster recovery site will protect the city’s business data, systems and their backups providing restorative service to the critical business systems resulting in shorter recovery time. Policy driven directives ensure a controlled and staged return to operations by simplifying the process of action for granular management facing today’s emerging threats. All City departments will benefit from a

City of Coral Springs, Florida

39

disaster recovery site through its dedicated continuity of the City polices on uptime, disaster prevention an restoration using structures and strategic approach to threats from internal and external means.

Civil Engineer Lead Department: Water & Sewer Administration

Operating Expenses: $92,429

The addition of a Civil Engineer to the Utilities Division will improve the quality of the engineering services the City provides.

This includes engineering design, inspections, and construction management all related to Capital Improvement Projects.

This alleviates the expense of hiring an outside engineering consultant for routine engineering design and allows the current Civil Engineer to direct more attention to other time-sensitive projects within the City.

Fire Department 50th Lead Department:

Fire Department

Operating Expenses: $50,000

In 2020, the Fire Department will be celebrating its 50th Anniversary (1970-2020). This is a milestone not only for the Fire Department but also for the City of Coral Springs. This impact will draw in recognition for the fire department and the city through marketing and advertisement throughout the community . Through this connection with the community, we will be able to showcase all of the strengths of our department and the services that the Fire Department provides.

This anniversary will take place in 2020 with various events and initiatives which include: A 50th Anniversary logo design, official documents, uniforms, commemorative items for City Staff, Historical photo albums and video, Annual Awards Ceremony, Formal Dinner Celebration to Commemorate the 50th, and an Extravaganza which is open to the public.

Online Performance Management System Lead Department: Human Resources Operating Expenses: Existing Funds The Human Resources department is Implementing an online performance management solution that will improve the efficiency of the employee performance feedback process. Human Resources will be evaluating several best of breed solutions that can support the City’s ongoing need to deliver meaningful performance feedback to our employees. Consideration will be given to existing self-service portals utilized by the Human Resources department when evaluating which options will strengthen the HR Service delivery model and streamline the delivery of feedback. Employee and Supervisor focus groups will be utilized to support the setup and testing of the new performance feedback system prior to implementing.

City Security Improvements Lead Department: Emergency Management

Operating Expenses: $547,352

The City’s current disparate security systems do not integrate to one another. There is no central viewing or management system. There is no operational panic, or lock down features at City Hall, Charter School, or at the Fire Academy. It is costly for us to hire contractors to work on our access system, and we do not currently have one vendor to work on these systems.

This project will allow our city to bring existing systems into working order under the management of a new city wide security contractor. This will also bring our existing systems on line, provides improvement for our analog camera systems, and purchases servers for installment at key infrastructure. This combined approach ensures that our security will operate effectively while providing a platform for future sustainment.

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Fiscal Year 2020 Business Plan

ONGOING INITIATIVES Hiring of Grant Consultant (2019-2020) Lead Department: Budget & Strategy

Operating Expenses: Existing Funds

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 (2019-2020) Lead Department: Budget & Strategy

Operating Expenses: Existing Funds

Recent events have led to a growing lack of confidence in our City. This lack of trust is not only directed at Coral Springs.

Public trust in government remains near historic lows; with only 18% of Americans today saying they can trust the government to do what is right. The City’s current performance management system is failing and there are companies in the market which combine performance management and performance measurement into a scorecard for internal/external tracking and reporting. Exploring the use of an online platform to frequently update progress in the community will improve public perception and give our community a sense that they are able to track the new initiatives and reference the City’s strategic direction.

Linkedin Learning Subscriptions (2019-2020) Lead Department: City Manager’s Office

Operating Expenses: Existing Funds

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”.

Virtual Slice of the Springs Meeting (2017-2020) 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. Attendees have the opportunity to attend the meeting in person at City Hall, or virtually via Facebook Live. Communications and Marketing and the Development Services departments conducted the first “Virtual Slice of the Springs” on April 20, 2017, again on April 12, 2018. and May 9, 2019. 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.

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Innovation Incentive Recognition Program (2019-2020) Lead Department: City Manager’s Office

Operating Expenses: Existing Funds

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. As of March 2019, the City received 26 ideas and have conducted 6 interviews, with finalist pending.

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Fiscal Year 2020 Business Plan

CITY INVESTMENT IN TODAY AND FUTURE UPGRADES TO CITY INFRASTRUCTURE, FACILITIES AND PARKS

NEW INITIATIVES Park Summit Left Turn Lane Lead Department: Fire/EMS

Operating Expenses: $62,000

In order to provide emergency responses for the residents in the community, the Fire Department is proposing to add a left turn lane of the development of Park Summit. This left turn lane will provide left turn movement access to the west driveway into Park Summit Condominium by reducing but maintaining the exiting turn lane into Palm Village, the residential development just west of Park Summit. The addition of this turn lane is necessary to not only reduce the response times of emergency responders but also increase the safety of the first responders and the citizens by eliminating the need to perform a U-turn. The area in question prevents a U turn from being performed in one motion and opens the responding service providers to side impact accidents that are detrimental to all involved.

Pickleball Courts Lead Department: Parks and Recreation Operating Expense: $2,000 Capital Expenses: $85,000 The Parks and Recreation Department will construct 4 permanent, lighted outdoor pickleball courts at the Tennis Complex at Sportsplex. Pickleball is the fastest growing sport and is especially attractive to seniors but will be used by all ages. These courts will allow us to offer new programming at the Tennis Complex, which should result in higher membership for the facilities. We will also be able to offer Pickleball lessons and tournaments. Work will be completed by a contractor, which we will find through a competitive bid process.

Bus Shelter Solar Powered Fans Lead Department: Public Works

Capital Expense: $25,000

Staff is researching the feasibility of installing a solar or electrically powered box fan in the three existing and nine Kaleidoscope shelters to be furnished and installed by Broward County. The Kaleidoscope manufacturer, Landscape forms, has offered the assistance of their engineer to design a fan that can be retrofitted onto the shelter. A prototype would be proposed for the existing Kaleidoscope shelter located on the NE corner of Sample and Coral Hills Drive. Since this bus shelter accessory does not currently exist as an option from the manufacturer, there would be a design and custom fabrication period followed by installation and monitoring of performance. If the fan proved reliable and effective after a 3 to 6 month test period, then it could be expanded to the remaining 11 Kaleidoscope shelters in the inventory. Staff has estimated that 60 of the green Tolar shelters have reached the end of their useful life, showing signs of rust, and have proposed replacing them with the Kaleidoscope model in future years.

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Turf Fields Lead Department: Parks and Recreation

Operating Expense: Existing Funds

Seven artificial turf athletic fields will be installed throughout the City in the following parks: 2 fields at North Community Park, 2 fields at Cypress Park, 2 Fields at Mullins Park and stadium field at Sportsplex. Artificial turf will eliminate the need to resod or regrade athletic fields which causes the field to be closed 2 to 3 months each year. Artificial turf fields are available year round which will allow for the hosting of more tournaments, generating economic impact to the City.

Splash Pad Lead Department: Parks and Recreation

Operating Expense: Existing Funds Capital Expense: $250,000

As one of the ways to continue to provide for the residents, the City has decided to move forward with the project to construct a splash pad at a desired location within the City. The Splash Pad would include fountains and other spray equipment that would be open to the public free of charge. From the community engagement of Virtual Slice Meetings, Visioning Summits and City Surveys the City was informed that this was a project residents would like to see in the community.

Curbing on Sample Lead Department: Public Works

Capital Expense: $100,000

Sample Road is one of the main entryways to the City. A portion of the median between the Sawgrass Expressway and NW 120 Ave is uncurbed, encouraging illegal U-turns, causing deep ruts on the lawn and damage to shrubs and groundcovers which does not contribute towards the sustainability of the landscape, and reflects poorly on the aesthetics and maintenance of the City. Public Works is proposing to curb 1,200 linear feet of roadway to have this first median into the City completely curbed, which will prevent the ongoing damage to the lawn and will allow us to use trees with larger canopies, resulting in increased aesthetics.

Landscape Operation Enhancement Lead Department: Public Works

Operating Expense: $130,000

Currently, the arbor and horticultural activities on medians, right-of-ways and public buildings are being managed solely by the Horticulture Contract Coordinator. In order to complete landscape projects, the coordinator has to rely on other departments.

The success of landscape beautification projects relies mainly on the proper water availability right after installation and during the dry season. Currently, we depend on the availability of the City’s Irrigation staff to assist with watering needs, but they cannot always accommodate our needs because they have other commitments or are under-staffed. The Public Works Department is proposing to contract out the inspections, repairs, and improvements of the irrigation system on areas that are under their responsibility, and to hire one part time consultant to assist as a Landscape Inspector. Having a person assist with landscape inspections, will ensure that all areas are being maintained as required on the contract, deficiencies are addressed in a timely manner, vertical clearance is maintained in all roads, unsafe situations are identified and corrected, and landscape installations and tree maintenance is conducted following best management practices.

ONGOING INITIATIVES Facilities/ Streets Cityworks Software (2019-2020) Lead Department: Public Works

Operating Expenses: Existing Funds

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, which will be included in the ERP contract 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.

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Fiscal Year 2020 Business Plan

Landscape Improvement of Arterial Roads (2019-2020) Lead Department: Public Works

Operating Expenses: Existing Funds

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 the 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. Following approval of plans, the bidding process will begin followed by the issuance of contract and construction term which will extend into FY2020. This project will make a positive impact on drivers who use the road as well as business located along these roads.

New Shop Equipment Lead Department: Public Works/Equipment Services

Capital Outlay: $200,000

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.

Roadway Resurfacing (2001-2020) 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 City’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 to be resurfaced include the North Springs subdivision. In Fiscal Year 2020, areas will include the Hills subdivision and Riverside Drive north of Wiles Road.

Maintain and Protect City Trees (2017-2020) 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% three 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.

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CDBG Action Plan (2018-2020) Lead Department: Development Services

FY 2020 CDBG Allocation: $761,605

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 Consolidated Plan has 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 2019/2020 Action Plan: • NW 28th Street Sidewalk Replacement: $120,000 • Lion Park Lighting Project: $100,000 • Castlewood Park Replacement: $85,000 • NW 27th Street Sidewalk Replacement: $70,000 • NW 24th Street Sidewalk Replacement: $60,000 • Youth Scholarship Program: $50,000 • Home Repair: $40,043 • Senior Recreation and Functional Training: $40,000 • Senior Recreation and Therapeutic Program: $24,241 • Ramblewood ADA Sidewalk Study: $20,000 • Planning and Administration: $152,321

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Fiscal Year 2020 Business Plan

Traffic Signal Intersection: Coral Ridge Drive and NW 41st Street (2019-2020) Lead Department: Fire

Capital Outlay: Existing Funds

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 fire 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 any of the commercial businesses located in the corporate park.

Traffic Management (2010-2020) Lead Department: Development Services, Public Works

Capital Outlay: $45,000

The Transportation Improvement Plan for Fiscal Year 2020 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. The TMT will investigate a pilot project to allow dockless scooters within the city limits.

In Fiscal Year 2020, the City will work with Broward County and the Broward Metropolitan Planning Organization (MPO) to maximize the delivery of transportation infrastructure projects provided through the Transportation Surtax passed by voters in November 2018. In addition, with the completion of the Downtown Coral Springs Mobility Hub Master Plan, the City will work with the MPO to identify and seek funding for infrastructure projects for the Downtown Local Activity Center.

The City will continue working 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 MPO 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

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 2020, $33,000 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 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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2019-2021 SHORT RANGE TRANSPORTATION IMPROVEMENT PLAN

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Fiscal Year 2020 Business Plan

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Community Redevelopment Agency (CRA) Area

City of Coral Springs, Florida

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DOWNTOWN BECOMING VIBRANT CREATING A SENSE OF PLACE AND A DESTINATION

NEW INITIATIVES Implementation of Economic Development Customer Relationship Management (CRM) system Lead Department: Economic Development

Operating Expenses: Existing Funds

In Fiscal Year 2019, the Economic Development Office purchased Cloud Nine, a Customer Relationship Management software specifically designed for economic development activities. This allows the office to track projects, retention visits and prospects.

The CRM system requires significant data entry and the EDO is working diligently to input the backlog of information by the end of the fiscal year.

Form Village Square Plan with Developer Lead Department: Economic Development

Operating Expenses: Existing Funds

The Economic Development Office (EDO) is working with the Community Redevelopment Agency (CRA), Development Services and the developer of Village Square to ensure that the project fits the Downtown Mixed-Use Zoning approved in January 2018. The development will include retail, restaurants and office space on the northwest corner of University Drive and Sample Road.

Infrastructure Improvements in Downtown Lead Department: Economic Development

Operating Expenses: Existing Funds

The CRA is working with the county to install new LED lights within the Downtown for enhanced visibility and safety. The Commercial Enhancement Matching Grant program is expanding to include the entire CRA and the funding allowance will increase to $25,000 to allow for more businesses to make improvements to their property. The CRA is also installing new landscaping between 99th and Coral Hills Drive.

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Fiscal Year 2020 Business Plan

Continue City Outreach on Business Retention, Expansion and Attraction Lead Department: Economic Development

Operating Expenses: Existing Funds

The Economic Development Office meets with existing businesses in the City to identify challenges and opportunities and to provide connections to resources within the city, region and state. Staff also assists businesses interested in relocating to the city including site selection and demographic research

Develop Retail Strategy Lead Department: Economic Development

Operating Expenses: Existing

The City has a significant amount of retail leakage. To alleviate this issue, the EDO is developing a retail recruitment strategy. Staff is working with Retail Strategies to identify retail gaps and potential opportunities to fill those gaps. Finding the right retail mix and density is essential for a community seeking to create a sense of place for residents, businesses and visitors.

ONGOING INITIATIVES Design Guidelines for Downtown (2019-2020) Lead Department: CRA/Development Services

CRA Expenses: Existing Funds

In Fiscal Year 2019, the City approved design guidelines for the downtown that provide direction for developers and existing businesses regarding landscaping, signage, architecture and street furniture, etc. The CRA is working with Economic Development and Development Services to educate and inform about the changes and to encourage the utilization of the Commercial Enhancing Matching Grant program to implement the updates designs.

Development Agreement for the Cornerstone Project (2019-2020) Lead Department: CRA, Economic Development

CRA Expenses: Existing Funds

In 2018, a private developer acquired the Financial Plaza building and parking lot on the corner of University Drive and Sample Road and is working on developing a large mixed-use project called Cornerstone. The project, a component of the City’s vision for a walkable downtown, will serve as a catalyst for additional redevelopment in the CRA. The City and the CRA are negotiating with the Developer to provide a tax increment incentive; the final terms of the project components, requirements and aesthetics as well as compliance regarding the tax incentive will be memorialized in a Development Agreement between the City, CRA and Developer.

Innovate Downtown (2018-2020) Lead Department: Communications and Marketing, CRA

Operating Expenses: Existing Funds

Innovate Downtown was launched in 2018 and takes place over two days. Friday night begins with 10 innovators competing in a “SharkTank” pitch contest to a panel of judges. The following night, the innovators showcase their products to the public at the City’s UnPlugged event. Two cash prizes are awarded – one to the crowd favorite, the other to the judges’ choice. The City hopes to expand this event in 2020.

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GROWING LOCAL ECONOMY INCREASED BUSINESS INVESTMENT AND JOBS

NEW INITIATIVES Implement a DNS, DHCP, and IP (DDI) Management Tool Lead Department: Information Technology

Capital Outlay: $140,000

Given the rapid emergence of new technological infrastructure such as visualization, cloud, SDN, and more, the City is executing the security measures to match. This comes in the form of implementing a management tool that will monitor the network detection access to new devices (DHCP), manage what these devices are accessing (DNS) and provide visibility of the entire network through the IP address management tool (IPAM). This will improve the detection time for modern threats and add a necessary layer of security and visibility for the City’s network.

User Cyber Awareness Training Lead Department: Information Technology

Operating Expenses: $15,000

Victims of cyber attacks are in the news nearly every day. Security awareness training can familiarize employees with the techniques commonly used by attackers, including what to look for in unsolicited emails, visits, and phone calls. Regular training will help to reinforce this, as well as providing reminders to avoid providing personal or corporate information and what to do when employees suspect the legitimacy of a contact.

ONGOING INITIATIVES Retention of Marketing Firm (2019-2020) 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.

Economic Development Strategic Plan Implementation (2019-2020) Lead Department: Economic Development

Operating Expenses: Existing Funds

In FY 2019, the City engaged a firm to conduct an in depth economic development strategic planning process. This work entailed an analysis of market, demographic, and business data to create a strategy for how the City may best deploy its resources to obtain a maximum return on investment for business attraction, retention and expansion efforts. The development of the strategic plan included community stakeholder engagement and visioning for what the business community will look for in the future. The implementation of the strategic plan supports the business plan goal of growing our local economy to increase business investment within the City and the creation of economic opportunity.

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Fiscal Year 2020 Business Plan

Venture Lab and/or co-working space downtown (2019-2020) Lead Department: CRA, 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 with its private sector stakeholders to find a venture lab or co-working space opportunity that would be attractive to small, home-based and entrepreneurial businesses.

Quarterly Economic Development Reports (2019-2020) Lead Department: Economic Development

Operating Expenses: Existing Funds

In FY2019, staff purchased a CRM software to track and document its business retention, expansion and attraction efforts. The CRM system creates customized reports related to retention visits, project management and case management as well as incentive compliance and site selection.

EDO staff inputs data and pull reports on a quarterly basis.

Corporate Park Improvements (20172020) 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 continue to meet on a quarterly basis to discuss areas of concern. The City has also explored grant funding to address the drainage issues in the Park. The City will continue building solid, productive relationships and partnerships with existing and new companies in the Corporate Park to make it a better place to work and do business.

Economic Development Marketing and Branding (2016-2020) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

Economic Development marketing efforts include a revamped website, increased social media outreach and rebranding. EDO staff is exploring the retention of a marketing firm to enhance its outreach and visibility through logo redesign, collateral materials and targeted business attraction efforts. The website, www.CoralSpringsEDO.com, provides more interactive, engaging content including video and photos of visits with local businesses. GIS software offers up-to-date demographic and labor force information as well as an online database of available industrial, retail, and office spaces. A live-chat feature will be implemented, and SEO will increase the number of visitors to the site.

Coral Springs Regional Chamber Business Academy (2017-2020) Lead Department: Economic Development Office (EDO)

Operating Expenses: Existing

Now in the fifth 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 begins in November and ends 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 Body Worn Cameras and In-Car LPR Lead Department: Police

Operating Expenses: $495,840 (forfeiture funds)

Currently, the City of Coral Springs is one of the two cities in Broward County which do not utilize some type of camera system in relation to policing. The need to document incidents via body worn or in-car cameras has become increasingly standardized. Due to this, the State’s Attorney Office is beginning to rely heavily on body worn cameras video to obtain convictions. Additionally, the need to convey an accurate account of police related activity to the public has become vital.

It is the duty of the City of Coral Springs to provide its residents with accurate and detailed descriptions of incidents which take place within the jurisdictional limits of the City of Coral Springs. Body worn camera systems will provide a more in-depth approach to managing investigations related to the Coral Springs Police Department.

Educational Guides for Residents and Businesses Lead Department: Development Services

Operating Expenses: Existing Funds

In an attempt to have new residents and business owners comply with the City codes and regulations, two of the City’s departments Development Services and the Communications & Marketing Department will work together to provide guidance to those that are transitioning into the City of Coral Springs. Guides will assist residents, businesses, property owners, tenants, etc. to understand the most common issues and how to rectify the issues. City staff often receive calls or visits from new property or business owners inquiring about the rules governing their property or activities, usually after a Code case has been initiated. All communications will be monitored, and a survey will be used to measure the impact on the City.

Additional (3) Firefighter/ Paramedics Lead Department: Fire/EMS

Operating Expenses: $186,627 Fire Fund/$114,384 General Fund

Capital Outlay Fire: $12,000

The Coral Springs Fire department currently maintains a staff of 153 shift based personnel, fifty (50) per shift. These personnel are responsible for the staffing of eight (8) fire stations located in the cities of Coral Springs and Parkland. The department is requesting three (3) additional firefighters in the Fiscal Year 2020 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 a heavy amount of calls for service. This would also decrease the need 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. Currently the fire department rely on their staff member to work overtime so that an individual can take their earned vacation or personal time.

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Fiscal Year 2020 Business Plan

Training Center Coordinator Office Assistant Part-time to Full-time Lead Department: Fire

Operating Expenses: $36,470

Currently, the City of Coral Springs is designated as an American Heart Association (AHA) Authorized Training Center. This entity is managed by the Fire Department and a staff member at the training center (CSRIPS). The changes that AHA has mandated to maintain this authorization has far exceeded the scope of the current part time employee. The position oversees all aspects for AHA requirements/compliance. AHA announced their plan to cut training centers that don’t deliver a high number of instructor classes, certification courses and total number of students certified. Training center numbers are not only comprised of their own classes and students but those classes and certifications conducted by the Training Sites that align under the center. This position has a global impact city wide and the loss of the designation will increase expenditures for all training sites during certification and recertification.

Community Involvement Liaison Part-time to Full-time Lead Department: Police

Operating Expenses: $32,548

The Community Involvement Unit is the face of the Police Department and many times the City. The unit conducts numerous community events and partners with the community to provide excellent service and a positive message from the Police Department and City. In the past, the Community Involvement Unit has always relied on assistance from personnel in the Youth Liaison Unit to accomplish its mission. However, due to recent events, the flexibility of our School Resource Officers to assist with related projects has been extremely limited, making it more difficult to accomplish the Units missions. With the upgrade of this liaison position from part-time to full-time, the department will have the much needed coverage working with the citizens. The Community Involvement Liaison will take the lead in coordinating the City’s Summer Breakspot, Summer Camp, Safety Town, Special Needs Database, Angel Tree gifting program, Holiday Programs, Shop with a Cop and Special Olympics.

Rapid Intervention Team Bags Lead Department: Fire

Capital Outlay: $186,000

A RIT (Rapid Intervention Team) is an OSHA mandated group that is mobilized anytime firefighters are working in a hazardous structure. RIT bags are a critical piece of equipment used to rescue a firefighter if they were to become injured or trapped during an operation. Our deployment of this tool allows us not only to have the necessary care on hand for our firefighters, but also allows us to seamlessly overlap with other municipalities that also utilize these vital assets.

Civil Unrest Team (CUTS) Lead Department: Police

Operating Expenses: $12,500

Capital Outlay:$19,400

The Civil Unrest Team (CUTS) was originally established in 2016 to protect the City from civil unrest. Capital funding was used for the initial purchase of equipment to operate and outfit 100 officers should need arise to protect the City from civil unrest.

Since then, the City sees the benefit in creating a permanent place for this team within the City. This initiative will serve to give officers both the equipment and training to effectively de-escalate an incident.

Emergency Operations Center Upgrades Lead Department: Emergency Management

Capital Expenses: $35,000

The Emergency Operations Center (EOC) is a central hub for widespread incidents throughout the City. As technology improves, our EOC is unable to integrate. The upgrades will include improvements on the technology and infrastructure aspects of the building. These improvements will convert all technology to HDMI, improving our ability to broadcast directly to Blue Stream, and provides an audio visual solution with a complete management system for the devices located on the network.

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ONGOING INITIATIVES Police Hire Incentive (2019-2020) Lead Department: Police

Operating Expenses: Existing Funds

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.

Historic Preservation (2019-2020) Lead Department: Development Services

Operating Expenses: Existing Funds

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 County’s proposed amendments were deferred by the Broward County Planning Council in April, 2019. The County Commission’s consideration is expected this summer. The City staff will engage in an historic preservation expert to begin site files should the amendment move forward.

Summer Breakspot Program (2017-2020) 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.

This year’s 2019 program will be held 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.

56

Fiscal Year 2020 Business Plan

Community Paramedic Program (2015-2020) 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.

Enterprise Software (2013-2020) Lead Department: Information Technology

Operating Expenses: $86,000

Capital Outlay: TBD

The City will need to invest in standardization of its core business processes through the implementation of a new Enterprise Resource Planning system (ERP). Disparate systems and processes will be replaced with a more integrated approach to managing core processes in Finance, Budget, Purchasing, Payroll, Human Resources, Fleet Facilities and Asset Management.

Implementation of a ERP solution will also enable the City to provide online service tools such as self-service for employees, online solicitation tools for vendors and standardized eGovernment tools for constituants.

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.

FEMA Appeals Consultant (2018-2020) Lead Department: Finance

Operating Expenses: Existing Funds

For the past five 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.

City of Coral Springs, Florida

57

Drowning Prevention/Water Safety (20072020) 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.

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.

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.

58

Fiscal Year 2020 Business Plan

SUMMARY OF FISCAL YEAR 2020 INITIATIVES Responsible City Government Hiring of PT Grant Writer

Budget & Strategy

Grant Research and Management Software

Budget & Strategy

Membership for US Conference of Mayors

City Commission

Federal Lobbyist

City Manager’s Office

Health and Wellness Equipment

Fire/EMS

Census 2020 Outreach

Development Services/ Comm&Mktg

American with Disabilities Act Compliance Support Strategy

Human Resources

Professional Certifications

Human Resources

IT Specialized Technical Training

Information Technology

Fellowship / Summer Interns

Human Resources

GIS Consulting Services

Information Technology

ESRI Enterprise Advantage Program (EEAP)

Information Technology

Emergency Services Leadership Institute

Fire Department

Employee Health Clinic

Human Resources

Well Being Strategy

Human Resources

Public Education Enhancement

Fire Department

Cyber Security Insurance

Risk Management

Senior Programming (Enhancement)

Parks and Recreation

Disaster Recovery Site

Information Technology

Civil Engineer

Water & Sewer Administration

Fire Department 50th

Fire Department

Online Performance Management System

Human Resources

City Security Improvements

Emergency Management

Hiring of Grant Consultant (Ongoing)

Budget & Strategy

Open Smart City- Strategic Planning Online Platform (Ongoing)

Budget & Strategy

Linkedin Learning Subscriptions (Ongoing)

City Manager’s Office

Virtual Slice of the Springs Meeting (Ongoing)

Development Services/ Comm&Mktg

Innovation Incentive Recognition Program (Ongoing)

City Manager’s Office

City Investment in Today and Future Park Summit Left Turn Lane

Fire/EMS

Pickelball Courts

Parks and Recreation

Bus Shelter Solar Powered Fans

Public Works

Turf Fields

Parks and Recreation

Splash Pad

Parks and Recreation

Curbing on Sample

Public Works

Landscape Operation Enhancement

Public Works

Facilities / Street Cityworks software (Ongoing)

Public Works

Landscape Improvement of Arterial Roads (Ongoing)

Public Works

New Shop Equipment (Ongoing)

Public Works/Equipment Services

Roadway Resurfacing (Ongoing)

Public Works

City of Coral Springs, Florida

59

SUMMARY OF FISCAL YEAR 2020 INITIATIVES Maintain and Protect City Trees (Ongoing)

Parks and Recreation

CDBG Action Plan (Ongoing)

Development Services

Traffic Signal Intersection: Coral Ridge Drive and NW 41st St

Fire

Traffic Management (Ongoing)

Development Services, PW

Downtown Becoming Vibrant Implementation of Economic Development Customer Relationship Management (CRM) System

Economic Development

Form Village Square Plan with Developer

Economic Development

Infrastructure Improvements in Downtown

Economic Development

Cont. City Outreach on Business Retention, Expansion & Attraction

Economic Development

Develop Retail Strategy

Economic Development

Design Guildelines for Downtown (Ongoing)

CRA/Development Services

Development Agreement for the Cornerstone Project (Ongoing)

CRA, Economic Development

Innovate Downtown (Ongoing)

Comm. & Marketing,CRA

Growing Local Economy Implement a DNS, DHP, and IP (DDI) Management Tool

Information Technology

User Cyber Security Awareness Training

Information Technology

Retention of Marketing Firm (Ongoing)

Economic Development

Economic Development Strategic Plan Implementation (Ongoing)

Economic Development

Venture Lab and/or co-working space downtown (Ongoing)

Economic Development

Quarterly Economic Development Reports (Ongoing)

Economic Development

Corporate Park Improvements (Ongoing)

Economic Development

Economic Development Marketing and Branding (Ongoing)

Economic Development

Coral Springs Regional Chamber Business Academy (Ongoing)

Economic Development

Premier Community in South Florida Body Worn Cameras and In-Car LPR

Police

Educational Guides for Residents and Businesses

Development Services

Additional (3) Firefighter/Paramedics

Fire/EMS

Training Center Coordinator Part-time to Full-time

Fire

Fire Station 64 Replacement and Fire Training Academy Expansion

Fire

Community Involvement Liaison Part-time to Full-time

Police

Rapid Intervention Team Bags

Fire

Civil Unrest Team (CUTS)

Police

Emergency Operations Center Upgrades

Emergency Management

Police Hire Incentive (Ongoing)

Police

Historic Preservation (Ongoing)

Development Services

Summer Breakspot Program (Ongoing)

Police

Community Paramedic Program (Ongoing)

Fire/EMS

Enterprise Software (Ongoing)

Information Technology

FEMA Appeals Consultant (Ongoing)

Finance

Drowning Prevention/Water Safety (Ongoing)

Fire/EMS, C&M

60

Fiscal Year 2020 Business Plan

Cityy of o Coral Springs City-wide City Cit w Scorecard Historical Data

Responsible City Government Satisfaction ratings with City communications Employee satisfaction rating (Employee Survey)

(Res. & Biz Surveys)

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

Effectiveness

95%

92% (Res)

81%

81% (Biz)

95%

Effectiveness

92%

93%

92%

95%

92%

Impact Impact Impact

AAA AAA AAA

AAA AAA Aa1

AAA AAA AAA

AAA AAA Aa1

AAA AAA AAA

Effectiveness

75%

84% (Res)

65%

70% (Biz)

75%

78%

Effectiveness

95%

93% (Res)

95%

95% (Biz)

95%

94%

Effectiveness

95%

92% (Res)

95%

92% (Res)

95%

95%

92% (Res)

90% 85% 85%

96% 87% 86% 5,735

S&P Fitch Moody's

Maintain AAA bond ratings (Two required) Ratings of value for tax dollars and fees (Res. & Biz Surveys) Ratings of customer service (Res. & Biz Surveys)

FY2019 Status Actual 90%

Investment in Today and Future Resident rating of appearance of Parks and Rec. facilities Rating of quantity of recreation programs

(Res. Survey)

Youth Adults Seniors

(Revised 2019) (Res. Survey)

Athletic league participation Ratings of litter collection from major streets (Revised 2019) Rating of condition/appearance of medians (Res. Survey)

(Res. & Biz Surveys)

Demand

95%

92% (Res)

95%

Demand

8,100

8,056

8,100

7,539

8,100

Effectiveness

87%

88% (Res)

87%

97% (Biz)

87%

90%

Effectiveness

90%

91% (Res)

90%

91% (Res)

90%

91%

Downtown Becoming Vibrant Attendance at Downtown Events (New for 2019) 4% Increase in CRA Tax Revenue (New for 2019)

Demand

12,000 4%

Effectiveness

Growing Local Economy Business rating of the image of the City (Biz Survey) Net New Taxable Value as % of Total Taxable Assessed Value (BCPA) Non-residential tax base growth (Comparable Avg) Coral Springs' June unemployment rate (Goal is to be below State Avg.)

(Comp Avg)

Effectiveness

95%

97% (Biz)

97%

98% (Biz)

Effectiveness

2.24% *

0.25%

1.31% *

0.82%

Effectiveness

12.4% *

6.5%

6.8% *

3.6%

Effectiveness

4.1%

4.0%

3.8%

3.6%

3.8%

2,243

2,500

Premier Community in South Florida City crime rate (crimes/100,000 resident-Calendar Year) Resident rating of City efforts to prevent crime (Res. Survey) City Government respects religious & ethnic diversity (Res. Survey) Ratings of Quality of Life (Res. & Biz Surveys) Coral Springs Charter School graduation rate Maintain zero-growth in roadway crashes ( Goal: avgr over the previous 3 FYs) (New for FY2019) Ratings of City efforts at maintaining quality of neighborhoods (Res. & Biz Surveys)

Effectiveness

2,500

2,075

2,500

Effectiveness

92%

93% (Res)

92%

93% (Res

92%

94%

Effectiveness

94%

97% (Res)

94%

97% (Res)

94%

96%

Effectiveness

96%

94% (Res)

96%

98% (Biz)

96%

94%

Effectiveness

95%

99%

95%

99%

95%

85%

84% (Res)

85%

94% (Biz)

Effectiveness Effectiveness

2546

Measure Types Definitions Impact: Measures the resources being used by a department and/or the impact on the community.

Demand: Measures the need for a specific service or program.

Efficiency: Measures cost efficiency.

Effectiveness: Measures how well an objective is achieved.

85%

82%

Key Summary Met goal/On target to meet goal Within 5% of Goal/Possible Risk Did not meet Goal/At Risk of not meeting Goal No update available

* Goal is set by taking the average from six comparable cities: Davie, Hollywood, Miramar, Pembroke Pines, Plantation and Pompano Beach.

City of Coral Springs, Florida

61

City of o Coral Springs Departmental D Dep t Scorecards City Attorney

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

1. Preparation of Legislation within 10 workdays of request accompanied by backup material

Effectiveness

99%

99%

99%

100%

99%

2. Number of days lost from on the job injuries (Per 100 employees)

Effectiveness

49

51

49

14

49

3. Percentage of subrogation eligible dollars recovered

Effectiveness

47%

68%

47%

64%

47%

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

1. Internal customer satisfaction rating

Effectiveness

95%

96%

95%

97%

98%

2. Facilitate or support cross-functional process improvement teams # per year

Effectiveness

2

3

2

5

39

20

32

9 63

11 40

12 53

2 21 11 40

Strategic Goal: Responsible City Government

Budget & Strategy Strategic Goal: Responsible City Government

Grant Applications Submitted 3. Grant measures (New beginning FY2018): Grants Awarded Active Grants worked during FY 4. Receive the GFOA Distinguished Budget Presentation award

Effectiveness

FY2019 FY2019 Actual Status

FY2019 FY2019 Actual Status 4 26 8 36

Effectiveness

Yes

Yes

Yes

Yes

Yes

5. Payroll regular salaries adopted budget versus actual, net of policy changes

Efficiency

±2%

0.4%

±2%

2%

±2%

6. Produce monthly financial statements within seven business days of period close

Efficiency

Yes

Yes

Yes

Yes

Yes

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

1. Customer satisfaction with communications (Internal Survey)

Effectiveness

95%

98%

95%

98%

95%

2. Awareness of Coral Springs magazine by new residents (Res. Survey)

Effectiveness

85%

87%

85%

87%

85%

84%

3. Number of followers on City Facebook

Effectiveness

9,300

17,161

20,000

18,823

22,000

19,630

4. New promotional/informational campaigns produced (Social media and City TV)

Effectiveness

60

99

60

89

60

43

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

Communications & Marketing Strategic Goal: Responsible City Government

City Clerk's Office Strategic Goal: Responsible City Government 1. Timely disposal of eligible paper records (New beginning FY2019) 2. Train Department Record Liaisons on a yearly basis (New beginning FY2019)

Efficiency

320

Effectiveness

19

Yes FY2019 FY2019 Actual Status

FY2019 FY2019 Actual Status 276

Development Services Community Development

FY2019 FY2019 Actual Status

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

Effectiveness

95%

98%

95%

96%

95%

2. Cycle time for small permits by the Zoning Division (Building Plan Review) (Days)

Effectiveness

2

2

2

2

2 Days

2

3. Cycle time for sign permits by the Zoning Division (Building Plan Review) (Days)

Effectiveness

2

2

2

1

2 Days

1.4

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

Effectiveness

8

8

8

8

8 Days

8

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

Effectiveness

45

38

45

30

45 Days

40

Strategic Goal: Responsible City Government 1. Department customer satisfaction rating (Composite)

100%

Strategic Goal: Growing Local Economy

Strategic Goal: Premier Community in South Florida 6. Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31

Efficiency

1.5

1.48

1.5

1.7

1.5

1.4

7. Number of trees planted within the City

Effectiveness

1,000

3,195

1,000

2,365

1,000

1,325

8. Number of formal and informal neighborhood partnerships each year

Effectiveness

10

4

10

6

10

0

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

1. Requested inspections completed within one day

Effectiveness

95%

100%

95%

100%

95%

2. Percent of plan reviews completed within 15 working days

Effectiveness

90%

96%

90%

89%

90%

97%

3. QTRAC Data (30 Minute wait times) (New beginning FY2019)

Effectiveness

90%

100%

4. "Building" Records Requests within 5 business days (New beginning FY2019)

Effectiveness

90%

100%

Development Services Building Strategic Goal: Growing Local Economy

FY2019 FY2019 Actual Status 100%

Development Services Code Compliance

FY2018 Actual

FY2019 Goal

79.9%

75%

81%

75%

60%

85%

84%

85%

85%

82%

87%

95%

87%

94%

87%

94%

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

FY2017 Goal

FY2017 Actual

1. Percent of code cases brought into voluntary compliance prior to administrative/judicial process

Effectiveness

75%

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

Effectiveness

84%

3. Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods (Biz Survey)

Effectiveness

Measure Type

Economic Development Strategic Goal: Growing Local Economy

FY2019 FY2019 Actual Status

FY2018 Goal

Measure Type

Strategic Goal: Growing Local Economy

FY2019 FY2019 Actual Status

Retain 70% of businesses who received a retention visit (New for 2019)

Effectiveness

70%

20% increase in traffic to the Economic Development website (New for 2019)

Effectiveness

20%

101%

20% increase in the number of Facebook followers on EDO Facebook page (New for 2019)

Effectiveness

20%

45%

62

Fiscal Year 2020 Business Plan

Financial Services Strategic Goal: Responsible City Government 1. Internal customer satisfaction rating (Financial Services Internal Survey) 2. Percentage of purchase requisitions under $10,000 processed within 24 hours 3. Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting award 4. Water billings past due more than 180 days as percentage of outstanding bills 5. Number of repeat items in management letters prepared by the City's external auditors 6. Percentage of invoices paid within 30 days 7. Out of stock level of the total inventory at Central Stores

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

FY2019 FY2019 Actual Status

Effectiveness

90%

96%

90%

94%

Efficiency

2.5%

1.3%

2.5%

1%

94% 88% Yes 3% 0 95% 2.5%

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

1a. Maintain Fire Rescue quality standards: Response time in 8 minutes or less, 90% of time of all emergency Fire/EMS calls.

Effectiveness

90%

97%

90%

97%

90%

97%

1b. Maintain Fire Rescue quality standards: A minimum of 14 firefighters on scene within 10 minutes, 90% of time for all structural fires.

Effectiveness

90%

100%

90%

100%

90%

100%

90% 6,400 4,000 7 6 70 6 95%

99%

Fire/EMS Strategic Goal: Premier Community in South Florida

Effectiveness

94%

98%

94%

98%

Effectiveness

88%

80%

88%

85%

Effectiveness

Yes

Yes

Yes

Yes

Effectiveness

3%

1%

3%

1%

Effectiveness

0

0

0

0

83% 0.9% 94.9% 0.8% FY2019 FY2019 Actual Status

Strategic Goal: Responsible City Government 2. Provide inspection report to customer within 12 days from inspection (revised FY17) 3. Perform annual fire inspections (commercial properties & applicable multi-family residential units) 4. Provide public education programs to residents ages 5-8

Effectiveness

95%

98%

90%

100%

Effectiveness

6,400

5,890

6,400

6,596

Effectiveness

4,000

8,210

4,000

9,865

FL Firefighter Minimum Standards classes 5. Provide a minimum number of classes EMT classes at the Fire Academy: Specialty classes Paramedic class 6. Percent of customers who are satisfied with the quality of the Fire Department (Res. Survey) 7. Percent of customers satisfied with the quality of the emergency paramedics (Biz. Survey) 8. Maintain Citizen Emergency Response Team (CERT) force

Effectiveness

7

7

7

10

Effectiveness

4

6

7

7

Effectiveness

50

101

50

77

4

5

9. Maintain Fire Explorers program participation

Human Resources Strategic Goal: Responsible City Government

Effectiveness

1

3

Effectiveness

95%

99%

Effectiveness

99%

100%

90%

100%

Effectiveness

100

82

60

75

Impact

40

30

40

20

60 25

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal

90%

93%

90%

93%

Effectiveness

95%

95%

95%

89%

Effectiveness

95%

95%

95%

94%

90% 85% 90% 90% 85% 85% 90% 85% 95% 95%

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

FY2019 Goal 8 95% 99.5% 99% 99%

1. Percentage of employees who would recommend working for the City to a friend 2. Employee engagement index 3. Percentage of employees that are satisfied with wellness activities 4. Percentage of employees that value Employee Benefits Package

Effectiveness

90%

93%

90%

95%

Effectiveness

90%

89%

90%

91%

Effectiveness

90%

94%

90%

91%

Effectiveness

90%

88%

90%

88%

5. Percentage of employees satisfied with Volunteer Services (New beginning FY2019) 6. Percentage of employees satisfied with the Onboarding process with the City 7. Percentage of employees who are satisfied with training resources

Effectiveness (New beginning FY2019)

Effectiveness Effectiveness

8. Employees satisfied with the Culture of Inclusiveness/Belonging (New beginning FY2019) 9a. Respond to customer requests within 2 days

Effectiveness

9b. Complete service request within 7 business days*

Information Technology Strategic Goal: Responsible City Government 1. IT Development Projects implemented (In accordance with City’s Business Plan and IT Work Program) 2. Customer satisfaction rating from survey of Information Technology 3. Meet service level agreement regarding network availability 4. Meet service level agreement regarding application availability 5. Meet service level agreement regarding server availability

Effectiveness

10

7

9

35

Effectiveness

95%

99%

95%

100%

Effectiveness

99.5%

100.0%

99.5%

99.9%

Effectiveness

98%

99.9%

98%

99.9%

Effectiveness

99%

99.9%

99%

99.9%

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual 92%

FY2019 FY2019 Actual Status 90% 87% 91% 99% 89% 94%

FY2019 FY2019 Actual Status 8 100%

Parks & Recreation Parks Strategic Goal: Responsible City Government 1. Maintenance & appearance of City Parks (Revised 2019) (Res. Survey) 2. Customer service rating for parks and recreation staff (Res. Survey) 3. Safety rating of City parks (Res. Survey)

FY2019 Goal 95% 95% 90%

FY2019 FY2019 Actual Status 95% 95% 92%

FY2019 FY2019 Actual Status

Effectiveness

95%

92%

95%

Impact

95%

94%

95%

94%

Effectiveness

90%

91%

90%

91%

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

Impact

95%

97%

95%

100%

FY2019 Goal 95%

Impact

60%

58%

60%

59%

60%

38%

1,250

426

Parks & Recreation Recreation Strategic Goal: City Investment in Today and Future 1. Customer service rating of summer recreation program

Strategic Goal: Responsible City Government 2. Cost recovery ratio for the Recreation Division

Strategic Goal: City Investment in Today and Future 3. Number of Senior Classes (New beginning FY2019)

Impact

Parks & Recreation Aquatics Strategic Goal: Responsible City Government 1. The combined cost recovery for the Aquatic Complex Division:

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

Impact

65%

78%

65%

76%

Demand

4,000

4,087

4,000

4,169

Demand

50%

42%

50%

37%

Effectiveness

90%

97%

90%

95%

Effectiveness

90%

95%

90%

97%

Effectiveness

90%

97%

90%

97%

FY2019 Goal 65%

FY2019 FY2019 Actual Status 81%

Strategic Goal: City Investment in Today and Future 2. Increase members and reduce member Aquatic Complex membership turnover: Aquatic Complex membership turnover

4,000 50%

3,990 33.5%

Strategic Goal: Responsible City Government 3. Maintain customer service ratings:

Aquatic facility Cypress Park Pool Mullins Park Pool

City of Coral Springs, Florida

95% 95% 95%

63

Parks & Recreation Sportplex Strategic Goal: Growing Local Economy 1. Sports Commission: Number of room nights

FY2019 Goal 3,000

FY2019 FY2019 Actual Status 1,853

62

FY2019 Goal 90% 30% 90% 35

FY2019 FY2019 Actual Status 96% 10% 93% 28

FY2018 Goal

FY2018 Actual

FY2019 Goal

FY2019 FY2019 Actual Status

95% 75% 5:00 0% 0% 30% 0% 31 200

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

Demand

3,600

2,060

3,600

4,909

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

Effectiveness

90%

94%

90%

94%

Demand

30%

15%

30%

20%

Effectiveness

90%

87%

90%

87%

Impact

30

52

30

Measure Type

FY2017 Goal

FY2017 Actual

Parks & Recreation Tennis

Strategic Goal: City Investment in Today and Future

1. Maintain customer service ratings at the Tennis Center 2. Membership turnover at the Tennis Center 3. Customer service rating for court maintenance at the Tennis Center 4. Number of tennis special events

Police Strategic Goal: Premier Community in South Florida 1. Police Department's overall quality rating (Res. Survey) 2. Residents who feel that Coral Springs has remained or become a safer place to live (Res. Survey) 3. Average Police response time (from time of call to arrival) - (Previous year) 4. Stabilize the burglary rate at a 0% increase adjusted for population (Uniform Crime Report) (Previous year) 5. Maintain 0% increase in crime rate as adjusted for population (Uniform Crime Report) (Previous year) 6. Clearance rate for crimes (Uniform Crime Report) (Previous year) 7. Reduce or maintain percent change in number of robberies (Uniform Crime Report) (Previous year) 8. Traffic crashes per 1,000 citizens (Previous year) 9. Number of high school students that are awarded safe driving certificates at graduation

Effectiveness

95%

95%

95%

95%

Effectiveness

75%

78%

75%

78%

Effectiveness

5:00

3:50

5:00

4:53

Effectiveness

0%

-36.5%

0%

-32%

Effectiveness

0%

-4.8%

0%

-14%

Effectiveness

30%

32%

30%

33%

Effectiveness

0%

11.9%

0%

-13%

Effectiveness

31

32

31

30.7

Impact

200

401

200

334

Effectiveness

92%

96%

92%

94%

Effectiveness

92%

96%

92%

97%

Measure Type

FY2017 Goal

FY2017 Actual

FY2018 Goal

FY2018 Actual

96% 78% 4:42

Strategic Goal: Downtown Becoming Vibrant 10. Satisfaction rating by businesses (Biz Survey) 11. Safety rating by businesses (Biz Survey)

Public Works

Strategic Goal: Responsible City Government

1. Public Works & Utilities Satisfaction Rating (Revised 2019) (Res. Survey) 2. City Hall internal customer satisfaction rating for janitorial services 3. Availability rate of all vehicles/equipment for all departments 4. Facilities routine work orders completed within 15 working days 90% of the time

Effectiveness

89%

89%

89%

89%

Effectiveness

90%

99%

90%

100%

Effectiveness

94%

95%

93%

97%

Effectiveness

90%

98%

90%

99%

5. Pot hole repair response time (Days) 6. Complete litter removal of 159 miles of road rights-of-way in five working days (Days) 7. Storm drains cleaned per year

Effectiveness

2

1

2

1

Effectiveness

5

12.9

10

5.93

Effectiveness

14,000

15,131

12,000

27,776

8. Fire hydrants serviced (Revised for FY 2018) 9. Miles of street sweeping per year to meet NPDES standards

Effectiveness

1,418

1,155

1,167

1,000

1,330

1,000

989

8,000

11,541

Effectiveness

1000

1004

1,000

1,392

Effectiveness

<10%

9%

<10%

10%

FY2019 Goal 90% 90% 94% 90%

FY2019 FY2019 Actual Status 93% 99.9% 100%

Strategic Goal: Premier Community in South Florida

Effectiveness

2 5 12,000 1,155 1,000

1 5 7,594 415 274

8,000 1,000 <10%

8,278 369 16.19%

Strategic Goal: City Investment in Today and Future 10. Length of sanitary sewer pipe liner rehabilitated (Linear Feet) (New beginning FY2018) 11. Service valves per year 12. Percent of "unaccounted for" water

Effectiveness

Measure Types Definitions Impact: Measures the resources being used by a department and/or the impact on the community.

Demand: Measures the need for a specific service or program.

Efficiency: Measures cost efficiency.

Effectiveness: Measures how well an objective is achieved.

64

Fiscal Year 2020 Business Plan

Key Summary Met goal/On target to meet goal Within 5% of Goal/Possible Risk Did not meet Goal/At Risk of not meeting Goal No update available

Responsible City Government Initiative

Department(s)

Status

Budget

Timing

% Complete

1

Hiring of Grant Consultant

Budget

We worked with Via Partnership to write and research the Bloomberg grant. We are currently looking for other consultants and grant opportunities.

Within Budget On Schedule

25%

2

Open Smart City- Strategic Planning Online Platform

Budget

The Evaluation Committee reviewed and shortlisted the proposals down to two proposers: Ascendant Strategy and Envisio. After seeing the presentations, the Committee selected Within Budget On Schedule Ascendant Strategy. Commissioners will vote on this item at the May 1st Commission Meeting.

30%

3

Improving Human Resource Service Quality

HR

The NeoGov "Onboarding" software has been purchased and staff is being trained. Full implementation is scheduled for June 2019.

Within Budget On schedule

60%

4

Linkedin Learning Subscriptions

CMO

LinkedIn Learning was deployed by the end of February 2019. The product debut to all city Staff was done in January, and required additional configuration steps necessary to align user accounts with Linked-In accounts. Specific Administrative users are currently being Within Budget On Schedule defined on a department-by-department basis, to allow individual training plans to be formulated by each using department.

90%

5

Comprehensive Compensation Study

HR

6

Innovation Incentive Recognition Program

CMO

7

Tightrope Cablecast Upgrade for City TV

8

LiveU Equipment Purchase

9

Electric Utility Vehicle

10

Dispatch Improvements

11

Survey analysis completed, draft reports provided, presented final report, further review and implementation to be conducted during Q3.

Within Budget On Schedule

100%

The Innovation recognition program has been established by the Innovation steering committee and will launch in February 2019. The process began with the selection of the initial â&#x20AC;&#x153;Shark Tankâ&#x20AC;? panel, followed on by several committee meetings to identify incentive Within Budget On Schedule amounts, and recognition types. The inaugural Innovation Meeting with the panel is set for March 12, 2019.

50%

Communications & Marketing

The Tightrope agenda item was approved at the February 6 commission meeting. The equipment is ordered and should be installed in the next two months.

Within Budget On Schedule

70%

Communications & Marketing

The LiveU Equipment was used for the first time during the opening of the Temple of time.

Within Budget On Schedule

100%

Public Works/Equipment Staff is still in the process of getting all vehicle quotes for FY 19. The Electric Utility Vehicle Within Budget On Schedule Services is in the group, and the specs should be to Purchasing by mid February.

50%

Police

Dispatch improvements are nearly complete. Some electrical work and minor painting are Within Budget On Schedule remaining.

98%

Enhance Strategic Enforcement Team

Police

Postponed indefinitely due to changes in manpower needed in other areas.

12

Virtual Slice of the Springs Meeting

Development Services/Comm&Mktg

13

Event Management Process

Communications & Marketing

14

Education Grants

CMO

On Hold

On Hold

0%

No meetings held in Q2.

Within Budget On Schedule

0%

The event management process is ongoing. The event team continues to meet bi-weekly reviewing event incoming applications and evaluating the success of completed events.

The new sponsorship process is also underway.

Within Budget On Schedule

100%

Funds for this initiative are being repurposed for a community outreach pop-up party. The Within Budget On Schedule event is scheduled to take place on the 7th of August.

40%

MLK Celebration was held over the weekend of January 17 - 19th. A Student Art & Literary Exhibits contest drew more than 300 entries which were judged and awarded trophies at a Student Award Ceremony. This year a musical/drama was also offered at a low cost to the general public. On the official King Holiday, we hosted a Diversity/Leadership Day for high schol and middle school students. Approximately 200 students attended this program.

15

Multi-cultural Events

HR

MLK Golf Tournament: This event which had originally been scheduled on October 25th, was cancelled due to the passing of our Mayor, Skip Campbell. It was rescheduled for March 8th at the Coral Springs Country Club and was a huge success with about 110 players in attendance. The proceeds of this event go directly into the MLK Scholarship Fund.

Within Budget On Schedule

25%

Youth Programs included Teen Political Forum, Broward Waterway Clean Up, Coral Springs Festival of the Arts, Temple of Time, Food Drive benefiting Feeding South Florida (replenish after government shut down), Keep Coral Springs Beautiful, MLK Student Art & Within Budget On Schedule Literary Exhibits, MLK Leadership & Diversity Day, and Worldfest.

50%

Worldfest: will be celebrated on March 31st at the Sportsplex for the 13th year. This community event is intended to showcase the various cultures that abound in our area with music, entertainment, ethnic cuisine and arts/crafts for the young ones. 4000 - 5000 people are anticipated to attend.

16

Youth Programs

HR

City of Coral Springs, Florida

65

City Investment in Today and Future Status

Budget

Timing

% Complete

Initiative

Department(s)

17

Landscape Improvement of Arterial Roads

Public Works

Conceptual design package for University Drive work will be presented to FDOT during the second quarter. Project is in design.

Within Budget On Schedule

5%

18

Facilities/Streets Cityworks software

Public Works

I.T. advises that the procurement of the Streets and Facilities Cityworks software is targeted for March of 2020.

Within Budget

0%

19

Mullins Park Playground replacement

Parks & Recreation

The old playground equipment and surfacing have been removed by staff. The site is now ready for the installation of the new equipment. The new equipment is on site and Within Budget On Schedule installation will begin as soon as the contractor receives their building permit. Playground should be completed within the third quarter.

50%

20

Light Fixture Replacement Aiello Field

Parks & Recreation

Purchase Order is in place with Musco. The new LED Fixtures are ordered and we expect work to begin in April, with completion to be done in May.

Within Budget On Schedule

40%

Within Budget On Schedule

50%

Pre-Bid Meeting was held. Bids will be provded by end of March.

Within Budget On Schedule

20%

Air conditioning technician reported to work on Jan. 14, 2019.

Within Budget On Schedule

100%

Late

The following scheduled projects are completed - AED Replacements at Aquatics Facilities, new garage doors at Sportsplex Athletics, replaced basketball backboards and rims at Sportsplex Athletics, Tree Trimming Equipment has been purchased, New Fence for Heafy Batting Cage, Replaced chain link fence at DeDe Gilmore Park Tennis Courts, new player benches at various sites and new caps for Mullins Park Building pillars.

21 Parks Replacement CIP Projects

Parks & Recreation

The following projects are underway - Concrete pads for park amenities, Fertilization of Common Grounds in all parks, paint chain link fence at Forest Hills Park and Mullins Park, replace bumper blocks, irrigation for Castlewood Park and ordering Park Amenities.

All projects should be completed by the end of the 3rd Quarter.

Staff also completed 2 projects not scheduled for this year - 2 new gates at Dog Park and 8 new benches for the Tennis Complex. These were done through savings on completed projects.

22

25 Meter Pool Linear Upgrade

23

Air Conditioning Technician

Parks & Recreation Public Works

Public Works/Equipment Procurement is on hold pending build out of the 4150 building.

Services

0%

24

New Shop Equipment

25

Wireless Telecommunications Master Plan

Development Services

Consultant has completed their inventory assessment as planned. Meeting will be held in Within Budget On Schedule 3rd quarter to discuss findings prior to City Commission Workshop presentation.

30%

26

Cultural Facilities Grant for Museum Renovations

Development Services

Only outstanding project is the air conditioning (compressor or condenser) which is scheduled to be installed before June 1st.

Within Budget On Schedule

46%

27

Roadway Resurfacing

Public Works

Base contract is complete; Add alternate work awarded in progress. Program is in design.

Within Budget On Schedule

10%

28

Wiles Road and 441 Entry Improvements

Public Works

Broward Count has completed the project.

Within Budget On Schedule

100%

29

Inflow and Infiltration Rehabilitation

Public Works

Contractor selection is in progress with Purchasing.

Within Budget On Schedule

0%

The tree crew has been maintaining trees throughout the Parks and Linear Parks. They completed removing nuisance trees from around the Boat Dock at Riverside Park as part of the requirements from South Florida Water Management for that project. Tree maintenance within the Environmentally Save Lands has also been ongoing. Some of that maintenance has been done by outside contractors. We will be planting new trees within the parks and linear parks during the third and fourth quarters.

Within Budget On Schedule

50%

30 Maintain and Protect City Trees

Parks & Recreation

On Hold

On Hold

31

Turtle Run Park Left Turn Lane

Public Works

Project is substantially completed.

Within Budget On Schedule

95%

32

New Entrance for Sherwood Forest Park

Public Works

Project is complete.

Within Budget On Schedule

100%

33

CDBG Action Plan

Development Services

Capital Improvements projects are scheduled to bid. Senior and youth scholarship funds will be expended by June 2019. Home Repair projects are in the process of inspections and bids.

Within Budget On Schedule

13%

34

Traffic Management

Development Services/Public Works

The TMT met each month during the quarter and met BIRD, a dockless scooter company, is working on traffic and pedestrian issues at two elementary schools (Forest Hills and Eagle Ridge), and reviewed the recommendations from CSFD concerning use of speed tables on city streets. 5 traffic Within Budget studies were completed in response to resident requests. A kick-off meeting for the Downtown Coral Springs Mobility Hub Masterplan Study, funded by the MPO, occurred on March 20.

66

Fiscal Year 2020 Business Plan

On Schedule

33%

Downtown Becoming Vibrant Initiative

Department(s)

35

Sample Road Master Parking Comprehensive Plan

Public Works/CRA

36

Design Guidelines for Downtown

Economic Development/CRA

37

Development Agreement for the Cornerstone project

Economic Development/CRA

38

Innovate Downtown

Communications and Marketing/CRA

39

Downtown Decorative Street Lights

Public Works/CRA

40

Intersection Approaches Upgraded to ADA Compliance

Public Works

Status Budget Timing The consultant presented to businesses within the CRA in February and to the Commission at the March 6th meeting. The Commission accepted the plan and Within Budget On Schedule presentation, but there is no funding available for the improvements. The CRA will explore potential grant funding for the project.

The CRA held a merchants meeting in February to present the design guidelines. The consultant then presented them at the 3.6.19 Commission meeting where they were approved. Next steps include integrating them with the existing code and notifying the merchants of the approval.

Horace, Lee, Vanessa, Julie and Kristi met with Rod and Scott to discuss the status of the project and the development agreement. The DRC will be submitted as soon as we understand the status of the FDOT approval. Need pro forma, timeline, triggering mechanisms and disclosure of financial backers before we move forward with development agreement and TIF agreement Innovate Downtown was held on March 1st with 12 creators presenting to 4 judges.

Charles Schwartz emceed the event and gave the Ted Talk. Two Degrees won the judges award and Strawfish won the audience award. Need diversity on judges and applicants next year. Open it up to the state to get additional funding for winners.

The CRA and Public Works continues to communicate with the County regarding the decorative lighting. The CRA has chosen a design and is willing to pay the difference in cost for the FPL County-preferred lighting style. Currently waiting on approval from the County.

Notice to Proceed anticipated as of April 1, with a 90 day term for completion.

% Complete

15%

Within Budget On Schedule

90%

Within Budget

20%

Late

Within Budget On Schedule

100%

Within Budget On Schedule

2%

Within Budget On Schedule

15%

Growing Local Economy 41

Initiative

Department(s)

Economic Development Strategic Plan

Economic Development

Status Best and final offers were provided on 2.13.19. Committee met on 2.20.19 and chose Camoin Associates. Contract negotiations went well and the item is on the 4.3.19 agenda for Commission approval. We are back on schedule and the process should start April 15th.

Budget

Timing

% Complete

Within Budget On Schedule

25%

25%

42

Venture Lab and/or Co-working Space Downtown

Economic Development/CRA

The CRA has been exploring the idea of getting a co-working space downtown. Danielle met and/or spoke with numerous providers and we are still keeping our options open.

There is limited available space of 10K square feet or more available which is proving to be Within Budget On Schedule a challenge. As for an institute of higher education, enrollment typically goes down when unemployment goes down, so it is unlikely to happen any time soon. Those entities also like free space and no one has offered to provide it at this time.

43

New Quarterly Economic Development and Marketing Report

Economic Development

Contract with Cloud Nine for the CRM system has been approved by Legal and is currently in Purchasing for signature. It will be implemented before the end of the quarter and the Within Budget On Schedule first report should be ready in April.

50%

44

Retention of Marketing Firm

Economic Development

Marketing anf branding are a key component of the EDSP. The process begins on 4/15 and Within Budget On Schedule the consultants are interviewing staff from Marketing and Communications as well as stakeholders to determine the direction of the branding and marketing.

0%

45

Residential Realtor’s Event

Economic Development

We will be combining this with the other Realtors Summit and be asking for input on the EDSP as well as on Code and Zoning.

Within Budget On Schedule

0%

46

Building Permit Fee Study

Development Services

Continue to gather information from all divisions (Building, Zoning, and Engineering) necessary to include the length of time needed for intake, plan review, inspections, and invoicing. Gathering additional documentation to forward to the consultant.

Within Budget On Schedule

55%

The EDA grant has been moved to the next level, but requires a local match of almost $2M. The item is on the agenda for 3.20.19. If the commission does not approve the match, we will be ineligible for the EDA funding. We submitted our grant application to the Job Within Budget On Schedule Growth Grant Fund and have spoken with DEO. Our submittal looks good, but there is currently no funding left for FY19. The state legislature is in session now and the Governor has recommended $85M for the fund for FY20.

25%

47

48

Corporate Park Improvements

Code Compliance Operational Review and Training

Economic Development

Development Services

Q2: The Field Training Officer started in February 2019. Training manuals and informational handouts are being reworked and new items created to assist staff and the community.

• Code Compliance Manager attended training (Coaching for Greater Effectiveness) at the Center for Creative Leadership in February.

• Staff participated in a roundtable with Human Resources establishing a code of conduct for staff.

Within Budget On Schedule • Continued training is scheduled in Q3 on Situational Behavior Impact and Decision Roundtree.

• Staff attended training Communicate Your Way Through Change January 2019 presented by Susanne Gaddis PHD. • Code Supervisor Attended training: The Excelling as a Manager or Supervisor Seminar.

• Code Supervisors and Officers attended the 2019 Water Conservation Expo and Fair hosting a variety of speakers.

City of Coral Springs, Florida

70%

67

49

Electric Vehicles and Charging Stations

Public Works

50

Economic Development Marketing - Website Redesign

Economic Development

Added in photos from BRE visits. Updating content. Meeting scheduled with GIS Planning Within Budget On Schedule to update data and learn more about full capabilities of the database.

51

Real Estate Summit

Economic Development

We will be combining this with the other Realtors Summit and be asking for input on the EDSP as well as on Code and Zoning.

52

Coral Springs Regional Chamber Business Academy

Economic Development

There were three Biz Academy sessions held in Q2. One session remains in the series and takes place in Q3. Attendance is on the rise and topics have been well received.

Installation of charging stations at City Hall Public Garage is completed.

Within Budget On Schedule

Undefined

Undefined

Within Budget On Schedule

100% 30% 0% 83%

Premier Community in South Florida Initiative

Department(s)

53

Additional (4) School Resource Officers

Police

54

Additional (3) Firefighter/Paramedics

Fire/EMS

Status This initiative has been completed. We have assigned an additional SRO to Coral Glades High School, Coral Springs High School, JP Taravella High School, as well as Coral Springs Charter.

All vacancies have been filled be select candidates. Their start date was mid March.

Budget

Timing

% Complete

Within Budget On Schedule

100%

Within Budget On Schedule

100% 100%

55

Logistics Captain

Fire

The Logistics Captain position has been hired and filled. Captain Roseboom has begun his Within Budget On Schedule work in this new position. Captain Roseboom has already started with several new initiatives to improve and streamline the logisitcs section of our department.

56

Principal Office Assistant Parttime to Full-time

Fire

This is complete.

Within Budget On Schedule

100%

The New Initiative/CIP Worksheet has been completed to add radio authentication to all 817 Public Safety Radios. It is a cost of $60 per radio, totaling $49,020. The price received was for pricing up until May 23, 2019. After that date, the new price will be $100 per radio totaling $81,700. Quotes from Motorola have been requested for the additional cost of having Motorola complete the programming for the city.

Within Budget On Schedule

10%

57

Adding Radio Authentication to All Public Safety Radios

Police

58

Emergency Traffic Signal

Fire

59

Stryker Powerload Stretcher Restraint and Lifting Systems

Fire/EMS

60 SWAT Sniper Rifle Replacement 61

Historic Preservation

Police Development Services

Several staff members are working on this project. Coordination between several agencies is ongoing. The permitting and design is complete and we are moving to the next step of this project.

Undefined

Undefined

25%

The products have been ordered and are beginning to arrive in the city. A coordination effort between FD and the City Garage will take place next to install the components into the rescue vehicles. An element of training will have to be conducted with our members to ensure proper and safe use.

Within Budget On Schedule

50%

Testing and evaluation has been completed. Vendor will be providing a quote for purchase.

Within Budget On Schedule

80%

Q2: No further action during this quarter. Broward County staff distributed the draft Ordinance on 12/10/18. Comments were sent 12/21/18.

Within Budget On Schedule

10%

62 Incentive to hire Police Officers

Police

Since the recent reinstatement of the law enforcement sworn hiring incentive program two hires met the eligibility requirements of the program. The incentive is prominently posted on the police employment page of the Cityâ&#x20AC;&#x2122;s website and is also highlighted on the job bulletin. The program was initially communicated via Facebook/Workplace and via Within Budget On Schedule a department-wide email blast for purposes of obtaining employee referrals. It should be noted that there has not been a need for aggressive recruitment measures in the last few months as all vacancies were accounted for with existing applicants. However, it will be a critical tool going forward in light of hiring initiatives on the horizon.

63

Summer Breakspot Program

Police

Curriculum details and budgets costs are being organized and prepared. These items should be completed after April 1, 2019.

Within Budget On Schedule

50%

64

Community Paramedic Program

Fire/EMS

The Community Paramedic program continues to operate at a very high efficiency rate.

CP Toolan continues to receive vital follow-up information from the crews and conducts patient evaluations shortly after the referral. CP Toolan is helping a large number of atrisk patients and ensuring that they get proper care in a variety of areas.

Within Budget On Schedule

100%

65

Stormwater Assessment Implementation

Public Works

Presentations to Commission have been completed. Ordinance approved in December.

Assessment is subject to Commission consideration for FY 2020 budget.

66

Interactive OnLine Mapping

Development Services

67

Enterprise Software

Information Technology/Finance

68

Health & Wellbeing Strategy

HR

69

City-wide Day of Service

HR

70 Additional Senior Programming

71

68

Senior Outreach Newsletter

Ongoing updates to the current development map.

The executive staff has been meeting to discuss the ERP implementation schedule and competing priorities that may affect the ERP deployment. Presentation to CMO expected by end of March 2019.

Provided onsite support and resources for employees following the one year anniversary of MSD incident. Completed the annual onsite LIFEscan screening proces with over 150 employee (and dependents) participating. Additionally, more than 250 employee attended the Annual Employee Wellness day which included various stress relieving therapeuatic options for employees (accupuncture, massage therapy).

Discussing possibility of moving the day of service to take place during the holiday months November â&#x20AC;&#x201C; December.

Undefined

On Schedule

Within Budget On Schedule

100%

100% 50%

Undefined

Undefined

93%

Undefined

Undefined

25%

Undefined

Undefined

0%

Parks & Recreation

This is an ongoing program to provide programs and activities for the seniors. We have added additonal fitness classes as needed by registration numbers. In the first quarter staff began a new program where once every two months a birthday lunch is held to Within Budget On Schedule celebrate any senior who has a birthday within that time frame. 2 lunches have been held and the turn out has been excellent. Staff provides food, entertainment and prizes for those that attend.

50%

Communications & Marketing

Communications and Marketing, in partnership with Parks and Recreation, has been producing the Forever Young quarterly newsletter that is mailed to residents 62 years and older. The number of issues mailed is approximately 12,000. With the July issue of the Within Budget On Schedule publication, we are offering the option for seniors to opt-in to receive the publication digitally. To date, we have 150 recipients of the digital version of the newsletter.

The final issue of the fiscal year will be distributed in September.

75%

Fiscal Year 2020 Business Plan

City of Coral Springs, Florida

69

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