Strategic Plan 2018-2023

STRATEGIC PLAN FISCAL YEAR 2018-2023

EVERYTHING UNDER THE SUN

STRATEGIC PLANNING PROCESS The Commission adopted the 2018-2023 Strategic Plan April 2018.

City staff developed a workshop manual to provide the Commission with summaries and highlights from the many sources of information used to analyze the City’s financial condition, operational performance, customer requirements, and the forces at work in our economic, demographic, and legislative environment. We have used rich and varied sources of data to prepare the information including: Residential Survey (2017) Five-Year Forecast Slice of the Springs Summary Situational Analysis

Business Survey (2016) KPI & Initiative Update Environmental Scan

MISSION The Mission of Coral Springs City Government is to create the Premier Community by providing Customer driven, Exceptional City services in a Financially responsible manner while Engaging our community.

CORE VALUES Customer Focus Offer exemplary customer service and achieve customer satisfaction by soliciting feedback and improving when necessary.

Leadership Create an atmosphere of innovation and establish an inspiring vision for government that works better and costs less.

Empowered Employees Empower staff to make decisions and continuously improve the organizations’ service.

Continuous Quality Improvement Use customer feedback to drive quality improvements on a continuous basis.

Sustainability Work toward efficient and cost-effective solutions to protect and conserve natural resources, while promoting green awareness in the community.

STRATEGIC GOALS Responsible City Government: Financially sound City providing exceptional City services.

Historical Data

Responsible City Government Satisfaction ratings with City communications (Res. & Biz Surveys) Employee satisfaction rating (Employee Survey) Maintain AAA bond ratings (Two required)

S&P Fitch Moody's

Ratings of value for tax dollars and fees (Res. & Biz Surveys) Ratings of customer service (Res. & Biz Surveys)

FY2016 FY2016 FY2017 FY2017 FY2018 Status Goal Actual Goal Actual Goal 81% 79% (Biz) 95% 92% (Res) 81% 92% 94% 92% 93% 92% AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA Aa1 AAA Aa1 AAA 65% 78% (Biz) 75% 84% (Res) 65% 95% 94% (Biz) 95% 93% (Res) 95%

City Investment in Today & Future: Upgraded City Infrastructure, Facilities and Parks.

Historical Data

City Investment in Today and Future Resident rating of appearance of Parks and Rec. facilities (Res. Survey) Resident rating of range of activities at Parks and Rec. facilities (Res. Survey)

FY2016 FY2016 FY2017 FY2017 Status Goal Actual Goal Actual -

-

95%

92% (Res)

-

-

95%

92% (Res)

Athletic league participation

8,100

7,976

8,100

8,056

Ratings of litter collection on City streets (Res. & Biz Surveys)

87%

98% (Biz)

87%

88% (Res)

-

-

90%

91% (Res)

Rating of condition/appearance of medians (Res. Survey)

FY2018 Goal 8,100 87% -

Downtown Becoming Vibrant: Creating a sense of place and a destination.

Historical Data

Downtown Becoming Vibrant Attendance at Downtown Events (New for 2019) Downtown Occupancy Rate Growth (New for 2019)

FY2016 FY2016 FY2017 FY2017 FY2019 Status Goal Actual Goal Actual Goal -

-

-

-

-

-

Growing Local Economy: Increased Business Investment and Jobs.

Historical Data

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

FY2016 FY2016 FY2017 FY2017 FY2018 Status Goal Actual Goal Actual Goal 95% 97% (Biz) 97% 1.26% * 0.17% 2.24% * 0.25% 1.31% * 8.6% * 7.9% 12.4% * 6.5% 6.8% * 4.8% 4.4% 4.1% 4.0% 3.8%

Premier Community in South Florida: The Place for Families to live in great neighborhoods.

Historical Data

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 Injury accidents at or near 14 major intersections in the City Ratings of City efforts at maintaining quality of neighborhoods (Res. & Biz Surveys)

FY2016 FY2016 FY2017 FY2017 FY2018 Status Goal Actual Goal Actual Goal 2,500 2,181 2,500 2,075 2,500 92% 93% (Res) 94% 97% (Res) 96% 98% (Biz) 96% 94% (Res) 96% 95% 99.5% 95% 99% 95 175 97 165 116 165 85% 96% (Biz) 85% 84% (Res) 85%

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Ci y off Coral Springs City Measurable Performance Mea Measur Measura Measure Type: Effectiveness Strategic Goal: Growing Local Economy

City Attorney

1. Preparation of Legislation within 10 workdays of request accompanied by backup material 2. Number of days lost from on the job injuries (Per 100 employees) 3. Percentage of subrogation eligible dollars recovered

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

Budget & Strategy

1. Internal customer satisfaction rating 2. Facilitate or support cross-functional process improvement teams # per year Grant Application Submitted Grants Awarded Active Grants worked during FY

3. Grant measures (New beginning FY2018):

4. Receive the GFOA Distinguished Budget Presentation award 5. Payroll regular salaries adopted budget versus actual, net of policy changes 6. Produce monthly financial statements within seven business days of period close

Measure Type: Effectiveness Strategic Goal: Responsible City Government

Communications & Marketing

1. Customer satisfaction with communications (Internal Survey) 2. Awareness of Coral Springs magazine by new residents (Res. Survey) 3. Number of followers on City Facebook 4. New promotional/informational campaigns produced (Social media and City TV)

Measure Type: Effectiveness Strategic Goal: Responsible City Government

City Clerk's Office

1. Agenda completed and distributed at least 5 days prior to Commission meeting 2. Number of hours of staff time per meeting spent preparing summary minutes

Historical Data

FY2016 Goal

FY2016 Actual

FY2017 Goal

FY2017 Actual

99%

99%

99%

99%

49

95.85

49

51

47%

66%

47%

68%

FY2016 Goal

FY2016 Actual

FY2017 Goal

FY2017 Actual

95%

94%

95%

96%

2

5

2

3

-

18 10 37

-

39 9 63

1. Department customer satisfaction rating (Composite)

FY2018 Goal 99% 49 47%

Historical Data

Yes

Yes

Yes

Yes

±2%

1.7%

±2%

0.4%

Yes

Yes

Yes

Yes

FY2016 Goal

FY2016 Actual

94% -

Status

FY2018 Goal 95% 2 20 11 40 Yes ±2% Yes

Historical Data

FY2017 Goal

FY2017 Actual

100%

95%

98%

-

85%

87%

7,785

10,657

9,300

17,161

60

131

60

99

FY2016 Goal

FY2016 Actual

Status

FY2018 Goal 95% 20,000 60

Historical Data

FY2017 Goal

FY2017 Actual

Status

FY2018 Goal 95% 4 hrs

95%

100%

95%

100%

4 hrs

2 hrs

4 hrs

2 hrs

FY2016 Goal

FY2016 Actual

FY2017 Goal

FY2017 Actual

95%

99%

95%

98%

95%

2

1

2

2

2

1.5

2

2

8

8.25

8

8

45

29

45

38

2 2 8 45

Development Services

Measure Type: Community Development Effectiveness & Efficiency Strategic Goal: Responsible City Government

Status

Historical Data Status

FY2018 Goal

Strategic Goal: Growing Local Economy 2. Cycle time for small permits by the Zoning Division (Building Plan Review) (Days) 3. Cycle time for sign permits by the Zoning Division (Building Plan Review) (Days) 4. Cycle time for plan reviews (new and major/minor) by the Zoning Division (Development Review Committee) (Days) 5. Avg. number of days from the receipt of the resident's application for rehabilitation assistance to approval

Strategic Goal: Premier Community in South Florida 6. Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 7. Number of trees planted within the City 8. Number of formal and informal neighborhood partnerships each year

1.5

1.7

1.5

1.48

1,000

2,155

1,000

3,195

10

6

10

4

FY2016 Goal

FY2016 Actual

Development Services Building

Measure Type: Effectiveness Strategic Goal: Growing Local Economy

1. Requested inspections completed within one day 2. Percent of plan reviews completed within 15 working days 3. QTRAC Data (Wait Times) (New beginning FY2019) 4. "Building" Records Requests (New beginning FY2019)

Historical Data

1. Percent of code cases brought into voluntary compliance prior to administrative/judicial process 2. Percent of respondents satisfied with City efforts at maintaining the quality of their neighborhoods (Res. Survey) 3. Percent of survey respondents satisfied with the City's efforts to support quality neighborhoods (Biz Survey)

FY2017 Goal

FY2017 Actual

95%

100%

95%

100%

90%

94%

90%

96%

-

-

-

-

-

-

-

-

FY2016 Goal

FY2016 Actual

FY2017 Goal

FY2017 Actual

75%

77.6%

75%

79.9%

-

-

84%

85%

87%

95%

-

-

Development Services

Measure Type: Code Compliance Effectiveness Strategic Goal: Growing Local Economy

1.5 1,000 10

Status

FY2018 Goal 95% 90% -

Historical Data Status

FY2018 Goal 75% 87%

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

Financial Services

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

Historical Data

FY2016 Goal

FY2016 Actual

FY2017 Goal

FY2017 Actual

Status

FY2018 Goal

94%

97%

94%

98%

94%

88%

87%

88%

80%

Yes

Yes

Yes

Yes

3%

1%

3%

1%

0

0

0

0

90%

96%

90%

96%

2.5%

1.9%

2.5%

1.3%

88% Yes 3% 0 90% 2.5%

FY2016 Goal

FY2016 Actual

FY2017 Goal

FY2017 Actual

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

90%

97%

90%

97%

90%

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

90%

98%

90%

100%

90%

90% 6,400 4,000 7 7 50 4 90% 60 40

Measure Type: Effectiveness & Efficiency Strategic Goal: Premier Community in South Florida

Fire/EMS

Historical Data Status

FY2018 Goal

Strategic Goal: Responsible City Government 2. Provide inspection report to customer within 12 days from inspection (revised FY17) 3. Perform annual fire inspections (commercial properties & applicable multi-family residential units) 4. Provide public education programs to residents ages 5-8 FL Firefighter Minimum Standards classes EMT classes 5. Provide a minimum number of classes at the Fire Academy: Specialty classes Paramedic class 6. Percent of customers who are satisfied with the quality of the Fire Department (Res. Survey) 7. Percent of customers satisfied with the quality of the emergency paramedics (Biz. Survey) 8. Maintain Citizen Emergency Response Team (CERT) force 9. Maintain Fire Explorers program participation

Measure Type: Effectiveness & Efficiency Strategic Goal: Responsible City Government

Human Resources

1. Percentage of employees who would recommend working for the City to a friend 2. Employee engagement index 3. Percentage of employees that are satisfied with wellness activities 4. Percentage of employees that value Employee Benefits Package 5. Percentage of employees satisfied with Volunteer Services (New beginning FY2019) 6. Percentage of employees satisfied with the Onboarding process with the City 7. Percentage of employees who are satisfied with Learning Culture

(New beginning FY2019)

-

-

95%

98%

6,400

6,069

6,400

5,890

4,000

6,761

4,000

8,210

7

6

7

7

4

5

4

6

50

50

50

101

1

3

1

3

-

-

95%

99%

99%

100%

-

-

100

135

100

82

45

25

40

30

FY2016 Goal

FY2016 Actual

Historical Data

FY2017 Goal

FY2017 Actual

92%

94%

90%

93%

90%

88%

90%

89%

90%

93%

90%

94%

90%

88%

90%

88%

-

-

-

-

-

-

-

-

90%

92%

90%

93%

90% 90% 90% 90% 95% 95%

-

-

-

-

-

87%

95%

95%

9b. Complete service request within 7 business days*

-

91%

95%

95%

FY2016 Goal

FY2016 Actual

Measure Type: Workload & Effectiveness

Strategic Goal: Responsible City Government 1. IT Development Projects implemented (In accordance with Cityâ&#x20AC;&#x2122;s Business Plan and IT Work Program) 2. Customer satisfaction rating from survey of Information Technology 3. Meet service level agreement regarding network availability 4. Meet service level agreement regarding application availability 5. Meet service level agreement regarding server availability

Historical Data

Measure Type: Effectiveness Strategic Goal: Responsible City Government

1. Quality service rating for appearance of recreation/athletic facilities (Res. Survey) 2. Customer service rating for parks and recreation staff (Res. Survey) 3. Safety rating of City parks (Res. Survey)

1. Customer service rating of summer recreation program

FY2017 Actual

Status

FY2018 Goal

8

7

10

7

9

99%

95%

99%

99.5%

100.0%

99.5%

100.0%

98%

99.9%

98%

99.9%

99%

99.9%

99%

99.9%

95% 99.5% 98% 99%

FY2016 Goal

FY2016 Actual

Historical Data

FY2017 Goal

FY2017 Actual

Status

FY2018 Goal

-

-

95%

92%

-

-

-

95%

94%

-

-

90%

91%

-

FY2016 Goal

FY2016 Actual

FY2017 Goal

FY2017 Actual

98%

99%

95%

97%

95%

60%

66%

60%

58%

60%

-

-

-

-

-

Parks & Recreation

Measure Type: Recreation Effectiveness, Efficiency & Demand Strategic Goal: City Investment in Today and Future

FY2017 Goal

95%

Parks & Recreation Parks

FY2018 Goal

90%

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

Information Technology

Status

Historical Data Status

FY2018 Goal

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

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

Parks & Recreation Aquatics

Measure Type: Effectiveness, Efficiency & Demand Strategic Goal: Responsible City Government

1. The combined cost recovery for the Aquatic Complex Division:

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

FY2019 Goal

65%

79%

65%

78%

65%

76%

65%

4,000

4,782

4,000

4,087

41%

50%

42%

4,000 50%

4,169 37%

4,000

49% 92%

92%

90%

97%

92%

90%

95%

92%

92%

90%

97%

90% 90% 90%

95% 97% 97%

95%

92%

Strategic Goal: City Investment in Today and Future Aquatic Complex membership Aquatic Complex membership turnover

2. Increase members and reduce member turnover:

50%

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

Parks & Recreation Sportplex

Aquatic facility Cypress Park Pool Mullins Park Pool

Measure Type: Effectiveness Strategic Goal: Growing Local Economy

1. Sports Commission: Number of room nights

3,600

Measure Type: Effectiveness 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

Effectiveness & Efficiency Strategic Goal: Premier Community in South Florida

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

3,454

3,600

2,060

3,600

4,909

FY2019 Goal 3,000

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status 90%

95%

90%

94%

30%

21%

30%

15%

-

86%

90%

87%

30

42

30

52

Measure Type:

Police

95%

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status

Parks & Recreation Tennis

95%

90% 30% 90% 30

94% 20% 87% 62

FY2019 Goal 90% 30% 90% 35

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status -

-

95%

95%

-

-

75%

78%

4:55

4:44

5:00

3:50

0%

-14%

0%

-36.5%

0%

0%

0%

-4.8%

30%

35.7%

30%

32%

0%

17.5%

0%

11.9%

31

33

31

32

200

304

200

401

92%

96%

-

-

92%

96%

-

-

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

4:53 -32% -14% 33% -13% 30.7 334

92% 92%

94% 97%

FY2019 Goal 95% 75% 5:00 0% 0% 30% 0% 31 200

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

Public Works

Measure Type: Effectiveness & Workload Strategic Goal: Responsible City Government

1. Departmentâ&#x20AC;&#x2122;s overall quality service rating (Res. Survey) 2. City Hall internal customer satisfaction rating for janitorial services 3. Availability rate of all vehicles/equipment for all departments 4. Facilities routine work orders completed within 15 working days 90% of the time

-

Historical Data

FY2016 FY2016 FY2017 FY2017 FY2018 FY2018 FY2018 Goal Actual Goal Actual Goal Actual Status -

-

90%

89%

90%

100%

90%

99%

94%

96%

94%

95%

90%

99%

90%

98%

1

1

2

1

5

5.9

5

12.9

15,00

18,007

14,000

15,131

-

1,155

-

1,418

850

1,151

1,000

1,330

FY2019 Goal

90% 93% 90%

100% 97% 99%

90%

2 10 12,000 1,155 1,000

1 5.93 27,776 1,167 989

2

8,000 1,000 <10%

11,541 1,392 10%

90% 94% 90%

Strategic Goal: Premier Community in South Florida 5. Pot hole repair response time (Days) 6. Complete litter removal of 159 miles of road rights-of-way in five working days (Days) 7. Storm drains cleaned per year 8. Fire hydrants serviced (Revised for FY 2018) 9. Miles of street sweeping per year to meet NPDES standards

5 12,000 1,155 1,000

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

-

-

-

-

1,000

1,200

1000%

1004

<10%

6%

<10%

9%

Key Summary Met or exceeded goal Within 5% of goal Did not meet goal

8,000 1,000 <10%

CoralSpringsFL

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9500 West Sample Road Coral Springs, Florida 33065 CoralSprings.orH t

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