Business Plan FY2013

Your City at Work

Business PlanFiscal Year 2013

CITY OF CORAL SPRINGS, FLORIDA • OFFICE OF THE CITY MANAGER 9551 W. Sample Road • Coral Springs, FL 33065 • CoralSprings.org

Phone 954-344-5906 • Fax 954-344-1043

July 24, 2012

The Honorable City CommissionCity of Coral Springs9551 West Sample RoadCoral Springs, FL 33065

I am pleased to present to you the adopted Business Plan for Fiscal Year 2013, which is the fi nal Business Plan suppor ng the 2012-2013 Strategic Plan. This Plan outlines numerous eff orts and ini a ves that will help posi on the City to meet our community’s needs despite a slow, but steady, economic recovery.

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

Mee ng our Community’s Service Needs

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

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

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

• Community aesthe cs• Public safety• Educa onal excellence• Local business vitality

Impact of Maintaining the Current Millage Rate in 2013

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

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

ii Fiscal Year 2013 Business Plan

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

Key Ini a ves for the Coming Year

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

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

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

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

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

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

• Enhancing the effi ciency and eff ec veness of the code enforcement process by automa ng a number of outdated and manual systems.

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

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

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

Honoring our Partnership

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

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

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

Erdal DönmezCity Manager

iiiCity of Coral Springs, Florida

City CommissionMayor Roy GoldVice Mayor Tom PowersCommissioner Vincent M. BoccardCommissioner Claude e BruckCommissioner Larry Vignola

Business Planning TeamRobert Goehrig, Director of Budget, Strategy and Communica onsRita Radziwon, Senior Financial AnalystChelsea Stahl, Senior Financial AnalystForrest Lehman, Senior Financial AnalystLiliana Alvarez, Senior Financial AnalystSherri Toops, Grant WriterLinda Kuhlman, Budget Analyst

Senior Management TeamErdal Dönmez, City ManagerSusan Grant, Deputy City ManagerRoberto Hernandez, Deputy City ManagerSusan Hess, Interim Director of Development ServicesJohn Hearn, City A orneyJosephine Chavez, City ClerkMark Curran, Fire ChiefRick Engle, Director of Parks and Recrea onDuncan Foster, Chief of PoliceSusan Hess, Director of Community DevelopmentCurlie Ma hews, Director of Informa on ServicesMike McGoun, Director of Aqua c ServicesTom Messenheimer, Execu ve Director of SportsplexRich Michaud, Director of Public WorksDale Pazdra, Director of Human Resources

Fiscal Year 2013

The City of Coral Springs

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

Cover design by Chris ne Parkinson Jahrsdoerfer

iv Fiscal Year 2013 Business Plan

Table of ContentsTable of ContentsIntroduc on ..........................................................................................................................................1Market Environment .............................................................................................................................2

Overview ........................................................................................................................................2Real Estate Trends ..........................................................................................................................6Economic Development .................................................................................................................7Downtown Coral Springs ................................................................................................................7Demographics ................................................................................................................................8Technology ...................................................................................................................................10Legisla ve Issues ..........................................................................................................................12

Service and Opera ons Strategy ........................................................................................................13A Word About Exis ng Services and Ongoing Ini a ves .............................................................13Our New Ini a ves ......................................................................................................................13

Customer-Involved Government .........................................................................................................14New Ini a ves .............................................................................................................................14

City Hall Ligh ng and Entrance ADA Modifi ca ons ..............................................................14Enterprise Resource Program ...............................................................................................14Lead Department: Informa on Services ..............................................................................14IT Infrastructure Moderniza on ...........................................................................................15Building Division Customer Service Enhancements .............................................................15City Charter Review ..............................................................................................................15Downtown Planning ..............................................................................................................15

Ongoing Ini a ves .......................................................................................................................16Neighborhood and Environmental Sustainability ...............................................................................17

New Ini a ves .............................................................................................................................17Burglary Enforcement and Reduc on (BEAR) Unit ...............................................................17Resurface Master Parking Lots .............................................................................................17Public Safety Technology Upgrades ......................................................................................18Public Art for 50th Anniversary ...........................................................................................18Public Safety Communica on System and Equipment Upgrade Study ................................18 Single-Family Rental Registra on Program .........................................................................19 Mullins Park Revitaliza on—Phase II ...................................................................................19Royal Palm Entryway Construc on.......................................................................................19 Median Master Plan—Phase I ..............................................................................................20Community Wildlife Habitat Designa on .............................................................................20Park Facili es Maintenance Crew .........................................................................................21

Ongoing Ini a ves .......................................................................................................................21Financial Health and Economic Development ....................................................................................25

New Ini a ves .............................................................................................................................25City Branding Phase II - Implementa on ..............................................................................25Economic Development Enhancements ...............................................................................25Corporate Promo onal Video ...............................................................................................26Fire Academy Promo onal Campaign ..................................................................................26Lead Departments: Fire, Communica ons and Marke ng ...................................................26EMS Equipment: Time=Life ...................................................................................................26Water Rate Study ..................................................................................................................26

Ongoing Ini a ves .......................................................................................................................27

vCity of Coral Springs, Florida

Traffi c, Mobility and Connec vity .......................................................................................................28New Ini a ves .............................................................................................................................28

New Sidewalks at 38th Drive and 85th Avenue ...................................................................28Coral Hills Drive Sidewalk Design ..........................................................................................28Roadway Resurfacing and Alley Improvements ..................................................................29Right Turn Lane at Shadow Wood Boulevard and Riverside Drive .......................................29

Ongoing Ini a ves .......................................................................................................................29Youth Development and Family Values ...............................................................................................32

New Ini a ves .............................................................................................................................3250th Anniversary Celebra on ...............................................................................................32Half Marathon and 5K Run/Walk ..........................................................................................32

Ongoing Ini a ves .......................................................................................................................33Strength in Diversity ...........................................................................................................................35

New Ini a ves .............................................................................................................................35BizArt Annual Event ..............................................................................................................35Mullins Park Water Tank Mural .............................................................................................35

Ongoing Ini a ves .......................................................................................................................36Excellence in Educa on .......................................................................................................................38

Ongoing Ini a ves .......................................................................................................................38Financial Strategy ................................................................................................................................41

Inves ng in the Future of Our Community .................................................................................41Revenue Outlook .........................................................................................................................42Long-Term Financial Management ...............................................................................................42Solid Waste ..................................................................................................................................43Fiscal Year 2013 Capital Improvement Program ..........................................................................44Water and Sewer..........................................................................................................................46Pension Status .............................................................................................................................47Fire Fund .....................................................................................................................................49

Measuring Results ...............................................................................................................................51Quarterly Performance Review ...................................................................................................51Supplier and Partner Performance Data ......................................................................................52Sustainability Index ......................................................................................................................53Composite Index ..........................................................................................................................54

Appendices ..........................................................................................................................................73

vi Fiscal Year 2013 Business Plan

Tables and Illustrations Tables and Illustrations Introduc on ..........................................................................................................................................1Market Environment .............................................................................................................................2

Locally Real GDP approaching the na onal average ......................................................................3Unemployment rate lowest since February 2009 ........................................................................3Percent change in CPI.....................................................................................................................4 Fla ening of the yield curve signals reduced borrowing costs for long-term debt ......................4FPL proposed change in residen al electric bill for typical 1,000 kwh user .................................5 Foreclosures in Coral Springs have declined .................................................................................6Occupancy Rates ............................................................................................................................7Demographic Trends ......................................................................................................................9

Service and Opera ons Strategy ........................................................................................................13City of Coral Springs’ Business Model ..........................................................................................13Long-Range Transporta on Improvement Plan ...........................................................................302012-2014 Short-Range Transporta on Improvement Plan ........................................................31

Financial Strategy ................................................................................................................................41Use of reserves decreases as economy rebounds .......................................................................42Financing plan for General Fund capital improvements—FY 2013 ..............................................45Wastewater treatment costs con nue to soar ............................................................................46Water and Sewer Debt service will peak in FY 2013 ....................................................................47

Measuring Results ...............................................................................................................................51Sa sfac on with items that infl uence percep ons of Coral Springs ...........................................52Sustainability Index FY 2008 to 2012 ...........................................................................................53Composite Index ..........................................................................................................................54Fiscal Year 2012 KIO Summary .....................................................................................................57Department Impact of Key Intended Outcomes for Fiscal Years 2012 • 2013 ...........................58Department Performance Measurements ..................................................................................59Fiscal Year 2012 Ini a ve Update ................................................................................................62Fiscal Year 2013 Ini a ve Summary ............................................................................................71

Appendices ..........................................................................................................................................73Staffi ng Changes ...........................................................................................................................74Full- me posi ons added in Fiscal Year 2013 ..............................................................................74Net full- me posi on changes per fi scal year .............................................................................74General Fund Summary ...............................................................................................................75Fire Fund Summary ......................................................................................................................78Water and Sewer Fund Summary ................................................................................................79Health Fund Summary .................................................................................................................80General Insurance Fund Summary ...............................................................................................81Coral Springs Charter School Fund Summary ..............................................................................82Public Art Fund Summary ............................................................................................................82Equipment Services Fund Summary ............................................................................................83Pension Fund Summary ...............................................................................................................84Debt Service Fund Summary ........................................................................................................84Major Capital Projects by Department ........................................................................................85Major Capital Projects by Loca on .............................................................................................86

1City of Coral Springs, Florida

IntroductionIntroduction

The Strategy Behind the Plan

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

With the strategic priori es set—and appropriate outcomes iden fi ed—the opera ons of the City are reviewed and redeployed to bring the strategic vision to life. Specifi c ini a ves are developed in response to the priori es iden fi ed in the Strategic Plan. This Business Plan is an outgrowth of the strategic priori es, capturing the City’s vision in a specifi c, directed, and quan fi able form.

Reading the Business Plan

The Market Environment sec on is the result of an environmental scan performed prior to the strategic planning process and is updated annually. It is presented in its complete form in the Strategic Planning Workbook each year and then updated and summarized here in the Business Plan. We look at local demographic and economic market forces to iden fy emerging issues and items of concern to our residents. Direct customer feedback is solicited through surveys, focus groups, and town mee ngs, which becomes the basis for the Commission’s strategic planning.

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

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

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

2 Fiscal Year 2013 Business Plan

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

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

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

Although economic indicators are moving in the right direc on, economic, poli cal, and policy uncertainty is making the business community cau ous and unwilling to rush to invest in the tools of produc on or hire addi onal workers. Consumers, who lost a large chunk of their wealth with the devalua on of their homes and re rement por olios, are taking a wait-and-see a tude. This guarded a tude among business and consumers has dampened spending causing the economy to move along in fi ts and starts which in turn makes consumers more cau ous.

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

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

Just as concerning as the uncertain economy, non-economic forces on the horizon could have a signifi cant impact on the City’s fi nancial health. In the recently completed Florida legisla ve session, a number of bills were passed that will have a nega ve impact on city revenues such as the Business Tax and the Communica ons Service Tax. In addi on, expected reforms that would have allowed ci es to crea vely reform public safety pensions did not materialize.

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

Economic AnalysisOverview

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

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

Market EnvironmentMarket Environment


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

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

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

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

Employment

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

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

Locally Real GDP approaching the na onal average

-8.00%

-6.00%

-4.00%

-2.00%

0.00%

2.00%

4.00%

6.00%

8.00%

2005 2006 2007 2008 2009 2010 2011 2012Q1 2012Q2National Florida Miami/Ft lauderdale

Unemployment rate lowest since February 2009

3.3% 3.2%

4.1%

7.6%

8.8% 8.5%

6.9%5.1% 5.0%

4.7%

8.5%

9.5%

8.9%8.2%

3.3% 3.4%

5.4%

8.9%

11.2%

10.5%

8.5%

0%

2%

4%

6%

8%

10%

12%

2006 2007 2008 2009 2010 2011 May 2012

Coral Springs National Florida

Source: Florida Agency for Workforce Innova on


Percent change in CPI

Na onal Miami-Ft. Lauderdale

Diff erence

2005 3.4% 4.7% 1.3%2006 3.2% 4.9% 1.7%2007 2.8% 4.2% 1.4%2008 3.8% 4.6% 0.8%2009 2.2% -0.3% -2.5%2010 1.5% 0.6% -0.9%2011 3.2% 3.5% 0.3%2012 1.7%

(May to May)

1.9% (April to April)

0.2%

Interest Rates

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

The decline in rates, in comparison to a year ago, signals reduced borrowing costs for long term debt. The fl a ening of the curve, meaning that rates are not increasing with dura on as much as they were, helps reduce the cost to the City for the longer maturi es on new bonds. Together, these condi ons provide the City with the opportunity to borrow money for long term capital projects at rates that are lower than last year.

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

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

Infl a on

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

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

Between May 2011 and May 2012, infl a on has increased na onally by 1.7% and by 1.9% in the Miami-Ft Lauderdale area (April to April). This monthly infl a on rate has been declining every month since September 2011 primarily as a result of decreasing energy costs. As a result, economists are expec ng low rates of infl a on through the end of 2015. Nevertheless, the City does have a number of service contracts which provide for price increases linked to infl a on which will cause the costs of those programs to increase over the next year.

0.00%0.50%1.00%1.50%2.00%2.50%3.00%3.50%4.00%4.50%

6 Month 1 Year 2 Year 5 Year 10 Year 30 Year

7/11/2011 7/9/12

Fla ening of the yield curve signals reduced borrowing costs for long-term debt


Energy

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

Since then the supply of oil has increased signifi cantly resul ng in a reduc on in the price of oil. The price for a barrel of oil dropped from a high of $114 last year to just $83 by June 2012. Likewise, the average retail price for a gallon of gasoline has dropped from $3.99 a gallon to $3.39 a gallon. The U.S. Department of Energy is projec ng gasoline retail prices to average $3.49 per gallon in 2013 or a 14% reduc on from last year’s average price. These stabilized fuel prices will be an important factor in the future economic growth of the region.

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

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

Given that FPL had agreed in January 2011 not to make any changes in the base rate un l at least the end of 2012, the Public Service Commission is expected to view FPL’s request favorably. While a rate increase will cause the City’s electric bill to increase, it will be more than off set by the increase in the electric franchise fee revenue the City receives from the U lity.

FPL proposed change in residen al electric bill for typical 1,000 kwh user

As of January

2012

Es mated January

2013

Es mated June 2013

Base Rate Charges $43.26 $48.49 $50.35

Fuel Surcharge $33.43 $26.76 $25.72

Other Charges* $15.56 $17.56 $17.56

Gross Receipts Tax

$2.37 $2.38 $2.40

Total $94.62 $95.19 $96.03

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

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


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

Foreclosures Declining

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

Heading Toward a Sellers’ Market

The residen al real estate market is experiencing low inventory levels available for buyers. Buyers are now compe ng with mul ple off ers and most proper es are sold at or near lis ng with many closing well above. Compe on is especially tough for foreclosed proper es, where banks are receiving cash off ers from investors. Because of this demand, most foreclosed proper es do not stay on the market for very long.

Thirty-six new single family homes are planned on the La Placida site now called Daniela Springs. Three model homes have received a cer fi cate of occupancy with 12 more expected in 2012.

Fewer Commercial Vacancies

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

Vacancy rates for offi ce, retail, and industrial space are star ng to improve. This is par cularly true for retail. The City a racted major

businesses including Kohl’s at the Coral Square Mall, the Renaissance Charter School in the old Target site, Aldi’s Grocery Store near Turtle Run, Benne Auto Supply, Salt Life, the Cheese Course at the Walk, Shoreline Aerospace in the Corporate Park, Science Care and Speed Source, and U18 Sports Medicine in Heron Bay, to name a few. Also, scheduled to open later this year are Sports Authority and Marshalls. Nearly all of the “big box” spaces within the City have been fi lled. Coral Springs has accepted 449 new occupa onal licenses in 2012 and 1,423 total in 2011 and 2012.

35

283

1,167

742799

1,390

0

200

400

600

800

1,000

1,200

1,400

1,600

2006 2007 2008 2009 2010 2011

Chart shows properties that have completed the foreclosure process.

Source: BCPA

267 through April 2012

Foreclosures in Coral Springs have declined

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


Economic DevelopmentFor the upcoming fi scal year, the City will con nue to posi on itself to take advantage of the economic recovery. The Economic Development Founda on (EDF) will focus on its core services of business development, business services, and workforce development. EDF will build on the fi ndings of the branding study and use that as a catalyst for an economic development strategic plan. EDF will con nue to take many steps to posi on the City for future success by focusing on economic development oriented improvements that will increase revenues over the long term.

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

Since vacancies con nue to be a challenge, we will establish a baseline of vacancy rates in the industrial, commercial/offi ce and retail sectors. We will monitor and work toward improving these measures of economic vitality. A number of other ini a ves will be undertaken to facilitate our recovery from the recession, such as a City branding ac on plan, promo onal videos, master parking lot refurbishing along Sample Road, and economic incen ves for targeted industries. These eff orts will expand and diversify the commercial tax base, laying the founda on for a stronger, more vibrant future.

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

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

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

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

87%

92% 92%

84%

88% 88%85%

93%

89%

84%

89%90%

75%

80%

85%

90%

95%

100%

Office Industrial Retail

Dec-08Dec-09

Dec-10

Dec-11

Occupancy Rates


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

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

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

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

Popula on Es mate

It is important to monitor popula on trends. If the City’s popula on declines dispropor onately to other ci es in the county, its share of intergovernmental revenues could decline. Our forecasts assume that our share remains constant. Further, the City has not experienced any decrease in demand for services, largely due to the counter-cyclical demand for many of our services.

Popula on growth over the last two decades has not only fueled the growth in demand for City services, but the property taxes and sales taxes paid by this increasing popula on have provided the funds to pay for these increased services and infrastructure improvements. Our popula on is no longer growing at historic rates. The 2009 American Community Survey (ACS) and the University of Florida’s Bureau of Economic and Business Research (BEBR) es mates of popula on for Coral Springs were approximately 127,000, whereas the 2010 Census reported 121,096. The lower than expected popula on fi gure is primarily due to vacant housing units. There were 3,619 vacant homes in 2010 compared to 1,815 in 2000. The average household size is three persons.

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

American Community Survey

The Census Bureau uses ACS to es mate municipal popula on between the na onal decennial Census. The ACS informa on is gathered through an annual survey ques onnaire mailed to a sample of households. The survey uses a fi ve-year average to u lize a

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


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

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

Popula on Age

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

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

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

Cultural Factors

According to the U.S. Census Bureau, three-quarters of all new residents in Broward County were born outside the United States. If not for this infl ux of immigrants, the popula on of Broward County would have dropped by more than 55,000 between July 2005 and July 2007. In fact, Broward County’s popula on mix became a “majority minority” in 2005 with minority groups making up more than half the popula on. Coral Springs is also quite diverse. According to the 2010 Census, of those repor ng one race in Coral Springs, 69% were White, 18% Black or African-American, 5% Asian, less than 0.5% Pacifi c Islander, less than 0.5% American Indian or Alaska na ve, and 4% some other race. These fi gures represent li le change from the previous survey period. Three percent of the popula on reported being of two or more races. Twenty-three percent of our residents said they were of Hispanic or La no origin (who may be of any race), a steady increase each year since

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

Among those at least fi ve years old, 32% spoke a language other than English at home. Spanish is the most widely spoken among those speaking a language other than English. All of the City’s recent surveys and other informa on gathering methods indicate the vast majority of Coral Springs residents speak and read English. As of now, City communica ons will remain in English. In order to make the City Commission mee ngs more accessible, they are broadcast with closed cap oning for the hearing impaired.

Households and Families

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

Families made up 78% of the households in Coral Springs, compared to 63% for Broward County. This fi gure includes both married couple families (55%) and other families (22%). Non-family households made up 22% of all households in Coral Springs. Most of the non-family households were people living alone, almost 20% of whom are female age 65 and over. We remain a family-oriented community, crea ng demand for family-oriented services.

The 2010 Census reported 45,433 housing units, of which almost 8% were vacant in Coral Springs. Historically, 3 to 5% of housing units stand vacant.

2000 Census

2010 Census

Total Popula on 117,549 121,096

Popula on 65 years and over

7,0406% of total

9,6007.9% of

total

Hispanic or La no (of any race)

18,233 15.5% of

total

28,44223.5% of

totalTotal households 39,522 41,814Households with individuals under 18 years

20,06750.8% of

total

18,293 43.7% of

totalHouseholds with individuals 65 years and over

5,11112.9% of

total

7,144 17.1% of

total

Demographic Trends


Educa on, Employment, and Income

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

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

Conclusion

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

TechnologyThe City will con nue to invest in tools that allow its employees to achieve high levels of produc vity as well as provide customer service that is second to none. A state of the art technology infrastructure is a crucial element in allowing the City to meet its service delivery goals now and in the future. This objec ve must be balanced against the need to protect ci zen confi den ality, integrity, and availability of informa on and at the same me control costs. It is also important that all City departments par cipate in the eff orts to u lize technology in an effi cient and eff ec ve manner.

Technology Refresh

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

In 2011 and 2012, the City replaced over 400 of its desktop and laptop computers and plans to replace another 300 in the coming months. These new computers were loaded with the latest so ware including Microso Offi ce 2010, Windows 7, and Microso Outlook (e-mail). The cost to replace the hardware and so ware was nearly $2 million dollars. To prevent the new so ware from falling behind, an annual maintenance fee of $270,000 is required.

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

In Fiscal Year 2013, the City will upgrade other cri cal so ware pla orms that have fallen behind industry standards. For example, the U.S. Department of Jus ce had mandated that all ci es upgrade the security features of the CJIS pla orm that is used by our Police Department to access vital crime data and informa on. The cost of this upgrade is $150,000. In addi on, the City must upgrade its remote access so ware (i.e., Citrix) which allows Police, Fire, and Code Enforcement personnel in the fi eld to share informa on with headquarters and one another. The cost for this so ware upgrade is $240,000. Finally the Geographic Informa on System so ware must be upgraded to allow it to support code enforcement and public safety. This so ware upgrade will cost $102,500. This cri cal infrastructure is o en referred to as


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

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

Server Technology

Just as the desktop technology had fallen cri cally behind industry standards, the SQL server so ware has not been replaced since 2000 and is three genera ons behind. SQL server so ware has a similar func on to the opera ng system on a desktop computer. It will cost $360,000 to upgrade this so ware which includes an annual maintenance contract. To eff ec vely run the new so ware, the City replaced 59 of its servers at a cost of $300,000.

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

Green Informa on Technology

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

Green Informa on Technology Strategy

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

• Establish energy consump on metrics

• Monitor energy consump on on a regular basis

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

Network Infrastructure

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

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

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

The City will

continue to invest in

technology to ensure

we can continue

to provide top-

notch service to our

customers.


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

Communica ons Service Tax

HB 809, passed by the Florida legislature during its 2012 session and eff ec ve July 1, 2012, makes numerous changes to the communica ons service tax (CST), which represents about 5% of the City’s revenues. Technical changes to the defi ni on of “sales price” of communica ons services subject to various types of taxes may result in a slight decrease in our CST revenue. The bill also created a Communica on Service Tax Working Group tasked with reviewing tax policy and iden fying op ons for removing compe ve advantages within the industry. This group will submit a report to the governor and legisla ve bodies in February 2013, and it is likely that more changes in the CST will occur next year as a result of this report.

Exemp ons from Local Business Tax

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

Pension Reform

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

Cons tu onal Amendments on November 2012 Ballot

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

Amendment 4 is expected to have the greatest impact on City revenue. It will:

• Prohibit increases in the assessed value of property if the just value decreases.

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

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

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

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

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

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


Service and Operations Strateg yService and Operations Strateg y

This Business Plan covers the second year within a two-year Strategic Plan for Fiscal Years 2012 and 2013. The seven priori es iden fi ed by the City Commission for this strategic planning cycle set the agenda for this Business Plan, namely:

• Customer-Involved Government

• Neighborhood and Environmental Sustainability

• Financial Health and Economic Development

• Traffi c, Mobility, and Connec vity

• Youth Development and Family Values

• Strength in Diversity

• Excellence in Educa on

While the Strategic Plan sets out the vision, the Business Plan outlines tangible plans for making the vision a reality. In each of the priority areas, department directors have developed ini a ves that will direct the way the City operates in order to address our seven priori es and implement the vision expressed in the Strategic Plan.

A Word About Exis ng Services and Ongoing Ini a vesIn some sec ons, we have highlighted ini a ves that were in previous Business Plans that are s ll being implemented in Fiscal Year 2013. Generally, if an ini a ve is fully opera onal and integrated into our service package, it will not be men oned. The emphasis is on mul year implementa on and the evolu on of exis ng ini a ves.

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

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

Fiscal Year 2013 will present new challenges. Adhering to our successful business model, we will be preparing for the new normal that is resul ng from the slow recovery from the Great Recession. This Business Plan includes several ini a ves designed to proac vely prime the engine of economic growth by assis ng our exis ng business community and deploying resources to encourage redevelopment of commercial areas such as the Corporate Park. In addi on, since aesthe cs and overall a rac veness of a community have been shown to be essen al to draw new businesses and residents, a number of Business Plan ini a ves will enhance the City’s appearance and overall safety.

Wherever applicable, opera ng expenditures have been iden fi ed for the fi rst year only. Capital expenditures also refl ect only the fi rst year of the project, and do not include capital carrying costs.

Data Analysis

Output to Ci zens

Ci zen Input

Budgets

Business Plan

Strategic Plan

City of Coral Springs’ Business Model


Customer-Involved GovernmentCustomer-Involved Government

New Ini a ves

City Hall Ligh ng and Entrance ADA Modifi ca ons

Lead Department: Public Works

Capital Outlay: $205,000

This project will provide be er accessibility to this facility while improving the aesthe cs of the front entrance into City Hall North. In Fiscal Year 2012, an assessment was conducted along with an es mate of construc on costs. The next phase consists of construc ng a ramp outside the east and west doors of the lobby in place of the exis ng step down. This improvement will facilitate customer access to offi ces located on the east and west side of the building as well as entrance from the rear parking lot into City Hall offi ces. The concrete landing in the front of City Hall will be replaced with pavers or stamped concrete to create an aesthe c appeal and be er visibility to all customers and visitors. Other enhancements planned to improve safety at this building include ligh ng in front of the wings and along the center driveway.

Enterprise Resource Program

Lead Department: Information Services

Capital Outlay: $30,000 (allocated in FY 2012)

Staff is planning to modernize the current enterprise so ware applica on (i.e., Sungard H.T.E.) or replace it with a diff erent enterprise resource program (ERP). The main goal of modernizing the ERP is to streamline the fi nancial, budge ng, human resources, building, permi ng, asset management, and licensing processes throughout the City.

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

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

Key Intended OutcomesFY 2012

Goal

FY 2013

Goal

Overall quality ra ng for City services and programs (Resident Survey) — 92%

Overall quality ra ng for City services by business owners (Business Survey) 92% —

Employee sa sfac on ra ng (Human Resources Survey) 90% 90%

Number of ci zen volunteer hours 42,000 40,000

Overall ra ng of the City in terms of communica ng with residents (Resident Survey) — 88%

Overall ra ng of the City in terms of communica ng with businesses (Business Survey) 88% —

Customer service ra ng by residents (Resident Survey) — 90%

Customer service ra ng by businesses (Business Survey) 90% —


IT Infrastructure Moderniza on

Lead Department: Informa on Services

Capital Outlay: $1,000,000

Lease: $500,000 per year for four years beginning in Fiscal Year 2014

The City is planning to merge its voice and data network onto a single pla orm. This merger is expected to increase the quality of service because of alternate rou ng of both voice and data. With this merger no single site outage will impact service at other loca ons and service will be re-routed automa cally using new and improved technology.

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

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

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

Building Division Customer Service Enhancements

Lead Department: Building

Opera ng Expenses: $10,000

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

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

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

City Charter ReviewLead Department: City A orney’s Offi ce


The City’s Charter provides for the periodic review of the Charter to ensure the structure con nues to serve the needs of the community. Every ten years the City Commission appoints a 15-member commi ee to review the City’s charter, make recommenda ons for any changes to the Commission, and provide for public input at the commi ee’s mee ngs. This commi ee will be appointed in March 2013. Applica ons for membership to the commi ee will be made available at the beginning of 2013 to give the Commission me to review the applica on materials. The commi ee must submit its recommenda ons to the City Commission by November 2013. In 2004, (the last me the commi ee convened) the Commission directed staff to arrange for inclusion of the recommended changes on the General Elec on ballot.

Downtown Planning

Lead Department: Community Development

Partner: Community Redevelopment Agency

Opera ng Expenses: $5,000Opera ng Capital: $15,000

Based on input received at the May 2012 Visioning Summit and other survey results, the City will con nue to explore appropriate uses for the Downtown area in terms of public gathering opportuni es, future ac vi es, and the connec vity between the public and private spaces needed to create a sustainable Downtown. The City will coordinate a discussion of the an cipated gateway hub, amphitheater and other civic uses within the Downtown. These uses will also promote pedestrian and bicycling connec ons which together will create a “sense of place” the residents/commercial owners have been seeking for the past several years. Encouraging public-private partnerships will be


a cornerstone discussion. Ul mately, Downtown zoning district (s) will be codifi ed in order to further this eff ort.

Ongoing Ini a ves

Street Ligh ng Improvements (2012-2013)



This program was ini ated last year in response to customer’s comments regarding inadequate street ligh ng in nine of 30 residen al survey sec ons. These concerns are also communicated during Slice of the Springs Mee ngs and through the City’s Help Desk.

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

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

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

Code Enforcement Rangers (2012-2013)

Lead Department: Code Enforcement


Code Rangers are volunteers trained to help improve the aesthe cs of the City by helping Code Offi cers uncover simple viola ons such as dirty roofs, overgrown lawns and hedges, trash and li er, and illegal signs. The group of volunteers receives 16 hours of training before being assigned to a patrol zone where they issue friendly reminder door hangers at proper es with viola ons. If viola ons aren’t corrected within a reasonable period, the case is assigned to a Code Offi cer. In Fiscal Year 2012, they have also assisted with the street tree program and business tax programs, and with checking streetlight outages. Several re red police vehicles have been converted to Code Ranger patrol vehicles for use by these volunteers. The Code Rangers have completed over 4,800 inspec ons in the fi rst three quarters of this year, with a 70% compliance rate.

Web-Based Crime Repor ng (2012-2013)

Lead Department: Police

Opera ng Expenses: Exis ng

Forfeiture Fund: $36,000 (approved in previous years)

The goal of the web-based repor ng program is to provide an op on for ci zens to report certain types of crimes directly from their home or business. Customers will be able to self-report incidents such as minor the , vandalism, lost property, harassing phone calls, or other minor crimes without a suspect 24 hours a day, 7 days a week, without having to wait for an offi cer to respond to their call. The report will be reviewed and approved by Police Department personnel, and ci zens will be able to obtain an offi cial copy of the police reports within 5 business days. The program is currently under development. The City’s Informa on Services department is working on expor ng the informa on to the records management system. Once that has been accomplished, the program will be tested and publicized so that ci zens can begin making their reports.


Neighborhood and Environmental SustainabilityNeighborhood and Environmental Sustainability

New Ini a ves

Burglary Enforcement and Reduc on (BEAR) Unit




In 2011, residen al and vehicle burglaries increased in Coral Springs. In December 2011, a temporary BEAR unit was formed to determine if the unit, in conjunc on with other police department programs, could have an eff ect on the burglary rate. The temporary unit has been very successful, using proac ve methods such as analyzing crime sta s cs to determine mes and loca ons where burglaries are likely to occur, educa ng residents on crime-preven on tac cs, and conduc ng high visibility patrols in targeted neighborhoods. From January 1 to March 31, 2012, residen al burglaries decreased over 15% and vehicle burglaries decreased 46% from the same me period in 2011.

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

Resurface Master Parking LotsLead Department: Public Works


To encourage economic development and support its exis ng business the City will invest in the aesthe cs improvements to the master parking lots along Sample Road. In Fiscal Year 2013, the scheduled enhancements include repairing, resurfacing, and re-striping master parking lots east of Riverside Drive, as well as adding new signs, sign posts, and stubs.

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


Goal

FY 2013

Goal

Percent of Code cases brought into voluntary compliance prior to administra ve/judicial process 75% 75%

Number of formal and informal neighborhood partnerships each year 15 15

Number of volunteer hours aimed at enhancing the environment (A subset of the CIG KIO. Includes environmental partnerships, student research projects, Eagle Scout projects, EarthFest, Adopt-A-Street, and Waterway Cleanup.)

1,500 1,500

City crime rate (crimes per 100,000 residents) 2,530 2,600

Safety ra ng in neighborhood (Resident Survey) — 92%

Number of trees planted within the City (Note: NEC goal recommenda on) 1,750 1,000


Public Safety Technology UpgradesLead Department: Police


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

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

Funds will also be used to purchase computer forensic analysis equipment to allow offi cers to retrieve evidence stored in cell phones, computers, and other electronic devices. The Department currently must rely on other agencies’ computer forensic units for this type of analysis, and having its own equipment will allow inves ga ons to proceed more quickly.

Public Art for 50th Anniversary Lead Department: Community Development

Partner: Public Art Commi ee

Public Art Fund: $75,000

The City’s Public Art Program will celebrate its 10th anniversary in 2013 and has introduced a number of ar sts and artworks to the City. Since its incep on, 14 works of art have been purchased or commissioned through this program. This ini a ve will provide increased publicity for the City’s 50th anniversary and the Public Art Program.

The Public Art Commi ee has placed a call for ar sts to commission a unique piece of art for the City. The proposed loca on for the artwork will be at the east entry of Atlan c Boulevard. The Commi ee will review the ar sts’ submi als and ul mately recommend the ar st and artwork for the City Commission to approve. The Public Art Commi ee has budgeted $75,000 in FY 2013 to complete this project.

Public Safety Communica on System and Equipment Upgrade

StudyLead Department: Police


The current P25 communica on equipment is an analog based system. The development of digital technology has made it diffi cult to procure repair parts. In fact, the manufacturer of the City’s equipment stopped making replacement parts in 2005. The decrease in the availability of parts has greatly increased the cost to operate the system. Furthermore, the manufacturer has announced it will no longer support analog systems. The City, therefore, will take steps to upgrade this important system.

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


Single-Family Rental Registra on Program

Lead Departments: Code Enforcement

Operating Expenses: $120,389


Declining real estate prices over the past several years and the foreclosure crisis have created the perfect market for the real estate investor. Many of the single-family home foreclosures in Coral Springs have been purchased by investors and are being used as rental proper es. We es mate there are approximately 2,700 rental homes in the city. These proper es have accounted for a signifi cant por on of new code enforcement cases over the past year.

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

The improved Single-Family Rental Registra on Program will consist of educa on of tenants and landlords on Coral Springs code requirements, and an annual exterior inspec on of those proper es. Addi onal personnel may be needed to implement this program. Expenses of the program consist of salary, benefi ts, and equipment and supplies. Opera ng expenses will be off set by the revenue generated from the registra on fee of $79 per home.

Mullins Park Revitaliza on—Phase IILead Department: Parks and Recrea on


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

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

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

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

The fi rst phase included architectural drawings for the construc on of three new buildings at Mullins Park. Design plans for a new pathway around the three baseball fi elds and football fi eld was also completed last year, as well as demoli on of the soccer and fl ag football buildings.

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

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

Royal Palm Entryway Construc onLead Departments: Public Works and Community Development

Capital Outlay: $94,709 allocated in FY 2012; $155,291 in FY 2013

Tree Trust Fund: $175,000.

In 2012, staff was directed to obtain a survey instrument, select a landscape architect to implement the conceptual design and ul mately work towards construc on of an entry feature at the east entrance of the City on Royal Palm Blvd. This is the fi rst of several poten al entryways iden fi ed for aesthe c improvements and involves coordina on with numerous en es.

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

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


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

Median Master Plan—Phase ILead Department: Parks and Recrea on


In 2012, an architectural review of all City medians was conducted to analyze exis ng condi on and present recommenda ons. As a result, a Median Master Plan is being developed to implement the suggested improvements. Some of the recommended median upgrades include adding new trees, installa on of new shrubs, removing exis ng ground cover and replacing with new ground cover, installa on of a more effi cient irriga on system, and adding new sod and shrubs. The plan is intended to unify the look of the medians, contribu ng to the City’s goal of revitalizing the aesthe cs and improving the percep on of how people view the City.

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

Community Wildlife Habitat Designa on



Several years ago, the City of Coral Springs registered with the Na onal Wildlife Federa on to become a cer fi ed Community Wildlife Habitat. To receive this dis nc on 300 private proper es, seven public proper es, and fi ve school proper es must be cer fi ed backyard habitats. Currently there are nine public proper es and seven school proper es cer fi ed but only 248 single family proper es. Although staff has taken every opportunity to encourage residents to register, the rate at which new proper es are being cer fi ed has slowed signifi cantly over the last couple years.

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

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

Providing adequate wildlife habitat throughout the City leads to a decrease in nuisance wildlife. In addi on, the use of bu erfl y gardens and na ve plants to a ract wildlife is in line with the

new Florida Friendly Landscape Ordinance that encourages the use of more shrubs and bushes to reduce landscape watering needs.


Park Facili es Maintenance CrewLead Department: Parks and Recrea on



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

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

Ongoing Ini a ves

Water Saving Devices (2012-2013)


Capital Outlay: $100,000 (Facili es Reserves)

This program is to upgrade exis ng restroom plumbing fi xtures, such as toilets, urinals, faucets, and shower heads in 12 City facili es to water saving devices, as recommended in an energy study conducted in 2009 and 2010. The Consultant’s report observed the poten al for 30% in water savings through the installa on of water conserving mo on ac vated low fl ow fl ush valves or water strainers at the Center for the Arts. The report iden fi ed similar benefi ts at the 12 buildings evaluated under the Audit.

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

CDBG Ac on Plan (2011-2013)


FY 2013 CDBG Alloca on: $586,468

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

The CDBG program allows the City to u lize grant funds for capital improvement projects in the City’s low- to moderate-income areas. The following projects are listed in the 2012-2013 Ac on Plan:

• NW 38th Drive Sidewalk (curb, gu er and drainage): $250,000

• Commercial Façade Program: $80,000

• Playground Replacement (Poinciana Park): $51,205

• Youth Scholarship Program: $47,000

• Senior Recrea on and Func onal Training $30,970

• Senior Recrea on and Therapeu c Program: $10,000

• Planning and Administra on: $117,293

Infl ow and Infi ltra on Program (2012-2013)

Lead Department: Public Works—U li es

Capital Outlay: $1M (Renewal and Replacement Fund)

The purpose of this program is preven ng the infl ow and infi ltra on of ground water into the sewer lines, which ul mately travels to Broward County Wastewater Treatment Facility for treatment. A Wastewater Facili es Plan, created in 2007 iden fi ed this project as a top priority for the City. Rehabilita on of the sanitary sewer system began in Fiscal Year 2012 with relining defec ve or cracked sewer lines, manhole repair and coa ng, point repairs, and site restora on.

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


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

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

Community Pride Phase IV (2010-2013)

Lead Department: Parks and Recrea on

Capital Outlay: $2,000,000

CDBG: $301,205

The Community Pride ini a ve got off the ground in 2010 by developing a mul year plan focusing on revitalizing city facili es, rights-of-way, parks, and medians in prepara on for the City’s anniversary. This ini a ve, therefore, will dovetail with the 50th Anniversary Commi ee’s ini a ve meant to plan events celebra ng the City’s anniversary.

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

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

In previous years the City invested heavily in restoring the tree canopy. The City hired an in-house tree trimming crew to maintain a healthy tree canopy by regular and proper trimming of those trees. A full- me arborist has established a master tree trimming program to include trees in medians and at all public buildings, parks and linear parks throughout the City. Other projects that promote beau fi ca on eff orts were implemented during Fiscal Year 2012. These include pain ng and pressure cleaning of buildings, resurfacing and maintaining City roads, repair and replacement of roofs at various City facili es, and upkeep of athle c fi elds and pools.

Proposed ac vi es for Fiscal Year 2013 are: upgrades to Mullins Park, con nued replacement of playgrounds at City parks, upgrades to parking lots and pathways, pain ng the exterior of various park buildings, beau fi ca on of park grounds, streetlight upgrades, signage enhancements, pressure cleaning roofs and walls of City facili es, and installa on of new fencing at City facili es. Improvements to landscape will be made on linear parks and medians as suggested in the Median Master Plan. Pressure cleaning of curbs and sidewalks will con nue throughout the City.


Neighborhood Stabiliza on Program (NSP3)


Grant Funded: $1,657,845

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

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

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

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

Twenty-fi ve percent of the funds from each type of assistance must be set aside to assist low-income persons, with the remainder used for moderate-income persons. The City must expend 50% of funds by March 2013 and 100% by March 2014. Eight proper es have been purchased to date with fi ve more proper es under contract. It is an cipated that fi een proper es will be purchased and improved.

Tree Canopy Restora on (2010-2013)


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

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

This goal was dealt a severe setback during the 2004 and 2005 hurricane seasons when nearly a third of the mature tree canopy was destroyed. The City had reached an approximate coverage of 23% prior to this but was reduced to an es mated 16% a er the hurricanes. To achieve to a 30% tree canopy by 2020, as outlined in the City’s Comprehensive Plan, several components are in place.


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

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

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

Eff ec ve educa on including informa on on “Right Tree, Right Place” – In conjunc on with the Street Tree Subsidy Program, the City began an educa onal campaign for property owners. The goal is to encourage comprehensive tree care understanding that includes selec ng trees with quality structure, plan ng them correctly and in appropriate loca ons and caring for the trees over the long term.

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

GIS-based tree inventory – The City has completed the fi rst phase of developing a Geographic Informa on System-based tree inventory for public property. The inventory includes almost 2,000 trees located around public buildings. An expansion of the tree inventory to include medians and parks will be undertaken by the City arborist. This data will be valuable for ensuring that the City-owned trees will be properly documented and cared for. Addi onally, it opens up the possibility to begin quan fying the economic benefi ts of trees as part of the green infrastructure.

Code Enforcement Process Improvement (2012-2013)

Lead Department: Informa on Services


The purpose of this ini a ve is to improve the effi ciency and eff ec veness of parts of the Code Enforcement process by upda ng some of the division’s automated systems. New so ware should allow the staff to handle an increased caseload as well as allow ci zens to submit code viola ons more easily.

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


Financial Health and Economic DevelopmentFinancial Health and Economic Development

New Ini a ves

City Branding Phase II - Implementa on

Lead Department: Communica ons and Marke ng

Partner: Economic Development Founda on


In Fiscal Year 2012, the City contracted with North Star Des na on Strategies to develop a branding strategy as part of the City’s overall marke ng eff ort to a ract and retain both residents and businesses. Phase I of this process has resulted in a brand pla orm, new logo, and an ac on plan for brand implementa on. City Branding Phase II will allow staff to put into place some of the key elements and recommenda ons in the branding strategic ac on plan.

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


Goal

FY 2013

Goal

Bond ra ngs ‘AAA’ ‘AAA’

Residents’ value ra ng (Resident Survey) — 72%

Non-residen al value as percent of total taxable value 20% 20%

Economic Development Enhancements

Lead Department: City Manager’s Offi ce



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

This ini a ve will encompass these primary eff orts:

• Revamping the EDF web site to provide relevant, useful informa on focused on EDF’s core services.

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

• Providing Economic Development incen ves for qualifi ed targeted industries.

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


Corporate Promo onal VideoLead Department: Communica ons and Marke ng

Partners: Economic Development Founda on, Community Redevelopment Associa on


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

Fire Academy Promo onal Campaign

Lead Departments: Fire, Communications and Marketing


During the recent recession, the Fire Academy’s customer base shi ed substan ally. Prior to the recession, the Academy was fi lled with new students working toward basic fi re service cer fi ca on, a lengthy, involved course of study which commands high tui on rates. As hiring of new fi refi ghters has fallen off , the Academy now primarily provides in-service training and required recer fi ca on of exis ng professional fi refi ghters, at signifi cantly lower rates.

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

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

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

EMS Equipment: Time=LifeLead Department: Fire

EMS Grants: $79,275

Capital Outlay: $26,425 (City Match)

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

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

Water Rate StudyLead Department: Public Works—U li es

Operating Expenses: $35,000 (Water and Sewer Fund)

The 2007 Water and Sewer Rate Study recommended replacing the current two- er rate structure with an en rely new rate

structure designed to encourage water conserva on. The two- er structure was replaced with a mul - er, inclining fi ve-block rate structure for residen al customers. This rate structure was adopted to give residen al customers an incen ve to conserve water. As of November 2007 the recommended water rate increases were implemented.


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

Ongoing Ini a ves

Internal Auditor (2012-2013)

Lead Department: City Commission


In Fiscal Year 2012, the City contracted with an outside audi ng fi rm to provide an independent and objec ve review of the City’s fi nances and opera ons. The fi rm was tasked with ensuring internal controls are in place to safeguard assets, determining that fi nancial and other reports disclose informa on fairly and accurately, making sure City resources and public funds are being u lized eff ec vely, and monitoring compliance with local, state, and federal laws and regula ons.

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

Commercial Façade Program (2012-2013)


Community Development Block Grant: $80,000

This ini a ve’s goal is to assist businesses in the City by improving the look and aesthe cs of their storefronts. This program will poten ally a ract new customers to this area and contribute to future redevelopment within Coral Springs.

U lizing Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development, the City will re-establish its commercial façade program. This program was part of the City’s 2004 and 2005 Business Plans and focused on proper es within the City’s Community Redevelopment Area. In Fiscal Year 2012, $57,000 was allocated to this ini a ve. Due to the number of businesses interested in the program, an addi onal $29,507 was added to the budget in Fiscal Year 2012. The $80,000 allocated for Fiscal Year 2013 will be targeted at small businesses along Sample Road and Wiles Road and focus on upda ng signage and ligh ng for these businesses as well as redesigning storefronts. The total available amount of $166,507 is projected to provide assistance to between eight to 10 businesses.


Traffi c, Mobility and ConnectivityTraffi c, Mobility and Connectivity

New Ini a ves

New Sidewalks at 38th Drive and 85th Avenue


FY 2013 Capital Outlay: $250,000 Community Development Block Grant; $89,000 (City’s por on)

FY 2012 Capital Outlay: $200,000

In 2010, the City contracted with a consul ng engineering fi rm to perform an evalua on of poten al sidewalk construc on in conjunc on with the City’s master bike path comprehensive plan. The goal is to provide pedestrian connec vity to the future downtown, public transporta on, and industrial and commercial districts.

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

Providing walkways along streets leading into the downtown area is consistent with the Community Redevelopment Agency plan to facilitate pedestrian access to downtown, specifi cally to the Northwest Regional Library and Coral Springs Charter School. There are currently no sidewalks on these roadway segments crea ng confl icts between pedestrians, bicyclists, and automobiles using these roads simultaneously.

Coral Hills Drive Sidewalk DesignLead Departments: Public Works


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

Preliminary cost es mates were provided by an engineering fi rm on contract with the City. The project calls for construc on of a concrete sidewalk on one side of Coral Hills Drive from Sample to Wiles Road. Work will consist of a 6-foot sidewalk, curb, gu er and drainage as determined during the design phase.


Goal

FY 2013

Goal

Number of linear feet of improved sidewalks, bike paths, and bike lanes 2,500 2,500

Number of riders on intracity bus routes 85,000 85,000


Roadway Resurfacing and Alley Improvements



The City’s roadway resurfacing program’s goal is to resurface up to 10 miles of City roads per year. This resurfacing technique has proven to extend the life of the asphalt surface by 18-20 years which is more cost-eff ec ve than reconstruc ng the en re road bed and surface. Each City road is resurfaced between the 20th and 25th year of useful life, preven ng deteriora on of the road base. Improvements include removing the old street surface and base materials and replacing with more durable materials, followed by grading and installa on of new asphalt.

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

Alleys improvements began in Fiscal Year 2007 with an engineering evalua on of 13 alleys in the City. The report iden fi ed alleys needing the installa on of a two-foot concrete valley gu er and an overlay of the surface with compacted asphalt. A master plan was created to classify public alley ways into low, medium and high priority categories, depending on the type of repair and improvements iden fi ed in the study. Since the program began, fi ve alleys have been improved. For Fiscal Year 2013, this ini a ve includes refurbishing alleys on the following loca ons:

• West side of University Drive between 14th and 16th Avenues.

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

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

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

Right Turn Lane at Shadow Wood Boulevard and Riverside Drive

Lead Departments: Public Works

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

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

Ongoing Ini a ves

Downtown Pathways Phase II (2012-2013)



This ini a ve is to construct a pathway in the downtown area of Coral Springs to improve access to local social service agencies, schools, places of worship, and medical facili es. This pathway will be suitable for pedestrians and bicyclists with direct access to downtown.

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

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

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


Northwest Broward Consor um for Planning Transporta on Improvements (2012-2013)



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

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

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

Long-Range Transporta on Improvement Plan

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1. University Drive/Sample Road - Add SB, EB and WB right turn lanes2. University Drive/Wiles Road - Add NB, SB, EB, and WB left turn lanes - Add NB and SB through lanes3. Sample Road/Coral Springs Drive - Add EB and WB right turn lanes4. Sample Road/Riverside Drive - Add EB right turn lanes - Add NB and SB left turn lanes 5. Sample Road/NW 85th Avenue - Add NB and SB left turn lanes 6. Coral Hills Drive - Sample Road to NW 29th Street Widen to provide a 3-lane cross section7. NW 33rd Street - Coral Hills Drive to NW 99th Way Widen to provide a 3-lane cross section8. University Drive - Wiles Road to NW 40th Street - Widen from 4 to 6 lanes9. Wiles Road - University Drive to Riverside Drive - Widen from 4 to 6 lanes10. Wiles Road - Rock Island Road to US 441- Widen from 4 to 6 lanes11. Proposed Transit Center12. Downtown Pathways13. Future Sidewalks14. University Drive - Sawgrass Expy to Wiles Road- Resurfacing 201415. Multi-Modal Improvements (MPO)16. Entryway Improvements (Sidewalk, lighting, landscaping, and entry feature

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


Traffi c Management (2010-2013)


Opera ng Capital: $10,000

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

In Fiscal Year 2012, 26 streets were tested for traffi c calming measures, and speed cushions were repaired or installed on two streets. Community Development also worked with the Turtle Run CCD on improvements to several streets in that area. The Traffi c Management team meets monthly to monitor traffi c-related issues and proposed developments throughout the City and surrounding area. It is composed of representa ves from Community Development, Public Works, Police, Fire, and Engineering.

Red Light Camera Implementa on (2012-2013)



Enhanced Revenue: $50,000

Seven cameras were installed at fi ve intersec ons throughout the City at the end of FY 2011, and went live September 15, 2011. Early indica ons are that the cameras have been eff ec ve in preven ng traffi c accidents at those intersec ons. Accidents at the 5 intersec ons have declined 17% from the same me period last year. The City is exploring the possibility of installing one more camera at the intersec on of Wiles Road and State Road 7.

2012-2014 Short-Range Transporta on Improvement Plan

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A Alleyways Refurbishment ProgramB Bus Shelters C City Roadway Resurfacing ProgramD Sidewalk/Pathway ImprovementsE NW 44 Court Sidewalk & Drainage Improvements F Video Detection Installation (Broward County)G Westview Drive - Left turn lane-North Community ParkH Red Light Camera

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Community Redevelopment Agency (CRA) Area


Youth Development and Family ValuesYouth Development and Family Values

New Ini a ves

50th Anniversary Celebra onLead Department: Community Development


Enhanced Revenue: $100,000 via sponsorship opportuni es

Prepara on is underway for the City’s 50th Anniversary Celebra on on July 10, 2013. City staff is working in conjunc on with a commi ee of volunteers appointed by the City Commission on a host of events and promo onal eff orts. The focus is on the planning and promo on of the Citywide events that will take place through 2013. The branding of all ongoing major City events will be part of the 50th Anniversary fes vi es. Funding will be off set by sponsorships obtained by the City’s consultant. Examples of the ac vi es include: par cipa on in the Holiday Parade, establishing a half marathon and 5K run, hos ng Broward County Pioneer Day, and other special events during the week of July 4 through July 10, 2013

Half Marathon and 5K Run/WalkLead Department: Sportsplex


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


Goal

FY 2013

Goal

Number of youths involved in City sponsored leadership opportuni es 2,000 1,600

Number of teen volunteer hours 20,000 18,500

Number of middle school a er-school programs off ered annually 15 15


Ongoing Ini a vesCar Club (2007-2013)



The teen car club, Project CS, has had great success since its incep on in September 2007. It is one of the few car clubs in Broward County geared toward teens, and allows the teens to learn leadership as well as technical skills. The teens meet regularly to restore cars that have been confi scated by the Coral Springs Police Department. Members work on customizing vehicles, relying on funds collected through fundraisers. The members interact not only with automo ve professionals, but with the local business community and restaurants as sponsors.

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

Teen Poli cal Forum (2009-2013)

Lead Department: Human Resources


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

Senior Empowerment Program (2009-2013)



This ini a ve began in 2009 to help make Coral Springs “a community for a life me.” The Senior Advisory Commi ee, City staff , and Commission work together to provide educa onal programs for seniors, teaching them to be self-suffi cient and involved in the community, and to help them relate to younger age groups. In past years, physical fi tness and computer classes have been off ered. A very popular program is the “Window to My World” off ered at St. Andrews Towers and the Sartory Senior Center. This event provides seniors the opportunity to tell a story, discuss their past, present, and future plans, and put together a book that will become a keepsake for their children and grandchildren. Due to the success of this event, staff will con nue invi ng Coral Springs residents who are 55 years or older to par cipate in this program in the future. Other senior ac vi es planned for next year include intergenera onal programs and incorporate a new photography class for seniors.

Teen Cookoff (2011-2013)



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

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


Playground Equipment Replacement Program (2012-2013)



Community Development Block Grant: $51,205

Phase I of this program consisted of crea ng a plan to ensure playground equipment in our parks is scheduled for replacement before the end of its expected useful life. We currently have 33 playgrounds throughout the City in our neighborhood and community parks and the average life expectancy of the equipment is 15 years.

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

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

The fi rst new equipment installed was the playground in Cypress Park, followed by Kiwanis, DeDe Gilmore, Riverside and Fern Glen parks. In Fiscal Year 2013, the scheduled playgrounds to be replaced are Oakwood and North Community parks. In addi on, grant funds have been allocated by CDBG to replace the playground equipment at Poinciana Park. The remaining playgrounds have been included in the Capital Improvement Program for replacement in future years.


Strength in DiversityStrength in Diversity

New Ini a ves

BizArt Annual EventLead Department: Community Development

Partner: Community Redevelopment Agency

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

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

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

Mullins Park Water Tank MuralLead Department: Coral Springs Museum of Art

Partners: Community Development, Public Art Committee

Grant-Funded: $67,000

Public art is an important aspect of the City of Coral Springs. The Coral Springs Museum of Art celebrated its 15th anniversary in 2012 and con nues to provide a venue for local and interna onal ar st to display their artwork. The Coral Springs Museum of Art was awarded a Community Founda on of Broward Grant to bring residents closer together through common eff orts to address issues of public concern through arts. The museum will receive a $67,150 grant for this project. The project requires a 25% in-kind match ($33,575) along with an addi onal 25% ($33,575) to be raised through contribu ons to the museum. The grant requires the project be completed by March 31, 2013.


Goal

FY 2013

Goal

Minority residents who feel that the City is a great place to live (Resident Survey) — 90%

Ci zen ra ng of City government for respec ng religious and ethnic diversity (Resident Survey) — 93%


Ongoing Ini a vesFamily Success Center (2005-2013)



The Northwest Regional Family Success Center, located on Ben Geiger Drive (NW 29th Street), in the heart of Coral Springs, provides services to individuals and families through collabora on with other human services departments, governmental agencies, and non-profi t organiza ons. Onsite services include emergency fi nancial assistance, integrated intake, assessment, case management, counseling, and life skills classes. The center off ers workshops and par cipates in community events providing informa on and referrals for employment, housing, counseling, legal aid, subsidized child care, and health, elderly, and veterans’ services. In FY 2011, the City HelpDesk team visited the center to familiarize themselves with the new programs and services off ered there. The City will con nue to support the ac vi es of the Family Success Center.

CommuniTea (2008-2013)



The Coral Springs Mul -Cultural Commi ee created this event in 2007, and it was such a success that it has become an annual aff air. CommuniTea is an a ernoon mul -cultural tea party which encourages social interac on among members of the various ethnic groups of our community. Groups are encouraged to decorate their tables with a theme of their choice. Guests can bring their own special teacup to share their favorite teacup story. Whole Foods Market donates a variety of interna onal teas for everyone’s enjoyment. This year’s event was held May 19 at the Coral Springs Marrio at Heron Bay and was a ended by nearly 220 people, a signifi cant increase over last year’s a endance of 165. Par cipants were treated to a lively folkloric Hai an dance performance by The Bu erfl y Dancers, in addi on to being entertained by a comedian.

Interna onal Dinner Dance (2009-2013)



The Interna onal Dinner Dance was created to increase the awareness and apprecia on for the diversity of cultures that abound in our community and surrounding areas. We focus on a diff erent culture each year as we celebrate together in a harmonious se ng. Guests experience global cuisine and entertainment without leaving Coral Springs. Ethnic dress is encouraged to lend a special fl air to the evening. The popular event features food, dancing and live entertainment, all with an interna onal twist. This year’s event will be held at the Coral Springs Marrio on Saturday, September 29, 2012, and will highlight the countries of Jamaica and Trinidad and Tobago to celebrate 50 years of independence for each.


Partnership between Mul -Cultural Advisory Commi ee and One Planet United (2009-2013)



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

Weekend of Peace Celebra on (2009-2013)



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

WorldFest (2006-2013)



WorldFest is an outdoor one-day fes val, organized by the Mul -Cultural Advisory Commi ee, showcasing the variety of cultures that make up the community of Coral Springs. This year’s WorldFest, held April 15, 2012, at the Sportsplex, provided a spectacular array of entertainment, cuisine and culture that saluted

the diverse popula on of the greater Coral Springs area. Commi ee volunteers conducted a cooking demonstra on off ering taste samples and recipes of delicious and unusual food items. Kid’s World and Teen World off ered games, dances and ac vi es to interest all ages. The event was a ended by approximately 5,000 people.

Mar n Luther King Program (2010-2013)



The Mar n Luther King Commi ee has been organizing the weekend celebra on honoring Dr. King for over 22 years. The program has grown from a grassroots event to a na onally renowned weekend celebra on and successful scholarship program.

The keynote speaker for the 2013 event will be Ms. Joan Higginbotham, one of only three female African-American astronauts in America. The weekend event begins with a Business Luncheon and Community Celebra on on Friday, January 18, 2013. This is followed by a Leadership/Diversity Day on Monday, January 21, the King Holiday, for middle and high school students. The day’s program focuses on the life and teachings of Dr. King and makes the students realize that “This is a Day On, not a Day Off .”


Excellence in EducationExcellence in Education

Ongoing Ini a ves

Coral Springs Outreach Database

Lead Department: Communica ons and Marke ng



In early Fiscal Year 2012 the website and database for the Coral Springs Outreach project was completed and the program was shared with school principals and guidance counselors. The program was expanded to include all job seekers, not just the student popula on. The Coral Springs Outreach Project will con nue this fi scal year, with a focus on expanding the involvement of local businesses.

Cambridge Advanced Program at Coral Springs Charter School (2012-2013)

Lead Departments: City Manager’s Offi ce, Coral Springs Charter School


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

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


Goal

FY 2013

Goal

Receive an “A” grade for Coral Springs Charter School (per FDOE) N/A “A” grade

Number of students a ending courses off ered by partnering ins tutes of higher educa on 3,000 3,500


Broward College Campus in Coral Springs (2011-2013)


Partners: Economic Development Agency, Community Redevelopment Agency


The University and College Partnership was established in 2005. Enrollment has climbed rapidly over the last two years with a majority of the students enrolled in Broward College, one of the three universi es in the partnership. Due to this impressive performance, the City, in conjunc on with the Economic Development Founda on, established an alliance dedicated to increasing the presence of Broward College in Coral Springs. The ul mate goal of having a permanent presence for the college somewhere within our Community Redevelopment Area and downtown was made a reality during Fiscal Year 2011.

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

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

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

Charter School Organiza onal Excellence (2009-2013)



The Charter School’s eff orts in con nuous improvement are apparent in its students’ success. The school has been named an “A” school for eight consecu ve years, and was recognized for student engagement during the Florida Sterling conference in June 2010. The school con nuously focuses on process improvement. Its ability to review data on a regular basis allows for fl uidity in the curriculum and other school programming. As the school moves in to the 2012-2013 school year it will look to deliver an enhanced curriculum with the founda on based on reading throughout mul ple content areas. School programs strategically developed based on prior performance will lead to innova ve opportuni es for all stakeholders.



Financial Strateg yFinancial Strateg y

Overview

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

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

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

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

Other noteworthy components of this fi nancial strategy:

• Increase the millage rate from $4.3939 to $4.5697which will be considered a 5.6% increase over the Rolled-Back Rate ($4.3260).

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

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

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

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

• No increase in user fees.

Inves ng in the Future of Our Community During the depths of the recession, the City adopted a three-pronged fi nancial strategy. While this was an appropriate strategy for the me, the City rolled out a new fi nancial strategy

in Fiscal Year 2012 to place it in the most advantageous posi on to embrace the economic recovery. The City will build on that fi nancial strategy in Fiscal Year 2013.

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


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

Revenue OutlookThe City’s intergovernmental, franchise, and other demand-driven revenues fl uctuate with the economy. As the City has learned over the past few years, a slumping economy leads to lower retail sales, which in turn, translate to lower sales tax revenue. Less traveling leads to lower fuel tax revenue. Declining economic growth leads to less construc on, less renova on, fewer home improvements, and thus declining revenue. Posi ve economic growth, on the other hand, promises to reverse this trend.

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

Long-Term Financial ManagementManagement of Reserves

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

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

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

While the City will ul mately use $1.8 million more in total reserve than originally contemplated, most of those addi onal monies were the result of a larger contribu on from the Forfeiture Fund than originally planned. State and federal law strictly defi nes the limited use of police forfeiture funds. One defi ned legal use is the funding of School Resource Offi cers (SROs). Early in the Fiscal Year 2012 budget process the City had planned to use $750,000 in forfeiture funds for SRO salaries, which would have been a decrease from the $1.25 million used in the current fi scal year. However, given the con nued

Use of reserves decreases as economy rebounds

$1.65

$3.55$4.00

$2.00

$1.00$1.25

$1.50

$0.90

$0.10

$4.00

$3.00

$1.90

$0

$1

$1

$2

$2

$3

$3

$4

$4

$5

FY 2010 FY 2011 FY 2012 FY 2013 FY 2014

$M

illio

ns

Reserves Forfeiture for SRO salaries Original Strategy

Financial StrategyBudgetActualActual


lackluster nature of the recovery and knowing the reliable nature of this funding source, the City used $1.5 million in forfeiture funds instead of the originally planned $750,000 in Fiscal Year 2012 for costs associated with the SRO program. Likewise, the City had planned to use $750,000 from the Forfeiture Fund in Fiscal Year 2013 for SRO salaries but increased that to $900,000 due to the con nued lackluster performance of many of its revenues.

The City will also con nue to maintain restricted reserves necessary to fi nish our capital projects, or maintain reserves for encumbrances or those necessary to meet bond covenants. In addi on, we will keep enough cash in the Equipment Replacement Fund and the Computer Replacement Reserve to ensure we can replace our vehicles and technology when necessary, thereby avoiding the issuance of addi onal debt.

Economic Development

A key component to building a stronger, more vibrant future for the City of Coral Springs is the expansion of our commercial tax base. Roughly one-third of the City’s revenue comes from property taxes which are determined by the assessed value of real property within the City limits. Increasing assessed values is vital to increasing revenue. For example, Coral Springs had an addi onal $6.3 million in new taxable value in Fiscal Year 2013. At the current millage rate of $4.3939, this will generate more than $27,000 in addi onal property tax revenue. Some of our neighbors, however, have added much more to their tax base. For example, Coconut Creek increased its taxable values by $35 million, Sunrise by $32 million, Pembroke Pines by $31 million, and Davie by $24 million. Even Margate ($8 million), which is a much smaller city, added more to its tax base than Coral Springs. Clearly, Coral Springs can do be er.

As outlined in the Market Environment, the City has many eff orts underway focused on improving new commercial development and redevelopment including the branding study and the downtown infrastructure improvements. The City will partner with the Economic Development Founda on (EDF) to develop an Economic Development Strategic Plan to guide these development eff orts. This shared vision will establish the framework for the direc on and type of development/redevelopment we desire in the City. Ul mately, this investment will yield dividends in terms of enhanced property tax revenue.

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

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

The Interlocal Agreement (ILA) that formed the Broward County Solid Waste Disposal District will expire on July 3, 2013. The District, therefore, will be dissolved on that date. Member ci es will be open to nego ate waste disposal service contracts as they see fi t. In fact, Coral Springs’ waste hauling contract will expire at the end of calendar year 2013.

The RRB is currently nego a ng with the county on the disposi on of the district’s assets. These assets are of two types. First, the RRB maintains a debt reserve as a guarantee on the waste-to-energy plant bonds. With the re rement of those two bonds it is no longer necessary to maintain that reserve. The RRB has decided to distribute $20 million of that reserve to member ci es to encourage single stream recycling. Coral Springs received $1,714,861 of this distribu on to purchase single steam containers for its residents as well as to fund other related programs.

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

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


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

Solid Waste Tipping Fee

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

Tipping fees dropped 27% from $99.20 per ton in Fiscal Year 2011 to $72.57 per ton in Fiscal Year 2012 as a result of re ring the fi rst bond. As a result, the City was able to increase its solid waste franchise fee while s ll saving residents $16.56 on its Solid Waste Special Assessment. Commercial customers saved $0.89 per cubic yard.

With the re rement of the second bond in 2013, pping fees will drop to $67.93. However, this pping fee will only be in force during the term

of the ILA which is un l July 3, 2013. Broward County and Wheelabrator have agreed on a $42 pping fee a er July 3. Since residents pay a Solid Waste Special Assessment once a year, the City has developed a blended pping fee that takes into account the amount of me the customer will be paying the diff erent pping fees. As a result, the residen al Solid Waste Special Assessment fee will decrease from $233.64 to $227.16 per dwelling unit in FY 2013.

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

Solid waste frachise fees will increase from $51.60 to $66 per year for residen al customers. For commercial customers the franchise fee will increase from $2.25 per cubic yard to $2.29 from October 1, 2012 to July 3, 2013 and $3.61 from July 4 2013 through September 30, 2013.The addi onal revenue resul ng from adjus ng these franchise fees allows the City to close the budget gap – without raising taxes – while allowing our customers to share the benefi t of reduced pping fees.

Single Stream Recycling

As men oned previously, the RRB has given the City a $1.7 million grant to purchase single steam containers and fund other related programs. These new containers will be distributed during the winter of 2014. Single stream recycling will help the City reach its goal of recycling 75% of its solid waste stream by 2020. The new recycling containers will be 64-gallon size which is larger than the recycling containers currently in use. Larger containers have the poten al to increase the tonnage of recycled materials cead to higher revenue from the sale of recycled materials. Ul mately, the return on recycled materials is market driven. The City is expec ng recycled material revenue to increase by 7% in Fiscal Year 2013.

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

Because capital requests and needs exceed available fi nancing this year, they must to be priori zed. Decisions must be made about which requests to approve and fund in the upcoming year’s capital budget and which to schedule for future considera on and inclusion in the CIP. To do so, the Senior Management Team conducted an exercise that involved reviewing all capital requests with the focus on iden fying projects that are cri cal for the City to implement or con nue in Fiscal Year 2013. Projects were ranked by priority according to specifi c criteria. The highest priority projects are being proposed for funding in the capital budget. Those are projects that sa sfy a regulatory requirement, are ed to a new ini a ve to maintain or improve standards of service, contribute to enhancing aesthe c value or achieving the City’s strategic goals and objec ves, and maintenance programs to protect the City’s infrastructure.


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

Grant funds totaling $2.5 million will supplement 10.7% of the total capital investment for this budget year. This funding assistance will be provided by various state, federal, and local grants such as the Resource Recovery Board grant for single stream recycling program. Refer to “Solid Waste” sec on for more informa on on use of Resource Recovery Board Grant funds. In addi on, the City will appropriate $2.1M of capital and debt service reserves to perform maintenance and upkeep of facili es. Opera ng capital is es mated at $803,925 for the General Fund, $1,006,500 for the U li es Fund, $389,800 for the Fire Fund, and $3,162,157 for the Equipment Services Fund. Projects funded by the Tree Trust Fund total $475,000, the Charter School Fund $645,653, and the Public Art Fund $86,500. Water and Sewer impact fees totaling $1.2M will be used to pay for the construc on of water lines into Downtown along with sanitary force mains to service three future li sta ons.

In Fiscal Year 2013, the City will issue a $4.7M loan to fi nance necessary capital enhancements and acquisi ons for the General Fund. Terms of this fi nancing are expected to be between 15-20 years with repayments scheduled to begin in FY 2014; therefore, debt service obliga ons associated with this loan will not aff ect this year’s budget. Principal and interest payments are programmed in the City’s Five-year-Forecast for the General Fund.

Financing plan for General Fund capital improvements—FY 2013Sources of fundsCapital Fund—Undesignated Fund Balance $189,000Facili es Reserve Fund $1,139,304Debt Service Reserve Fund $1,000,000Grants $2,536,404General Fund Opera ng $803,925Public Safety G.O.Bond—series 2006 $753,000Road Impact Fund $63,700Loan $4,636,532Total $11,121,865

Uses of funds Public Safety Building Emergency Preparedness Upgrades

$753,000

Technology $1,645,557Right Turn Lane (Riverside/Shadowwood) $63,700Facili es Ongoing Maintenance $1,501,904Public Safety (Police & EMS) $1,548,277Parks Renova ons/Beau fi ca on/Aesthe cs $1,691,596Aqua cs Complex and Pools Upkeep $388,470Roads/Bike Paths/Sidewalks/Parking Lots Improvements

$1,878,500

Single Stream Recycling Program $1,539,861Permits/Feasibility Studies $111,000Total General Fund CIP—FY 2013 $11,121,865


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

This Business Plan incorporates a strategy for controlling expenses by reducing the amount of wastewater sent to the county for treatment. The City intends to reduce wastewater fl ows by inves ng in Infl ow and Infi ltra on (I&I) correc on technology.

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

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

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

Funding Infrastructure Improvements

The City’s water and sewer infrastructure requires ongoing repair and maintenance to ensure the safe, effi cient opera on of the u lity. To meet these capital requirements, the City has taken out $19 million in low-interest loans from the Florida Department of Environmental Protec on’s Drinking Water and Clean Water State Revolving Fund programs between 2008 and 2012. Beginning in FY 2013, the annual debt service on these SRF loans will total just over $1 million.

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

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

Wastewater Treatment Cost

Although the City has been successful in controlling most opera onal costs in its U lity, wastewater treatment costs con nue to rise. Wastewater is sent to Broward County for treatment. Wastewater originates in homes and business but also includes rainwater that seeps into cracked and broken clay sewer pipes. In high rainfall years, the volume of wastewater sent for treatment can approach 10% more water than potable water sold to customers due to ground water seepage. In other words, the City is paying to treat rainwater which does not need treatment.

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

2,88

8,62

5

3,01

0,00

9

3,06

1,41

9

2,86

3,92

3

3,09

6,61

5

3,06

9,40

5

3,13

2,97

8

2,51

6,79

4

3,12

8,01

2

$2,775,367

$3,482,289 $3,656,997$3,858,635

$4,738,698$4,983,328

$5,893,628

$5,279,144

$5,492,397

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

2000 2002 2004 2006 2008 2009 2010 2011 2012

# of Gallons Treated Waste Water Chargescost per gallon

$2.10$1.88$1.62$1.53$1.35$1.19$1.15$0.96 $1.76

Wastewater treatment costs con nue to soar


As shown in the debt service chart, the 2010 Water and Sewer Refunding debt will be re red in FY 2013. The City will be able to devote some of the $2.7 million it had been using to pay this debt service to equity fund future capital projects. In fact, the City will use $3.2 million in undesignated capital reserves to fi nance the following capital projects in FY 2013, thereby avoiding debt service:

• $1 million for its ongoing infl ow and infi ltra on correc on program to prevent ground water from seeping into sewer lines.

• $850,000 for replacement of galvanized water pipes throughout the City’s u lity service area. This on-going replacement plan seeks to minimize service interrpu ons due to water line breaks.

• $300,000 for security improvements at the Water Treatment Plant.

• $250,000 for the design of the rehabilita on of raw water supply wells and wellheads.

• $250,000 for replacement and maintenance of valves, pumps, and li sta on isola on valves. Scheduled replacement of these components prevents sewer overfl ow and interrup on of opera ons.

Pension Status Police Pension

City contribu ons to the police pension plan have increased from $5.8 million in Fiscal Year 2009 to $13.0 million in Fiscal Year 2012. The City’s contribu on toward a police offi cer’s pension as a percentage of his or her salary increased from less than 10% in 2001 to 50% in 2004. This contribu on level remained constant

un l 2007 when it began to climb to its current rate of over 80%. With nearly 12% of the en re Fiscal Year 2012 General Fund budget devoted to police pensions, these increases were simply not sustainable.

In May 2011, the City opened nego a ons with the Fraternal Order of Police Lodge 87 to design a benefi t to reduce the City’s future pension Annual Required Contribu on (ARC) while providing a re rement plan that is fair and equitable to our offi cers. On July 16, 2012, the City and FOP presented a joint recommenda on for the resolu on of impasse to the City Commission which it accepted at a Special Commission Mee ng. The terms of that agreement are outlined in the table below,

Current Benefi t Prospec ve Benefi t*Mul plier 3.5% 3.0%Maximum Benefi t 87.5% 75% or $110,000Normal Re rement

20 years of service regardless of age or age 55 with 10 years of service

25 years of service regardless of age or age 55 with 10 years of service

Compensa on Base salary plus up to 14.5% of addi onal compensa on with a maximum of 300 hours over me

Base salary only

Compensa on Calcula on

Average of top 3 years Average of top 4 years

Cost of Living Adjustment

2.5% annually 1% annually a er a 5-year delay

Employee Contribu on

9.875% 8.0%

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

$201,046

$1,004,138 $1,233,172 $1,233,172 $1,233,172 $1,233,172 $1,233,172

$2,7

75,8

67

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$834

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$1,0

54,2

90

$1,2

79,8

71

$1,4

99,2

05

$1,7

07,4

33

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

Prin

cipa

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tere

st P

aym

ents SRF Loans Revenue Bond

Water and Sewer Debt service will peak in FY 2013


These changes are expected to reduce the City’s contribu on from $13 million in Fiscal Year 2012 to $9.2 million in Fiscal Year 2013 using the Frozen Ini al Liability (FIL) methodology. In Fiscal Year 2012, the Police Pension Board approved a shi to the Entry Age Normal (EAN) methodology. Using EAN, the City’s contribu on will decrease from $10.4 million in Fiscal Year 2012 to $8.7 million in Fiscal Year 2013. This plan is expected to save $7.7 million in the fi rst fi ve years and 19 million over the fi rst ten years using the EAN methodology.

The City an cipates it could lose its $893,477 annual contribu on from the State Chapter 185 due to the reduc on of benefi ts below 1999 levels. The City and FOP have agreed that should the City become eligible to receive 185 due to legisla ve reform, these monies will be deposited directly in the Police Offi cers’ Pension Plan, without the need to impact bargaining. Toward that end, staff will con nue to work with the Florida League of Ci es, the Broward League of Ci es, and with other interested par es to advocate for legisla on that will provide the needed fl exibility for ci es to provide compe ve benefi ts to their employees while retaining state funding.

Firefi ghter Pension

As a rela vely new pension plan, the Firefi ghter Pension Plan was not as severely impacted as the Police Pension Plan. For example, while approximately 7.9% of the Police Offi cers’ Pension Plan ARC is the result of investment losses, it is just 1.17% in the Firefi ghters’ Plan. The ARC for the Firefi ghters’ Plan increased from $2.89 million in Fiscal Year 2009 to $3.23 million in Fiscal Year 2011. This increase was primarily the result of adding a new benefi t - 1% annual COLA to begin 5 years a er re rement. This plan has an 80% funded ra o as compared to a 58% funded ra o for the Police Offi cers Plan.

General Employee Re rement Plans

The City has two diff erent re rement plans for its general employees. First, the General Employees’ Re rement Plan is a closed plan. No new par cipants have been allowed to enter the plan since January 1, 1988. This is a defi ned benefi t plan with 51 re rees or benefi ciaries currently drawing or eligible to draw benefi ts. The Plan enjoys a 69% funded ra o. Its ARC has been roughly $500,000 per year and is unlikely to deviate appreciably from that fi gure in the future.

Second, the City provides a defi ned contribu on plan for general employees not covered under the plan discussed above. This plan off ers a general employee and a management op on. Under the general employee op on, the City contributes 7% of each par cipant’s salary with the par cipant having the op on of contribu ng 6%, 8%, or 10% of earnings. Under the management plan, the City contributes 11% of each par cipant’s salary with the par cipant having the op on of contribu ng 0%, 5%, or 10% of earnings. Since the incep on of the plan, the City has made and will con nue to contribute 100% of its annual obliga on.


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

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

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

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

Grant Program Item Grant

$City

Match $Total Cost

(est.)

AFGDriving

Simulator for Fire Training

Center$289,036 $72,259 $361,295

AFG 20 No Smoke Systems $140,000 $35,000 $175,000

AFG 20 Dry Suits for Dive Team $40,000 $10,000 $50,000

AFG Dive Boat $8,000 $2,000 $10,000

EMS 4 video laryngoscopes $42,600 $14,200 $56,800

EMS3 chest

compression devices

$36,675 $12,225 $48,900

Total $556,311 $145,684 $701,995



Measuring ResultsMeasuring ResultsQuarterly Performance ReviewOverview

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

Departmental Measures

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

Twenty-two goals, or 20% were not achieved. Half of these goals will be discon nued beginning Fiscal Year 2013 and most have been replaced with diff erent measures that are more relevant to current departmental opera ons. Some of the remaining unmet goals have been revised to more realis c levels based upon the current economy.

Key Intended Outcome Analysis and Current Ini a ve UpdateTwenty-six Key Intended Outcomes (KIOs) have been established, all of which support at least one of the seven strategic priori es. Performance goals for each KIO were developed as part of the City Commission’s Fiscal Years 2012-2013 Strategic Plan. As of the end of Fiscal Year 2012, ten of those goals have been met, and seven are not being reported this year since they are based on results of the resident survey that was not conducted this year. Informa on for the employee sa sfac on goal is not yet available due to the ming of the employee survey. Informa on for the goal regarding test scores for Coral Springs Charter School is not available due to a change in the tests administered by the Florida Department of Educa on; as a result, this goal has been revised for Fiscal Year 2013.

Seven goals for the year have not been achieved. The business survey ra ng of the City’s communica on with businesses was 81% compared to the goal of 88%. In the coming year, the City will be improving its methods of communica ng with local businesses to be er conform with those used by the businesses. The City’s crime rate for calendar year 2011 was higher than goal. The increase was par ally due to a decrease in popula on, and par ally due to an increase in burglaries. The newly-formed BEAR unit will address this problem.

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


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

Business Survey Results

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

Overall, results of the survey were posi ve. Businesses are sa sfi ed with City services and perceive the City as being friendly to business. Ninety-fi ve percent of the businesses surveyed felt the quality of City services was higher

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

The respondents ranked the following City services or departments as most important to their organiza on:

• Fire inspec on – 49%

• Police – 48%

• Business tax – 28%

• EMS – 18%

• Code enforcement – 18%

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

Supplier and Partner Performance DataThe City’s most important suppliers, partners, collaborators, and distributors are those that provide direct service to customers. Waste Management, Inc. picks up and processes trash and recycling. Professional Facili es Management operates the Coral Springs Center for the Arts. Charter Schools U.S.A. manages and staff s the City’s charter middle and high school. Advanced Cable Communica ons provides the infrastructure for television programming. Median mowing is accomplished through a group of contractors. Service standards are part of the contracts with these organiza ons; the standards spell out customer requirements and are discussed through periodic regularly scheduled mee ngs. For instance, Public Works management meets quarterly with Waste Management to review performance data and exchange informa on and ideas on opera ons. City management meets quarterly with the principals of schools in the City to assess our partnership with them regarding athle c fi eld use, a er school programs, leadership development, etc.

Sa sfac on with items that infl uence percep ons of Coral Springs

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

50%

50%

36%

36%

29%

38%

37%

45%

37%

34%

9%

10%

14%

17%

26%

4%

4%

6%

10%

11%

0% 20% 40% 60% 80% 100%

Overall quality of life

Overall image of the City

Overall feeling of safety

Quality of public education

Quality of new development in the City

Very Satisfied Satisfied Neutral Dissatisfied


Sustainability IndexIn Fiscal Year 2009, the City created a Sustainability Index to track a broad spectrum of green and sustainability benchmarks. This tool lines up with our Neighborhood and Environmental Sustainability strategic priority. During Fiscal Year 2011, the index was refi ned by assigning weights to index items according to their rela ve importance. The indicators of fuel use, electricity use, and paper consump on carry the greatest weights because they impact not only our environment, but directly aff ect City expenditures as well. A total index value of over 100 indicates progress in improving the environmental sustainability of City programs and opera ons.

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

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

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

Actual Actual Actual Actual Actual2008 2009 2010 2011 2012 Goal Weight

1 Number of trees planted 6,873 3,491 2,061 2,118 1,185 1.25000Base equals KIO for respective year 3,000 2,000 2,000 2,000 1,750

2 Number of Certified Backyard Habitats 27 46 15 6 12 0.25000Base equals actual number for 2007 73 73 73 73 73

3 Biodiversity index for environmental sites 0.80 0.80 0.79 0.79 0.79 0.50000(Sandy Ridge, Pine Flats, Red Lichen, Cypress Gateway) 0.80 0.80 0.80 0.80 0.80Base equals actual number for 2008, not measured before

4 Percentage of "Green Building" checklist items fulfilled 25% 29% 30% 26% 26% 0.50000Base equals actual number for 2008, not measured before 25% 25% 25% 25% 25%

5 Average Daily per capita consumption of potable water (gallons used) 93 97 89 93 89 1.00000Base equals actual number for 2007 103 103 103 103 103

6 KwH of electricity used in select City facilities 13,506,275 12,913,802 12,852,467 13,476,300 13,108,338 1.83334(Aquatics, Fire Training, City Hall N&S, Charter School, Gymnasium, 13,506,275 13,506,275 13,506,275 13,506,275 13,506,275Tennis Clubhouse, Public Safety Bldg., Utility Plant)Base equals actual number for 2008, not measured before

7 Sheets of white copier paper used 4,750,000 5,600,000 5,000,000 5,600,000 5,200,000 1.58333Base equals actual number for 2008, not measured before 4,750,000 4,750,000 4,750,000 4,750,000 4,750,000

8 Fuel Consumed by City Operations (diesel and unleaded) 386,325 384,440 389,180 408,467 425,435 1.83333Base equals actual number for 2008 386,325 386,325 386,325 386,325 386,325

9 Linear feet of improved or new bike lanes, sidewalks, pathways 500 3,678 3,866 15,674 6,179 0.25000Base equals KIO for respective year 500 500 2,500 2,500 2,500

10 Number of CS residents dropping off household hazardous waste 827 881 966 875 910 1.00000Base equals actual number for 2008, not measured before 827 827 827 827 827

Total index value 115.5 124.4 103.7 109.4 97.2

Sustainability Index FY 2008 to 2012


Good

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

Composite Index

120.7126.5

136.7 141.1 140.9145.6

151.4156.8 160 162.4 162 161.8 158.5 158.8 158.4

0

25

50

75

100

125

150

175

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

Proj

ecte

d

Proj

ecte

d

21.2%22.1% 22.9%

23.8% 23.6%22.6% 22.1%

21.2%20.1% 19.7%

21.9%

27.9%28.8%

27.4%26.5%

0%

5%

10%

15%

20%

25%

30%


As a % of Total Property Values Source: BrowardCounty PropertyAppraiser’sOffice

(Propertyvalues reflectcalendar yearrather thanfiscal year.)

Proj

ecte

d

$3.6 $3.7$4.0

$4.3$4.7

$5.2$5.7

$6.5

$7.6

$8.3

$7.7

$6.2

$5.4 $5.4 $5.5

$0.0

$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

$7.0

$8.0

$9.0


Billions Source:BrowardCountyPropertyAppraiser’sOffice

(Property valuesreflect calendaryear rather thanfiscal year.)

Proj

ecte

d

Proj

ecte

d

Good

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

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

Residen al Property Values

Non-Residen al Property Values


169

147

130138

160

131 132122 123 123 120 124

116124 124

0

20

40

60

80

100

120

140

160

180


Source:City of CoralSprings PoliceDepartmentTraffic Division

Proj

ecte

d

Proj

ecte

d

10,855 10,95911,757

12,500 12,636

11,62411,150

10,1519,500

8,5007,792

8,7638,158 8,200 8,200

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000


Proj

ecte

d

Source:City of CoralSprings Parksand RecreationDepartment

Proj

ecte

d

3987

.6

3506

.9

3390

.1

3001

.2

3193

.5

3085

.5

2731

.4

2259

.3

2500

.5

2583

.9

2530

.1

2559

.1

2469

.4

2688

.8

2530

.0

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500


Proj

ecte

d

Source:City of CoralSprings PoliceDepartment andFloridaDepartment ofLaw EnforcementCrime Report

(Crime figuresare calculatedutilizing calendaryear rather thanfiscal year)

Incidents of major crimes per 100,000 population

91% 93% 90% 92% 93% 93% 95% 95% 93% 93% 92% 92% 95% 95% 92%

0%

20%

40%

60%

80%

100%


No

surv

eyco

nduc

ted;

used

prio

ryea

rres

ult

Source: 2011ResidentSurveyconducted byETC Institute.

No

surv

eyco

nduc

ted;

used

prio

ryea

rres

ult

No

surv

eyco

nduc

ted;

used

prio

ryea

rres

ult

Proj

ecte

d

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

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

The incidents of major crimes per 100,000 popula on increased. This is due to a 4% rise in the number of indexed crimes (3,271 from 3,145) coupled with a lower popula on number. The 2010 Census for Coral Springs was 4% less than prior es mates by BEBR. The new burglary reduc on unit is intended to prevent crimes.

The rise in the crime rate from FY 2009 to FY 2010 was the result of a mathema cal anomaly. While the number of crimes decreased during this period, the popula on upon which the ra o is based decreased at a faster rate.

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

GoodCustomer Sa sfac on

Athle c League Par cipants

GoodCrime Rate

GoodAccidents at Major Intersec ons

Good


8.78

7.967.61

7.25 7.17 6.946.57 6.39

5.97 5.77 5.77 5.60 5.39 5.13 5.24

0.0

2.0

4.0

6.0

8.0

10.0

12.0


Proj

ecte

d

Source:FinancialServicesAnnual Budget

(Calculationincludes fulltimeemployees forall fundsdivided by NetRevenues)

Employees Per Million Dollars of Revenue

119% 122% 122% 123%

113% 114% 112%104%

96% 95% 92% 92% 93% 92% 92%

0%

25%

50%

75%

100%

125%

150%


% Capacity Student StationsSource:BrowardCountySchoolBoard

(Percentagesreflectacademic yearrather thanfiscal year.)

Proj

ecte

d

266303

410431

404

458 463479

454 463494

519 509 520 520

0

100

200

300

400

500

600


Proj

ecte

d

Source:Database ofBoards andCommittees

Proj

ecte

d

Good

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

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

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

School Overcrowding

GoodVolunteers in Government

GoodEmployee Produc vity

92% 91%95% 95% 93% 91%

94% 95% 97% 95% 95% 97%

90% 90% 90%

0%

20%

40%

60%

80%

100%


Source:City of CoralSprings HumanResourcesDepartmentEmployeeSurvey

Proj

ecte

d

Proj

ecte

d

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

Employee Sa sfac on Good


FY 2010 FY 2011 FY 2012 FY 2012Actual Actual Goal Actual

1 Overall quality rating for City services and programs (Resident Survey) 92% 95% — N/R N/R2 Overall quality rating for City services by business owners (Business Survey) 93% 93% 92% 95%3 Employee satisfaction rating (Human Resources Survey) 97% 90% 90% N/A N/A4 Number of citizen volunteer hours donated to the City of Coral Springs 41,567 37,504 42,000 38,9435 Overall rating of the City in terms of communicating with residents (Resident Survey) 86% 93% — N/R N/R6 Overall rating of the City in terms of communicating with businesses (Business Survey) 88% 88% 88% 81%7 Customer service rating by residents (Resident Survey) 89% 94% — N/R N/R8 Customer service rating by businesses (Business Survey) 97% 97% 90% 97%

1 Percent of Code cases brought into voluntary compliance prior to admin./judicial process90% 90% 75% 80%

2 Number of formal and informal neighborhood partnerships each year 15 15 15 153 Number of volunteer hours aimed at enhancing the environment 590.25 545.5 1,500.0 2,1964 City crime rate (crimes/100,000 residents—Calendar Year) 2,559.8 2,469.4 2,530.0 2,688.85 Safety rating in neighborhood (Resident Survey) 93% 95% — N/R N/R6 Number of trees planted within the City 2,061 2,118 1,750 1,185

1 Maintain City bond ratings Moody Aaa, Fitch AAA, S&P AAA Moody Aaa Moody Aaa Moody Aaa Moody AaaFitch AAA Fitch AAA Fitch AAA Fitch AAAS&P AAA S&P AAA S&P AAA S&P AAA

2 Residents' value rating (Resident Survey) 77% 72% — N/R N/R3 Non residential value as a percent of total taxable value 27.9% 28.8% 20.0% 27.4%

1 Number of linear feet of improved sidewalks, bike paths, and bike lanes 3,866 15,674 2,500 6,1792 Number of riders on intracity bus routes 87,513 88,299 85,000 97,060

1 Number of youths involved in City sponsored leadership opportunities 1,484 1,602 2,000 1,4462 Number of teen volunteer hours donated to the City of Coral Springs 21,432 18,424 20,000 18,4733 Number of middle school after school programs offered annually 18 14 15 15

Strength in Diversity (2)1 Minority residents who feel that the City is a great place to live (Resident Survey) 94% 98% — N/R N/R

2Citizen rating of City Government for respecting religious and ethnic diversity (ResidentSurvey) 95% 98% — N/R N/R

1 Achieve gains in math/reading mean scale score at the Charter School 1.0% 0.4% 0.6% N/A N/A

2 Number of students attending courses offered by partnering institutes of higher education 2,468 2,531 3,000 1,995

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

Traffic, Mobility and Connectivity (2)

Youth Development and Family Values (3)

Excellence in Education (2)

Customer Involved Government (8)

Neighborhood and Environmental Sustainability (6)

Financial Health and Economic Development (3)

Fiscal Year 2012 KIO Summary

Met or exceeded goal 10Not reported 7 N/RNot available 2 N/A

Did not meet goal 7Total 26

Fiscal Year 2012 Year End Results


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

Legend:Direct Impact- fic

e

vices

s s ces nDirect Impact-

Indirect Impact-No or Low Impact- Blank

Customer-Involved Government

Overall quality rating for City services and programs (Resident Survey)Overall quality rating for City services by business owners (Business Survey)

City

Mana

ger's

Off

Deve

lopme

nt Se

rv

Publi

c Wor

ks

Finan

cial S

ervic

es

Polic

e

Fire/E

MS

Huma

n Res

ource

s

Infor

matio

n Ser

vice

Parks

& R

ecre

ation

Aqua

tics

Spor

tsplex

/Ten

nis

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

Neighborhood and Environmental Vitality

Percent of Code cases brought into voluntary compliance prior to administrative/judicial processNumber of formal and informal neighborhood partnerships each yearNumber of volunteer hours aimed at enhancing the environmentCity crime rate (crimes per 100,000 residents)Safety rating in neighborhoodNumber of trees planted within the City

Financial Health and Economic Development

General obligation 'AAA' ratingGeneral obligation 'AAA' ratingResidents' value rating (Resident Survey)Non-residential value as percent of total taxable value

Traffic, Mobility and Connectivity

Number of linear feet of improved sidewalks, bike paths, and bike lanesNumber of riders on intracity bus routes

Youth Development and Family Values

Number of youths involved in City-sponsored leadership opportunitiesNumber of youths involved in City-sponsored leadership opportunitiesNumber of teen volunteer hoursNumber of middle school after-school programs offered annually

Strength in Diversity

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

Excellence in Education

Achieve gains in math/reading mean scale score at the Charter SchoolAchieve gains in math/reading mean scale score at the Charter SchoolNumber of students attending courses offered by partnering institutes of higher education


Department Performance MeasurementsDepartment Performance Measurements

FY 2012Year EndGoal

Police (10)1 Police department’s overall quality rating (Resident Survey) — 95% — — N/R

2Percentage of customers who has contact with or know their neighborhood officers (ResidentSurvey)

— 48%— — N/R

3 Average Police response time 4:58 4:45 5:00 4:474 Average number of false alarms (businesses & residences) 4,854 4,323 4,000 4,3725 Volunteer hours donated by board and committee members 6,166 4,969 5,500 5,4236 Percentage of residents who feel that Coral Springs has remained as safe — 74% — — N/R

or become a safer place to live (Resident Survey)7 Stabilize the burglary rate at a 0% increase adjusted for population Cal. Yr 15.60% 0.19% 0% 28.18%8 Maintain 0% increase in crime rate as adjusted for population Cal. Yr. 1.07% 3.70% 0% 8.88%9 Clearance rate for crimes 29.20% 26.30% 28% 27.00%10 Traffic crashes per 1,000 citizens Cal. Yr. 31 30 35 32

11Number of students that participate in Youth Mentoring Program(program discontinued during FY 2011) 21 N/R 10 25

Fire/EMS (8)1 Average response time of eight minutes or less for 90% of service calls 88.2% 88.8% 90% 93%2 A minimum of fourteen firefighters on scene within ten minutes 90% of time for 100.0% 100.0% 90% 100%

all structure fires3 A maximum of customer complaints and/or public safety service 0.00% 0.00% <1% 0.00%

professional complaints of less than one percent of the total call volume4 Medical complaints filed by medical director and/or medical personnel 0.00% 0.00% <1% 0.00%

at hospitals will be less than one per cent of the total call volume5 Provide inspection report to customer within 12 days from date of inspection 6 days 8 days 12 days 8 days6 Minimum of Florida Firefighter Minimum Standards classes 11 8 8 77 and EMT classes 4 5 5 58 Fire department's overall quality rating (Resident Survey) [revised FY 2009] — 99% — — N/R

Public Works (12)1 Public Works department overall quality service rating (Resident Survey) — 93% — — N/R

2Number of complaints from residential customers about Waste Managementper 10,000 pickups

1.82 2.27 <6 1.30%

3 Availability rate of all vehicles/equipment for all departments 98% 97% 92% 97%4 Complete routine Facilities work orders within 15 working days 90% of the time 98% 98% 92% 97%5 Custodial services expenditures per square feet $1.19 $1.24 $1.61 $1.246 Percentage of hydrants out of service more than 20 days 0% 0% <1% 0%7 Pot hole repair response time 2 days 2 days 3 days 1.5 days

8 Operating costs per lane mile for street sweeping $30 $30 $30 $30

9 Percent of Streets Division's available staff hours for preventive maint of City's infrastructure 41%31% 30% 29%

10 Average less than 9.79 mgd of wastewater flow on a quarterly basis 8.58 6.90 <9.79 8.5811 Water usage per capita (for Coral Springs Water District) 89.31 94.09 100 gal/day 93.0312 Percent of "unaccounted for" water 5.0% 8.5% <10% 9.23%

Year EndActual

Year EndFY 2012Year End

ActualActual

FY 2011FY 2010


Department Performance Measurements (con nued)Department Performance Measurements

FY 2012Year EndGoal

Year EndActual


ActualActual

FY 2011FY 2010

Development Services (16)1 Community Development satisfaction rating 98% 99% 95% 100%2 Cycle time for small permits by the Zoning Division (Building Plan Review) 1.4 days 1.5 days 2 days 1.5 days3 Cycle time for sign permits by the Zoning Division (Building Plan Review) 2 days 1 day 2 days 1.3 days4 Cycle time for plan reviews by the Zoning Division (DRC) 8 days 8 days 8 days 9 days5 Comprehensive Plan consistency with Department of Community Affairs Yes Yes Yes Yes6 Number of appeals on Architectural Review (ARC) 0 0 1 0

7Number of housing units rehabilitated using public financial assistance per $100,000housing rehabilitation 3.52 3.42 3.60 3.2

8Average number of days from application for rehabilitation assistance to completion ofrehabilitation work 275 days 392.5 days 365 days 400 days

9 Timeliness ratio of CDBG spending: annual CDBG allocation available by July 31 1.34 1.49 1.50 1.4710 Number of formal and informal neighborhood partnerships each year (KIO) 15 15 15 1511 Number of trees planted within the City (KIO) 2,061 2,118 1,750 1,18512 Requested building inspections within one day 100% 100% 90% 100%13 Percent of plan reviews completed within 15 days 99% 99% 95% 99%

14 Percent of code cases brought into voluntary compliance prior to admin/judicial process (KIO)(calculation method revised during FY 2012; FY 2011 and 2012 results adjusted) 90% 71% 75% 80%

15 — 89% — — N/R

Information Services (5)1 Number of IS Development Projects implemented in accordance with City’s Business Plan

and IS Work Program31

projects28

projects20

projects28

projects2 Meet service level agreement regarding system availability 99.9% 99.7% 99.5% N/A N/A

3 Meet service level agreement regarding response and resolution to reported problems 94% 93.2% 90% 85%4 Meet service level agreement regarding “on demand service requests” 97% 95.6% 95% 90%

5Customer satisfaction rating from transaction survey of Information Services(switched from annual to transaction survey in FY 2010) 99% 99.1% 95% 99%

Parks and Recreation Parks (4)1 Quality service rating for recreation/athletic facilities (Resident Survey) — 97% — — N/R2 Customer service rating for parks & recreation staff (Resident Survey) — 95% — — N/R3 Safety rating of neighborhood parks (Resident Survey) — 93% — — N/R4 Number of visitors participating in tours of 2 ESL sites (excluding EarthFest) 151 143 150 81

Parks and Recreation Recreation (4)1 Program participation of at risk youth 9,177 8,964 9,000 9,8252 Customer service rating of summer recreation program 99% 99% 98% 99%3 Cost recovery ratio for the Recreation Division 70% 61% 60% 63%4 Number of riders on community buses (KIO) 87,513 88,299 85,000 97,060

Aquatics (8)1 Combined cost recovery ratio for the Aquatic Complex 77% 76% 60% 81%2 Combined cost recovery ratio for the Aquatic Services Division 69% 70% 50% 72%3 Membership at Aquatic Complex and 6,025 3,232 5,800 4,951

membership turnover 36% 43% 49% 38%4 Cypress Pool average daily pool usage 220 311 205 364

*Pool closed Jan and Feb 2010, Jan Mar 2011, Oct Dec 2011, Jan and Feb 20125 Mullins Pool average daily pool usage 106 107 125 1176 Customer service rating at Aquatics facility 99% 98% 92% 98%7 Customer service rating at Cypress Park Pool 100% 99% 92% 98%8 Customer service rating at Mullins Park Pool 99% 99% 92% 100%

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


Department Performance Measurements (con nued)Department Performance Measurements

FY 2012Year EndGoal

Year EndActual


ActualActual

FY 2011FY 2010

Tennis Center (9)1 Combined cost recovery ratio 59% 60% 60% 57%2 Tennis lesson revenue $312,310 $335,176 $320K $292,8593 Customer service rating at Tennis Center 97% 97% 90% 94%4 Customer service rating at Cypress Park 92% 92% 90% N/A N/A5 Membership base at Cypress Park 43 37 50 336 Membership turnover for the Tennis Center 21% 21% 30% 28%7 Customer service rating for court maintenance at the Tennis Center 91% 91% 90% 79%8 Number of tennis special events 27 31 20 279 Number of tennis teams 64 56 60 48

Sportsplex (2)1 Revenue generated from Sportsplex activities $244,637 $242,027 $255K $230,6592 Number of special events and activities hosted at Sportsplex 64 70 75 87

Human Resources (11)1 Percentage of employees who agree with the statement “I would recommend 97% 90% 95% N/A N/A

working for the City to a friend.” (KIO)2 Percentage of employees who feel Human Resources provides quality services 99% 99% 97% 90%3 Percentage of employees that are satisfied with liaison services 95% 96% 92% 90%4 Percentage of employees that are satisfied with wellness activities 94% 92% 91% 91%5 Percentage of employees who believe benefits are in line with needs 95% 88% 90% 91%6 Number of days lost from on the job injuries (per 100 employees) 49.5 35.2 50 49.97 Sick hours per employee 53.1 52.4 48 60.48 Respond to customer requests for service and information within 48 hrs 94% 96% 100% 96%

and close service request within one week 100% 100% 90% 100%9 Cycle time external recruitment (requisition to job offer) 39 days 38 days 40 days 50 days10 Percentage of minority applicants per recruitment 54% 58% 45% 59%11 Percentage of employees who agree with “I am able to apply the skills or knowledge 90% 88% 90% 89%

learned through City training to my job.”

Communications and Marketing (5)1 Customer satisfaction with communications (internal survey) 94% 97% 94% 100%2 Awareness of Coral Springs magazine by new residents (Resident Survey) — 87% — — N/R

3Average number of unique page views on website(changed from "number of unique user sessions" for FY 2012) 106,557 123,661 115,000 131,063

4 Number of episodes produced for "What's Happening" (formerly called "In the Loop") 12 12 12 125 Number of new promotional/informational campaigns developed (Revised for FY 2009) 45 38 20 36

Financial Services (6)1 Internal customer satisfaction rating (Financial Services Survey) 97% 98% 95% 91%2 Percentage of purchase requisitions under $10,000 processed within 24 hours 92% 91% 90% 89%

3Water billings past due more than 180 days as percentage of outstanding bills(revised during FY 2012, prior years recalculated) 2.60% 2.79% 3.20% 2.30%

4 Number of items in management letters prepared by the City’s external auditors 0 0 0 05 Percentage of invoices paid within 30 days 99.8% 99.8% 99% 99.9%6 Out of stock level of the total inventory at Central Stores 2.8% 2.9% 1.75% 2.00%

City Clerk's Office1 Number of files added to the IBPM system (New for FY 2010) 118,630 109,764 132,000 56,700 N/A2 Number of images added to the IBPM system (New for FY 2010) 811,590 758,608 950,000 680,564 N/A3 Number of searches to the IBPM system (New for FY 2010) 116,263 120,248 125,000 83,421 N/A4 Number of boxes stored offsite (New for FY 2010) 3,409 3,905 3,900 4,0735 Number of boxes retrieved from offsite (New for FY 2010) 934 814 900 6196 Number of boxes destroyed (New for FY 2010) 426 271 400 969

ActuActual Actual Actual Actual

Met or exceeded goal 60

Not reported 10 N/RNot available 6 N/AGoal not met 22

Within 95% of goal 10

Total Measures 108

Fiscal Year 2012 Results


Customer-Involved GovernmentIni a ve Department(s) Update as of Fourth Quarter Fiscal Year 2012 Status50th Anniversary Planning CMO, Communica ons

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

In progress

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

In progress

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

Complete

Closed Cap oning City TV Communica ons and Marke ng

During Q2,the closed cap oning equipment was ordered and received. It was installed and was used for the fi rst me in Q3. Purchasing assisted in the selec on of the closed cap oning services required to transcribe the City Commission mee ngs. The June 5 City Commission broadcast was the fi rst broadcast using closed cap oning technology. The availability of this service has been marketed via eNews, What’s Happening, and social media and will be included in the next issue of the Coral Springs Magazine.

Complete

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

In progress

City Marke ng Plan CMO, Communica ons and Marke ng

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

In progress

Fiscal Year 2012 Ini a ve Update


Code Enforcement Rangers (ongoing)

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

Complete

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

In progress

Sta on 71 Improvements (ongoing)

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

Complete

Building Division and EDF Customer Communica on (ongoing)

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

In progress

Neighborhood and Environmental SustainabilityIni a ve Department(s) Update as of Fourth Quarter Fiscal Year 2012 StatusPark Improvement Master Plan Parks and Recrea on The Master Park Plan was completed in Q1 and is used constantly

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

Complete

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

In progress

Fiscal Year 2012 Ini a ve Update (con nued)


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

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

In progress

Community Pride Phase III Parks and Recrea on During FY 2012 pressure cleaning was completed for the medians, sidewalks and gu ers on various roadways and at City facili es. Landscape architects were hired in January and began designing the Royal Palm entranceway, Maplewood Estate linear park upgrade and landscaping for transformers on University Dr. & Cardinal Road. Renova ons to 11 parks throughout the City were made. New landscaping was installed at 4 parks and at City Hall and other facili es. The contractor was hired for the new buildings at Mullins Park.

Complete

Neighborhood Stabiliza on Program (NSP3)

Community Development

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

In progress

Neighborhood Preserva on Program Enhancement

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

Complete

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

Complete

FPL Transformer Screening Feasibility Study

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

Complete



Mullins Park Revitaliza on Parks and Recrea on Demoli on of soccer and fl ag football buildings occurred in April; construc on is expected to begin early in FY 2013 and should take about 7 months. Playground lights, fencing, and ar fi cial sod were installed, and sod renova ons were made on 3 fi elds. New landscaping near St. Andrews Towers and the pool was installed, as were shade covers and fences near tennis courts. The sand volleyball courts were renovated. Pathways in most of the park were renovated. The pathway plans for around the baseball and football fi eld are completed, and construc on of them will begin once the framework is completed for the buildings. The landscape architect is fi nishing plans for new direc onal signs and fi eld iden fi ca on signs. Work on the signs will occur in FY 2013.

In progress

Code Enforcement Process Improvement

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

In progress

Playground Equipment Replacement Program

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

Complete

Infl ow and Infi ltra on Program Public Works A contract was awarded November 15, 2011, by the City Commission to two contractors to perform infl ow and infi ltra on correc on. The 2012 Infl ow and Infi ltra on correc on program has addressed leaks in manholes amoun ng to 194,040 gallons per day at a cost of $141,769. The City will realize its return on investment in 1.5 years based on current Broward County wastewater treatment charges. There are two contractors performing the I&I correc ve work. The pipe lining is 100% complete, and the manhole sealing is 55% fi nished. The contract termina on date is January 2013. An update on the return on investment will be forthcoming a er comple on of all the work.

In progress

Foreclosures: Neighborhood Protec on (ongoing)

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

Complete

Sustainability Ini a ves (ongoing)


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

Complete



Tree Canopy Restora on (ongoing)


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

Complete

CDBG Ac on Plan (ongoing) Community Development

City was awarded $814,096 funds for FY 2012. The grant agreement was executed in November 2011. Designs and plans for NW 110th Avenue Sidewalk Project and drainage project and Mullins Park Pathway project are in progress. Fire hydrants at Mullins Park and NW 25th Ct traffi c calming projects were completed in Q3. NW 85th Ave project has completed construc on, working with general contractor to complete required Davis Bacon payroll cer fi ca ons. In July the City met its CDBG meliness test, which was 1.47 (must be at or below 1.50). City Commission approved the City’s FY 2012/2013 Annual Ac on Plan, and the item was transmi ed to HUD for approval on August 15, 2012.

Complete

“Make a Call, Make a Diff erence” Campaign

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

Complete

Financial Health and Economic DevelopmentIni a ve Department(s) Update as of Fourth Quarter Fiscal Year 2012 StatusInternal Auditor City Commission The fi rm of Morre, Stephens, Lovelace was selected as internal

auditor in December. The audit contract between the fi rm and the City Commission was fi nalized in Q2, and work began during Q3, with several reports issued during Q4.

In progress

Business Development City Manager’s Offi ce, EDF

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

In progress

Commercial Facade Program Community Development

Revised the applica on package to tailor the emphasis of signs/ligh ng in the Commercial Façade program. The fl yer and applica on package were posted on the City’s website. Property owners in the target area received a le er and fl yer about the program. We received 14 applica ons, and recommended 5 projects to receive assistance. Three projects are underway: Colonial Building (9825 W. Sample), Coral Springs Diner (10410 W. Sample) and the Convenience Store (7800-7808 Wiles Rd.). The architects are working on schema c designs for these projects.

In progress



Fire Department Accredita on Process Phase I

Fire Standards of Response Coverage: Began development work with target comple on of second dra on December 13, 2012. This includes a community risk analysis, me and on-scene performance expecta ons, distribu on of resources and other data analysis. It will form the cornerstone for all our other work on accredita on. Self-assessment documenta on: This aspect of accredita on process will begin Q1 of FY 2013, with each division within the department comple ng an analysis of consistency between documented opera ng procedures, legal authoriza on, departmental goals and 253 separate performance indicators spread over ten diff erent categories. Target for comple on of self-assessment is April 2013.

In progress

CS BizAssist (ongoing) City Manager’s Offi ce, Communica ons and Marke ng, EDF

This is an ongoing ini a ve. New content is added each quarter to the csbizassist.org website.

Complete

Enhanced Code Enforcement Lien Reduc on (ongoing)

Code Enforcement During FY 2012 there were 120 proper es sold with original fi ne amounts of $9.2 million. These fi nes were reduced to $587,415. Many of the proper es were foreclosures and the lien reduc ons allowed houses to be sold and occupied.

Complete

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

In progress

Traffi c, Mobility, and Connec vityIni a ve Department(s) Update as of Fourth Quarter Fiscal Year 2012 StatusWestview Turn Lane Public Works This project began early in Q1 and was completed in Q2. The turn

lane into North Community Park has improved traffi c fl ow on Westview Dr.

Complete

Street Indexing Signs Phase II Community Development

Permits have been issued for 13 indexing signs along Sample Road. All signs have been installed along Wiles Road for Phase II.

Complete

Northwest Broward Consor um for Planning Transporta on Improvements


Planners from Coconut Creek, Margate, Coral Springs and the Metropolitan Planning Organiza on met twice during FY 2012. University Dr. Alterna ves Analysis began this year. Broward County’s Transit Development Plan (TDP) 2013 update scope of services has been approved and we promoted Sample Road to be elevated to a Strategic Priority in this TDP update. Pompano Beach has been awarded a planning grant for the Educa on Corridor that will defi ne a new transit service extending to downtown Coral Springs and linking to Broward College. A mee ng is being organized for the next NW planners mee ng to be hosted by Coral Springs.

Complete

Traffi c Management (ongoing) Community Development

26 streets were tested for the City’s traffi c calming program (11 for evalua on of exis ng speed humps and 15 were new streets or follow-up from ci zen requests). Staff worked with Turtle Run CDD on proposed roadway improvements at Creekside Drive/NW 41st Drive, Creekside Drive/Turtle Creek Drive, and Turtle Run Boulevard. Speed cushions on Shadow Wood Blvd. were repaired. Construc on of permanent speed humps was completed on NW 25 Ct. Two new sets of traffi c counters have been ordered so that addi onal tes ng can be accomplished. TRCDD has begun construc on of the roundabout on Turtle Run Boulevard. Working with Renaissance Charter School to resolve traffi c issues.

Complete

Downtown Pathways Phase II Community Development

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

In progress



Bike Path and Walkway Inventory and Master Plan

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

In progress

Red Light and Security Cameras Implementa on (ongoing)

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

Complete

Youth Development and Family ValuesIni a ve Department(s) Update as of Fourth Quarter Fiscal Year 2012 StatusSports Events and Venues Promo on

City Manager’s Offi ce, Communica ons and Marke ng

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

In progress

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

Complete

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

In progress



Teen Poli cal Forum (ongoing) Human Resources This event was held on April 2 at the Coral Springs Center for the Arts. Approximately 350 high school students a ended the program. There were 9 panelists represen ng local, county and state levels of government

Complete

Senior Empowerment Program (ongoing)

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

Complete

Car Club (ongoing) Parks and Recrea on During the fi rst quarter staff worked to get new members for the club by distribu ng fl iers to all high schools and issuing press releases. These eff orts produced two new members of the club. Club members par cipated in the Holiday Parade. The annual Car Show was held at Sportsplex on February 4. There was a good turnout, but the weather kept some cars from entering. The food trucks were a success. The event raised approximately $2,000 for the Car Club . The City will be housing the Blazer at the Westside maintenance yard as soon as the club purchases a car cover

Complete

WorkForce One Partnership (ongoing)

Human Resources Our contract is s ll ac ve with Workforce One un l May 2012. We contacted the organiza on in January 2012 to reac vate our partnership. The agreement was approved at the July 17, 2012 City Commission Mee ng. The new agreement is valid un l June 14, 2014.

Complete

Teen Cookoff (ongoing) Parks and Recrea on Teen Cookoff was held on February 4, 2012, with 3 teams compe ng. It was held as part of the Teen Car Show. This year’s contest was a barbeque. The winning team was Coral Glades High School.

Complete

Strength in DiversityIni a ve Department(s) Update as of Fourth Quarter Fiscal Year 2012 StatusVisioning Summit Update Human Resources, City

Manager’s Offi ceThis event was held on April 26 and April 27 at the Coral Springs Library. There were about 100 par cipants from the community, in addi on to about 25 members of staff and City Commission who acted as observers/advisors.

Complete

Rename 29th Street “Ben Geiger Drive”

City Manager’s Offi ce, Community Development

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

Complete

Family Success Center (ongoing)

Human Resources Staff con nues to maintain close contact with the Family Success Center to exchange informa on and provide mutual assistance. As of Q2, communica on with the center has become more diffi cult. We are sensing some resistance on their part to ge ng involved in community events.

Complete

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

Complete

Interna onal Dinner Dance (ongoing)

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

Complete



Partnership Between Mul -Cultural Advisory Commi ee and One Planet United (ongoing)

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

Complete

Weekend of Peace Celebra on (ongoing)

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

Complete

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

Complete

Mar n Luther King Program Enhancements (ongoing)

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

Complete

Excellence in Educa onIni a ve Department(s) Update as of Fourth Quarter Fiscal Year 2012 StatusCambridge Advanced Program at Coral Springs Charter School

City Manager’s Offi ce, Coral Springs Charter School

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

Complete

Charter School Organiza onal Excellence (ongoing)

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

Complete

Student Database Outreach Project (ongoing)

Communica ons and Marke ng

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

In progress

Broward College Campus in Coral Springs

City Manager’s Offi ce, EDF, CRA

Broward College has leased a parcel at the northwest corner of Sample and University. Tenant improvements needed to retrofi t at least 11 classrooms and administra ve offi ces have begun. City staff is working with the college on a marke ng plan. The college is currently registering students for the class term beginning October 2012.

In Progress



Fiscal Year 2013 Ini a ve Summary

Customer-Involved GovernmentCity Hall Ligh ng and Entrance Modifi ca ons Public WorksEnterprise Resource Program Informa on ServicesInforma on Technology Infrastructure Moderniza on Informa on ServicesBuilding Division Customer Service Enhancements BuildingCity Charter Review City A orney’s Offi ceAmphitheater Study Community DevelopmentStreet Ligh ng Improvements (ongoing) Public WorksCode Enforcement Rangers (ongoing) Code EnforcementWeb-Based Crime Repor ng (ongoing) Police

Neighborhood and Environmental SustainabilityBurglary Enforcement and Reduc on (BEAR) Unit PolicePublic Safety Technology Upgrades PolicePublic Safety Communica on System and Equipment Improvement Study PoliceEnhanced Neighborhood Preserva on Program Code EnforcementResurface Master Parking Lots Public WorksCode Compliance Microgrants Pilot Program City Manager’s Offi ce, City A orney’s

Offi ce50th Anniversary Artwork Community DevelopmentRoyal Palm Entryway Construc on Public Works, Community DevelopmentMullins Park Revitaliza on Phase II Parks and Recrea onMedian Master Plan Phase I Parks and Recrea onCommunity Wildlife Habitat Designa on Community DevelopmentPark Facili es Maintenance Crew Parks and Recrea onCDBG Ac on Plan (ongoing) Community DevelopmentWater Saving Devices (ongoing) Public WorksInfl ow and Infi ltra on Program (ongoing) Public Works U li esCommunity Pride Phase IV (ongoing) Parks and Recrea onNeighborhood Stabiliza on Program (NSP3) (ongoing) Community DevelopmentCode Enforcement Process Improvement (ongoing) Code EnforcementTree Canopy Restora on (ongoing) Community Development

Financial Health and Economic DevelopmentEconomic Development Enhancements City Manager’s Offi ceCorporate Promo onal Video Communica ons and Marke ngCity Branding Phase II (Implementa on) Communica ons and MarkeingMarke ng Fire Academy Services Fire, Communica ons and Marke ngEMS Equipement: Time = Life FireWater Rate Study Public Works U li esInternal Auditor (ongoing) City CommissionCommercial Facade Program (ongoing) Community Development


Fiscal Year 2013 Ini a ve Summary (con nued)

Traffi c, Mobility, and Connec vityNew Sidewalks at 38th Drive and 85th Avenue Public WorksRight Turn Lane at Shadow Wood Boulevard at Riverside Drive Public WorksRoadway Resurfacing and Alley Improvements Public WorksCoral Hills Drive Sidewalk Design Public WorksNorthwest Broward Consor um for Planning Transporta on Improvements (ongoing)


Downtown Pathways Phase II (ongoing) Community DevelopmentTraffi c Management (ongoing) Community DevelopmentRed Light and Security Cameras Implementa on (ongoing) Police

Youth Development and Family Values50th Anniversary Celebra on Community DevelopmentHalf Marathon and 5K Run SportsplexPlayground Equipment Replacement Program (ongoing) Parks and Recrea onCar Club (ongoing) Parks and Recrea onTeen Poli cal Forum (ongoing) Human ResourcesSenior Empowerment Program (ongoing) Parks and Recrea onTeen Cookoff (ongoing) Parks and Recrea on

Strength in DiversityDowntown Coral Springs Ar san Food and Green Market SportsplexBizArt Annual Event Community DevelopmentMullins Park Water Tank Mural Coral Springs Museum of Art, Community

DevelopmentInterna onal Dinner Dance (ongoing) Human ResourcesFamily Success Center (ongoing) Human ResourcesPartnership Between Mul -Cultural Advisory Commi ee and One Planet United (ongoing)

Human Resources

Weekend of Peace Celebra on (ongoing) Human Resources

WorldFest (ongoing) Human ResourcesCommuniTea (ongoing) Human ResourcesMar n Luther King Program (ongoing) Human Resources

Excellence in Educa onCambridge Advanced Program at Coral Springs Charter School (ongoing)

City Manager’s Offi ce, Coral Springs Charter School

Coral Springs Outreach Database (ongoing) Communica ons and Marke ngCharter School Organiza onal Excellence (ongoing) City Manager’s Offi ceBroward College Campus in Coral Springs (ongoing) City Manager’s Offi ce


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


Staffi ng ChangesStaffi ng Changes

Net full- me posi on changes per fi scal year

General Fund:Addi ons:Law Enforcement Offi cer 3Parks Technician 3Parks Maintenance Worker 1Code Enforcement 2Sub-Total 9

Fire Fund:Addi ons:Firefi ghter/Paramedic 3Senior Offi ce Assistant Training Center 1Sub-Total 4

Net New Posi ons 13

Note: Chart shows in Fiscal Year 2013, a net change of thirteen additional full-time positions. Four were added to Parks and Recreation,

three to Police Patrol, and two to Code Enforcement in the General Fund. Four positions were also added to the Fire Fund. From Fiscal

Years 2008 through 2011, 34 full-time positions were deleted primarily due to the elimination of vacant positions, with some positions

eliminated through attrition and in response to tax reform and the economic recession. In Fiscal Year 2007, 11 public safety positions

were added. In Fiscal Year 2003, public safety employees were added as a result of September 11th national tragedy. Paid fi refi ghters

were added in Fiscal Year 2001, and EMS startup began in Fiscal Year 1996.

40

12 1417

13

29

8

44

16

57

15

1311

8

2

4

13

20

10

0

10

20

30

40

50Excludes Fire Staff forCity of Parkland, Florida

Full- me posi ons added in Fiscal Year 2013


General Fund SummaryGeneral Fund SummaryFY 2012 FY 2012 FY 2013 $ %

FY 2010 FY 2011 Adopted Estimated Adopted Change From Change FromActual Actual Budget Actual Budget FY12 Budget FY12 Budget

RevenuesGeneral OperatingAd Valorem Taxes $31,378,077 $31,512,835 $30,899,061 $31,133,669 $32,428,839 $1,529,778 4.95%Solid Waste Assessment 983,711 994,502 1,438,000 1,432,712 1,864,900 426,900 29.69%

Franchise Fees:Electricity 7,165,627 7,050,212 7,297,500 6,738,441 7,080,475 (217,025) 2.97%Solid Waste 1,483,569 1,491,104 1,673,000 1,726,826 1,929,730 256,730 15.35%Solid Waste (RFP Reimbursement) 0 0 0 0 500,000 500,000 n/aTowing/Other 89,412 92,566 100,535 90,026 104,054 3,519 3.50%

Subtotal Franchise Fees 8,738,608 8,633,882 9,071,035 8,555,293 9,614,259 543,224 5.99%

Utility Service Taxes:Electricity 7,690,082 7,589,037 7,639,800 7,731,838 8,050,000 410,200 5.37%Water 1,639,697 1,794,541 1,841,627 1,819,102 1,878,459 36,832 2.00%Propane/Natural Gas 144,841 167,833 167,749 175,792 173,620 5,871 3.50%

Subtotal Utility Taxes 9,474,620 9,551,411 9,649,176 9,726,732 10,102,079 452,903 4.69%

State Intergovernmental Revenues:Communications Services Tax 6,119,035 5,673,513 5,800,000 5,439,445 5,700,000 (100,000) 1.72%PEG Revenues 69,769 76,750 38,760 78,203 60,000 21,240 54.80%Shared Revenues 3,007,201 3,158,028 3,353,900 3,249,073 3,471,595 117,695 3.51%Alcoholic Beverages 46,632 53,662 117,682 107,219 125,346 7,664 6.51%Sales Tax 6,519,259 6,713,258 7,102,540 6,684,505 7,230,104 127,564 1.80%Other Revenue/Municipal Rebate 163,194 43,658 43,031 52,091 44,322 1,291 3.00%

Subtotal State Intergovernmental 15,925,090 15,718,869 16,455,913 15,610,536 16,631,367 175,454 1.07%

Other Intergovernmental Revenues:Miscellaneous 0 40,000 40,000 40,000 40,000 0 0.00%Community Bus Program Revenues 124,853 124,913 125,199 125,270 124,954 (245) 0.20%First Local Option Fuel Tax 1,298,132 1,293,370 1,331,612 1,207,219 1,331,612 0 0.00%Second Local Option Fuel Tax 940,025 936,579 964,270 873,300 964,271 1 0.00%Public Safety E911 269,672 294,424 350,000 332,446 220,124 (129,876) 37.11%Recycling Material Revenue 301,291 300,692 313,500 333,843 336,400 22,900 7.30%Resource Recovery Distribution 354,205 0 0 0 0 0 n/a

Subtotal Other Intergovernmental 3,288,178 2,989,978 3,124,581 2,912,078 3,017,361 (107,220) 3.43%Subtotal Intergovernmental 19,213,268 18,708,847 19,580,494 18,522,614 19,648,728 68,234 0.35%

Permits and Business Tax:Building Permits 2,348,776 2,118,582 2,610,000 2,017,050 2,300,000 (310,000) 11.88%Not Related State Surcharge 0 243,547 243,346 113,358 145,779 (97,567) 40.09%Rebillable Overtime 1,183 0 53,000 0 53,530 530 1.00%Other Permits (Waste Hauling) 12,476 0 7,500 0 7,500 0 0.00%

Subtotal Permits 2,362,435 2,362,129 2,913,846 2,130,408 2,506,809 (407,037) 13.97%

Business Tax 1,175,110 1,151,648 1,230,120 1,160,986 1,154,722 (75,398) 6.13%Subtotal Permits and Business Tax 3,537,545 3,513,777 4,143,966 3,291,394 3,661,531 (482,435) 11.64%

Charges For Services:Parks and RecreationParksCypress Park 103,630 109,658 89,268 104,890 110,000 20,732 23.22%Mullins Park 270,389 312,452 265,765 291,840 273,735 7,970 3.00%North Community Park (Park 31/35) 38,374 37,266 40,013 39,211 41,211 1,198 2.99%Neighborhood Parks 82,807 114,312 84,487 96,488 87,019 2,532 3.00%


General Fund Summary (continued)General Fund Summary (continued)FY 2012 FY 2012 FY 2013 $ %


RecreationActivity Center 50,772 35,928 59,718 45,736 58,507 (1,211) 2.03%Recreation Services 17,555 18,966 19,817 21,489 20,410 593 2.99%Summer Recreation 626,858 611,434 652,863 612,155 622,448 (30,415) 4.66%Transportation 42,074 45,567 44,757 52,087 49,099 4,342 9.70%Gymnasium 407,044 394,906 411,964 414,760 405,000 (6,964) 1.69%

AquaticsCypress Pool 152,844 158,997 139,000 153,307 147,640 8,640 6.22%Mullins Pool 75,185 68,873 64,750 66,662 69,091 4,341 6.70%Aquatics Complex 1,444,917 1,456,014 1,400,000 1,506,121 1,471,586 71,586 5.11%

Sportsplex 264,462 248,231 284,710 294,650 288,359 3,649 1.28%TennisTennis Center 367,631 357,346 384,840 329,432 398,840 14,000 3.64%Cypress Tennis 137,211 146,600 152,000 120,917 148,180 (3,820) 2.51%

Subtotal Parks and Recreation 4,081,753 4,116,550 4,093,952 4,149,745 4,191,125 97,173 2.37%

Charges for Service Other Funds:Water & Sewer Fund 1,578,298 1,649,617 1,802,824 1,802,824 1,921,487 118,663 6.58%Fire Fund 755,693 1,371,950 1,432,545 1,432,545 1,504,172 71,627 5.00%

Subtotal Chg/Svc Other Funds 2,333,991 3,021,567 3,235,369 3,235,369 3,425,659 190,290 5.88%

Charges for Service Other:General Government 97,907 555,310 676,469 758,848 637,993 (38,476) 5.69%City Hall in the Mall 644,305 584,165 626,954 586,751 628,515 1,561 0.25%Public Safety 948,982 1,046,634 1,062,494 1,136,280 1,192,838 130,344 12.27%EMS Transport Fees 1,967,232 1,980,848 1,900,000 2,578,547 2,500,000 600,000 31.58%EMS Interfacility Transportation 105,179 47,071 79,568 102,646 81,955 2,387 3.00%

Subtotal Chg/Svc Other 3,763,605 4,214,028 4,345,485 5,164,823 5,041,301 695,816 16.01%Subtotal Charges For Services 10,179,349 11,352,145 11,674,806 12,549,937 12,658,085 983,279 8.42%

Fines and ForfeituresCourt Fines 684,565 619,178 700,000 514,754 650,000 (50,000) 7.14%Other Police Fines 120,480 100,309 129,340 71,392 118,500 (10,840) 8.38%Red Light Cameras 0 0 50,000 3,175 50,000 0 0.00%Code Enforcement Citations & Liens 710,137 657,846 675,000 654,696 702,000 27,000 4.00%Other Miscellaneous 105,130 113,677 308,885 294,775 459,440 150,555 48.74%

Subtotal 1,620,312 1,491,010 1,863,225 1,538,792 1,979,940 116,715 6.26%

Interest 480,561 306,074 650,000 265,554 575,000 (75,000) 11.54%Rents & Royalties 1,055,509 1,538,664 1,450,000 1,204,766 1,472,500 22,500 1.55%50th Anniversary 0 0 0 0 100,000 100,000 n/aCRA Contribution 369,595 0 122,436 0 119,960 (2,476) 2.02%Charter School Lease 1,420,000 1,420,000 1,420,000 1,420,000 1,420,000 0 0.00%

Other Income:Auction 7,906 9,927 17,575 5,086 17,926 351 2.00%Hurricane Adjustment 20,984 0 0 0 0 0 n/aConference Center 0 0 150,000 124,645 150,000 0 0.00%Other Miscellaneous 618,004 59,444 181,578 139,125 233,242 51,664 28.45%

Subtotal 646,894 69,371 349,153 268,856 401,168 52,015 14.90%

Total General Operating 89,098,049 89,092,518 92,311,352 89,910,319 96,046,989 4,536,980 4.91%

OtherTransfer from Fire Fund (Parkland Indirect cost) 310,523 0 0 0 0 0 n/aTransfer from CDBG Fund 0 97,798 111,959 0 117,293 5,334 4.76%Transfer from Library Fund 1,000,000 500,000 500,000 0 (500,000) 100.00%Forfeiture SRO's 0 0 1,500,000 0 900,000 (600,000) 40.00%Appropriated Fund Balance 1,645,459 2,550,000 3,550,000 2,822,013 1,750,000 (1,800,000) 50.70%

Total Other 1,955,982 3,647,798 5,661,959 3,322,013 2,767,293 (2,894,666) 51.12%

Grand Total Revenues $91,054,031 $92,740,316 $97,973,311 $93,232,332 $98,814,282 $840,971 0.86%


General Fund Summary (continued)General Fund Summary (continued)FY 2012 FY 2012 FY 2013 $ %


Expenditures:DepartmentalCity Commission $291,513 $255,208 $298,557 $277,535 $323,618 $25,061 8.39%City Manager (MBO, C&M, Clerk) 2,615,304 2,846,202 2,798,851 2,686,193 2,935,995 137,144 4.90%Human Resources 1,328,275 1,340,856 1,331,306 1,326,880 1,362,884 31,578 2.37%Financial Services 2,517,893 2,412,679 2,648,151 2,547,849 2,528,838 (119,313) 4.51%Information Services 2,590,506 2,533,073 2,670,743 2,687,018 2,995,514 324,771 12.16%City Attorney 941,866 781,555 845,120 826,566 839,014 (6,106) 0.72%Development Services/Engineering 467,366 443,837 462,169 434,100 564,048 101,879 22.04%Community Development 1,094,437 1,115,883 1,361,025 1,096,995 1,456,254 95,229 7.00%Police 43,535,519 45,223,489 46,823,819 43,833,358 44,411,871 (2,411,948) 5.15%Code Enforcement 1,595,348 1,614,964 1,783,438 1,731,908 1,805,460 22,022 1.23%Emergency Medical Services 8,142,187 8,111,165 8,732,233 8,939,341 8,875,165 142,932 1.64%Building 2,472,266 2,511,262 2,587,960 2,478,614 2,550,192 (37,768) 1.46%Public Works 3,874,439 4,002,779 4,139,665 4,012,555 4,234,257 94,592 2.29%Parks & Recreation 8,020,401 8,424,523 9,403,387 9,074,064 9,860,570 457,183 4.86%Aquatics 2,435,304 2,424,544 2,382,255 2,389,616 2,373,105 (9,150) 0.38%Sportsplex & Tennis 1,571,354 1,594,429 1,668,046 1,594,475 1,662,820 (5,226) 0.31%

Total Departmental 83,493,977 85,636,448 89,936,725 85,937,067 88,779,605 (1,157,120) 1.29%

Non DepartmentalC.I.P. 0 0 50,000 25,878 803,925 753,925 1507.85%C.I.P. Conference Center Equipment 0 0 50,000 50,000 0 (50,000) 100.00%Non Departmental Operating 677,349 767,733 793,143 727,531 659,981 (133,162) 16.79%Contingency 0 0 421,050 0 427,265 6,215 1.48%Economic Development Incentive 4,494 17,774 400,000 0 250,000 (150,000) 37.50%Market Adjustment 124,895 21,938 75,000 135,735 222,000 147,000 196.00%Other Post Employment Benefits (OPEB) 450,000 0 830,000 830,000 0 (830,000) 100.00%CRA Special Assessment 221,636 203,248 160,000 159,115 137,413 (22,587) 14.12%Tuition Reimbursement 0 81,414 46,419 90,707 9,293 11.41%Insurance Allocation (LTD Health LI WC) 387,092 0 0 0 0 0 n/aInventory Over/Shortage (31,814) (13,486) 0 10,717 0 0 n/aCharter School (Lease Expense) 553,810 499,419 566,610 472,111 566,942 332 0.06%Center for the Arts 0 0 445,000 440,016 445,000 0 0.00%Attrition Offset 0 0 (250,000) 0 (150,000) 100,000 40.00%Internal Auditor 0 0 100,000 100,029 100,000 0 0.00%PD Comm Sys & Eqt Improvement Study 0 0 0 0 45,000 45,000 n/a50th Anniversary 0 0 25,000 8,342 150,000 125,000 500.00%Microsoft Office License 0 0 0 0 270,000 270,000 n/aSQL Database License 0 0 0 0 360,000 360,000 n/aProperty/Casualty 954,718 972,457 887,823 887,823 939,990 52,167 5.88%Fire Fund Govt. Assessment 134,172 141,132 156,715 156,715 159,915 3,200 2.04%

Subtotal Non Departmental 3,476,352 2,610,215 4,791,755 4,050,433 5,478,138 686,383 14.32%

Interfund Transfers:Fire Fund Nonprofit Subsidy Churches/Schools 841,157 859,337 897,755 897,755 959,675 61,920 6.90%Center for the Performing Arts Fund 395,000 395,000 0 0 0 0 n/a

Subtotal Interfund Transfers 1,236,157 1,254,337 897,755 897,755 959,675 61,920 6.90%

Debt Service:Revenue BondRev Bonds '04 (Refunding) 1,629,946 1,628,346 375,696 375,696 1,625,384 1,249,688 332.63%Rev Bonds '08 1,577,338 1,574,713 1,565,863 1,565,863 1,565,963 100 0.01%Recovery Zone Bond 2010 Sample & University 0 0 405,517 405,517 405,517 0 0.00%

Subtotal Revenue Bond 3,207,284 3,203,059 2,347,076 2,347,076 3,596,864 1,249,788 53.25%

Total Debt Service 3,207,284 3,203,059 2,347,076 2,347,076 3,596,864 1,249,788 53.25%

Total Non Departmental 7,919,793 7,067,611 8,036,586 7,295,264 10,034,677 1,998,091 24.86%

Grand Total Expenditures $91,413,770 $92,704,059 $97,973,311 $93,232,331 $98,814,282 $840,971 0.86%

Revenues in Excess of Expenditures ($359,739) $36,257 $0 $0 $0 $0 n/aPositions 629.66 627.91 631.91 631.91 640.41 8.50 1.35%


Fire Fund SummaryFire Fund SummaryFY 2012 FY 2012 FY 2013 $ %


Revenues:Non Ad Valorem Special Assessment Fees

Non Ad Valorem Special Assessment Fee $7,472,520 $7,806,592 $8,067,436 $8,265,442 $8,609,314 $541,878 6.72%Government Assessment 134,172 141,132 156,715 156,715 159,915 3,200 2.04%Nonprofit Subsidy (Churches & Schools) 841,157 859,337 897,755 897,755 959,675 61,920 6.90%

Sub Total Non Ad Valorem Special Assesment Fee 8,447,849 8,807,061 9,121,906 9,319,912 9,728,904 606,998 6.65%Partial Year Assessment 8,241 5,746 25,938 13,034 25,938 0 0.00%Intergovernmental

Base Contract (Parkland) 4,002,500 4,915,476 5,123,352 5,123,352 5,311,217 187,865 3.67%Base Contract (Broward County) 12,124 12,124 12,866 12,124 13,252 386 3.00%

Sub Total Intergovernmental 4,014,624 4,927,600 5,136,218 5,135,476 5,324,469 188,251 3.67%Charges for Services:

Fire Inspection Services 735,041 739,928 810,000 814,070 818,100 8,100 1.00%Fire Re Inspection Fees 29,597 23,784 30,000 40,859 30,600 600 2.00%Training Tuition Fees 962,596 819,937 971,463 748,414 826,000 (145,463) 14.97%Training Miscellaneous Fees 126,516 110,185 157,225 92,187 150,230 (6,995) 4.45%State Education Incentive Fund 46,467 46,600 47,000 50,510 47,940 940 2.00%Special Overtime 38,020 0 0 0 0 0 n/aOff Duty Fire Rescue Service 24,814 34,323 40,203 26,444 40,203 0 0.00%Plan Review Fees 106,546 124,438 100,000 126,389 110,000 10,000 10.00%

Sub Total Charges for Services 2,069,597 1,899,195 2,155,891 1,898,873 2,023,073 (132,818) 6.16%Fines and Forfeitures:

Fire Inspection Fines 37,083 33,138 50,000 68,395 50,000 0 0.00%False Alarm Recovery 3,100 1,000 3,000 2,150 3,000 0 0.00%

Sub Total Fines and Forfeitures 40,183 34,138 53,000 70,545 53,000 0 0.00%Other:

Interest Income 73,746 43,936 65,000 61,686 65,000 0 0.00%Miscellaneous Revenue 5,233 533 12,000 975 12,000 0 0.00%Doubtful Accounts (742) 350 0 (15,041) 0 0 n/aSafer Grant 0 0 0 0 95,500Unappropriated Fund Balance 500,000 0 0 0 0 0 n/a

Sub Total Other 578,237 44,819 77,000 47,620 172,500 95,500 124.03%Grand Total Revenues $15,158,731 $15,718,559 $16,569,953 $16,485,460 $17,327,884 $757,931 4.57%

Expenditures:Departmental

Administration $393,643 $407,371 $569,027 $538,977 $565,704 ($3,323) 0.58%Communication Service 103,131 113,086 121,398 120,233 122,652 1,254 1.03%Suppression 10,688,820 10,319,319 11,256,620 11,216,600 11,794,044 537,424 4.77%Training 1,083,618 1,051,909 1,133,259 1,018,693 1,141,198 7,939 0.70%Inspection 939,040 1,035,197 1,155,572 1,153,375 1,180,131 24,559 2.13%

Total Departmental 13,208,252 12,926,882 14,235,876 14,047,878 14,803,729 567,853 3.99%Non Departmental

C.I.P. 43,725 294,378 252,079 229,407 389,800 137,721 54.63%Rate Consultant 0 19,999 0 0 0 0 n/aContingency 0 0 114,371 16,857 100,000 (14,371) 12.57%Assessment Collection Costs 19,607 19,614 22,932 19,607 22,932 0 0.00%Indirect Costs 755,693 1,371,950 1,432,545 1,432,545 1,504,172 71,627 5.00%Economic Conditions 13,477 0 108,718 84,769 100,000 (8,718) 8.02%Computer Replacement Program 4,826 65,505 16,344 10,315 11,100 (5,244) 32.09%

Sub Total Non Departmental 837,328 1,771,446 1,946,989 1,793,500 2,128,004 181,015 9.30%Interfund Transfers:

Capital (Budget Amendment) 700,000 130,082 0 0 0 0 n/aProperty Casualty Transfer 165,806 168,931 154,228 154,228 163,291 9,063 5.88%

Sub Total Interfund Transfers 865,806 299,013 154,228 154,228 163,291 9,063 5.88%Bond Debt Service:

Revenue Bond '04 (Refunding) 132,860 132,860 132,860 132,860 132,860 0 0.00%Revenue Bond '08 100,000 100,000 100,000 100,000 100,000 0 0.00%

Sub Total Debt Service 232,860 232,860 232,860 232,860 232,860 0 0.00%Total Non Departmental 1,935,994 2,303,319 2,334,077 2,180,588 2,524,155 190,078 8.14%

Grand Total Expenditures $15,144,246 $15,230,201 $16,569,953 $16,228,466 $17,327,884 $757,931 4.57%

Revenues in Excess of Expenditures $14,485 $488,358 $0 $256,995 $0 $0 n/aPositions 103.84 103.84 103.84 103.84 107.84 4.0 3.85%


Water and Sewer Fund SummaryWater and Sewer Fund SummaryFY 2012 FY 2012 FY 2013 $ %


RevenuesOperating RevenuesWater $7,705,877 $8,167,917 $8,188,500 $8,158,708 $8,490,805 $302,305 3.69%Wastewater 8,987,838 10,226,080 10,300,000 10,350,718 10,701,700 401,700 3.90%Private Fire Line Fee 22,026 18,508 22,200 20,282 22,755 555 2.50%Meter Sales 10,615 8,699 12,000 14,736 14,000 2,000 16.67%Doubtful Accounts/Write Offs (19,513) (23,915) 0 (56,176) 0 0 n/aBackflow Recertification Adm. Fee 0 0 0 19,550 16,000 16,000 n/aMiscellaneous Income 0 4,120 9,000 16,389 12,500 3,500 38.89%Charges for Service 89,727 112,007 193,512 184,224 195,494 1,982 1.02%

Total Operating Revenue 16,796,570 18,513,415 18,725,212 18,708,432 19,453,254 728,042 3.89%

Non Operating RevenuesInterest Income Operating 87,417 46,052 80,400 52,239 70,000 (10,400) 12.94%Capitalization from Prior Year CIP 0 430,217 0 0 0 0 n/aAppropriated Fund Balance 0 0 2,208,000 1,940,000 3,190,000 982,000 44.47%

Total Non Operating Revenue 87,417 476,269 2,288,400 1,992,239 3,260,000 971,600 42.46%

Grand Total Revenues $16,883,987 $18,989,684 $21,013,612 $20,700,671 $22,713,254 $1,699,642 8.09%

ExpensesDepartmentalAdministration $453,472 477,263 $578,626 $537,639 $651,985 $73,359 12.68%Water Distribution 794,802 829,474 883,699 870,944 903,577 19,878 2.25%Wastewater Collection 1,008,096 1,030,928 1,131,592 1,103,487 1,099,189 (32,403) 2.86%Water Treatment 2,248,678 2,467,023 2,689,407 2,337,574 2,745,257 55,850 2.08%

Total Departmental 4,505,048 4,804,688 5,283,324 4,849,644 5,400,008 116,684 2.21%

Non OperatingWastewater Treatment 5,893,627 5,279,144 6,213,417 5,492,397 6,422,686 209,269 3.37%Capital 318,571 338,156 3,017,000 727,548 1,006,500 (2,010,500) 66.64%Non Departmental 1,799,148 1,813,438 2,148,237 2,001,744 2,248,255 100,018 4.66%Transfer To Renewal and Replacement 560,000 578,717 666,500 2,778,488 2,554,500 1,888,000 283.27%Business Development 200,000 225,953 271,000 258,680 281,840 10,840 4.00%Property/Casualty 488,213 497,125 453,859 453,859 480,527 26,668 5.88%Computer Replacement 3,798 3,440 6,300 0 7,600 1,300 20.63%Revenue Bond Series 2010 2,680,440 2,922,550 2,775,867 2,717,842 2,761,666 (14,201) 0.51%Revenue Bond Series 2012 0 0 0 0 545,534 545,534 n/aSRF Loan—W&S Wells 0 0 143,255 143,937 143,255 0 n/aSRF Loan—Lift Stations Rehab 14,297 24,060 34,853 14,406 34,926 73 0.21%SRF Loan—Water Treatment Plant Improvements 0 0 0 0 407,066 407,066 n/aSRF Loan—Transmission, Dist, Interconnect 0 0 0 0 147,015 147,015 n/aSRF Loan—Source and Treatment 0 0 0 0 120,046 120,046 n/aSRF Loan—Forest Hills Wellfield 0 0 0 0 151,830 151,830 n/a

Total Non Operating 11,958,094 11,682,583 15,730,288 14,588,901 17,313,246 1,582,958 10.06%

Grand Total Expenses $16,463,142 $16,487,271 $21,013,612 $19,438,545 $22,713,254 $1,699,642 8.09%

Revenues in Excess of Expenses $420,845 $2,502,413 $0 $1,262,125 $0 $0 n/a

Positions 35.50 35.50 35.50 35.50 35.00 (0.50) 1.41%


Health Fund SummaryHealth Fund SummaryFY 2012 FY 2012 FY 2013 $ %


RevenuesTransfers:

General Fund $7,402,434 $7,807,034 $9,109,254 $9,109,253 $9,225,015 $115,761 1.27%Water and Sewer Fund 395,764 439,283 510,225 510,225 519,646 9,421 1.85%Fire Fund 1,226,508 1,284,937 1,492,446 1,492,446 1,615,953 123,507 8.28%General Insurance Fund 17,864 18,561 21,696 21,696 23,364 1,668 7.69%Equipment Services 178,640 185,613 216,961 216,961 219,597 2,636 1.21%

Subtotal Transfers 9,221,210 9,735,428 11,350,582 11,350,581 11,603,575 252,993 2.23%

Interest Income 48,717 22,189 60,000 30,032 45,000 (15,000) 25.00%

Recoveries:Retirees 500,890 522,377 545,000 565,281 572,000 27,000 4.95%COBRA 28,296 11,540 20,000 38,159 20,000 0 0.00%Employees 485,907 481,740 485,000 497,021 538,000 53,000 10.93%Other 24,793 20,783 0 144,288 0 0 n/a

Subtotal Recoveries 1,039,886 1,036,440 1,050,000 1,244,749 1,130,000 80,000 7.62%

Appropriated Retained Earnings 0 0 0 0 300,000 300,000 n/a

Total Revenues $10,309,813 $10,794,057 $12,460,582 $12,625,362 $13,078,575 $617,993 4.96%

ExpensesHealth Plan $10,808,885 $11,053,209 $12,190,022 $10,991,335 $12,808,015 $617,993 5.07%Long Term Disability 212,848 155,379 144,500 144,500 144,500 0 0.00%Life Insurance 161,085 120,517 126,060 121,630 126,060 0 0.00%

Total Expenses $11,182,818 $11,329,105 $12,460,582 $11,257,465 $13,078,575 $617,993 4.96%

Revenues in Excess of Expenses ($873,005) ($535,048) $0 $1,367,897 $0 $0 n/a

Positions 1.50 1.25 1.25 1.25 1.25 0.00 0.0%


General Insurance Fund SummaryGeneral Insurance Fund SummaryFY 2012 FY 2012 FY 2013 $ %


RevenuesTransfers:

General Fund $1,726,250 $1,824,940 $1,746,256 $1,746,255 $1,847,892 $101,637 5.82%Water and Sewer Fund 530,866 544,956 501,790 501,790 529,995 28,205 5.62%Fire Fund 274,706 308,836 294,430 294,430 317,122 22,691 7.71%Health Fund 1,950 1,631 1,698 1,698 1,806 108 6.36%Equipment Services 20,804 20,210 20,381 20,381 21,282 901 4.42%Parkland Contract Services 15,860 0 0 0 0 0 n/a

Subtotal Transfers 2,570,436 2,700,573 2,564,555 2,564,554 2,718,097 153,542 5.99%

Interest Income 55,902 32,794 50,000 37,980 50,000 0 0.00%

Recoveries:Motor Vehicle 36,969 43,570 50,000 81,672 50,000 0 0.00%Property Damage 29,369 24,730 25,000 29,953 25,000 0 0.00%Workers' Comp 486,346 232,494 10,000 39,445 10,000 0 0.00%

Subtotal Recoveries 552,684 300,794 85,000 151,070 85,000 0 0.00%

Total Revenues $3,179,022 $3,034,161 $2,699,555 $2,753,604 $2,853,097 $153,542 5.69%

ExpensesWorkers' Compensation $1,945,497 $859,672 $1,099,000 $1,445,112 $1,164,700 $65,700 5.98%Property/Motor Vehicle Liability 1,323,995 1,585,318 1,438,055 1,402,961 1,541,397 103,342 7.19%Casualty/General Claims (686,284) 74,845 162,500 135,004 147,000 (15,500) 9.54%

Total Expenses $2,583,208 $2,519,835 $2,699,555 $2,983,077 $2,853,097 $153,542 5.69%

Revenues in Excess of Expenses $595,814 $514,326 $0 $229,473 $0 $0 n/a

Positions 1.50 1.50 1.50 1.50 1.50 0.00 0.00%


Public Art Fund SummaryPublic Art Fund SummaryFY 2012 FY 2012 FY 2013 $ %


RevenuesPublic Art Fees $69,871 $83,507 $76,500 $24,146 $86,500 $10,000 13.07%

Total Revenues $69,871 $83,507 $76,500 $24,146 $86,500 $10,000 13.07%

ExpendituresCapital $14,867 $37,720 $76,500 $90,744 $86,500 $10,000 13.07%

Total Expenditures $14,867 $37,720 $76,500 $90,744 $86,500 $10,000 13.07%

Revenues in Excess of Expenditures $55,004 $45,787 $0 ($66,598) $0 $0 n/a

Coral Springs Charter School Fund SummaryCoral Springs Charter School Fund SummaryFY 2012 FY 2012 FY 2013 $ %


RevenuesIntergovernmental $11,529,837 $11,671,084 $10,561,772 $10,561,772 $10,285,445 ($276,327) 2.62%Other Revenue/ Miscellaneous 116,924 76,989 80,000 80,000 95,000 15,000 18.75%Appropriation of Fund Balance 350,000 0 1,261,488 1,261,488 1,086,035 (175,453) 13.91%

Total Revenues $11,996,761 $11,748,073 $11,903,260 $11,903,260 $11,466,480 ($436,780) 3.67%

ExpendituresOperating Expenses (CS USA) $9,872,811 $10,081,410 $9,586,495 $9,586,495 $9,198,327 ($388,168) 4.05%Transfer to General Fund Lease 1,420,000 1,420,000 1,420,000 1,420,000 1,420,000 0 0.00%Capital 686,251 435,199 896,765 896,765 848,153 (48,612) 5.42%

Total Expenditures $11,979,062 $11,936,609 $11,903,260 $11,903,260 $11,466,480 ($436,780) 3.67%

Revenues in Excess of Expenditures $17,699 ($188,536) $0 $0 $0 $0 n/a


Equipment Services Fund SummaryEquipment Services Fund SummaryFY 2012 FY 2012 FY 2013 $ %


RevenuesOperating Revenues

Fuel and Maintenance TransfersGeneral Fund $2,573,172 $2,348,060 $2,464,836 $2,464,836 $2,418,058 ($46,778) 1.90%Water and Sewer Fund 208,348 194,488 204,211 204,211 223,253 19,042 9.32%Fire Fund 283,189 312,715 328,349 328,349 364,046 35,697 10.87%

Vehicle Charge Back TransfersGeneral Fund 1,666,565 1,666,565 1,716,561 1,716,564 1,795,572 79,011 4.60%Water and Sewer Fund 221,396 221,396 228,037 228,037 204,524 (23,513) 10.31%Fire Fund 361,818 361,818 372,672 372,671 446,387 73,715 19.78%

Miscellaneous RevenuesInterest Income 215,798 116,107 150,000 109,075 140,000 (10,000) 6.67%Auction 151,653 65,300 75,007 138,054 100,000 24,993 33.32%Charges for Fleet Services

City of Parkland 25,608 125,267 117,000 84,088 108,000 (9,000) 7.69%City of Margate 3,153 2,574 4,000 3,495 5,000 1,000 25.00%City of Coconut Creek n/a 1,860 2,500 2,839 2,500 0 0.00%Florida Atlantic University 370 592 2,000 0 0 (2,000) 100.00%

Total Operating Revenue $5,711,070 $5,416,741 $5,665,173 $5,652,219 $5,807,340 $142,167 2.51%

Non Operating RevenuesAppropriations from Fund Balance

Financial Strategy 0 2,000,000 3,213,989 3,213,989 0 (3,213,989) 100.00%Equipment Purchases 1,505,214 1,822,033 2,210,651 1,900,449 3,162,157 951,506 43.04%

Total Non Operating Revenue $1,505,214 $3,822,033 $5,424,640 $5,114,438 $3,162,157 $2,262,483 41.71%

Grand Total Revenues $7,216,284 $9,238,774 $11,089,813 $10,766,657 $8,969,497 ($2,120,316) 19.12%

ExpensesOperating Expenses

Personal $681,809 $701,322 $802,686 $731,638 $803,086 $400 0.05%Benefits 304,108 312,084 356,072 347,366 359,356 3,284 0.92%Other Expenses 1,611,082 1,982,794 2,189,145 2,097,296 2,198,415 9,270 0.42%Charge Back Expense 2,249,779 2,249,779 2,317,270 2,317,272 2,446,483 129,213 5.58%

Total Operating Expenses $4,846,778 $5,245,979 $5,665,173 $5,493,572 $5,807,340 $142,167 2.51%

Non Operating ExpensesTransfer to Capital Fund 0 2,000,000 3,213,989 3,213,989 0 (3,213,989) 100.00%Equipment Purchases 1,505,214 1,822,033 2,210,651 1,900,449 3,162,157 951,506 43.04%Computer Replacement 11,745 0 0 0 0 0 n/a

Total Non Operating Expenses $1,516,959 $3,822,033 $5,424,640 $5,114,438 $3,162,157 $2,262,483 41.71%

Grand Total Expenses $6,363,737 $9,068,012 $11,089,813 $10,608,010 $8,969,497 ($2,120,316) 19.12%

Revenues in Excess of Expenses $852,547 $170,762 $0 $158,647 $0 $0 n/a

Positions 15.00 15.00 15.00 15.00 15.00 0 0.0%


Pension Fund SummaryPension Fund Summary

Debt Service Fund SummaryDebt Service Fund SummaryFY 2012 FY 2012 FY 2013 $ %

FY 2010 FY 2011 Adopted Estimated Adopted Change from Change fromActual Actual Budget Actual Budget FY12 Budget FY12 Budget

RevenuesAd Valorem Taxes $1,429,219 $1,277,185 $2,049,905 $2,065,981 $2,062,241 $12,336 0.60%Transfer from General Fund 3,207,284 3,203,059 2,347,076 2,347,076 3,596,863 1,249,787 53.25%Transfer from Fire Fund 232,860 232,860 232,860 232,860 232,860 0 0.00%Appropriated Fund Balance 0 0 1,250,000 1,250,000 0 (1,250,000) 100.00%Interest Rebate Revenue Bond Series 2010 0 40,255 0 135,437 129,940 129,940 n/aOther 0 0 0 (13,243) 0 0 n/aInterest Income* 83,105 42,558 6,049 49,886 3,248 (2,801) 46.31%

Total Revenues $4,952,468 $4,795,917 $5,885,890 $6,067,997 $6,025,152 $139,262 2.37%*Interest income fluctuates yearly based on how much cash is reserved, including the 10% debt commitment.

ExpendituresGeneral Obligation Bond 2003A(Refunding) $353,340 $355,150 $355,400 $355,400 $355,534 $134 0.04%General Obligation Bond 2005A (Refunding) 606,563 604,425 610,413 601,138 616,685 6,272 1.03%General Obligation Bond 2005B (Refunding) 522,191 524,441 532,704 525,704 538,624 5,920 1.11%General Obligation Bond 2006 Public Safety 551,438 551,438 551,438 551,438 551,397 (41) 0.01%General Obligation Bond Other 1,250 1,250 4,000 1,250 1,250 (2,750) 68.75%

Total General Obligation Bond 2,034,782 2,036,704 2,053,954 2,034,929 2,063,489 9,535 0.46%

Franchise Revenue Bond 2004 (Refunding) 1,763,556 1,761,206 1,758,556 1,758,556 1,758,244 (312) 0.02%Capital Revenue Bond 2008* 1,677,988 1,674,713 1,665,863 1,665,863 1,665,963 100 0.01%Capital Improvement Revenue Bond Series 2010** 0 89,455 405,517 540,955 535,457 129,940 32.04%

Total Revenue Bonds 3,441,544 3,525,374 3,829,936 3,965,374 3,959,663 129,727 3.39%

OtherIssuance Costs 0 1,400 2,000 1,400 2,000 0 0.00%

Total Other 0 1,400 2,000 1,400 2,000 0 0.00%

Total Expenditures $5,476,326 $5,563,478 $5,885,890 $6,001,703 $6,025,152 $139,262 2.37%

Revenues in Excess of Expenditures ($523,858) ($767,561) $0 $66,294 $0 $0 n/a

*Capital Revenue Bond was issued in August 2008 to refinance FIFC Loans 2001A & 2002B.**Capital Improvement Revenue Bond Series 2010 (aka Build America Bond) was issued in December 2010

FY 2012 FY 2012 FY 2013 $ %FY 2010 FY 2011 Adopted Estimated Adopted Change From Change FromActual Actual Budget Actual Budget FY12 Budget FY12 Budget

RevenuesTransfers:General Fund $14,068,464 $14,078,969 $14,646,446 $13,621,210 $11,897,390 ($2,749,056) 18.77%Fire Fund 1,585,848 985,885 1,564,582 1,604,199 1,748,752 184,170 11.77%Water and Sewer Fund 126,485 128,187 139,660 136,711 137,580 (2,080) 1.49%Equipment Services 52,336 53,329 57,677 54,462 57,517 (160) 0.28%Health Fund 15,406 11,666 9,540 9,906 10,114 574 6.02%General Insurance Fund 6,340 7,163 7,183 8,051 7,714 531 7.39%

Total Revenues $15,854,879 $15,265,199 $16,425,088 $15,434,539 $13,859,067 ($2,566,021) 15.62%

ExpensesPolice Pension Sworn $10,987,830 $11,310,445 $11,500,096 $10,503,449 $8,700,000 ($2,800,096) 24.35%EMS/Fire Pension Certified 2,386,721 1,536,214 2,450,000 2,513,786 2,700,000 250,000 10.20%ICMA(401)a General Employees 1,349,164 1,377,296 1,441,786 1,399,255 1,457,372 15,586 1.08%ICMA(401)a Management 482,935 523,015 479,977 499,817 496,895 16,918 3.52%General Employee Pension 630,000 500,000 535,000 500,003 500,000 (35,000) 6.54%City Commission Pension 18,229 18,229 18,229 18,229 4,800 (13,429) 73.67%

Total Expenses $15,854,879 $15,265,199 $16,425,088 $15,434,539 $13,859,067 ($2,566,021) 15.62%

Revenues in Excess of Expenses $0 $0 $0 $0 $0 $0 n/a


Major Capital Projects by DepartmentMajor Capital Projects by DepartmentFY 2013

Department/Fund Capital Project Budget Funding SourceDevelopment Services Royal Palm Entryway $330,291 Tree Trust Fund ($175k); Loan ($155,291)

Driving Simulator $361,295 FEMA grant (80%); City's match 20% (Loan)No Smoke System $175,000 FEMA grant (80%); City's match 20% (Loan)Phone System Replacement $1,000,000 Debt Service Fund ReservesCity Data Back up and Recovery $245,707 LoanRemote Access System Upgrade $240,000 LoanCJIS Security Compliance $150,000 LoanMullins Park Renovations $200,000 LoanMullins Park Revitalization $200,000 Loan15 year Playground Replacement $181,205 CDBG ($51,205); Loan ($130k)Neighborhood Parks Renovations $200,000 Loan ($150k); General Fund Op.Capital ($50k)Medians Landscape Upgrades Phase I $150,000 Tree Trust FundPickup Trucks $106,500 LoanNorth Community Park Renovations $100,000 LoanSartory Hall Improvements $100,000 General Fund Operating CapitalCypress Park Renovations $100,000 LoanSurveillance Equipment $204,000 LoanGun Range Roof and Stucco Waterproofing $150,000 Facilities ReservesPatrol Vehicles for 3 additional officers $107,700 General Fund Operating CapitalSingle Stream Recycling Program $1,539,861 Resource Recovery Board GrantEmergency Power for Public Safety Bldg $743,000 Public Safety G.O.Bond Fund BalanceAir Conditioning Maintenance/Replacement $352,640 Facilities ReservesRoof Replacement and Repair $225,000 Facilities ReservesCity Hall Lighting and Front Entrance Modifications $205,000 LoanCity Hall Roof Replacement $175,000 Facilities ReservesA/C Imp. at Police's Communications Center $100,000 LoanWater Conserving Plumbing Upgrades $100,000 Facilities ReservesRoad Resurfacing Program $906,000 LoanNW 38th Dr. Sidewalk, Curb, Gutter & Drainage $339,000 CDBG ($250k); Loan ($89k)Master Parking Lot Refurbishing $248,000 LoanResurface and Restripe Parking Lots $193,000 Loan

Fire Fund Fire Stations Painting and Improvements $147,000 Fire Fund Operating CapitalBooster Station Rehab $2,000,000 W&S Revenue BondDowntown Water & Sewer Improvements $1,200,000 W&S Impact FeesWater Treatment Plant Improvements $1,200,000 W&S Revenue BondInfiltration/Inflow Correction Program $1,000,000 W&S Renewal and Replacement FundGalvanized Water Service Replacement $850,000 W&S Renewal and Replacement FundSecurity Improvements $300,000 W&S Operating CapitalGIS/Asset Management Tool $340,000 W&S Operating CapitalRaw Water Supply Wells, Wellheads and Transm $250,000 W&S Renewal and Replacement FundPotable Water Interconnect With Coconut Creek $154,500 W&S Renewal and Replacement FundValve Repair and Replacement $150,000 W&S Operating CapitalForce Main and Lift Station Isolation Valves $150,000 W&S Renewal and Replacement FundFire Hydrant Replacement Program $100,000 W&S Operating CapitalSpare Pumps and Replacement Pumps $100,000 W&S Renewal and Replacement FundRoof Replacement $445,653 Charter School FundAir Conditioning Repair and Replacement $130,000 Charter School Fund

Charter School Fund

Emergency MedicalServices

Parks and Recreation

Public Works

Water and Sewer Fund

Transportation

Information Services

Police


Major Capital P rojects by LocationMajor Capital P rojects by LocationCapital Projects Citywide

Infi ltration/Infl o correction program Galvanized water service replacement GIS Asset management tool

Roof replacement and repair Remote Access System upgrade City data back-up and recovery

Surveillance equipment No Smoke System Neighborhood parks renovations

Single Stream recycling program CJIS security compliance Air Conditioning maintenance/replacement

Valve reapir and replacement Driving Simulator Potable water interconnect with Coconut Creek

Force main & lift station isolation valves Fire hydrant replacement program Spare pumps and replacement pumps

Water conserving plumbing upgrades Phone System replacement Patrol vehicles for 3 additional offi cers

Raw water supply wells, wellheads, and transmission

Renovations

Resurface/restripe

parking lots

Booster station rehab,

park revitalization, roof

repairs, park renovations, and

improvements to Sartory Hall

Roof and air conditioning

replacements

Road resurfacing

Sidewalk (curb, gutter,

and drainage)

Roof repair; playground replacement;

vehicles (3); renovations;

Resurface and restripe parking lots

Phase 3 Improvements

Security Improvements

Water and Sewer

Improvements

Master parking lot

refurbishing

Riverside Drive

Creekside Drive

Future Downtown

Coral Springs

Charter School

Cypress Park

Royal Palm Boulevard

Entryway

Mullins Park

Center for the Arts

North Community Park Water Treatment PlantCoral Springs Drive

Medians landscape

upgrades phase 1

Coral Ridge Drive

Medians landscape

upgrades phase 1

City Hall South

Roof repairs and

replacements

Roof and stucco

waterproofi ng

Firing/Gun Range

A/C improvements at

Communications Center;

Emergency power

Public Safety Building

City Hall North

Lighting and front entrance

modifi cations; roof repairs

and replacement

Street name

Facility

Capital project

Resurface/restripe

parking lots

Tennis Center

Playground

replacement

Lakeview Park

NW 38th Drive

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Business Plan FY2013

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