Proposed Business Plan

To: The Honorable Mayor and City Commissioners

From: Erdal Dönmez, City Manager

Subject: City Commission Business Planning Workshop

Date: July 15, 2015

Copy: John J. Hearn, City Attorney Debra Thomas, City Clerk

I am proud of all we have accomplished this past year. The creation of an Economic Development Offi ce and the hosting of a Realtors’ Summit have announced the City is open for business. The creation of a white fl y remediation grant program to help restore white fl y ravaged vegetation along our arterial roadways, increased number of litter removal crews, and an incentive-based recycling program have signaled our intentions to enhance the curb appeal of our City. Our residents are excited by the visual evidence of the downtown redevelopment including completion of the Art Walk, a reduction in the crime rate, and noticeable park improvements including the installation of the Mullins Pathway. As evidenced by the record attendance at the Teen Political Forum, our youth are passionate about creating a better tomorrow.

Our eff orts to reach out to our residents on social media have resulted in increasing the number of Instagram followers by 60% and increasing the number of Facebook followers by 55% over the past year. Through these and other communication avenues, we have learned what was important to our residents. For example, in Fiscal Year 2015, the City was able to add six School Resource Offi cers which allows us to provide one SRO to every school in the City. Furthermore, our eff orts to mitigate foreclosures have helped cut the total number of residences in some stage of the process to 947 as of June 2015 from a high of nearly 5,500 in May 2010.

Moreover, the City has been able to maintain its focus on providing excellent customer service. As shown in the chart below, our customers (i.e., residents and businesses) trust the City to do the right thing. An incredible 91% of our residents felt the City does a good job of planning for the future. Similarly, in the March 2015 SWOC (Strength-Weakness-Opportunities-Challenges) exercise our customers applauded a well-run city government as one of the top fi ve community strengths. As a result, when we asked our residents to approve a $12.45 million General Obligation Public Safety Bond in the last election, the bond received overwhelming approval. Those funds have already been used to implement a new, digital, public safety dispatch and communication system (also known as P25). This is the fi rst upgrade of this type in the County. In addition, the bond proceeds will be used to build a permanent Safety Town building, re-build fi re stations 43 and 95, and expand and renovate the Crime Scene Investigations building during the coming year.

CITY OF CORAL SPRINGS, FLORIDA • OFFICE OF THE CITY MANAGER

9551 W. Sample Rd. • Coral Springs, FL 33065 • 954-344-5906 • Fax 954-344-1043 • [email protected]

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Quality of life Residents

Quality of Life Businesses

Quality of services provided by the City

How well the City is planning for the future

City as a place to live

As a City that is moving in the right direction

Very satisfied

Satisfied

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Dissatisfied

Satisfaction Exceeds 80% on These Items that Infl uence Perception of City

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Strategic Plan for the Future

Not long after the election, we rolled up our sleeves and got to work making this City even better. A fruitful collaboration between our elected offi cials, staff , board and committee members, citizens, and businesses produced a new Strategic Plan that, I believe, lays the groundwork for a future as successful as our past. The Strategic Plan defi nes a high-level vision that we expect to achieve in the two-years of the Plan. The vision of the Fiscal Year 2016-2017 Strategic Plan is best defi ned by its Strategic Priorities,

• A Family-Friendly Community

• A Thriving Business Community

• An Active, Healthy Community

• An Attractive Community

• An Innovative, High-Performing Organization

I am pleased to present to you the proposed Business Plan for Fiscal Year 2016, which is the fi rst Business Plan supporting the 2016-2017 Strategic Plan. The high-level strategic priorities mentioned above are made actionable through a series of one-year action plans which are more commonly known as the Business Plan. 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 business community. As the fi rst of the two action plans, the Fiscal Year 2016 Business Plan contains numerous tangible initiatives the City will undertake to move it closer to its vision of being the premier community in which to live, work, and raise a family.

Investing in the City’s Future

Although we have nearly balanced the Fiscal Year 2016 operating budget using the current millage rate of $4.5697, the City’s eff orts to achieve its long-term strategic goal of priming the engine of economic growth will be seriously hampered unless we are able to continue investing in the City’s vital infrastructure. As we have stated numerous times in our Financial Strategy and previous Business Plans,

The City will take a leadership role in creating its future by investing in our community. In partnership with the Community Redevelopment Agency, Chamber of Commerce, and the business community, the City will proactively prime the engine of economic growth by assisting existing and potential businesses. In addition, the City will work to attract businesses, diversify the tax base, and increase property values by investing in the curb appeal, safety, and educational resources of our community.

Toward that end, we are recommending developing a dedicated revenue source for investments in our community appearance, safety, and infrastructure. This can be accomplished by the adoption of a millage rate that is $0.2285 higher than the current millage rate of $4.5697. The additional tax revenue will be allocated toward $12 million in priority capital projects over the next three years such as the Aquatic Complex renovations (including repairing the 50 meter pool), replace the artifi cial turf fi elds in Cypress Park, Gymnasium renovation project, security cameras in the parks, energy effi cient fi eld lighting, Center for the Arts roof repairs, interior improvements at the Center for the Arts, roadway resurfacing, pedestrian lighting on Forest Hills Boulevard, improvements at the Wiles Road and 441 intersection, forensic analysis equipment, and other police safety and investigative equipment. The impact to the average single-family, homesteaded homeowner will be approximately $45 more than the current millage rate. In fact, the City will maintain the second lowest property tax millage in the County (among cities over 70,000 population) even after raising the millage rate $0.2285.

Leaning on our business model and long-range fi nancial planning the City has been able to navigate the unpredictable, up-again-down-again “forgotten recovery.” For example, in concert with all our stakeholders we have developed a plan to encourage economic growth that is comprehensive in nature. It embraces the implementation of the Economic Development Strategic Plan. It includes activities to support the redevelopment of the City’s commercial areas such as the Corporate Park, University Drive and Sample Road corridors, and Downtown Coral Springs. Growing and further diversifying the economic base will provide a more solid foundation that will foster development that enables the City to withstand future economic downturns.

Those eff orts are beginning to bear fruit. For example, Lupin Pharmaceuticals has relocated its facility to the Corporate Park. In addition, Project “Osprey” has announced it will relocate its U.S. headquarters and manufacturing to the Corporate Park. New and remodeled buildings can be seen all along Sample Road and elsewhere. New residential projects will be coming out of the ground soon at the Coral Springs Country Club and at Broken Woods. Overall, the City’s Total Taxable Assessed Values have increased by 6.1% this year – this is the fourth year in a row of positive growth.

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32%

68%

1%

21%

46%

24%

76%

1%

22%

53%

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

Property taxes are too high

Total Positive

City taxes are too low

Property taxes are high but the City is providing more services ata higher quality than expected

Property taxes are just right for the amount and quality of Cityservices received

Businesses Residents

Majority of residents and businesses believe they are receiving the right level of service for the taxes they are paying.

The recommendation to grow a dedicated revenue source to continue investing in our community is consistent with our long-range theme of “maintain the momentum.” To continue this momentum, we must continue to invest. This is not the time, then, to curtail the City’s investment in the infrastructure, curb appeal, safety, and educational resources of the community. Therefore, it is vitally important we discuss the trade-off s between the current level of funding and community needs.

World Class Service at Reasonable Rates

We will end Fiscal Year 2015 within budget across all funds. We are on track to meet or exceed 25 of our 26 Key Intended Outcomes which measure the overall success in meeting our customers’ needs and expectations. In fact, customer satisfaction is a cornerstone of our Business Model. It is worth mentioning the City of Coral Springs continues to set the standard with regard to the overall quality of City services and customer satisfaction. Our most recent residential survey conducted in the spring of 2015, for example, found that 96% of the residents surveyed were satisfi ed with the service provided by City employees. Moreover, 94% of the businesses surveyed in the 2014 business survey rated the City’s customer service as “very good” or “good.” Finally, 75% of businesses and 68% of residents say they get good value for the money they pay in taxes.

Key Initiatives for the Coming Year

While the Business Plan includes economic data as well as the City’s budget process and methodology, most importantly it includes staff ’s proposals for initiatives geared toward addressing our residents’ needs and enhancing our community’s quality of life. These initiatives will serve as the guiding force behind the City’s Fiscal Year 2016 activities.

Highlights of the 22 new initiatives, as well as 32 ongoing initiatives, contained within the Business Plan include:

A Family-Friendly Community

The Fiscal Year 2016-2017 Strategic Plan describes this Strategic Priority as augmenting the quality of life that defi nes the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive welcoming nature. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that supports this Strategic Priority include:

• Maintaining a safe community will remain a top priority. Not only will the high-visibility “Make a Call, Make a Diff erence “campaign and the Burglary Enforcement and Reduction (BEAR) program continue, but we will invest in the latest technology to ensure our offi cers have the best tools for enhancing neighborhood safety.

• Design and construction of the new Fire Stations 43 and 95.

• Renovation and expansion of the Crime Scene Investigation building.

• A permanent Safety Town building will be built on the site of the current Safety Town trailer.

• Explore options for the upgrade to the public safety support operations housed at the West Side Complex. The complex also houses the back-up Emergency Operations Center.

4

• The newly completed “Art Walk” will serve as an urban linear plaza that will provide public space for events and will create a sense of place for our residents, business owners, and visitors.

• The Fire Department will pilot an innovative public health treatment and prevention campaign known as mobile integrated health care, an expansion of the existing Community Paramedicine program.

A Thriving Business Community

This Strategic Priority is one which encourages fi scal benefi t and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that supports this Strategic Priority include:

• Encouraging business development and redevelopment by creating an Economic Development web page, implementing recommendations from the economic development strategic plan, and creating a Corporate Park improvement district.

• Enhancing the effi ciency and eff ectiveness of the business tax process by reviewing policies and procedures, records management, communication fl ow, and customer education.

• In Fiscal Year 2013, we began the process of developing a municipal complex in the downtown area to act as a catalyst for economic development. Signifi cant steps were taken since then and in Fiscal Year 2016 we will continue moving this project forward.

• Implement infrastructure improvements in the downtown area to support future development including the installation of a turn lane on Sample Road, streetscaping along NW 32nd Street and NW 94th Avenue, water and sewer upgrades, and road way resurfacing.

An Active, Healthy Community

This Strategic Priority is best defi ned as one that infl uences and supports an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that supports this Strategic Priority include:

• Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy.

• Expand programming to provide more opportunities for seniors to attend continuing education classes, lifelong health and fi tness classes, as well as area trips.

• Continue the successful 5k/half-marathon.

• Encourage walking and bicycling along Forest Hills Boulevard by installing pedestrian pathway lighting.

• Add more classes to the list of programs that can be reserved on-line.

An Attractive Community

Under this Strategic Priority the City will take proactive measures to preserve and enhance the community’s appearance and maintain its vital infrastructure as well as lead by example in the stewardship and conservation of natural resources. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that supports this Strategic Priority include:

• Continuing to address the aesthetic appeal of our neighborhoods under the “Community Pride” umbrella. This initiative 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 continue this year with fertilizing and tree trimming, as well as with planting trees throughout the parks and around public buildings.

• Working toward achieving the goal of recycling 75% of the waste stream by 2020 by off ering recycling incentives and exploring methods of encouraging recycling within the multi-family and commercial sectors.

• Off ering a home repair grant program to elderly and low-income residents for use in improving the hurricane preparedness of their homes.

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An Innovative, High-Performing Organization

The Fiscal Year 2016-2017 Strategic Plan describes this Strategic Priority as an organization committed to ethical governance, Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering high-quality programs and services. Highlights of the new initiatives and ongoing initiatives, contained within the Business Plan that supports this Strategic Priority include:

• Continuing investment in our vital information technology infrastructure.

• Improving communication with our customers by developing a plan to better utilize our various social media platforms.

• Pursuing the American Public Works Association Accreditation as a means of pursuing industry best practices.

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 suggestions.

We also know that it is our employees who make all of these accomplishments possible. We are deeply grateful for their commitment to public service, this community, and fi rst rate customer service.

We remain committed to excellence: providing excellent police and fi re services; keeping our parks in fi rst-rate condition; providing sound fi nancial management; providing well-maintained streets and transportation; providing outstanding business opportunities and support; and providing superior service to our customers. We also remain committed to maintaining the training and equipment necessary to provide that level of service as well as to respond to emergencies within our boundaries. We know our residents have the right to take these things for granted. Please be assured that we never do!

Respec ully Submi ed,

Erdal DönmezCity Manager

6 Fiscal Year 2016 Business Plan

7City of Coral Springs, Florida

City CommissionMayor Walter “Skip” CampbellVice Mayor Larry VignolaCommissioner Dan DaleyCommissioner Joy CarterCommissioner Lou Cimaglia

Business Planning TeamRobert Goehrig, Director of Budget, Strategy and CommunicationsLiliana Alvarez, Senior Financial AnalystLaurie Bishara, Senior Financial AnalystChelsea Stahl, Senior Financial AnalystSherri Toops, Senior Financial AnalystKristin Holowicki, Grant CoordinatorVannelys Rivera, Budget AnalystYanell Sanchez, Principal Offi ce Assistant

Senior Management TeamErdal Dönmez, City ManagerJohn Hearn, City AttorneySusan Grant, Deputy City ManagerJennifer K. Bramley, Deputy City ManagerDebra Thomas, City ClerkFrank Babinec, Fire ChiefRick Engle, Director of Parks and RecreationRobert Goehrig, Director of Budget, Strategy and CommunicationsMelissa Heller, Director of Financial ServicesSusan Hess Krisman, Director of Development ServicesCurlie Matthews, Director of Information TechnologyRichard Michaud, Director of Public WorksDale Pazdra, Director of Human ResourcesAnthony Pustizzi, Chief of Police

Fiscal Year 2016

The City of Coral Springs

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

Cover design by Christine Parkinson Jahrsdoerfer

Proposed

July 15, 2015


Table of ContentsTable of ContentsIntroduc on ........................................................................................................................................11Market Environment ...........................................................................................................................12

Overview ......................................................................................................................................12Real Estate Trends ........................................................................................................................14Economic Development ...............................................................................................................15Downtown Coral Springs ..............................................................................................................16Technology ...................................................................................................................................18Legisla ve Issues ..........................................................................................................................20Demographic Trends ....................................................................................................................21

Service and Opera ons Strategy ........................................................................................................25A Family-Friendly Community .............................................................................................................26

New Ini a ves ..............................................................................................................................26ArtWalk Event Programming .................................................................................................26Boys and Girls Club Feasibility Study .....................................................................................26Body Worn Cameras Pilot .....................................................................................................26West Side Complex Public Safety Improvements ..................................................................27Community Spotlight Pilot ....................................................................................................27Educa on Grants ...................................................................................................................27

Ongoing Ini a ves .......................................................................................................................27Community Paramedic Program (2015-2016) .......................................................................27Mobile Integrated Healthcare (2015-2016) ..........................................................................28Fire Sta ons 43 and 95 (2015-2016) .....................................................................................28School Resource Offi cers (2015-2016) ..................................................................................28CSI Building Renova on (2015-2016) ....................................................................................28Safety Town (2015-2016) ......................................................................................................29Mul -cultural Events (1995-2016) ........................................................................................29Teen Poli cal Forum (2008-2016) .........................................................................................29

A Thriving Business Community ..........................................................................................................30New Ini a ves ..............................................................................................................................30

Economic Development Marke ng Strategy .........................................................................30Downtown Water and Sewer Improvements ........................................................................30Corporate Park Improvement District ...................................................................................30Business Tax Process Improvement ......................................................................................31

Ongoing Ini a ves .......................................................................................................................31Business Recogni on and Apprecia on (2011-2016)............................................................31Downtown Redevelopment (2013-2016) ..............................................................................31Municipal Complex (2007-2016) ...........................................................................................32Realtors’ Summit (2015-2016) ..............................................................................................32Traffi c Management (2010-2016)..........................................................................................32 40-Year-Old Building Inspec ons (2006-2016) .....................................................................34Electronic Permi ng Feasibility Study (2014-2016) .............................................................34

An Ac ve, Healthy Community ...........................................................................................................35New Ini a ves ..............................................................................................................................35

Expand Senior Programming .................................................................................................35AARP Network of Age-Friendly Communi es .......................................................................35Forest Hills Boulevard Pedestrian Ligh ng ............................................................................36City Day of Service .................................................................................................................36On-Line Class Registra on .....................................................................................................36Cypress Park Ar fi cial Turf Fields ..........................................................................................36


Ongoing Ini a ves .......................................................................................................................37Aqua c Complex 50 Meter Pool ...........................................................................................37Playground Equipment Replacement (2012-2016) ...............................................................37Downtown Pathway (2012-2016) ..........................................................................................37Drowning Preven on (2007-2016) ........................................................................................37

An A rac ve Community ....................................................................................................................38New Ini a ves ..............................................................................................................................38

Residen al Construc on Mi ga on Grant ............................................................................38Franchise Fees for Residen al C&D Waste ............................................................................38Pine Ridge Drive Resurfacing .................................................................................................39

Ongoing Ini a ves .......................................................................................................................39CDBG Ac on Plan (2011-2016) .............................................................................................39Waste Transfer Sta on Improvements (2014-2016) .............................................................39Meadows and Dells Stormwater Improvements (2014-2016) ..............................................40Recycling Educa on Eff orts (2014-2016) ...............................................................................40Infl ow and Infi ltra on Rehabilita on (2012 -2016) ...............................................................41Humane Unit (2015 -2016) ...................................................................................................41

An Innova ve, High-Performing Organiza on ....................................................................................42New Ini a ves ..............................................................................................................................42

APWA Accredita on in Public Works ....................................................................................42Health Plan Administra ve Modifi ca ons .............................................................................42Coral Springs Regional Ins tute of Public Safety ...................................................................43

Ongoing Ini a ves .......................................................................................................................43Misdemeanor Diversion (2015-2016) ...................................................................................43Network Security (2015-2016) ..............................................................................................43Compensa on Study Phase II (2015-2016) ...........................................................................43Enterprise So ware (2013-2016) ..........................................................................................44Electronic Data Back-up and Storage (2013-2016) ................................................................44Stormwater U lity Fee Implementa on (2014-2016) ...........................................................44Fuel and Energy Conserva on (2014-2016) ..........................................................................44


Tables and IllustrationsTables and Illustrations Market Environment

Percent Change in GDP ................................................................................................................12Unemployment Rates ...................................................................................................................13Change in CPI ...............................................................................................................................13Ad Valorem Revenues ..................................................................................................................14Downtown Core, Phase I: SW Corner Sample Rd. and University Dr. ..........................................16Demographic charts .....................................................................................................................21

Service and Opera ons StrategyCity of Coral Springs’ Business Model ..........................................................................................252015-2017 Short-Range Transporta on Improvement Plan ........................................................33Long-Range Transporta on Improvement Plan............................................................................33Summary of Fiscal Year 2016 Ini a ves .......................................................................................45Summary of Fiscal Year 2015 KIO Results .....................................................................................47Summary of Fiscal Year 2015 Ini a ve Updates ..........................................................................48


Introduction

The Strategy Behind the Plan

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

With the strategic priorities set—and appropriate outcomes identifi ed—the operations of the City are reviewed and redeployed to bring the strategic vision to life. Specifi c initiatives are developed in response to the priorities identifi ed in the Strategic Plan. This Business Plan is an outgrowth of the strategic priorities, capturing the City’s vision in a specifi c, directed, and quantifi able form.

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

Our Service and Operations 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.


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2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

US Florida Region

Market Environment

OverviewSince the end of the Great Recession in June 2009, economists have been trying to describe the expected economy recovery using the alphabet. Past recessions have followed a predictable pattern: the economy entered a recessionary period, bottomed out, and then began the recovery period. Economists expected the shape of this recession to deviate signifi cantly from that historic “V” pattern with the recovery being described as a “U,” “elongated U,” also known as the gravy boat, or a “W,” known as the double-dip recession. As the recovery has stretched from months to years, descriptions have become more colloquial with one economist calling it the “barbeque recovery” (low and slow) and another referring to the recovery as a “genie lamp” (rub it and wish for the best).

Strong economic growth has repeatedly slipped our grasp. It is clear the recovery has been consistently inconsistent resulting in mixed results. For example, consumer confi dence has been buoyed by the steep decline in gas prices; however, that confi dence has not translated to the kind of consumer spending we would expect. The unemployment rate is

nearing all time lows, however, this has not translated to increased wages because the number of part-time employees looking for full-time work as well as the number of previously unemployed looking for work is holding down the growth in wages. In addition, the number of discouraged workers remains stubbornly high. Of most concern is the labor under-utilization 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). Nationally, this fi gure stands at 11.2% or nearly twice the unemployment rate. Home prices are increasing faster than incomes. Finally, there are a number of political factors that are causing investors to take a wait-and-see attitude before investing heavily in the economy. Uncertainly surrounding the implementation of the Aff ordable Care Act and the Dodd-Frank fi nancial regulations as well as the end of the Federal Reserve’s quantitative easing program has made the business community think twice before investing in expansion. Overall, economists remain positive regarding the state of the economy. However, it will be well into 2016 and early 2017 before we can expect the economic recovery to translate into anything approaching normal.

Market Environment

Slow economic expansion limits revenue growthGross Domestic Product, a universally-accepted measure of economic vitality, was an uninspiring 2.4% for the nation last year. The US economy chugged along at a steady but slow pace. A dramatic drop in oil prices toward the end of the year put more money in consumers’ pockets. Economists hope this, along with improvements in employment, energizes consumer spending into 2015 and are forecasting a modest boost to GDP, although most do not expect growth to achieve a more normal 3% rate until well into 2016, possibly later. The City’s revenues are dependent on the state of the economy. As the economy picks up so does the City’s revenue. If the economy stagnates, on the other hand, so does the City’s revenue stream.

Percent Change in GDP


Employment approaching full recoveryThe unemployment rate has fallen to 2008 levels, ending 2014 at 5.7% for the State, 5.6% for the nation. Florida’s job market is still recovering, but forecasts show about 4,000 prime working-age people are being added each month, so full recovery is a greater challenge. The professional and business services sector is providing the most gains for the State, followed by the trade/transportation/utilities sector and tourism.

Of the 22 metro areas in the State, the Ft. Lauderdale-Pompano Beach-Deerfi eld Beach area posted the third highest job gains for the year, adding 28,600 jobs for a 3.7% increase. Locally, Coral Springs’ unemployment is down to 5.1%, nearing the pre-recession 3.2% of 2007.

Low infl ation may signal weak economic conditionsA little bit of infl ation is a good thing. The Federal Reserve aims for a two percent infl ation rate, which they believe supports price stability and maximum employment. A lower rate presents a higher risk of falling into defl ation, which means prices and perhaps wages are falling. The Consumer Price Index is one measure of infl ation in the U.S. After a strong summer, when year over year increases were averaging around two percent, the CPI fi zzled out toward the end of 2014, resulting in the average annual increase for 2014 at 1.6%, below optimum. The plunging energy sector has been the biggest drag, leaving infl ation with no signifi cant impact on the economy. Economists are expecting low rates of infl ation to continue through the end of 2015, or possibly longer.

Unemployment Rates

Change in CPI

3.3% 3.2%

4.1%

7.6%

8.8% 8.5%

6.8%

5.7%5.4%

5.1%

5.1% 5.0%

4.7%

8.5%

9.5%

8.9%8.1%

7.5%

5.6% 5.50%

3.3% 3.4%

5.4%

8.9%

11.2%10.5%

8.7%

7.6%

5.7% 5.70%

0%

2%

4%

6%

8%

10%

12%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015*

Coral Springs National Florida

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1.0%

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2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 May 15

Miami Region

US

US at

0%


Real Estate TrendsThe City’s primary revenue source is ad valorem property taxes, which are based on each property’s assessed value. A majority of the City’s residential properties are protected by the Save Our Homes (SOH) cap, a Florida law that limits the increase on homesteaded property values to the lesser of the rate of infl ation or 3%. Because infl ation has been at historic lows, this primary revenue has not shown remarkable growth. In fact, for Fiscal Year 2016 homesteaded properties will be limited to a maximum SOH increase of 0.8%.

Growth in the commercial, retail and industrial sectors will be the primary driver of growth in the City for the coming year.

Stabilizing Housing Market

• Broward County has seen a 25% increase in active listings of single family homes in Broward County, compared to January 2014; the inventory for condos increased by 16%.

• Single-family home sellers enjoy a strong market. Data for January 2015 shows the average sales price remains very high at 93% of the listing price, with a median 49 days on the market.

• Median sales prices in Coral Springs (Q4 2014) were $330,000 for single-family homes and $86,100 for condos, a slight increase from a year ago. In Broward County, median sales prices of single family homes reached $265,000 in January 2015, an increase of only 2% from a year ago.

• A 17% decrease in cash sales of single-family homes in Broward County, January 2014 vs. January 2015, indicates a diminishing presence of investors in the market, further contributing to market stability. In January 2015, 38% of single-family home sales and 73% of a townhouse/condo sales were cash sales.

• There has been a 71% decrease in foreclosures since 2010: 1,590 in Feb 2015 down from a peak of 5,500 in May 2010. Initial fi lings (lis pendens) are steadily declining, while fi nal judgments (auctions) and REOs are increasing, as cases move through the legal system.

New Residential Development on the Horizon

• The former Broken Woods Golf Club will be the site of over 400 new residential units - 186 single-family, zero-lot line homes on the north parcel, 80 townhomes and 168 three-story, multi-family units on the south parcel. The developer is currently fi nishing site plan review, and construction on this development should commence in late 2015.

• Coral Springs Country Club will be home to 250 high-rise units on the northern portion of the golf course property fronting Sample Road, including a new golf course clubhouse, redesign of two fairways/greens, and tennis courts. The developer is fi nishing site plan review and construction is expected to begin during summer 2015.

Commercial Vacancies Filling Up

• Major retailers and restaurants have recently opened, including Dick’s Sporting Goods, BJ’s Wholesale Club, BJ’s Brewhouse, and Brass Tap. With the addition of Hobby Lobby and planned Stein Mart, nearly all of the “big box” retail spaces within the City have been fi lled.

• Potential large-scale development projects in the Corporate Park are being pursued for 2015.

• Business development continues to grow with 311 new business tax receipts issued since October 2014.

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015Budget

Revenue $35,337,291 $33,678,537 $31,880,960 $31,302,051 $31,252,848 $31,142,750 $32,726,176 $33,847,000 $35,299,267

$29,000,000

$30,000,000

$31,000,000

$32,000,000

$33,000,000

$34,000,000

$35,000,000

$36,000,000

Ad Valorem Revenues

Ad Valorem revenues appear to have recovered to the same level as Fiscal Year 2007. However, when factoring for infl ation, today’s revenue off ers 13% less purchasing power.


Economic DevelopmentThe Economic Development Offi ce understands that in order to create a community of choice, it must continue to tout the assets of Coral Springs, re-brand its economic development initiatives, and create opportunities for new and expanding businesses. In addition to implementing the priorities previously identifi ed in a comprehensive assessment by Angelou Economics, the Economic Development Offi ce will tackle the following strategic plan of action.

Create a fi ve year Economic Development Strategy

• Address the needs of the entire City to assure continued economic health and tax base expansion

Establish an Economic Development Advisory Committee

• Look at other cities and organizations’ best practices to create a successful committee

• Establish the size of the Committee, frequency of meetings, board selection process, term limits

• Develop a goal/objective for the board and set-up parameters on what the committee would vote on

Create an Economic Development Marketing Campaign

• Eff orts will be focused on a marketing strategy in Fiscal Year 2016. The creation of a new website will provide an economic development tool to ensure accessibility to potential site selectors. Zoom Prospector will be added to the website to allows site selectors and prospects to search available commercial property within the City.

• Social media marketing will be utilized to increase new lead generation. The goal is to deliver more value to businesses. Social media is an important tool to inform consumers about economic development opportunities. It can also provide an identity to the City, create relationships, and provide interaction with businesses and site selectors.

• Conferences, trade shows, and other events and institutions will be targeted to promote Coral Springs. A strategic partnership with other Broward County cities, and with fi nancial institutions providing business assistance, will be fostered to leverage infrastructure and capital. Marketing materials will be developed for target industries and business lines. Additionally, we will inventory parcels that are available to developers to actively market and advertise.

Develop and implement an improvement district for the Corporate Park

• An additional focus of Fiscal Year 2016 will be creating a special taxing district in the Corporate Park.

• The Economic Development Offi ce will work to establish relationships with all Corporate Park businesses. Events will be planned, promoted, and hosted to discuss future plans and required actions.

• Incentives will be created to improve the success of the improvement district.


Downtown Coral SpringsDowntown Coral Springs is a vision of City leaders to create a sense of place for residents. Ground zero for this vision is in the vicinity of the intersection of University Drive and Sample Road. This location falls within a dependent special district known as the Coral Springs Community Redevelopment Area (CRA) which contains approximately 137 acres along the Sample Road corridor. Multiple eff orts are underway to lay the foundation for future progress in this area.

ArtWalk sets the stage

Beautiful streetscaping and landscaping along NW 31st Street, with room for six art sculpture installations, will provide the perfect place for pedestrians to experience the City’s center. This 1,300 linear foot additional event venue will off er 300 linear feet of seating wall and have the capacity to host 52 tents in the heart of Downtown Coral Springs. For its inaugural year, six events are contemplated, one every other month. Three would be large events organized by the City. The other three would be smaller events planned by the Chamber of Commerce and the Community Redevelopment Agency. An entranceway public art piece, entitled “Beyond”, has been commissioned. Funded by the Public Art Fund, this piece will be a 13-foot tall infi nity glass sculpture with powder-coated aluminum and LED lights. The sculpture will be a combination of several unique glass etching and lighting techniques using multiple layers of specialty glass to create an infi nite feeling for pedestrians to experience. Estimated completion, or “walking the ArtWalk”, is planned for September 2015.

Municipal Complex will be a catalyst for development

A Municipal Complex will be built within the Coral Springs Community Redevelopment Area (CRA). Plans call for a multi-purpose, attractive, and vibrant municipal complex that will serve as the functional and symbolic center of the City. Signifi cant parking capacity will be available, spurring other private investment and redevelopment. An architect has designed the architectural and engineering aspects of the Complex, an in-house construction project manager has been hired to shepherd the project, a comprehensive space plan has been developed, and initial fi nancing has been secured. The architect, Song & Associates Inc., presented the Commission with their conceptual design for the Complex. The Commission approved the concept and retained Song & Associates Inc. to complete the design and engineering. A schematic design has been completed and presented to City staff and construction drawings are underway. In addition, the City Commission approved a 600 space parking garage for the site.

In the fi rst quarter of Fiscal Year 2016, the design will be completed, fi nalizing construction documents for both the building and parking garage. All necessary permits will be obtained, and a contractor will be hired. Construction is scheduled to start in late 2015.

Collaboration and cooperation continues the momentum

Broward College, Broward County Transit, the Broward Metropolitan Planning Organization (MPO), as well as private entities are all invested in the future of the CRA. A Sample Road Corridor Coalition is working to bring attention to the much needed east-west connection between proposed gateway hubs at State Road 7 and the intersection of University Drive/Sample Road. An Education Corridor Transit study was initiated by the MPO in January 2015. The CRA is working with all these players to revitalize and grow Downtown Coral Springs.

Downtown Core, Phase I: SW Corner Sample Rd. and University Dr.

Downtown Core projects include water and sewer improvements, street light replacements, construction of the Municipal Complex, and construction of a shared parking structure.


Proactively Growing Internal Talent

Beginning in 2007, the City established a Leadership Development Program to identify and grow internal talent for future key positions in management. More than fi fty (50) employees (both non-managers and managers) actively participate in the program by attending in-house workshops, lectures and thought provoking training programs that are classifi ed as strategic learning events. Leadership development participants are also involved in mentoring relationships where they gain greater exposure to real-life work challenges and exposure to leadership issues outside their normal work assignments. The City has been pro-actively growing our talent pool for more than eight years resulting in several internal success stories that have turned succession plans into reality. In an eff ort to continuously improve the program, participant feedback is requested annually to gauge overall satisfaction and improve participant engagement. As we look to the future, we will continue to be intentional about providing our participants with new opportunities to grow, learn, and achieve success.

Increasing Employee Engagement through Health/Wellness Initiatives

The City is committed to sustaining our workforce by off ering on site wellness programs and high quality employee benefi ts. During the last year a new wellness strategy was created to engage and motivate employees through quarterly wellness challenges. Participants are recognized for their commitment to establishing a healthier lifestyle while receiving encouragement and positive moral support from coworkers. An on-site health coach is now making great strides in promoting our wellness programs, off ering health related information and delivering personalized one-on-one health coaching sessions. As we look to the future, we will continue to reward healthy behaviors and seek inventive ways to engage our employees, encouraging them to be stronger health consumers focused on improving their wellbeing. Additionally, the City will continue to leverage the resources of our health-partners to deliver fresh options to engage employees city-wide to continue their wellness journey. One size does not fi t all when establishing meaningful wellness goals and rewards; it is vital we continue to encourage employees to share their experiences and celebrate success stories.

Increasing Professional Development Standards

To keep pace with ever-changing employment laws and regulations, the City has established new internal training programs to expand the knowledge base of our supervisory staff and other key decision makers. Policies on a variety of compliance topics have been revamped to refl ect current practices and new legal standards to sustain fair and equitable workplace standards. As new legislative action becomes reality, we are committed to proactively communicating changes and re-training staff as necessary to ensure greater compliance city-wide. To increase awareness and compliance we will leverage existing communication channels such as new employee on-boarding sessions, employee focus groups, and employee guidebooks, to keep employees informed. Knowledge is power, and we believe it is vital to regularly share new perspectives on professional standards to safeguard our workplace and sustain our positive employee culture.

Workforce Analysis In April of this year the Sun Sentinel recognized the City of Coral Springs as one of the top work places in South Florida. More than 400 employees responded to an online survey managed by an outside company (Workplace Dynamics). This feedback affi rmed the City’s ongoing commitment to maintaining a dynamic employee culture. Forty-fi ve companies were selected for the Top Workplaces recognition and the City was honored to be recognized by our employees. For more than two decades the City has measured employee satisfaction through internal surveys and employee satisfaction levels have consistently been at or near 99%. The strength of our organization has always been our people and this recognition continues to highlight the fact that we provide an excellent work environment that recognizes employee contributions and provides them with opportunities to make a positive diff erence every day.


TechnologyThe City’s ability to deliver services and to be transparent in its management of information resources is critical. City departments must have ready access to information to make business decisions.

Ready access to data depends on information technology platforms that are state-of-the-art. Therefore, the City must invest in systems that meet current hardware and software standards and are easy to use. As a result, City staff will be more productive, thereby, reducing the overall cost of service delivery.

Network Infrastructure

Voice and data services are integrated onto a fully redundant fi ber backbone network. This integration enables data to fl ow and to be available at a rate that exceeds past performance. The platform implemented by Information Technology Department includes both wired and wireless services. This network architecture ensures access to data across multiple locations as well as mobile connectivity for City staff and citizens. Future enhancements will increase data center performance and information availability through the use of virtual servers and data storage platforms.

Enterprise Software Application

The deployment of an Enterprise Resource Planning (ERP) platform that enables data to be shared across departments is critical to the City’s ability to deliver services to its citizens in the most cost eff ective manner. The end goal is to implement software systems that satisfy the needs of departments while allowing the free fl ow of information. Success in deploying an ERP platform is dependent on the selection of software that can be fully integrated with the business functions of the majority of City departments. Where this objective cannot be fully met, the goal should be to provide a software interfaces that allow the transfer of information in a seamless manner. The City is currently exploring options for a fully integrated enterprise software solution.

Software Sustainability

The City continues to maintain a strong business relationship with SHI, the Microsoft reseller. Future changes and enhancements to the Microsoft suite of software products will be closely monitored as well as keeping current on software patches required to protect from the city data breaches. Maintenance of GIS data continues to be a major focus as this information impacts nearly all City departments. Staying current with software agreements (maintenance) ensures ongoing security and availability of applications and data.

IT Standardization

With the full implementation of ITIL Change Management, the Information Technology Department has taken a major step forward in ensuring that upgrades to the data infrastructure does not impact departmental operations. The IT Department has fully implemented ITIL standards for Change Management and is rolling-out Project Management in the current fi scal year. This step ensures that technology based projects will be successfully implemented and tracked and completed within budget, time, and resource objectives.


Green Information Technology & Document Management/Imaging

Through the deployment of energy effi cient hardware systems, Information Technology continues to meet its objective of reducing hardware footprints while increasing the eff ectiveness of data center operations. Hardware that is purchased and deployed in the data center is evaluated on how well it performs and the energy effi ciency that it produces. The implementation of the OnBase document management system enables information to be readily available to city staff on demand. The challenge for the City comes from the volume of data that is being stored. As the volume grows, so does the cost to maintain it. The objective moving forward is to refi ne data retention requirements and the implementation of a program to delete transitory data and records that have satisfi ed retention requirements. This solution will enable City staff to attach documents to the database on the mainframe and give us a more robust search capability. It will also help with paper reduction.

On-Line Services

Any future software purchase or upgrade will be reviewed based on an objective to increase the use of on-line services for doing business with the City. Information Technology’s Project Management Division will partner with departments in the evaluation of software programs in an eff ort to determine the extent in which web based service can be provided as a part of the implementation.

Public Safety Technology Initiatives

The services provided by the city’s Police and Fire Departments are vital to the overall security of citizens and businesses. To this end, maintaining current technology for offi cer and fi refi ghter safety is the prime objective of the IT Department. A project is underway to evaluate public safety systems that are deployed within the region so that decisions can be made on the direction taken to ensure inter-connectivity with the greatest number of agencies surrounding Coral Springs. This process includes an evaluation of software modules in use by the agencies, the methodology they used to determine vendor selection, and any issue related to the implementation of the software platform.


Legislative IssuesThe City is concerned about legislation that will weaken its home rule authority or impose mandates on the City without a corresponding funding source. The following issues refl ect the legislative challenges that require attention of the City staff and clear direction to staff through the strategic and business plan.

Communication Services Tax

Legislation has further eroded the Communication Services Tax (CST). Legislation passed that permanently reduces the Communications Services Tax rates by 1.73 percentage points although it promises to maintain the local government share at current levels. In Fiscal Year 2014, the City collected $4.8 million via our local 5.22% Communications Services Tax and expects to collect less ($4.7 million) for Fiscal Year 2015.

State Appropriations

With an initial surplus expected in the State budget for 2015-2016, a host of special local funding requests were submitted to State legislators and City of Coral Springs was no exception. After requiring an extended session to come to an agreement on the budget, many of these special requests, or appropriations, were granted, including two for the City. However, utilizing his line item veto, Governor Rick Scott wiped out $461.4 million of these local priorities. One project for the City of Coral Springs remains funded, for drainage improvements in the Meadows and Dells neighborhoods.

Emerging IssuesRecycling

The Energy, Climate Change and Economic Security Act of 2008 established a statewide recycling goal of 75% by 2020. Working toward this goal, the City has introduced automated recycling cart collection for single family residences and is tackling multi-family recycling on a case-by-case basis. Areas of concern for commercial recycling include dumpster screening and the retrofi tting of dumpster enclosures to make room for recycling containers. Initial estimates reveal there are approximately 1,100 of these enclosures in Coral Springs.

Stormwater Assessment

Stormwater runoff must be eff ectively and effi ciently handled in order to prevent fl ooding, property damage, and the pollution of waterways. The City has conducted a preliminary analysis of implementing an assessment to fund a stormwater management system. At least 17 municipalities in Broward County currently charge this assessment. The charge would be related to the fi nancial impact of runoff from each parcel within the City. Parcels with high impervious ground coverage generate more stormwater runoff which must be handled by the City’s system. A numerical correlation of the impact of each parcel has been calculated. Funds would be used to provide maintenance and construct improvements to address stormwater issues.


Demographic TrendsAmerican Community Survey

The U.S. Census Bureau’s Decennial Census provides actual counts of population and housing units every ten years, with the most recent one conducted in 2010. The 2010 Decennial Census still remains the best source for reporting basic demographic data, such as population counts, age and race/ethnicity, along with housing unit counts, occupancy and tenure. While the Decennial Census Survey provided an array of other socioeconomic data in the past, that practice was discontinued after the 2000 Census and replaced in 2005 by an annual survey called the American Community Survey (ACS). While the ACS does provide more timely data, it has a reduced sample size and greater sampling error. The ACS collects annual survey information continuously nearly every day of the year through a questionnaire mailed to a sample of households, and then aggregates the results over a specifi c time period. The ACS data is provided as 1-year, 3-year and 5-year estimates. The 5-year estimate is considered the most reliable socio-economic/demographic dataset.

The analysis below uses the best available data for each category. Where appropriate, trending was done using the 2000 Census data, along with the 2005-2009 ACS 5-year estimates (earliest 5-year estimates available from the ACS) and 2008-2012 ACS 5-year estimates (most recent estimates available from the ACS).

A number of trends are worth monitoring as they may indicate the need for a new mix of services. Some trends include the increase in the proportion of residents over the age of 65, the decrease in proportion of school age residents, the rise in college students, and the growing number of multilingual residents.

Population

In the State of Florida, the most accurate municipal level population estimates in the intercensal years are produced by the University of Florida’s Bureau of Economic and Business Research (BEBR). According to the BEBR’s 2013 estimates, the City of Coral Springs had a population of 122,994, a slight increase over the 2010 Census estimate of 121,096. The 2010 Census reported the gender distribution as 52% female and

48% male. The median age was 36.5 years. Population under 18 made up 27% of the City’s total population, while senior population (age 65 and over) made up only 8% of the City’s total population.

While Coral Springs is a “young” community, especially when compared to Broward County and the United States, there has been some “aging” of the population over the past 20 years. Population under 18 years old has decreased its share of total population by roughly 14% since 1990, while the “baby boomers” group grew signifi cantly – age group 50-64 increased its share of the population by over 130% since 1990.

Race and Ethnicity

The 1990-2000 comparison of the City’s racial/ethnic make-up shows an increasingly diverse community:

This signifi cant change over the past twenty years is best refl ected in the growth of the minority population which reached 48% of the City’s total population in 2010, compared to only 13% in 1990.

African-American (Non-Hispanic) population has grown considerably, from only 3.2% of the City’s total population in 1990 to 17.1% in 2010. While the minority population as a whole has increased in the past 20 years, it is the Hispanic population that has seen the greatest growth – its share of the City’s total population grew from 7.1% in 1990 to 23.5% in 2010, an increase of 231%.

Population age

Under 55.8%

Age 5-1720.8%

Age 18-3421.4%Age 35-49

23.6%

Age 50-6420.5%

Age 65+7.9%

7.1% 6.9% 5.8%

23.8% 23.8% 20.8%

24.9% 21.2% 21.4%

28.4%28.1%

23.6%

8.8% 14.1%20.5%

7.0% 6.0% 7.9%

0%10%20%30%40%50%60%70%80%90%

100%

1990 2000 2010

Under 5 Age 5-17 Age 18-34 Age 35-49 Age 50-64 Age 65+

Population trends

Non-Hispanic White

Non-Hispanic Black

Non-Hispanic Other

Hispanic or Latino

1990 2000 20100%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Growing Hispanic Population


Households and Families

The 2010 Census reported there were an estimated 41,814 households in the City, with the average household size of 2.9 people. Families made up 78% of the City’s households (higher than Broward County’s 63% and the nation’s 66%). This fi gure includes both married-couple families (55%) and “other” families – female householder, no husband present (17%) and male householder, no wife present (6%). Family households with children accounted for 40% of total households in Coral Springs (higher than Broward County’s 29% and the nation’s 30%). The average family size was 3.3 people. Most of the non-family households were people living alone.

Nativity and Foreign Born

The 2008-2012 ACS estimate reports that 73% of the people living in Coral Springs were native residents of the United States. Thirty percent of these residents were born in Florida.

Twenty-seven percent of the people living in Coral Springs were foreign born. Of the foreign born population, 53 percent were naturalized U.S. citizens and 97.5 percent entered the country before the year 2010.

Geographic Mobility

Eighty-fi ve percent of the people at least one year old living in Coral Springs were living in the same residence one year earlier. Those who do move tend to stay in Broward County.

Language

Among people at least fi ve years old living in Coral Springs, roughly one-third (34%) spoke a language other than English at home. One-fi fth (20%) of residents over the age of fi ve spoke Spanish, while 10 percent spoke an Indo-European language. One-third (33%) of those who spoke a language other than English at home reported that they did not speak English “very well”. The number of multilingual residents has increased, though the number and percentage that report they did not speak English “very well” has decreased since the early 2000’s.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2000 Census 2005-2009 ACSEstimate

2008-2012 ACSEstimate

Percentage of Foreign Born Percentage of Native BornPlace of birth

While foreign born residents of Coral Springs come from diff erent parts of the world, a great majority (75%) were born in Latin America, 13 percent in Asia, and 8 percent in Europe. It is important to note that two of the top three ethnic groups for foreign born population are the West Indies’ countries of Jamaica and Haiti.

Although foreign born population is dominated by Latin American nationalities, the most prevalent ancestry is still European, as noted in the following table.

Top 10 Ethnic Groups for Foreign Born Population

Total % of Population

Jamaica 4,406 3.6%

Colombia 4,201 3.4%

Haiti 3,711 3.0%

Peru 1,669 1.4%

India 1,427 1.2%

Brazil 1,380 1.1%

Venezuela 1,161 0.9%

Trinidad and Tobago 1,094 0.9%

Dominican Republic 1,083 0.9%

Cuba 1,063 0.9%

Top 10 Ethnic Groups by First Ancestry Reported

Total % of Population

Italian 10,038 8.2%

Irish 7,670 6.3%

German 7,223 5.9%

Haitian 5,778 4.7%

Jamaican 5,393 4.4%

American 4,824 3.9%

Russian 4,530 3.7%

English 4,116 3.4%

Polish 3,447 2.8%

French (except Basque) 1,847 1.5%


Housing Characteristics

The 2010 Census reported a total count of 45,433 housing units in Coral Springs - 92 percent were occupied and 8 percent were vacant. Among the occupied housing units, 65 percent were owner-occupied and 35 percent were renter-occupied.

The 2008-2012 ACS provides additional characteristics of occupied housing units. Eighty-one percent of the owner occupied housing units had a mortgage. Roughly 2 percent of all occupied households did not have telephone service. Five percent had no vehicle available and 21 percent had three or more available.

Housing Costs

The median monthly housing costs for mortgaged owners was $2,281, nonmortgaged owners $690, and renters $1,310. Fifty percent of owners with mortgages, 20 percent of owners without mortgages, and 62 percent of renters in Coral Springs spent 30 percent or more of household income on housing.

Education

Ninety percent of people 25 years and over had at least a high school diploma or completed some level of college: 24 percent had a high school diploma only, 10 percent had an associate degree, 35 percent had a bachelor’s degree or higher, 23 percent had some college but no degree. Seven percent had not received their high school diploma.

The total school enrollment in Coral Springs was approximately 39,000. Nursery school and kindergarten enrollment was 3,700 and elementary through high school enrollment was approximately 24,500 children. College or graduate school enrollment was 10,700.

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

2000 Census 2005-2009ACS Estimate

2008-2012ACS Estimate

Percetage of NurserySchool, Preschool

Percentage ofKindergarten

Percentage ofElementary School(Grades 1-8)Percentage of HighSchool Grade (Grades9-12)Percentage ofCollege or GraduateSchool

School enrollment (age 3 and older)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%



Other languages

Asian and Pacific Islander

Other Indo-European

Spanish

English only

Language spoken at home

0%10%20%30%40%50%60%70%80%90%

100%



Percentage of Occupied Percentage of Vacant

Housing

Employment Status and Type of Employer

In Coral Springs, 65 percent of the population 16 and over were employed; 26 percent were not currently in the labor force.

Eighty-three percent of the people employed were private wage and salary workers; 11 percent were federal, state, or local government workers; and 6 percent were self-employed in their own (not incorporated) business.

According to the 2008-2012 ACS, close to 90% of all housing units in Coral Springs were built between 1970-1999, with a fairly similar share of units built in each of those three decades.

0.10%

9.9%

27.7%

31.6%

27.4%

2.6%

0.4%

0.0%

0.3%

0% 5% 10% 15% 20% 25% 30% 35%

Built 2010 or later

Built 2000 to 2009

Built 1990 to 1999

Built 1980 to 1989

Built 1970 to 1979

Built 1960 to 1969

Built 1950-1959

Built 1940 to 1949

Built 1939 or earlier

Majority of housing units were built between 1970-1999


Commuting to Work

Eighty-one percent of Coral Springs workers drove to work alone, and nine percent carpooled. Among those who commuted to work, it took them on average 27 minutes to get to work. Nearly 40 percent of all workers in Coral Springs travel to work between 30-60 minutes.

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%



65 years and over

All Families

Related childrenunder 18 years

Families with femalehouseholder

Population below poverty level

Income

The 2008-2012 ACS reported the median household income in Coral Springs at $68,255. Seven percent of households had income below $15,000 a year and 14 percent had income over $150,000 or more. The estimated median family income was $74,857.

1.10%

6.1%

38.0%

32.1%

22.7%

0% 5% 10% 15% 20% 25% 30% 35% 40%

90+ minutes

60-89 minutes

30-59 minutes

15-29 minutes

<15 minutes

Commute time to work

Health Insurance

During 2008-2012, among the civilian non-institutionalized population in Coral Springs, 80 percent had health insurance coverage and 20 percent did not have health insurance coverage. For those under 18 years of age, 13 percent had no health insurance coverage.

Poverty

Nine percent of Coral Springs residents had incomes below the poverty level during the 12 months before the ACS survey was conducted. Eight percent of people 65 years old and over were below the poverty level.

Seven percent of all families were below the poverty level, 11 percent were related children under 18, and 18 percent of families with a female householder and no husband present had incomes below the poverty level.

Poverty thresholds vary depending on the size of the family, number of children under 18, and age of the householder. For instance, in 2012 the threshold was $11,011 for a person 65 years and older living alone. The threshold for a family with two adults and two children was $23,283.

$68,255$74,857

$51,603

$62,353

$53,046

$64,585

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

Median Household Income Median Family Income

Coral Springs Broward County United States

Income


Service and Operations Strategy

This Business Plan covers the fi rst year within a two-year Strategic Plan for Fiscal Years 2016 and 2017. The fi ve priorities identifi ed by the City Commission for this strategic planning cycle set the agenda for this Business Plan, namely:

• A Family-Friendly Community

• A Thriving Business Community

• An Active, Healthy Community

• An Attractive Community

• An Innovative, High-Performing Organization

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

A Word About Existing Services and Ongoing Initiatives

In some sections, we have highlighted initiatives that were in previous Business Plans that are still being implemented in Fiscal Year 2016. Generally, if an initiative is fully operational and integrated into our service package, it will not be mentioned. The emphasis is on multiyear implementation and the evolution of existing initiatives.

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

Our New Initiatives

Initiatives are developed that will assist us in achieving our Key Intended Outcomes. We include those we feel are signifi cant contributors to supporting our strategic priorities or put additional demands on our resources. In this way, we identify the most signifi cant actions we plan to take next year.

Fiscal Year 2016 will present new opportunities. Adhering to our successful business model, we will be looking forward to continued recovery from the Great Recession. This Business Plan includes several initiatives designed to proactively prime the engine of economic growth by assisting our existing business community and deploying resources to encourage redevelopment of commercial areas such as the Downtown.

Wherever applicable, operating expenditures have been identifi 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 Citizens

Citizen Input

Budgets

Business Plan

Strategic Plan

City of Coral Springs’ Business Model

Service and Operations Strategy


A Family-Friendly CommunityNew Initiatives

ArtWalk Event Programming

Lead Department: City Manager’s Offi ce, Economic Development Offi ce

Operating Expenses: $76,000

Upon its completion, the ArtWalk will aff ord the City an additional event venue in the heart of Downtown Coral Springs. For its inaugural year, six events are contemplated, one every other month. Three would be large events organized by the City. The other three would be smaller events planned by the Chamber of Commerce and the Community Redevelopment Agency. This program will ensure that events held on the ArtWalk are planned, coordinated and funded. Funding is specially designated to support public safety, set-up, clean-up , and advertising.

Boys and Girls Club Feasibility Study

Lead Departments: City Manager’s Offi ce, Development Services


The City will explore establishing a Boys and Girls Club on City-owned property along Riverside Drive, considering the necessary land development actions, construction funding and potential partnerships.

Boys and Girls Club of Broward County has 13 facilities serving over 13,000 youth. Their activities are organized into three core youth program areas, Academic Success, Healthy Lifestyles, and Good Character and Citizenship. The closest clubs for Coral Springs youth are the Levin/Slaughter Club in North Lauderdale, Lauderhill Club, and the Jim and Jan Moran Club in Deerfi eld Beach. Having a Boys and Girls Club in the City of Coral Springs could provide a positive impact to our youth and provide synergies with other City-sponsored programs.

Body Worn Cameras Pilot

Lead Department: Police

Capital Outlay: $165,000 (grant dependent)

The Coral Springs Police Department has always been a leader with regard to progressive law enforcement, particularly in the area of technology. Over the past year, there have been a number of high profi le incidents throughout the United States that have spurred the discussion of equipping all law enforcement offi cers with body worn cameras. Although police accountability and transparency have been the resounding arguments, there are a number of other benefi ts of body worn cameras, such as sensitive evidence collection, recording of spontaneous utterances, documentation to ensure accurate reports, stronger court/case presentation, enhanced training scenarios, and liability mitigation.

Initially, about 25 patrol offi cers will be outfi tted with body worn cameras so that the equipment and processes can be tested. Collaboration with the vendor and State Attorney’s Offi ce will be necessary to develop procedures and controls.

Key Intended Outcomes FY 2014Goal

FY 2015Goal

KIOs and Goals for FYs 2016 and 2017 To Be Determined

City crime rate (crimes/100,000 residents—Calendar Year) 2,600 2,600

Resident rating of City eff orts to prevent crime (Resident Survey) — 92%

Resident rating of City Government for respecting religious and ethnic diversity (Resident Survey)

— 94%

Ratings of Quality of Life (Resident and Business Surveys) (Biz) 96% (Res) 96%

Number of students attending classes at Broward College at Coral Springs Academic Center

3,500 4,000

Coral Springs Charter School graduation rate 95% 95%

Coral Springs Charter School school grade A A


West Side Complex Public Safety Improvements


Operating Expenses: Existing

The City houses signifi cant public safety support operations in the Westside Complex, buried in the heart of the Corporate Park. This critical building serves as an operational support hub for Police, Fire, and Public Works fi rst responders to emergency events, including the Vehicle and Streets Maintenance Division personnel. Servicing, fueling, maintenance and staging activities take place at the Westside Complex. During signifi cant storm events, this location is the primary command center to mobilize street clearing and clean-up eff orts.

The Westside Complex Garage Facility is at signifi cant risk to storm damage itself. The building requires an intensive wind retrofi t upgrade, consisting of structural and non-structural retrofi tting of the roof and related structures, in order to meet current building codes. Additional protective measures need to be taken to ensure the continued use of this building during and after hurricanes and other signifi cant emergency events.

The Public Safety Training Center, located on the adjacent campus, is a site for the back-up of the City’s data center as well as a back-up for the Emergency Operations Center. Plans and funding options are being explored for these necessary public safety improvements. Preliminary funding in 2015 was used for initial surveying, storm water permitting, conceptual design, and security improvements. To assist in funding this eff ort a FEMA Pre-Disaster Mitigation grant application has been submitted.

Community Spotlight Pilot

Lead Department: Communications and Marketing


Our marketing and communication strategy has been to leverage all of the communication outlets available to us, in an eff ort to deliver information to City residents. In the past, these eff orts have been fairly localized – ads in local publications, broadcast on Advanced Cable/AT&T U-verse, and our quarterly magazine – all of which have helped us connect with our residents.

As the Downtown development progresses and our Economic Development outreach advances, there is a need to create a broader strategy. Our target audience now extends beyond the borders of our City. We have started implementing this strategy by enriching the content on our website and signifi cantly increasing our social media presence. We have had a diffi cult challenge in the area of television, however, because our cable services only broadcast within our city limits.

The video programming developed by this initiative would be broadcast on Becon TV, which delivers programming throughout South Florida, including AT&T U-verse, Direct TV, dish Network and Comcast – a much wider reach for our marketing plan.

Education Grants

Lead Department: City Manager’s Offi ce


To support and supplement the education eff orts of the Broward County Schools, the City is committing resources to assist area students. A program will be developed to provide fi nancial assistance to qualifying students and/or local schools that will encourage and sustain academic achievement.

Ongoing Initiatives

Community Paramedic Program (2015-2016)

Lead Department: Fire/EMS

Operating Revenue: $100,000 est.

The result of the Aff ordable Care Act and the expansion of Medicaid is an increase in demand for health care services. The goals of these new programs are to reduce the cost of delivering health care, improve the population’s health, and improve the quality of care. EMS (emergency medical services) is considered an essential resource in achieving these goals.

The nature of care provided by EMS nationwide has changed drastically since the early 1970’s when fi re based pre-hospital health care professionals began working on the streets. Increasingly, 911 emergency services are being accessed by individuals with low acuity medical issues, the chronically ill, by patients with no access to primary care, and by patients with behavioral health needs who fi nd themselves in crisis with no other way to access appropriate care. Invariably, many of these patients are transported by rescue to a hospital’s ER even though it may not be the most appropriate way to meet their needs.

As part of a Community Risk Reduction initiative, the Coral Springs Fire Department has placed in motion a Community Paramedic program based on best practices from several agencies throughout the nation to better meet the demands of our customers while maintaining a high quality of service.

The Coral Springs Fire Department Community Paramedic Program has been in place since March 21, 2015. An existing, experienced paramedic has been moved from the traditional 24 hour on and 48 hour off , to an 8 hour a day, fi ve days per week schedule. This paramedic has been tasked with conducting house visits to patients who traditionally have used the 911 system as their primary source of healthcare, or for issues that are not necessarily medical emergencies. Many of these patients simply are not aware that there are resources available to them other than the already taxed 911 system.


This program helps our citizens make better use of available emergency services and fi nd solutions to problems that are not typically related to emergency medical care (transportation, follow up care, medication management, food, housing, utilities, etc...) These patients are being directly assisted or referred to agencies that can assist them.

During the Community Paramedic two year pilot program, the Fire Department will be working with a select number of patients from four main groups:

• frequent callers or EMS loyal patients,

• frequent fall patients,

• patients who have special medical needs,

• patients discharged from area hospitals after being admitted for pneumonia, asthma, congestive heart failure, and other conditions.

Mobile Integrated Healthcare (2015-2016)


Capital Outlay: $30,000

A separate program under the Community Risk Reduction initiative is Mobile Integrated Healthcare, which utilizes an existing ALS-equipped (advanced life support) vehicle staff ed by one Coral Springs Fire Department paramedic and one registered nurse practitioner provided by a partner hospital.

The rescue vehicle is being outfi tted with an examination table and will be stocked with ALS supplies and equipment, as well as all the supplies commonly found in the fast track area of the hospital emergency room (stitching, stapling, diagnostic equipment, soft casting, etc...) The vehicle will eventually carry mobile diagnostic equipment such as a portable radiology machine and portable scanning equipment. A state of the art communication system will allow providers to interact with medical direction via telemedicine.

This rescue unit will bring mid-level medical care to our residents under a model of Assess, Treat, and Refer. Services provided will include treatment of low severity medical issues, such as basic wound care, x-rays for possible fractures, pediatric fever, and fl u-like symptoms. The nurse practitioner in the mobile unit will be able to prescribe medication and provide referrals to specialists for follow up.

This innovative health care delivery initiative will establish the Coral Springs Fire Department as an active partner in residents’ health care management, with an expanding presence in all stages of treatment including prevention and follow up.

Other community risk reduction initiatives include educational programs, like Safety Town, Baby Safe Sleep, Choices (distracted driving prevention), Prom Scare, and child seat safety inspections. In addition, there will be new programs for senior citizens such as stroke education and fall prevention as well as public awareness eff orts utilizing social media outlets.

Fire Stations 43 and 95 (2015-2016)


Capital Outlay: Voter-approved GO Bond (November 2014)

Fire Station 43 was erected in 1988, four years before Hurricane Andrew hit, and Fire Station 95 was built twenty years ago in 1995. Both stations were constructed before the Coral Springs Fire Department became a career force, and were only designed to house apparatus and gear, not full-time staff . The Fire Department long ago changed from a volunteer department to a full-time professional department in a city with a developing urban center.

Additional missions brought on by changing demands require the Fire Department to respond to emergencies not imagined when these stations were built, such as acts of terrorism and mass casualty incidents. Natural disasters also present a special challenge for ensuring our fi re stations weather these storms and preserve our Department’s ability to respond.

Architectural and engineering designs will be completed soon to rebuild Stations 43 and 95 to meet today’s challenges. The new designs ensure these stations meet the recommended safety requirements for the staff who live in the stations and accommodate male and female fi refi ghters with adequate sleeping and working areas to perform their jobs as emergency responders. In November 2014 voters approved a general obligation bond to fi nance the construction phase of these two fi re stations, scheduled to begin in early 2016.

School Resource Offi cers (2015-2016)


Operating Expenses: $150,000 (Reimbursed by School Board)

School Resource Offi cers (SROs) perform duties that promote positive relations between students and law enforcement offi cers, serve as liaison with school administrators, identify and prevent delinquent behavior, as well as other functions to create a safer school environment.

The Broward County School Board only provides fi nancial assistance for one SRO for every two elementary schools, requiring the SROs to split their time between two locations. This funding allows an SRO to be present full time at each Coral Springs elementary school.

CSI Building Renovation (2015-2016)


Capital Outlay: $63,744 plus Voter-approved GO Bond (November 2014)

The CSI (Crime Scene Investigations) Unit is a specialized civilian unit of the Coral Springs Police Department, processing crime scenes, including the documentation and collection of evidence. The evidence collected is brought back to and housed in the CSI building, where further in-depth forensic examination is conducted. The CSI Unit also provides assistance


to other agencies such as neighboring police departments, Broward Sheriff ’s Offi ce, and the State Fire Marshall’s Offi ce.

The CSI Unit is currently housed in a small, single-story building adjacent to the main, three-story Public Safety Building. This building has not been updated since its original construction in 2001, when it was built to accommodate a staff of eight. Since then, the volume of work has necessitated adding four additional Crime Scene Investigators. As a result of the increased staffi ng, additional work spaces were integrated into the offi ce area. Likewise, existing workspaces were consolidated to accommodate equipment acquired due to advancements in forensic sciences.

Such advancements, like those in DNA, have dictated the creation of dedicated areas to handle, document, process, and package evidence to lessen the potential for cross-contamination. Renovation of the current building will accommodate these dedicated areas, allowing staff to work on their cases simultaneously without the risk of cross-contamination. This expansion will provide dedicated evidence handling space and offi ce space, and will accommodate the equipment needed to keep pace with technological advancements.

Voters approved a general obligation bond in November 2014 to fi nance the construction of a second fl oor to the current CSI building and renovate the existing space. Capital funds are being programmed to purchase furnishings and equipment.

Safety Town (2015-2016)

Lead Department: Parks and Recreation

Capital Outlay: Voter-approved GO Bond (November 2014)

During the school year, Safety Town hosts about 2,500 kindergarten children from public and private schools throughout Coral Springs. Kids have the opportunity to learn safety, pedestrian and bicycle safety, how to cross the street safely, stranger danger and more. There is no charge for the school children.

The current Safety Town trailer is over 18 years old and in dire need of replacement. Voters approved the funding needed to replace the current Safety Town module with a permanent structure. The design work is nearing completion with site work and construction to begin in September 2015.

In addition, the City received a $250,000 state grant to off set operational costs of the program. These funds will be used to provide a comprehensive early childhood, hands-on safety education program designed to introduce all kinds of safety situations to children between the ages of 4 1/2 and 6 1/2.

Multi-cultural Events (1995-2016)

Lead Department: Human Resources


Each year, the City promotes a number of events and programs to strengthen the ethnic, religious and cultural

bond within the community. By focusing on diversity and respect, we become stronger as an inclusive community and add value to our lives through understanding, acceptance and appreciation of others. These events and programs are designed to appeal to every segment of the population from students, teachers to families and businesses.

In Fiscal Year 2016, the following events and programs are anticipated.

• Martin Luther King, Jr. Celebration. The highlight of this year’s celebration will be the installation of a permanent memorial at the Northwest Regional Library in honor of Dr. Martin Luther King, Jr., which will be a historic milestone, making it the fi rst of its kind in Broward and Miami-Dade counties.

• CommuniTea

• Celebration of International Day of Peace will be held in conjunction with the ground breaking for the MLK monument on Monday, September 21, 2015, the actual date of the International Day of Peace.

• International Dinner Dance

In addition, diversity/leadership programs will be conducted in elementary, middle and high schools to raise awareness and respect for diff erent cultures, religions and disabilities, with special emphasis on anti-bullying.

Teen Political Forum (2008-2016)



The purpose of the Teen Political Forum is to have city and county elected offi cials enlighten students with their personal experiences and address teen issues of interest, concluding with a Q & A from the student audience. This is a great opportunity for students to talk directly to elected offi cials and feel that their voices are heard. A Steering Committee, made up of select high school students, plans and implements the program, under the supervision of City staff , which further develops their leadership skills.

The event is open to all high school students who live in Coral Springs or who attend local high schools: Coral Springs High, Marjory Stoneman Douglas High, Coral Glades High, Coral Springs Charter, J. P. Taravella High and Coral Springs Christian Academy. Service hours are off ered for attending the Forum. Students who are home-schooled or attend private schools and live in Coral Springs are also welcome.

Two years ago we introduced incentives to help attract attendees, with great success. The high school with the largest attendance at the event is off ered a trophy as well as a $1,000 check donated by Waste Pro. Students are also treated to free food donated by local restaurants. This helped to attract around 950 students to the 2014 event and more than 1,700 students to the 2015 event. At least 100 students had to be turned away because the event was over-capacity. We are now faced with the challenge of accommodating a similar crowd for the upcoming event in 2016.



New Initiatives

Economic Development Marketing Strategy

Lead Department: Economic Development Offi ce


An economic development marketing campaign will be designed and implemented to foster growth in Coral Springs. The goals of the campaign will be to attract new and expanding business, recruit and retain a talented workforce, and attract retail development. Elements of the strategy will be the creation of an Economic Development offi cial website, integrating Zoom Prospector, targeting conferences, trade shows, and events to promote the City, co-hosting Chamber of Commerce events, and increasing new lead generation through social media marketing outreach.

Downtown Water and Sewer Improvements

Lead Department: Public Works

Capital Outlay: $2.48 million

In preparation for development in the Downtown area, many water and sewer improvements are planned to begin in Fiscal Year 2016. In order to support the Municipal Complex, a new wastewater pump station, as well as water and sewer lines, will be installed on NW 94th Avenue from NW 31st Court to Sample Road. In addition, existing water and wastewater main lines along Sample Road from University Drive to Coral Hills Drive will be upgraded to replace aging infrastructure. These improvements, to be carried out over the course of the next two years, should begin before construction of the new Municipal Complex along with the Sample Road work to minimize costs and avoid disruption after completion of the new facility.

Corporate Park Improvement District

Lead Department: Economic Development Offi ce

Operating Expense: $20,000

The Economic Development Offi ce (EDO) will create a partnership among the City, property owners, businesses and other organizations in the Corporate Park to create a Business Improvement District (BID) under Chapter 189 F.S. The purpose of creating a BID is to stabilize and improve the Corporate Park, through promotion, management, marketing, and other similar services.

The EDO will schedule individual meetings with all Corporate Park property owners to talk about their vision for the Corporate Park and start building a relationship. In addition, the EDO will host two Corporate Park improvement meetings to educate property and business owners on Business Improvement Districts and how a BID can enhance the Corporate Park. The purpose of the outreach is to ensure that property and business owners understand the benefi ts of a BID and feel included from the beginning of the process. Funding will be used to complete an assessment methodology report. The report will identify necessary improvements and additional costs.


FY 2015Goal


Business rating of the image of the City (Business Survey) 96% —

Net new taxable value as % of Total Taxable Assessed Value (BCPA)above the average of six

comparison cities

Coral Springs’ June unemployment rate below State below State

Retail vacancy rate (CoStar Jan-Mar report) 9% 9%


Business Tax Process Improvement

Lead Department: Development Services

Operating Expense: Existing

The City’s Code of Ordinance, Chapter 10 – Local Business Tax Receipts and Business Regulations, governs how the City monitors business activity and helps generate funding for services used by businesses, such as police, fi re/EMS and other City services. The ordinance requires, among other things, that new businesses must be in compliance with all building and zoning regulations. Survey results and other feedback from businesses, property owners, and staff indicate improvements are needed in the process businesses go through to have their business tax applications approved by the City. A Business Tax Committee (BTC) was formed in the third quarter of Fiscal Year 2015 for the purpose of evaluating this process and making recommendations to improve effi ciency and make the process more business-friendly. The initiative will benefi t the present and future business community by making the application process more streamlined, easy to understand, and simple to navigate.

The BTC is a cross-functional team made up of representatives from Code Compliance, Community Development, Building, Fire, Police, Economic Development Offi ce, Information Technology, Management and Budget, City Attorney’s Offi ce, and Communications and Marketing. Ultimately, representatives from the business community, including the Chamber of Commerce and Building Focus Group, will be invited to respond to the fi ndings and provide input to any changes being proposed. It is important to educate the property owners and leasing agents of any changes as well.

The Committee’s scope for this eff ort includes reviewing policies and procedures, records management, communication fl ow, inspections involved, timing of revenue collection, and potential ordinance changes to the City’s Code. The team structure and work schedule will be reviewed including any Code cases that may result due to inspections of new businesses. This scope is limited to commercial businesses and does not include home-based businesses.

Many improvements are expected. We expect to reduce processing time for new business tax applications as a result of a more streamlined process. Business survey results should improve, as the City will be able to better communicate to our business customers early in the application process as to compliance and safety concerns within the building they plan to occupy. Ultimately, this eff ort will make the City more attractive to potential businesses due to a reputation as a government that is business-friendly and business-focused.

Ongoing Initiatives

Business Recognition and Appreciation (2011-2016)

Lead Department: Economic Development

Operating Expense: Existing

In January 2011, the City Commission requested that staff develop a Business Recognition Program to acknowledge companies that have been doing business in Coral Springs for more than 20 years. Commission also discussed a renewed eff ort toward this program at the April 2015 strategic planning session.

Periodically, groups of businesses are recognized at City-sponsored Chamber of Commerce events or at City Commission meetings. Recognitions take place throughout the year as the City strives to acknowledge and appreciate long-standing local businesses.

Long-time business owners are encouraged to provide their contact details so they may receive a special recognition that celebrates their long history in the City and contributions to the community.

Downtown Redevelopment (2013-2016)


Partner: Community Redevelopment Agency (CRA)

Capital Outlay: $3.6M (Economic Recovery Zone funding 2010)

During Fiscal Year 2013, the City began to explore alternatives for the best use of the Downtown area in terms of public gathering opportunities, future activities, and the connectivity between the public and private spaces with the ultimate goal of creating a sustainable Downtown. As an on-going eff ort, the City will continue discussions of the anticipated gateway hub, amphitheater and other civic uses within the Downtown.

The City and CRA have enumerated and prioritized the infrastructure improvements that will occur in the downtown area in order to support future development. These improvements include the installation of a turn lane on Sample Road, the redevelopment of NW 31st Court into the ArtWalk, NW 32nd Street and NW 94th Avenue streetscaping, water and sewer upgrades, and road resurfacing. The aim of the enhancements is to provide an infrastructure which will create a “sense of place” that residents and commercial owners have been seeking for the past several years.


Municipal Complex (2007-2016)


Capital Outlay: $18 million (plus $10 million FY2015 CIP)

The existing City Hall (North) was built in 1967. It was originally built as a real estate sales center, and not designed to serve as a municipal complex. The City moved its operation to the site in 1976, intending to use it as a temporary location. The facility is outdated and functionally obsolete. Among its many defi ciencies include a lack of energy effi ciency, failure to meet many modern ADA accessibility standards, signifi cant security and life safety limitations, not hurricane-resistant, and lack of suffi cient parking and public meeting space.

Approximately 5.9 acres have been assembled to accommodate a new Municipal Complex and associated uses on the south side of Sample Road. Existing buildings (City Hall South and bank drive-thru) have been demolished.

To date, an architect has designed the architectural and engineering aspects of the Complex, an in-house construction project manager has been hired to shepherd the project, a comprehensive space plan has been developed, and initial fi nancing has been secured. The architect, Song & Associates, presented the Commission with their conceptual design for the Complex. The Commission approved the concept and retained Song & Associates to complete the design and engineering. A schematic design has been completed and presented to City staff and construction drawings are underway. In addition, the City Commission approved a 600 space parking garage for the site.

In the fi rst quarter of Fiscal Year 2016, the design will be completed, fi nalizing construction documents for both the building and parking garage. All necessary permits will be obtained, and a contractor will be hired. Construction is scheduled to start in late 2015.

Realtors’ Summit (2015-2016)

Lead Department: Economic Development Offi ce (EDO)


In order to promote the City and foster economic growth, an outreach program is being developed to ensure the real estate community has all the information it needs to adequately market the City of Coral Springs. A real estate forum or similar platform will be held on an annual basis, in a concerted eff ort between EDO, City Manager’s Offi ce, and the Community Redevelopment Agency. The purpose of the forum is to strengthen Coral Springs’ ties with all stakeholders to include, commercial realtors, business owners, and developers in order to make the City attractive for mutually benefi cial economic development activities.

Traffi c Management (2010-2016)



The Transportation Improvement Plan for Fiscal Year 2016 shows the eff orts planned or underway to ensure acceptable levels of service and safe driving conditions are maintained in the City. The Traffi c Management Team meets monthly to address issues pertaining to the safe and effi cient use of the roadway network. Projects include traffi c calming, road resurfacing, turn lanes at intersections, as well as pedestrian and bicycle infrastructure improvements.

In 2015, the Downtown Pathway project began construction, with the use of a Federal Transportation Enhancement grant. Traffi c calming was not funded in Fiscal Year 2015, putting on hold the repair or replacement damaged devices. In Fiscal Year 2016, $40,000 will be used to purchase speed cushions. Ongoing maintenance of signage and thermoplastic used for pavement markings and chevrons is needed to make speed humps more visible. Speed cushions will be replaced in the following areas:

• NW 39th Court, Coral Hills to Coral Springs Drive

• NW 20th, 21st Street and Shadow Wood Blvd. in the Ramblewood neighborhood.

The City will work with the County on signal improvements to enhance mobility and connectivity at several of the City’s major intersections. This initiative will be funded and implemented by the County Public Works and Transportation Department. Broward County is planning several improvements including updated traffi c signal synchronization and the installation of new mast arms with pedestrian countdown signals (see Short Range and Long Range Maps).

City staff will work with the MPO (Metropolitan Planning Organization) to implement projects that improve regional connectivity, including the extension of the Sawgrass Expressway east to I-95, and to ensure that federal funds for the Gateway Mobility Hub, located at Sample Road and University Drive, become available in 2016. City staff will work with the NW City Planners Consortium to secure funding through the MPO and Broward County to perform a “Congestion Management/Livability Planning” eff ort along Sample Road and the MPO’s Education Corridor Transit Study to review options for additional transit services connecting downtown Coral Springs and Broward College with other educational institutions in the region. City staff will continue to monitor development within the Downtown LAC (Local Activity Center) to determine traffi c impacts of new development and will monitor the ongoing development within the “Wedge Area” of Parkland.


Long-Range Transportation Improvement Plan

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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)

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40-Year-Old Building Inspections (2006-2016)



Operating Revenues: $6,900 est.

In January 2006, Broward County adopted a 40-Year-Old Building Safety Inspection Program, the goal of which is to minimize the public’s exposure to safety hazards caused by aging, dilapidated structures. This County program requires structural and electrical safety inspections be conducted on large (3,500 square feet or larger) commercial and multi-family buildings that are 40 years old or older and every ten years thereafter. Exempted from this program are single-family residences and duplexes, federal and state buildings, Broward County schools, buildings built on Indian Reservations and buildings under 3,500 square feet.

The City’s Building Offi cial receives a list of the buildings meeting this program’s criteria every year from Broward County and a Notice of Inspection letter is sent to each applicable property owner. The property owner has 90 days to submit structural and electrical safety inspection reports from an architect or engineer to the Building Division for review, incurring a $300 review fee. In the event that repairs are necessary, the owner has 180 days from the date of the building inspection report in which to correct the structural and electrical defi ciencies that pose an immediate threat to life safety.

Since the inception of this program, the City has provided a Notice of Inspection letter to 250 building owners. Of these, 157 buildings have come into compliance. The next phase of this program will be to obtain greater compliance through the use of Special Magistrate hearings. This initiative is being highlighted again this year to ensure all buildings subject to this Broward County requirement are in compliance.

Electronic Permitting Feasibility Study (2014-2016)



The Building Division is committed to providing the best service to its customers. The purpose of electronic permitting, or E-permitting, is to streamline the permitting process, while facilitating development in the City.

Broward County is working on streamlining the permitting process across the county and is the lead facilitator in helping local municipalities move toward electronic submittals.

Staff has researched the many software products available and attended vendor workshops. Staff has reached out to neighboring cities to understand current best practices, attending their on-line permitting launch meetings. The goal for Fiscal Year 2016 is to conduct further research and develop a migration plan from the traditional paper process to an electronic process. We will continue to work with Broward County as they develop their E-permitting process and platform.



New Initiatives

Expand Senior Programming


Grant Funding (CDBG): $45,569

Operating Expenses: $18,000 (off set by $10,000 add’l revenues)

With the aging of our general population, today’s mature resident is seeking out opportunities for continued education and lifelong health and fi tness. This had led to an increased demand on the City’s senior programming. Currently, the City off ers a variety of health, fi tness and education classes free of charge to Coral Springs seniors. We are one of the few cities that off ers 100% free classes. Tai Chi is one of the most popular off erings, as is yoga. Many of these classes reach capacity, with seniors signing up on a wait list to attend.

This funding will allow the City to hire more instructors, off er additional classes, and accommodate those currently on waiting lists. Also in the works are more classes at the Senior Center with the goal to educate seniors on how to prevent fraud, as well as techniques to improve their health through better nutrition. Charter buses will be rented in order to off er seniors a transportation mode for longer trips to destinations further away than our current city-owned buses can accommodate.


FY 2015Goal


Resident rating of appearance of Parks and Recreation facilities (Resident Survey) — 96%

Youth volunteer hours (Volunteer Services report) 18,000 18,000

Athletic league participation 8,100 8,100

Sports Commission: Number of room nights 3,600 4,000

Number of riders on intracity bus routes 90,000 90,000

AARP Network of Age-Friendly Communities



City staff will explore the possibility of applying to be an AARP Network of Age-Friendly Communities. The purpose is to make Coral Springs a community that educates, encourages, promotes, and recognizes improvements to become more supportive of not only older residents, but residents of all ages.

Staff will explore the requirements of applying for the AARP Network Community. Staff will contact communities who have gone through the process successfully and also communities that are currently in the process. Staff will explore what costs if any are involved, what are the benefi ts of becoming an AARP Network Community, how long it will take to complete the process and how much staff time will be involved. At the end of the Study, staff will make a recommendation to either proceed with the application or not.


Forest Hills Boulevard Pedestrian Lighting


Grant Funding (CDBG): $365,000


To enhance the quality of pedestrian lighting along Forest Hills Boulevard, 86 pedestrian light poles will be installed every 100 feet. The existing sidewalk around the Boulevard circle is a popular place for pedestrian activity. This project’s goal is to provide a well-lighted pedestrian walkway encompassing the Forest Hills Boulevard circle so that residents may use it at night, allowing for a better sense of safety by enhancing the natural surveillance and overall safety of the sidewalk and roadway. The improved lighting is necessary for increased observation from civilians and to ensure the ability of the police department to monitor activity at night.

Design was completed in Fiscal Year 2015 with use of CDBG funds. In Fiscal Year 2016 construction will begin near Forest Hills Elementary and work south around the circle.

City Day of Service



The City will rally residents, businesses, and community stakeholders to directly impact the quality of life in Coral Springs. Through community outreach eff orts, City employees will engage others to make a positive contribution through existing community programs that can bring joy to our world. Gathering goods, services, and new toys for those in need will create a unifi ed sense of accomplishment while promoting good will throughout the City. Funds would be used for event promotion materials, supplies, refreshments, t-shirts for volunteers, and any additional needs.

Existing City-sponsored programs will benefi t from the community outreach to neighborhoods for items required for Thanksgiving baskets and the City Hall in the Mall Giving Tree project. Events will include both City employees and volunteers from the community.

On-Line Class Registration



Recreation class information is available on-line and the City is working to enable registering for these classes on-line as well. Already, this fast, easy, safe and convenient service is operational for dance classes. The system allows users to complete and sign all required forms as well as pay for classes. Residents may also continue to register and pay in person at the Gymnasium.

Cypress Park Artifi cial Turf Fields



The two artifi cial turf fi elds at Cypress Park will be twelve years old next year. These fi elds, used year-round, are starting to deteriorate. The seams are pulling apart and there are holes in the artifi cial turf carpet. Patches have been made but going forward, only a complete replacement of the entire turf carpet, along with the rubber in-fi ll, will keep these fi elds in playable condition.


Ongoing Initiatives

Aquatic Complex 50 Meter Pool


Capital Outlay: $1,500,000

The Coral Springs Aquatics Complex was built in 1990 and the 50-meter pool was part of the initial construction. Due to the heavy use and age of the pool, a number of cracks and leaks have developed, resulting in loss of water. Additionally, staff is recommending raising this pool one additional foot, from four feet to fi ve feet, which will assist in attracting more nationally recognized events due to the mandate changes regarding minimum water depths by many of the governing bodies since the facility was built. With the upgrade of the pool, additional updates to the pump system and water lines will need to be made in order to handle the additional water in the pool.

To continue off ering Olympic divers and swimmers from all over the world a premier aquatic and training facility, the City will reconstruct this mainstay of the Aquatic Complex. A design-build is planned for this project and timing conscientiously scheduled to minimize disruption and service hours of this popular City amenity.

Playground Equipment Replacement (2012-2016)



This program enacts a plan to ensure that playground equipment in all City parks is replaced every 15 years. There are currently 33 playgrounds throughout the City in neighborhood and Community parks. All playground equipment and surfaces are inspected regularly by maintenance staff and a certifi ed playground inspector to assure continued safety, as well as to meet all the updated Americans with Disabilities Act requirements for playgrounds.

Because playground equipment has a life expectancy of about 15 years, the City has created a schedule that provides for replacing the equipment over that time frame. This program allows better planning of the funding of the equipment. Every year, as funding is available, equipment at designated parks is scheduled to be upgraded. The plan for Fiscal Year 2016 is to replace the equipment at the Forest Hills playground.

Downtown Pathway (2012-2016)


Federal Transportation Enhancement Grant: $545,000

CDBG Funding: $30,000 (FY14)

In 2011, the MPO (Metropolitan Planning Organization), awarded the City a Transportation Enhancement grant for construction of the Downtown Pathway. This project will construct a pathway along Ben Geiger Drive (NW 29th Street) and Coral Hills Drive. The goal is to improve access to local social service agencies, schools, places of worship, and medical facilities. This pathway will be suitable for pedestrians and bicyclists with direct access to Downtown.

The project encompasses native landscaping, pedestrian lighting, and areas for public art. Design was completed and approved by FDOT (Florida Department of Transportation) in 2014.

City funding was used to construct a portion of the Pathway within an easement provided by the Harbor Chase Assisted Living Facility, located on Ben Geiger Drive.

Drowning Prevention (2007-2016)

Lead Departments: Fire/EMS, Communications and Marketing


Drowning is a leading cause of death among kids and, in Florida, is the number one cause of death in children under age four. Too many families in and around Coral Springs have experienced this unimaginably horrible family tragedy. In a majority of the drowning deaths, the child has been seen fi ve minutes or less before being missed and subsequently found in the pool. The City makes it a priority to heighten community awareness and focus on prevention eff orts.

The Coral Springs Fire Department, together with various local partners, administers a program called “Watch Your Kid, You’ll Be Glad You Did”. This eff ort presents educational sessions to a wide range of community groups to raise awareness and provide pool safety instruction. A special eff ort is directed toward educating local grandparents on pool safety for their visiting grandchildren. As part of the Safety Town initiative, training devices have been obtained to allow residents to practice providing CPR and using AEDs. Training mannequins are brought to all outreach events to provide as many practice opportunities as possible. Many other programs, such as Sleep Safe and Car Seat Safety installations, are utilized to further drowning prevention eff orts.



New Initiatives

Residential Construction Mitigation Grant


Capital Outlay: $200,0000 Grant Funded

The residential construction mitigation program is a competitive grant provided by the State of Florida’s Division of Emergency Management through the Division’s Bureau of Mitigation. The program provides funding to local governments to support programs intended to improve hurricane preparedness and reduce loss from a hurricane for residential units through a home repair grant program. Funded activities include retrofi ts, inspections, and construction or modifi cation of building components designed to increase a structure’s ability to withstand hurricane-force winds.

This program will work in conjunction with the City’s existing Home Repair program. The mitigation funds will be leveraged with other City programs, including SHIP, CDBG, and HOME by funding simultaneous mitigation retrofi ts on homes undergoing repairs. These funds will provide homeowners with needed repairs that will allow for insurance discounts for certain mitigation features. The additional funds will allow the City to assist more home repair applicants each year.

Franchise Fees for Residential C&D Waste


Operating Revenue: $50,000 est.

In 1993, the City established the residential C&D (construction and demolition) license process, removing the service from the exclusive franchise agreement with Waste Management. Haulers may obtain an annual license in the amount of $3,000 to haul and dispose of construction and demolition materials generated at either single or multi family properties, which, in most cases, involves the use of roll-off containers. The C&D materials are currently exempted from the solid waste franchise, currently held by Waste Pro.

In Fiscal Year 2015, there are only three licensed residential C&D haulers: Waste Pro, Waste Management, and Southern Waste Systems. A non-exclusive franchise fee consistent with the general provisions of the Waste Pro agreement would level the playing fi eld, allowing the City to direct the residential C&D material to maximize recycling and gain rebates, as currently framed in the Sun-Bergeron disposal agreement. The license process would be administered through the Building Division to ensure General Contractors are provided with the most current list of approved haulers. The reporting of the monthly tonnage activity and collection of the franchise fees would be managed through Public Works and Finance. The City would direct the disposal of the residential C&D materials to Sun-Bergeron, benefi ting from the associated recycling tonnages, and gaining recycling rebates.


FY 2015Goal


Ratings of cleanliness of City streets and public areas (Resident and Business Surveys)

(new Biz) 93%

Ratings of City eff orts at maintaining quality of neighborhoods (Resident and Business Surveys)

(new Biz) 85%

Fuel consumed by City operations (diesel and unleaded) 405,000 400,000

Pounds of recycled materials per capita 110 110


Pine Ridge Drive Resurfacing



As part of ongoing eff orts to resurface City roads between the twentieth and twenty-fi fth year of useful life, Pine Ridge Drive, from University Drive to Riverside Drive, is slated for resurfacing in Fiscal Year 2016.

If the roads are not resurfaced, there is accelerated deterioration of the asphalt surface and gradual deterioration of the road base. As a result, the City could incur greater expenses in the future.

Future years are listed in the Road Resurfacing Master Plan maintained by Information Technology, to be updated by the Pavement Management study performed in 2015.

Ongoing Initiatives

CDBG Action Plan (2011-2016)


FY 2016 CDBG Allocation: $637,128

Each year, the City is required to complete an Action Plan as a part of the Community Development Block Grant (CDBG) program, provided through the Department of Housing and Urban Development. The plan describes specifi c projects and activities the City will undertake in the coming year to address priority needs identifi ed in the 2015-2020 Consolidated Plan. These priorities include providing a suitable living environment, providing decent and aff ordable housing, and expanding economic opportunities. The City’s fi ve-year Consolidated Plan to be approved for Fiscal Year 2016 will provide the framework for the City to identify housing, homelessness, community and economic development needs and resources. The strategic plan will be tailored to meet those needs.

The program allows the City to utilize grant funds for capital improvement projects in the City’s low- to moderate-income areas which otherwise would have to be paid through the City’s Capital Improvement Program and allows 15% of the funding for public services (senior and youth programs). The following projects are listed in the Fiscal Year 2015/2016 Action Plan.

• Forest Hills Pedestrian Lighting: $365,000

• Home Repair: $49,134

• Youth Scholarship Program: $50,000

• Senior Recreational and Functional Training: $33,000

• Senior Recreation and Therapeutic Program: $12,569

• Planning and Administration: $127,425

Waste Transfer Station Improvements (2014-2016)


Capital Outlay: $71,500 (Solid Waste Fund)

The Waste Transfer Station, located at NW 126th Avenue and Wiles Road, accepts bulk trash, yard waste and source-separated recyclables during its operating hours on the weekends and designated holidays. On the fi rst Saturday of every month, the transfer station also accepts paint, fl uorescent light bulbs, and electronic equipment delivered to the station by residents. This is a free service for residents of Coral Springs.

The purpose of this project is to make the facility more user friendly, which is being driven by the introduction of household hazardous waste collection in 2014, as well as aesthetic improvements due to the construction of a new private commercial entity on the eastern boundary of the transfer station.

For Fiscal Year 2016, planned improvements include the construction of an alley as well as some stormwater improvements. Future work will involve improving traffi c circulation patterns, constructing an interior service road along the adjacent commercial property, completing stormwater improvements, and construction of perimeter walls. In addition, security cameras are proposed to monitor illegal dumping outside the gate and unauthorized access by commercial vehicles. Funding for these improvements comes from the Solid Waste Fund.


Meadows and Dells Stormwater Improvements (2014-2016)


Grant Funding: $130,000

There is an urgent need in The Meadows neighborhood, and The Dells neighborhood, to provide more storage of stormwater run-off during and after signifi cant weather events. The City received State legislative appropriations funding to install catch basins and drainage piping, and to grade swales. These enhancements will also increase the effi ciency by which stormwater is removed, and increase the quality of the stormwater prior to discharge to receiving water bodies (the Sunshine Water Control District canals, the C-14 canal, and ultimately the Atlantic Ocean.)

This project will re-establish swale storage and conveyance in the neighborhoods to eliminate standing water and provide fl ood mitigation for up to a 100-year, three day storm event. The plan is to have a system in place that is designed to take the full load of a 3 day storm without impacting the roadways (potentially impacting emergency services), providing fl ood mitigation for up to a 100-year three day storm event. These eff orts will also have a positive environmental impact on the water quality of the region by reducing pollution runoff and recharging groundwater levels.

Recycling Education Eff orts (2014-2016)


Operating Expense: Existing (Solid Waste Fund)

The City adopted a goal of achieving a citywide 75% recycling rate by 2020. This goal was driven in part by the State of Florida’s 75% recycling goal established by the State Legislature in 2008 as part of House Bill 7135 (Energy, Climate Change, and Economic Security Act). Many steps have been taken in order to maximize progress towards achieving the City’s goal.

In December 2013, residents received a blue 65 gallon recycling cart which is serviced one time per week. Multi-family residences have dedicated recycling carts and/or dumpsters. All recyclable items can be commingled. Household recyclable items include:

• Plastic bottles and jugs (no caps)

• Plastic dairy tubs (yogurt and margarine, etc...)

• Plastics coded #1-7

• Steel and tin cans

• Corrugated cardboard (limit 18”X 24”)

• Glass bottles and jars of all colors

• Newspapers

• Catalogs and magazines

• Junk mail

• Phone books

• Cereal boxes

• Aluminum cans

• Clean paper

• Milk cartons and juice boxes

The City receives revenue from the sale of recyclables from the processing facility, Sun-Bergeron, based on the amount and composition of materials. Contamination causes Sun-Bergeron to downgrade the materials, diminishing City revenues.

Education eff orts are underway to avoid any items in the recycling cart that are not acceptable as part of the recycling program, such as household garbage, clothes, packing materials, and plastic bags. Additional eff orts are aimed at increasing the recycling participation at multi-family residences.

The City has partnered with Waste Pro to off er a recycling incentive program that provides residents coupons for discounts at local businesses. A survey was conducted to gauge residents’ satisfaction and gather input to improve this program. Continued monitoring is needed to determine the success of this incentive program.


Infl ow and Infi ltration Rehabilitation (2012 -2016)


Capital Outlay: $1,000,000 (Water and Sewer Fund)

The City will continue repairs of vitrifi ed clay sanitary sewer lines that may be cracked or damaged, allowing rain and ground water to seep in (infi ltrate). As this enters the sewer system, it travels to a Broward County wastewater treatment facility where charges are incurred for treating the additional ground water, thus increasing our wastewater treatment costs paid to Broward County.

Generally, the work includes joint testing and grouting, relining of defective or cracked main line and structural defective segments of the sewer lines. Structural defects can cause collapsed pipes and interrupt service to our residents. Rehabilitation of the sanitary system will also prevent sanitary sewage from entering the ground water and will prevent sanitary spills from occurring in the future.

Humane Unit (2015 -2016)


Capital Outlay: $30,000 (Allocated in FY 2015)

The Humane Unit is a specialized civilian unit of the Coral Springs Police Department. The Unit consists of three members whose primary responsibility is to enforce the City ordinances, codes, and state statutes regarding animal issues. The members respond to citizen complaints regarding stray and injured animals and animal bites. They conduct all the care and feeding duties for impounded animals and supervise general maintenance of the retention facility.

The Unit is housed at the Westside Complex, consisting of an offi ce building, a portion of which is needed for cat cages, and an attached building to house dogs. The offi ce area is a 10’x 10’ room. This room holds all three members’ work stations and the space is not suffi cient for current operations.

The oldest area of the structure is the dog runs. This area consists of eight runs, which are not heated or air conditioned. Future added storage needs should be considered to store supplies such as dog food and other supplies to run the facility, such as cleaning and animal care items. Design of a new facility is underway. Construction fi nancing alternatives are being explored in conjunction with the West Side Public Safety Improvements initiative.



New Initiatives

APWA Accreditation in Public Works



The purpose of the American Public Works Association (APWA) accreditation program is to provide a means of formally verifying and recognizing the Public Works department for compliance with industry best practices. The objectives are to:

• Conduct a self-assessment,

• Compare current practices with best practices from the United States and Canada,

• Recognize good performance and incentives to improve processes,

• Increase the spirit of professionalism and pride within Public Works.

The self-assessment is a valuable tool for determining how Public Works’ procedures and processes compare to recommended practices identifi ed by nationally recognized experts. Public Works will be able to benchmark and observe models for developing or improving existing practices to enhance performance, increase productivity, and to strengthen employee morale.

There are currently 99 accredited and provisionally accredited Public Works departments across the United States and Canada. Of these, there are eight in Florida, and none in Broward County. Staff will complete an application in Fiscal Year 2016. A site visit would be planned for Fiscal Year 2017.

Health Plan Administrative Modifi cations


Operating Expenses: $27,140 (Health Fund)

The City’s health care plan administrator, CIGNA, recently acquired Choicelinx, which provides benefi ts enrollment and streamlined eligibility administration services. To fully leverage this solution and eliminate entry of eligibility data into separate benefi t service provider websites, we plan to establish a secure electronic data transfer process (vendor interface) with non-CIGNA benefi t service providers.

There are many advantages to utilizing this new service. It provides a high level of integration with the CIGNA network service providers and related tools available through MyCigna.com. It enables employers to push eligibility data and enrollment changes to benefi ts service providers electronically and securely on a weekly and/or daily basis. It off ers a secure online environment, and streamlines new enrollments, annual enrollments and life event changes that impact employee benefi ts coverage.

In addition to the online enrollment system, the City will also receive centralized call center support to assist employees with enrollment questions and provide the option to enroll by phone if preferred over the online experience.

This solution will greatly improve our benefi ts administration function and will enable the City to achieve a higher level of seamless benefi t data integration with service providers. More importantly, the centralized administration of eligibility data through Choicelinx will eliminate redundant manual data-entry tasks that requires staff to enter changes through multiple benefi ts service provider websites and the payroll system. Additionally, the system provides advanced workfl ow management options and robust reporting capabilities through a common platform.


FY 2015Goal


Satisfaction ratings with City communications (Resident and Business Surveys)

(Biz) 95% (Res) 95%

Employee satisfaction rating (Employee Survey) 92% 92%

Maintain AAA bond ratings AAA AAA

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

(Biz) 55% (Res) 80%

Ratings of customer service (Resident and Business Surveys) (Biz) 95% (Res) 95%


Coral Springs Regional Institute of Public Safety


Operating Expenses: $61,000 (Fire Fund)

In 2014, the Coral Springs Regional Institute of Public Safety (CSRIPS), also known as the Fire Training Academy, obtained its accreditation status through the Council on Occupational Education. Through this accreditation and through articulation agreements with Broward College and Columbia Southern University, students enrolled in CSRIPS will be able to transfer courses attended with us to one of these other institutions for college credit.

In addition, CSRIPS is pursuing Federal Title IV funding which will allow our students to qualify for and use various funding sources, such as PELL Grants, Pre-Paid College, Federal Financial Aid and other approved college loans.

A full-time administrator will be put in place to provide a high caliber of oversight for these new processes. Additional educational institution partners will be sought for articulation agreements, to allow our students to receive credits when transferring to another school to complete a degree. Being able to off er these new advantages to students should lead to increased enrollments, thus increased revenue for CSRIPS.

Ongoing Initiatives

Misdemeanor Diversion (2015-2016)

Lead Department: City Attorney’s Offi ce


The City off ers non-violent fi rst time off enders an opportunity to participate in a Misdemeanor Diversion Program. The purpose is to rehabilitate fi rst time off enders and mitigate the potential negative consequences on a person’s livelihood from the creation of a court case.

When a defendant is issued a Notice to Appear in County Court for a qualifying off ense, an information sheet is given to them outlining the program. The person must contact the City Attorney’s Offi ce within three business days from the issuance of the Notice to Appear. The City Attorney’s Offi ce reviews the case fi le and makes a fi nal determination if the off ender qualifi es for the program. If so, defendants must attend a rehabilitative instructional program and pay a required fee. Upon successful completion of the program, the off ender’s case will be closed and will not be fi led in court.

Network Security (2015-2016)

Lead Department: Information Technology


The results of a March 2015 security audit of the City’s information technology pointed out multiple vulnerabilities that exist within the City’s computer network. These vulnerabilities appear in applications in which the current fi rewalls are unable to detect. Next steps involve a comprehensive review of the alternative remedies and complete cost-benefi t analyses of each option.

One option currently being explored is a true NGFW (next generation fi rewall) that will remedy these vulnerabilities as well as prevent data leakage of personal and confi dential information. The benefi ts of implementing a NGFW solution will provide the City with a level of visibility into breaches from malicious attacks or software we currently do not possess. As the threat landscape increases, it is imperative the City’s IT department maintain state-of-the-art fi rewall protection mechanisms to ensure data integrity and availability.

Compensation Study Phase II (2015-2016)



Last year, Human Resources hired an external consultant to conduct a compensation study. Evergreen Solutions performed a comprehensive review of non-union job descriptions and pay ranges. As part of the study, they issued and analyzed a regional market survey, and evaluated compensation policies and practices. Once recommended actions are reviewed and prioritized by senior management, cost impact scenarios will be formally developed and a phased implementation process may be needed to address all adopted changes.

The City expects employee satisfaction related to total compensation will show improvement following the implementation of the compensation consultant’s recommendations. The City’s ability to recruit higher skilled workers with specialized skills will also improve. Employees will feel more valued and recognized for their contributions because they have confi dence in the competitiveness of the City’s compensation system.


Enterprise Software (2013-2016)


Capital Outlay: Allocated in FY2014

In Fiscal Year 2013, the City began the planning phase to modernize the current enterprise software application (i.e., Sungard H.T.E.) or replace it with a diff erent enterprise resource program (ERP). The goal is to streamline the fi nancial, budgeting, human resources, building, permitting, asset management, Code Compliance, and licensing processes throughout the City.

The Code Compliance and Business Tax divisions of Development Services were the fi rst to transition in Fiscal Year 2014. They migrated to a new Sungard product called OneSolution. OneSolution allows these divisions to more effi ciently manage code compliance cases and business tax receipts and to share information easily city-wide. Customers are able to access and submit code-related information online. OneSolution also allows businesses to apply, renew, update, and pay for business tax receipts online.

The Building division of Development Services is now working on its transition to OneSolution. Once complete, staff will have the ability to standardize permit pricing, automate permit invoicing and routing, enhance inspections scheduling and reports, and improve internal communication. The system will give residents and customers the ability to schedule inspections online.

The next phase of the City’s enterprise software implementation is the migration of all Finance related applications, Human Resources, and Budget. Considerable time and eff ort is needed to ensure the preservation of all existing data and the uninterrupted functionality of these key internal services. Staff is exploring options that enhance the capability to fully integrate asset management with the general ledger, allow users to generate fi nancial reports, track accounting activities and cost information associated with work orders, and manage the collection of money from multiple locations with full audit trails. Other departments will follow after implementation of this phase.

Electronic Data Back-up and Storage (2013-2016)



With the growing requirements to process data in a more effi cient manner, the need for capacity continues to increase at a rapid rate. The Information Technology Department is required to provide this increased capacity on an annual basis. This project is to grow the data storage infrastructure based on increased departmental requirements. The current environment will support the City’s needs for the short term, but will not address the projected requirements for 2015 and beyond.

Additionally, based on application changes and growth requirements by City departments, Information Technology

will have to stay ahead of user demands. Staff productivity increases will result from the availability of information needed to make business decisions and to respond to citizens requests.

To accomplish this task, additional server hardware will be needed. This project will address that need as well as replace existing servers that are obsolete.

Stormwater Utility Fee Implementation (2014-2016)



At least 17 municipalities in Broward County currently have a stormwater utility fee assessment. A study was conducted to quantify the fi nancial impact of stormwater runoff from each parcel within the City on the needs of the City’s stormwater management system. Parcels with high impervious ground coverage generate more stormwater runoff which must be handled by the City’s system. A numerical correlation of the impact of each parcel has been calculated. Results of this study were presented and discussed at the Fiscal Year 2016-2017 Strategic Planning Workshop.

Next steps involve additional analysis to justify the assessment calculations, and required legal documentation and procedures to implement the stormwater assessment on the tax bill. Funds raised by this assessment would be used to manage and maintain the City’s existing stormwater management system and to construct improvements to address fl ooding issues.

Fuel and Energy Conservation (2014-2016)

Lead Department: Public Works (Fleet Division)

Operating Expenses: Existing (Equipment Fund)

The City is in the process of a study where hardware has been installed in 40 vehicles (5 vehicles per department) on an experimental basis to record vehicle usage data. This technology implements a tracking system through vehicle diagnostics, that can notify Fleet and departments when a component is malfunctioning (prior to operator notice) triggering maintenance and avoiding expensive repairs. It also provides alerts of driver habits that can lead to improved driver education and awareness, such as reducing excessive idling and, in turn, reducing fuel consumption. Driver habits that reduce burning of fuel would also improve citizens health and safety by releasing less emissions into the air and link to the City of Coral Springs sustainability core value to “protect and conserve our natural resources” and promoting a more “green” environment.


Summary of Fiscal Year 2016 Initiatives


ArtWalk Event Programming CMO/Economic Development Offi ceBoys and Girls Club Feasibility Study CMO/Development ServicesBody Worn Cameras Pilot PoliceWest Side Complex Public Safety PoliceCommunity Spotlight Pilot CMOEducation Grants CMOCommunity Paramedicine (ongoing) Fire/EMSMobile Integrated Healthcare (ongoing) Fire/EMSFire Stations 43 and 95 (ongoing) Fire/EMSSchool Resource Offi cers (ongoing) PoliceCSI Building Renovation (ongoing) PoliceSafety Town (ongoing) Parks and RecreationMulti-cultural Events (ongoing) Human ResourcesTeen Political Forum (ongoing) Human Resources


Economic Development Marketing Strategy Economic Development Offi ceDowntown Water & Sewer Improvements Public WorksCorporate Park Improvement District Economic Development Offi ceBusiness Tax Process Improvement Development ServicesBusiness Recognition and Appreciation (ongoing) Economic DevelopmentMunicipal Complex (ongoing) City Manager’s Offi ceDowntown Redevelopment (ongoing) City Manager’s Offi ceRealtors’ Summit (ongoing) Economic Development Offi ceTraffi c Management (ongoing) Development Services40-Year-Old Building Inspections (ongoing) Development ServicesElectronic Permitting Feasibility Study (ongoing) Development Services


Expand Senior Programming Parks and RecreationAARP Network of Age-Friendly Communities Parks and RecreationForest Hills Blvd. Pedestrian Lighting Public WorksCity Day of Service Human ResourcesOn-Line Class Registration Parks and RecreationCypress Park Artifi cial Turf Fields Parks and Recreation


An Active, Healthy Community - con’t.

Aquatic Complex 50 Meter Pool (ongoing) Parks and RecreationPlayground Equipment Replacement (ongoing) Parks and RecreationDowntown Pathway (ongoing) Development ServicesDrowning Prevention (ongoing) Fire/EMS, Communications and

Marketing


Residential Construction Mitigation Grant Development ServicesFranchise Fees for Residential C&D Waste Public WorksPine Ridge Drive Resurfacing Public WorksCDBG Action Plan (ongoing) Development ServicesWaste Transfer Station Improvements (ongoing) Public WorksMeadows and Dells Stormwater Improvements (ongoing) Public WorksRecycling Education Eff orts (ongoing) Public WorksInfi ltration and Infl ow (ongoing) Public WorksHumane Unit Building (ongoing) Police


APWA Accreditation in Public Works Public WorksHealth Plan Administrative Modifi cations Human ResourcesCoral Springs Regional Institute of Public Safety Fire/EMSMisdemeanor Diversion (ongoing) City Attorney’s Offi ceNetwork Security (ongoing) Information TechnologyCompensation Study Phase II (ongoing) Human ResourcesEnterprise Software (ongoing) Information TechnologyElectronic Data Back-up and Storage (ongoing) Information TechnologyStormwater Utility Fee Implementation (ongoing) Public WorksFuel and Energy Conservation (ongoing) Public Works

Summary of Fiscal Year 2016 Initiatives


Key Intended Outcomes FY 2013 FY 2015 FY 2015

Actual Goal Qtr 1


1 City crime rate (crimes/100,000 residents—Calendar Year) 2,485.3 2,278.2 2,600 N/A N/A 2,171.2

2Resident rating of City efforts to prevent crime (Resident Survey)

92% — 92% N/A 94% —

3Resident rating of City Government for respecting religious and ethnic diversity (Resident Survey)

98% — 94% N/A 98% —

4 Ratings of Quality of Life (Resident and Business Surveys) (Res) 96% (Biz) 97% (Res) 96% N/A 96% —

5Number of students attending classes at Broward College at Coral Springs Academic Center

4,391 4,440 4,000 975 1,804 1,107

6 Coral Springs Charter School graduation rate 98% 98% 95% N/A N/A N/A N/A

7 Coral Springs Charter School school grade A A A A — —

8 Injury accidents at or near 15 major intersections in the City — 139 200 46 36 21


9 Business rating of the image of the City (Business Survey) N/R 96% N/R — — —

10Net New Taxable Value as % of Total Taxable Assessed Value (BCPA)

0.15% CS 0.14%Comp avg 1.15%

above the

average of 6

comp cities

N/A N/A CS 0.19%Comp avg 0.76%

11 Coral Springs' June unemployment rate 5.7% 4.8% below State — — — N/A

12 Retail vacancy rate (CoStar Jan-Mar report) 8.0% 6.1% 9% N/A N/A TBD N/A


13Resident rating of appearance of Parks and Recreation facilities (Resident Survey)

96% N/R 96% N/A 97% —

14 Youth volunteer hours (Volunteer Services report) 15,693 18,776 18,000 1,083 5,884 1,613

15 Athletic league participation 8,711 8,475 8,100 N/A N/A N/A N/A

16 Sports Commission: Number of room nights 4,325 3,943 4,000 N/A N/A N/A N/A

17 Number of riders on intracity bus routes 90,595 84,581 90,000 21,768 20,847 21,957


18NEW: Ratings of litter collection on City streets(Resident and Business Surveys)

— — — N/A 87% — N/A

19Ratings of City efforts at maintaining quality of neighborhoods (Resident and Business Surveys)

84% 95% 85% N/A 84% — *

20 Fuel consumed by City operations (diesel and unleaded) 407,253 gal 401,977 400,000 106,095 82,357 99,615

21 Pounds of recycled materials per capita 103.37 118.3 110 131.2 121.4 122.6


22Satisfaction ratings with City communications (Resident and Business Surveys)

(Res) 95% (Biz) 78% (Res) 95% N/A 94% — *

23 Employee satisfaction rating (Employee Survey) 93% 95% 92% N/A N/A N/A N/A

24Maintain AAA bond ratings (Two required)

AAAS&P AAA

Fitch AAAMoody's Aa1

AAA

S&P AAAFitch AAA

Moody's Aa1

S&P AAAFitch AAA

Moody's Aa1

S&P AAAFitch AAA

Moody's Aa1

25Ratings of value for tax dollars and fees (Resident and Business Surveys)

(Res) 86% (Biz) 76% (Res) 80% N/A 87% —

26 Ratings of customer service (Resident and Business Surveys) (Res) 95% (Biz) 94% (Res) 95% N/A 95% —

Met or exceeded goal 9

Within 95% of goal 2 *

Likely to meet goal 5

Not expected to meet goal 2

Did not meet goal 1Not available 7 N/A

26

Strategic Planning Cycle Fiscal Year 2014-2015

FY 2014

Actual

FY 2015

Qtr 2

FY 2015

Qtr 3

48Fiscal Year 2016 Business Plan

A Family-Friendly Community# Initiative Department(s) Update as of the Third Quarter of Fiscal Year 2015 Status % Complete

1 Community Paramedicine Fire/EMS

Q3: Since the CSFD Community Paramedic Program was put in place on March 23rd, 2015, the fire department has conducted visits to approximately 25 residents (patients). These individuals have received assistance for a variety of issues that were not necessarily related to emergency medical care, but were assisted in getting the additional resource(s) needed to practically eliminate the need to call 911. These patients have received assistance in various forms, such as home safety assessments, education on how to better manage their illnesses with referrals to agencies that can help them obtain home health care, transportation, delivery of meals, where to obtain free food, medication consolidation, substance abuse facilities, etc Q2: Regarding Community Paramedicine/Community Health Programs, we are moving forward with our plans for this program and for Mobile Integrated Healthcare.- A rescue is currently with Pride Enterprises being refurbished and converted to a MIHC unit. It will no longer be a transport unit and will not have a permit, but rather a mobile exam room. Its completion date is tentatively scheduled for June-July.- Cleveland Clinic is our partner agency and the contract negotiations are almost complete.- Striping is still being developed and will include both CSFD and Cleveland Clinic identification.-The selection of a nurse practitioner will begin next month and we are participating in this process to insure a good fit with our department. We plan to have this individual ride with us, and spend time with our personnel, to gain familiarity and comfort.- The MIHC unit will be housed at Station 80 and will initially be available 5 days a week for 8 hours a day. The program will be expanded as need dictates, and we will be continuously evaluating during the pilot program.-An e-mail will go out shortly looking for those members who are interested in being part of this program. Additional training will be provided to those individuals on MIHC procedures, and also regarding the philosophy that is inherent in this program.- During the pilot program, the unit will be staffed via the detail list, and pay will be at an overtime rate.- Reports are expected to be filled out, however they will be part of the hospital’s system.-A case number will be generated, details on this are still in development

In Progress 80%

2 Fire Stations 43 and 95 Fire/EMSQ3: The site surveys are still in progress. Q2: The bond was passed by the residents during the general election. The second step would be demolition and construction. The site surveys are currently in progress.

In Progress 20%

3 Additional Patrol Officers Police

Q3: Currently there are 6 Law Enforcement Officer positions to fill. In the past quarter, 2 presworn officers were hired as well as 2 additional employees. These last two employees are currently in the Police Academy and are expected to graduate in November 2015. We are still accepting applications and conducting interviews to fill the remaining 6 openings.

In Progress 35%

4 CSI Building Renovation PoliceQ3: The design plans are being finalized. The City of Coral Springs Construction Project Manager, Ron Stein, has been working with general contractors to submit bids on the project.

In Progress 10%

5 Safety Town Parks and Recreation

Q3: With the change of the Building Codes starting July 1st, the plans are being updated to meet the new code. We did send out an original bid, but their was a small mistake within the specificiation provided by the Architect. We had 3 bids that were within the budget. Because of the error in the specifications and the new Building Code, staff felt it was best to rebid with the updated set of plans. The Architect is upgrading the plans at no cost and it should go out to bid sometime in late July. It should also be noted that the prices did include the overhang for the Fire Safety Training Trailer.

In Progress 25%

6 University Drive LED Street Light Pilot Public WorksQ3: A Notice to Proceed has been issued to two lighting contractors to install their respective LED fixtures on 10 poles. The fixtures will be observed for 120 days, after which the City will select one of the two brands, for permanent installation.

In Progress 50%

7 Drowning Prevention (ongoing)Fire/EMS , Communications and Marketing

This is an ongoing initiative with daily public education programs. In Progress 65%

8Public Safety Dispatch Equipment Upgrade (ongoing)

PoliceQ3: The cutover occurred and the system has been implemented. The radios will require one final reprogramming to remove the old radio system zones. The project will then be complete.

In Progress 90%

9Public Safety Technology Upgrade (ongoing)

Information ServicesQ3: Project planning underway. Site visits to regional cities completed and requirements documents submitted to divisions within PD. Budget review for FY 2016 has started.

In Progress 10%


10 Multi-cultural Events (ongoing) Human Resources

Q3: Worldfest: The 2015 Worldfest event was held on Sunday, April 5th at the Sportsplex in Coral Springs. The event was attended by approximately 6,000 people, judging from the cars that were parked by Civil Air Patrol. A variety of music, entertainment, food and children’s activities were offered with a view to celebrating our diverse cultures.National Day of Prayer: This 26th Annual event was celebrated at the Coral Springs Charter School. It was attended by 26 Houses of Clergy with 300 people in attendance. Refreshments were served following the ceremony, donated by our local Publix and Walmart stores. CommuniTea: The 9th Annual event was held at the Coral Springs Marriott on Saturday, May 30th. The attendance of 125 people was low this year when compared to previous years as the date seemed to conflict with end of year school related events. The Committee will consider a more suitable date for next year’s event.Celebration of International Day of Peace: The Multi-Cultural Committee is considering celebrating the International Day of Peace this year along with Ground Breaking of the much-anticipated MLK Monument. The event will be held around the Monument site at the N.W. Regional Library on Monday, September 21st at 7.45 a.m. International Dinner Dance: The Multi-Cultural Committee has selected Mexico as the country to highlight at this year’s International Dinner Dance. The committee is excitedly preparing for this signature event which will be held on Saturday, September 26th starting at 7 p.m. Tickets are on sale now at $55 per person which include hors d’oeuvres, a lavish dinner buffet, complimentary dinner wine and a live entertainment show followed by dancing to the music of a D.J..In addition, diversity/leadership programs will be conducted in elementary, middle and high schools to raise awareness and respect for different cultures, religions and disabilities, with special emphasis on anti-bullying.

In Progress 80%

11 Teen Political Forum (ongoing) Human ResourcesThe event this year was held on Monday, January 26th, 2015 at the Coral Springs Center for the Arts. The event was extremely successful. Entrance was not allowed a large number of students due to Fire Department Restrictions. We estimate that about 1,500 students participated at the event.

Complete 100%



# Initiative Department(s) Update as of the Third Quarter of Fiscal Year 2015 Status % Complete

12 40-Year-Old Building Inspections Development Services

Q3: Developed Notice of Violation letters to notify non-compliant property owners. Notified new property owners of non-compliance, where ownership had changed. Article with an outline of the program appeared in the Under the Sun magazine. Preparing to send Notice of Violation letters out and schedule Special Magistrate cases. Q2: Overall, from 2010 to present, 22 properties are non-compliant. Q1: The Building Division received the list of 40 year properties from Broward County Board of Rules and Appeals. The structural department verified the properties and notification letters were sent to the property owners. Overall, 33 property owners were notified. In Q1, we received 19 applications and reports from the property owners notified. Out of those 19 properties, 2 of them needed repairs to their properties.The Building division staff began brainstorming outreach strategies for the 40 year plan. Printed marketing and outreach presentations were discussed.

In Progress 60%

13 Economic Development Office City Manager’s Office Q2: Chief Economic Development Officer and Economic Development Assistant have both been hired. Complete 100%

14 Center for the Arts Improvements Public WorksQ3: Installation of 6 Air conditioning units is in progress; the electrical panel has been replaced; the Wheelchair lift had to be re-bid due to higher than anticipated costs; the hydraulic lift is on order with delivery targeted by the end of August.

In Progress 75%

15 Enhance Fire Inspection Services Fire/EMSQ3: The graduation ceremony was held on 19th June, 2015 and we are in the process of optimizing the inspection process. Q2: We are currently in the process of accepting applications for the position of Fire Inspector.

In Progress 90%

16 Business Tax Amnesty Development Services

Q3: Over 400 letters were sent during Q3 to businesses identified as candidates for amnesty based on Broward County Business Tax records. 36 amnesty applications have been received, most from home-based businesses. Since the Broward County data has proven to be unreliable and the amnesty period resolution has not yet been approved by the Commission, we have discontinued sending out the amnesty letters. We will place greater reliance on data from various state agencies to identify licensed professionals with businesses located in the city. Q2: The amnesty program has been featured in the most recent Under the Sun magazine, and a fact sheet is being developed which will be posted on the City’s website and provided to other organizations or groups. Several amnesty applications have been received, prompted by code or fire inspections.

In Progress 50%

17 Realtors’ SummitEconomic Development Office

Q2: Coral Springs Realtor's Summit was successfully held on March 31st at the Coral Springs Museum of Arts. Key players in the Tri-County Area and Coral Springs participated in a panel to present the benefits Coral Springs offers to potential investors. CMO, EDO, CRA and C&M worked closely for the success of this event, including the production of a promotional video, brochures, program, boards, catering, prizes, preparing speeches, sound and visual equipment rental, invitations, etc.

Complete 100%

18 Municipal Complex (ongoing) City Manager’s OfficeQ3: Design Development is complete for the City Hall building. The City Commission has approved construction of a larger garage and it is being designed.

In Progress 100%

19 Traffic Management (ongoing) Development Services

Q3: Q3: TMT met on 4/24, 5/22, and 6/26. Issues included speed bumps, Turtle Run proposed projects (CC Workshop on May 30), Coral Lago off site roadway plans, and the Coral Springs Charter School. Twelve speed/volume studies were completed. Four traffic related requests were made to Broward County for review. Q2: TMT met on 1/23, 2/27, and 3/27. Issues included standards for speed bumps, TRCDD proposed improvements, Royal Springs Plaza, Royal University Plaza and NW 39 Street. 5 traffic study requests were submitted to Broward County. Six speed/volumes studies were completed. Q1: Traffic Management Team met on Oct. 21 and Nov. 24. Issues included standards for speed bumps on City alleyways and private property, TRCDD proposed roadway improvements, road diet on Sample Road, and the Traffic Engineering Agreement with Broward County. Two traffic study requests were initiated with Broward County. Six speed/volume studies were completed on City roadways in response to citizen requests.

In Progress 75%

20 Downtown Redevelopment (ongoing) City Manager’s Office Q3: The ArtWalk culvert has been completed. The streetscape component is in construction. In Progress 75%


21Electronic Permitting Feasibility Study (ongoing)

Development Services

Q3: In June, Staff attended a webinar by MCCI. The webinar highlighted the city of Boca Raton and their transition to paperless city transactions. MCCI discussed the Laserfiche product which allows city departments to implement paperless processes and workflows. In mid-June staff had a follow-up conversation with a representative from MCCI about the Laserfiche product and the benefits of the program. In June, Staff attended a best practices meeting at the City of Parkland. Parkland’s Building Official and other representatives gave a demonstration of their departments’ software system and scanning initiatives. Q2: In January 2015, Staff attended a webinar hosted by Accela. The webinar covered their ERP platform and electronic permitting. Their software provides a platform for electronic permitting that does not require portal software add-ons. In February, staff had a follow-up conversation with a representative from Accela about electronic permitting and the benefits of their software. Q1:Staff reviewed best practices of neighboring cities (i.e. Tamarac) and work on revising forms before further developing the ONESolution Building module. It is anticipated that in Q2 of FY2015 development will resume. Once the module is developed, Staff will begin to continue efforts in developing an E-permitting strategy and benchmarking best practices from municipalities.

In Progress 75%



22 NW 40th Street Bike Path Renovation Public WorksQ3: Public comment regarding the proposed design has prompted staff to call a neighborhood meeting targeted for August, where design alternatives will be presented. Resident preference may exceed budget.

In Progress 60%

23 Mullins Gym Roof Replacement Public Works Q2: Roof replacement activities were completed on schedule and within budget. Complete 100%

24 Tennis Center Lighting Improvements Parks and RecreationQ3: The project is ready for award and should be completed by end of fiscal year. We are using Musco lighting for the project.

In Progress 50%

25 New Resident OutreachCommunications and Marketing

Publications have been updated and the layout and design of the new document is nearly complete. C&M has met with an outside printer and mail house to establish a distribution schedule. Residents who moved to the City during the months of July, August and September 2015 will receive a copy of the new resident guide this fiscal year. A monthly mailing will begin in October.

In Progress 85%

26 Aquatic Center 50 Meter Pool Design Parks and Recreation

Q3: Staff met with several architects regarding the design of the renovations to the 50 meter pool. None of them were providing the scope of work that staff was looking for and all of them were over budget for their proposed plans and were not giving us a cost estimate for the renvoation work required. Staff took a different approach and spoke with an Aquatic Pool expert. The expert gave us a solid cost estimate for what we are looking to accomplish at no cost. He also gave us a suggestion for the type of system we are looking to install. He recommended doing a Design Build Project. He said most of the companies will give the design for free if you use their system. Based on this information, our next step is to hire a pool expert to assist us in preparing the specificiation for a Design Build Project. This cost will be significantly lower than the original cost for a complete set of design drawings. We will have the specifications completed during the 4th Quarter. If budgeted, the project will go out to bid in October and our goal is to do the renovations starting in late July or early August 2016.

In Progress 75%

27Playground Equipment Replacement (ongoing)

Parks and Recreation Q3: Both the Kiwanis Park and Lakeview Park playgrounds are installed and open for use. Complete 100%

28Half-marathon and 5K Run/Walk (ongoing)

Parks and RecreationRace was very successful. There were 553 registrants for the Half Marathon and 865 for the 5K Race. Numbers are up slightly from last year.

Complete 100%

29 Downtown Pathway (ongoing) Development Services

Q3: RFP for CEI services was advertised on May 12. Bid opening was on June 10. Five proposals were received and are being reviewed. Advertisement for construction published on June 23. Pre-bid for construction will be on June 29. Q2: Purchasing Division worked on the bid documents for construction and the advertisement for CEI. When the draft documents are completed, FDOT will review prior to release. Q1:Local Agency Program (LAP) Agreement with FDOT approved by the City Commission of December 17, 2014. Federal guidelines for Audit requirements were streamlined on December 26, which requires the City Commission to approve the LAP Agreement once again. The revised LAP Agreement will be brought to the Commission on February 4, 2015. The Agreement provides a total of $525,333 of which $475,491 is for construction costs and $49,842 is for Construction Engineering and Inspection (CEI) services. An additional $30,000 in CDBG funds will be used for demolition of the existing sidewalk. The Agreement specifies that the City must advertise the project by May 30, 2015 and construction must be completed by June 30, 2017.

In Progress 50%




30 Art Walk Development Services

Q3: The Art Walk construction reached a milestone in Q3 and the culvert was completed and reopened to allow for water flow. The concrete hardscaping is nearly 50% complete. The seat wall installation has begun. Underground electrical and irrigation lines have been installed. Demolition of the median has started and the new West bound lane sub base and lime rock has been installed.

In Progress 74%

31 Humane Unit Building Design PoliceQ3: Architect, Saltz Michelson, was selected and plans are in. Ron Stein will be meeting with the architect, structural engineer and mechanical engineer going forward.

In Progress 10%

32 Code Lien Amnesty Program Development Services

Q3: We continue to see a high level of sales of foreclosed properties, which allows us to collect administrative costs on foreclosed liens, as well as fines which had been assessed to financial institutions during their time of ownership. Total budgeted revenue for the lien amnesty program and administrative cost recovery was $400,000, and revenue as of 6/29 for both these items stands at $515,550. Fine revenue was budgeted at $500,000, with year to date actual revenue of $871,190. (These totals do not include the check for $126,000 from the tax deed sale of one property). Q2: Staff reviewed potential options for Lien Amnesty and has determined that establishing an amnesty program will not provide the results originally anticipated when the Business Plan was approved. A large majority of the liens have been foreclosed on and the city has been successful in closing out old liens while working to gain compliance on the properties. Working with the City Attorney’s Office a Foreclosed Lien process was established which streamlines the release of liens allowing the property to transfer to a new owner and come into compliance. Ninety-three of the 111 reduction applications received in Q2 were foreclosed liens. Staff has been diligently working on processing the applications working to assist buyers/sellers to transfer foreclosed property.

In Progress 50%

33Neighborhood Partnership Grants (ongoing)


Q3: One NPP Matching Grant approved (Forest Hills Condominiums). One Block Party held (Pine Ridge) and two approved for July 4 (Glenwood II, Ramblewood South). Q2: One Block Party (Ramblewood) and four NPP Matching Grants approved (Cypress Creek, Palm Springs Village, Lake Forest and Palms Villas).

In Progress 60%

34Community Beautification Award (ongoing)


Q3: On May 14, 2015 The Garden Club of Coral Springs, Inc. along with the City of Coral Springs hosted “The Mayor’s Award Luncheon” at Carolina County Club. The event was well attended with (2) City Commissioners from the City of Coral Springs in attendance. Eight properties throughout the City of Coral Springs won awards. Each property displayed ayard sign showing they were a winner for 30 days. The signs were removed on June 16th, 2015. Q2: March 31, 2015 was the deadline to receive nominations for the Coral Springs Looking Good awards. There are (5) categories, Orchid Award, Flower Box Award, Rose Award, Secret Garden Award, and Wildlife Award. We received nominations for all categories.

Complete 100%

35 Aquatic Complex Entrance (ongoing) Parks and RecreationQ3: Everything is completed, except for the installation of the sign. The sign is ordered and should be installed by the second week of July if not sooner.

In Progress 95%

36 Re-Engage for Good (ongoing) Public Works

Q3: The “Keep Coral Springs Beautiful” Program has had four events year to date and continues to recruit new members. During the third quarter, 17 Keep Coral Springs Beautiful teams donated 881 hours, collecting 909 lbs of trash and 354 lbs of recyclable material. Meeting will be held with Team Captains to discuss the KCSB schedule and Anti-Litter Campaign direction for fiscal year 2016.

In Progress 75%

37 CDBG Action Plan (ongoing) Development Services

Q3: The Construction at Andy’s Plaza (Coral Springs Diner) Commercial Façade Project began on 6/9/15. Anticipated construction completion is 7/31/15. The following projects are underway The following projects are underway:- NW 40th Bike Path Renovation design- Forest Hills Blvd Pedestrian Lighting Design- Senior Activities- Youth Scholarships and- Home Repair

In Progress 50%


38Waste Transfer Station Improvements (ongoing)

Public Works

Q3: Over 50 trees have been planted across the street from the Waste Transfer Station to impede the view of the facility from residents living across the lake. A four foot tall Clusia hedge will be planted along the north fence line of the facility. A solicitation for quotes has begun to construct a rear alley which will re-direct Waste Pro trucks from Wiles Road to the alley off 126th Avenue. The alley is expected to be constructed during the 4th quarter. Q2: A new exit was installed to keep traffic flow from stacking on Wiles Road. Mulch has been placed on grounds to reduce dust. Use of compactor to mash bulk items in roll off container has ceased as of April 1st. Engineer has been directed to focus on design of rear alley to re-direct Waste Pro from Wiles Road.

In Progress 50%

39 Atlantic Boulevard Entryway (ongoing)Development Services, Parks and Recreation

Q3: P.O. has been issued to the contractor to begin installing the updated median sign. Anticipate completion in July.

In Progress 50%




40 Communications SurveyBudget, Strategy, and Communication

Communications and Marketing worked with ETC Institute (the company that conducts the City’s residential and business surveys) to develop a survey tool to evaluate our communication strategy with residents. The survey questions were based on similar surveys done by other municipalities. This approach will give us the benefit of comparative data. The survey was completed earlier in the fiscal year. A summary of that data, along with current communication trends were presented to City Administration for review.

Complete 100%

41 Misdemeanor Diversion City Attorney’s OfficeThe program continues to be successful. During the months from October through March the program was extended to 91 persons arrested for misdemeanor crimes that qualified for the program. Only 2 declined.

In Progress 75%

42 Network Support Information ServicesQ3: The review and demonstration of NGFWs have been completed and pricing quotes submitted for budget purposes. The IT team also began correcting issues outlined by the internal\external security audit and kicked off several projects related to security as a result.

In Progress 70%

43 Realign Volunteer Services Human Resources

Q3: Volunteer Recognition Event which included lunch for volunteers and supervisors of volunteers as well as volunteers visiting Broward Center for the Performing Arts for a performance of “Pippin.” – Event Complete 100% Q2: During the 2nd Quarter, Kim continued to reach out to departments to ascertain their needs regarding volunteer support for city functions, activities and events.

Complete 100%

44 Compensation Study Human Resources

Q3: Vendor conducted 15 meetings with employees, supervisors and directors, approximately 330 people attended. Staff completed JAT's individually or in groups, submitted to Evergreen and they are scoring the data. Benchmark targets list developed regarding market survey; pay and benefits survey has been distributed. Q2: An agreement has been signed with Evergreen Consultants.

In Progress 50%

45 Statistical Analysis for Fire/EMS Fire/EMS Data Analyst hired on 01/06/2015 Complete 100%

46 Enterprise Software (ongoing) Information Services

Q3: Ongoing work to complete the update of the GIS information prevents the staff from taking full advantage of the features for OneSolution mobiles. This features allow the Code Officers and Fire Inspectors the ability to add cases from the field. GIS staff continues to work with both SunGard and ESRI on the resolution of issues with our Land Management system. This work is in the early stages of testing. Target completion takes us into the next quarter of 2015. Q2: Report requirements for Community Applications are being analyzed and developed. The Finance, Budget and Payroll applications are installed in the test environment. Concerns with the inability to produce multi-year project reports and interest allocation processing were made by the Finance and Budgeting group. SunGard immediately addressed these and a demo was held with the IT staff to show the result. Our recommendation is these be vetted by the Finance and Budget staff for final approval. Further, during the quarter Finance lodged concerns about the viability and the capability of the product to work for them that caused the City Manager to stay the project. During this stay, direction was given to gather feedback from other organizations that use the Sungard Finance product. We did. A final report has been written up and presented to the City Manager for a decision.

In Progress 65%

47Electronic Data Back-up and Storage (ongoing)

Information Services

Q3: Restructured backup operations to include systems, files and directories outlined by the entire IT organization as critical. The restructuring of backups increases IT's ability to protect the City's data and prevent catastrophic data loss. Q2: With the additional storage and backup capabilities added last quarter, we currently have sufficient storage potential through the remaining fiscal year. The only additional increase would be to the tape media, in that, we must purchase new tapes monthly in order to comply with a "non-delete" order from the CAO per litigation.

Complete 100%

48 Stormwater Utility Fee Study (ongoing) Public Works Q3: Phase II of the Stormwater Utility Fee has been sus[ended until furtther notice. Not Started 0%

Proposed Business Plan

Documents

Transcript of Proposed Business Plan