City Commission - Coral Springs, FL

Transcription

CITY OF CORAL SPRINGS, FLORIDA
CITY COMMISSION BUDGET AND PUBLIC HEARING
AGENDA
Friday, September 11, 2015
5:15 PM
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Call to Order
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Roll Call
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Pledge of Allegiance
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Public Comment
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Public Hearings/Special Meeting Announcements
City Commission Chambers
9551 West Sample Road
1. Resolution 2015-042, Fiscal Year 2015-2016 Non-Ad Valorem Special Assessment for Fire
Services:
Request to hold public hearing and adopt Resolution 2015-042, a resolution levying a non-ad
valorem special assessment for fire services for properties within the municipal boundaries of
the City of Coral Springs and direct City staff to take action to amend the preliminary
assessment roll approved on July 15, 2015. (REQUEST TO HOLD PUBLIC HEARING, ADOPT)
2. Resolution 2015-043, Calendar Year 2016 Non-Ad Valorem Special Assessment for Solid
Waste Residential Services:
Request to hold public hearing and adopt Resolution 2015-043, a resolution levying a non-ad
valorem special assessment for solid waste residential services for properties within the
municipal boundaries of the City of Coral Springs and direct City staff to take action to amend
the preliminary assessment roll approved on July 15, 2015. (REQUEST TO HOLD PUBLIC
HEARING, ADOPT)
3. Resolution 2015-045, Tentative Millage Rates:
Request to hold public hearing and adopt Resolution 2015-045, establishing a tentative
Operating Millage Rate of $4.7982 to balance the General Fund for Fiscal Year 2015-2016;
establishing a tentative General Obligation Debt Millage Rate of $0.2933; establishing the
Rolled-back Rate to be $4.3101; and establishing Thursday, September 24, 2015 as the date
that a Final Public Hearing will be held at 5:15 P.M. at the City of Coral Springs City Hall, 9551
West Sample Road; providing for an effective date. (REQUEST TO HOLD PUBLIC HEARING,
ADOPT)
4. Ordinance 2015-120, First Reading: FY 2016 Budget:
Request to hold public hearing and approve first reading of Ordinance 2015-120 finalizing and
adopting the Annual Operating Budget and Capital Improvement Program for Fiscal Year 20152016, which includes the budget for the General Fund, Water and Sewer, Fire, Solid Waste,
Charter School, Public Art, Debt Service, the Health & Liability, Equipment Services, and Capital
Page 1
City Commission Budget and Public Hearing
Agenda
September 11, 2015
Improvement Program funds; and to set second reading for Thursday, September 24, 2015 at
5:15 P.M. at the City of Coral Springs City Hall, 9551 West Sample Road; providing for an
effective date. (REQUEST TO HOLD PUBLIC HEARING, APPROVE, SET SECOND
READING)
●
Adjournment
If a person decides to appeal any decision made by the City Commission with respect to
these matters, he or she must ensure that verbatim record of the proceedings is made.
The record should include the testimony and evidence upon which the appeal is to be
based.
Residents planning to attend the meeting who need special assistance must notify the
Office of the City Clerk at (954) 344-1065 no later than 24 hours preceding the meeting.
Page 2
1.a
City of Coral Springs
City Commission Meeting Agenda Item
Summary Sheet
Meeting: September 11, 2015
Department: Management & Budget
Initiated By: Robert Goehrig
DOC ID: 4561
SUBJECT:
Resolution 2015-042, Fiscal Year 2015-2016 Non-Ad Valorem
Special Assessment for Fire Services
REQUESTED ACTION:
Request to hold hearing and adopt Resolution 2015-042, a
resolution levying a non-ad valorem special assessment for fire
services for properties within the municipal boundaries of the City
of Coral Springs and direct City staff to take action to amend the
preliminary assessment roll approved on July 15, 2015.
(REQUEST TO HOLD HEARING, ADOPT)
ATTACHMENTS:
#1 – Resolution 2015-042
BACKGROUND / DESCRIPTION:
On July 15, 2015, the City Commission adopted Resolution 2015-038 approving the preliminary
assessment rates, the preliminary assessment roll, and setting the time and place for this public
hearing. First Class notice in conjunction with the Truth-In-Millage notification was mailed to all
property owners notifying them of the special assessment that would be levied against their
property. In addition, a published notice was advertised in the Sun-Sentinel on Friday,
August 21, 2015, informing property owners of the special assessment and the time and place
of the public hearing.
The assessment roll lists all property located within the City of Coral Springs by folio number,
the legal description of the property and the amount of the assessment for fire services for
Fiscal Year 2015-2016. A copy of the assessment roll is available in the City Clerk’s Office and
will be brought to the public hearing on September 11, 2015.
State law requires that the City Commission hold a public hearing for the opportunity to hear
from individual property owners as to the propriety and advisability of providing the services and
funding them with special assessments on property. Following the public hearing, the City
Commission will make the final decision on whether to levy the assessments. Afterwards, they
will approve the assessment roll with any required amendments. State law requires that
property owners have a right to appear at the hearing and to file written objections within 20
days of the public hearing notice.
cc:
Erdal Dönmez, City Manager
Susan Grant, Deputy City Manager
Jennifer Bramley, Deputy City Manager
Debra Dore Thomas, CRM, City Clerk
John Hearn, City Attorney
Sherry Whitacre, Deputy City Attorney
Frank Babinec, Fire Chief
1.b
No. 2015-042
ANNUAL ASSESSMENT RESOLUTION
(Fire Services)
ADOPTED SEPTEMBER 11, 2015
1.b
TABLE OF CONTENTS
SECTION 1.
RECITALS ……………………..…………………………….……1- 3
SECTION 2.
AUTHORITY …………………………..……………………….……3
SECTION 3.
DEFINITIONS AND INTERPRETATION ………………….…... 3
SECTION 4.
IMPOSITION OF FIRE
SERVICES ASSESSMENT ………………………………..……. 3-6
SECTION 5.
CONFIRMATION OF PRELIMINARY
ASSESSMENT RESOLUTION ……………………………….….. 6
SECTION 6.
EFFECT ON ADOPTION OF RESOLUTION …………….….… 6
SECTION 7.
SEVERABILITY ………………………………………………...…..6
SECTION 8.
CONFLICTS……………………………………………….…………6
SECTION 9.
EFFECTIVE DATE………………………………………………….7
1.b
RESOLUTION NO. 2015-042
A RESOLUTION OF THE CITY OF CORAL SPRINGS,
FLORIDA, RELATING TO THE PROVISION OF FIRE
SERVICES, FACILITIES, AND PROGRAMS IN THE CITY
OF CORAL SPRINGS, FLORIDA; APPROVING THE
ASSESSMENT RATE FOR FIRE SERVICES; IMPOSING A
FIRE SERVICES ASSESSMENT AGAINST ASSESSED
PROPERTY LOCATED WITHIN THE CITY OF CORAL
SPRINGS FOR THE FISCAL YEAR BEGINNING ON
OCTOBER 1, 2015; APPROVING THE ASSESSMENT
ROLL; PROVIDING FOR SEVERABILITY; PROVIDING
FOR CONFLICTS; AND PROVIDING AN EFFECTIVE
DATE.
WHEREAS, the City Commission of Coral Springs, Florida, has enacted Ordinance No.
96-102, as amended by Ordinance 96-127 and Ordinance 99-110, (collectively “the Ordinance”),
which authorized the imposition of Fire Services Assessment for fire service facilities, and
programs against Assessed Property located within the City, and provided for findings of special
benefit and the method of apportionment of the Fire Services Assessment; and
WHEREAS, the imposition of a Fire Services Assessment for fire services, facilities,
and programs each Fiscal Year is an equitable and efficient method of allocating and
apportioning Fire Services assessed costs among parcels of Assessed Property; and
WHEREAS, the City Commission desires to impose a Fire Services Assessment within
the City for the Fiscal Year beginning on October 1, 2015, using the tax bill collection method;
and
WHEREAS, the City Commission, on July 15, 2015, adopted Resolution No. 2015-038
(the "2015 Preliminary Assessment Resolution"), referencing the fire facilities, services, and
programs to be provided to Assessed Property, describing the method of apportioning the Fire
Services Assessed Cost to compute the Fire Services Assessment for fire services, facilities, and
programs against Assessed Property, estimating a rate of assessment, and directing the updating
Page 1 of 7
Doc. 130233
Res. 2015-042 Fire
1.b
and preparation of the Assessment Roll and provision of the notice to the affected landowners;
and
WHEREAS, in the Preliminary Assessment Resolution, the City provided notice and
found that its Fire Services Special Assessment, which funds solely fire services and not
emergency medical services, is consistent with the decision with the Fourth District Court of
Appeal in SMM Properties, Inc. v. City of North Lauderdale, 760 So.2d 998 (Fla. 4th DCA
2000), which was approved by the Florida Supreme Court in 2002; and,
WHEREAS, the fire services assessment for fiscal year 2015-2016 will continue to be
consistent with the decision by the Fourth District Court of Appeal, approved by the Florida
Supreme Court in 2002; and,
WHEREAS, in order to impose the Fire Services Special Assessment for the Fiscal Year
beginning October 1, 2015, the Ordinance requires the City Commission to adopt an Annual
Rate Resolution, during its budget adoption process for each Fiscal Year, which establishes the
rate of assessment and approves the Assessment Roll for the upcoming Fiscal Year, with such
amendments as the City Commission deems appropriate, after hearing comments and objections
of all interested parties; and
WHEREAS, the updated Assessment Roll has heretofore been made available for
inspection by the public, as required by the Ordinance and Resolutions; and
WHEREAS, notice of a public hearing has been published and mailed, which provides
notice to all interested persons of an opportunity to be heard; and
WHEREAS, a public hearing was held on September 11, 2015, and comments and
objections of all interested parties have been heard and considered;
Page 2 of 7
Doc. 130233
Res. 2015-042 Fire
1.b
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF CORAL SPRINGS, FLORIDA:
SECTION 1. The aforementioned “WHEREAS” clauses are hereby ratified as true and
correct and incorporated herein.
SECTION 2. AUTHORITY. This Resolution is adopted pursuant to the provisions of
the Ordinance, the 2015 Preliminary Assessment Resolution, sections 166.021 and 166.041,
Florida Statutes, and other applicable provisions of law.
SECTION 3. DEFINITIONS AND INTERPRETATION. This Resolution constitutes
the Annual Assessment Resolution as defined in the Ordinance. All capitalized terms in this
Resolution shall have the meanings defined in the Ordinance and the 2015 Preliminary
Assessment Resolution.
SECTION 4. IMPOSITION OF FIRE SERVICES ASSESSMENT.
(A)
The parcels of Assessed Property described in the Assessment Roll, as updated
and which is hereby approved, are hereby found to be specially benefitted by the provision of the
fire services, facilities and programs described in the 2015 Preliminary Assessment Resolution,
in the amount of the Fire Services Assessment set forth in the updated Assessment Roll, a copy
of which was present or available for inspection at the above-referenced public hearing and is
incorporated herein by reference. It is hereby ascertained, determined, and declared that each
parcel of Assessed Property within the City will be specifically benefitted by the City's provision
of Fire Services, facilities and programs in an amount not less than the Fire Services Assessment
of such parcel, computed in the manner set forth in the 2015 Preliminary Assessment Resolution.
No proceeds from the special assessment will fund emergency medical services. Adoption of
this Annual Assessment Resolution constitutes a legislative determination that all assessed
Page 3 of 7
Doc. 130233
Res. 2015-042 Fire
1.b
parcels derive a special benefit, as set forth in the Ordinance and the 2015 Preliminary
Assessment Resolution, from the fire services, facilities or programs to be provided, and a
legislative determination that the Fire Services Assessments are fairly and reasonably
apportioned among the properties that receive the special benefit as set forth in the 2015
Preliminary Assessment Resolution.
(B)
The method of computing the Fire Services Assessment described in the 2015
Preliminary Assessment Resolution, as modified, amended, and supplemented herein, is hereby
approved.
(C)
For the Fiscal Year beginning October 1, 2015, the estimated Fire Services
Assessed Cost to be assessed is $11,263,603. The Fire Services Assessment to be assessed and
apportioned among benefitted parcels pursuant to the Cost Apportionment and Parcel
Apportionment to generate the estimated Fire Services Assessed Costs for the Fiscal Year
commencing October 1, 2015, are hereby established as follows:
PROPERTY USE CATEGORY
RATE
UNIT OF MEASURE
Single-Family Residential
$147.00
Per Dwelling Unit
Multi-Family Residential
$186.00
Per Dwelling Unit
Commercial
$19.78
Per 100 Square Feet, up to 400,000 sq. ft
Industrial/Warehouse
$2.40
Per 100 Square Feet, up to 400,000 sq. ft.
Institutional
$22.00
Per 100 Square Feet, up to 400,000 sq. ft.
The above rates of assessment are hereby approved. Except as otherwise provided herein, the
Fire Services Assessment for Fire services, facilities and programs in the amounts set forth in the
Assessment Roll, as herein approved, are hereby levied and imposed on all parcels of Assessed
Property described in the Assessment Roll.
Page 4 of 7
Doc. 130233
Res. 2015-042 Fire
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(D)
No Fire Services Assessment shall be imposed for the following designated
exempt properties:
(1) property owned or occupied by a religious institution and used as a place of
worship or education (“religious institution” means any church, synagogue, or other established
physical place for worship at which nonprofit religious services and activities are regularly
conducted and carried on);
(2) a public or private elementary, middle, or high school; or
(3) governmentally financed, insured or subsidized housing facilities that are used
primarily for persons who are elderly or disabled (“governmentally financed, insured or
subsidized housing facilities” means a facility that is financed by a mortgage loan made or
insured by the United States Department of Housing and Urban Development under s. 202,
s.221(d)(3) or (4), s.232, or s. 236 of the National Housing Act and is owned or operated by an
entity that qualifies as an exempt charitable organization under s. 501(c) (3) of the Internal
Revenue Code).
(4) property owned by the federal government, including the postal service, which
is exempt under federal law.
Any shortfall in the expected Fire Services Assessment proceeds due to any reduction or
exemption from payment of the Fire Services Assessment required by law or authorized by the
City Commission shall be supplemented by any legally available funds, or combination of such
funds, and shall not be funded by proceeds or funds derived from the Fire Services Assessment.
(E)
A Fire Services Assessment shall constitute a lien upon the Assessed Property so
assessed equal in rank and dignity with the liens of all state, county, district or municipal taxes
Page 5 of 7
Doc. 130233
Res. 2015-042 Fire
1.b
and other non-ad valorem Assessment. Except as otherwise provided by law, such lien shall be
superior in dignity to all other liens, titles, and claims, until paid.
(F)
The Assessment Roll as herein approved, together with the correction of any
errors or omissions as provided for in the Ordinance, shall be delivered to the Tax Collector for
collection using the tax bill collection method in the manner prescribed by the Ordinance.
SECTION
5.
CONFIRMATION
OF
PRELIMINARY
ASSESSMENT
RESOLUTION. The Preliminary Assessment Resolution adopted July 15, 2015, is hereby
confirmed.
SECTION 6. EFFECT ON ADOPTION OF RESOLUTION.
The adoption of this
Annual Assessment Resolution shall be the final adjudication of the issues presented (including,
but not limited to, the determination of special benefit and fair apportionment to the Assessed
Property, the method of apportionment and assessment, the rate of assessment, the Assessment
Roll and the levy and lien of the Fire Services Assessment), unless proper steps shall be initiated
in a court of competent jurisdiction to secure relief within 20 calendar days from the date of this
Annual Assessment Resolution.
SECTION 7. SEVERABILITY .
If any clause, section or other part of this
Resolution shall be held by any court of competent jurisdiction to be unconstitutional or invalid,
such unconstitutional or invalid part shall be considered as eliminated and in no way effecting
the validity of the other provisions of this Resolution.
SECTION 8. CONFLICTS. That all prior Resolutions or parts of resolutions in conflict
herewith, are hereby repealed to the extent of such conflict.
Page 6 of 7
Doc. 130233
Res. 2015-042 Fire
1.b
SECTION 9. EFFECTIVE DATE. This Annual Assessment Resolution shall take
effect immediately upon its passage and adoption.
PASSED AND ADOPTED the 11th day of September 2015.
__________________________________
WALTER G. CAMPBELL, JR., MAYOR
ATTEST:
___________________________________
DEBRA THOMAS, CMC, CITY CLERK
Unanimous _____
Motion/2nd
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Mayor Campbell
Vice Mayor Vignola
Commissioner Daley
Commissioner Carter
Commissioner Cimaglia
Yes
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No
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Page 7 of 7
Doc. 130233
Res. 2015-042 Fire
2.a
Summary Sheet
Department: Management & Budget
DOC ID: 4562
SUBJECT:
Resolution 2015-043, Calendar Year 2016 Non-Ad Valorem
Special Assessment for Solid Waste Residential Services
REQUESTED ACTION:
(INCLUDE CONTRACT
START/TERM DATES)
Request to hold public hearing and adopt Resolution 2015-043, a
resolution levying a non-ad valorem special assessment for solid
waste residential services for properties within the municipal
boundaries of the City of Coral Springs and direct City staff to take
action to amend the preliminary assessment roll approved on July
15, 2015. (REQUEST TO HOLD HEARING, ADOPT)
ATTACHMENTS:
#1 –Resolution 2015-043
On July 15, 2015 the City Commission adopted Resolution 2015-037 approving the preliminary
assessment rate, the preliminary assessment roll, and setting the time and place for this public
hearing. First Class notice in conjunction with the Truth-In-Millage notification was mailed to all
property owners notifying them of the special assessment that would be levied against their
property. In addition, a published notice was advertised in the Sun-Sentinel on Friday, August
21, 2015, informing property owners of the special assessment and the time and place of the
public hearing.
The assessment roll lists all property located within the City of Coral Springs by folio number,
the legal description of the property and the amount of the assessment for solid waste
residential services for Calendar Year 2016. A copy of the assessment roll is available in the
City Clerk’s Office and will be brought to the public hearing on September 11, 2015.
State law requires that the City Commission hold a public hearing for the opportunity to hear
from individual property owners as to the propriety and advisability of providing the services and
funding them with special assessments on property. Following the public hearing, the City
Commission will make the final decision on whether to levy the assessments. Afterwards, they
will approve the assessment roll with any required amendments. State law requires that
property owners have a right to appear at the hearing and to file written objections within 20
days of the public hearing notice.
cc:
Debra Thomas, CMC, City Clerk
Rich Michaud, Director of Public Works
2.b
No. 2015-043
ANNUAL ASSESSMENT RESOLUTION
(Solid Waste Collection Services)
ADOPTED SEPTEMBER 11, 2015
2.b
TABLE OF CONTENTS
SECTION 1.
RECITALS…………………………………………………………..1-2
SECTION 2.
AUTHORITY………………………………………………………….3
SECTION 3.
DEFINITIONS AND INTERPRETATION………………………...3
SECTION 4.
IMPOSITION OF SOLID WASTE
COLLECTION ASSESSMENT…………………………………...3-5
SECTION 5.
CONFIRMATION OF PRELIMINARY
ASSESSMENT RESOLUTION……………………………………..5
SECTION 6.
EFFECT ON ADOPTION OF RESOLUTION…………………….5
SECTION 7.
SEVERABILITY …………………………………………………….5
SECTION 8.
CONFLICT……………………………………………………………5
SECTION 9.
EFFECTIVE DATE………………………………………………….6
2.b
A RESOLUTION OF THE CITY OF CORAL SPRINGS,
FLORIDA, RELATING TO THE PROVISION OF SOLID
WASTE COLLECTION SERVICES, IN THE CITY OF
CORAL SPRINGS, FLORIDA; APPROVING THE
ASSESSMENT RATE FOR SOLID WASTE COLLECTION
SERVICES; IMPOSING A SOLID WASTE COLLECTION
ASSESSMENT
AGAINST
ASSESSED
PROPERTY
LOCATED WITHIN THE CITY OF CORAL SPRINGS FOR
THE CALENDAR YEAR BEGINNING ON JANUARY 1,
2016;
APPROVING
THE
ASSESSMENT
ROLL;
PROVIDING FOR SEVERABILITY; PROVIDING FOR
CONFLICTS; AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, the City Commission of Coral Springs, Florida, has enacted Ordinance No.
2002-109, as codified in Section 2-114.1, City Code of Ordinances, which authorized the
imposition of a Solid Waste Collection Assessment, pursuant to the procedures of Chapter 2,
Article VI, of the City’s Code of Ordinances (collectively, “the Ordinance”) for the provision of
Solid Waste Collection Services for single-family residential properties and certain multi-family
residential properties that receive residential solid waste collection services within the City, and
provided for findings of special benefit and the method of apportionment of the Solid Waste
Collection Assessment; and
WHEREAS, the imposition of a Solid Waste Collection Assessment for Solid Waste
Collection Services for each Calendar Year is an equitable and efficient method of allocating and
apportioning Solid Waste Collection Assessed Costs among parcels of Assessed Property; and,
WHEREAS, the City Commission desires to impose a Solid Waste Collection
Assessment within the City for the Calendar Year beginning on January 1, 2016 using the tax bill
collection method; and
Res. 2015-043
Doc. 130235
Page 1 of 6
2.b
WHEREAS, the City Commission, on July 15, 2015, adopted Resolution No. 2015-037
(the "2015 Preliminary Assessment Resolution"), referencing the Solid Waste Collection
Services to be provided to Assessed Property, describing the method of apportioning the Solid
Waste Collection Assessed Cost to compute the Solid Waste Collection Assessment for Solid
Waste Collection Services against Assessed Property, estimating a rate of assessment, and
directing the preparation of the Assessment Roll and provision of the notice to the affected
landowners; and
WHEREAS, in order to impose the Solid Waste Collection Special Assessment for the
Calendar Year beginning January 1, 2016, the Ordinance requires the City Commission to adopt
an Annual Rate Resolution, during its budget adoption process for each Fiscal Year, which
establishes the rate of assessment and approves the Assessment Roll for the upcoming Calendar
Year, with such amendments as the City Commission deems appropriate, after hearing comments
and objections of all interested parties; and
WHEREAS, the updated Assessment Roll has heretofore been made available for
inspection by the public, as required by the Ordinance and Resolutions; and
WHEREAS, notice of a public hearing has been published and mailed, which provides
notice to all interested persons of an opportunity to be heard; and
WHEREAS, a public hearing was held on September 11, 2015, and comments and
objections of all interested parties have been heard and considered;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
SECTION 1. The aforementioned “WHEREAS” clauses are hereby ratified as true and
correct and incorporated herein.
Res. 2015-043
Doc. 130235
Page 2 of 6
2.b
SECTION 2. AUTHORITY. This Resolution is adopted pursuant to the provisions of
the Ordinance, the 2015 Preliminary Assessment Resolution, sections 166.021 and 166.041,
Florida Statutes, and other applicable provisions of law.
SECTION 3.
DEFINITIONS AND INTERPRETATION.
This Resolution
constitutes the Annual Assessment Resolution as defined in the Ordinance. All capitalized terms
in this Resolution shall have the meanings defined in the Ordinance and the 2015 Preliminary
Assessment Resolution.
SECTION 4. IMPOSITION OF SOLID WASTE COLLECTION ASSESSMENT.
(A)
The parcels of Assessed Property described in the Assessment Roll, as updated
and which is hereby approved, are hereby found to be specially benefited by the provision of the
Solid Waste Collection Services described in the 2015 Preliminary Assessment Resolution, in
the amount of the Solid Waste Collection Assessment set forth in the Assessment Roll, a copy of
which was present or available for inspection at the above-referenced public hearing and is
incorporated herein by reference. It is hereby ascertained, determined, and declared that each
parcel of Assessed Property within the City will be specifically benefited by the City's provision
of Solid Waste Collection, facilities and programs in an amount not less than the Solid Waste
Collection Assessment of such parcel, computed in the manner set forth in the 2015 Preliminary
Assessment Resolution. Adoption of this Annual Assessment Resolution constitutes a legislative
determination that all assessed parcels derive a special benefit, as set forth in the Ordinance and
the 2015 Preliminary Assessment Resolution, from the Solid Waste Collection Services to be
provided, and a legislative determination that the Solid Waste Collection Assessments are fairly
and reasonably apportioned among the properties that receive the special benefit as set forth in
the 2015 Preliminary Assessment Resolution.
Res. 2015-043
Doc. 130235
Page 3 of 6
2.b
(B)
The method of computing the Solid Waste Collection Assessment described in the
2015 Preliminary Assessment Resolution, as modified, amended, and supplemented herein, is
hereby approved.
(C)
For the Calendar Year beginning January 1, 2016, the estimated Solid Waste
Collection Assessed Cost to be assessed is $6,655,632. The Solid Waste Collection Assessment
to be assessed and apportioned among benefited parcels pursuant to the Cost Apportionment and
Parcel Apportionment to generate the estimated Solid Waste Collection Assessed Costs for the
Calendar Year commencing January 1, 2016, is hereby established at $19.5625 per residential
unit per month, which equals $234.75 annually per residential unit. This assessment rate is
hereby approved. Except as otherwise provided herein, the Solid Waste Collection Assessment
for Solid Waste Collection Services in the amounts set forth in the Assessment Roll, as herein
approved, are hereby levied and imposed on all parcels of Assessed Property described in the
Assessment Roll.
(D)
The Solid Waste Collection Assessment shall constitute a lien upon the Assessed
Property so assessed equal in rank and dignity with the liens of all state, county, district or
municipal taxes and other non-ad valorem Assessment. Except as otherwise provided by law,
such lien shall be superior in dignity to all other liens, titles, and claims, until paid.
(E)
The Assessment Roll as herein approved, together with the correction of any
errors or omissions as provided for in the Ordinance, shall be delivered to the Tax Collector for
collection using the tax bill collection method in the manner prescribed by the Ordinance.
SECTION 5. CONFIRMATION OF PRELIMINARY ASSESSMENT
RESOLUTION.
The Preliminary Assessment Resolution adopted July 15, 2015, is hereby confirmed.
Res. 2015-043
Doc. 130235
Page 4 of 6
2.b
SECTION 6. EFFECT ON ADOPTION OF RESOLUTION.
The adoption of this Annual Assessment Resolution shall be the final adjudication of the
issues presented (including, but not limited to, the determination of special benefit and fair
apportionment to the Assessed Property, the method of apportionment and assessment, the rate
of assessment, the Assessment Roll and the levy and lien of the Solid Waste Collection
Assessment), unless proper steps shall be initiated in a court of competent jurisdiction to secure
relief within 20 calendar days from the date of this Annual Assessment Resolution.
SECTION 7. SEVERABILITY.
If any clause, section or other part of this Resolution shall be held by any court of
competent jurisdiction to be unconstitutional or invalid, such unconstitutional or invalid part
shall be considered as eliminated and in no way effecting the validity of the other provisions of
this Resolution.
SECTION 8. CONFLICTS.
That all prior Resolutions or parts of resolutions in conflict herewith, are hereby repealed
to the extent of such conflict.
[THE REMAINDER OF THIS PAGE INTENTIONALLY LEFT BLANK]
Res. 2015-043
Doc. 130235
Page 5 of 6
2.b
SECTION 9. EFFECTIVE DATE.
This Annual Assessment Resolution shall take effect immediately upon its passage and
adoption.
___________________________________
ATTEST:
___________________________________
Unanimous ____
Motion/2nd
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Res. 2015-043
Doc. 130235
Mayor Campbell
Vice Mayor Vignola
Commissioner Daley
Commissioner Carter
Yes
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No
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Page 6 of 6
3.a
Summary Sheet
Department: Budget
DOC ID: 4575
SUBJECT:
Resolution 2015-045, Tentative Millage Rates
PLACEMENT:
REQUESTED ACTION:
(INCLUDE CONTRACT
START/TERM DATES)
Request to hold public hearing and adopt Resolution 2015-045,
establishing a tentative Operating Millage Rate of $4.7982 to
balance the General Fund for Fiscal Year 2015-2016; establishing
a tentative General Obligation Debt Millage Rate of $0.2933;
establishing the Rolled-back Rate to be $4.3101; and establishing
Thursday, September 24, 2015 as the date that a Final Public
Hearing will be held at 5:15 P.M. at the City of Coral Springs City
Hall, 9551 West Sample Road; providing for an effective date.
(REQUEST TO HOLD HEARING, ADOPT)
ATTACHMENTS:
#1 – Resolution 2015-045
Prior Action:
On July 15, 2015 the City Commission took the following actions:
1) Established the rolled-back Operating Millage Rate at $4.3101 mills;
2) Established the proposed Operating Millage Rate of $4.7982 mills, which is $0.2285
mills or 5.0% more than the current rate of $4.5697;
3) Established the voter approved Debt Millage Rate of $0.2933 mills, which is 43.9%
greater than the current rate of $0.2038.
4) Established the required tentative Budget Public Hearing on Friday, September 11, 2015
at 5:15 p.m. at the City Commission Chambers;
5) Established the required final Budget Hearing on Thursday, September 24, 2015 at
5:15 p.m. in the City Commission Chambers;
6) Authorized the appropriate legal advertisements to be advertised on or about August 21,
2015 and September 19, 2015 addressing the final Budget Hearing on Thursday,
September 24, 2015 at 5:15 p.m.
The City Commission is being requested to authorize and adopt Resolution 2015-045 for the
tentative Millage Rates and to approve the First Public Hearing of Ordinance 2015-120 finalizing
and adopting the City’s Annual Operating Budget for Fiscal Year 2015-2016. This budget
contains the funding required to provide the level of services as presented at the Commission
Workshop on July 15, 2015 for the City’s Business Plan. In addition, the Capital Improvement
Program will be approved at the First Public Hearing of Ordinance 2015-120. On September 24,
2015, the City Commission will be requested to authorize and adopt Ordinance 2015-120 for the
Annual Operating Budget and Capital Improvement Program at the Second Reading and Final
Public Hearing at 5:15 p.m. in the City Commission Chambers.
cc:
3.b
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF
CORAL SPRINGS ESTABLISHING A TENTATIVE MILLAGE
RATE OF $4.7982 TO BALANCE THE GENERAL FUND FOR
FISCAL YEAR 2015-2016; ESTABLISHING A TENTATIVE
GENERAL OBLIGATION DEBT MILLAGE RATE OF $0.2933;
ESTABLISHING THE ROLLED-BACK RATE TO BE $4.3101;
AND ESTABLISHING THURSDAY, SEPTEMBER 24, 2015 AS
THE DATE THAT A FINAL PUBLIC HEARING WILL BE HELD
AT 5:15 P.M. AT THE CITY OF CORAL SPRINGS CITY HALL,
9551 WEST SAMPLE ROAD; PROVIDING FOR AN EFFECTIVE
DATE.
WHEREAS, the City Commission of the City of Coral Springs on July 15, 2015
established, pursuant to State law, a proposed millage rate of $4.7982 to balance the budget for
the General Fund for Fiscal Year 2015-2016; and
WHEREAS, the City Commission of the City of Coral Springs on July 15, 2015
established a proposed General Obligation Debt millage rate of $0.2933 to be levied on all
tangible personal property and assessed real property located within the municipal limits of the
City of Coral Springs, Florida for Fiscal Year 2015-2016; and
WHEREAS, in furtherance of State law the City has confirmed its Rolled-back Rate and
established a time and place for a public hearing on the City’s tentative millage rates and
tentative budget for September 11, 2015; and
WHEREAS, at the September 11, 2015 public hearing the City Commission established
its tentative operating millage rate, tentative general obligation debt millage rate, and its tentative
budget to balance the budget for the General Fund for Fiscal Year 2015-2016; now therefore
BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF CORAL
SPRINGS, FLORIDA:
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Doc. 130267
Res. 2015-045
3.b
Section 1. That the City Commission establishes a tentative millage rate of $4.7982 to
balance the budget for the General Fund and a tentative General Obligation Debt millage rate of
$0.2933 to be levied on all tangible personal property and assessed real property located within
the municipal limits of the City of Coral Springs, Florida for Fiscal Year 2015-2016 and
establishes Thursday, September 24, 2015, as the date of a final public hearing when the City
Commission will receive comments from the citizenry regarding the proposed budget and
tentative millage rates.
Section 2. That the City Commission further confirms the Rolled-back Rate for the
2015-2016 fiscal year to be $4.3101. The tentative millage rate of $4.7982 is more than the
Rolled-back Rate by $0.4881 or 11.32%.
Section 3. That the City Commission further establishes the place and time of said public
hearing to be the City Commission Chambers located at the Coral Springs City Hall, 9551 West
Sample Road, Coral Springs, Florida at 5:15 P.M.
[THE REMAINDER OF THIS PAGE INTENTIONALLY LEFT BLANK]
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Doc. 130267
Res. 2015-045
3.b
Section 4. Effective Date.
This resolution shall become effective upon adoption.
__________________________________
ATTEST:
__________________________________________
Unanimous ___
Motion/2nd
___
___
___
___
___
___
___
___
___
___
Mayor Walter Campbell
Vice Mayor Vignola
Commissioner Daley
Commissioner Carter
Yes
___
___
___
___
___
No
___
___
___
___
___
3
Doc. 130267
Res. 2015-045
4.a
Summary Sheet
Department: Budget
DOC ID: 4576
SUBJECT:
Ordinance 2015-120, First Reading, Fiscal Year 2015-2016
Annual Operating Budget and Capital Improvement Program
PLACEMENT:
REQUESTED ACTION:
(INCLUDE CONTRACT
START/TERM DATES)
Request to hold public hearing and approve first reading of
Ordinance 2015-120 finalizing and adopting the Annual Operating
Budget and Capital Improvement Program for Fiscal Year 20152016, that includes the budget for the General Fund, Water and
Sewer, Fire, Solid Waste, Charter School, Public Art, Debt
Service, Health and Liability, Equipment Services, and Capital
Improvement Program funds; and to set second reading for
Thursday, September 24, 2015 at 5:15 P.M. at the City of Coral
Springs City Hall, 9551 West Sample Road; providing for an
effective date. (REQUEST TO HOLD HEARING, APPROVE)
ATTACHMENTS:
#1 – Ordinance 2015-120
#2 – Proposed Annual Budget Fiscal Year 2015-2016
Prior Action:
On July 15, 2015 the City Commission took the following actions:
1) Established the rolled-back Operating Millage Rate at $4.3101 mills;
2) Established the proposed Operating Millage Rate of $4.7982 mills, which is $0.2285 mills or
5.0% more than the current rate of $4.5697;
3) Established the voter approved Debt Millage Rate of $0.2933 mills, which is 43.9% greater
than the current rate of $0.2038.
4) Established the required tentative Budget Public Hearing on Friday, September 11, 2015 at
5:15 p.m. in the City Commission Chambers;
5) Established the required final Budget Hearing on Thursday, September 24, 2015 at 5:15 p.m.
in the City Commission Chambers;
6) Authorized the appropriate legal advertisements to be advertised on or about August 21, 2015
and September 19, 2015 addressing the final Budget Hearing on Thursday, September 24,
2015 at 5:15 p.m.
The City Commission is being requested to authorize and adopt Resolution 2015-045 for the tentative
Millage Rate and to approve the First Public Hearing of Ordinance 2015-120 finalizing and adopting
the City’s Annual Operating Budget for Fiscal Year 2015-2016. This budget contains the funding
required to provide the level of services as presented at the Commission Workshop on July 15, 2015
for the City’s Business Plan. In addition, the Capital Improvement Program will be approved at the
First Public Hearing of Ordinance 2015-120. On September 24, 2015, the City Commission will be
requested to authorize and adopt Ordinance 2015-120 for the Annual Operating Budget and Capital
Improvement Program at the Second Reading and Final Public Hearing at 5:15 p.m. in the City
Commission Chambers.
cc:
4.b
ORDINANCE NO. 2015-120
AN ORDINANCE OF THE CITY COMMISSION OF THE CITY OF
CORAL SPRINGS, FLORIDA, FINALIZING AND ADOPTING THE
ANNUAL OPERATING BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR FISCAL YEAR 2015-2016, REVIEWED, MODIFIED
AND APPROVED BY THE CITY COMMISSION AT MEETINGS HELD
ON JULY 15, 2015, SEPTEMBER 11, 2015, AND SEPTEMBER 24, 2015,
WHICH INCLUDES THE BUDGET FOR THE GENERAL FUND,
WATER AND SEWER, FIRE, SOLID WASTE, CHARTER SCHOOL,
PUBLIC ART, DEBT SERVICE, THE HEALTH & LIABILITY,
EQUIPMENT SERVICES, AND CAPITAL IMPROVEMENT PROGRAM
FUNDS; PROVIDING THAT IN THE EVENT A VARIATION FROM THE
TOTAL BUDGET IS OR BECOMES NECESSARY, THIS ORDINANCE
SHALL BE AMENDED ONLY BY A SUBSEQUENT ORDINANCE
CONSISTENT WITH CHAPTER 166, FLORIDA STATUTES, THE
CHARTER AND CODE OF ORDINANCES OF THE CITY OF CORAL
SPRINGS, FLORIDA; PROVIDING FOR SEVERABILITY; PROVIDING
FOR CONFLICT; PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, in accordance with the City Charter and all the laws of the State of Florida,
the City Manager has presented to the City Commission proposed budgets for Fiscal Year 20152016 for the General Fund, the Water and Sewer, the Fire, the Solid Waste, the Charter School,
Public Art, Debt Service, the Health & Liability and the Equipment Services Funds, and adopted
a Capital Improvement Program (C.I.P.) for the General, Water and Sewer, Fire, Charter School,
Equipment Services, Solid Waste, Public Art and Tree Trust Funds; and
WHEREAS, pursuant to law, the City Commission has conducted public workshop
meetings as well as public hearings to review said budgets and to consider the recommendations
of the citizenry relative to the adoption of said budgets; and
WHEREAS, pursuant to said meetings and public hearings and after consideration of the
recommendations of its citizenry, the City Commission on this date, September 24, 2015, has
finalized its General Fund, Water and Sewer, Fire, Solid Waste, Charter School, Public Art, Debt
Service, the Health & Liability, and Equipment Services Funds, and adopted a Capital
Improvement Program (C.I.P.) for the General, Water and Sewer, Fire, Charter School,
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Ord. 2015-120
Doc. 130178
4.b
Equipment Services, Solid Waste, Public Art and Tree Trust Funds for Fiscal Year 2015-2016,
that is, October 1, 2015 through September 30, 2016; and
WHEREAS, the City Commission acknowledges that said finalized budgets reflect
$107,846,903 in estimated expenditures and $107,846,903 in estimated revenues for the General
Fund; $21,442,772 in estimated expenditures and $21,442,772 in estimated revenues for the
Water and Sewer Fund; $19,352,126 in estimated expenditures and $19,352,126 in estimated
revenues for the Fire Fund; $4,306,918 in estimated expenditures and $4,306,918 in estimated
revenues for the Solid Waste Fund; $12,052,503 in estimated expenditures and $12,052,503 in
estimated revenues for the Charter School Fund; $207,000 in estimated expenditures and
$207,000 in estimated revenues for the Public Art Fund; establishes a Debt Service Fund of
$9,695,976; revenue and expenditures for the Health & Liability Funds in the amount of
$17,822,162; revenue and expenditures for the Equipment Services Funds in the amount of
$9,836,254; and adopting a Capital Improvement Program (C.I.P.) for the General, Water and
Sewer, Fire, Charter School, Equipment Services, Solid Waste, Public Art and Tree Trust Funds
for a total amount of $39,127,935.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COMMISSION OF THE
Section 1. Each and all of the foregoing "Whereas" clauses are true and correct and are
incorporated herein.
Section 2. That the Annual Operating Budget Fiscal Year 2015-2016, reviewed and
approved by the City Commission on July 15, 2015, copy of said budget being attached hereto
and made a part hereof, as Exhibit “A”, as specifically as if set forth herein and as revised on
September 11, 2015 and September 24, 2015, and is hereby established and adopted as the City
of Coral Springs' final Annual Operating Budget for Fiscal Year 2015-2016.
Section 3. That the Annual Operating Budget Fiscal Year 2015-2016 establishes
limitations on expenditures/expenses by fund total. Said limitation meaning that the total sum
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Ord. 2015-120
Doc. 130178
4.b
allocated to each fund for total expenditures/expenses may not be increased without specific
authorization by a duly enacted Resolution and/or Ordinance effecting such amendment or
transfer. However, specific activity/departmental amounts within a fund may be exceeded so
long as excesses exist in other activities/departments within said fund.
Section 4. That the Capital Improvement Program Budget, Fiscal Year 2015-2016 for the
General, Water and Sewer, Fire, Charter School, Equipment Services, Solid Waste, Public Art
and Tree Trust Funds reviewed and approved by the City Commission on July 15, 2015, as
revised on September 11, 2015 and September 24, 2015, is hereby adopted by the City
Commission of the City of Coral Springs and attached hereto and incorporated herein as Exhibit
“B” as specifically as set forth herein. This also approves in concept, subject to annual review,
the Capital Improvement Plan for October 1, 2016 through September 30, 2021.
Section 5. That when the City of Coral Springs receives monies from any source, be it
private or governmental, by Grant, Gift, or otherwise, to which there is attached as a condition of
acceptance, any limitation regarding the use or expenditure of the monies received, the funds so
received need not be shown in the Annual Budget nor shall said budget be subject to amendment
or expenditure as a result of disbursed and applied toward the purposes for which the said funds
were received. To ensure the integrity of the Operating Budget, and the integrity of the monies
received by the City under Grants or Gifts, all monies received as contemplated above must,
upon receipt, be segregated and accounted for based upon generally accepted accounting
principles and, where appropriate, placed into separate and individual trust and/or escrow
accounts from which any money drawn may only be disbursed and applied within the limitations
placed upon the Gift or Grant as aforesaid.
Section 6. That in the event a variation from the total budget appropriation is or becomes
necessary, such variations shall only become legally effective upon the adoption of an amending
Ordinance consistent with Chapter 166, Florida Statutes, the Charter and Code of Ordinances of
the City of Coral Springs, Florida.
3
Ord. 2015-120
Doc. 130178
4.b
Section 7. Repeal of Conflicting Ordinances.
All prior ordinances or resolutions or parts thereof in conflict herewith are hereby
repealed to the extent of such conflict.
Section 8. Severability.
Should any part, term or provision of this Ordinance be by the courts decided to be
invalid, illegal or in conflict with any law of this State, the validity of the remaining portions or
provision shall not be affected thereby.
Section 9. Effective Date.
This Ordinance shall become effective on October 1, 2015.
PASSED the ____ day of September, 2015.
PASSED ON FIRST READING THIS _____ DAY OF SEPTEMBER, 2015.
PASSED ON SECOND READING THIS ____ DAY OF SEPTEMBER, 2015.
_____________________________________
WALTER G. CAMPBELL, Mayor
ATTEST:
_______________________________________
DEBRA THOMAS, CMC, City Clerk
Unanimous ___
Motion /2nd
Yes
No
___
___
___
___
___
___
___
___
___
___
___
___
___
___
___
___
___
___
___
___
MAYOR CAMPBELL
VICE MAYOR VIGNOLA
COMMISSIONER DALEY
COMMISSIONER CARTER
COMMISSIONER CIMAGLIA
4
Ord. 2015-120
Doc. 130178
4.b
EXHIBIT "A"
Annual Operating Budget
FUND
FY 2015-2016
ADOPTED
BUDGET
General
$107,846,903
Water & Sewer
$21,442,772
Fire
$19,352,126
Charter School
$12,052,503
Public Art
Debt Service
Health & Liability
$207,000
$9,695,976
$17,822,162
Equipment Services
$9,836,254
Solid Waste
$4,306,918
Ord. 2015-120
Doc. 130178
4.b
EXHIBIT "B"
Capital Improvement Program
FUND
FY 2015-2016
ADOPTED
C.I.P.
General
$29,981,385
Water & Sewer
Fire
Charter School
Equipment Services
$4,814,000
$755,500
$30,000
$3,440,550
Solid Waste
$71,500
Public Art
$20,000
Tree Trust Fund
$15,000
___________
$39,127,935
Ord. 2015-120
Doc. 130178
4.c
Fiscal Year 2016
Annual Budget
City of Coral Springs, Florida
To be the premier community in which to live, work, and raise a family.
Mayor Walter “Skip” Campbell
Vice Mayor Larry Vignola
Commissioner Dan Daley
City Manager Erdal Dönmez
Commissioner Lou Cimaglia
Commissioner Joy Carter
City Attorney John Hearn
Budget Development Team
Jennifer K. Bramley, Deputy City Manager
Robert Goehrig, Director of Budget, Strategy, and Communication
Liliana Alvarez, Senior Financial Analyst
Laurie Bishara, Senior Financial Analyst
Chelsea Stahl, Senior Financial Analyst
Sherri Toops, Senior Financial Analyst
Kristin Holowicki, Grant Coordinator
Vannelys Rivera, Budget Analyst
Cover design by Christine Parkinson Jahrsdoerfer
Proposed
September 11, 2015
4.c
Distinguished Budget Presentation Award
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to City of Coral Springs, Florida for its annual budget
for the fiscal year beginning October 1, 2014.
In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as a financial plan, as an operations guide, and as a
communications device.
This award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility
for another award.
2
Fiscal Year 2016 Annual Budget
4.c
Table of Contents
Distinguished Budget Presentation Award ..............................................................................................................2
City Manager’s Letter ........................................................................................................................................................7
Strategic Priorities ........................................................................................................................................................... 12
Core Values ........................................................................................................................................................................ 13
City of Coral Springs Organization Chart................................................................................................................ 14
History of Coral Springs ................................................................................................................................................ 15
Budget Highlights ........................................................................................................................................................... 17
Combined Budget Summary ...................................................................................................................................... 19
Management and Budget Office ............................................................................................................................... 21
Fund Structure Overview ............................................................................................................................................. 22
Fund Budget Overviews ............................................................................................................................................... 26
General Fund Budget Summary ....................................................................................................................... 26
General Fund Description .................................................................................................................................. 29
Fire Fund Budget Summary ............................................................................................................................... 32
Fire Fund Description ........................................................................................................................................... 33
Water and Sewer Fund Budget Summary ..................................................................................................... 35
Water and Sewer Fund Description ................................................................................................................. 36
Health Fund Budget Summary ......................................................................................................................... 37
Health Fund Description ..................................................................................................................................... 37
General Insurance Fund Budget Summary.................................................................................................. 38
General Insurance Fund Description ............................................................................................................. 38
Coral Springs Charter School Fund Budget Summary ............................................................................ 39
Coral Springs Charter School Fund Description ........................................................................................ 39
Public Art Fund Budget Summary ................................................................................................................... 40
Public Art Fund Description ............................................................................................................................... 40
Equipment Services Fund Budget Summary ............................................................................................... 41
Equipment Services Fund Description ........................................................................................................... 42
Summary of Fleet Purchases 2016 ................................................................................................................... 43
Pension Fund Budget Summary ....................................................................................................................... 45
Pension Fund Description ................................................................................................................................... 45
Solid Waste Fund Budget Summary ................................................................................................................ 46
Solid Waste Fund Description............................................................................................................................ 46
Debt Service Fund Budget Summary ............................................................................................................. 47
Debt Service Fund Description ......................................................................................................................... 48
Capital Improvement Program................................................................................................................................... 49
Impact of CIP on the Operating Budget ................................................................................................................. 53
Capital Improvement Summary by Fund ............................................................................................................... 56
CIP Budget by Funding Source- All Funds ............................................................................................................. 57
Major Capital Projects by Department ........................................................................................................... 58
Major Capital Projects by Location .................................................................................................................. 59
General Fund CIP Summary by Funding Source .................................................................................................. 60
Revenue Trends................................................................................................................................................................ 61
General Fund Five-Year Forecast................................................................................................................................ 63
Service and Operations Strategy ............................................................................................................................... 65
A Family-Friendly Community........................................................................................................................... 66
A Thriving Business Community....................................................................................................................... 72
An Active, Healthy Community......................................................................................................................... 78
An Attractive Community ................................................................................................................................... 81
An Innovative, High-Performing Organization ........................................................................................... 85
Performance Budget Overview................................................................................................................................100
Sample Performance Budget Page .........................................................................................................................101
3
4.c
Table of Contents (continued)
Department Budgets ...................................................................................................................................................102
City Attorney..........................................................................................................................................................102
City Commission...................................................................................................................................................104
City Manager’s Office ..........................................................................................................................................105
Development Services .......................................................................................................................................110
Financial Services .................................................................................................................................................117
Fire/EMS...................................................................................................................................................................120
Human Resources ................................................................................................................................................126
Information Technology ....................................................................................................................................130
Parks and Recreation ..........................................................................................................................................133
Police ........................................................................................................................................................................142
Public Works...........................................................................................................................................................147
Customer Requirements Analysis ...........................................................................................................................155
4
4.c
Tables and Illustrations
City of Coral Springs Organization Chart................................................................................................................ 14
Coral Springs Operating millage rate ..................................................................................................................... 17
Operating millage rate comparison with other municipalities ...................................................................... 17
Voter-approved debt service millage rate ............................................................................................................. 17
Tax Rate Fiscal Year 2016............................................................................................................................................... 17
Net full-time position changes per fiscal year ...................................................................................................... 18
Full-time additions for Fiscal Year 2016 ................................................................................................................... 18
Appropriated Funds Budget—Fiscal Year 2016 ................................................................................................... 19
FY 2016 Budget Calendar ............................................................................................................................................. 20
The Budget Team............................................................................................................................................................. 21
Major Funds....................................................................................................................................................................... 22
Fund structure overview .............................................................................................................................................. 22
Net budgeted revenues by fund ............................................................................................................................... 24
Net budgeted expenditures by fund ....................................................................................................................... 25
General Fund total revenues ....................................................................................................................................... 29
General Fund total expenditures............................................................................................................................... 29
Franchise fees ................................................................................................................................................................... 30
Millage rates ...................................................................................................................................................................... 30
Utility service taxes ......................................................................................................................................................... 30
General Fund non-departmental operating expenses...................................................................................... 31
Fire Fund total revenues ............................................................................................................................................... 33
Fire Fund total expenditures ....................................................................................................................................... 33
Fire Assessment rate comparison Fiscal Year 2016 ............................................................................................. 34
Fire Assessment rate schedule ................................................................................................................................... 34
Water and Sewer Fund total revenues .................................................................................................................... 36
Water and Sewer Fund total expenses .................................................................................................................... 36
Water bill for average single-family residence ..................................................................................................... 36
Ten-year fleet replacement cost ................................................................................................................................ 42
Debt Service Fund revenues ....................................................................................................................................... 48
Allocation of Debt Service for Fiscal Year 2016 .................................................................................................... 48
Debt Service Fund expenditures ............................................................................................................................... 48
Capital expenditure Fiscal Year 2016........................................................................................................................ 49
Capital expenditure Fiscal Years 2016-2021 .......................................................................................................... 49
Fleet Replacement Program contributions and expenses ............................................................................... 51
Computer Replacement Program contributions and expenses ................................................................... 51
CIP funding sources- Fiscal Year 2016 ...................................................................................................................... 52
CIP Operating Capital- Fiscal Year 2016................................................................................................................... 53
CIP impact on the operating budget Fiscal Year 2016 ....................................................................................... 54
FY 2016 Capital projects financed via grants ........................................................................................................ 55
Major Capital Projects by Department .................................................................................................................... 58
Major Capital Projects by Location ........................................................................................................................... 59
Ad Valorem taxes ............................................................................................................................................................. 61
State shared revenues ................................................................................................................................................... 61
Half-cent sales tax revenues ........................................................................................................................................ 61
Electric utility service tax revenues........................................................................................................................... 62
Communications services tax revenues ................................................................................................................. 62
Electric utility franchise fee revenues ...................................................................................................................... 62
General Fund Five Year Forecast ............................................................................................................................... 63
City of Coral Springs’ Business Model ...................................................................................................................... 65
2015-2017 Short-Range Transportation Improvement Plan ........................................................................... 77
Long-Range Transportation Improvement Plan .................................................................................................. 77
5
4.c
Tables and Illustrations (continued)
Summary of Fiscal Year 2016 Initiatives .................................................................................................................. 88
Summary of Fiscal Year 2015 KIO Results ............................................................................................................... 90
Summary of Fiscal Year 2015 Initiative Updates .................................................................................................. 91
Budget Process Map....................................................................................................................................................... 98
Survey respondents by general location ..............................................................................................................155
Reasons Businesses Decide to Locate Here .........................................................................................................161
Overall Business Atmosphere Rating .....................................................................................................................161
Best Ways for the City to Communicate with Businesses ..............................................................................162
Ratings of City Property Taxes Compared to Other Communities .............................................................162
Ratings of City Property Taxes ..................................................................................................................................163
SWOC Rankings ............................................................................................................................................................164
Ranking of first choices by all respondents .........................................................................................................165
Summary of Fiscal Year 2015 Initiative Updates ................................................................................................168
6
4.c
City Manager’s Letter
To:
The Honorable Mayor and City Commissioners
From:
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 Office and the hosting of a
Realtors’ Summit have announced the City is open for business. The creation of a white fly remediation grant program to help
restore white fly 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 efforts 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
Officers which allows us to provide one SRO to every school in the City. Furthermore, our efforts 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 five 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 first upgrade of this type in the County. In addition, the bond proceeds will be used to build a permanent
Safety Town building, re-build fire stations 43 and 95, and expand and renovate the Crime Scene Investigations building during the
coming year.
Satisfaction Exceeds 80% on These Items that Influence Perception of City
AsaCitythatismovingintherightdirection
Cityasaplacetolive
Verysatisfied
HowwelltheCityisplanningforthefuture
Satisfied
QualityofservicesprovidedbytheCity
Neither
Dissatisfied
QualityofLifeͲBusinesses
QualityoflifeͲResidents
0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
7
4.c
City Manager’s Letter (continued)
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 officials, 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 defines 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 defined 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 Budget for Fiscal Year 2016, which supports the Business Plan and 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 Business Plan is our “community contract” for the coming fiscal
year, we consider it the means to an ongoing dialogue with our residents and business community. 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
efforts 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 artificial turf fields in
Cypress Park, Gymnasium renovation project, security cameras in the parks, energy efficient field lighting, Center for the Arts
roof repairs, interior improvements at the Center for the Arts, roadway resurfacing, pedestrian lighting on Forest Hills Boulevard,
improvements at the Wiles Road and 441 intersection, forensic analysis equipment, and other police safety and investigative
equipment. 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 financial planning the City has been able to navigate the unpredictable, upagain-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.
8
4.c
Those efforts 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.
The recommendation to grow a dedicated revenue source to continue investing in our community is consistent with our longrange 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-offs 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 satisfied 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.
Majority of residents and businesses believe they are receiving the right
level of service for the taxes they are paying.
Businesses
Residents
53%
46%
PropertytaxesarejustrightfortheamountandqualityofCity
servicesreceived
22%
21%
PropertytaxesarehighbuttheCityisprovidingmoreservicesat
ahigherqualitythanexpected
Citytaxesaretoolow
1%
1%
76%
68%
TotalPositive
24%
32%
Propertytaxesaretoohigh
0%
20%
40%
60%
80%
100%
Key Initiatives for the Coming Year
The Business Plan section of the Annual Budget includes economic data as well as 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 in the Business Plan section include:
A Family-Friendly Community
The Fiscal Year 2016-2017 Strategic Plan describes this Strategic Priority as augmenting the quality of life that defines 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:
9
4.c
• Maintaining a safe community will remain a top priority. Not only will the high-visibility “Make a Call, Make a Difference
“campaign and the Burglary Enforcement and Reduction (BEAR) program continue, but we will invest in the latest technology to
ensure our officers 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.
• 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 fiscal benefit 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 efficiency and effectiveness of the business tax process by reviewing policies and procedures, records
management, communication flow, 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. Significant 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 defined as one that influences 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
fitness 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.
10
4.c
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 offering recycling incentives and exploring
methods of encouraging recycling within the multi-family and commercial sectors.
• Offering a home repair grant program to elderly and low-income residents for use in improving the hurricane preparedness of
their homes.
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 effort and strong partnership between the City and our
residents and businesses. While the Business Plan is our “community contract” for the coming fiscal year, we consider it the means
to an ongoing dialogue with our residents and we offer 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 first rate customer service.
We remain committed to excellence: providing excellent police and fire services; keeping our parks in first-rate condition;
providing sound financial 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!
Respectfully Submitted,
Erdal Dönmez
City Manager
11
4.c
Strategic Priorities
Augment the quality of life that defines 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.
Continue to provide fiscal benefit and
economic stability to the City by encouraging
and supporting economic development and
redevelopment as well as expansion and
retention of existing businesses.
Take proactive measures to preserve and
enhance the community’s appearance
and maintain of its vital infrastructure.
Lead by example in the stewardship and
conservation of natural resources.
Influence and support an environment that
promotes active, healthy, and enriched
lifestyles for residents of all ages. Focus on
leisure, cultural, recreational, and sporting
activities and events that infuse event dollars
into the local economy.
An Innovative, High Performing Organization
The City is committed to ethical governance,
adherence to its Core Values, transparency,
innovation, collaboration, and exceeding
customer expectations by delivering highquality programs and services that meet the
needs of an increasingly diverse community.
12
4.c
Core Values
• Solicit and listen intently to employees’ requirements and
expectations.
Customer Focus
• Demonstrate a passion for customer service.
• Care about employees, so they will be more likely to care
about customers.
• Recognize and reward quality and customer service
initiatives.
• Recognize change as a given, not government as usual.
• Measure organizational and employee successes based on
customer satisfaction.
Continuous Improvement
• Solicit and listen intently to customer requirements and
expectations.
• Commit “every day, in every way, to getting better and
better.”
• Maximize the positive impact of customers’ first impression
and “moments of truth.”
• Plan for quality.
• Collect customer feedback continuously and use it to
improve quality.
• Achieve customer satisfaction by assessing the specific
needs and expectations of each individual customer.
Empowered Employees
• Empower the people closest to the customer, working
individually or in teams, to continuously improve the
organization’s quality and services.
• Commit the entire organization to achieving total customer
satisfaction.
• Empower employees to make decisions based on their
experience, skill, training and capability, rather than their
position.
• Share decision-making and allow employees to take
authority and responsibility for the organization’s mission.
• Encourage use of individual judgment; do what needs to
be done.
• Make quality a never-ending effort.
• Have customers define quality.
• Let customer feedback drive quality improvements.
• Focus on process improvements to increase
quality.
• Create a culture in which the right things are done the first
time and every time.
Sustainability
• Work toward efficient and cost-effective solutions
to protect and conserve natural resources, maintain
economic viability, and ensure a healthy and safe quality of
life for current and future generations.
• Commit to increasing green awareness in the community
and reducing our own carbon footprint.
• Balance environmental, economic, and social factors in
decision making.
• Empower employees to contribute to customer satisfaction
regardless of organizational level.
• Promote and role-model practices that improve
our environment by reducing energy usage, water
consumption, and waste stream.
Leadership
• Promote practices that improve our environment while
creating greater economic opportunity.
• Establish an inspiring vision that creates a government that
works better and costs less.
• Create an atmosphere of innovation, risk-taking and
tolerance for mistakes.
• Recognize failure as the price paid for improvement.
• Lead by example, by involvement and demonstrate
commitment to quality, service and customers—“walk the
talk.”
• Promote the concepts of “green” development, sustainable
business practices, and renewable energy in our
community.
• Contribute to economic development through the support
and promotion of a market for environmentally friendly
and energy-efficient products.
• Consider the impact of your actions on the environment
and aesthetics of the City.
• Create a system of guidelines, not rules.
• Remove “red tape” to achieve the organization’s mission.
• Practice a “can do” attitude.
13
4.c
City of Coral Springs Organization Chart
Citizens/
Customers
Citizens Advisory
Committees and Boards
City Commission
City Attorney
Internal Auditor
John J. Hearn
jhearn@coralsprings.org
City Manager
Erdal Dönmez
edonmez@coralsprings.org
Deputy City Manager
Susan Grant
sgrant@coralsprings.org
*Budget, Strategy, and
Communications
Dir. Budget/Strategy/Communications
Robert Goehrig
rgoehrig@coralsprings.org
Financial Services
Director of Financial Services
Melissa Heller
mheller@coralsprings.org
Deputy City Manager
Jennifer K. Bramley
jbramley@coralsprings.org
Development Services
*Communications
*Management and
and Marketing
Budget Office
*Community
Redevelopment
Agency
Director of Development Services
Susan Hess Krisman
skrisman@coralsprings.org
*City Clerk’s Office
Fire/EMS
Public Works
City Clerk
Debra Thomas
dthomas@coralsprings.org
Fire Chief
Frank Babinec
fbabinec@coralsprings.org
Director of Public Works
Rich Michaud
rmichaud@coralsprings.org
Information Technology
Police
Parks and Recreation
Director of Information Technology
Curlie Matthews
cmatthews@coralsprings.org
Chief of Police
Anthony Pustizzi
apustizzi@coralsprings.org
Director of Parks and Recreation
Rick Engle
rengle@coralsprings.org
Human Resources
*Economic Development
Director of Human Resources
Dale Pazdra
dpazdra@coralsprings.org
Chief Economic Dev Officer
Ana Zeinieh
azeinieh@coralsprings.org
Charterr Offi
Offi
ces Offices
Charter
*Divisions of the City Manager’s Office
14
4.c
History of Coral Springs
Known as “the City in the Country,” Coral Springs has become
a premier South Florida community, known for its abundant
parks, quality schools, numerous athletic programs, and
attractive neighborhoods.
Prior to its incorporation as a city in July 1963, the area that
was to become Coral Springs was part of a huge tract of land
acquired by Henry “Bud” Lyons between 1911 and 1939 that
totaled over 20,000 acres of marshy wilderness in western
Broward County. He cleared and drained the land to grow
beans. Lyons died in 1952, leaving his vast land holdings to
his family, who converted the land to be used for ranching,
bringing in 5,000 head of cattle.
After a series of hurricanes flooded much of the southern
portions of the state in 1947, Florida created the Central and
Southern Florida Flood Control District (now the South Florida
Water Management District) that built a network of canals and
levees throughout South Florida. The canals helped to further
drain the land that would become Coral Springs.
After World War II there was a real estate boom in South
Florida. Coral Ridge Properties, a land development firm,
was started by James Hunt, Joseph Taravella, and Stephen
Calder to develop communities in Broward County. By the late
1950s, they were running out of land to develop in the Fort
Lauderdale area and were seeking opportunities further west.
Land in the northwest corner of Broward County, now owned
by Lena Lyons, perfectly suited Hunt’s vision for a masterplanned community. On December 14, 1961, Coral Ridge
Properties purchased 3,860 acres for $1 million. They moved
three wooden shacks onto the land, along with five Coral
Ridge Properties employees, which made the land eligible to
incorporate as a city under Florida law. The City of Coral Springs
was chartered on July 10, 1963. Additional land purchases from
the Lyons family brought the total land in the City up to 5,000
acres.
By 1964, a master plan was developed that projected a
population of more than 50,000 residents living in small
neighborhoods throughout the community. On July 22, 1964,
the first land sale was held, selling 536 building lots for $1.6
million. Looking to give the new town a country flair, Hunt
ordered the construction of the Covered Bridge that same year.
It is now a Florida Heritage site.
Employees from Coral Ridge Properties staffed the City
administration, with Werner Buntemeyer holding the position
of city manager from 1964 to 1974. In 1965, Coral Ridge
Properties acquired an additional 5,000 acres from Lena Lyons,
increasing the City to 16 square miles.
From the very beginning, Coral Ridge Properties enacted
strict landscaping and sign laws to create a beautiful and
natural looking town. In May 1965, a second land sale was
held, with television celebrity Johnny Carson on hand to help
draw buyers. Johnny himself bought almost 55 acres of land.
This time 1,100 lots were sold. Then the first residents began
moving in, including Wilfred Neale II and Robert Fuller in The
Hills in early 1965. Both became early city commissioners.
Also in 1965, the City’s first employee was hired, Police Chief
Richard Vedilago, who was assisted by a German Shepherd
named “Sergeant Satan.”
According to Stuart McIver, in 1966 Westinghouse Electric
Corporation acquired Coral Ridge Properties so it could use the
new City as an “urban laboratory to evaluate new products,
such as a home utility center, home sewage disposal systems,
an infrared heating system, full electric kitchens, and central
air-conditioning and heating systems.”
In 1967, the City had several hundred residents and held its first
election. Lewie Mullins was elected mayor and Robert Fuller
vice-mayor. The remaining commissioners were Wilfred Neale,
Peter Giordano, and Richard Hunt.
The census of 1970 set Coral Springs’ population at 1,489,
although the City Manager believed the actual number
was closer to 3,750. In January 1970, the Broward County
School Board voted to build the City’s first elementary
school. Westinghouse opened its “Electra Center” designed
to showcase state-of-the-art home systems. Some of these
modern conveniences were built into model homes in the
Electra Lab to allow visitors to experience motion-detecting
lights, electric kitchens, and home security systems first hand.
The volunteer Fire Department was also started in 1970. Early in
1971, the last large increase in property came with the purchase
of the Remsberg Ranch on the north side of the City. The City
was now 13,400 acres.
In 1974, O. Benjamin Geiger was elected Mayor and began
the task of making Coral Springs independent. This included
establishing the City’s first ad valorem property tax, which at
$4.0000 mils, was a huge increase to residents’ tax bills. Phillip
Kelley was hired as the new City Manager, completing the
break from Coral Ridge Properties. It was during this transition
that the City’s codes and ordinances were created and the
charter was modified to reflect the new vision for the City. The
Commission wanted a professionally run City, so they chose a
strong city manager form of government.
The City grew at an incredible pace. Ten new public schools, a
regional mall, shopping centers, and parks sprang up around
the City during the 1970s. By 1980, the population had swelled
to more than 37,000 people.
15
4.c
City Hall was originally the
Administration Building for the
corporate headquarters of Coral
Ridge Properties.
During the 1980s, growth continued to be the City’s greatest
concern. By 1985, the population had passed 50,000 and
schools were overcrowded as young families poured into the
neighborhoods. The realities of development - increasing
traffic and crowding - provided a series of challenges for the
City’s planning office. The total property value passed the $1
billion mark in 1983 and the City, drawing on a strengthening
financial position and debt service ratings, began planning
bond referendums for community parks, a public safety facility,
fire stations, and a community center. The nation took notice
as the Honda Classic golf tournament moved to Eagle Trace
Country Club in 1984.
After 1986 when the Sawgrass Expressway was constructed,
linking the City to the major transportation centers in Broward
County, more and more corporate relocations and retailers
were attracted to Coral Springs.
The 1990s turned out to be a critical decade for the City. Only
thirty years old, the City was nonetheless facing a staggering
growth rate—which created a huge demand for City services.
Between 1990 and 2000, the City’s population grew from
78,864 to 117,549 and the taxable value from $2.8 billion to $4.7
billion.
By 1994, it became apparent that there was a need for better
recreational and cultural programming for City residents, so
several existing facilities were improved and new ones opened
to serve the growing population. The Coral Springs City
Centre was renovated to add an art museum and renamed the
Coral Springs Center for the Arts. The Aquatic Complex was
expanded and improved. The Sportsplex and Tennis Center
were created to provide additional recreation opportunities.
At the same time, City residents passed a $7.5 million bond
referendum to purchase environmentally sensitive lands
(now Red Lichen and Sandy Ridge Parks) to preserve the few
wetlands left within city limits.
The biggest change to City operations began in 1993 when
a total quality management program was implemented,
to completely overhaul operations and service delivery by
becoming customer-focused and quality-oriented. The central
16
feature of the program was a new business model that would
take us from “government as usual” to a high-performance
municipal corporation. The strategic and business planning
system we use today—allocating resources strategically
through data-driven decision making—was instituted in 1995.
Numerous awards and recognition followed (see Measuring
Results – Awards and Special Recognitions), but that wasn’t the
only positive outcome of the City’s business model. When 95%
of our residential property was developed in the late 1990s,
we reached “build-out,” a time when growth-related revenues
dropped precipitously. We were able to make the transition
smoothly, without a significant change to our current operating
millage rates.
Sustaining our reputation for excellence becomes more
challenging as the City ages. With no space left for new
development, the City must leverage its strengths to encourage
vibrant redevelopment. A recommitment to improving the
aesthetics of the City was launched as the build-up to the
City’s 50th Anniversary in July 2013. Future focus is on sparking
interest in the Downtown area.
Sources:
City of Coral Springs; 1994-95 Guide to Program and Facility Sponsorships; 1994.
City of Coral Springs; Economic Development Brochure; 1988.
City of Coral Springs; Statistical Guide for Economic Development; Coral Ridge Properties,
Coral Springs, FL; 1989.
Greater Coral Springs Chamber of Commerce; Guide to Greater Coral Springs Florida; 1994.
McIver, Stuart; Coral Springs: the First Twenty-Five Years; The Donning Company, Norfolk,
VA; 1988.
Wangberg, Wendy and Kevin Knutson; Images of America: Coral Springs; Arcadia Publishing;
2003.
Various City documents and memoranda.
4.c
Budget Highlights
Tax Rate Fiscal Year 2016
Introduction
The Fiscal Year 2016 Annual Budget,
which is being presented to the City
Commission on September 11, 2015, is
a numerical reflection of the Fiscal Year
2016 Business Plan. By allocating our
resources in alignment with the City
Commission’s five strategic priorities and
departmental performance indicators,
we believe this budget will successfully
meet the challenges we have before us
and set the stage for continued success
in the future.
General Operating Millage
$4.7982
Debt Service Millage
$0.2933
Combined City Millage Rate
$5.0915
Coral Springs Operating millage rate
$6.0000
$4.7982
$5.0000
$4.3559 $4.3939
$4.0000
$4.5697 $4.5697 $4.5697
$3.8866
$3.8715 $3.8715
$3.3651 $3.3651
$3.0000
$2.0000
Budget in Brief
The proposed operating net budget
for Fiscal Year 2016 for all funds totals
$166,506,799. This represents an increase
of $4,685,689 or 2.9% more than the
Fiscal Year 2015 net budget. The Fiscal
Year 2016 budget is balanced, prudent
and responsive to community needs as
identified in the Fiscal Year 2016 Business
Plan.
Highlights of the Fiscal Year 2016 budget
include:
• Total taxable assessed value increased
6.24% in the City of Coral Springs.
$1.0000
$0.0000
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Operating millage rate comparison with other municipalities
$8.0000
$7.8007
Coral
Springs
$6.9000
$7.0000
$5.9000
$6.0000
$6.0543
$6.2385
$6.2745
$5.4865
$5.0819
$5.0000
$4.7982
$4.2990
$4.0000
$3.0000
• Operating millage rate will increase
by $0.2285 or 5% over Fiscal Year 2015
tax rate (from $4.5697 to $4.7982). This
increase will generate approximately
$1.9 million additional property
tax revenue. This revenue source is
required to finance essential capital
improvements identified for a threeyear period. The average single-family
homesteaded homeowner will pay an
additional $54 in property taxes to the
City due to an increase in home values
and the increase to the millage rate.
• The voter-approved debt service
millage rate will increase from $0.2038
to $0.2933, an increase of $0.0895
or 43.9%. This increase is due to the
issuance of a $12.4 million Public
Safety G.O. Bond approved by voters in
November of 2014.
• The combined general operating and
debt service millage rate is $5.0915 per
$1,000 of assessed value, an increase of
$0.3180 or 6.7%.
$2.0000
$1.0000
$0.0000
Hollywood Miramar Plantation
Sunrise
Pembroke Deerfield Pompano
Pines
Beach
Beach
Davie
Coral
Ft.
Springs Lauderdale
When comparing Broward County cities with populations greater than 70,000, Coral Springs’
proposed operating millage rate continues to be one of the lowest of the 10 municipalities.
Voter-approved debt service millage rate
$1.0000
$0.8000
$0.6000
$0.4000
$0.2915
$0.2933
$0.2906
$0.2510
$0.2134
$0.2000
$0.1774
$0.1763
$0.1763
$0.1763
$0.2033
$0.2038
$0.0000
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
17
4.c
• The Fire Assessment fee for single-family homes will
increase by $5.64, from $141.36 to $147.00. Multi-family
and commercial fees will decrease by $0.40 per unit and
$0.20 per 100 square feet respectively.
Full-time additions for Fiscal Year 2016
• Water and Sewer rates will increase by 3.5%, an increase
of $2.09 per month for the average residential customer.
Accreditation and
Compliance Administrator
• The Residential Solid Waste Special Assessment will
increase by $8.91, from $225.84 to $234.75 per singlefamily home.
Air Conditioning Technician Public Works—Facilities
1
Risk Assistant
1
Position title
• General Fund debt service for franchise and capital
revenue bonds, as a percentage of total budget, will
equal 6.4% in Fiscal Year 2016 as compared to 4.5% in
the current year, well within the General Fund debt
service policy limitation of 12.5% of total General Fund
expenditures.
Total
• For Fiscal Year 2016, the number of full-time positions
is 797 (excludes Fire/EMS services contract staff ). This
represents an addition of three full-time employees,
offset by the conversion of two part-time positions to
full-time status. The table to the right shows the new
authorized positions for the upcoming budget year. The
Accrediation and Compliance Administrator will support
the new Business Plan initiative “Coral Springs Regional
Institute of Public safety” and is fully funded in the Fire
Fund’s Training Division. The Technician position in
Public Works is necessary to have in-house staff available
to perform routine and preventive maintenance on air
conditioning units on designated buildings. Having an
in-house employee available full-time to perform this
task, will ensure City facilities are operating in optimal
climate conditions and will allow the City to reduce
its current contract for this type of service; thereby
eliminating operational cost. The third position added is
a Risk Assistant to support the increased volume of work
associated with Citywide risk management functions. The
3
• In Fiscal Year 2014, 13 additional full-time positions were
authorized; ten were funded in the General Fund and three
in the Water & Sewer Fund. In Fiscal Year 2013, there was a
net change of thirteen additional full-time positions—nine
added to the General Fund and four to the Fire Fund. From
Fiscal Years 2008 through 2011, 34 full-time positions were
deleted primarily due to the elimination of vacant positions
or through attrition, in response to the economic recession.
In Fiscal Year 2007, 11 public safety positions were added. In
Fiscal Year 2003, public safety employees were added as a
result of September 11th national tragedy. Paid firefighters
were added in Fiscal Year 2001, and EMS startup began in
Fiscal Year 1996.
Capital Improvements
• In Fiscal Year 2016, the City will invest $39,127,935 in capital
improvements and upkeep of City own facilities. For details
of the projects planned for this year, refer to the Capital
Improvement Program section included in
this document.
Net full-time position changes per fiscal year
50
44
40
29
17
12
14
16
15
13
8
10
5
13
13
14
7
4
3
0
-2
-10
-8
-13
-11
FY2016
FY2015
FY2014
FY2012
FY2013
FY2011
FY2010
FY2009
FY2008
FY2007
FY2006
FY2005
FY2004
FY2003
FY2002
FY2001
FY2000
FY1999
FY1998
FY1997
-20
18
General Insurance Fund
1
• In Fiscal Year 2015, the City added 14 full-time employees,
from which three were converted from part-time status. The
14 positions were budgeted as follows: 10 in the General
Fund, two in the Fire Fund, and two were split between the
Fire Fund and the General Fund —Public Education Officer
(62% Fire/38% General Fund; Data Analyst (50% Fire/50%
General Fund).
Staffing
20
Fire—Training
Academy
# of
positions
goal is to convert a part-time position to full-time status. This
position will be fully funded in the General Insurance Fund.
• With a General Obligation bond indebtedness of 0.33% of
total taxable assessed value, the City is well below its debt
policy limit of 5%.
30
Dept—Division
4.c
Combined Budget Summary
Appropriated Funds Budget—Fiscal Year 2016
Debt
Service
Fund
General
Fund
CASHBALANCE
BROUGHTFORWARD
$0
Capital
Projects
Fund
$0
Public
Art
Fund
$103,000
Solid
Waste
Fund
$184,000
Waterand
Sewer
Fund
$214,218
Charter
School
Fund
Fire
Fund
$0
$0
FY2016
Total
Budget
$251,693
$752,911
RevenuesByType:
Taxes:
MillagePer$1,000
AdValoremTaxes
$4.7982
AdValoremTaxes
$0.2933(VOTEDDEBT)
SolidWasteAssessment
FireFundSpecialAssessment
SalesandUseTaxes
FranchiseFees
UtilityServiceTaxes
LicensesandPermits
IntergovernmentalRevenue
ChargesforServices
FinesandForfeitures
MiscellaneousRevenues
OtherFinancingSources
38,909,404
2,378,418
2,245,712
4,092,700
10,755,136
8,250,000
10,435,499
11,418,696
4,005,554
11,751,189
14,306,464
2,202,750
4,194,210
127,425
21,399,522
12,570
7,304,988
320,000
29,385,385
23,000
43,250
5,501,352
2,982,731
52,020
55,000
5,887
11,800,810
38,909,404
2,378,418
6,338,412
10,755,136
8,250,000
10,435,499
11,418,696
4,005,554
29,053,351
38,688,717
2,254,770
4,625,030
36,846,685
TotalRevenuesand
OtherFinancingSources
$107,846,903
$9,695,976 $29,705,385
$23,000
$4,092,700
$21,442,772
$19,352,126
$11,800,810 $203,959,672
GrandTotalRevenuesandBalances
$107,846,903
$9,695,976 $29,808,385
$207,000
$4,306,918
$21,442,772
$19,352,126
$12,052,503 $204,712,583
ExpendituresByType:
GeneralGovernmentalServices
Education
PublicSafety
PhysicalEnvironment
EconomicEnvironment
CultureandRecreation
DebtService
CapitalImprovementProgram (ExcludingOpeatingCIP)
OtherFinancingSources(Uses)
TotalExpendituresand
OtherFinancingUses
Reserves
TotalAppropriatedExpendituresand
Reserves
$14,880,860
515,000
57,778,628
7,470,531
516,411
15,171,819
6,867,832
12,052,503
16,348,489
4,235,418
17,768,882
260,000
207,000
9,695,976
2,213,131
282,860
71,500
1,200,759
2,720,777
207,000
4,306,918
21,442,772
19,352,126
12,052,503
0
0
0
0
0
$207,000
$4,306,918
$21,442,772
$19,352,126
29,808,385
4,645,822
107,846,903
9,695,976
0
0
$107,846,903
29,808,385
0
$9,695,976 $29,808,385
$14,880,860
12,567,503
74,127,117
29,474,831
776,411
15,378,819
19,059,799
29,808,385
8,638,858
204,712,583
0
$12,052,503 $204,712,583
Note: Revenues (sources) and Expenses (uses) for Equipment Services, Health, and General Insurance funds are
incorporated within all other appropriated funds included in this summary and thus, not listed separately.
Note: In accordance with standard budgeting practice, the main difference between the “Summary of Net Budgeted Revenues/Expenditures” on
pages 24 and 25 and the “Fiscal Year 2016 Combined Budget Summary” on this page is that the latter does not include internal service funds to avoid
double-counting interfund transfers (movement of money from one fund to another).
19
4.c
FY 2016 Budget Calendar
Date
Description
Time
04/14/2015
Budget Kickoff
2:00 p.m.
04/15/2015
Budget Training Session I
10:00 a.m.
04/16/2015
Budget Training Session II
2:30 p.m.
04/17/2015
CC Strategic Planning Workshop*
8:30 am.
05/05/2015
Budget Package due to MBO
5:00 p.m.
05/21-06/01 Departmental Budget Meetings
Individually scheduled
06/24/2015
CC Business Plan Preview Workshop*
(Part of regular CC Workshop)
5:00 p.m.
07/01/2015
Regular CC Meeting*
CC Business Plan Workshop I*
9:00 a.m.
10:00 a.m.
07/15/2015
CC Business Plan Workshop II*
5:15 p.m.
TRIM Notification prepared and submitted to CC
Adopt Preliminary Assessment Resolutions
Regular CC Meeting*
7:00 p.m.
09/11/2015
First Public Budget Hearing*
09/24/2015
Second Public Budget Hearing*
5:15 p.m.
Adopt Operating Budget and Capital Improvement Program
5:15 p.m.
*All Commission meetings and workshops are open to the public
Abbreviations Used:
CC—City Commission
CMO—City Manager’s Office
TRIM—Truth in Millage
MBO—Management & Budget Office
20
4.c
Management and Budget Office
We are pleased to present this nationally
recognized planning and budgeting document
as one of the many services we provide to the
City of Coral Springs.
The Management and Budget Office (MBO) is
a division of the City Manager’s Office and is
responsible for managing and implementing
several cross-functional processes within the
City, including:
Strategic Plan
Business Plan
Performance Measurement System
Annual Budget
Performance Improvement Projects
Grants
Business SWAT Team Projects
Program Analysis
Financial Analysis
Performance Benchmarking
Operational Auditing
Technical Assistance for Departments
Our budgeting system meets all of the best
practice recommendations of the National
Advisory Council on State and Local Budgeting,
as well as previous recommendations by the
Government Finance Officers Association
(GFOA).
We have had the good fortune to receive the
Government Finance Officers Association
Distinguished Budget Presentation Award
for twenty-four consecutive years. In past
years, our Annual Budget has received
“Special Performance Measures
Recognition” from GFOA as
well as “Outstanding as a Policy
Document and Operations
Guide.”
Our Performance Measurement system was
selected as a “Best Practice” by the American
Quality and Productivity Center. We also
received the International City/County
Managers Association Center for Performance
Measurement Certificate of Excellence.
Our strategic planning, performance
measurement, and budgeting efforts also
contributed to the receipt of the 2007 Malcolm
Baldrige National Quality Award. We are the
first state or local government to receive the
Baldrige Award. In addition, we also received
the Florida Governor’s Sterling Award for
Organizational Performance Excellence in 1997
and again in 2003. We are the first organization
to win the Governor’s Sterling Award for the
second time.
For more information, please visit our web site,
www.coralsprings.org, to download copies of
our Strategic Plan, Business Plan, Annual Budget,
Capital Improvement Plan, and other related
documents and presentations.
The Budget
Team
Robert Goehrig
Director of Budget,
Strategy, and
Communications
(954) 344-5920
rgoehrig@coralsprings.org
Liliana Alvarez
Senior Financial Analyst
(954) 344-1133
lalvarez@coralsprings.org
Laurie Bishara
(954) 344-5938
lbishara@coralsprings.org
Chelsea Stahl
Thank You!
Thanks to the City Manager’s Office, the
department heads and their staff for helping
us make this budget successful! We’d also like
to acknowledge the invaluable assistance of
Christine Parkinson Jahrsdoerfer in developing
the cover design of this budget document.
(954) 344-5914
cstahl@coralsprings.org
Sherri Toops
(954) 346-1723
stoops@coralsprings.org
Kristin Holowicki
Grant Coordinator
(954) 344-5902
kholowicki@coralsprings.org
Vannelys Rivera
Budget Analyst
(954) 344-5928
In addition, our performance
measurement and budgeting
system has been cited as a
“Best Practice” by the National
Partnership for Reinventing
Government. The Fitch Rating
Agency uses our planning system
as a model for cities interested
in achieving the distinction of an
‘AAA’ bond rating.
vrivera@coralsprings.org
9551 West Sample Road
Coral Springs, FL 33065
www.coralsprings.org
Fax: (954) 344-1198
Pictured from left: Liliana Alvarez, Sherri Toops, Bob Goehrig, Chelsea Stahl,
Kristin Holowicki, Vannelys Rivera, and Laurie Bishara
21
4.c
Fund Structure Overview
325
FY 2016
Total Operating Budget and Capital
$205,634,734
FY 2016
Net Operating Budget
$166,506,799
General Fund
$71,444,599
Special Revenue
Funds
$24,109,845
Internal Services
Funds
$27,292,762
Water and Sewer
$16,988,178
Fire
$13,270,342
Insurance Funds
$17,771,875
Solid Waste Fund
$4,291,174
Charter School
$10,632,503
Equipment Services
$9,520,887
Enterprise Funds
$21,279,352
Trust and Agency
Funds
$12,684,265
Pension
$12,684,265
Debt Service
Fund
$9,695,976
Debt Service
$9,695,976
Public Art
$207,000
Major Funds
Fund Name
Fund Type
Fund Description
Accounts for police, code compliance, parks and
recreation, public works, building, emergency medical
services, and administration services
Covers the fire department and subsequent divisions,
including administration, suppression, inspection,
training, and communications
Provides water and wastewater services to approximately
51% of Coral Springs residents
Includes the non-franchise portion of the City’s
residential solid waste special assessment to cover cost of
hauler and disposal fees
Contribute to the City’s insured general liability, property,
workers’ compensation, life, and employee medical
benefits
Includes the revenues and expenses incurred in the
operation of the Coral Springs Charter School
Accounts for the costs of maintaining the City’s fleet
Includes the Public Art fee receipts collected during the
permitting process for new construction and renovations
of existing structures
General Fund*
City Operating Fund
Fire Fund*
Special Revenue Fund
Water and Sewer Fund*
Enterprise Fund
Solid Waste Fund*
Enterprise Fund
Health and General Insurance Funds*
Internal Service Funds
Coral Springs Charter School Fund*
Equipment Services Fund*
Internal Service Fund
Public Art Fund*
Pension Fund
Trust and Agency Fund
Accounts for the accumulation of resources to be used
for retirement benefit payments to the City’s employees
Debt Service Fund*
Debt Service Fund
Covers the revenues and payment of voter approved
long-term general obligation debt and revenue bond
debt
*Indicates appropriated funds in accordance with the Budget Ordinance.
22
4.c
FY 2016
Capital Budget
$39,127,935
General Fund
$29,981,385
Special Revenue
Funds
$820,500
Internal Services
Funds
$3,440,550
Water and Sewer
$4,814,000
Fire
$755,500
Equipment Services
$3,440,550
Solid Waste Fund
$71,500
Charter School
$30,000
Enterprise Funds
$4,885,500
Public Art
$20,000
Tree Trust Fund
$15,000
The Coral Springs Aquatic Complex, a world-renowned facility, is home to many national and international swimming, water polo,
synchronized swimming and diving competitions.
23
4.c
Net budgeted revenues by fund
FY 2015
Adopted
Net Budget
General Fund
Percent
of
Total
FY 2016
Proposed
Net Budget
$97,769,413
60.4%
$102,330,504
Fire Fund
17,310,587
10.7%
Water and Sewer Fund
22,648,735
Percent
of
Total
Dollar
Change
Percent
Change
61.5% $4,561,091
4.7%
18,090,533
10.9%
779,946
4.5%
14.0%
21,442,772
12.9%
(1,205,963)
-5.3%
1,535,000
0.9%
1,735,000
0.9%
200,000
13.0%
11,428,913
7.1%
12,052,503
7.2%
623,590
5.5%
222,000
0.1%
207,000
0.1%
(15,000)
-6.8%
Equipment Services Fund
5,171,909
3.2%
3,846,285
2.3%
(1,325,624)
-25.6%
Solid Waste Fund
4,157,009
2.6%
4,306,918
2.6%
149,909
3.6%
Debt Service Fund
1,577,544
1.0%
2,495,284
1.5%
917,740
58.2%
100.0% $4,685,689
2.9%
Health and General Insurance Funds
C. S. Charter School Fund
Public Art Fund
Total
$161,821,110
100.0%
$166,506,799
Note: The total net budgeted revenues and expenditures/expenses are equal. However, the total by fund for revenue and expenditure/expenses
are different due to inter-fund transfers.
Fiscal Year 2016 Net Budget - All Funds - Revenues
$166,506,799
Fire Fund
10.9%
Debt Service Fund
1.5%
Other
1.0%
Charter School Fund
7.2%
12.9%
General Fund
61.5%
2.3%
Solid Waste Fund
2.6%
24
4.c
Net budgeted expenditures by fund
FY 2015
Adopted
Net Budget
General Fund
Percent
of
Total
FY 2016
Proposed
Net Budget
Percent
of
Total
Dollar
Change
$69,632,817
43.0%
$71,444,599
Fire Fund
12,198,755
7.5%
13,270,342
8.0%
1,071,588
8.8%
18,362,701
11.3%
16,988,178
10.2%
(1,374,524)
-7.5%
Health and General Insurance Funds
16,799,742
10.4%
17,771,875
10.7%
972,133
5.8%
C.S. Charter School Fund
10,008,913
6.2%
10,632,503
6.4%
623,590
6.2%
222,000
0.1%
207,000
0.1%
(15,000)
-6.8%
10,755,940
6.6%
9,520,887
5.7%
(1,235,053)
-11.5%
Pension Allocation
12,898,198
8.0%
12,684,265
7.6%
(213,933)
-1.7%
Solid Waste Fund
4,157,009
2.6%
4,291,174
2.6%
134,165
3.2%
Debt Service Fund
6,785,035
4.2%
9,695,976
5.8%
2,910,941
42.9%
100.0% $4,685,689
2.9%
Public Art Fund
Total
$161,821,110
100.0%
$166,506,799
42.9% $1,811,782
Percent
Change
2.6%
Note: The total net budgeted revenues and expenditures/expenses are equal. However, the total by fund for revenue and
expenditure/expenses are different because of interfund transfers.
Fiscal Year 2016 Net Budget - All Funds - Expenditures
$166,506,799
Solid Waste Fund
2.6%
5.8%
10.2%
General Fund
42.9%
Fire Fund
8.0%
Charter School Fund
6.4%
Debt Service Fund & Public
Art Fund
5.8%
Pension Fund
7.6%
Insurance and Health Fund
10.7%
25
Fund Budget Overviews
4.c
General Fund Budget Summary
FY 2013
Actual
Revenues
General Operating
Ad Valorem Taxes
Solid Waste Assessment-FF
FY 2015
Adopted
Budget
FY 2016
Proposed
Budget
$
%
Change From Change From
FY15 Budget FY15 Budget
$32,726,175
1,827,073
$33,847,000
2,138,469
$35,299,267
2,124,467
$38,909,404
2,245,712
$3,610,137
$121,245
10.23%
5.71%
6,609,005
1,703,027
90,070
8,402,102
7,095,324
2,901,100
102,022
10,098,446
7,434,499
2,600,000
100,000
10,134,499
7,434,499
2,900,000
101,000
10,435,499
$0
$300,000
$1,000
$301,000
0.00%
11.54%
1.00%
2.97%
Utility Service Taxes
Electricity
Water
Propane/Natural Gas
Subtotal - Utility Taxes
8,138,589
1,882,074
150,077
10,170,740
8,819,225
1,888,040
152,710
10,859,975
8,800,000
2,060,000
185,986
11,045,986
9,100,000
2,101,200
192,496
11,393,696
$300,000
$41,200
$6,510
$347,710
3.41%
2.00%
3.50%
3.15%
State Intergovernmental Revenues:
Communications Services Tax
PEG Revenues
Shared Revenues
Alcoholic Beverages/Casino
Sales Tax
Other Revenue/Municipal Rebate
Subtotal State Intergovernmental
5,288,750
44,095
3,406,040
123,420
7,142,316
64,350
16,068,971
4,837,666
41,037
3,667,385
192,435
7,587,739
41,960
16,368,222
5,000,000
25,000
3,746,848
161,092
7,673,453
47,022
16,653,415
4,800,000
25,000
4,000,000
165,145
8,250,000
48,433
17,288,578
($200,000)
$0
$253,152
$4,053
$576,547
$1,411
$635,163
-4.00%
0.00%
6.76%
2.52%
7.51%
3.00%
3.81%
Other Intergovernmental Revenues
Miscellaneous
Community Bus Program Revenues
First Local Option Fuel Tax
Second Local Option Fuel Tax
Public Safety E911
Recycling Material Revenue
Subtotal Other Intergovernmental
Subtotal Intergovernmental
40,000
124,706
1,208,213
874,019
258,295
418,305
2,923,538
18,992,509
40,000
124,748
1,234,067
908,010
236,976
262,580
2,806,381
19,174,603
40,000
125,002
1,260,000
900,000
238,086
292,000
2,855,088
19,508,503
40,000
125,002
1,260,000
900,000
247,609
165,000
2,737,611
20,026,189
$0
$0
$0
$0
$9,523
($127,000)
($117,477)
$517,686
0.00%
0.00%
0.00%
0.00%
4.00%
-43.49%
-4.11%
2.65%
Permits and Business Tax
Building Permits
Not Related State Surcharge
Rebillable Overtime
Other Permits (Waste Hauling)
Subtotal Permits
1,834,570
103,449
123,088
108,733
2,169,840
2,015,465
156,787
163,698
9,900
2,345,850
2,213,000
225,153
67,667
8,116
2,513,936
2,341,750
200,000
131,904
60,000
2,733,654
$128,750
($25,153)
$64,237
$51,884
$219,718
5.82%
-11.17%
94.93%
639.28%
8.74%
Business Tax
Subtotal Permits and Business Tax
1,088,179
3,258,019
1,165,913
3,511,763
1,221,900
3,735,836
1,271,900
4,005,554
$50,000
$269,718
4.09%
7.22%
Charges For Services
Cypress Park
Mullins Park
North Community Park
Neighborhood Parks
Activity Center
Recreation Services
Summer Recreation
Transportation
Gymnasium
Aquatics—Cypress Pool
Aquatics—Mullins Pool
Aquatic Complex
Sportsplex
Tennis Center
Cypress Tennis
Subtotal Parks and Recreation
111,837
269,138
28,078
98,412
44,162
20,273
543,076
46,846
421,985
140,846
73,067
1,653,434
277,730
307,363
128,385
4,164,632
117,835
286,149
33,692
112,583
45,110
16,141
525,870
40,002
468,083
133,006
72,167
1,704,323
368,942
304,820
109,866
4,338,589
119,325
307,703
44,302
108,596
63,970
23,016
600,000
53,856
437,525
165,027
81,646
1,700,486
335,181
416,940
159,293
4,616,866
121,709
313,855
45,185
110,766
75,247
23,476
592,000
54,932
466,272
168,325
83,276
1,734,489
381,883
405,275
142,478
4,719,168
$2,384
$6,152
$883
$2,170
$11,277
$460
($8,000)
$1,076
$28,747
$3,298
$1,630
$34,003
$46,702
($11,665)
($16,815)
$102,302
2.00%
2.00%
1.99%
2.00%
17.63%
2.00%
-1.33%
2.00%
6.57%
2.00%
2.00%
2.00%
13.93%
-2.80%
-10.56%
2.22%
Franchise Fees
Electricity
Solid Waste
Towing/Other
Subtotal - Franchise Fees
26
FY 2014
Actual
4.c
General Fund Budget Summary (continued)
FY 2013
Actual
FY 2014
Actual
FY 2015
Adopted
Budget
FY 2016
Proposed
Budget
$
%
Charges for Services to other funds
W&S Fund—Admin Services
W&S Fund—Economic Development
Fire Fund—Admin Services
Subtotal - Charges for Services - Other Fund
1,921,487
0
1,504,172
3,425,659
2,007,954
0
1,579,380
3,587,334
2,128,431
250,000
1,658,349
4,036,780
2,111,716
260,000
1,724,683
4,096,399
($16,715)
$10,000
$66,334
$59,619
-0.79%
4.00%
4.00%
1.48%
Charges for Services—Other
General Government
City Hall in the Mall
Public Safety
EMS Transport Fees
EMS Interfacility Transportation
EMS Community Paramedicine
EMS Contract
Subtotal - Charges for Services - Other
900,765
647,248
1,178,881
2,433,785
97,342
0
2,907
5,260,928
998,056
668,151
1,118,718
2,166,662
84,894
0
1,750
5,038,231
896,648
648,075
1,189,383
2,682,120
97,246
231,801
1,751
5,747,023
970,245
728,350
1,190,388
2,400,000
100,163
100,000
1,751
5,490,897
$73,597
$80,275
$1,005
($282,120)
$2,917
($131,801)
$0
($256,126)
8.21%
12.39%
0.08%
-10.52%
3.00%
-56.86%
0.00%
-4.46%
12,851,219
12,964,154
14,400,669
14,306,464
($94,205)
-0.65%
Fines and Forfeitures
Court Fines
Other Police Fines
Red Light Cameras
Adult Deferred Prosecution
Misdemeanor Diversion Prog-Admin fee
Code Compliance Citations and Liens
Other Miscellaneous
Subtotal Fines and Forfeitures
606,910
114,151
42,295
0
0
767,385
40,940
1,571,681
916,528
116,916
37,223
0
18,453
639,512
460,810
2,189,442
725,000
207,066
197,400
0
150,000
758,000
182,388
2,219,854
900,000
128,750
0
60,000
30,000
558,000
526,000
2,202,750
$175,000
($78,316)
($197,400)
$60,000
($120,000)
($200,000)
$343,612
($17,104)
24.14%
-37.82%
-100.00%
n/a
-80.00%
-26.39%
188.40%
-0.77%
Other Income:
Interest
Rents & Royalties/Cell Tower Lease Sale
Sept 11 5K Event
CRA Contribution
Charter School Lease
Auction
ICMA-RC Agreement (Admin Fund)
Resource Recovery
SW Disposal Rebate
Solid Waste Disposal Agreement
Facility Rental
Other Miscellaneous
Subtotal Other Income
95,527
1,214,591
0
50,000
1,420,000
9,695
0
1,388,360
0
185,000
126,970
280,275
6,030,588
261,174
1,106,336
12,545
50,000
1,420,000
12,673
0
0
22,620
572,650
138,815
421,979
4,021,807
307,500
1,277,412
15,000
155,143
1,420,000
18,651
0
0
18,000
525,000
150,000
245,051
4,131,757
250,000
1,304,450
15,000
166,236
1,420,000
19,024
25,000
0
19,500
525,000
150,000
300,000
4,194,210
($57,500)
$27,038
$0
$11,093
$0
$373
$25,000
$0
$1,500
$0
$0
$54,949
$62,453
-18.70%
2.12%
0.00%
7.15%
0.00%
2.00%
n/a
n/a
8.33%
0.00%
0.00%
22.42%
1.51%
95,830,106
98,805,659
102,600,838.2 107,719,478.0
$5,118,640
4.99%
0
0
0
0
0
0
100,000
0
720,285
0
0
820,285
0
125,355
0
100,000
400,000
625,355
0
127,425
0
0
0
127,425
$0
$2,070
$0
($100,000)
($400,000)
($497,930)
n/a
1.65%
n/a
-100.00%
-100.00%
-79.62%
$95,830,106
$99,625,944
$103,226,193
$107,846,903
$4,620,710
4.48%
Subtotal - Charges For Services
Total General Operating
Other
Capital Reserve
Transfer from Grants Fund for CDBG
Transfer from Solid Waste Fund
Forfeiture for SRO's
Appropriation of fund balance for CIP
Total Other
Total Revenues
27
4.c
General Fund Budget Summary (continued)
FY 2013
Actual
Expenditures:
Departmental
City Commission
City Manager
Human Resources
Financial Services
City Attorney
Police
Emergency Medical Services
Public Works
Total Departmental
$318,138
3,049,892
1,453,909
2,490,268
2,910,805
869,172
5,968,441
44,757,596
8,452,558
4,314,667
13,841,313
88,426,759
FY 2015
Adopted
Budget
FY 2016
Proposed
Budget
$
%
$356,301
3,814,675
1,675,532
2,478,075
3,258,968
997,264
6,710,575
45,386,271
8,952,199
4,608,241
14,314,766
92,552,867
$361,999
3,990,533
1,753,051
2,444,342
3,522,893
1,023,041
6,798,286
46,622,075
9,128,502
4,751,708
14,636,819
95,033,249
$5,698
$175,858
$77,519
($33,733)
$263,925
$25,777
$87,711
$1,235,804
$176,303
$143,467
$322,053
$2,480,382
1.60%
4.61%
4.63%
-1.36%
8.10%
2.58%
1.31%
2.72%
1.97%
3.11%
2.25%
2.68%
Non-Departmental
Operating Capital
Conference Center Equipment
Non-Departmental Operating
Contingency
Solid Waste Contingency
Economic Development Incentive
Market Adjustments
Other Post Employment Benefits
Inventory/Over/shortage
CRA Special Assessment
Tuition Reimbursement
Charter School (Lease Expense)
Center for the Arts
EMS Pension Adjustment
Internal Auditor
City Hall Licensing/Maintenance
PD Comm Syst & Eq. Improvement Study
City Hall at the Walk Lease
Library/Grounds Parking lot Maint
50th Anniversary
SQL Database License
Computer Replacement Plan
Subtotal - Non-Departmental
524,567
50,000
420,443
0
0
0
2,186
0
0
131,702
34,829
471,142
448,933
0
11,496
0
3,165
0
6,802
107,121
606,461
381,071
3,199,918
446,725
0
529,542
0
0
126,564
0
0
(21,347)
137,849
38,163
459,684
488,423
0
70,993
3,675
21,680
0
9,992
0
350,831
0
2,662,774
200,000
0
654,982
450,000
0
200,000
67,404
0
0
146,175
75,000
578,281
525,000
0
100,000
25,000
0
264,456
10,000
0
0
0
3,296,298
173,000
0
677,731
472,500
0
250,000
75,000
103,571
0
153,484
75,000
515,000
525,000
0
100,000
0
0
296,601
10,000
0
0
0
3,426,887
($27,000)
$0
$22,749
$22,500
$0
$50,000
$7,596
$103,571
$0
$7,309
$0
($63,281)
$0
$0
$0
($25,000)
$0
$32,145
$0
$0
$0
$0
$130,589
-13.50%
n/a
3.47%
5.00%
n/a
25.00%
11.27%
n/a
n/a
5.00%
0.00%
-10.94%
0.00%
n/a
0.00%
-100.00%
n/a
12.16%
0.00%
n/a
n/a
n/a
3.96%
Interfund Transfers
Property/Casualty
Fire Fund (Nonprofit Subsidy Churches/Schools)
Fire Fund Govt. Assessment
To Capital Fund
Subtotal - Interfund Transfers
939,990
959,675
159,915
114,451
2,174,031
1,043,886
1,043,031
182,830
185,000
2,454,747
1,105,266
995,808
185,323
406,000
2,692,397
1,257,342
1,011,001
250,592
0
2,518,935
$152,076
$15,193
$65,269
($406,000)
($173,462)
13.76%
1.53%
35.22%
-100.00%
-6.44%
Debt Service
Revenue Bond
Rev Bonds - '04 (Refunding)
Rev Bonds - '08
2010 Recovery Zone Bond ($5.9M/20yr/2.79%)
2013 Capital Revenue Note ($4.7M/10yr/1.95%)
2013 Lease Purchase Financing (Phone)
2014 Municipal Complex Loan
2015 Municipal Complex Bond ($19.1M/20yr/3.5%
2015 Capital Revenue Note ($12M/10yr/3.5%)
Subtotal Debt Service
1,625,384
1,565,963
405,517
0
0
0
0
0
3,596,864
1,627,159
1,569,663
405,517
519,600
373,756
0
0
0
4,495,695
1,533,970
1,576,788
405,517
519,600
373,756
275,000
0
0
4,684,631
1,534,270
1,582,163
413,731
519,600
373,756
248,062
796,250
1,400,000
6,867,832
$300
$5,375
$8,214
$0
$0
($26,938)
$796,250
$1,400,000
$2,183,201
0.02%
0.34%
2.03%
0.00%
0.00%
-9.80%
n/a
n/a
46.60%
Miscellaneous Expenditures:
Gainsharing
231,300
174,938
0
0
$0
n/a
9,202,113
9,788,154
10,673,326
12,813,654
$2,140,328
20.05%
Total Expenditures
$93,647,942
$98,214,913
$103,226,193
$107,846,903
$4,620,710
4.48%
Revenues in Excess of Expenditures
$2,182,164
$1,411,031
Total Non-Departmental
Number of FTE's
28
$271,867
2,731,916
1,338,163
2,370,586
2,714,483
849,553
5,716,533
42,512,397
8,623,568
4,051,812
13,264,952
84,445,830
FY 2014
Actual
640.41
649.66
$0
659.77
$0
659.65
$0
n/a
-0.12
-0.02%
4.c
General Fund Description
The General Fund, as the main operating fund for the City of Coral Springs, provides for a broad spectrum of premier services
including, public safety, beautiful parks and recreational facilities, code compliance, athletic programs, an attractive Aquatic
Complex, public works, building plan review and inspections, emergency medical services, and more. Resources are, in the
majority, provided by taxes.
The General Fund budget is $107,846,903 for Fiscal Year 2016. This represents an increase of $4,620,710 or 4.48% from the Fiscal
Year 2015 budget. This budget is adequate to finance the General Fund expenses and a portion of the Coral Springs Center for the
Arts, Insurance, Debt Service, Equipment Services, and pension expenses relative to the General Fund.
General Fund total revenues—$107,846,903
Sales Tax
7.6%
Misc. Revenues
3.9%
2.0%
Intergovernmental
10.9%
Charges for Services
13.3%
Utility Taxes
10.6%
Permits and Business Tax
3.7%
Other
0.1%
Franchise Fees/Solid Waste
Assessment
11.8%
Ad Valorem Taxes
36.1%
General Fund total expenditures—$107,846,903
6.3%
HR/CAO
2.6%
Emergency Medical Svc.
8.4%
Financial Services
2.3%
Non-Departmental
11.9%
Information Services
3.3%
CMO/Commission
4.0%
Police
43.2%
13.6%
Public Works
4.4%
29
4.c
General Fund (continued)
Millage rates
Adopted Adopted Adopted Proposed Percent
FY 2013 FY 2014 FY 2015 FY 2016 Change
General Operating
Voter-Approved
$4.5697
$0.2906
$4.5697
$0.2033
$4.5697
$0.2038
$4.7982
$0.2933
5.00%
43.91%
Total Millage
$4.8603
$4.7730
$4.7735
$5.0915
6.66%
Utility service taxes
Type (% of Gross)
Electricity (10%)
FY 2014
Budgeted
Receipts
$9,100,000
3.41%
1,916,028
2,060,000
2,101,200
2.00%
179,697
185,986
192,496
3.50%
$10,806,725,
$11,045,986
$11,393,696
3.15%
Franchise fees
Type (% of Gross)
FY 2014
Budgeted
Receipts
Electricity (6%)
$7,434,499
$7,434,499
$7,434,499
0.00%
2,790,739
2,600,000
2,900,000
11.54%
Solid Waste
Towing/Other
Total
30
FY 2016
Budgeted
Receipts
Percent
Change
$8,800,000
Propane (10%)
FY 2015
Budgeted
Receipts
FY 2016
Budgeted
Receipts
$8,711,000
Water (10%)
Total
FY 2015
Budgeted
Receipts
Percent
Change
107,696
100,000
101,000
1.00%
$10,332,934
$10,134,499
$10,435,499
2.97%
4.c
General Fund non-departmental operating expenses
Item
Financial
Quality
Program
Cross
Departmental
Special Projects
Boards &
Advisory
Committees
Grants
Events
Total
Internal Auditor
Tuition Reimbursement
Credit Card Charges
Resident/Business Survey
Benchmarking
Election Expense
Unemployment
Security Licensing/Maintenance
Festival of the Arts
Lobbyist
Center for the Arts Rentals
Other Contractual Services
Hurricane Preparedness (Safety)
Special Event Banner Printing
Business Development/EDF
CRA Assessment
Boards and Commission Expense
Accessibility Issues (Disability)
Historical Advisory Committee
Sports Commission
Multi-Cultural Events
Martin Luther King, Jr. Day Celebrat
Sports Event Grants
Coral Springs Community Chest
Holiday Parade
Teen Political Forum
September 11th 5K event
Half-Marathon
Kreul Classic Tournament
July 4th
Adopted
FY 2015
Budget
100,000
75,000
50,000
25,000
15,000
42,000
34,000
25,000
15,000
36,000
8,500
80,251
6,500
50,000
0
146,175
17,500
2,500
10,000
5,000
35,231
20,000
35,000
50,000
20,000
7,500
15,000
15,000
20,000
40,000
Proposed
$
FY 2016
Budget Change
%
Change
100,000
75,000
50,000
25,000
15,000
0
34,000
0
20,000
36,000
8,500
165,000
6,500
50,000
0
153,484
17,500
2,500
10,000
5,000
35,231
15,000
35,000
50,000
20,000
7,500
0
15,000
15,000
40,000
0
0
0
0
0
(42,000)
0
(25,000)
5,000
0
0
84,749
0
0
0
7,309
0
0
0
0
0
(5,000)
0
0
0
0
(15,000)
0
(5,000)
0
0.00%
0.00%
0.00%
0.00%
0.00%
-100.00%
0.00%
-100.00%
33.33%
0.00%
0.00%
105.60%
0.00%
0.00%
n/a
5.00%
0.00%
0.00%
0.00%
0.00%
0.00%
-25.00%
0.00%
0.00%
0.00%
0.00%
-100.00%
0.00%
-25.00%
0.00%
$1,001,157 $1,006,215
$5,058
0.51%
31
4.c
Fire Fund Budget Summary
Revenues:
Non Ad Valorem Special Assessment Fees
Non-Ad Valorem Special Assessment Fee
Government Assessment
Nonprofit Subsidy (Churches & Schools)
Sub-Total Non Ad Valorem Special Assesment Fees
Partial Year Assessment
Intergovernmental
Base Contract (Parkland)
Base Contract (Broward County)
Sub-Total Intergovernmental
Charges for Services:
Fire Inspection Services
Fire Re-Inspection Fees
Training Tuition Fees
Training Miscellaneous Fees
State Education Incentive Fund
Off Duty Fire Rescue Service
Plan Review Fees
Sub-Total Charges for Services
Fines and Forfeitures:
Fire Inspection Fines
False Alarm Recovery
Sub-Total Fines and Forfeitures
Other:
Interest Income
Miscellaneous Revenue
Doubtful Accounts
Safer Grant
Appropriated Fund Balance
Sub-Total Other
Capital Reserve
Grand Total - Revenues
Expenditures:
Departmental
Administration
Communication Service
Suppression
Training
Inspection
Total Departmental
Non-Departmental
C.I.P.
OPEB
Rate Consultant
Contingency
Assessment Collection Costs
Microsoft Licensing
Indirect Costs
Economic Conditions
Computer Replacement Program
Sub-Total - Non-Departmental
Interfund Transfers:
Capital
Property Casualty Transfer
Sub-Total - Interfund Transfers
Bond Debt Service:
Revenue Bond-'04 (Refunding)
Revenue Bond-'08
2013 Lease Purchase Financing (Phone)
Future Debt for Aerial Truck
Sub-Total - Debt Service
Total Non-Departmental
Grand Total - Expenditures
Positions
32
FY 2015
Adopted
Budget
$
Change From
FY15 Budget
FY2016
Proposed
Budget
%
Change From
FY15 Budget
FY 2013
Actual
FY 2014
Actual
$8,784,413
159,915
959,675
9,904,003
7,938
$9,359,310
182,830
1,043,031
10,585,171
6,037
$9,385,390
185,323
995,808
10,566,521
5,887
$9,493,543
250,592
1,011,001
10,755,136
5,887
$108,153
65,269
15,193
188,615
0
1.15%
35.22%
1.53%
1.79%
0.00%
5,311,217
12,124
5,323,341
5,400,516
12,124
5,412,640
5,523,449
12,124
5,535,573
5,489,228
12,124
5,501,352
(34,221)
0
(34,221)
-0.62%
0.00%
-0.62%
750,463
20,182
886,244
132,417
53,170
34,905
102,894
1,980,275
812,043
17,202
908,006
179,382
58,581
51,993
121,631
2,148,838
834,462
31,836
987,625
220,349
50,000
35,000
114,444
2,273,716
834,462
31,836
1,606,589
300,400
50,000
45,000
114,444
2,982,731
0
0
618,964
80,051
0
10,000
0
709,015
0.00%
0.00%
62.67%
36.33%
0.00%
28.57%
0.00%
31.18%
4,626
1,900
6,526
10,511
4,300
14,811
52,020
3,000
55,020
52,020
0
52,020
0
(3,000)
(3,000)
0.00%
-100.00%
-5.45%
45,094
4,749
(34,771)
0
0
15,072
44,991
(8,877)
0
0
0
36,114
50,000
5,000
0
0
0
55,000
50,000
5,000
0
0
0
55,000
0
0
0
0
0
0
0.00%
0.00%
n/a
n/a
n/a
0.00%
0
173,565
0
0
0
n/a
$17,237,156
$18,377,177
$18,491,718
$19,352,126
$860,408
4.65%
$540,643
121,503
11,675,873
1,249,734
1,167,796
14,755,548
$514,542
108,378
12,164,048
1,273,670
1,238,334
15,298,972
$534,268
169,504
12,135,531
1,409,498
1,374,349
15,623,150
$681,357
160,683
12,286,296
1,937,855
1,282,298
16,348,489
$147,089
(8,821)
150,765
528,357
(92,051)
725,339
27.53%
-5.20%
1.24%
37.49%
-6.70%
4.64%
291,513
0
0
0
19,610
0
1,504,172
29,177
5,192
1,849,664
213,344
0
0
14,499
19,612
0
1,579,380
30,671
0
1,857,506
286,730
0
0
100,000
24,560
0
1,658,349
102,367
31,700
2,203,706
398,200
57,143
22,000
100,000
24,560
28,054
1,724,683
102,367
45,350
2,502,357
111,470
57,143
22,000
0
0
28,054
66,334
0
13,650
298,651
38.88%
n/a
n/a
0.00%
0.00%
n/a
4.00%
0.00%
43.06%
13.55%
0
163,291
163,291
756,500
181,339
937,839
0
192,002
192,002
0
218,420
218,420
0
26,418
26,418
n/a
13.76%
13.76%
132,860
100,000
50,000
0
282,860
2,295,815
132,860
100,000
50,000
0
282,860
3,078,205
132,860
100,000
50,000
190,000
472,860
2,868,568
132,860
100,000
50,000
0
282,860
3,003,637
0
0
0
(190,000)
(190,000)
135,069
0.00%
0.00%
0.00%
-100.00%
-40.18%
4.71%
$17,051,363
$18,377,177
$18,491,718
$19,352,126
$860,408
4.65%
$185,793
107.84
($0)
107.84
$0
109.98
$0
110.10
$0
0.12
n/a
0.11%
4.c
Fire Fund Description
The Fire Fund is a special revenue fund to provide fire protective services to the citizens of Coral Springs. The City of Coral Springs
also has a contractual agreement with the city of Parkland, Florida, to provide fire/rescue services. The Fire Department is funded
by a special assessment. The Emergency Medical Services (EMS) portion of the Fire Department is funded in the General Fund
(refer to the General Fund revenues and expenditures for information on the EMS budget).
The Fire Fund budget is $19,352,126 in Fiscal Year 2016. This represents an increase of $860,408 or 4.65% over the Fiscal Year 2015
adopted budget.
Fire Fund total revenues—$19,352,126
Other
0.6%
15.4%
Intergovernmental
28.4%
Special Assessment
55.6%
Fire Fund total expenditures—$19,352,126
Training
10.0%
Debt Service
1.5%
Inspection
6.6%
Interfund Transfer
1.1%
Non-Departmental
12.9%
Suppression
63.5%
Administration
3.5%
Communication Services
0.8%
33
4.c
Fire Fund (continued)
134.00
147.00
166.00
$100
175.00
$150
177.79
$200
199.50
259.85
$250
209.00
$300
225.00
$350
372.84
Fire Assessment rate comparison Fiscal Year 2016
$50
$0
Miramar Pembroke
Ft
Hollywood Sunrise
Pines Lauderdale
Coconut Deerfield
Creek
Beach
Davie
Coral
Springs
Pompano
Beach
Fire Assessment rate schedule
Adopted
FY 2013
Adopted
FY 2014
Adopted
FY 2015
Single-Family
$138.10
$141.36
$141.36
$147.00
$5.64
4.0%
Multi-Family
$160.59
$174.89
$186.40
$186.00
($0.40)
(0.2%)
Commercial (per 100 sq. ft., up to 400,000 sq. ft.)
$17.61
$19.34
$19.98
$19.78
($0.20)
(1.0%)
Warehouse/Industrial (per 100 sq. ft., up to 400,000 sq. ft.)
Institutional/Governmental (per 100 sq. ft., up to 400,000 sq. ft.)
$2.58
$22.95
$3.01
$23.05
$3.01
$21.47
$2.40
$22.00
($0.61)
$0.53
(20.3%)
2.5%
Property Use:
Residential (per unit)
34
Proposed
$
FY 2016 Change
%
Change
4.c
Water and Sewer Fund Budget Summary
FY 2013
Actual
Revenues
Operating Revenues
Water
Wastewater
Private Fire Line Fee
Meter Sales
Backflow Recertification Adm. Fee
Miscellaneous Income
Charges for Service
Total Operating Revenue
Non-Operating Revenues
Interest Income - Operating
Interest Earnings-Revenue Bond Series 2012
Doubtful Accounts
Capitalization from Prior Year CIP
Total Non-Operating Revenue
Grand - Total Revenues
Expenses
Departmental
Administration
Water Distribution
Wastewater Collection
Water Treatment
Total Departmental
Non-Operating
Wastewater Treatment
Capital
Administrative Services
Revenue and Collection
Non-Departmental
Transfer To Renewal and Replacement
Business Development
Property/Casualty
Computer Replacement
Debt Service
Lease Purchase Financing 2013 (Phone System)
Revenue Bond-Series 2010
Revenue Bond-Series 2012 ($8.7M/2.29%/20 years)
Revenue Bond-Series 2015 ($4.7M/2.002%/10 years)
SRF Loans
Water Plant Imp DW0603010 ($5.4M/2.57%/20 years)
Wells & wellheads DW0603020 ($1.8M/2.79%/20 years)
Transm. Dist, Interconnect DW0603030 ($3M/2.79%/20 years)
Source & Treatment DW061620 ($1.1M/3.06%/20 years)
Lift Stations Rehab WW822020
Sewer Rehab WW06160
Forest Hills Wellfield DW061630
Subtotal Debt Service
Total Non-Operating
Grand Total - Expenses
Revenues in Excess of Expenses
Positions
FY 2014
Actual
$8,410,260
10,666,161
20,942
13,120
17,325
4,918
215,780
19,348,507
$8,140,432
11,797,667
22,679
5,895
21,500
271,742
20,259,916
0
32,256
FY 2015
Adopted
Budget
FY 2016
Proposed
Budget
$
Change From
FY15 Budget
%
Change From
FY15 Budget
$8,173,072
12,251,457
24,141
12,360
18,180
11,330
186,945
20,677,485
$8,459,130
12,680,259
24,865
12,731
18,362
11,330
192,845
21,399,522
$286,058
428,802
724
371
182
0
5,900
722,037
3.50%
3.50%
3.00%
3.00%
1.00%
0.00%
3.16%
3.49%
25,250
18,000
0
0
0
43,250
0
0
0
0
(1,928,000)
(1,928,000)
0.00%
n/a
n/a
n/a
-100.00%
-97.81%
14,368
53,778
91,541
0
80,580
240,267
0
32,256
25,250
18,000
0
0
1,928,000
1,971,250
$19,588,774
$20,292,172
$22,648,735
$21,442,772
($1,205,963)
-5.32%
529,226
810,121
1,033,771
2,445,240
4,818,357
567,984
906,178
1,154,883
2,467,958
5,097,001
881,622
1,068,823
1,231,394
2,917,928
6,099,767
995,700
1,089,044
1,155,196
3,003,667
6,243,607
114,078
20,221
(76,198)
85,739
143,840
12.94%
1.89%
-6.19%
2.94%
2.36%
5,128,042
696,064
1,402,183
519,304
171,626
2,554,500
281,840
480,527
5,783
4,883,673
557,401
1,487,170
520,784
276,512
3,113,250
252,300
533,639
5,513,827
1,239,000
1,576,400
552,031
427,218
4,583,000
250,000
565,017
19,400
5,513,827
558,000
1,576,400
535,316
535,556
3,344,000
260,000
642,759
20,176
0
(681,000)
0
(16,715)
108,338
(1,239,000)
10,000
77,742
776
0.00%
-54.96%
0.00%
-3.03%
25.36%
-27.03%
4.00%
13.76%
4.00%
0
2,710,962
458,397
0
0
147,716
47,400
82,143
30,810
12,636
33,220
7,265
50,000
0
578,457
0
0
359,185
120,276
201,793
75,848
34,848
47,397
109,391
50,000
0
580,376
175,028
50,000
0
581,330
564,132
0
0
954
389,104
n/a
n/a
0.16%
100.00%
361,943
121,224
203,318
75,903
34,926
68,527
151,830
361,943
121,224
203,318
75,902
34,925
68,527
151,830
0
0
0
(1)
(1)
0
0
0.00%
0.00%
0.00%
0.00%
0.00%
n/a
0.00%
$3,530,548
$1,577,198
$1,823,075
$2,213,131
$390,056
21.40%
14,770,417
13,201,927
16,548,968
15,199,165
(1,349,803)
-8.16%
$19,588,774
$18,298,928
$22,648,735
$21,442,772
($1,205,963)
-5.32%
($0)
$1,993,243
$0
$0
$0
n/a
35.00
38.75
40.25
0.25
0.70%
40.50
35
4.c
Water and Sewer Fund Description
The Water and Sewer Fund, as an enterprise fund, must be selfsupporting through user fees charged for services. The purpose
of the Water and Sewer Fund is to provide clean water and to
safely dispose of wastewater for customers living in the Coral
Springs water district; which is the area between Wiles Road
and Royal Palm Boulevard.
Water bill for average single-family residence
2016
2015
$ Increase % Increase
Average Average
(Decrease) (Decrease)
Bill
Bill
Water
Wastewater
Total Monthly Bill
The Fiscal Year 2016 Water and Sewer budget totals
$21,442,772. This amount represents a decrease of $1,205,963
or 5.3% from Fiscal Year 2015. This decrease is due to the
$1,928,000 appropriated fund balance budgeted in FY 2015
for the funding of capital improvements offset by the FY 2016
recommended 3.5% rate increase.
$21.87
$37.88
$59.75
$22.64
$39.20
$61.84
$0.77
$1.32
$2.09
3.5%
3.5%
3.5%
Note: Rates are calculated using an average consumption of 5,000 gallons
for a single family residence (including 10% utility tax on water). Rate
increase will be in effect October 1, 2015
Water and Sewer Fund total revenues —$21,442,772
Other
1.4%
Water
39.4%
Wastewater
59.1%
Water and Sewer Fund total expenses —$21,442,772
25.7%
Non-Operating
42.6%
5.4%
Administration
4.6%
Water Distribution
5.1%
Water Treatment
14.0%
36
Capital
2.6%
4.c
Health Fund Budget Summary
FY 2015
Adopted
Budget
FY 2016
Proposed
Budget
$9,308,329
555,212
1,545,141
0
21,493
214,921
11,645,096
$9,560,948
586,270
1,601,938
0
23,626
218,486
11,991,268
$9,910,422
$608,646
$1,683,202
$11,272
$23,695
$225,424
12,462,661
12,249
17,160
35,000
20,000
Recoveries:
Premium/Retirees
632,420
Terminated/Cobra
23,172
Employees W/Dependent
518,810
Wellness
0
Other/Pharmacy Rebate
243,528
Subtotal Recoveries
$1,417,931
700,963
9,774
553,341
0
355,198
1,619,276
660,000
20,000
590,000
0
120,000
1,390,000
$11,532,319 $13,281,532
Revenues
Transfers:
General Fund
Fire Fund
Solid Waste Fund
Equipment Services
Subtotal Transfers
Interest Income
Total Revenues
Expenses
Health-Dental
Contingency
Long Term Disability
Life Insurance
Total Expenses
Positions
FY 2013
Actual
FY 2014
Actual
$7,723,579
519,646
1,615,953
0
23,364
219,597
10,102,139
$
%
$349,474
$22,376
$81,264
$11,272
$69
$6,938
$471,393
3.66%
3.82%
5.07%
n/a
0.29%
3.18%
3.93%
($15,000)
-42.86%
735,000
20,000
635,000
75,000
140,000
1,605,000
$75,000
$0
$45,000
$75,000
$20,000
$215,000
11.36%
0.00%
7.63%
n/a
16.67%
15.47%
$13,416,268
$14,087,661
$671,393
5.00%
12,785,588
0
159,411
130,049
13,124,718
0
160,350
131,200
13,771,111
25,000
160,350
131,200
$646,393
$25,000
$0
$0
4.93%
n/a
0.00%
0.00%
$11,474,688 $13,075,048
$13,416,268
$14,087,661
$671,393
5.00%
11,192,892
0
154,951
126,845
$57,631
$206,484
$0
$0
$0
n/a
1.25
1.25
1.50
1.50
0.00
n/a
Health Fund Description
The City provides insurance to employees in the areas of long-term disability, life insurance, and medical/dental insurance. The
General, Water and Sewer, Fire, General Insurance, and Equipment Services funds are billed to cover premiums and claims, and to
maintain an adequate reserve balance.
Given the diversity of the Health Fund, the fund is categorized as health/dental, long-term disability, and life insurance to enhance
accountability and budget control. The Fiscal Year 2016 Health Fund budget is $14,087,661. This represents an increase of $671,393
or 5.00% from the Fiscal Year 2015 adopted budget.
37
4.c
General Insurance Fund Budget Summary
FY 2015
Adopted
Budget
FY 2013
Actual
FY 2014
Actual
$1,847,892
529,995
317,122
1,806
21,282
0
2,718,097
$2,177,938
601,162
369,253
1,888
26,138
0
3,176,379
14,810
21,443
25,000
65,427
22,601
50,029
138,057
22,476
18,450
30,866
71,792
50,000
25,000
10,000
85,000
$2,870,964
$3,269,614
1,460,708
1,506,701
52,588
1,060,530
1,812,375
(163,168)
Total Expenses
$3,019,997
$2,709,737
($149,033)
$559,877
$0
1.50
1.50
1.50
Revenues
Transfers:
General Fund
Fire Fund
Health Fund
Equipment Services
Solid Waste fund
Subtotal Transfers
Interest Income
Recoveries:
Motor Vehicle
Property Damage
Workers' Comp
Subtotal Recoveries
Total Revenues
Expenses
Workers' Compensation
Property/Motor Vehicle Liability
Casualty/General Claims
Positions
FY 2016
$
%
Proposed Change From Change From
Budget
$2,270,468 $2,457,333
636,326
716,154
386,848
419,754
2,680
2,718
26,575
27,183
0
1,359
3,322,897 3,624,501
$186,865
$79,828
$32,906
$38
$608
0
$301,604
8.23%
12.55%
8.51%
1.42%
2.29%
n/a
9.08%
25,000
$0
0.00%
50,000
25,000
10,000
85,000
$0
$0
$0
$0
0.00%
0.00%
0.00%
0.00%
$3,432,897 $3,734,501
$301,604
8.79%
1,526,197
2,096,038
112,266
$44,797
$275,941
($19,134)
3.02%
15.16%
-14.56%
$3,432,897 $3,734,501
$301,604
8.79%
$0
n/a
1.00
66.67%
1,481,400
1,820,097
131,400
($0)
2.50
General Insurance Fund Description
The City is insured in the areas of general liability, property and auto liability, and workers’ compensation. The General, Water
and Sewer, Health, Fire, and Equipment Services funds are billed to cover premiums, claims, and to maintain an adequate reserve
balance in the General Insurance Fund.
Given the diversity of the General Insurance Fund, the fund is categorized as workers’ compensation, property/motor vehicle
liability, and casualty/general claims to enhance accountability and budget control. The Fiscal Year 2016 General Insurance Fund
budget totals $3,734,501. This represents an increase of $301,604 or 8.79% from the Fiscal Year 2015 adopted budget.
38
4.c
Coral Springs Charter School Fund Budget Summary
FY 2013
Actual
FY 2014
Actual
FY 2015
Adopted
Budget
FY 2016
Proposed
Budget
$
Change From
FY15 Budget
%
Change From
FY15 Budget
Revenues
Intergovernmental
Other Revenue/ Miscellaneous
Appropriation of Fund Balance
$10,762,282
66,078
0
$11,814,219
48,998
0
$11,137,221
39,192
252,500
$11,780,522
20,288
251,693
$643,301
($18,904)
($807)
5.78%
-48.23%
-0.32%
Total Revenues
$10,828,360
$11,863,217
$11,428,913
$12,052,503
$623,590
5.46%
$9,772,729
1,420,000
49,850
$10,831,013
1,420,000
0
$9,876,413
1,420,000
132,500
$10,602,503
1,420,000
30,000
$726,090
$0
($102,500)
7.35%
0.00%
-77.36%
$11,242,579
$12,251,013
$11,428,913
$12,052,503
$623,590
5.46%
$0
$0
$0
n/a
Expenditures
Operating Expenses (CSUSA)
Transfer to General Fund-Lease
Capital
Total Expenditures
($414,219)
($387,796)
Coral Springs Charter School Fund Description
Charter Schools USA (CSUSA), a professional education management company, operates the school on the City’s behalf. The Fiscal
Year 2016 Charter School Fund budget is $12,052,503. This represents an increase of $623,590, or 5.46% from the Fiscal Year 2015
adopted budget.
39
4.c
Public Art Fund Budget Summary
FY 2013
Actual
Revenues
Public Art Fees
Realized/Unrealized Gain/Loss
Interest
Rents and Royalties
Total Revenues
FY 2014
Actual
FY 2015
Adopted
Budget
FY 2016
Proposed
Budget
$
%
$27,387
0
6,904
2,670
0
$36,961
$85,299
(2,331)
5,259
1,460
0
$89,687
$15,000
0
8,500
3,000
195,500
$222,000
$15,000
0
5,000
3,000
184,000
$207,000
$0
$0
($3,500)
$0
($11,500)
($15,000)
0.00%
n/a
-41.18%
0.00%
-5.88%
-6.76%
Expenditures
Operating Expenses
Capital
Total Expenditures
$121,591
0
$121,591
$46,864
20,000
$66,864
$132,000
90,000
$222,000
$187,000
20,000
$207,000
$55,000
($70,000)
($15,000)
41.67%
-77.78%
-6.76%
Revenues in Excess of Expenditur
($84,630)
$22,823
$0
$0
$0
n/a
Public Art Fund Description
The Public Art Fund is a special revenue fund utilized to
account for the collection of Public Art fees, as well as
operating expenditures to maintain all sculptures. No public
tax money is used by this fund. Instead, Public Art Fees are
fees charged to developers which are then used to purchase
and maintain public art.
40
The Fiscal Year 2016 budget for the Public Art Fund totals
$207,000, a decrease of $15,000 or 6.76% from Fiscal Year
2015.
4.c
Equipment Services Fund Budget Summary
FY 2015
Adopted
Budget
FY 2016
Proposed
Budget
$
%
FY 2013
Actual
FY 2014
Actual
$2,418,058
223,253
364,046
$2,538,942
234,414
382,246
$2,569,514
$237,237
$386,849
$2,408,580
$222,377
$362,621
($160,934)
(14,860)
(24,228)
-6.26%
-6.26%
-6.26%
1,795,572
204,524
446,387
1,885,333
214,748
468,704
$1,979,600
$225,485
$492,139
$2,262,929
$284,710
$448,752
283,329
59,225
(43,387)
14.31%
26.27%
-8.82%
52,463
135,964
(2,397)
157,921
50,000
103,000
50,000
120,000
0
17,000
0.00%
16.50%
179,168
3,431
0
5,822,866
43,226
2,333
0
5,925,471
45,000
3,500
0
6,092,324
45,000
3,500
0
6,208,469
0
0
0
116,145
0.00%
0.00%
n/a
1.91%
0
2,024,740
2,024,740
37,123
3,414,461
3,451,584
258,509
4,711,900
4,970,409
219,235
3,408,550
3,627,785
(39,274)
(1,303,350)
(1,342,624)
-15.19%
-27.66%
-27.01%
$7,847,606
$9,377,054
$11,062,733
($1,226,479)
-11.09%
Expenses
Operating Expenses
Personal
Benefits
Other Expenses
Charge Back Expense
Total Operating Expenses
$767,561
354,659
2,157,239
2,446,483
5,725,942
$776,631
360,462
2,083,241
2,568,785
5,789,118
$829,384
370,394
2,156,831
2,697,224
6,053,833
$857,893
381,148
2,160,272
2,996,391
6,395,704
$28,509
10,754
3,441
299,167
341,871
3.44%
2.90%
0.16%
11.09%
5.65%
Non-Operating Expenses
Transfer to Capital Fund
Equipment Purchases
Total Non-Operating Expenses
0
2,024,740
2,024,740
173,475
3,414,461
3,587,936
297,000
4,711,900
5,008,900
32,000
3,408,550
3,440,550
(265,000)
(1,303,350)
-1,568,350
-89.23%
-27.66%
-31.31%
$7,750,682
$9,377,054
$11,062,733
($1,226,479)
-11.09%
$96,924
$0
$0
$0
($0)
n/a
15.00
15.00
15.00
15.00
0
0.0%
Revenues
Operating Revenues
Fuel and Maintenance Transfers
General Fund
Fire Fund
Vehicle Charge Back Transfers
General Fund
Fire Fund
Miscellaneous Revenues
Interest Income
Auction
Charges for Fleet Services
City of Parkland
City of Margate
City of Coconut Creek
Total Operating Revenue
Non-Operating Revenues
Appropriations from Fund Balance
Financial Strategy
Equipment Purchases
Total Non-Operating Revenue
Grand Total Revenues
Grand Total Expenses
Positions
$9,836,254
$9,836,254
41
4.c
Equipment Services Fund Description
The Equipment Services Fund is an internal service fund used to account for the purchase, operation, and maintenance costs of
the City’s vehicles and other major equipment; such as mowers and emergency generators. The City’s fleet inventory includes
emergency vehicles (patrol units, rescues, fire trucks), buses for recreation, trucks for Building, Code Compliance, and fire
inspections, as well as vehicles for maintenance of streets and parks, and generators. In addition, other small equipment such as
workmans, mowers, ballpros, tillers, paint machines, pressure cleaners, trailers, etc. are essential to maintain tennis and basketball
courts, city buildings and sport fields in optimal condition.
The Fiscal Year 2016 Equipment Services Fund proposed budget totals $9,836,254. This represents a decrease of $1,226,479 or 11%
from Fiscal Year 2015.
As a self-sustaining fund, the Equipment Services Fund provides maintenance services to all applicable departments in the City
on a cost reimbursement basis. Cost recovery is performed for depreciation, also known as chargeback, fuel, maintenance, and
operating expenses. These expenses are budgeted and paid for by the Equipment Services Fund; therefore, monthly interfund
transfers are processed to reimburse this fund. For example, depreciation or chargeback, is an operating expense to gradually
pay for the use of all equipment assigned to each department. The amount of annual chargeback is calculated for each piece of
equipment using a simple formula that takes the cost of the item divided by the expected life (i.e., straight-line depreciation).
The result is the amount to allocate to the user department annually for the number of years the item will be in service (refer to
interfund transfers for allocation by fund). Budgeting depreciation for capital assets allows the City to “pay-as-you-go” finance its
vehicles, therefore avoiding debt.
As illustrated on the “Ten-year fleet replacement cost” table, the average annual vehicle replacement cost for Fiscal Year 2016
through Fiscal Year 2026 is estimated to be $4.4 million.
Ten-year fleet replacement cost
$8.0
$7.0
$6.0
$6.9
$5.0
$5.3
$4.9
Millions
$4.0
$3.0
$2.0
$3.7
$3.4
$4.2
$3.7
$4.4
$3.9
$3.5
$1.0
$0.0
42
$4.1
4.c
Summary of Fleet Purchases 2016
Department/Fund
Division/Program Name
Div #
Special Response Team
4107
Patrol
4201
Traffic
4202
Community Involvement
Training
4207
4210
Crime Scene Investigation
4305
Police
Fleet Management
4503
Emergency Medical Service
4702
Suppression
Training
4801
4805
Inspections
4901
Planning and Zoning
Code Compliance
Building
3001
5403
5302
Beautification/Landscape
8118
Fire/EMS
Mullins Park
8102
Parks & Recreation
Neighborhood Parks
8116
8409
Sportsplex
Cypress Park
8101
Vehicle/Equipment Type
* Van, 1 Ton Cargo
Van, 15 Passenger
SUV -Expedition (replaced w/explorer)
Van, 12 passenger
Motorcycle
Motorcycle
Motorcycle
Motorcycle
Motorcycle
* Trailer/Radar
* Radar Trailer
Passenger Van, Mini (replaced w/explorer)
Mini Van (replaced w/explorer)
* Van, Cargo ID
Van, Cargo ID
* Van, 8 Passenger
Rescue Transport Vehicle
Rescue Transport Vehicle
Truck, Pumper
Chevy Silverado (replaced w/tahoe)
Ford Escape
Ford Escape
Ford Escape
Ford Escape
Ford Escape
Ford Explorer (replaced w/ tahoe)
1/2 Ton Cargo Van
Year
2007
2002
2007
2007
2007
2008
2008
2008
2007
2013
2013
2013
2013
2013
2005
2004
2006
2005
2006
2006
2005
2009
2009
2007
2009
2008
2009
2009
2008
2009
2006
2009
Item ID
9992
9993
9211
9212
9213
9228
9229
9230
9983
8421
8432
8436
8438
8442
8506
8899
9987
9984
9989
9990
9999
7752
7753
7726
7700
7003
7713
7716
7717
7723
7700
7705
Budget
FY 2016
3,500
40,500
38,000
38,000
38,000
38,000
38,000
38,000
48,800
21,500
21,500
21,500
21,500
21,500
3,500
3,500
38,000
38,000
1,500
37,000
1,800
215,000
215,000
745,500
44,500
26,500
26,500
26,500
26,500
26,500
44,500
42,000
Admin Vehicle, Hybrid
2007
6103
28,000
Truck, Pickup 1/2 Ton Mini-EC (replaced w/escape)
Truck, Pickup 1/2 Ton Mini-EC
2005
2006
6601
6003
25,500
25,500
Pickup Truck, 3/4 Ton EC (replaced w/ 1/2 ton)
Chipper
2008
2009
2207
5719
26,000
36,000
5 Gang Rotary Mower
* Mower, Zero Turn
* Mower, Zero Turn
* Soil Renovator
* Mower, Reel
Pickup Truck, 3/4 Ton-EC
* Steer Skid Loader
Pickup Truck, 3/4 Ton
BallPro
2008
2010
2009
2009
2010
2005
2008
2007
2009
1348
1229
1289
1297
1957
2001
2199
2014
1941
61,150
2,200
2,200
$3,000
1,500
40,000
$1,000
31,500
24,200
* Truck, Pickup 3/4 Ton
Truck, Pickup 3/4 Ton
Ball Pro
Ball Pro
* Mower, Reel Master
* Mower, Zero Turn
Mower, Reel Master
Top Dresser
Sod Cutter
Truck, 1 Ton Dump Stakebody
Versa-Vac
Truck, Pickup, Colorado EC
Mower, Reelmaster
* Turf Aerator
Paint Machine/field marker (replace w/blower)
Workman, Dump Bed (replaced w/ Gator)
Spreader
Pickup Truck, 1/2 Ton Mini
Paint Machine
2009
2009
2005
2007
2006
2010
2009
2010
2000
2010
2005
2006
2005
2010
2009
2009
2008
2004
2007
2003
2010
2205
2209
2221
1753
1761
1797
1751
1796
2800
1760
2257
1296
2018
1168
1184
1121
1163
2017
1391
2274
1392
2,500
37,500
29,000
17,500
17,500
2,000
2,200
54,000
24,100
5,700
39,500
22,000
23,000
54,000
1,500
7,300
12,500
31,500
5,600
23,000
5,700
43
4.c
Summary of Fleet Purchases 2016 (continued)
Department/Fund
Division/Program Name
Public Works
Streets
Equipment Services
Equipment Maintenance
5701
Water Distribution
6002
6005
Water Treatment
6003
Utilities
Div #
Vehicle/Equipment Type
Truck, Pickup 3/4 Ton
Cab-Chassis w/ Dump body
Pickup Truck 3/4 Ton, lift Gate (replace w/1/2 ton)
* Pickup Truck 3/4 Ton Liftgate
Cab-Chassis w/ Dump body & Liftgate
* Truck, Dump 16 Yard
* Loader
Workman, with Trailer
Van, Mini, 7 Passenger
* Van, Mini Passenger
* Van, Mini Passenger
* Light Tower
* Light Tower
* Light Tower
* Light Tower
Contingency
Year
2008
2008
2008
2009
2008
2006
2005
2009
2006
2009
2009
2005
2005
2005
2005
n/a
Item ID
4419
4447
4427
4407
4417
4449
4462
1497
5706
5709
5710
5730
5731
5732
5733
n/a
Budget
FY 2016
40,500
46,800
27,000
1,000
46,800
3,500
1,500
11,500
26,000
2,000
2,000
3,000
3,000
3,000
3,000
35,000
Truck,Pickup 3/4 Ton
Van, Cargo E-250
* Generator, 65KW
* Generator, 65KW
* Generator, 65KW
Loader w/ 3 Cublic Yard Bucket
Truck, Cab & Chassis w/dump
2006
2006
2006
2006
2006
2000
2007
3331
3305
Gen-14
Gen-15
Gen-16
3312
3304
$40,000
$28,000
$2,000
$2,000
$2,000
$246,000
$117,000
Total Fleet Budget—FY 2016
3,408,550
*Equipment to be refurbished in FY 2016
44
4.c
Pension Fund Budget Summary
FY 2015
Adopted
Budget
FY 2016
Proposed
Budget
$
%
FY 2013
Actual
FY 2014
Actual
Revenues
Transfers:
General Fund
Fire Fund
Solid Waste Fund
Equipment Services
Health Fund
$11,860,518
1,748,523
134,625
0
56,256
9,851
7,873
$10,791,786
1,738,654
108,877
0
45,267
7,899
6,171
$11,347,084
1,293,980
172,285
0
61,732
14,765
8,352
$11,233,615
1,159,912
200,991
3,113
62,760
15,225
8,649
($113,469)
($134,068)
$28,706
$3,113
$1,028
$460
$297
-1.00%
-10.36%
16.66%
n/a
1.67%
3.12%
3.56%
Total Revenues
$13,817,646
$12,698,654
$12,898,198
$12,684,265
($213,933)
-1.66%
$8,700,000
2,700,000
1,402,310
510,536
0
500,000
4,800
$8,500,000
2,200,000
1,074,452
390,402
0
529,000
4,800
$8,275,000
2,000,000
1,545,620
543,778
0
529,000
4,800
$8,130,000
1,700,000
1,561,603
573,148
185,714
529,000
4,800
($145,000)
($300,000)
$15,983
$29,370
$185,714
$0
$0
-1.75%
-15.00%
1.03%
5.40%
n/a
0.00%
0.00%
$13,817,646
$12,698,654
$12,898,198
$12,684,265
($213,933)
-1.66%
$0
$0
$0
$0
$0
n/a
Expenses
Police Pension Sworn
EMS/Fire Pension Certified
ICMA(401)a - General Employees
ICMA(401)a - Management
OPEB
General Employees Pension
City Commission Pension
Total Expenses
Pension Fund Description
The Pension Fund accounts for the accumulation of resources to be used for benefit payments to retired City employees.
The Fiscal Year 2016 Pension Fund allocation is $12,684,265. This represents a decrease of $213,933 or 1.66% reduction from
the Fiscal Year 2015 budget.
The City Hall In The
Mall, located inside
the Coral Square
Mall, is one of two
convenient locations
in the City to apply
for a U.S. passport.
45
4.c
Solid Waste Fund Budget Summary
FY 2013
Actual
FY 2014
Actual
FY 2015
Adopted
Budget
FY 2016
Proposed
Budget
$
%
$3,972,005
$4,092,700
120,695
3.04%
Revenues
Solid Waste Non Franchise
$0 $3,908,538
$0
$0
185,004
214,218
29,214
15.79%
Total Revenues
$0 $3,908,538
$4,157,009
$4,306,918
149,909
3.61%
$0 $2,995,990
$4,121,009
$4,174,480
53,471
1.30%
Expenses
Operating Expenses
Personal Services
n/a
n/a
$41,982
n/a
n/a
Benefits
n/a
n/a
$18,956
n/a
n/a
720,285
36,000
71,500
35,500
98.61%
Total Expenses
$0 $3,716,275
$4,157,009
$4,306,918
149,909
3.61%
$0 $192,263
$0
$0
$0
n/a
0
0.75
Interfund Transfer (to Capital)
# FTEs
0
0
0
Solid Waste Fund Description
The Solid Waste Fund was established as an enterprise fund in Fiscal Year 2014. This fund includes the non-franchise portion of
the City’s residential solid waste special assessment which covers the cost of hauler and disposal fees. In the first year of this fund,
Fiscal Year 2014, only nine months’ of expenditures were included, to coincide with the start of the Waste Pro contract on January
1, 2014. At this time, the City began paying for solid waste collection and disposal separately. Beginning with Fiscal Year 2016 a
portion of the administrative expenses for the Solid Waste Coordinator and Litter Control are included in the fund.
The Fiscal Year 2016 Solid Waste Fund budget totals $4,306,918 which is an increase of $149,909 or 3.61% from Fiscal Year 2015.
46
4.c
Debt Service Fund Budget Summary
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Proposed
Budget
$
%
Change from Change from
Revenues
Ad Valorem Taxes
Transfer from General Fund
Transfer from Fire Fund
Transfer from Water & Sewer Fund
Transfer from Capital Projects
Proceeds of Refund Bond
Lease Principal Contribution
Interest Rebate-Revenue Bond Series 2010
Other
Interest Income*
$2,081,501 $ 1,508,312 $
3,596,864
4,495,695
282,860
282,860
50,000
50,000
100,000
1,700,000
14,302,475
9,441,272
78,170
129,940
114,409
(10,833)
16,981
4,670
$22,327,958 $ 15,897,217 $
Total Revenues
1,574,394 $ 2,378,418 $ 804,024
4,684,631
6,867,832 $ 2,183,201
472,860
282,860 $ (190,000)
50,000
50,000 $
104,296 $ 104,296
3,150
12,570 $
9,420
6,785,035 $ 9,695,976 $ 2,910,941
51%
47%
-40%
0%
100%
299%
42.90%
*Interest income fluctuates yearly based on how much cash is reserved, including the 10% debt commitment.
Expenditures
General Obligation Bond-2003A(Refunding)
General Obligation Bond-2005A (Refunding)
General Obligation Bond-2005B (Refunding)
General Obligation Bond-2013 - (Refunding) Public Safety*
General Obligation Bond-2015 Public Safety NEW
General Obligation Bond-Other
Total General Obligation Bond
Franchise Revenue Bond-2004 (Refunding in 2014)
Capital Revenue Bond-2008
Capital Improvement Revenue Bond Series 2010**
Lease Purchase Financing 2013***
Capital Revenue Note 2013
Municipal Complex-Phase 1 Loan 2014
Municipal Complex-Phase 2 Loan 2015
2016 Vital Capital Funding
Advance Refunding Escrow
Other - Trustee Fees
Total Revenue Bonds
$355,350 $
607,150
607,375
531,354
526,479
551,438
345,582
0
1,250
1,500
2,046,542
1,480,936
606,156
530,516
437,722
1,750
1,576,144
533,736
1,001,478
843,124
2,000
2,380,338
1,758,244
1,665,963
535,458
278,170
14,195
14,295,212
650
18,547,892
231,743
1,669,663
529,807
473,757
519,600
10,887,509
650
14,312,729
1,666,830
1,676,788
405,517
473,757
519,600
275,000
5,017,491
1,667,130
1,682,163
518,027
473,756
519,600
248,062
796,250
1,400,000
650
7,305,638
0
1,700,000
44,775
1,744,775
35,253
35,253
190,000
1,400
191,400
10,000
10,000
$
-
(606,156)
-100%
$
3,220
1%
$
563,756
129%
$
843,124
n/a
$
250
14%
$
804,194
51.02%
$
300
0%
$
5,375
0%
$
112,510
28%
$
(0)
0%
$
0
0%
$
(26,938)
$
796,250
-10%
n/a
$ 1,400,000
n/a
$
-
-
$
650
0%
$ 2,288,147
45.60%
Other
Future Debt for Fire Aerial Truck
Interfund Transfer Budget Amendment
Issuance Costs
Total Other
Total Expenditures
$22,339,209
15,828,918 $
$
(190,000)
-100%
$
-
$
8,600
614%
$
(181,400)
-94.78%
6,785,036 $ 9,695,976 $ 2,910,940
42.90%
($11,251)
$68,299
*General Obligation Bond 2006 refunding in FY 2013
**Capital Improvement Revenue Bond Series 2010 (aka Build America Bond) issued in December 2010
***Lease Purchase Financing was initiated in June 2013 for phone system
($0) $
-
$
-
(0)
n/a
47
4.c
Debt Service Fund Description
The Debt Service Fund is used to account for the repayment of voter-approved long-term general obligation debt, as well as
other long-term financing utilized by the City, including but not limited to franchise revenue bonds, capital revenue bonds
and notes, lease purchase financing and bank loans. Ad valorem taxes are used to pay debt service on general obligation
bonds; debt service obligations on all other financing is allocated to various City funds, per the table below.
The Fiscal Year 2016 Debt Service Fund budget is $9,695,976. This represents an increase of $2,910,940 or 42.9% from the Fiscal
Year 2015 budget primarily due to the voter-approved new General Obligation Bond
Debt Service Fund revenues - $9,695,976
Other
0.8%
Ad Valorem Taxes
23.2%
Fire Fund
7.0%
Debt Service Fund expenditures - $9,695,976
Other
2.9%
General Fund
69.0%
General Obligation Bond
23.2%
Revenue Bond
73.9%
Allocation of Debt Service for Fiscal Year 2016
Franchise
Revenue
Bond 2014
General Fund
Fire Fund
Capital
Capital
Lease
Improvement
Revenue
Purchase
Bond 2008 Bonds (RZED) Financing
2010
2013
$1,534,270 $1,582,163
$132,860
$413,731
$100,000
Water &
Sewer Fund
Total
Allocations
$1,667,130 $1,682,163
$413,731
$373,756
Capital
Capital
Proposed
Improvement
Revenue
New Debt
Loan 2014
Note 2013
Issuances
2016
$519,600
$248,062 $2,196,250
$6,867,831
$50,000
$282,860
$50,000
$50,000
$473,756
$519,600
$248,062 $2,196,250
Ad Valorem
Taxes*
$7,200,691
$2,378,338
*Ad Valorem Taxes are revenues collected via a debt millage on the tax bill for voter-approved General Obligation Bonds.
48
Allocations
by Fund
(Principal &
Interest)
4.c
The Capital Improvement Program (CIP) is an economical and
responsible financial plan to ensure quality public services
today and in the future. The CIP is a separate budgeting process
within the annual operating budget. Collectively, the CIP and
the Five-Year Forecast serve as a road map to intelligently plan
for the City’s future.
The capital expenditures for Fiscal Year 2016 is programmed at
$39,127,935.
General Fund
Water and Sewer
Equipment Service Fund
Fire Fund
Solid Waste Fund
Charter School Fund
Public Art Fund
Tree Trust Fund
$29,981,385
$4,814,000
$3,440,550
$755,500
$71,500
$30,000
$20,000
$15,000
Capital expenditure Fiscal Years 2016-2021 ($154,732,419)
Solid Waste
0.3%
Equipment
Services
23.1%
Charter School
0.7%
Fire Fund
4.6%
General Fund
48.4%
Water and Sewer
22.8%
Public Art
0.1%
The CIP procedure is used to plan, budget, and finance the
purchase and/or construction of large capital infrastructure,
facilities, equipment, and other fixed assets. The City uses
this process to ensure these expensive, long-lived projects
are aligned with its strategic direction and that the money
is prudently spent. The capital item to be undertaken or
purchased, the year in which it will be started, the anticipated
capital outlay each year, the estimated impact on the
operating budget, and the method of financing the project are
all listed in the CIP summaries that follow this description.
The six-year Capital Improvement Program includes Fiscal Year
2016 budget and expenditure projections for the next five
years. The total capital plan for Fiscal Years 2016 through 2021
is $154,732,419.
Capital expenditure Fiscal Year 2016 ($39,127,935)
CIP Selection Process
The Capital Improvement Program provides detailed
information for all CIP projects with capital outlays greater than
$5,000 that the City plans to construct, improve, or purchase
during Fiscal Years 2016 through 2021.
The following policy guidelines are used to define a capital
expenditure and steer the management of the process:
• A capital expenditure is defined as a major construction,
expansion, purchase, or major repair/replacement of
buildings, utility systems, streets, or other physical structures
or property which has an estimated total cost of $5,000 or
more and generally has an expected life of at least five years.
• Capital items under $5,000 are generally included in the
various Fiscal Year 2016 funds’ operating budgets.
Equipment
Services
8.8%
Charter School
0.1%
• Capital improvements are programmed and scheduled based
on the City’s projected financial ability to purchase and
maintain the capital project. All projects are prioritized and
ranked based on criteria including the strength of the linkage
between the capital expenditure and the City’s strategic
priorities.
Solid Waste
0.2%
Fire Fund
1.9%
Water and Sewer
12.3%
Public Art
0.1%
• General Fund debt service expenditures will not exceed 12.5%
of the total annual General Fund budget.
• Voter-approved general obligation debt outstanding will not
General Fund exceed 5.0% of the City’s total taxable assessed valuation.
76.6%
49
4.c
CIP Selection Process
The CIP is updated annually to make adjustments for changing
capital needs, changes in availability and cost of funds, and to
add a year of programming to replace the year just completed.
The CIP process begins in early January with an evaluation of
the capital budgeting process to determine if there are any
changes that will make the process more user-friendly, efficient,
or effective. Next, departments conduct a fixed assets inventory
including an inventory of vehicles, computers, and printers.
Each department submitting a capital acquisition request must
complete a Project Description Form (below). The request
includes the following information: project title, department/
division, linkage to strategic priority or initiatives, expected
life of equipment (when applicable), additional operating
cost, additional revenue or income, contingencies, project
description, update, alternatives, impact on other departments,
and a justification.
accompanied by a Fleet Replacement Form (below) identifying
the vehicle type, quantity, replacement cost, vehicle
identification numbers, model type, and specialty items
necessary to put the vehicle in service. In addition, current
status and condition of each vehicle is required as part of the
justification submitted for review (e.g. mileage, life-to-date
repair cost, etc).
The City evaluates each project recommended for inclusion
in the Fiscal Year 2016 capital budget through a CIP project
ranking process. The goal of the CIP project ranking process
is to reduce subjectivity when comparing projects and ensure
that projects are ranked on a citywide perspective- balancing
needs and budget with strategic priorities. This process
evaluates each project based on four Principal and four
Technical Criteria. Principal Criteria’s include: Quality of Life,
Improves/Maintains City Facilities or Infrastructure, Economic
Development, and Health/Public Safety. Technical Criteria
includes: Regulatory Compliance, External Funding, Impact
on Operating Budget, and Implication of Project Deferral.
Departments are required to prioritize their projects by scoring
their respective projects based on these criterion. A weight is
applied to the evaluation criteria producing a Priority Ranking
of all projects.
One of the key components in the CIP process has been the
linkage of the Capital Improvement Program to the Strategic
Plan. In the spring, capital requirements flowing from the
adopted Strategic Plan and Business Plan are identified. Each
project recommended for inclusion in the Fiscal Year 2016
capital budget is linked to the Strategic Plan as it relates to
the City Commission’s five priorities. The CIP also takes into
consideration department needs, the Comprehensive Plan
Capital Improvement element, and the Water and Wastewater
Master Plan.
Prior to being included in the six-year Capital Improvement
Program, each potential project is analyzed to determine
its financial impact on operations, operating expenditures,
and revenues. The total cost of each recommended project
is identified as part of the capital budgeting process and
associated operating expenses are included in the operating
budget. In the CIP, the Project Description Form for each project
identifies expected debt service costs, including interest
rate and life expectancy assumptions, and operating and
maintenance costs for new equipment. Fleet requests are
50
The CIP Review Committee— made up of the City Manager, the
department requesting the capital, and staff from the Budget
office—discusses all capital requests with further justification,
research, and analysis during the budget meetings. If the need
proves to be valid and the capital is part of the City’s overall
strategic plan, the project is recommended for approval. The
Senior Management Team reviews the entire list of proposed
capital projects along with the funding sources and restraints. A
final list of projects is recommended to the City Commission by
this team for inclusion in the capital budget.
4.c
CIP Project Categories: Capital projects are divided into one of
three primary categories:
Computer Replacement Program contributions and expenses
Fiscal
Year
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Capital improvement projects: The purchase, replacement,
maintenance, and repair of infrastructure and fixed assets is
budgeted and accomplished through the Capital Improvement
Program.
Fleet replacement: The entire inventory of vehicles and
equipment is evaluated annually in order to prioritize
replacement and repairs needed in the upcoming year, based
on age, condition, maintenance cost, and expected life of each
equipment.
The Equipment Services Fund provides for the purchase,
replacement, and maintenance of the City’s fleet and other
large equipment (such as generators or tillers). This is an
internal service fund in which departments are charged for the
usage or depreciation of the equipment.
This recurring source of money makes the fund self-sufficient.
Existing assets are replaced on a life cycle replacement
schedule.
New equipment can be added through a new initiative if it can
be shown to support the Strategic Plan.
The table below shows the estimated replacement cost of the
City’s fleet inventory for the next ten years with corresponding
annual contributions required from department users of
vehicles, in order to make “pay-as-you-go” fleet purchases. This
annual contribution eliminates borrowing money to finance a
vehicle’s replacement. In Fiscal Year 2016, the City will invest
nearly $3.4M to replace vehicles and equipment that otherwise
would be more costly to maintain.
Computer replacement: The Computer Replacement Program is
used to purchase and maintain computer hardware (including
scanners, laptops, and desktops) and software. This is also
a self-sufficient, internal service fund. Existing computer
technologies are replaced on a standardized replacement
schedule that considers legacy as well as usage. The table
on the right shows the annual investment cost to replace the
existing inventory of computers.
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
Expenses
$3,408,550
$6,885,524
$3,684,892
$4,207,544
$3,715,814
$3,909,565
$5,281,361
$3,555,112
$4,911,734
$4,361,712
$4,066,299
Contributed
Depreciation
$2,996,391
$3,325,994
$3,691,853
$3,876,446
$4,070,268
$4,273,782
$4,487,471
$4,711,844
$4,947,436
$5,194,808
$5,454,549
Intra
Fund
Transfer
($200,000)
$217,412
$0
$0
$0
$0
$0
$0
$0
$0
$0
Estimated
Interest
$48,926
$43,293
$10,305
$10,478
$7,272
$10,889
$14,640
$6,847
$18,483
$19,025
$27,546
Contributed
Depreciation
$381,092
$734,147
$787,554
$808,562
$830,620
$853,781
$878,100
$903,635
$930,446
$958,599
$988,159
YearͲend
Balance
$750,929
$502,175
$545,329
$429,821
$685,141
$324,221
$156,871
$375,855
$434,882
$850,080
$653,439 Capital Projects Funding
Funding for capital projects can be obtained from any of the
following sources:
General Fund, Fire Fund, and Water and Sewer Fund operating
revenues—these appropriated revenues will generally be used
to purchase modest, routine operating capital items.
Franchise revenue bonds and capital revenue bonds—this consists
of debt that is secured through the pledge of City General Fund
franchise revenues and other non-ad valorem revenues.
Water and Sewer revenue bonds—the Water and Sewer Fund is
an enterprise fund supported by fees for service rather than by
taxes. Revenue bonds are repaid with revenues generated from
this fund, not by contributions from the General Fund. Revenue
bonds are obtained to increase plant capacity and modernize
the Utility system.
General obligation bonds—this funding source requires voter
approval and is used to finance major capital projects with an
expected life of 15 to 30 years. Debt retirement is achieved
through a special ad valorem debt millage separate from the
General Fund ad valorem operating millage.
Variable-rate debt bonds and loans—this funding
source will be used to purchase capital items through
a financial institution with a contractual obligation
specifying payment terms, including principal and
interest to be paid over a period of time.
Fleet Replacement Program contributions and expenses
Fiscal
Year
Planned
Expenditures
$980,924
$982,900
$744,400
$924,070
$575,300
$1,214,700
$1,045,450
$684,650
$871,420
$543,400
$1,184,800
Year-End
Balance
$4,329,335
$1,030,509
$1,047,776
$727,155
$1,088,881
$1,463,987
$684,736
$1,848,316
$1,902,501
$2,754,622
$4,170,418
Equity Financing— this is generally known as “pay-asyou-go” financing and involves dedicating budget
surpluses that are generated in previous years to fund
capital purchases. When the City equity finances
some of its CIP, it reduces the amount of debt that
needs to be issued.
51
4.c
Florida Department of Environmental Protection (DEP) loan—this
program provides low-interest loans for planning, designing,
and constructing drinking water and wastewater projects. This
program is also known as a State Revolving Fund (SRF) Loan.
Grants—this funding source refers to giving of funds for
a specific purpose. Funds may be granted from federal,
state, or local sources, such as Community Development
Block Grant (CDBG), Urban Area Security Initiative (UASI),
Federal Emergency Management Administration (FEMA),
Florida Department of Transportation, Florida Department
of Environmental Protection, Justice Assistance Grant (JAG),
Resource Recovery Board, Florida Department of Health, etc.
CIP funding sources- Fiscal Year 2016
Funding Source
Operating
General Fund
$173,000
Fire Fund
$398,200
In summary, the six-year CIP provides the necessary
components of a sound Capital Improvement Program. The
table on the right describes sources of financing for the capital
budget in Fiscal Year 2016. Through the CIP evaluation and
planning process, the City identified $12M in vital capital
projects needing funding over the next three year- $6M
identified in FY2016 and $6M in FY2017-2018. The City is
proposing a $12 million borrowing to fund these priority
projects and is recommending a 5% millage rate increase
which would provide the necessary debt service funding for
this loan.
$558,000
$103,000
Equipment Service Fund
$32,000
Solid Waste Fund
$71,500
General Fund Loan
$28,020,474
Grants
CDBG
Justice Assistance Grant
$509,703
$14,900
HOME Grant
$148,948
SHIP Grant
$561,360
Dept of Environ. Protection
$130,000
FEMA
$357,300
Grant Dependent
$320,000
Tree Trust Fund
$15,000
Public Art Fund
$20,000
Charter School Fund
$30,000
Renewal and Replacement Fund
Revenue Bond
Total FY 2016 CIP
52
$3,408,550
Equity Financing
General Fund
Tax Incremental Financing (TIF)—this captures the future taxes
of real estate improvements in a designated area to pay the
present cost of these improvements.
Budget
$3,344,000
$912,000
$39,127,935
4.c
Impact of CIP on the Operating Budget
Operating Capital
CIP Operating Capital- Fiscal Year 2016
Operating capital is a funding source for capital requests,
vehicles, and equipment that are relatively modest in cost, have
a short life expectancy and/or are purchased annually or fairly
regularly. Each fund allocated money to make appropriate
purchases or enhancements, financed through recurring
revenues. Projects funded through operating capital in Fiscal
Year 2016 totals $4,537,750.
Fund
OSPS Software
$13,000
Keep Coral Springs Beautiful
$10,000
Total General Fund Operating CIP
The replacement of the existing Police and Fire public safety
application software will impact the General Operating Fund
by $150,000. Payments for this replacement of the OSSI
software will continue through Fiscal Year 2019. Also included
in the General Operating Fund are funds for tennis center
improvements and the Keep Coral Springs Beautiful-re-engage
for good program.
Fire
The Fire Funds operating capital for Fiscal Year 2016
totals $398,200. This allocation will be used for on-going
improvements and upkeep of the fire stations, replacement
of dive rescue equipment, thermal imagers, and structure
burn props for the fire academy, the purchase of gas meters,
automatic external defibrillators, turnout gear cleaning
equipment, a forklift for the training center and Training
Tracking and IA Pro Software. These funds will also continue to
provide uniform members with extensive wellness screening
and physical exams as well as support the on-going program
to install traffic light controllers at major intersections to allow
safe and quick access to emergency vehicles. Please see CIP
Operating Capital- Fiscal Year 2016 table for individual project
costs.
The Water and Sewer Fund’s operating capital of $558,000 will
be used for ongoing replacement of fire hydrants, replacement
of generators used during power outages at lift stations,
continued inspection, repair and maintenance of water and
wastewater values ensuring all components of the sanitary
system will perform as needed during times of emergencies,
two additions to the Utility fleet as well as other projects listed
in the CIP Operating Capital -Fiscal Year 2016 table.
$40,000
Assistance to Firefighters
$39,700
Traffic Pre-Emption
$25,000
Fire Station 80 Awning Project
$25,000
Automatic External Defibrillators
$17,000
Turnout Gear Cleaning Equipment
$20,000
Thermal Imagers
$33,000
Training Tracking Software
$16,000
Structure Burn Replacement
$17,000
Gas Meters
$10,000
IA Pro Software
$17,500
Forklift/ Lull
$30,000
Fire Stations Painting & Improv.
$40,000
Physical Exam & Health Screenings
$68,000
Total Fire Operating CIP
In Fiscal Year 2016, the City is projecting a $3,408,550 operating
capital expense in the Equipment Service Fund to replace
vehicles and equipment that have exceeded their useful life
(refer to Fleet Assets for more information).
$398,200
Water & Sewer
$110,000
Broward Cty Water Conserv. Prog.
$29,000
Force Main Valve Repair/Repl Prog.
$87,000
Water Main Valve Repair/Repl Prog.
$87,000
Dead End Water Main Auto. Flusher
$75,000
CMMS
$55,000
Port Emerg. Generators for lift stat.
$80,000
SUV
$26,000
Gator
$173,000
Dive Rescue Equipment
Fire Hydrant Replacement Prog.
$150,000
Tennis Center Improvements
General Fund
Fire Fund
Budget
General Fund
Total Water & Sewer Operating CIP
$9,000
$558,000
Equipment Fund
Vehicle and Equip. Replacement
$3,408,550
Total Equipment Operating CIP
$3,408,550
53
4.c
Impact of CIP on the City’s Operating Budget (continued)
Operating Expenses
Debt Service
CIP projects can affect the City’s operating budget by
increasing expenditures offset by anticipated savings or new
revenues generated by the project. Major capital projects
requested for FY 2016 are comprised mainly of rehabilitation
and improvements to the water and sewer facilities, virtual/
data center infrastructure improvements in the Information
Technology department, replacement of artificial turf
and playground equipment in the Parks and Recreation
Department, air conditioning maintenance, walkway
renovation, road resurfacing in the Public Works departments
and the construction phase of a new Municipal Complex.
These projects improve but do not expand the level of service
the City provides. The operating impact, therefore, is either
negligible or indeterminable at this time due to the early
stages of the projects.
Debt service refers to the amount of interest and principal
the City will pay on its outstanding debt during a fiscal year.
In Fiscal Year 2016, the City will continue repayment of a $4.7
million loan to finance capital improvements in the General
Fund. The total principal and interest payment for this loan in
Fiscal Year 2016 is $519,600. In addition, debt service totaling
$248,062 is budgeted the repayment of a $10M loan for the first
phase of the Municipal Complex. An additional $19M will be
borrowed in FY 2016 to finance the construction phase of the
Municipal Complex and debt service of $ 796,250 is budgeted
in FY 2016 for this 20 year estimated 3.5% borrowing. In
addition, the City plans to borrow $12M to finance vital capital
improvements for the General Fund. The interest rate for this
loan is estimated at 3.5% and the life is 10 years. In Fiscal year
2016, the City has budgeted $1.4M in the General Fund to begin
repayment of this loan.
The operating impacts of other CIP projects are measurable
and have been included in the operating budget. For example,
the Forest Hills Pedestrian Lighting Project will increase
operating costs by approximately $7,224 for the installation
of 86 poles. The addition of two vehicles in the Utilities
division will have an impact on the City’s operating budget
by increasing gasoline and maintenance costs. The additional
fuel and maintenance cost for this new fleet is estimated at
$1,650 and the annual depreciation charges for the use of this
equipment is projected at $4,714. Some capital projects are
associated with the reduction of operating expenses. For
example, the OSPS Software application will replace up to 30
independent standalone applications resulting in a $30,000
annual savings.
Capital projects could also effect revenue as with the 50-meter
pool replacement. This project will result in a loss of revenue
while the pool is under reconstruction. This operating impact
is estimated at $39,000.
CIP impact on the operating budget Fiscal Year 2016
Operating
Budget
$166,506,799
54
CIP Impact
$22,588
The City has secured long term financing from the Florida
Department of Environmental Protection State Revolving
Fund (SRF) loan program for the improvements at the Water
Treatment Plant as well as throughout the entire water and
sewer system. The interest rate for this financing is 60% of
the market rate, resulting in low-cost financing for these
improvements over a term of 20 years. Approximately $15
million in SRF financing has been obtained and most of
the projects completed (i.e. replacement of existing wells,
construction of new raw water supply, and improvements at
lift stations). In Fiscal Year 2016, debt service totaling $1,017,671
is allocated in the Water and Sewer fund for the repayment of
exiting SRF loans.
The City will continue repayment of an $8.7 million bank loan
secured in Fiscal Year 2013 for the rehabilitation of booster
stations and improvements on the water and sewer system.
The interest rate for this loan is 2.29%. Principal and interest
repayment for Fiscal Year 2016 is programmed at $581,330. In
2015, the City borrowed $4.7 million to continue rehabilitation
of booster stations and perform other necessary improvements
to the water and sewer system. In FY 2016, $564,132 is
allocated for the repayment of this 2.002% 10 year loan.
Capital
Improvement
Budget
$39,127,935
4.c
Impact of CIP on the City’s Operating Budget (continued)
Fleet Assets
Grants
Replacement of vehicles and fleet equipment is funded in the
Equipment Services Fund. This internal service fund provides
for the operating and maintenance costs of the City’s vehicles
and major equipment. Fuel, maintenance and depreciation
expenses are determined on a full-recovery basis for each
fleet asset type. The allocated amount for each department
in the City is budgeted taking into account the expected life
of the vehicle/equipment, the type of equipment, fuel and
maintenance cost, purchase price, and inflation.
The City of Coral Springs is continually seeking grant
opportunities to help finance projects that support its five
strategic priorities and link to Business Plan initiatives. Grants
from Federal, Local, and State sources are researched and
applied for with the ultimate goal of funding specific projects
that meet our customers’ needs while lowering departmental
operating costs.
The City’s entire inventory of vehicles is inspected annually
followed by a complete analysis of each fleet item, including
mileage, life-to-date repair and maintenance cost, operational
condition and life expectancy. This evaluation helps prioritize
replacements and repairs for inclusion in the upcoming
budget year. As a result, some vehicles originally scheduled
for replacement are found to be in good condition. Therefore,
replacement is not necessary. Instead, funding is placed in
the budget to fund repairs, thereby extending their useful life.
This strategy has resulted in annual cost savings to the General
Fund, Fire Fund, and Water and Sewer Fund operating budgets
by reducing the “chargeback” or annual allocation transfer to
the Equipment Service Fund.
Chargeback is a term used to describe the method to
reimburse the Equipment Service Fund for the usage of an
asset over its expected useful life (also known as funded
depreciation) rather than borrowing money to buy the asset
at the beginning of its useful life. Depreciation fees collected
from a department are held in the fleet replacement fund
until the money is needed to purchase fleet items. The total
chargeback allocation for Fiscal Year 2016 is $2,996,391 of
which $2,262,929 impacts the General Fund, $284,710 is
allocated to the Water and Sewer Fund, and $ 448,752 is
charged to the Fire Fund.
Vehicle Maintenance expenses and gasoline costs are also
funded by the Equipment Replacement Fund. This expense is
also collected from all applicable departments via interfund
transfers. The fuel and maintenance budget for Fiscal Year
2016 totals $ 2,993,578. This represents a 6.3% decrease from
Fiscal Year 2015 allocation representing lower fuel costs. The
impact to the City’s general operating fund is $2,408,580. The
Fire Fund allocation for Fiscal Year 2016 is $362,621, and the
Water and Sewer Fund’s portion is $222,377.
For Fiscal Year 2016, the City projects $2,042,211 in grants to
assist with funding of necessary capital projects, as described
in the table below. This year’s grant funds impact the City’s
operating budget by supplementing 5.2% of the total capital
expenditure for Fiscal Year 2016.
FY 2016 Capital projects financed via grants
Source of grant
CDBG
JAG
Project
Housing Rehabilitation
Pedestrian Lighting for
Forest Hills Blvd
Youth scholarships
Senior recreational
activities
Replace tasers
Handgun Replacement
Allocation
$49,134
$365,000
$50,000
$45,569
$10,000
$4,900
HOME Grant
$148,948
SHIP Grant
$561,360
Meadows and Dells
$130,000
Assistance To Fire Fighters
Residential Construction
Mitigation
Splash Pad
$357,300
Department of
Environmental
Protection
FEMA
Grant
Dependent
$200,000
$120,000
55
4.c
Capital Improvement Summary by Fund
Fund
Name
Fire Fund
General Fund
Public Art Fund
Tree Trust Fund
Charter School Fund
Solid Waste Fund
Total
56
FY 2015
Budget
$5,478,528
$21,735,626
$90,000
$0
$9,457,000
$5,008,900
$30,000
$36,000
$41,836,054
FY 2016
Proposed
$755,500
$29,981,385
$20,000
$15,000
$4,814,000
$3,440,550
$30,000
$71,500
$39,127,935
FY 2017
Plan
$759,000
$7,747,661
$20,000
$0
$4,545,000
$8,210,524
$545,653
$227,000
$22,054,838
FY 2018
Plan
$4,790,000
$2,788,142
$20,000
$0
$6,192,500
$6,684,892
$506,092
$200,000
$21,181,626
FY 2019
Plan
$276,000
$15,760,100
$20,000
$0
$6,582,000
$9,007,544
$30,000
$0
$31,675,644
FY 2020
Plan
$293,000
$11,423,042
$20,000
$0
$5,899,000
$4,445,814
$0
$0
$22,080,856
FY 2021
Total Cost
Plan
FY 2016-2021
$306,000
$7,179,500
$7,133,955
$74,834,285
$20,000
$120,000
$0
$15,000
$7,242,000
$35,274,500
$3,909,565
$35,698,889
$0
$1,111,745
$0
$498,500
$18,611,520 $154,732,419
4.c
CIP Budget by Funding Source- All Funds
Funding Source
Operating
General Fund
Fire Fund
W&S Fund
Total Operating
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$200,000
286,730
1,239,000
4,711,900
6,437,630
$173,000
398,200
558,000
3,408,550
4,537,750
$150,000
259,000
585,000
6,885,524
7,879,524
$150,000
290,000
1,244,500
3,684,892
5,369,392
$76,000
276,000
576,000
4,207,544
5,135,544
$0
293,000
534,000
3,715,814
4,542,814
$0
306,000
484,000
3,909,565
4,699,565
549,000
1,822,200
3,981,500
25,811,889
32,164,589
1,165,327
36,000
297,000
1,498,327
103,000
71,500
32,000
206,500
0
227,000
0
227,000
0
200,000
0
200,000
0
0
0
0
0
0
0
0
0
0
0
0
103,000
498,500
32,000
633,500
886,500
886,500
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Grants
CDBG Grant
SHIP Grant
FLDOE Grant
CFB Grant
FEMA AFG
Dept of Environ Protection Grant
Federal Transp. Enhancement
TAP Grant
HOME Grant
Grant Dependent
Total Grants
501,421
17,044
561,360
250,000
22,077
0
0
405,000
0
156,897
311,798
2,225,597
509,703
14,900
561,360
0
0
357,300
130,000
0
0
148,948
320,000
2,042,211
145,134
0
561,360
0
0
0
0
0
1,000,000
148,948
200,000
2,055,442
145,134
0
561,360
0
0
0
0
0
0
148,948
200,000
1,055,442
145,134
0
561,360
0
0
0
0
0
0
148,948
200,000
1,055,442
145,134
0
561,360
0
0
0
0
0
700,000
148,948
200,000
1,755,442
147,134
0
561,360
0
0
0
0
0
0
148,948
200,000
1,057,442
1,237,373
14,900
3,368,160
0
0
357,300
130,000
0
1,700,000
893,688
1,320,000
9,021,421
Renewal and Replacement
Total R&R Fund
4,583,000
4,583,000
3,344,000
3,344,000
3,960,000
3,960,000
2,809,000
2,809,000
3,830,000
3,830,000
3,215,000
3,215,000
4,608,000
4,608,000
21,766,000
21,766,000
10,000,000
3,635,000
0
12,450,000
26,085,000
28,020,474
912,000
0
0
28,932,474
4,392,219
0
2,975,000
0
7,367,219
1,582,700
2,139,000
7,500,000
0
11,221,700
14,628,658
2,176,000
4,800,000
0
21,604,658
9,667,600
2,150,000
730,000
0
12,547,600
6,076,513
2,150,000
0
0
8,226,513
64,368,164
9,527,000
16,005,000
0
89,900,164
30,000
30,000
30,000
30,000
545,653
545,653
506,092
506,092
30,000
30,000
0
0
0
0
1,111,745
1,111,745
Tree Trust Fund
Total Tree Trust Fund
0
0
15,000
15,000
0
0
0
0
0
0
0
0
0
0
15,000
15,000
Public Art Fund
Total Public Art Fund
90,000
90,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
20,000
120,000
120,000
$41,836,054
$39,127,935
22,054,838
21,181,626
31,675,644
22,080,856
18,611,520
154,732,419
Equity Financing
General Fund
Solid Waste Fund
Total Equity Financing
Reserves
General Fund Facilities
Total Reserves
Debt Service
Loan (General Fund)
Revenue Bond (W&S)
Potential Loan (Westside Complex)
Total Debt Service
Other Funds
Charter School Fund
Total Charter School Fund
Total CIP
57
4.c
Major Capital Projects by Department
Department/Fund
Aquatics
Police
Public Works
Transportation
Parks & Recreation
Capital Project
50 Meter Pool Upgrade
FY 2016
Budget
Funding Source
$1,500,000 General Fund Loan
Enclosed Flume Slide
$160,000 General Fund Loan
$148,948 HOME Grant
$561,360 SHIP Grant
Residential Construction Mitigation
$200,000 Grant Dependent
Body Cameras
Field Force Equipment
Pedestrian Lighting Forest Hills Blvd
$450,000 CDBG ($365k) General Fund Loan ($85k)
Air Conditioning Maintenance
New & Existing Walkway Renovations
Road Resurfacing Program
Meadows and Dells Improvement
$130,000 Department of Environmental Protection Grant
15 Year Playground Equipment
Splash Pad System for Betti Stradling Park
$120,000 Grant Dependent
Artificial Turf Fields
City Manager Office
Municipal Complex Construction
Equipment Services
Vehicle and Equipment Replacement
$3,408,550 Equipment Fund Operating Capital
Infiltration/Inflow Correction Program
$1,000,000 Renewal and Replacement
$22,000,000 General Fund Loan
List Station Rehab Program
$500,000 Renewal and Replacement
Cast Iron Water Main Replacement
Upgrade Force Main for Lift Station 21-C
Force Main Integrity Evaluation
Wiles Road Utilities Relocation
Additional Downtown Improvements
Force Main System Improvements
$670,000 Revenue Bond
Project Contingency
$242,000 Revenue Bond
Fire Hydrant Replacement Program
$110,000 Water & Sewer Operating Capital
Fire Fund
Assistance to Fire Fighters Program
$357,300 FEMA Grant
Center for the Arts
Roof Repair and Replacement
OSPS Software
$150,000 General Fund Operating Capital
Virtual Infrastructure Growth
Next Generation Firewall
Finance/HR ERP
*Major capital projects listed are those $ 100,000 and greater
58
4.c
Major Capital Projects by Location
Capital Projects Citywide
Infiltration/inflow correction program
Lift station rehabilitation program
Vehicles and equipment replacement
Residential Construction Mitigation
OSPS Software
Air Conditioning Maintenance
Lift Station 21-C
Upgrade Force Main
Center for the Arts
Finance/HR ERP
Assistance to Fire Fighters Program
Body Cameras
Field Force Equipment
New and Existing Walkway Renovations
Downtown
Pineridge
W & S Improvements
Road Resurfacing
Betti Stradling Park
Splash Pad
Wiles Road
Roof Repair & Replacement
Utilities Relocation
Aquatic Center
Municipal Complex
50 Meter Pool Upgrade
Construction
Cypress Park
Meadows & Dells
Artifical Turf Replacement
Drainage Improvements
Forest Hills Park
Cypress Pool
Playground Replacement
Forest Hills Blvd
Pedestrian Lighting
Whispering Oaks Park
Playground Equipment
Facility
Street name
Capital project
59
4.c
General Fund CIP Summary by Funding Source
Funding Source
Operating—General Fund
Sportsplex/Tennis
Transportation
Operating—General Fund Total
CDBG Grant
Aquatics- Cypress Pool
Public Works
CDBG Grant Total
Police
Justice Assistance Grant Total
Grant Dependent
Grant Dependent Total
Loan
Aquatic Complex
Aquatics- Cypress Pool
Aquatics- Mullins
Center For The Arts
Police
Public Works
Sportsplex/Tennis
Transportation
City Manager
Loan Total
HOME Grant
HOME Grant Total
SHIP Grant
SHIP Grant Total
Transportation
Dept of Environ Protection Grant Total
TAP Grant
Transportation
TAP Grant Total
Potential Loan
Police
Potential Loan Total
Equity Financing Capital
Public Works
Equity Financing Capital Total
Total General Fund CIP
60
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
150,000
13,000
10,000
173,000
150,000
0
0
150,000
150,000
0
0
150,000
67,000
9,000
0
76,000
0
0
0
0
0
0
0
0
517,000
22,000
10,000
549,000
33,000
49,134
62,569
365,000
509,703
33,000
49,134
63,000
0
145,134
33,000
49,134
63,000
0
145,134
33,000
49,134
63,000
0
145,134
33,000
49,134
63,000
0
145,134
35,000
49,134
63,000
0
147,134
200,000
294,804
377,569
365,000
1,237,373
14,900
14,900
0
0
0
0
0
0
0
0
0
0
14,900
14,900
200,000
120,000
320,000
200,000
0
200,000
200,000
0
200,000
200,000
0
200,000
200,000
0
200,000
200,000
0
200,000
1,200,000
120,000
1,320,000
1,556,000
160,000
0
447,500
0
30,000
1,111,000
1,000,000
400,974
355,000
0
960,000
22,000,000
28,020,474
547,500
0
0
373,500
0
108,319
1,016,000
400,000
407,000
353,900
0
1,186,000
0
4,392,219
35,000
0
0
95,700
0
69,000
390,000
700,000
143,000
0
0
150,000
0
1,582,700
1,186,500
112,000
47,000
354,100
385,762
112,390
870,756
5,420,000
1,139,400
890,250
1,530,500
2,570,000
10,000
14,628,658
292,500
52,500
25,000
29,500
0
72,000
1,140,000
3,523,000
386,000
709,100
103,000
3,335,000
0
9,667,600
235,000
59,500
30,000
9,500
0
129,000
970,000
1,573,000
125,000
581,480
154,000
2,210,033
0
6,076,513
3,852,500
384,000
102,000
1,309,800
385,762
520,709
5,497,756
12,616,000
2,601,374
2,889,730
1,787,500
10,411,033
22,010,000
64,368,164
148,948
148,948
148,948
148,948
148,948
148,948
148,948
148,948
148,948
148,948
148,948
148,948
893,688
893,688
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
3,368,160
3,368,160
130,000
130,000
0
0
0
0
0
0
0
0
0
0
130,000
130,000
0
0
1,000,000
1,000,000
0
0
0
0
700,000
700,000
0
0
1,700,000
1,700,000
0
0
1,150,000
1,150,000
0
0
0
0
0
0
0
0
1,150,000
1,150,000
94,000
9,000
0
0
0
0
0
0
0
0
0
0
94,000
9,000
103,000
0
0
0
0
0
103,000
29,981,385
7,747,661
2,788,142
15,760,100
11,423,042
7,133,955
74,834,285
4.c
Revenue Trends
As part of the Five-Year Forecast, we have made several assumptions about the future revenue growth that have a major
impact on the resources that we can plan to use. The next two pages explain some of the analysis of major revenue sources.
Ad Valorem taxes
$50.00
Ad valorem taxes are levied against the taxable
value of real and personal property. The City sets
the rate (“millage”) for this tax each year prior
to October 1, and this rate is applied to each
property’s taxable assessed value as determined
by the Broward County Property Appraiser.
This revenue can grow through increases to
the millage rate and/or taxable values. The
City’s millage rate will increase for Fiscal Year
2016 combining with an average 6.24% rise in
property values to result in a 10% gain in this
primary revenue source.
Millions
$45.00
$40.00
$35.00
P
$25.00
B
$30.00
$20.00
$15.00
$10.00
$5.00
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
$Ͳ
Source: Broward County Tax Collector Distribution: Monthly EFT (electronic funds transfer)
Half-cent sales tax revenues
The half-cent sales tax generates the largest
amount of revenue for local governments among
the state-shared revenue sources currently
authorized. Taxable sales in Florida have finally
recovered to levels seen in Fiscal Year 2007. The
State is forecasting increases to reflect the future
strength in taxable sales related to tourism, motor
vehicles, business purchases and household
goods. Each city’s share is based on a percentage
of population, so as other cities grow faster, this
revenue for Coral Springs will not increase in line
with the rest of the State.
$10.00
$9.00
Millions
$8.00
$7.00
P
$5.00
B
$6.00
$4.00
$3.00
$2.00
$1.00
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
$Ͳ
Source: Florida Department of Revenue Distribution: Monthly EFT (electronic funds transfer)
State shared revenues
$5.00
$4.50
Millions
State shared revenues are comprised of revenues
from the state sales tax and the municipal
fuel tax. As of January 1, 2014, cities will no
longer receive revenues from the alternative
fuel user decal fee, which the State estimates
as an insignificant negative impact to local
government of $0.2 million annually. As the
economy recovers, the City predicts this revenue
source will show gradual growth.
$4.00
$3.50
P
$2.50
B
$3.00
$2.00
$1.50
$1.00
$0.50
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
$Ͳ
61
4.c
Revenue Trends (continued)
Communications services tax revenues
$8.00
Implemented in 2001, the communications
services tax is imposed on retail sales of
communications services, comprised of State
and local portions. Coral Springs imposes a
local tax rate of 5.22%. The State is forecasting a
decline in this revenue for Fiscal Year 2016 and
a reduced estimate of growth after that due to
negative growth rates in wireless service and
a forecasted annual decline in landlines. The
City is expecting no growth in this revenue as
technology changes and consumer preferences
shift to services not subject to tax.
Millions
$7.00
$6.00
$5.00
P
$3.00
B
$4.00
$2.00
$1.00
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
$Ͳ
Electric utility service tax revenues
$11.00
$10.00
Millions
The City levies a 10% utility services tax on
all electricity payments made within the
City, through FPL (Florida Power & Light.) FPL
charges are made up of a base rate and a
fuel rate. The City receives no tax on fuel rate
increases, only on the base rate. When fuel
rates increase, there is no effect on this revenue.
Because this tax is based on the consumption
of electricity, the City expects moderate growth
as vacant residential and commercial properties
become absorbed and normal activity resumes
during the economic recovery.
$9.00
$8.00
$7.00
$6.00
P
B
2015
2016
$5.00
$4.00
$3.00
$2.00
$1.00
2021
2020
2019
2018
2017
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
$Ͳ
Source: Florida Power & Light Distribution: Monthly EFT (electronic funds transfer)
Electric utility franchise fee revenues
$9.00
Millions
$8.00
$7.00
$6.00
P
B
$5.00
$4.00
$3.00
$2.00
$1.00
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
$Ͳ
2004
The City authorizes FPL (Florida Power & Light)
to provide electrical service in exchange for a
franchise fee to reimburse the City for use of
rights-of way and other public services. FPL bills
each customer a portion of their total electric
usage. As FPL rates increase and consumption
of electricity grows, this revenue will increase.
FPL has not had an increase to base rates since
2011 but has petitioned for an increase to build
two nuclear power plants. Forecasts show a slow
increase (1%) in the consumption of electricity
over the coming year.
Source: Florida Power & Light Distribution: Monthly EFT (electronic funds transfer)
62
4.c
General Fund Five-Year Forecast
General Fund Five Year Forecast
Remaining Deficit
0.0
$0.0
-1.0
-2.0
-$2.9
Millions
The General Fund FiveYear Forecast is an integral
part of planning the City’s
future fiscal position. It is
an important tool used
to determine a longerrange picture of the City’s
financial horizon, as well
as the level of risk we face
over the next few years as
current revenue growth
does not keep pace with
the growth in operational
costs.
-3.0
-$3.8
-4.0
-$4.9
-5.0
This model is the
framework to peer into the
-6.0
-$6.4
near future to identify the
deficits that might await
-7.0
-$7.6
us if we were to take no
FY
2016
FY
2017
FY
2018
FY
2019
FY
2020
FY 2021
action. It helps City staff
-8.0
to conservatively quantify
our financial outlook so
This chart is for planning purposes and illustrates the potential shortfalls the General Fund could face if
we can adequately plan
no positive action is taken. By Florida law, the proposed budget must be balanced. Financial Strategies
and be prepared to meet
will be formulated to address future year shortfalls and will be included in the FY 2016 Business Plan.
these challenges. As we
map out our financial
and operating strategies, we use the model to determine
The General Fund’s forecast continues to project
the potential impact of decisions, focusing on long-term
minimal revenue growth and the need to hold
solutions rather than short-term “fixes,” which could lead
the line on expenditures in order to maintain
to negative financial impacts in future years. This financial
adequate working capital over the five-year
outlook provides an opportunity to both avoid future budget
period. The national and state economies are
problems and maintain financial stability. The forecast
improving at a steady, but slow pace. However,
integrates projections of the major drivers of the City’s
local governments are still experiencing
annual budget, new programs, and the anticipated revenues
slowly recovering revenues, which will make
over the forecast period. Typically, future years show a deficit
it difficult to provide both essential services to
of revenues over expenditures.
the community and improvements needed for
infrastructure. On the positive side, the General
Fund’s beginning working capital will allow us
to forecast another year of stable, though lean,
operations. As shown in the chart above, the City
is presenting a balanced budget for Fiscal Year
2016.
Our success to date has been largely dependent
upon planning ahead for the financial realities we
project in coming years.
63
64
$0
$100,417,593
$352,109
3,333,225
1,452,647
2,545,778
2,886,654
863,842
45,124,246
8,844,999
6,499,433
4,414,581
14,135,475
3,221,854
2,454,747
4,288,003
$100,417,593
$33,651,176
2,103,433
10,332,934
10,806,725
19,285,436
3,643,420
13,380,889
2,050,691
3,643,386
1,519,503
1.6%
8.8%
13.5%
6.6%
0.7%
-3.6%
3.0%
1.6%
-0.3%
1.9%
4.3%
1.7%
-13.5%
19.2%
-2.6%
1.6%
3.8%
12.8%
13.4%
7.0%
-1.8%
-0.5%
5.7%
3.6%
-20.6%
-45.1%
'
%
$0
$103,226,193
$356,301
3,814,675
1,675,532
2,478,075
3,258,968
997,264
45,386,271
8,952,200
6,710,576
4,608,241
14,314,764
3,096,298
2,692,397
4,884,632
$103,226,193
$35,299,267
2,124,467
10,134,499
11,045,986
19,508,503
3,735,836
14,400,669
2,219,855
4,131,756
625,355
Adopted
Fiscal Year
2015
2.8%
1.2%
14.4%
15.3%
-2.7%
12.9%
15.4%
0.6%
1.2%
3.2%
4.4%
1.3%
-3.9%
9.7%
13.9%
2.8%
4.9%
1.0%
-1.9%
2.2%
1.2%
2.5%
7.6%
8.2%
13.4%
-58.8%
'
%
($0)
107,846,903
361,999
3,990,533
1,753,051
2,444,342
3,522,893
1,023,041
46,622,075
9,128,502
6,798,286
4,751,708
14,636,819
3,253,887
2,518,935
7,040,832
$107,846,903
$38,909,404
2,245,712
10,435,499
11,393,696
20,026,189
4,005,554
14,306,465
2,202,750
4,194,210
127,425
Proposed
Fiscal Year
2016
4.5%
1.6%
4.6%
4.6%
-1.4%
8.1%
2.6%
2.7%
2.0%
1.3%
3.1%
2.2%
5.1%
-6.4%
44.1%
4.5%
10.2%
5.7%
3.0%
3.1%
2.7%
7.2%
-0.7%
-0.8%
1.5%
-79.6%
'
%
($2,880,720)
$113,080,258
$378,765
4,167,413
1,831,895
2,563,614
3,667,858
1,067,244
48,665,256
9,574,434
7,125,405
4,919,951
15,218,166
3,339,457
2,883,617
7,677,184
$110,199,539
$40,465,780
2,290,626
10,614,199
11,624,457
20,258,234
4,139,237
14,687,681
2,215,685
3,773,667
129,973
Projected
Fiscal Year
2017
4.9%
4.6%
4.4%
4.5%
4.9%
4.1%
4.3%
4.4%
4.9%
4.8%
3.5%
4.0%
2.6%
14.5%
9.0%
2.2%
4.0%
2.0%
1.7%
2.0%
1.2%
3.3%
2.7%
0.6%
-10.0%
2.0%
'
%
($3,809,068)
$117,131,668
$396,736
4,354,088
1,915,220
2,690,214
3,820,618
1,114,368
50,819,483
10,046,811
7,472,523
5,096,743
15,831,876
3,076,850
2,822,792
7,673,348
$113,322,601
$42,084,411
2,336,439
10,796,173
11,859,934
20,611,554
4,279,604
15,187,089
2,291,216
3,743,609
132,573
Projected
Fiscal Year
2018
3.6%
4.7%
4.5%
4.5%
4.9%
4.2%
4.4%
4.4%
4.9%
4.9%
3.6%
4.0%
-7.9%
-2.1%
0.0%
2.8%
4.0%
2.0%
1.7%
2.0%
1.7%
3.4%
3.4%
3.4%
-0.8%
2.0%
'
%
'
%
2.9%
($4,910,878)
$121,532,682
3.8%
$416,023 4.9%
4,551,240 4.5%
2,003,350 4.6%
2,824,701 5.0%
3,981,717 4.2%
1,164,041 4.5%
53,088,833 4.5%
10,547,533 5.0%
7,841,161 4.9%
5,282,690 3.6%
16,480,356 4.1%
3,139,891 2.0%
2,989,322 5.9%
7,221,825 -5.9%
$116,621,803
$43,978,210 4.5%
2,383,168 2.0%
10,981,483 1.7%
12,100,226 2.0%
20,974,727 1.8%
4,426,989 3.4%
15,705,433 3.4%
2,369,437 3.4%
3,566,906 -4.7%
135,224 2.0%
Projected
Fiscal Year
2019
'
%
3.1%
($6,384,483)
$126,595,277
4.2%
$436,748 5.0%
4,759,611 4.6%
2,096,632 4.7%
2,967,683 5.1%
4,151,744 4.3%
1,216,434 4.5%
55,484,985 4.5%
11,078,660 5.0%
8,232,980 5.0%
5,478,453 3.7%
17,166,226 4.2%
3,205,229 2.1%
3,166,466 5.9%
7,153,425 -0.9%
$120,210,794
$45,957,229 4.5%
2,430,831 2.0%
11,170,193 1.7%
12,345,432 2.0%
21,348,036 1.8%
4,581,743 3.5%
16,243,492 3.4%
2,450,448 3.4%
3,545,460 -0.6%
137,928 2.0%
Projected
Fiscal Year
2020
($7,555,856)
$131,535,496
Annual budgets will always be balanced, as required by State law. Projected deficits in this model should not be construed as actual shortfalls.
$459,043
4,980,005
2,195,447
3,119,825
4,331,341
1,271,736
58,016,941
11,642,428
8,649,787
5,684,749
17,892,344
3,272,960
3,354,940
6,663,948
$123,979,640
$48,025,305
2,479,448
11,362,369
12,595,654
21,731,773
4,744,235
16,802,075
2,534,349
3,563,746
140,687
Projected
Fiscal Year
2021
Note: This forecast is for planning purposes only and shows potential deficits if no positive action is taken, given known operational and capital needs and conservative projections of revenue.
Surplus/(Deficit)
Total Expenditures
Expenditures/Financing Uses
City Commission
City Manager's Office
Human Resources
Financial Services
City Attorney's Office
Police Department
Public Works
Non-Departmental
Interfund Transfers
Capital Financing
Total Revenues
Revenues/Financing Sources
Ad Valorem Taxes
Solid Waste Special Assessment
Utility Franchise Fees
Utility Service Taxes
Intergovernmental Revenues
Licenses and Permits
Miscellaneous
Interfund Transfers
Budget
Fiscal Year
2014
General Fund Five-Year Forecast Summary
3.9%
5.1%
4.6%
4.7%
5.1%
4.3%
4.5%
4.6%
5.1%
5.1%
3.8%
4.2%
2.1%
6.0%
-6.8%
3.1%
4.5%
2.0%
1.7%
2.0%
1.8%
3.5%
3.4%
3.4%
0.5%
2.0%
'
%
4.c
4.c
Service and
Service
andOperations
OperationsStrategy
Strategy
This Business Plan covers the first year within a two-year
Strategic Plan for Fiscal Years 2016 and 2017. The five priorities
identified 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 five priorities and implement the vision expressed
in the Strategic Plan.
Our New Initiatives
Initiatives are developed that will assist us in achieving our Key
Intended Outcomes. We include those we feel are significant
contributors to supporting our strategic priorities or put
additional demands on our resources. In this way, we identify
the most significant 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
identified for the first year only. Capital expenditures also
reflect only the first year of the project, and do not include
capital carrying costs.
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.
City of Coral Springs’ Business Model
Citizen Input
Data Analysis
Strategic Plan
Business Plan
Budgets
Output to Citizens
65
4.c
New Initiatives
ArtWalk Event Programming
Lead Department: City Manager’s Office, Economic Development Office
Operating Expenses: $76,000
Upon its completion, the ArtWalk will afford 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.
FY 2014
Goal
FY 2015
Goal
2,600
2,600
Resident rating of City efforts to prevent crime (Resident Survey)
—
92%
Resident rating of City Government for respecting religious and
ethnic diversity (Resident Survey)
—
94%
(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%
A
A
200
200
Key Intended Outcomes
City crime rate (crimes/100,000 residents—Calendar Year)
Ratings of Quality of Life (Resident and Business Surveys)
Coral Springs Charter School school grade
Injury accidents at or near 15 major intersections in the City
66
Fiscal Year 2016 Business Plan
KIOs and Goals for
FYs 2016 and 2017
To Be Determined
4.c
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
effort to deliver information to City residents. In the past, these
efforts 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 significantly
increasing our social media presence. We have had a difficult
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
Boys and Girls Club Feasibility Study
Lead Departments: City Manager’s Office, 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.
Lead Department: City Manager’s Office
To support and supplement the education efforts of the
Broward County Schools, the City is committing resources to
assist area students. A program will be developed to provide
financial assistance to qualifying students and/or local schools
that will encourage and sustain academic achievement.
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 Deerfield 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.
67
4.c
West Side Complex Public Safety Improvements
Ongoing Initiatives
Lead Department: Police
Community Paramedic Program (2015-2016)
Operating Expenses: Existing
The City houses significant 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 first 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 significant storm events, this location is
the primary command center to mobilize street clearing and
clean-up efforts.
The Westside Complex Garage Facility is at significant risk to
storm damage itself. The building requires an intensive wind
retrofit upgrade, consisting of structural and non-structural
retrofitting 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 significant 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
effort a FEMA Pre-Disaster Mitigation grant application has
been submitted.
Body Worn Cameras Pilot
Capital Outlay: $165,000
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 profile incidents throughout the United
States that have spurred the discussion of equipping all law
enforcement officers with body worn cameras. Although
police accountability and transparency have been the
resounding arguments, there are a number of other benefits
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 officers will be outfitted with body
worn cameras so that the equipment and processes can be
tested. Collaboration with the vendor and State Attorney’s
Office will be necessary to develop procedures and controls.
Lead Department: Fire/EMS
Operating Revenue: $100,000 est.
The result of the Affordable 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 fire 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 find themselves in crisis with
no other way to access appropriate care. Invariably, many of
these patients are transported by rescue to a hospital’s ER even
though it may not be the most appropriate way to meet their
needs.
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, five 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 find solutions to problems that are not
typically related to emergency medical care (transportation,
follow up care, medication management, food, housing,
utilities, etc...) These patients are being directly assisted or
referred to agencies that can assist them.
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.
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Fire Stations 43 and 95 (20152016)
Capital Outlay: Voter-approved GO Bond
(November 2014)
Mobile Integrated Healthcare (2015-2016)
A separate program under the Community Risk Reduction
initiative is Mobile Integrated Healthcare, which utilizes an
existing ALS-equipped (advanced life support) vehicle staffed
by one Coral Springs Fire Department paramedic and one
registered nurse practitioner provided by a partner hospital.
The rescue vehicle is being outfitted 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.
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 fire 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 firefighters with adequate
sleeping and working areas to perform their jobs as emergency
responders. In November 2014 voters approved a general
obligation bond to finance the construction phase of these two
fire stations, scheduled to begin in early 2016.
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 flu-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 efforts utilizing social media outlets.
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4.c
CSI Building Renovation (2015-2016)
Safety Town (2015-2016)
Lead Department: Parks and Recreation
Capital Outlay: $63,744 plus Voter-approved GO Bond (November
2014)
Capital Outlay: 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 indepth forensic examination is conducted. The CSI Unit also
provides assistance to other agencies such as neighboring
police departments, Broward Sheriff’s Office, and the State
Fire Marshall’s Office.
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 staffing, additional work spaces were
integrated into the office area. Likewise, existing workspaces
were consolidated to accommodate equipment acquired due
to advancements in forensic sciences.
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 offset
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.
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 crosscontamination. Renovation of the current building will
accommodate these dedicated areas, allowing staff to work
on their cases simultaneously without the risk of crosscontamination. This expansion will provide dedicated
evidence handling space and office space, and will
accommodate the equipment needed to keep pace with
technological advancements.
Voters approved a general obligation bond in November 2014
to finance the construction of a second floor to the current CSI
building and renovate the existing space. Capital funds are
being programmed to purchase furnishings and equipment.
School Resource Officers (2015-2016)
School Resource Officers (SROs) perform duties that promote
positive relations between students and law enforcement
officers, 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 financial
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.
70
4.c
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.
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.
Teen Political Forum (2008-2016)
• 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 first of its kind in Broward and Miami-Dade counties.
• CommuniTea
The purpose of the Teen Political Forum is to have city
and county elected officials enlighten students with their
personal experiences and address teen issues of interest,
concluding with a Q & A from the student audience. This is
a great opportunity for students to talk directly to elected
officials and feel that their voices are heard. A Steering
Committee, made up of select high school students, plans
and implements the program, under the supervision of City
staff, which further develops their leadership skills.
• 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 different cultures, religions and disabilities, with
special emphasis on anti-bullying.
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 offered 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 offered 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
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4.c
Corporate Park Improvement District
New Initiatives
Lead Department: Economic Development Office
Economic Development Marketing Strategy
Lead Department: Economic Development Office
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 official 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.
Operating Expense: $20,000
The Economic Development Office (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 benefits 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.
Business rating of the image of the City (Business Survey)
Net new taxable value as % of Total Taxable Assessed Value (BCPA)
Coral Springs’ June unemployment rate
Retail vacancy rate (CoStar Jan-Mar report)
72
FY 2014
Goal
FY 2015
Goal
96%
—
above the average of six
comparison cities
below State
below State
9%
9%
KIOs and Goals for
FYs 2016 and 2017
To Be Determined
4.c
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 homebased 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 effort will make the City more
attractive to potential businesses due to a reputation
as a government that is business-friendly and businessfocused.
Business Tax Process Improvement
Downtown Water and Sewer Improvements
Lead Department: Development Services
Lead Department: Public Works
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, fire/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 efficiency and make the process
more business-friendly. The initiative will benefit the present
and future business community by making the application
process more streamlined, easy to understand, and simple to
navigate.
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.
The BTC is a cross-functional team made up
of representatives from Code Compliance,
Community Development, Building, Fire, Police,
Economic Development Office, Information
Technology, Management and Budget, City
Attorney’s Office, 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 findings 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 effort includes
reviewing policies and procedures, records
management, communication flow, inspections
involved, timing of revenue collection, and
potential ordinance changes to the City’s Code.
The team structure and work schedule will be
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4.c
Municipal Complex (2007-2016)
Ongoing Initiatives
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 effort, 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.
Capital Outlay: $22 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
deficiencies include a lack of energy efficiency, failure to meet
many modern ADA accessibility standards, significant security
and life safety limitations, not hurricane-resistant, and lack of
sufficient 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
financing 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 design and engineering.
A schematic design has been 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 first quarter of Fiscal Year 2016,
the design will be completed, finalizing
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.
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
74
4.c
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 Official 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 deficiencies 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.
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4.c
Traffic Management (2010-2016)
The Transportation Improvement Plan for Fiscal
Year 2016 shows efforts planned or underway
to ensure acceptable levels of service and safe
driving conditions are maintained in the City.
The Traffic Management Team meets monthly to
address issues pertaining to the safe and efficient
use of the roadway network. Projects include
traffic calming, road resurfacing, turn lanes at
intersections, as well as pedestrian and bicycle
infrastructure improvements.
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
effort toward this program at the April 2015 strategic planning
session.
Periodically, groups of businesses are recognized at Citysponsored 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.
Realtors’ Summit (2015-2016)
Lead Department: Economic Development Office (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 effort
between EDO, City Manager’s Office, 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 beneficial economic
development activities.
76
In 2015, the Downtown Pathway project began
construction, using a Federal Transportation
Enhancement grant. Traffic calming wasn’t funded in Fiscal
Year 2015, putting on hold the repair or replacement of
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 traffic 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” effort 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 traffic
impacts of new development and will monitor the ongoing
development within the “Wedge Area” of Parkland.
4.c
2015-2017 Short-Range Transportation Improvement Plan
SAWGRASS EXPRESSWAY
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Sidewalk/Pathway Improvements
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Downtown Pathway (Transportation Enhancement Grant)
Wiles Road - Rock Island Road to US 441 - Widen 4-6 lanes
Traffic Calming Speed Cushion Replacement
Regional Bike Trailhead (Broward County)
Entryway Improvements
NW 110 Avenue Bike Lanes and Sidewalk (2017)
Lane Reduction (4 lanes to 2 lanes, add bike lane)
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WILES RD
UNIVERSITY DR
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STATE ROAD 7
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OD DR
1. University Drive/Sample Road - Add SB, EB and WB
right turn lanes
2. University Drive/Wiles Road - Add NB, SB, EB, and WB left
turn lanes - Add NB and SB through lanes
3. Sample Road/Coral Springs Drive - Add EB and WB right turn
lanes
4. Sample Road/Riverside Drive - Add EB right turn lanes Add NB and SB left turn lanes
5. Sample Road/NW 85th Avenue - Add NB and SB left turn lanes
6. Coral Hills Drive - Sample Road to NW 29th Street
Widen to provide a 3-lane cross section
7. NW 33rd Street - Coral Hills Drive to NW 99th Way
Widen to provide a 3-lane cross section
8. University Drive - NW 40th Street to Sawgrass Widen from 4 to 6 lanes
9. Wiles Road - University Drive to Rock Island Road Widen from 4 to 6 lanes
10. Multi-Modal Improvements (2040 LRTP, Comp Plan)
11. Proposed Transit Center
12. Downtown Pathways
13. Future Sidewalks
"
) Completed
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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4.c
New Initiatives
Expand Senior Programming
Grant Funding (CDBG): $45,569
Operating Expenses: $18,000 (offset 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
fitness. This had led to an increased demand on the
City’s senior programming. Currently, the City offers
a variety of health, fitness and education classes
free of charge to Coral Springs seniors. We are one
of the few cities that offers 100% free classes. Tai
Chi is one of the most popular offerings, 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, offer 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 offer seniors
a transportation mode for longer trips to destinations further
away than our current city-owned buses can accommodate.
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 benefits 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.
FY 2014
Goal
FY 2015
Goal
—
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
Resident rating of appearance of Parks and Recreation facilities
(Resident Survey)
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KIOs and Goals for
FYs 2016 and 2017
To Be Determined
4.c
Forest Hills Boulevard Pedestrian Lighting
Thanksgiving baskets and the City Hall in the Mall Giving Tree
project. Events will include both City employees and volunteers
from the community.
Grant Funding (CDBG): $365,000
On-Line Class Registration
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.
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 Artificial Turf Fields
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 efforts, 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 unified 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 benefit from the
community outreach to neighborhoods for items required for
The two artificial turf fields at Cypress Park will be twelve years
old next year. These fields, used year-round, are starting to
deteriorate. The seams are pulling apart and there are holes
in the artificial turf carpet. Patches have been made but going
forward, only a complete replacement of the entire turf carpet,
along with the rubber in-fill, will keep these fields 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 five 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.
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4.c
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.
To continue offering 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 designbuild is planned for this project and timing conscientiously
scheduled to minimize disruption and service hours of this
popular City amenity.
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)
Playground Equipment Replacement (2012-2016)
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 five
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 efforts.
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 certified
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.
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The Coral Springs Fire Department, together with various local
partners, administers a program called “Watch Your Kid, You’ll
Be Glad You Did”. This effort presents educational sessions to
a wide range of community groups to raise awareness and
provide pool safety instruction. A special effort 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 efforts.
4.c
New Initiatives
Franchise Fees for Residential C&D Waste
Residential Construction Mitigation Grant
Capital Outlay: $200,0000 (Grant dependent)
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 retrofits, inspections, and construction or
modification 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 retrofits 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.
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 field, 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, benefiting
from the associated
recycling tonnages, and
gaining recycling rebates.
FY 2014
Goal
FY 2015
Goal
Ratings of cleanliness of City streets and public areas
(Resident and Business Surveys)
(new Biz)
93%
Ratings of City efforts at maintaining quality of neighborhoods
(new Biz)
85%
Fuel consumed by City operations (diesel and unleaded)
405,000
400,000
110
110
Pounds of recycled materials per capita
KIOs and Goals for
FYs 2016 and 2017
To Be Determined
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4.c
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 specific projects and
activities the City will undertake in the coming year to address
priority needs identified in the 2015-2020 Consolidated Plan.
These priorities include providing a suitable living environment,
providing decent and affordable housing, and expanding
economic opportunities. The City’s five-year Consolidated Plan
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
Pine Ridge Drive Resurfacing
• Senior Recreational and Functional Training: $33,000
• Senior Recreation and Therapeutic Program: $12,569
• Planning and Administration: $127,425
As part of ongoing efforts to resurface City roads between the
twentieth and twenty-fifth 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.
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4.c
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 sourceseparated recyclables during its operating hours on the
weekends and designated holidays. On the first Saturday of
every month, the transfer station also accepts paint, fluorescent
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 traffic
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.
Inflow and Infiltration Rehabilitation (2012 -2016)
Meadows and Dells Stormwater Improvements
(2014-2016)
Capital Outlay: $1,000,000 (Water and Sewer Fund)
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 significant 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 efficiency 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
flood 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 flood
mitigation for up to a 100-year three day storm event. These
efforts will also have a positive environmental impact on the
water quality of the region by reducing pollution runoff and
recharging groundwater levels.
The City will continue repairs of vitrified clay sanitary sewer
lines that may be cracked or damaged, allowing rain and
ground water to seep in (infiltrate). 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.
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4.c
Recycling Education Efforts (2014-2016)
Humane Unit (2015 -2016)
Operating Expense: Existing (Solid Waste Fund)
Capital Outlay: $30,000 (Allocated in FY 2015)
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.
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.
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
The Unit is housed at the Westside Complex, consisting of an
office building, a portion of which is needed for cat cages, and
an attached building to house dogs. The office area is a 10’x 10’
room. This room holds all three members’ work stations and
the space is not sufficient 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 financing alternatives are being
explored in conjunction with the West Side Public Safety
Improvements initiative.
• 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 efforts 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 efforts are aimed
at increasing the recycling participation at multi-family
residences.
The City has partnered with Waste Pro to offer 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.
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4.c
An Innovative, High-Performing
Organization
New Initiatives
Health Plan Administrative Modifications
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 identified 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.
Operating Expenses: $27,140 (Health Fund)
The City’s health care plan administrator, CIGNA, recently
acquired Choicelinx, which provides benefits enrollment and
streamlined eligibility administration services. To fully leverage
this solution and eliminate entry of eligibility data into separate
benefit service provider websites, we plan to establish a secure
electronic data transfer process (vendor interface) with nonCIGNA benefit 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 benefits service providers electronically
and securely on a weekly and/or daily basis. It offers a secure
online environment, and streamlines new enrollments, annual
enrollments and life event changes that impact employee
benefits 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 benefits administration
function and will enable the City to achieve a higher level
of seamless benefit 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 benefits service provider websites and the payroll
system. Additionally, the system provides advanced workflow
management options and robust reporting capabilities through
a common platform.
FY 2014
Goal
FY 2015
Goal
Satisfaction ratings with City communications
(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
(Biz) 55%
(Res) 80%
Ratings of customer service (Resident and Business Surveys)
(Biz) 95%
(Res) 95%
KIOs and Goals for
FYs 2016 and 2017
To Be Determined
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4.c
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 offer 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 Office
current firewalls are unable to detect. Next steps involve
a comprehensive review of the alternative remedies and
complete cost-benefit analyses of each option.
One option currently being explored is a true NGFW (next
generation firewall) that will remedy these vulnerabilities
as well as prevent data leakage of personal and confidential
information. The benefits 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 firewall 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
The City offers non-violent first time offenders an opportunity
to participate in a Misdemeanor Diversion Program. The
purpose is to rehabilitate first time offenders 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 offense, an information sheet is given to
them outlining the program. The person must contact the City
Attorney’s Office within three business days from the issuance
of the Notice to Appear. The City Attorney’s Office reviews
the case file and makes a final determination if the offender
qualifies for the program. If so, defendants must attend a
rehabilitative instructional program and pay a required fee.
Upon successful completion of the program, the offender’s case
will be closed and will not be filed 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
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4.c
workers with specialized skills will also improve. Employees
will feel more valued and recognized for their contributions
because they have confidence 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 different enterprise
resource program (ERP). The goal is to streamline the financial,
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 first to transition in Fiscal
Year 2014. They migrated to a new Sungard product called
OneSolution. OneSolution allows these divisions to more
efficiently 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 effort 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 financial 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
efficient 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 financial 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 flooding 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.
87
4.c
Summary of Fiscal Year 2016 Initiatives
ArtWalk Event Programming
Boys and Girls Club Feasibility Study
West Side Complex Public Safety
Education Grants
Community Paramedicine (ongoing)
Mobile Integrated Healthcare (ongoing)
Fire Stations 43 and 95 (ongoing)
School Resource Officers (ongoing)
CSI Building Renovation (ongoing)
Safety Town (ongoing)
Multi-cultural Events (ongoing)
Teen Political Forum (ongoing)
CMO/Economic Development Office
CMO/Development Services
Police
Police
CMO
CMO
Fire/EMS
Fire/EMS
Fire/EMS
Police
Police
Human Resources
Human Resources
Downtown Water & Sewer Improvements
Business Recognition and Appreciation (ongoing)
Municipal Complex (ongoing)
Downtown Redevelopment (ongoing)
Realtors’ Summit (ongoing)
Traffic Management (ongoing)
40-Year-Old Building Inspections (ongoing)
Electronic Permitting Feasibility Study (ongoing)
Economic Development Office
Public Works
Economic Development
City Manager’s Office
Forest Hills Blvd. Pedestrian Lighting
City Day of Service
Public Works
Human Resources
88
4.c
Summary of Fiscal Year 2016 Initiatives
An Active, Healthy Community - con’t.
Aquatic Complex 50 Meter Pool (ongoing)
Playground Equipment Replacement (ongoing)
Downtown Pathway (ongoing)
Drowning Prevention (ongoing)
Fire/EMS, Communications and
Marketing
CDBG Action Plan (ongoing)
Waste Transfer Station Improvements (ongoing)
Meadows and Dells Stormwater Improvements (ongoing)
Recycling Education Efforts (ongoing)
Infiltration and Inflow (ongoing)
Humane Unit Building (ongoing)
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Police
Misdemeanor Diversion (ongoing)
Network Security (ongoing)
Compensation Study Phase II (ongoing)
Enterprise Software (ongoing)
Electronic Data Back-up and Storage (ongoing)
Stormwater Utility Fee Implementation (ongoing)
Fuel and Energy Conservation (ongoing)
Public Works
Human Resources
Fire/EMS
City Attorney’s Office
Human Resources
Public Works
Public Works
89
4.c
Strategic Planning Cycle Fiscal Year 2014-2015
FY 2013
Actual
FY 2014
Actual
FY 2015
Goal
FY 2015
Qtr 2
FY 2015
Qtr 1
FY 2015
Qtr 3
1 City crime rate (crimes/100,000 residents—Calendar Year)
Resident rating of City efforts to prevent crime
2
(Resident Survey)
Resident rating of City Government for respecting religious and
3
ethnic diversity (Resident Survey)
4 Ratings of Quality of Life (Resident and Business Surveys)
Number of students attending classes at Broward College
5
at Coral Springs Academic Center
2,485.3
2,278.2
2,600
N/A
N/A
2,171.2 3
92%
—
92%
N/A
94%
— 3
98%
—
94%
N/A
98%
— 3
(Biz) 97% (Res) 96%
N/A
96%
— 3
(Res) 96%
4,391
4,440
4,000
975
1,804
98%
98%
95%
N/A
N/A
N/A N/A
7 Coral Springs Charter School school grade
A
A
A
A
—
— 3
8 Injury accidents at or near 15 major intersections in the City
—
139
200
46
36
21
N/R
96%
N/R
— 3
6 Coral Springs Charter School graduation rate
1,107
9 Business rating of the image of the City (Business Survey)
—
—
N/A
N/A
—
—
— N/A
0.15%
CS 0.14%
Comp avg 1.15%
above the
average of 6
comp cities
11 Coral Springs' June unemployment rate
5.7%
4.8%
below State
12 Retail vacancy rate (CoStar Jan-Mar report)
8.0%
6.1%
9%
N/A
N/A
TBD N/A
96%
N/R
96%
N/A
97%
— 3
15,693
18,776
18,000
1,083
5,884
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
90,595
84,581
90,000
21,768
20,847
—
—
—
N/A
87%
— N/A
84%
95%
85%
N/A
84%
— *
407,253 gal
401,977
106,095
82,357
99,615
103.37
118.3
110
131.2
121.4
122.6
(Biz)78% (Res) 95%
N/A
94%
— *
N/A
N/A
N/A N/A
Net New Taxable Value as % of Total Taxable Assessed Value
10
(BCPA)
CS 0.19%
Comp avg 0.76%
2
13
Resident rating of appearance of Parks and Recreation facilities
(Resident Survey)
14 Youth volunteer hours (Volunteer Services report)
17 Number of riders on intracity bus routes
1,613
21,957
NEW: Ratings of litter collection on City streets
Ratings of City efforts at maintaining quality of neighborhoods
19
18
20 Fuel consumed by City operations (diesel and unleaded)
21 Pounds of recycled materials per capita
400,000
22
Satisfaction ratings with City communications
(Res) 95%
23 Employee satisfaction rating (Employee Survey)
24
93%
Maintain AAA bond ratings
(Two required)
Ratings of value for tax dollars and fees
26 Ratings of customer service (Resident and Business Surveys)
25
95%
S&P AAA
AAA
Fitch AAA
Moody's Aa1
92%
S&P AAA
S&P AAA
S&P AAA
Fitch AAA
Fitch AAA
Fitch AAA
AAA
Moody's Aa1 Moody's Aa1 Moody's Aa1
(Res) 86%
(Biz) 76% (Res) 80%
N/A
87%
— 3
(Res) 95%
(Biz) 94% (Res) 95%
N/A
95%
— 3
Met or exceeded goal
Within 95% of goal
Likely to meet goal
Not expected to meet goal
Did not meet goal
Not available
90
9
2
5
2
1
7
26
3
*
2
N/A
Police
Public Works
Fire/EMS , Communications
and Marketing
4 CSI Building Renovation
5 Safety Town
6 University Drive LED Street Light Pilot
7 Drowning Prevention (ongoing)
Police
Police
3 Additional Patrol Officers
Public Safety Dispatch Equipment
8
Upgrade (ongoing)
Public Safety Technology Upgrade
9
(ongoing)
Fire/EMS
Fire/EMS
Department(s)
2 Fire Stations 43 and 95
1 Community Paramedicine
Initiative
#
Status
In Progress
Q3: The cutover occurred and the system has been implemented. The radios will require one final
In Progress
reprogramming to remove the old radio system zones. The project will then be complete.
Q3: Project planning underway. Site visits to regional cities completed and requirements documents submitted
In Progress
to divisions within PD. Budget review for FY 2016 has started.
This is an ongoing initiative with daily public education programs.
Q3: 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 In Progress
and construction. The site surveys are currently in progress.
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
In Progress
expected to graduate in November 2015. We are still accepting applications and conducting interviews to fill
the remaining 6 openings.
Q3: The design plans are being finalized. The City of Coral Springs Construction Project Manager, Ron Stein,
In Progress
has been working with general contractors to submit bids on the project.
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
In Progress
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.
Q3: 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
In Progress
permanent installation.
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.
In Progress
- 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
Update as of the Third Quarter of Fiscal Year 2015
10%
90%
65%
50%
25%
10%
35%
20%
80%
% Complete
4.c
91
92
11 Teen Political Forum (ongoing)
10 Multi-cultural Events (ongoing)
Human Resources
Human Resources
The 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
Complete
Restrictions. We estimate that about 1,500 students participated at the event.
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.
In Progress
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.
100%
80%
4.c
Office
16 Business Tax Amnesty
17 Realtors’ Summit
18 Municipal Complex (ongoing)
19 Traffic Management (ongoing)
20 Downtown Redevelopment (ongoing)
Public Works
14 Center for the Arts Improvements
Fire/EMS
13 Economic Development Office
15 Enhance Fire Inspection Services
Department(s)
12 40-Year-Old Building Inspections
Initiative
#
Status
Q3: The ArtWalk culvert has been completed. The streetscape component is in construction.
In Progress
75%
75%
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
In Progress
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.
100%
50%
90%
75%
100%
100%
Complete
In Progress
In Progress
In Progress
Complete
60%
% Complete
In Progress
Q2: Chief Economic Development Officer and Economic Development Assistant have both been hired.
Q3: 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.
Q3: 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.
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.
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.
Q3: Design Development is complete for the City Hall building. The City Commission has approved
construction of a larger garage and it is being designed.
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 In Progress
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.
4.c
93
94
Electronic Permitting Feasibility Study
(ongoing)
29 Downtown Pathway (ongoing)
27
50%
Complete
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,
In Progress
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.
100%
Complete
100%
75%
Race was very successful. There were 553 registrants for the Half Marathon and 865 for the 5K Race. Numbers
are up slightly from last year.
26 Aquatic Center 50 Meter Pool Design
85%
50%
100%
60%
% Complete
Q3: Both the Kiwanis Park and Lakeview Park playgrounds are installed and open for use.
Communications and
Marketing
25 New Resident Outreach
Q3: The project is ready for award and should be completed by end of fiscal year. We are using Musco lighting
In Progress
for the project.
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
In Progress
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.
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 In Progress
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.
Complete
In Progress
Q3: 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.
Q2: Roof replacement activities were completed on schedule and within budget.
Status
75%
24 Tennis Center Lighting Improvements
Playground Equipment Replacement
(ongoing)
Half-marathon and 5K Run/Walk
28
(ongoing)
Public Works
23 Mullins Gym Roof Replacement
Department(s)
Public Works
Initiative
22 NW 40th Street Bike Path Renovation
#
21
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
In Progress
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.
4.c
Public Works
Neighborhood Partnership Grants
(ongoing)
Community Beautification Award
(ongoing)
34
35 Aquatic Complex Entrance (ongoing)
36 Re-Engage for Good (ongoing)
37 CDBG Action Plan (ongoing)
32 Code Lien Amnesty Program
33
Police
31 Humane Unit Building Design
Department(s)
Initiative
30 Art Walk
#
Status
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).
In Progress
Q2: One Block Party (Ramblewood) and four NPP Matching Grants approved (Cypress Creek, Palm Springs
Village, Lake Forest and Palms Villas).
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 a
Complete
yard 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.
Q3: Everything is completed, except for the installation of the sign. The sign is ordered and should be installed
In Progress
by the second week of July if not sooner.
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
In Progress
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.
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
In Progress
- Forest Hills Blvd Pedestrian Lighting Design
- Senior Activities
- Youth Scholarships and
- Home Repair
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 In Progress
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.
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.
In Progress
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.
Q3: Architect, Saltz Michelson, was selected and plans are in. Ron Stein will be meeting with the architect,
In Progress
structural engineer and mechanical engineer going forward.
50%
75%
95%
100%
60%
50%
10%
74%
% Complete
4.c
95
96
Waste Transfer Station Improvements
(ongoing)
39 Atlantic Boulevard Entryway (ongoing)
38
Development Services,
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
In Progress
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.
Q3: P.O. has been issued to the contractor to begin installing the updated median sign. Anticipate completion
In Progress
in July.
50%
50%
4.c
48 Stormwater Utility Fee Study (ongoing)
Public Works
46 Enterprise Software (ongoing)
Electronic Data Back-up and Storage
(ongoing)
Fire/EMS
45 Statistical Analysis for Fire/EMS
47
Human Resources
43 Realign Volunteer Services
44 Compensation Study
Human Resources
42 Network Support
0%
100%
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.
Complete
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.
Not Started
65%
Q3: Phase II of the Stormwater Utility Fee has been sus[ended until furtther notice.
100%
Complete
50%
100%
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
In Progress
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.
Data Analyst hired on 01/06/2015
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
In Progress
data. Benchmark targets list developed regarding market survey; pay and benefits survey has been distributed.
Q2: An agreement has been signed with Evergreen Consultants.
Complete
In Progress
70%
41 Misdemeanor Diversion
Q3: 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.
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.
75%
The 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.
40 Communications Survey
In Progress
100%
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
Complete
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
Budget, Strategy, and
Communication
Status
Department(s)
Initiative
#
4.c
97
4.c
Budget Process Map
January
February
March
Workbooks
Compiled &
“Hot Topics”
Identified
Commission
Workshop
April
May
June
Strategic Plan
Resident /
Business Survey
(as scheduled)
Management
SWOT
Exercise
Final Draft
Published
KIO’s
Set
Business Plan
Select
Initiatives
Environmental
Scan
Departmental
Budget
Packages
Distributed for
Business Plan,
Staffing,
Operating
Budget, CIP
&
Replacement
Programs
Operating Budget &
Performance Measures
Five-Year
Forecast
Business Plan
Workshop
Packages
Returned
Staffing
& Capital
CMO/Dept.
Meetings
Line Item
Review
Performance
Measures
Budget
Client
Feedback
Quarterly
PM Report
Quarterly
PM Report
Capital Budget
Fleet Process
Review
98
Replacement
Programs
Distributed
and Conduct
Fleet Budget
Meetings
Replacement
Programs
Updated
Fixed Asset
Inventory
Distributed
New Capital
Requests
Prioritize
Capital
Funding
4.c
July
August
September
Note: The Strategic
Plan is a multi-year
plan. In certain
years the Business
Plan Environmental
Scan is the first
element.
Business Plan
Presentation
October
November
December
Elections
New Commission
Orientation
Strategic Planning & Performance
Measurement Process Map
January
January 2015
2014
Composite
Index
Fund
Summaries
Balanced
First Budget
Hearing
To Next Year’s
Quarterly PM
Proposed
Budget
Prepared
To
Environmental
Scan
Second
Budget
Hearing
Quarterly
PM Report
Quarterly
PM Report
Adopted
Budget
Published
Budget
Adopted
Budgeted
Purchases
Proposed CIP
Prepared
Fiscal Year
Ends
Fixed Asset
Inventory
Updated
99
4.c
Performance Budget Overview
Understanding Departmental
Performance Budgets
The department’s budget is separated into the following
components:
Mission Statement—the statement must identify the particular
purpose for the department and how it relates to the City’s
overall mission.
Core Processes—a listing of the fundamental business
processes that the department is designed to provide.
Outputs— indicate the volume, frequency or level of service
provided.
New Initiatives—new services or the removal of existing
services as they relate to the Strategic Plan. A list of the new
initiatives follows.
Organization Charts—outline of program structure within the
department.
Program/Expenditure Summary—the budget for the
department, summarized by program, if applicable, and by
major category of expenditure:
• Personal Services—salaries, overtime and other pay
including vacation payment incentive, holiday pay,
temporary wages.
• Benefits—FICA, retirement contributions, health and other
benefits.
• Other Expenses—supplies, repairs, utilities, services and
other costs.
• Capital—departmental machinery and equipment under
$5,000.
Objectives and Performance Measures—the objectives focus
on particular program accomplishments that will be attained
within the current year. All objectives are measurable by the
performance indicators supplied.
Each performance measure includes explicit links showing
how program objectives and their indicators are directly
related to KIOs and strategic priorities that they support.
.
100
4.c
Sample Performance Budget Page
Title
New Initiatives
Indicates the department.
Business Plan Initiatives for this department, if available.
Mission
Revenues and Expenditures
Developed by the department, this is a statement that identifies
the particular purpose for the department.
A summary of the budgeted departmental revenues and
expenditures.
Core Processes and Outputs
Performance Linkage
A listing of the fundamental processes and the outputs for the
department.
The Strategic Priority and Directional Statement that support
the department’s performance measures.
Organization Chart
Performance Measures
An organization chart showing the breakdown of programs,
divisions and personnel.
The actual historical performance and future goals for the
department.
ditu
E xp en
res by
torney
City At
itures:
Expend
mary
m Sum
Progra
torney
City At
Total
Progra
m an d


ry
Catego
FY 2011
Actual
5
$781,55
55
$781,5
FY 2013
Budget
FY 2012
Actual
4
$839,01
14
$839,0
6
$826,56
66
$826,5
$515,38
2
8
$470,52
182,791
FY 2013
tual
Est. Ac
FY 2014
Budget
3
$849,55
53
$849,5
2
$502,65
165,078
177,266
4,557
53
$849,5
Missio
m
ge fro
% Chan dget
FY13 Bu
2.96%
2.96%
$24,828
8
$24,82
2
$863,84
42
$863,8
7
e
185,695
175,320
$474,38
ithin th
0
ry
135,864
ents w without
169,432
Catego
0
14
ary By
e
agreem
89,663
$839,0
Summ
cts
cts and ct complianc
6.00
Contra
rsonal
contra
ra
26,566
48,073
e
Pe
nt
$8
ar
co
prep
s
55
sure
0.8%
6.00
Benefit
$781,5
es
e to en
ew and
,
Expens
0.7%
• Revi st time fram e.
6.00
Other
ements
0 agre
ienc
%
tion
0
20
en
shor te
0.8
iga
6.0
y
nv
Lit
el
d
n an
or inco
oximat
%
l
tio
nd
pr
ta
0.8
ta
To
ve
ap
is
en
Th
view
l repres
ation.
d/or re
ely lega ty administr rsies and
are an
es.
E's
ve
Ci
and tim
FTE's
• Prep cts, and leas
wide FT
ion
tal City
ec tive mission and
lic y
l contro
osecut
% of To
contra
ide eff
in lega mission’s po
m
ty
ation Pr
Ci
n.
e
To prov the City Co
m
ipal Viol
litigatio
ents th the City Co
ic
to
le
es
un
ce
pr
nd
M
y.
vi
d
g
lit
ha
ad
.
sly re
ion an
rs and
ial liabi
ementin
zealou
the City
Litigat
y mat te
office it ted to impl s and potent
half of
re
statutor
m
t on be
ise on
is com izing exposu
ral cour
• Adv
im
d Fede
an
e
of min
at
St
ear in
es.
• App
ng risk.
inquiri
to limiti
.
citizen
oaches
ond to
s to staff
• Resp
ve appr
update
and
ti
s
l
n,
en
ga
io
le
ev
at
t pr
easure
ministr
ntinuing
law
g abou
unsel
n
n ce M
, City ad l mat ters of
at ters.
• Brin
esent co
and Co
m
anizatio
on
pr
e
ch
si
d
iv
is
ar
al
rforma
ing Org
e
Rese
istrat
P
e in an
Act.
Comm mit tees in
in
at
m
re
ty
ip
-Perform
tu
Ci
ad
ic
FY 2011 ual
Forfei
ment/
• Part
nal, High
ent the ds and com
Act
oy
nd
es
sio
g
pl
ey
ba
s.
es
pr
in
ra
ar
em
tie
at
torn
Prof
• Re
s
Goal
a Cont
ate in
d oper
City At Priority: A
gned bo eir official du
ivenes
e Florid
Particip
sion an
gic
all assi
th
: Effect
is
th
•
te
e
m
pe
to
ra
rc
m
Ty
)
St
ning
ty Co
y enfo
ment
orders
Ci
el
re
e,
r
iv
pertai
su
nc
fo
.
ss
ea
es
re
M
dina
100%
eetings
• Agg
l servic
tions, or nied by
99%
ency m
(resolu
pa
ide lega
ate ag
slation
accom
re:
• Prov ments.
bordin
Measu ation of Legi quest when
su
r
rt
d
he
pa
an
re
ar
de
d ot
ission
1) Prep workdays of
racts an
Comm
10
ns, cont
d City
l
within
solutio
• Atten
materia
nces.
nces, re shion.
backup
ordina
fa
ordina
y
e
50
el
ar
d
an
• Prep ents in a tim
lutions
0 reso
docum
ately 10
proxim
are ap
• Prep
torney
City At
m
ge fro
$ Chan
dget
FY13 Bu
0
$495,72
185,570
182,552
0
42
$863,8
5.35%
1.52%
-1.69%
n/a
2.96%
$25,192
2,779
(3,143)
0
8
$24,82
0.00%
n/a
0.00
n/a
6.00
0.7%
n

roces
Core P
s es an
d Outp
uts


Cit y A
FY 2012 ual
Act
Goal
99%
100%

FY 2013 ual
Act
Goal
99%
99%
FY 2014
Goal
99%
orney
6
r y
City Atto6 (2502)
rney
City Atto
rney
City Atto
nfilled)
Deputy
torney (u
t City At
an
st
si
As
utor
ec
os
Pr
al
Municip
ant
e Assist
Executiv
cretary
Legal Se

n
Litigatio
Outside
nt)
Equivale
sitions
r of Po
ll-Time
Numbe r of FTEs (Fu n Number
be
sio
mber =
Left Nu mber = Num rtment/Divi
pa
Right Nu mber = De
Nu
Center
101
4.c
City Attorney
Litigation and Municipal Violation Prosecution
Mission
To provide effective and timely legal representation and
advice to the City Commission and City administration. This
office zealously represents the City in legal controversies and
is committed to implementing the City Commission’s policy of
minimizing exposures and potential liability.
Core Processes and Outputs
• Advise on statutory matters and handle litigation.
• Appear in State and Federal court on behalf of the City.
• Respond to citizen inquiries.
• Bring about preventive approaches to limiting risk.
• Participate in and present continuing legal updates to staff.
• Participate in employment/administrative matters.
Research and Counsel
• Aggressively enforce the Florida Contraband Forfeiture Act.
• Represent the City Commission, City administration, and
all assigned boards and committees in all matters of law
pertaining to their official duties.
General Insurance Fund (Workers’ Compensation, Property and
Casualty)
• Provide legal services for City Commission and operating
departments.
• Attend City Commission and subordinate agency meetings.
• Prepare ordinances, resolutions, contracts and other
documents in a timely fashion.
• Prepare approximately 100 resolutions and 50 ordinances.
Contracts
• Review and prepare contracts and agreements within the
shortest time frame to ensure contract compliance without
vendor inconvenience.
• Prepare and/or review approximately 200 agreements,
contracts, and leases.
Administer and maintain City’s insurance programs for workers’
compensation, general, professional, vehicle liability, and
property insurance.
• Procure insurance coverages.
• Review and respond to all claims.
• Receive and process all workers’ compensation claims.
• Coordinate and facilitate Safety Evaluation Committee
meetings, reporting all incidents and accidents to the
Committee.
Risk Management
• Administer City’s risk management policies.
New Initiatives
City Attorney's Office
(8801) / 1
Risk Management Coordinator
City Attorney
(2502) / 5.75
Misdemeanor Diversion (ongoing)
Outside Litigation
Deputy City Attorney
Assistant City Attorney (0.75)*
Municipal Prosecutor
Executvie Assistant (2)
(Department/ Division Number) / Number of FTEs (Full-Time Equivalent)
*Position split 75% City Attorney Div. 2502; 25% Water and Sewer Fund Div. 6001
102
4.c
Revenues and Expenditures by Program and Category
City Attorney
Revenues:
City Attorney
Total
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$0
$0
$18,453
$18,453
$150,000
$150,000
$30,000
$30,000
($120,000)
($120,000)
-80.00%
-80.00%
Expenditures:
Program Summary
City Attorney
Total
$849,553
$849,553
$869,172
$869,172
$997,264
$997,264
$1,023,041
$1,023,041
$25,777
$25,777
2.58%
2.58%
Summary By Category
Personal
Benefits
Other Expenses
Litigation
Total
$502,652
165,078
177,266
4,557
$849,553
$507,070
183,104
178,498
500
$869,172
$589,509
217,620
189,623
512
$997,264
$607,626
225,159
189,724
532
$1,023,041
$18,117
7,539
101
20
$25,777
3.07%
3.46%
0.05%
3.91%
2.58%
6.00
6.00
5.75
5.75
0.00
0.0%
FTE's
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$2,718,097
14,810
138,058
$2,870,964
$3,176,379
21,443
71,792
$3,269,614
$3,322,897
25,000
85,000
$3,432,897
Expenses:
Program Summary
Workers' Compensation
Property
Casualty
Total
$1,460,708
1,506,701
52,588
$3,019,997
$1,060,530
1,812,375
(163,168)
$2,709,737
Summary By Category
Personal
Benefits
Other Expenses
Total
$91,741
797,095
2,131,161
$3,019,997
1.50
Revenues:
Transfers
Interest Income
Recoveries
Total
FTE's
FY 2013
Actual
$ Change from
FY15 Budget
% Change from
FY15 Budget
$3,624,501
25,000
85,000
$3,734,501
$301,604
0
0
$301,604
9.08%
0.00%
0.00%
8.79%
$1,481,400
1,820,097
131,400
$3,432,897
$1,526,197
2,096,038
112,266
$3,734,501
$44,797
275,941
(19,134)
$301,604
3.02%
15.16%
-14.56%
8.79%
$108,977
589,290
2,011,470
$2,709,737
$114,691
1,016,601
2,301,605
$3,432,897
$136,599
1,018,871
2,579,031
$3,734,501
$21,908
2,270
277,426
$301,604
19.10%
0.22%
12.05%
8.79%
1.50
1.50
2.50
1.00
66.7%
City Attorney
Strategic Priority: An Innovative, High-Performing Organization
Measurement Type: Effectiveness
Measure:
1) Preparation of Legislation (resolutions, ordinance, orders)
within 10 workdays of request when accompanied by
backup material
2) Number of days lost from on the job injuries per 100
employees (new for FY 2013; formerly in Human Resources)
3) Percentage of subrogation eligible dollars recovered
(new beginning FY 2013)
FY 2014
Goal
Actual
FY2015
Goal
Projected
99%
97%
99%
100%
99%
49
27.53
49
49
49
40%
35%
47%
40%
47%
FY2016
Goal
103
4.c
City Commission
An Innovative, High Performing Organization
Mission
To provide the Charter offices clear policy direction toward
making the City of Coral Springs the premier community in
which to live, work and raise a family.
Augment the quality of life that defines 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.
The City is committed to ethical governance, adherence to
its Core Values, transparency, innovation, collaboration, and
exceeding customer expectations by delivering high-quality
programs and services that meet the needs of an increasingly
diverse community.
Core Processes
• Provide policy direction for City operations.
• Promote public participation in government through regular
and special City Commission meetings, public hearings and
workshops.
Continue to provide fiscal benefit and economic stability to the
City by encouraging and supporting economic development
and redevelopment as well as expansion and retention of
existing businesses.
• Encourage partnerships with the private and nonprofit
sectors to resolve local issues.
City Commission
6 (0100) 1
Influence and support an environment that promotes active,
healthy, and enriched lifestyles for residents of all ages. Focus
on leisure, cultural, recreational, and sporting activities and
events that infuse event dollars into the local economy.
Senior Office Asssistant
Take proactive measures to preserve and enhance the
community’s appearance and maintain of its vital infrastructure.
Lead by example in the stewardship and conservation of
natural resources.
Mayor
(0100) 0
1
Vice-Mayor
1 (0100) 0
Commissioner
3 (0100) 0
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
City Commission
Expenditures:
Program Summary
City Commission
Total
Summary By Category
Personal
Benefits
Other Expenses
Total
FTE's
104
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$271,867
$271,867
$318,138
$318,138
$356,301
$356,301
$361,999
$361,999
$5,698
$5,698
1.60%
1.60%
$108,770
74,121
88,976
$271,867
$124,728
108,902
84,508
$318,138
$128,448
110,248
117,605
$356,301
$131,423
113,589
116,987
$361,999
$2,975
3,341
(618)
$5,698
2.32%
3.03%
-0.53%
1.60%
5.00
6.00
6.00
6.00
0.00
0.0%
4.c
Mission
Monitor City’s financial condition and provide financial
strategies to ensure fiscal solvency.
To provide support and systems that empower City
departments to anticipate and meet customer expectations
and carry out City Commission policy initiatives.
•
Monitor the budget through monthly financial reports.
Prepare biennial/triennial Strategic Plan, annual Business Plan,
annual budget document, and Capital Improvement Program.
•
Produce the City’s Business Plan, budget document and
Capital Improvement Program.
Organize and mobilize City departments to address the seven
priorities established by the City Commission.
•
Process biennial/triennial Strategic Plan including the
Environmental Scan, the SWOT Analysis and the Strategic
Planning Workshop Presentation.
•Complete strategic activities for the City Commission’s five
priority areas.
• Provide overall management of all City operations in a way
that empowers employees to exceed customer expectations.
• Provide effective communication between the City
Commission, staff, residents and other customers.
• Maintain Performance Measurement System.
• Aggressively seek grants on behalf of the City and oversee
administration of grant funding.
• Collaborate with Police and Fire pension boards, Charter
School Advisory Committee, and other committees.
•Continue to attract quality businesses to the City of Coral
Springs.
City Manager’s Oﬃce
City Manager
(0501) / 6.5
Executive Assistant to City Manager
Executive Assistant (2)
Deputy City Manager*
(0501)
Community Redevelopment Agency
(3200) / 0.91
Budget, Strategy, and Communications
Deputy City Manager
(0501)
Director Budget, Strategy, Communications
(1901)
City Clerk's Office
(3501) / 5
CRA Administrator**
City Clerk
(0502) / 2.09
Communications and Marketing
(0604) / 6
(1901) / 6
Assistant City Clerk
Communications and Marketing Manager
Senior Financial Analyst (4)
Grant Coordinator
Chief Economic Development Officer
Records Mgmt. Coordinator
Senior Office Assistant
Principal Office Assistant
CRA Administrator**
Creative Services Coordinator (2)
Editor/Producer
Construction Project Manager
(0501)
Broadcast Communications Coordinator
Writer/Media Relations Coordinator
(Department/Division Number) / Number of FTEs (Full-Time
Equivalent)
*Position split 50% City Manager's Office Div. 0501; 50% Water
and Sewer Fund Div. 6001
**Position split 91% CRA Div. 3200; 0.09% Economic
Development Div. 0502
105
4.c
City Manager’s Office (continued)
Communicate public information in an effective, creative
manner.
• Provide for records disposal to the fullest extent permissible
by Florida law, and the cost effective, legal maintenance of
permanent records for all City departments.
•Publish three editions of Coral Springs magazine, Annual State
of the City Report, and other informational publications.
Serve as the director of municipal elections as required by the
City Charter and Florida Statutes.
• Provide writing, design, photography and other graphic
services for print, digital and video formats.
• Provide multimedia, video and photographic support, and
produce public service announcements and programming
for use by the broadcast media.
• Develop and manage the City’s social media accounts and
websites, including coralsprings.org and workcoralsprings.
org.
• Produce programming and manage the City’s TV station,
Channel 25.
• Provide special event promotion. Handle media relations.
• Produce programming and schedule the City’s radio station,
1670 AM.
City Clerk
Promote absorption of existing vacant commercial, industrial
and retail space by continuing to maintain and develop
relationships with the top real estate experts in Broward
County. Set the stage for new development as well as
redevelopment while the economy improves and our proactive
approach sparks opportunities in selected targeted industry
sectors.
• Complete Economic Development Strategic Plan.
• Reduce vacancy rates in commercial, industrial, and retail
sectors.
• Assist, support, and grow business in Coral Springs.
• Continue to increase local property values through key
tenant improvement projects.
Maximize the potential of the Coral Springs Corporate Park.
Serve as Secretary of the City.
• Oversee City Commission agenda process which includes
creation of bimonthly agendas, coordination of over 500
agenda memoranda, duplication and distribution of agenda
material to interested parties, and continue to encourage the
City’s “paperless agenda” environment.
• Inform citizenry of public hearings by advertising pursuant
to Florida law. Provide public notice for approximately 300
public meetings annually.
• Manage codification and distribution to subscribers of
the Municipal Code, both the general volume and Land
Development Code.
• Attend and prepare minute summaries for advisory boards
and committees.
Serve as the City’s records custodian by preserving the integrity
of the City’s official records, which encompasses business
transactions, law and policy making, and property matters.
• Maintain an historical database of over five million document
images Citywide from 1963 to the present and respond to
public records requests.
• Maintain a database of public meetings via audio tapes,
CD-ROMs and summaries of the meeting proceedings,
and respond to more than 1,500 customer requests for
information annually.
Maintain a competitive business environment.
Attract high-value industries and businesses.
Implement Downtown infrastructure improvements on City
Center planning as catalysts for Downtown Redevelopment.
New Initiatives
Boys and Girls Club Feasibility Study with Development
Services
Education Grants
Business Recognition and Appreciation (ongoing)
Realtors’ Summit (ongoing)
Municipal Complex (ongoing)
Downtown Redevelopment (ongoing)
Drowning Prevention (ongoing) with Fire/EMS
106
4.c
City Manager's Office
Revenues:
City Clerk
Total
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$21,251
$21,251
$19,140
$19,140
$24,253
$24,253
$28,892
$28,892
$4,639
$4,639
19.13%
19.13%
Expenditures:
Program Summary
Administration
Management & Budget Office
Communications & Marketing
CRA
City Clerk
Total
$891,905
0
581,803
793,964
0
464,244
$2,731,916
$973,688
0
620,539
925,161
0
530,504
$3,049,892
$1,104,246
254,514
703,646
1,102,932
74,122
575,215
$3,814,675
$1,153,664
266,411
704,539
1,107,887
77,131
680,901
$3,990,533
$49,418
11,897
893
4,955
3,009
105,686
$175,858
4.48%
4.67%
0.13%
0.45%
4.06%
18.37%
4.61%
Summary By Category
Personal
Benefits
Other Expenses
Capital
Total
$1,731,028
555,192
445,696
0
$2,731,916
$1,843,959
666,780
527,617
11,536
$3,049,892
$2,254,056
829,837
723,282
7,500
$3,814,675
$2,324,720
853,283
812,530
0
$3,990,533
$70,664
23,446
89,248
(7,500)
$175,858
3.13%
2.83%
12.34%
-100.00%
4.61%
20.50
23.50
26.50
26.50
0.00
0.0%
FTE's
107
4.c
Measure:
1) Internal customer satisfaction rating
2) Process 100% of budget transfers within 24 hours of
receipt
3) Facilitate or support cross-functional process
improvement teams
FY 2014
Goal
Actual
95%
99%
FY2015
Goal
Projected
95%
95%
100%
100%
100%
100%
100%
2
3
2
2
2
FY2016
Goal
95%
Measurement Type: Efficiency
Measure:
4) Receive the GFOA Distinguished Budget Presentation
award
5) Payroll regular salaries adopted budget versus actual, net
of policy changes
6) Produce monthly financial statements within seven
business days of period close
FY 2014
Goal
Actual
FY2015
Goal
Projected
Yes
Yes
Yes
Yes
Yes
±2%
-1.4%
±2%
±2%
±2%
<7 days
1 days
<7 days
<7 days
<7 days
FY2016
Goal
Measure:
1) Customer satisfaction with communications (Internal
Survey)
2) Awareness of Coral Springs magazine by new residents
(Resident Survey)
3) Average number of unique page views on website
FY 2014
Goal
Actual
FY2015
Goal
Projected
94%
100%
94%
—
—
79%
115,000
140,826
115,000
12
12
12
5,500
12
30
47
30
30
94%
88%
—
discontinue
4,976
3) NEW Number of followers on Facebook
4) Number of episodes produced for What's Happening
5) Number of new promotional/informational campaigns
developed
FY2016
Goal
City Clerk's Office
Measure:
1) Percentage of agenda packages completed and
distributed at least 5 days prior to the next City Commission
meeting (new beginning FY 2013)
2) Number of hours of staff time per meeting spent
preparing summary minutes (new beginning FY 2013)
108
FY 2014
Goal
Actual
FY2015
Goal
Projected
95%
100%
95%
4 hours
2 hours
4 hours
FY2016
Goal
4.c
City Manager’s Office CIP by funding source
Funding Source
Project Name
Loan
Mailing/Postage Machine
Municipal Complex Construction
Municipal Complex Design
Loan Total
Equity Financing General Fund
Van
Equity Financing General Fund Total
Total City Manager's Office
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$0
8,150,000
1,850,000
10,000,000
$0
22,000,000
0
22,000,000
$0
0
0
0
$0
0
0
0
$10,000
0
0
10,000
$0
0
0
0
$0
0
0
0
$10,000
22,000,000
0
22,010,000
30,000
30,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
$10,030,000
$22,000,000
$0
$0
$10,000
$0
$0 $22,010,000
109
4.c
Coordinate and implement neighborhood revitalization and
enhancement efforts through continued coordination with
residents and other government agencies.
Mission
To plan and facilitate quality development and redevelopment,
enhance citywide aesthetics through education by complying
with local regulations, and provide professional services to the
community.
• Conduct three Slice of the Springs meetings and ensure 93%
of attendees find the neighborhood meeting productive.
• Collaborate on 10 neighborhood partnerships (formal and
informal).
Implement state and federal programs (CDBG, NSP, HOME, SHIP
opportunities).
Community Development
• Screen applicants for home repair programs resulting in 30
grants being awarded each year.
Continue to provide technically sound and professional
recommendations to the City Commission, along with
the various boards and committees appointed by the City
Commission.
Continue to provide accurate plan review to ensure compliance
with land development regulations and architectural design
guidelines in order to encourage an attractive and quality
aesthetically pleasing community.
•Maintain the City’s recertification of its Comprehensive Plan.
• Maintain department customer satisfaction rating at 95%.
•Administratively review 50 Development Review Committee
and Architectural Review Committee projects.
•Incorporate the Public Art Program and Coral Springs
Museum of Art to provide more comprehensive approach
towards the arts.
•Process 15 petitions for various land development actions.
•Process 600 paint approval forms.
Director of Development Services
(3100) / 5
Executive Assistant
Code Compliance
(5403) / 23
Assistant Director of
(3100)
Code Compliance
Manager
(3001-3004) /12
Development Services Coordinator
Engineering* (5901)
Building
/ City Engineer
(5100 - 5304) / 27
Chief Building Official
(5101)
Dev. Serv. Administrator
(5101)
Code Compliance
Administrator
Code Compliance
Supervisor (2)
Planning & Zoning
(3001) / 4
Neighborhood Services
(3004) / 8
Sr. Permit Serv. Rep. (2)
Structural
(5301) / 8
Senior Office Assistant (2)
Code Compliance Officer (10)
Planning & Zoning Manager
Chief Planner
Tax Collection Specialist (1)
Inspector I
Associate Planner (2)
Senior Planner
Assistant Planner
Transportation Planner
Deputy Bldg. Official/
Chief Structural Inspector
Env. Coordinator / City Forester
Electrical Inspector
Comm. Dev. & Housing Administrator
Inspector II (5)
Neighborhood Coord. Assistant
Inspector I
Principal Office Assistant (4)
Office Assistant
Museum Director
Assistant Planner/Housing Specialist
(Department/Division Number) / Number of FTEs (Full-Time Equivalent)
Electrical
(5302) / 4
Permit Services Rep. (6)*
*Three positions are contractual
Chief Inspector
Inspector II (3)
Plumbing
Mechanical
(5303) / 1
(5304) / 2
Chief Inspector
Chief Inspector
Inspector II
110
Lead Permit Rep
4.c
Development Services (continued)
Assist the public (residential and commercial) with general
zoning information and aesthetic issues.
• Maintain cycle time for new DRC plan reviews at eight days
by the Zoning Division.
•Provide plan reviews and issue approximately 8,000 building
permits.
•Complete requested inspections within one day 95% of the
time.
•Conduct 2,000 zoning inspections.
•Process approximately 3,000 open permit search requests
within three business days.
•Maintain cycle time for sign permits and small permits at two
days by the Zoning Division.
•Process 600 record requests.
• Continue to process designer and monument signs to
increase the aesthetic appeal while staying business-focused.
• Issue 20,000 notification postcards to permit holders and
property owners.
Collect and evaluate sustainability data.
• Respond to 40,000 incoming calls for Building division via the
Customer Care Center.
• Monitor and observe the sustainability of the City through
the Neighborhood and Environmental Committee.
Code Compliance
• Ensure the ecological integrity of environmentally sensitive
lands through regular inspections, exotic species removal,
and general preventive maintenance.
Respond to emergency complaints in a timely manner and to
other citizen requests, questions, and complaints within 48
hours.
• Support Sawgrass Nature Center in becoming an ecotourism
destination through assistance in grant writing, media
outreach, intergovernmental coordination, and material
support where feasible.
Educate the public on the City’s Code of Ordinances in order
to achieve compliance with the code to preserve and enhance
aesthetics citywide.
Implement the objective of environmental monitoring and
improving a sustainable urban forest, with specific emphasis on
tree canopy replacement.
Provide technical support to various City departments,
including the Community Redevelopment Agency effort in
conjunction with Downtown Coral Springs.
•Provide detailed analysis on current topics affecting the City,
such as tracking properties in foreclosure on a monthly basis.
•Research and apply for various grants that support
department objectives and improve mobility and
connectivity within the City.
•Provide education to property owners and occupants on City
codes and ordinances.
•Coordinate and implement programs on code compliance
issues in conjunction with other departments including
Public Works and Police.
•Perform over 30,000 code compliance/business tax field
inspections, neighborhood preservation inspections, and
abandoned property maintenance for approximately 11,000
cases.
•Promote voluntary compliance through collaboration
with property owners, residents, business owners, and
neighborhoods.
Oversee day-to-day operations of the Coral Springs Museum of
Art.
•Address and resolve problems on difficult cases, such as
abandoned or nuisance properties, or those properties
whose owners are financially distressed.
Building
• Support volunteer Code Rangers partnered with Code
Compliance Officers and administrative staff.
Provide prompt, professional, and courteous customer service
to the entire community for all plan reviews, building permits,
and field inspections to ensure conformance of construction in
the City with the Florida Building Codes.
•Conduct plan reviews in 15 days or less 90% of the time.
•Conduct approximately 21,000 building inspections.
• Process 4,300 contractor license insurance information
requests.
• Schedule 4,500 residential inspection related appointments.
• Collect illegal signs from our street rights-of-way.
• Process 4,000 lien inquiries.
Support business development in the City by working with
business owners and outside agencies to educate business
owners on laws, regulations, and ordinances, and by processing
Business Tax applications in a timely manner.
• Process 6,200 business tax receipts.
• Administer Landlord Registration Program and
Neighborhood Preservation Program.
111
4.c
Development Services (continued)
Engineering
New Initiatives
Provide engineering inspection on select City projects, right-ofway permits, and developer-provided infrastructure.
• Ensure NPDES and MS4 requirements are upheld and
maintained on construction sites greater than one acre.
Boys and Girls Club Feasibility Study with City Manager’s Office
• Issue approximately 125 driveway permits.
40-Year-Old Building Inspections (ongoing)
• Provide approximately 300 engineering plan reviews.
• Complete requested inspections within one day each.
Traffic Management (ongoing)
• Perform approximately 500 inspections.
Electronic Permitting Feasibility Study (ongoing)
Construction Management
Provide support for select City projects to ensure projects are
completed on time and within budget.
Provide support for economic development and private/public
development partnerships.
Downtown Pathway (ongoing)
CDBG Action Plan (ongoing)
112
4.c
Departmental Financial Summary
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$118,843
2,116,480
2,691,398
30
$4,926,751
$127,307
2,398,923
2,632,249
0
$5,158,479
$111,865
2,571,786
2,548,248
0
$5,231,899
Expenditures:
Program Summary
Building
Code Compliance
Engineering
Total
$333,343
1,271,654
2,353,898
1,571,654
185,984
$5,716,533
$474,227
1,069,817
2,410,043
1,828,354
186,000
$5,968,441
Summary By Category
Personal
Benefits
Other Expenses
Grants and Aids
Total
$3,493,480
1,374,664
835,915
12,474
$5,716,533
60.00
Revenues:
Building
Code Compliance*
Engineering
Total
*Includes Business Tax revenue
FTE's
FY 2013
Actual
$ Change from
FY15 Budget
% Change from
FY15 Budget
$135,200
2,718,154
2,700,900
0
$5,554,254
$23,335
146,368
152,652
0
$322,355
20.86%
5.69%
5.99%
n/a
6.16%
$506,430
1,267,023
2,661,464
2,010,938
264,720
$6,710,575
521,254.00
1,265,438
2,718,823
2,028,051
264,720
$6,798,286
$14,824
(1,585)
57,359
17,113
0
$87,711
2.93%
-0.13%
2.16%
0.85%
0.00%
1.31%
$3,451,181
1,603,445
894,896
18,919
$5,968,441
$3,942,429
1,696,276
1,056,495
15,375
$6,710,575
$3,959,752
1,740,373
1,082,171
15,990
$6,798,286
$17,323
44,097
25,676
615
$87,711
0.44%
2.60%
2.43%
4.00%
1.31%
65.00
66.00
66.00
0.00
0.0%
113
4.c
Measure:
1) Department customer satisfaction rating (composite)
FY 2014
Goal
Actual
95%
99%
FY2015
Goal
Projected
95%
96%
FY2016
Goal
95%
FY 2014
Goal
Actual
FY2015
Goal
Projected
FY2016
Goal
Strategic Priority: A Thriving Business Community
Measure:
2) Cycle time for small permits by the Zoning Division
(Building Plan Review)
3) Cycle time for sign permits by the Zoning Division
(Building Plan Review)
4) Cycle time for plan reviews (new and major/minor) by the
Zoning Division (Development Review Committee)
5) Comprehensive Plan consistency with Department of
Community Affairs (DCA)
2 days
1.9 days
2 days
1.4 days
2 days
2 days
1.9 days
2 days
2 days
2 days
8 days
9 days
9 days
7.9 days
8 days
Yes
Yes
Yes
Yes
Yes
Strategic Priority: An Attractive Community
Measure:
6) Number of housing units rehabilitated using public
financial assistance per $100,000 housing rehabilitation
7) Average number of days from the receipt of the resident's
application for rehabilitation assistance to application
approval (new beginning FY 2013)
FY 2014
Goal
Actual
FY2015
Goal
Projected
3.60
2.75
2.90
2.90
2.90
45 days
34 days
45 days
29 days
45 days
FY2016
Goal
Measure:
8) Timeliness ratio of CDBG spending: annual CDBG
allocation available by July 31
9) Number of trees planted within the City
FY 2014
Goal
Actual
FY2015
Goal
Projected
1.50
1.43
1.50
1.43
1.50
1,000
482
1,000
1,000
1,000
FY2016
Goal
Measurement Type: Demand
Measure:
10) Number of formal and informal neighborhood
partnerships each year
114
FY 2014
Goal
Actual
15
14
FY2015
Goal
Projected
15
7
FY2016
Goal
10
4.c
Building
Measure:
1) Requested inspections completed within one day
2) Percent of plan reviews completed within 15 working
days
FY 2014
Goal
95%
100%
FY2015
Goal
Projected
95%
95%
90%
90%
98%
90%
FY2016
Goal
95%
90%
Code Compliance
Measure:
1) Percent of code cases brought into voluntary compliance
prior to administrative/judicial process
2) Percent of survey respondents satisfied with City efforts
at maintaining the quality of their neighborhoods
(Resident Survey)
3) Percent of survey respondents satisfied with the City's
efforts to support quality neighborhoods
(Business Survey - new beginning FY 2013 )
4) Process new business tax applications within 5 business
days 90% of the time (new beginning FY 2014 )
FY2016
Goal
FY 2014
Goal
Actual
FY2015
Goal
Projected
75%
80%
75%
75%
75%
—
—
85%
84%
—
87%
95%
—
—
87%
90%
*
*
discontinue
*Delayed reporting due to transition to OneSolution implement/BTC Process Improvement underway
Construction Management Support
FY 2014
Goal
Actual
FY2015
Goal
Projected
City Hall/City Hall South Building Demolition
Yes
Yes
Yes
Fire Station 43
—
—
Yes
Fire Station 95
—
—
Yes
Safety Town
—
—
Yes
CSI Building
—
—
Yes
Municipal Complex
—
—
Yes
Atlantic Blvd Entryway
—
—
Yes
Measure:
1) Build the following City construction projects within
budget and on time:
FY2016
Goal
Yes
Yes
N/A
115
4.c
Development Services CIP by funding source
Funding Source
Project Name
CDBG Grant
Neighborhood Partnership
Housing Rehabilitation- CDBG
Commercial Façade
CDBG Grant
Grant Dependent
Grant Dependent
Loan
Atlantic Boulevard Entryway
Loan
Operating General Fund
Art Walk
Federal Transportation Enhancement Grant
Downtown Pathways Construction
Federal Transportation Enhancement Grant
HOME Grant
Housing Rehabilitation-HOME
HOME Grant
SHIP Grant
Housing Rehabilitation-SHIP
SHIP Grant
Total Development Services
116
FY 2015
Budget
FY 2016
Proposed
$15,000
92,655
80,000
187,655
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$0
49,134
0
49,134
$0
49,134
0
49,134
$0
49,134
0
49,134
$0
49,134
0
49,134
$0
49,134
0
49,134
0
49,134
0
49,134
0
294,804
0
294,804
200,000
200,000
200,000
200,000
200,000
200,000
200,000
200,000
200,000
200,000
200,000
200,000
1,200,000
1,200,000
0
0
0
0
0
0
0
0
385,762
385,762
0
0
0
0
385,762
385,762
50,000
50,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
405,000
405,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
156,897
156,897
148,948
148,948
148,948
148,948
148,948
148,948
148,948
148,948
148,948
148,948
148,948
148,948
893,688
893,688
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
561,360
3,368,160
3,368,160
$1,360,912
$959,442
$959,442
$959,442
$1,345,204
$959,442
$959,442
$6,142,414
4.c
Financial Services
•
Process over 2,500 purchase orders.
Mission
•
Purchase over $32 million in goods and services.
Financial Services
• Refinance and restructure City’s outstanding debt.
To preserve the City’s strong financial condition by creating
responsible financial strategies, effectively managing the City’s
resources, and providing analysis and recommendations that
ensure optimal economic outcomes.
Monitor City’s financial condition and provide financial
strategies to ensure fiscal solvency.
Maintain all water and wastewater customer accounts.
•
Process over 150,000 utility bills including standby.
Center for the Arts
To provide a diverse schedule of programming for all residents,
reduce the deficit of the venue, and deliver high quality
customer service to all.
Center for the Arts
Coordinate event management and production.
Program national tours.
Provide theater and meeting room rentals.
Financial Services
•
Host 365 meetings.
Provide financial policy, cash management, debt management,
accounting, payroll, accounts payable, purchasing, central
stores, and utility billing for the City.
•
Accommodate over 122,000 theater attendants.
•
Produce the City’s Comprehensive Annual Financial Report.
•
Museum hosts 105 events and 190 classes.
•
Process over 8,000 accounts payable checks and prepare over
30,000 payroll checks.
•
Accommodate over 35,000 museum attendees.
•
Reconcile and track over 40 different funds.
Catering services and concessions.
Facilitate Museum exhibitions, programming, and events.
Box Office services.
Financial Services
Financial Services
Director of Financial Services*
(1501)
Administration
(1501) / 2.25
City Controller (0.50)**
Accounting Services
(1601) / 7
Revenue & Collection
(1602) / 6
Water Billing Representative ( 4 )
Accountant ( 3 )
Fin. Reporting & Compliance Admin Accounting Assistant
Payroll Coordinator
Billing Operations Technician
Payroll Technician
Senior Accounting Assistant
(Departm ent/ Division Num ber) / Num ber of FTEs (FullTim e Equivalent)
*Position split 75% Financial Services Adm . Div. 1501; 25%
Water and Sewer Fund Div. 6001
**Position split 50% Financial Services Adm . Div. 1501; 50%
Water and Sewer Fund Div. 6001
Purchasing
(1701-1702 ) / 9
Administration
(1701) / 5
Purchasing Administrator
Purchasing Agent II ( 3 )
Central Stores
(1702) / 4
Central Stores Coordinator
Purchasing Assistant ( 3 )
117
4.c
Financial Services (continued)
Financial Services
Revenues:
Revenue and Collection
Total
Expenditures:
Program Summary
Administration
Museum
Accounting
Utility Billing
Sub-Total
Purchasing
Administration
Central Stores
Sub-Total
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$298,210
$298,210
$336,200
$336,200
$268,320
$268,320
$304,053
$304,053
$35,733
$35,733
13.32%
13.32%
$534,674
0
541,140
481,180
$1,556,994
$546,028
0
525,109
521,832
$1,592,969
$468,620
0
576,699
542,333
$1,587,652
$478,140
0
633,835
535,316
$1,647,291
$9,520
0
57,136
(7,017)
$59,639
2.03%
n/a
9.91%
-1.29%
3.76%
$549,383
262,709
$812,092
$579,292
318,007
$897,299
$593,149
297,274
$890,423
$512,290
284,761
$797,051
($80,859)
(12,513)
-$93,372
-13.63%
-4.21%
-10.49%
Total
$2,369,086
$2,490,268
$2,478,075
$2,444,342
($33,733)
-1.36%
Summary By Category
Personal
Benefits
Other Expenses
Capital
Total
$1,442,407
555,713
372,466
0
$2,370,586
$1,441,036
631,992
413,268
3,972
$2,490,268
$1,403,989
623,014
451,072
0
$2,478,075
$1,448,742
639,790
355,810
0
$2,444,342
$44,753
16,776
(95,262)
0
($33,733)
3.19%
2.69%
-21.12%
n/a
-1.36%
26.00
25.00
24.25
24.25
0.00
0.0%
FTE's
*Transferred to Development Services
118
4.c
Financial Services
Measure:
1) Internal customer satisfaction rating (Financial Services
Internal Survey)
2) Percentage of purchase requisitions under $10,000
processed within 24 hours
FY 2014
Goal
Actual
FY2015
Goal
Projected
92%
—
93%
95%
94%
90%
86%
88%
88%
88%
FY2016
Goal
FY 2014
Goal
Actual
Measure:
3) Water billings past due more than 180 days as
percentage of outstanding bills
4) Number of repeat items in management letters prepared
by the City’s external auditors (new beginning FY 2013)
5) Percentage of invoices paid within 30 days
6) Out of stock level of the total inventory at Central Stores
FY2015
Goal
Projected
FY2016
Goal
3%
2%
3%
3%
3%
0
0
0
1
0
99%
99%
99%
90%
90%
2.50%
2.50%
2.50%
2.60%
2.50%
119
4.c
Fire/EMS
Mission
To preserve life and property through emergency medical
services, fire suppression, risk reduction, public education, and
community partnerships.
Oversee the daily operations pertaining to Inspections,
Prevention, Suppression, Emergency Medical Services (EMS),
and Training.
• Provide contractual Fire/EMS service to the City of Parkland
and provide Fire/EMS to unincorporated Broward County.
• Provide automatic aid to the cities of Margate, Coconut
Creek, and Tamarac. Provide additional mutual aid response
in accordance with federal, state, and local agreements.
Administration
Manage and administer the fire department’s budget, policies,
and procedures while providing department-wide leadership
and direction.
Commit to continuous involvement in major organizations and
committees on a national, state and local level that affect the
delivery of emergency services.
Fire Suppression and Emergency Medical Services (EMS)
Responsible for the direction and development of
approximately 400 members of the organization.
Respond to all types of fire-related emergencies within the City.
Provide basic and advanced emergency medical care to victims
of illness or injury.
• Personnel include nine fire administrative staff, 145 shift
personnel, four fire academy administrative staff, 11 fire
inspection staff, 100 emergency service instructors, and 140
Community Emergency Response Team (CERT) members.
• Respond to a projected 14,000 calls for service.
• Maintain an average response time of 8 minutes or less at
least 90% of the time.
Fire/EMS
Fire Chief*
(4601)
Administration*
(4601 ) / 4.5
Communication Services*
(4602 ) / 1.84
Suppression*
(4801) / 91.64
Deputy Fire Chief (0.5)
Telecommunicator (0.69)
Division Chief Administration (1.0) Emergency Call Taker (1.15)
Senior Office Assistant (1.0)
Executive Assistant (0.5)
Fire Equipment Technician (0.5)
*All positions are split 23% Comm.
Data Analyst (0.5)
*All positions are split 50% Fire Adm.
Div. 4601; 50% EMS Div. 4702
Svc. Div. 4602; 77% EMS Comm.
Svc. Div 4703
Division Chief Fire (0.5)**
Assistant Fire Chief (1.86)
Battalion Chief (1.86)
Fire Captain (18.6)
Rescue Lieutenant (18.6)
Driver Engineer/Paramedic (16.12)
Driver Engineer/EMT (2.48)
Firefighter/Paramedic (31)
Firefighter/EMT (0.62)
*All positions are split 62% FireSuppression Div. 4801; 38% EMS Div.
4702
**Position split 50% Fire-Supression Div.
4801; Fire Training Div. 4805
Emergency Medical Services*
(4702) / 60.7
EMS-Communication Services
(4703) / 6.16
EMS Training
(4705) / 1
Deputy Fire Chief (0.5)**
Telecommunicator (2.31)
Assistant Chief Training Officer
Division Chief Administration (1.0)** Emergency Call Taker (3.85)
Assistant Fire Chief (1.14)
*All positions are split 77% EMS Comm. Svc. Div
Battalion Chief (1.14)
4703; 23% Comm Svc. Div. 4602
Fire Captain (11.4)
Rescue Lieuteneant (11.4)
Firefighter/Paramedic (19)
Firefighter/EMT (0.38)
Driver Engineer/Paramedic (9.88)
Driver Engineer/EMT (1.52)
Fire Equipment Technician (0.5)**
Public Education Officer (0.38)
Data Analyst (0.5)**
Training
Inspection
Senior Office Assistant(1.0)**
(4805) / 3.5
(4901) / 9.62
Executive Assistant (0.5)**
*All positions are split 38% EMS Div. 4702;
62% Fire-Supression Div. 4801
**Position split 50% EMS Div. 4702; 50%
Fire Adm. Div. 4601
Division Chief Training Center (0.5)
Chief Training Officer
Accreditation & Compliance Admin
Fire Marshal
Fire Inspection Captain
Fire Inspector II (6)
Public Edication Officer (0.62)*
*Position split 62% Fire-Inspection Div.
4901; 38% EMS Div. 4702
120
4.c
Fire/EMS (continued)
• Provide treatment and transport approximately 9,000
patients to area hospitals.
Fire Inspection
Continue to acquire and utilize state of the art equipment to
ensure the highest level of care to the community
Perform approximately 6,400 annual fire inspections and
approximately 5,600 re-inspections on all commercial
properties and applicable multi-family residential units.
Perform fire and life safety inspections of all public and private
schools.
• Provide a Special Weapons and Tactics (SWAT) medic
program to support local police departments.
Perform approximately 1,100 permit inspections and review
approximately 1,300 sets of plans annually.
• Provide a specialty water rescue unit.
Provide annual fire safety and prevention education through
Safety Town and various educational programs to the
community. Provide hands-on fire extinguisher training to the
public.
• Provide inter-facility transport services to the community.
• Maintain a ready fleet of apparatus consisting of 7 front line
ALS transport units, 3 reserve ALS transport units, 5 front line
advanced life support (ALS) pumpers, 2 ALS aerial apparatus,
3 reserve ALS pumpers, and 1 reserve ALS aerial apparatus.
• Maintain a ready fleet of support service apparatus to include
a mobile air support unit, a dive rescue boat, a special events
cart, and an incident support trailer.
Training
Provide comprehensive training programs to enhance the skills
of firefighters and their ability to deliver the highest level of
service while safely responding to emergency incidents.
Provide required medical, fire, and inspection related
recertification training in accordance with national, state,
and local regulations for members of the Coral Springs Fire
Department.
Deliver entry level, recertification, and advanced level courses
in fire, EMS, and technical rescue to Firefighters / EMS personnel
nationally and internationally.
Provide various levels of training to military, federal, state, and
local law enforcement personnel.
Conduct fire investigations on all fire related incidents to
determine origin and cause while working closely with local law
enforcement and the Florida State Fire Marshal’s Office.
New Initiatives
Community Paramedicine (ongoing)
Mobile Integrated Healthcare (ongoing)
Fire Stations 43 and 95 (ongoing)
Drowning Prevention (ongoing) with Communications and
Marketing
Provide training and education to the residents and businesses
within the community.
Research and evaluate the newest technology and procedures
in the fire and EMS fields to enhance the delivery of services to
the public.
Organize the Fire Explorer Program, a career development
program geared towards high school students who are
interested in a career in the fire-rescue profession.
121
4.c
FY 2013
Actual
Fire/EMS
Revenues:
Fire Fund
Fire Fund Special Assessment
Intergovernmental Revenue
Miscellaneous Revenues
Partial Year Assessment
Sub-Total
$9,904,003
5,323,341
1,980,275
15,072
6,526
7,938
0
$17,237,155
EMS-General Fund
Contract Services
Training
Sub-Total
$2,125,224
2,907
0
$2,128,131
Total Revenues
FY 2015
Budget
FY 2016
Budget
$10,585,171
5,412,640
2,148,838
36,114
14,811
6,037
0
$18,203,611
$10,566,521
5,535,573
2,273,716
55,000
55,020
5,888
0
$18,491,718
$10,755,136
5,501,352
2,982,731
55,000
55,020
5,887
0
$19,355,126
$188,615
(34,221)
709,015
0
0
(1)
$0
$863,408
1.79%
-0.62%
31.18%
0.00%
0.00%
-0.02%
n/a
4.67%
$1,896,929
1,750
(750)
$1,897,929
$3,027,838
1,751
$2,618,663
1,751
($409,175)
0
0
($409,175)
-13.51%
0.00%
n/a
-13.51%
$454,233
2.11%
FY 2014
Actual
$3,029,589
$2,620,414
$19,365,286
$20,101,540
$21,521,307
$21,975,540
Expenditures:
Program Summary
Fire Fund
Administration
Suppression
Training
Volunteers
Inspection
Contract Services (Parkland)
Prevention
Capital
Debt Service
Interfund Transfers
Non-Departmental
Sub-Total
$540,643
121,503
11,675,875
1,249,734
$514,542
108,378
12,164,048
1,273,670
$534,268
169,504
12,135,531
1,409,498
$681,357
160,683
12,286,296
1,937,855
1,167,796
0
0
291,513
282,860
163,291
1,558,151
$17,051,366
1,238,334
0
0
213,344
282,860
937,839
1,644,162
$18,377,177
1,374,349
1,282,298
286,730
472,860
192,002
1,916,976
$18,491,718
EMS-General Fund
Training
Sub-Total
$8,044,773
386,895
191,900
$8,623,568
$7,876,509
363,525
212,524
$8,452,558
$25,674,934
Total Expenditures
Summary by Category
Fire Fund
Personal Services
Benefits
Other Operating Expenses
Capital
Training
Capital Reserve (Budget Amendme
Non-Departmental
Interfund Transfers
Debt Service
EMS-General Fund
Personal
Benefits
Other Expenses
Capital
Sub-Total
Total
FTE's
Fire
EMS
Total FTE's
122
$ Change from
FY15 Budget
% Change from
FY15 Budget
398,200
282,860
218,420
2,104,157
$19,352,126
$147,089
(8,821)
150,765
528,357
0
(92,051)
0
0
111,470
(190,000)
26,418
187,181
$860,408
27.53%
-5.20%
1.24%
37.49%
n/a
-6.70%
n/a
n/a
38.88%
-40.18%
13.76%
9.76%
4.65%
$8,327,217
431,891
193,091
$8,952,199
$8,509,693
427,562
191,247
$9,128,502
$182,476
(4,329)
(1,844)
$176,303
2.19%
-1.00%
-0.95%
1.97%
$26,829,735
$27,443,917
$28,480,628
$8,192,083
4,087,738
1,207,642
309,865
1,249,734
0
1,558,150
163,291
282,860
$17,051,362
$8,565,326
4,091,250
1,368,726
213,344
1,273,670
0
1,644,162
937,839
282,860
$18,377,177
$9,054,168
3,721,483
1,438,001
286,730
1,409,498
$9,316,182
3,624,346
1,470,106
398,200
1,937,855
1,916,976
192,002
472,860
$18,491,718
$5,435,571
2,244,021
938,164
5,812
$8,623,568
$5,502,135
1,952,071
998,352
0
$8,452,558
$25,674,930
103.84
65.16
169.00
$1,036,711
3.78%
2,104,157
218,420
282,860
$19,352,126
$262,014
(97,137)
32,105
111,470
528,357
0
187,181
26,418
(190,000)
$860,408
2.89%
-2.61%
2.23%
38.88%
37.49%
n/a
9.76%
13.76%
-40.18%
4.65%
$5,603,640
2,294,879
1,041,680
12,000
$8,952,199
$5,830,218
2,237,639
1,048,165
12,480
$9,128,502
$226,578
(57,240)
6,485
480
$176,303
4.04%
-2.49%
0.62%
4.00%
1.97%
$26,829,735
$27,443,917
$28,480,628
107.84
65.16
173.00
109.98
68.02
178.00
111.10
67.90
179.00
$1,036,711
1.12
(0.12)
1.00
3.78%
1.0%
-0.2%
0.6%
4.c
Fire/EMS
Strategic Priority: A Family-Friendly Community
Measure:
1) Maintain Fire Rescue quality standards:
—Response time of eight minutes or less for 90% of all
emergency Fire/EMS calls
—A minimum of fourteen firefighters on scene within ten
minutes 90% of time for all structural fires
FY 2014
Goal
Actual
FY2015
Goal
Projected
90%
97%
90%
90%
90%
100%
90%
90%
FY2016
Goal
Measure:
2) Provide inspection report to customer within 12 days
from date of inspection
3) Perform annual fire inspections on all commercial
properties and applicable multi-family residential units
4) Provide public education programs to residents ages 5-8
5) Provide a minimum number of classes at the Fire
Academy:
—Florida Firefighter Minimum Standards classes
—EMT classes
—Specialty classes (new beginning FY2014)
—Paramedic class (new beginning FY2015)
6) Percentage of customers who are satisfied with the
quality of the Fire Department (Resident Survey)
7) Percentage of customers who are satisfied with the
quality of the emergency paramedics (Business Survey)
8) Maintain Citizen Emergency Response Team (CERT) force
9) Maintain Fire Explorers program participation
FY 2014
Goal
Actual
12
n/a
days
FY2015
Goal
Projected
12
days
FY2016
Goal
12
days
6,400
6,400
4,000
4,000
7
4
50
1
7
4
50
7
5
93
7
4
50
1
—
—
99%
99.5%
—
99%
97%
—
—
99%
100
100
40
40
123
4.c
EMS CIP by funding source
Funding Source
Project Name
Loan
Chest Compression Devices
Lifepaks
Power Lift Stretchers
Stair Chairs
Auto Ventilation Units
Portable Radio Equipment
Suction Units
Mobile Intergrated Healthcare
Loan Total
Manikins
Operating General Fund Total
Chest Compression Devices
LED Intubation Equipment Kits
Lifepaks
EMS Total
124
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$0
0
0
0
0
0
0
0
0
0
$0
0
0
0
0
0
0
0
30,000
30,000
$14,000
0
67,000
0
27,319
0
0
0
0
108,319
$0
0
69,000
0
0
0
0
0
0
69,000
$0
25,000
70,000
0
0
17,390
0
0
0
112,390
$0
0
72,000
0
0
0
0
0
0
72,000
$0
0
73,000
40,000
0
0
0
16,000
0
129,000
$14,000
25,000
351,000
40,000
27,319
17,390
0
16,000
30,000
520,709
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
14,000
14,000
66,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
14,000
14,000
66,000
0
$0
94,000
$124,000
0
$108,319
0
$69,000
0
$112,390
0
$72,000
0
$129,000
94,000
$614,709
4.c
Fire CIP by funding source
Funding Source
Project Name
Rebuild Fire Station 43
Renovate Fire Station 95
General Obligation Bond Total
Grant Dependent
Fire Prevention & Safety
Operating-Fire Fund
Tactical Rescue Training Equipment
Traffic Pre-Emption
Portable Radio Replacement
Thermal Imagers
Training Tracking Software
Structure Burn Replacement
Gas Meters
Flashover Replacement
Fire Stations Painting & Improvements
Physical Exams and Health Screenings
Fire Inspector SUV (new position) Ford Escape
Fire Prevention & Safety-FEMA grant match
Assistance to Firefighters Program
Automatic External Defibrillators
Turnout Gear Cleaning Equipment
Forklift/Lull
IA Pro Software
Fire Station 80 Awning Project
Operating-Fire Fund Total
FEMA
Assistance to Firefighters Program
FEMA Total
Potential Loan
Academy 3rd Floor
Fire Total
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$2,500,000
2,600,000
5,100,000
$0
0
0
$0
0
0
$0
0
0
$0
0
0
$0
0
0
$0
0
0
$0
0
0
91,798
91,798
0
0
0
0
0
0
0
0
0
0
0
0
0
0
25,000
65,000
20,000
0
32,000
15,000
0
0
0
30,899
68,000
26,000
4,831
0
0
40,000
0
25,000
0
33,000
16,000
17,000
10,000
0
40,000
68,000
0
0
39,700
17,000
0
65,000
25,000
0
34,000
17,000
0
0
10,000
40,000
68,000
0
0
0
0
25,000
0
25,000
0
35,000
17,000
0
0
0
120,000
68,000
0
0
0
0
0
0
25,000
0
36,000
17,000
0
10,000
0
120,000
68,000
0
0
0
0
0
0
25,000
0
36,000
17,000
17,000
0
10,000
120,000
68,000
0
0
0
0
0
0
25,000
40,000
36,000
17,000
0
0
0
120,000
68,000
0
0
0
0
65,000
65,000
150,000
40,000
210,000
101,000
34,000
20,000
20,000
560,000
408,000
0
0
39,700
17,000
0
0
0
0
286,730
20,000
30,000
17,500
25,000
398,200
0
0
0
0
259,000
0
0
0
0
290,000
0
0
0
0
276,000
0
0
0
0
293,000
0
0
0
0
306,000
20,000
30,000
17,500
25,000
1,822,200
0
0
357,300
357,300
0
0
0
0
0
0
0
0
0
0
357,300
357,300
0
0
0
0
500,000
500,000
4,500,000
4,500,000
0
0
0
0
0
0
5,000,000
5,000,000
$5,478,528
$755,500
$759,000
$4,790,000
$276,000
$293,000
$306,000
$7,179,500
125
4.c
Human Resources
Mission
Human Resources
Recruitment
The Human Resources Department is committed to providing
expertise in attracting, developing, and sustaining a high
quality workforce committed to excellent service.
Recruit top talent by coordinating advertising, screening,
interviewing, testing, selection, employee database
management.
Health Fund
• Timely processing of job applications to identify the most
qualified candidates.
To provide Coral Springs employees and their families with a
competitive benefits package consisting of a comprehensive,
yet cost effective program for health, life, and long-term
disability benefits.
Employee Development
Provide training and development opportunities in the areas
of compliance, customer service, leadership development and
other topics identified through needs analysis.
• Offer training through a variety of methods including
instructor-led, e-learning, webinars, forums, mentoring,
shadowing, books, and articles.
• Develop leadership training programs and other professional
development options in support of the City’s succession
planning process.
Human Resources
Director of Human Resources*
(1000)
Human Resources
Community Relations
(1000) / 7
(1001) / 3
Senior Human Resources Coordinator
Community Relations Manager
Human Resources Partner (1.5)**
Human Resources Analyst
Pension Administrator
Community Relations Coordinator
HR Support Specialist
Office Assistant
City Hall in the Mall
Volunteer Services
(1007) / 2
(1008) / 1
Senior Community Relations Coordinator
Volunteer Services Coordinator
Health Fund
(8501) / 1.5
(8801) / 0.5
Senior Human Resources Coordinator
126
Human Resources Partner (0.5)**
(Department/ Division Number) /
Number of FTEs (Full-Time Equivalent)
*Position split 50% Human Resources
Div.1000; 50% Health Fund Div. 8501
**Position split 50% Human
Resources Div. 1000; 50* General
Insurance Fund Div. 8801
4.c
Human Resources (continued)
Compensation and Classification
Community Relations/Citizens Services/City Hall in the Mall
Support the development and maintenance of the Citywide
broad band classification system, preparation and maintenance
of classification specifications, preparation and maintenance of
job descriptions, and completion of salary surveys.
• Act as a clearinghouse for citizen requests for information
and service via the City’s Help Desk.
• Perform a comprehensive review of the City’s classification
and compensation system to ensure competitive salaries
to enable the City to hire and retain the best qualified
employees.
• Timely and accurate processing of payroll change
authorizations.
Compliance/Safety
Coordinate Citywide safety programs.
• Provide effective methods to ensure a safe work environment
including safety training, committee meetings, library, events
and programs.
Employee Relations
Partner with departments to provide guidance and
consultation on human resource matters.
• Develop, communicate and implement policies.
• Discretely manage employee relations issues.
• Provide an added level of service and convenience by
coordinating various new and existing city, county, state and
federal programs and services at our City Hall in the Mall
satellite location.
• Human Resources staff serve as liaisons on the MLK
Committee, Multicultural Advisory Committee, and the
Customer-Involved Government Committee.
• Plan and organize community, multi-cultural and educationrelated events, including the Martin Luther King, Jr. weekend
Celebration, State of the City Reception, Unitown, Uniteens,
Unikids, Teen Political Forum, National Day of Prayer,
International Dinner Dance, Worldfest, and other ethnic
festivals.
Quality Feedback Initiatives
Provide strategic direction and support for the City’s internal
quality initiatives and coordinate the annual support services
survey, organization survey, and department director/
supervisor 360-degree assessments.
• Coordinate the City’s Sterling/Baldrige efforts including
coordination of the Citywide survey.
• Effectively manage collective bargaining negotiations.
Benefits Administration
New Initiatives
• Administer Police and Fire retirement plans.
• Provide administrative support for general employee
retirement plan, self-insured comprehensive medical and
dental plan, and fully insured vision plan. Ensure that the
aggregate and specific reinsurance coverage is maintained.
• Limit health care costs to less than the medical inflation rate.
• Provide fully insured basic life insurance, employee paid
supplemental group life, long-term disability coverage, and
wellness programs to all eligible employees.
Multi-cultural Events (ongoing)
Teen Political Forum (ongoing)
City Day of Service
Compensation Study Phase II (ongoing)
127
4.c
Human Resources
Revenues:
City Hall In The Mall
Total
Expenditures:
Program Summary
Human Resources
Community Relations
Volunteer Services*
City Hall In The Mall
Total
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$647,927
$647,927
$668,151
$668,151
$648,075
$648,075
$722,350
$722,350
$74,275
$74,275
11.46%
11.46%
$779,145
269,853
0
289,165
$1,338,163
$839,714
279,697
0
334,498
$1,453,909
$898,036
281,895
148,850
346,751
$1,675,532
$945,401
291,483
153,388
362,779
$1,753,051
$47,365
9,588
4,538
16,028
$77,519
5.27%
3.40%
3.05%
4.62%
4.63%
$864,793
287,178
182,995
3,197
$1,338,163
$905,079
348,150
200,680
0
$1,453,909
$968,463
373,514
333,555
0
$1,675,532
$1,004,506
385,120
363,425
0
$1,753,051
$36,043
11,606
29,870
0
$77,519
3.72%
3.11%
8.96%
n/a
4.63%
11.25
12.25
13.00
13.00
0.00
0.0%
$ Change from
FY15 Budget
% Change from
FY15 Budget
*Division transferred from the Police Department
Summary By Category
Personal
Benefits
Other Expenses
Capital
Total
FTE's
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$10,102,139
12,249
1,417,931
$11,532,319
$11,645,096
17,160
1,619,276
$13,281,532
$11,991,268
35,000
1,390,000
$13,416,268
$12,462,661
20,000
1,605,000
$14,087,661
$471,393
-15,000
215,000
$671,393
3.93%
-42.86%
15.47%
5.00%
Expenses:
Program Summary
Health-Dental
Long Term Disability
Contingency
Life Insurance
Total
$11,192,892
154,951
0
126,845
$11,474,688
$12,785,588
159,411
0
130,049
$13,075,048
$13,124,718
160,350
0
131,200
$13,416,268
$13,771,111
160,350
25,000
131,200
$14,087,661
$646,393
0
25,000
0
$671,393
4.93%
0.00%
n/a
0.00%
5.00%
Summary By Category
Personal
Benefits
Other Expenses
Total
$101,597
9,766,107
1,606,984
$11,474,688
$102,913
11,258,552
1,713,583
$13,075,048
$135,707
11,430,531
1,850,030
$13,416,268
$139,684
12,036,092
1,911,885
$14,087,661
$3,977
605,561
61,855
$671,393
2.93%
5.30%
3.34%
5.00%
Health Fund
Revenues:
Transfers
Interest Income
Recoveries
Total
128
FY 2013
Actual
4.c
Performance measures
Human Resources
Measure:
1) Percentage of employees who agree with the statement
“I would recommend working for the City to a friend”
2) Employee engagement index (new beginning FY 2013)
3) Percentage of employees who feel Human Resources
provides quality services
4) Percentage of employees that are satisfied with liaison
services
5) Percentage of employees that are satisfied with wellness
activities
6) Percentage of employees who believe benefits are in line
with needs
7) Quality of hire satisfaction (new beginning FY 2013)
8) Sick hours per employee
9) Percentage of minority applicants per recruitment
10) Percentage of employees who agree with "I am satisfied
with the access to training resources to assist in my
professional development." (new beginning FY 2013 )
FY2016
Goal
FY 2014
Goal
Actual
FY2015
Goal
Projected
90%
95%
90%
93%
92%
90%
87%
90%
87%
90%
95%
98%
90%
95%
92%
92%
96%
90%
95%
90%
90%
92%
90%
92%
90%
90%
93%
90%
93%
90%
90%
48
45%
100%
67.4
65%
90%
48
45%
95%
55
55%
90%
48
45%
90%
85%
90%
90%
90%
Measure:
11) Respond to customer requests within 48 hrs
—and close service request within one week
12) NEW Overall satisfaction with request management
process (new help desk platform)
FY 2014
Goal
Actual
100%
97%
100%
98%
FY2016
FY2015
Goal
Projected
Goal
100%
95%
discontinue
100%
95%
discontinue
TBD
129
4.c
Application Development and Integration
Mission
To successfully integrate people, process and technology by
fostering partnerships and consistently delivering solutions
that serve as the foundation of City operations.
The Information Services department provides voice and data
services to over 1,000 staff at 35 locations. The voice network
includes over 275 mobiles devices and over 900 wired devices,
approximately half of which are related to CISCO VOIP service
switches (Public Safety, City Hall, Center for the Arts and Tennis
Center). The remaining lines provide basic telephone service
(CENTREX) from AT&T.
The data network consists of systems that can access a full
suite of general purpose software tools, as well as 142 business
applications and services. Elements of the data network consist
of computing platforms, local area networks (LAN), the wide
area network (WAN), and a wireless infrastructure.
Develop and maintain business applications, integrating them
with the production computing environment.
•Maintain, administer, and upgrade three AS/400 computing
systems and the 35 HTE integrated applications that are
operational on this platform.
•Maintain, administer, and upgrade nine NetWare and 53 NT (a
Microsoft operating system) servers, and the 97 applications
and services that are server based.
Infrastructure Management
Plan, manage, and maintain a production environment
(platforms, LANs, and WAN) in accordance with service level
agreements related to security, reliability, availability, and
performance of voice and data services.
•Maintain and administer the City’s WAN, consisting of CISCO
routers and switches at all City locations.
Computing platforms in the network include AS/400, file
servers, and application servers. Access to a computing
platform from most locations is accommodated via LAN, which,
in turn, is interconnected to form the City’s WAN.
InformaInformation
on Technology
Technology
Director of Information Technology
(2001) / 21.5
Project Support Specialist
IT Project Manager
Appliications Manager
Solutions/Systems Analyst
Application Support
GIS Support
Infrastructure Manager
Network Data Center
Operations
Solutions/Systems Analyst
GIS/Security Admin.
Programmer Analyst (2)
IT Support Specialist (0.75)*
Programer Analyst
Database Analsyt
Network Engineer
Network Analyst (4)
Applications Analyst (0.75)*
(Department/Div ision Number) / Number of FTEs (Full-Time Equiv alent)
*Position split 75% Information Technology Div . 2001; 25% Public
Works-Utilities-Adm. Div 6001
130
Service Center
Support Team
IT Support Specialist (3.75)*
4.c
Information Technology (continued)
Provide and support desktop access to general purpose
software tools, business applications and data across
multiple computing platforms, and external services, data, or
applications.
•Maintain and administer the fully integrated voice and data
network that consists of over 900 voice and data drops. The
network serves all City locations with technology from CISCO
systems.
•Maintain, administer, and upgrade the City’s mobile
computing environment for Police, Fire, Code Compliance,
and Fleet Management.
Customer Service
Provide “on demand” service and support for system and
security administration, problem resolution or coordination,
acquisition research and assistance, and information requests
relative to tools, data, and applications.
•Respond to over 8,100 requests for service per year.
Project Management
Provide timely assistance and/or information required to satisfy
customer requests and/or align their expectations to service
delivery capabilities.
•Maintain, administer, and upgrade the GIS and AutoCADD
computing platforms and applications serving departmental
needs City-wide.
•Maintain, administer and provide information relative to the
City’s library of plat maps, as-builts, and design drawings.
New Initiatives
Network Support
Enterprise Software (ongoing)
Electronic Data Back-up and Storage (ongoing)
Measurement Type: Workload
FY 2014
Goal
Actual
Measure:
1) Number of IT Development Projects implemented in
accordance with City’s Business Plan and IT Work Program
10
13
FY2015
Goal
Projected
8
15
FY2016
Goal
8
Measure:
2) Customer satisfaction rating from survey of Information
Technology
3) Meet service level agreement regarding network
availability (new beginning FY 2013)
4) Meet service level agreement regarding application
availability (new beginning FY 2013)
5) Meet service level agreement regarding server availability
FY2016
Goal
FY 2014
Goal
Actual
FY2015
Goal
Projected
95%
98%
95%
97%
95%
99.5%
100.0%
99.5%
99%
99.5%
98%
100.0%
98%
98%
98%
98%
99.8%
98%
98%
99%
131
4.c
Revenues:
Total
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$16,305
$16,305
$9,334
$9,334
$19,800
$19,800
$0
$0
($19,800)
($19,800)
-100.00%
-100.00%
Expenditures:
Program Summary
Computer Services
Total
$2,714,483
$2,714,483
$2,910,805
$2,910,805
$3,258,968
$3,258,968
$3,522,893
$3,522,893
$263,925
$263,925
8.10%
8.10%
Summary By Category
Personal
Benefits
Other Expenses
Capital
Total
$1,379,737
489,599
821,857
23,290
$2,714,483
$1,458,315
559,322
801,420
91,748
$2,910,805
$1,594,540
620,230
1,044,198
0
$3,258,968
$1,732,945
656,662
1,133,286
0
$3,522,893
$138,405
36,432
89,088
0
$263,925
8.68%
5.87%
8.53%
n/a
8.10%
19.00
19.25
21.25
21.25
0.00
0.0%
FTE's
Information Technology CIP by funding source
Funding Source
Project Name
Loan
Desktop Computing Environment
Email Retention and Anti-spam Filtering
Network/Internet Infrastructure
SharePoint
Computer Training Lab
Uptime Monitoring
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$0
0
0
0
245,000
0
0
$0
0
0
0
240,000
0
0
$0
0
275,000
0
240,000
0
0
$0
0
120,000
0
200,000
0
0
$221,428
63,000
150,000
50,000
200,000
50,000
65,000
$0
30,000
250,000
60,000
250,000
0
0
$250,000
30,000
250,000
70,000
250,000
0
50,000
$471,428
123,000
1,045,000
180,000
1,380,000
50,000
115,000
Data Center Infrastructure
Finance/HR ERP System
Loan Total
OSPS Software
0
70,000
0
315,000
385,000
61,000
425,000
1,111,000
0
501,000
0
1,016,000
0
70,000
0
390,000
0
71,328
0
870,756
0
550,000
0
1,140,000
0
70,000
0
970,000
385,000
1,323,328
425,000
5,497,756
150,000
150,000
150,000
150,000
67,000
0
0
517,000
150,000
150,000
150,000
150,000
67,000
0
0
517,000
$465,000
$1,261,000
$1,166,000
$540,000
$937,756
$1,140,000
$970,000
$6,014,756
Information Services Total
132
4.c
Mission
To serve as a sports and entertainment destination to the
residents of Coral Springs and northwest Broward County by
providing exceptional leisure opportunities, beautification
of the City, and support in reaching the City Commission’s
strategic priorities. We are focused on exceeding customer
expectations through a philosophy of providing quality
services, well-maintained facilities, and customer-friendly and
attentive staff.
Maintenance
Coordinate overall management of Parks and Recreation
divisions.
•Maintain quality athletic fields and courts for over 1,150
organized sports teams.
•Maintain 49 parks totaling 765 acres including buildings,
structures, landscaping, irrigation and equipment.
• Maintain safe and clean tennis facilities at Tennis Center,
Cypress Park Tennis Center, other City parks, and two middle
schools.
•Maintain ten pools, a 7,500 square foot fitness center, a fullservice swim shop, and three concession venues.
Parks and Recrea on
Director of Parks & Recreation
(8102)
(8116)
Aquatics Services
(8300's) / 16
Recreation & Sportsplex Tennis
(8200's) / 8 - (7810) / 1 - (8400's) / 3
Aquatics Manager
(8303)
Cypress Pool
(8301) / 3
Parks & Recreation Coordinator
Parks & Recreation Associate (2)
Mullins Pool
(8302) / 2
Parks & Recreation Associate (2)
Aquatics Complex
(8303) / 11
Assistant Director of Parks & Recreation
(7810)
Recreation Superintendent
(8208)
Parks & Rec Associates (6)
Parks Superintendent
(8101)
Sportsplex/ Tennis
(7800's and 8400's)
Activity Center
(8204) / 1
Sportsplex
(7810) / 1
Recreation Service
(8205) / 5
Executive Assistant
Parks & Rec Coordinator (4)
Tennis Center
(8409) / 2
Parks & Rec Coordinator
Summer Recreation
(8208) / 1
Parks Lead Worker
Parks Administrator
(8117)
Cypress Park
(8101) / 11
Park Technician (2)
Parks Technician (2)
Beautification
(8117) / 1
Landscape
(8118) / 15
Parks Lead Worker
Maintenance Worker (6)
Mullins Park
(8102) / 11
Cypress Tennis
(8401) / 1
Prin. Office Assistant
Parks & Recreation Coordinator
Parks
(8100's) / 72 - (7812) / 5
Parks Services Coordinator (2)
Parks Lead Worker
(8103) / 9
Parks Lead Worker
Maintenance worker (5)
Aquatics Manager
Parks & Rec Technician
Neighborhood Park
(8116) / 16
Recreation Superintendent
Transportation
(8209) / 1
Maintenance Worker
Bus Driver
Parks Technician
Irrigation
(8119) / 8
Parks Services Coordinator
Environmentally Sensitive Land
(8121) / 1
Parks Lead Worker
Athletics
(7812) / 5
Gymnasium*
(8210)
Parks Lead Worker (3)
*No Staff in this Division
Parks Technician
Parks Lead Worker
133
4.c
Parks and Recreation (continued)
Landscape and Irrigation
New Initiatives
Install, repair, and maintain irrigation systems, landscaping, and
athletic turf in parks, medians, and all public buildings, facilities
and grounds.
Safety Town (ongoing)
Recreational Programming
Provide programming for seniors, teens, special needs
populations, preschoolers, after-school, summer recreation,
and at-risk youth among others.
•Conduct 32,000 swim classes annually to over 4,000
participants through three different Learn to Swim programs.
Aquatic Center 50 Meter Pool Design (ongoing)
Manage new park construction and existing facility
enhancements.
Playground Equipment Replacement (ongoing)
Develop, implement, and monitor the budget and strategic
plan for Parks and Recreation.
City representative to sports groups, Kreul Classic, Sports
Coalition Committee, and Sports Commission.
Negotiate reciprocal use agreements with schools, both public
and private.
Prepare grants and inter-local, reciprocal use, and lease
agreements.
Revenue collection for permits, rentals, clinics, summer
recreation and other programs.
• Generate over $320,000 in tennis lesson revenue and over
$450,000 in gross sales at the Swim Shop.
Coordinate and secure sponsorships and advertising.
Negotiate and administer contracts of third-party contractors
providing a variety of services to facility customers.
Scheduling
Provide field and court permits for 19 City-recognized sports
programs, independent leagues and organizations, and drop-in
groups.
•Accommodate over 4,000,000 park visitors to all sites.
•Accommodate 500,000 Aquatic Complex participants and
visitors.
•Host 118,000 tennis players.
Transportation
Provide community and senior bus service.
134
4.c
Revenues:
Parks
Cypress Park
Mullins Park
Neighborhood Parks
Sub-Total
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$111,837
269,138
28,078
98,412
$507,465
$117,835
286,149
33,692
112,583
$550,259
$119,325
307,703
44,302
108,596
$579,926
$121,709
313,855
45,185
110,766
$591,515
$2,384
6,152
883
2,170
$11,589
2.00%
2.00%
1.99%
2.00%
2.00%
Recreation
Mullins Activity Center
$44,162
Recreation Center
20,273
Summer Recreation
543,076
Transportation Services*
171,552
Gymnasium
421,985
Sub-Total
$1,201,048
*Includes Community Bus Program Revenues
$45,110
16,141
525,870
164,750
468,083
$1,219,954
$63,970
23,016
600,000
178,858
437,525
$1,303,369
$75,247
23,476
612,000
179,934
446,272
$1,336,929
$11,277
460
12,000
1,076
8,747
$33,560
17.63%
2.00%
2.00%
0.60%
2.00%
2.57%
$259,062
18,668
128,385
307,363
$713,478
$338,281
30,661
109,868
304,820
$783,630
$307,711
27,470
159,293
416,940
$911,414
$313,864
28,019
162,478
425,275
$929,636
$6,153
549
3,185
8,335
$18,222
2.00%
2.00%
2.00%
2.00%
2.00%
$140,846
73,067
1,653,434
$1,867,347
$133,006
72,167
1,704,323
$1,909,496
$165,027
81,646
1,700,486
$1,947,159
$168,325
83,276
1,734,489
$1,986,090
$3,298
1,630
34,003
$38,931
2.00%
2.00%
2.00%
2.00%
$4,289,338
$4,463,339
$4,741,868
$4,844,170
$102,302
2.16%
Expenditures:
Program Summary
Parks
Cypress Park
Mullins Park
Neighborhood Parks
Beautification
Landscape
Irrigation
Environmentally Sensitive Land
Sub-Total
$1,078,449
1,271,920
736,763
1,434,432
1,005,065
1,243,224
542,930
141,927
$7,454,710
$1,179,826
1,336,899
806,102
1,558,234
1,172,270
1,360,696
597,917
173,746
$8,185,690
$1,179,826
1,336,899
806,102
1,558,234
1,172,270
1,360,696
597,917
173,746
$8,185,690
$1,189,844
1,361,657
805,682
1,532,818
1,175,805
1,425,207
607,345
234,794
$8,333,152
$10,018
24,758
(420)
(25,416)
3,535
64,511
9,428
61,048
$147,462
0.85%
1.85%
-0.05%
-1.63%
0.30%
4.74%
1.58%
35.14%
1.80%
Recreation
Activity Center
Recreation Services
Summer Recreations
Transportation Services
Gymnasium
Sub-Total
$92,023
408,635
527,658
366,410
381,924
$1,776,650
$109,050
452,836
633,000
403,447
381,982
$1,980,315
$109,050
452,836
633,000
403,447
381,982
$1,980,315
$124,990
466,751
650,563
422,746
405,000
$2,070,050
$15,940
13,915
17,563
19,299
23,018
$89,735
14.62%
3.07%
2.77%
4.78%
6.03%
4.53%
Sportsplex/Tennis
Sportsplex
Athletic Complex
Cypress Tennis
Tennis Center
Sub-Total
$321,763
464,681
221,483
566,583
$1,574,510
$276,317
514,848
224,126
654,065
$1,669,356
$276,317
514,848
224,126
654,065
$1,669,356
$278,871
531,831
227,417
664,233
$1,702,352
$2,554
16,983
3,291
10,168
$32,996
0.92%
3.30%
1.47%
1.55%
1.98%
Aquatics Services
Cypress Pool
Mullins Pool
Aquatics Complex
Sub-Total
$279,083
209,863
1,970,136
$2,459,082
$309,678
261,289
1,908,438
$2,479,405
$309,678
261,289
1,908,438
$2,479,405
$318,395
268,079
1,944,791
$2,531,265
$8,717
6,790
36,353
$51,860
2.81%
2.60%
1.90%
2.09%
$13,264,952
$14,314,766
$14,314,766
$14,636,819
$322,053
2.25%
Sportsplex/Tennis
Sportsplex
Athletic Complex
Cypress Tennis
Tennis Center
Sub-Total
Aquatics Services
Cypress Pool
Mullins Pool
Aquatics Complex
Sub-Total
Total Revenues
Total Expenditures
135
4.c
Parks and Recreation (continued)
Expenditures:
Summary By Category
Parks
Personal
Benefits
Other Expenses
Capital
Sub-Total
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$2,899,300
1,366,930
3,168,390
20,090
$7,454,710
$3,152,328
1,650,729
3,360,649
21,984
$8,185,690
$3,152,328
1,650,729
3,360,649
21,984
$8,185,690
$3,190,570
1,697,860
3,421,861
22,861
$8,333,152
$38,242
47,131
61,212
877
$147,462
1.21%
2.86%
1.82%
3.99%
1.80%
Recreation
Personal
Benefits
Other Expenses
Capital
Sub-Total
$739,623
192,877
842,150
2,000
$1,776,650
$856,652
229,475
894,188
0
$1,980,315
$856,652
229,475
894,188
0
$1,980,315
$888,566
237,241
944,243
0
$2,070,050
$31,914
7,766
50,055
0
$89,735
3.73%
3.38%
5.60%
n/a
4.53%
Sportsplex/Tennis
Personal
Benefits
Other Expenses
Capital
Sub-Total
$582,258
206,895
775,562
9,795
$1,574,510
$607,649
233,832
821,520
6,355
$1,669,356
$607,649
233,832
821,520
6,355
$1,669,356
$628,389
242,712
824,642
6,609
$1,702,352
$20,740
8,880
3,122
254
$32,996
3.41%
3.80%
0.38%
4.00%
1.98%
Aquatic Services
Personal
Benefits
Other Expenses
Capital
Sub-Total
$968,001
335,157
1,155,924
0
$2,459,082
$1,020,426
398,418
1,060,561
0
$2,479,405
$1,020,426
398,418
1,060,561
0
$2,479,405
$1,057,288
408,809
1,065,168
0
$2,531,265
$36,862
10,391
4,607
0
$51,860
3.61%
2.61%
0.43%
n/a
2.09%
Total Expenditures
$13,264,952
$14,314,766
$14,314,766
$14,636,819
$322,053
2.25%
Expenditures - All Divisions
Summary By Category
Personal
Benefits
Other Expenses
Capital
Total Expenditures
$5,189,182
2,101,859
5,942,026
31,885
$13,264,952
$5,637,055
2,512,454
6,136,918
28,339
$14,314,766
$5,637,055
2,512,454
6,136,918
28,339
$14,314,766
$5,789,813
2,586,622
6,255,914
29,470
$14,661,819
$152,758
74,168
118,996
1,131
$347,053
2.71%
2.95%
1.94%
3.99%
2.42%
72.00
8.00
9.00
16.00
105.00
72.00
8.00
9.00
16.00
105.00
72.00
8.00
9.00
16.00
105.00
72.00
8.00
9.00
16.00
105.00
0.00
0.00
0.00
0.00
0.00
0.00%
0.00%
0.00%
0.00%
0.00%
FTE's
Parks
Recreation
Sportsplex/Tennis
Aquatic Services
Total FTE's
136
4.c
Parks
Measure:
1) Quality service rating for appearance of
recreation/athletic facilities (Resident Survey)
2) Customer service rating for parks and recreation staff
(Resident Survey)
3) Safety rating of City parks (Resident Survey)
FY 2014
Goal
Actual
FY2015
Goal
Projected
FY2016
Goal
—
—
96%
97%
—
—
—
94%
96%
—
—
—
92%
93%
—
Recreation
Strategic Priority: An Active, Healthy Community
Measure:
1) Customer service rating of summer recreation program
FY2015
Goal
Projected
98%
98%
FY2016
Goal
98%
FY 2014
Goal
Actual
60%
68%
FY2015
Goal
Projected
60%
60%
FY2016
Goal
60%
FY 2014
Goal
Actual
90,000
84,581
FY2015
Goal
Projected
90,000
80,000
FY2016
Goal
80,000
FY 2014
Goal
Actual
98%
100%
Measure:
2) Cost recovery ratio for the Recreation Division
Measure:
3) Number of riders on community buses
137
4.c
Aquatics
Measure:
1) The combined cost recovery for the Aquatic Services
—Aquatic Complex
—Aquatic Services Division
FY 2014
Goal
Actual
FY2015
Goal
Projected
65%
50%
65%
50%
85%
76%
75%
65%
FY2016
Goal
65%
60%
Measure:
2) Increase members and reduce member turnover:
—Aquatic Complex membership
—Aquatic Complex membership turnover
—Cypress Pool average daily pool usage
—Mullins Pool average daily pool usage
FY 2014
Goal
Actual
FY2015
Goal
Projected
5,000
49%
250
120
5,000
49%
250
120
3,517
49%
243
95
4,000
49%
250
120
FY2016
Goal
4,000
49%
250
120
Measure:
3) Maintain customer service ratings:
—Aquatic facility
—Cypress Park Pool
—Mullins Park Pool
FY 2014
Goal
Actual
FY2015
Goal
Projected
92%
92%
92%
92%
92%
92%
98%
99%
99%
98%
98%
98%
FY2016
Goal
92%
92%
92%
Sportsplex
Measure:
1) Revenue generated from Sportsplex concessionaires
FY2015
Goal
Projected
$198K
$226K
FY2016
Goal
$226K
FY 2014
Goal
Actual
60%
56%
$255K
$320K
FY2015
Goal
Projected
50%
51%
$300K
$240K
FY2016
Goal
50%
$275K
FY 2014
Goal
Actual
90%
—
30%
15%
FY2015
Goal
Projected
90%
94%
30%
20%
FY2016
Goal
—
30%
90%
—
90%
78%
—
25
50
36
65
25
60
34
66
30
60
FY 2014
Goal
Actual
$180K
$226K
Tennis
Measure:
1) Combined cost recovery ratio
2) Tennis lesson revenue
Measure:
3) Maintain customer service ratings at the Tennis Center
4) Membership turnover at the Tennis Center
5) Customer service rating for court maintenance at the
Tennis Center
6) Number of tennis special events
7) Number of tennis teams
138
4.c
Parks and Recreation CIP by funding source
Funding Source
Project Name
CDBG Grant
Youth Recreation Scholarship
Sr. Recreactional & Therapeutical Activity
CDBG Grant Total
Safety Town Building (Construction)
Grant Dependent
Splash Pad System—Betti Stradling Park
FLDOE Grant
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$50,000
12,000
62,000
$50,000
12,569
62,569
$50,000
13,000
63,000
$50,000
13,000
63,000
$50,000
13,000
63,000
$50,000
13,000
63,000
$50,000
13,000
63,000
$300,000
77,569
377,569
900,000
900,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
120,000
120,000
120,000
120,000
0
0
0
0
0
0
0
0
0
0
120,000
120,000
Safety Town Building (Construction)
FLDOE Grant Total
Loan
15-year Playground Replacement
Building Furniture
Cypress Park Renovations
ESL Site Upgrades
Fence Replacement
Fencing
Field Renovations—Mullins/Cypress
Gym Sidewalks and Landscaping
Irrigation Upgrades
Linear Park Renovations
Little League Building
MIR 5000 Irrigation System
Mullins Park Renovations
Mullins Park Revitalization
Neighborhood Parks Renovations
North Community Park Renovations
Paint Buildings
Park Amenities
Pathway Lighting @ Mullins
Resurfacing Basketball/Tennis/Hockey
250,000
250,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
86,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
150,000
850,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
100,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
200,000
0
0
0
0
0
150,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
50,000
0
0
0
0
0
140,000
1,500,000
25,000
100,000
75,000
40,000
20,000
75,000
30,000
75,000
125,000
600,000
5,000
50,000
100,000
200,000
100,000
15,000
25,000
200,000
100,000
45,000
1,500,000
0
100,000
50,000
100,000
30,000
75,000
0
75,000
125,000
0
10,000
100,000
100,000
200,000
100,000
0
25,000
0
125,000
200,000
0
30,000
100,000
50,000
100,000
40,000
0
0
75,000
125,000
0
10,000
100,000
50,000
200,000
100,000
25,000
30,000
0
0
785,000
3,850,000
55,000
300,000
175,000
240,000
90,000
150,000
30,000
225,000
375,000
600,000
25,000
250,000
250,000
850,000
300,000
40,000
80,000
200,000
225,000
Skateboard Park Equipment Replacement
Storage Buildings at Cypress Park
Landscape Beautification
Light Fixture Replacement Program
Median Master Plan
Irrigation Equipment
Mullins Gym Interior Renovations
1 Ton Cab & Chasis
Cypress Park Pavillion Replacement
Loan Total
0
0
0
0
0
10,000
25,000
0
0
121,000
0
0
0
0
0
0
0
0
0
1,000,000
0
0
0
0
0
0
100,000
0
0
400,000
0
0
0
500,000
0
0
0
0
0
700,000
100,000
150,000
70,000
1,000,000
75,000
18,000
300,000
47,000
60,000
5,420,000
100,000
0
70,000
400,000
75,000
18,000
100,000
0
0
3,523,000
100,000
0
70,000
0
50,000
18,000
100,000
0
0
1,573,000
300,000
150,000
210,000
1,900,000
200,000
54,000
600,000
47,000
60,000
12,616,000
$1,453,000
$1,182,569
$463,000
$763,000
$5,483,000
$3,586,000
$1,636,000
$13,113,569
Parks Total
139
4.c
Parks and Recreation-Aquatics CIP by funding source
Funding Source
Project Name
CDBG Grant
Sr. Rec and Therapeutical Activity
CDBG Grant Total
Loan
25-Meter Pool Cover Replacement
Chemical Feeder Repl for 3 Pools
Cooling/Misting System
Deck Staining—Cypress
Dive Well Upgrades
Dryland Training Area
Filter Room Upgrade
Fitness Center Expansion
Fitness Equipment Replacement
Funbrellas Replacement
Lane Line Replacement
Locker Room Upgrades
Motor Pump Repl— 3 pool sites
Play Feature Replacement
Pool Furniture Replacement
Spectator Seating Shade Prog
Starting Block Replacement
Timing System Replacement
Window Replacement
50-Meter Pool Cover Replacement
Patio Furniture Replacement
Carpeting/Flooring/Fitness Center
Lighting Program (Energy Efficient)
Support Meeting Room
Endless Pool
Painting Interior/Exterior
Pool Vacuum—Aquatics
Pool Vacuum—Cypress
Pool Vacuum—Mullins
Pool Resurfacing—Cypress
Pool Heater Replacement
Pool Heater Replacement—Mullins
Pool Heater Repl—Cypress
Pool Covers- Cypress
New 50 Meter Pool Upgrades
Scoreboard Replacement
Pool Covers- Mullins
Aquatic Complex Renovations
Event Parking Lot Upgrades
Stairway Renovations
Steamroom renovations
Loan Total
Fitness Equipment Replacement
Timing System Replacement
Diving Board Replacement
Pool Resurfacing—Mullins
50-Meter Pool Design
Aquatics Total
140
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$32,016
32,016
$33,000
33,000
$33,000
33,000
$33,000
33,000
$33,000
33,000
$33,000
33,000
$35,000
35,000
$200,000
200,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
195,000
0
0
0
0
35,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
17,500
0
0
0
0
0
0
300,000
0
0
0
547,500
0
0
0
0
0
0
0
0
0
35,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
10,000
0
12,000
0
0
0
0
0
30,000
5,000
0
0
15,000
7,500
0
0
0
10,000
0
0
0
0
25,000
0
0
0
10,000
0
0
0
35,000
25,000
25,000
15,000
0
0
0
100,000
0
35,000
13,000
10,000
17,500
22,500
0
30,000
0
60,000
225,000
13,500
5,000
12,500
15,000
15,000
7,500
0
35,000
65,000
10,000
17,500
30,000
20,000
10,000
20,000
60,000
25,000
30,000
20,000
7,000
7,000
35,000
17,500
20,000
25,000
15,000
0
35,000
15,000
100,000
250,000
10,000
20,000
1,345,500
0
10,000
0
0
0
0
0
60,000
0
30,000
0
12,500
0
15,000
7,500
20,000
0
0
10,000
0
0
0
10,000
0
0
0
0
10,000
0
0
0
35,000
25,000
25,000
0
0
0
0
100,000
0
0
0
0
0
0
0
0
160,000
0
0
56,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,500,000
0
0
0
0
0
0
1,716,000
370,000
324,500
13,000
30,000
17,500
34,500
195,000
30,000
160,000
120,000
225,000
199,500
10,000
25,000
15,000
45,000
22,500
20,000
35,000
65,000
30,000
17,500
30,000
20,000
20,000
45,000
60,000
25,000
30,000
40,000
7,000
7,000
35,000
105,000
70,000
75,000
30,000
1,500,000
35,000
15,000
600,000
250,000
10,000
20,000
4,338,500
30,000
10,000
15,000
35,000
65,000
155,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
$187,016
$1,749,000
$580,500
$68,000
$1,378,500
$403,000
$359,500
$4,538,500
4.c
Parks and Recreation- Sportsplex CIP by funding source
Funding Source
Project Name
Grant Dependent
Sportsplex Lake Dock
Loan
Additional Tennis Courts
Brick Paver Recondition
Dog Park Exercise Equipment
Exterior Painting—Athletics
Exterior Painting—Clubhouse
Interior Painting—Clubhouse
Landscape North Parcel
Replace Clubhouse Furniture
Resurface Tennis Courts
Resurfacing Track and Courts
Shade Shelters—Athletics
Shade Shelters—Clubhouse
Shade Shelters—Tennis Courts
Fencing—Tennis Courts
Renovate Baseball Infield
Replace Kitchen Appliances
Paint/Recushion Courts-Tennis Ctr.
Athletic Complex Park Amenities
Tennis Center Renovations
Replace Windows- Phase II
Replace light fixtures on stadium courts
Laser Grade Clay
Loan Total
Tennis Center Improvements
Sportsplex Total
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$100,000
100,000
$0
0
$0
0
$0
0
$0
0
$0
0
$0
0
$0
0
0
0
0
0
0
0
0
0
0
40,000
0
0
0
0
0
0
0
44,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
170,000
700,000
8,500
8,000
7,000
10,000
10,000
200,000
17,000
40,000
25,000
17,000
0
8,000
25,000
30,000
15,000
25,000
30,000
0
0
0
0
0
0
0
0
0
0
60,000
0
5,000
0
8,000
0
0
0
0
0
0
9,000
9,000
8,000
12,000
0
0
0
0
0
0
0
8,000
8,000
0
0
0
30,000
170,000
700,000
17,500
17,000
15,000
22,000
10,000
200,000
17,000
40,000
85,000
17,000
5,000
16,000
41,000
30,000
15,000
25,000
60,000
0
0
50,000
0
0
0
0
0
0
0
0
134,000
0
0
0
0
0
0
50,000
25,000
75,000
35,000
1,530,500
30,000
0
0
0
103,000
30,000
0
0
40,000
154,000
110,000
25,000
75,000
75,000
1,787,500
0
0
13,000
13,000
0
0
0
0
9,000
9,000
0
0
0
0
22,000
22,000
$234,000
$13,000
$0
$0
$1,539,500
$103,000
$154,000
$1,809,500
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
Tree Trust Fund CIP by funding source
Funding Source
Project Name
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
Tree Trust Fund
Landscape Median from B. Beiger to Enterance
Landscape Drop-Off Island
Tree Trust Fund Total
$0
$0
$0
$10,000
$5,000
$15,000
$0
$0
$0
$0
$0
$0
$0
Tree Trust Fund Total
$0
$15,000
$0
$0
$0
$0
$0
$0
$0
$10,000
$5,000
$15,000
$0
$0
$15,000
141
4.c
Police
Mission
To provide professional, high quality and effective police
service in partnership with the community.
Administration
Administer the financial, operational and capital budgets of the
department.
Manage the overall working of the Police Department to
provide a safe and secure community environment.
Provide public informational services.
Identify specific training needs of department personnel.
Police
Chief of Police
(4101) / 2
Special Response Team*
(4107)
Executive Assistant
Operations
Deputy Chief (4201)
Special Events*
(4108)
Executive Assistant
(4201)
Operational Support
Criminal Investigations
Special Operations
(4301)
Patrol Unit
(4201) / 114
General Investigations
(4301) / 19
K-9 Unit
(4203) / 6
Dive Team*
(4114)
Special Investigations
(4302) / 16
Law Enforcement Captain
Law Enforcement Sergeant
Law Enforcement Sergeant (2)
Law Enforcement Lieutenant (4)
Law Enforcement Officer (5)
Investigator (10)
Strategic Enforcement
Team (4204) / 10
Traffic Accident Investigator (9)
Traffic Unit
(4202) / 10
Humane Unit
(4205) / 3
Investigator (11)
Victim/Family Advocate (2)
Specialist (2)
Crime Analyst
Crime Scene Investigation
(4305) / 12
Crime Scene Investigations
Unit Supervisor
Motorcycle Officer (9)
Humane Officer (3)
Latent Fingerprint
Examiner
Crime Scene Technician (6)
Bicycle Unit
(4209) / 6
Evidence Specialist (3)
Crime Lab Technician
Substation Unit
(4211) / 4
* No full-time staff assigned to these divisions
BEAR Unit
(4212) / 7
142
4.c
Investigations
Juvenile
Investigate property crimes such as burglaries, thefts etc., and
violent crimes such as batteries, assaults, domestic violence,
child abuse (physical, sexual, and neglect), elderly abuse, adult
sex crimes, homicide, and aggravated battery.
Operate the School Resource Officer program and present
educational program at all grade levels.
Coordinate court-ordered community service hours program
for juveniles and adults.
Patrol
New Initiatives
Receive, process, and dispatch both emergency and nonemergency calls for Police and Fire Rescue.
• Respond to 170,000 projected calls for service and incident
response.
West Side Complex Public Safety
Support Functions
School Resource Officers (ongoing)
Process all external and internal requests for reports and
information.
CSI Building Renovation (ongoing)
Coordinate fleet and facility maintenance.
Humane Unit Building (ongoing)
Office of Professional Standards
(4102) / 2
Administration
Deputy Chief (Funded in 4110)
Fiscal Management
(4110) / 5
Communications
(4502) / 29
Community Services
Vice and Intelligence
(4103) / 14
Human Resources
(4104) / 5
Human Resources Administrator
Communications Administrator
Deputy Police Chief
Investigator (12)
Background Investigator
Telecommunicator (19)
Fiscal Accreditation Administrator
Intelligence Analyst
HR Support Specialist
Communications Tech. Coordinator
Communications Shift Supervisor (6)
Emergency Call Taker (2)
Off Duty Detail
(4109)
Training
(4210) / 4
Law Enforcement
Sergeant
Law Enforcement
Officer (2)
(4207) / 2
Law Enforcement Officer
Emergency Management
(4115) / 1
Central Records
(4501) / 7
Emergency Management Coordinator
Coordinator
Records Supervisor
Office Assistant (2)
Range Master
Building/Fleet
(4503) / 5
Senior Fleet/Facilities
Coordinator
Fleet/Facilities
Coordinator
Facilities Technician (2)
Youth Liaison
(4303) / 18
School Crossing Guards*
(4206)
Youth Liaison Officer (14)
P/T Custodian
*No full-time staff assigned to these divisions
143
4.c
FY 2013
Actual
Police
Revenues:
Office of the Chief
Off-Duty Detail
Total
$1,758,423
307,439
$2,065,862
Expenditures:
Program Summary
Administration
Office of the Chief
Vice/Intelligence
Human Resources
Off-Duty Detail
Communications Center
Fiscal Management
Special Response Team
Sub-Total
Administration-Community Services
Youth Liaison
Emergency Management
Training
Volunteer Services*
Central Records
Crossing Guards
Building and Fleet Maintenance
Sub-Total
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$2,158,534
346,987
$2,505,521
$2,139,186
427,037
$2,566,223
$2,177,210
427,037
$2,604,247
$ Change from
FY15 Budget
% Change from
FY15 Budget
$38,024
0
$38,024
1.78%
0.00%
1.48%
$253,322
2,358,619
358,991
219,020
2,448,843
927,093
199,497
$6,765,385
$257,897
2,453,717
374,115
307,906
2,512,658
955,719
222,082
$7,084,094
$269,126
2,411,129
384,191
296,785
2,610,192
977,458
213,856
$7,162,737
$294,324
2,462,081
395,754
308,655
2,653,824
989,635
261,047
$7,365,320
$25,198
50,952
11,563
11,870
43,632
12,177
47,191
$202,583
9.36%
2.11%
3.01%
4.00%
1.67%
1.25%
22.07%
2.83%
2,233,983
83,358
348,194
850,158
129,183
458,770
457,262
527,694
$5,088,602
3,062,530
82,027
354,291
784,396
133,538
457,739
431,295
558,351
$5,864,167
3,322,675
90,167
254,959
816,286
0
488,953
438,872
547,723
$5,959,635
3,484,173
90,988
240,512
760,238
0
519,754
455,815
573,641
$6,125,121
$161,498
821
(14,447)
(56,048)
0
30,801
16,943
25,918
$165,486
4.86%
0.91%
-5.67%
-6.87%
n/a
6.30%
3.86%
4.73%
2.78%
Sub-total Administration
$11,853,987
*Division transferred to Human Resources in FY 2015
$290,460
Sub-Total
$290,460
Operations
Patrol Unit
$17,379,283
Special Events
125,578
Traffic Unit
1,797,159
Sub-Total
$19,302,020
$12,948,261
$13,122,372
$13,490,441
$368,069
2.80%
$257,866
$257,866
$264,832
$264,832
$269,345
$269,345
$4,513
$4,513
1.70%
1.70%
$17,684,127
134,562
1,877,535
$19,696,224
$18,132,955
111,635
1,904,608
$20,149,198
$18,572,434
145,006
1,912,889
$20,630,329
$439,479
33,371
8,281
$481,131
2.42%
29.89%
0.43%
2.39%
Special Operations
Strategic Enforcement Team
Humane Unit
K-9
Substation Unit
Bicycle Unit
BEAR Unit
Sub-Total
$1,670,710
213,115
904,695
459,270
913,714
1,026,453
$5,187,957
$1,622,881
226,890
1,195,361
614,593
913,876
1,122,640
$5,696,241
$1,598,145
237,696
1,117,371
610,321
908,031
1,118,380
$5,589,944
$1,690,574
257,907
1,155,770
588,111
872,118
1,150,769
$5,715,249
$92,429
20,211
38,399
(22,210)
(35,913)
32,389
$125,305
5.78%
8.50%
3.44%
-3.64%
-3.96%
2.90%
2.24%
General Investigations
Special Investigations
Crime Scene Investigations
Dive Team
Sub-Total
$2,632,374
2,306,188
926,136
13,275
$5,877,973
$2,800,175
2,341,031
1,007,429
10,369
$6,159,004
$2,856,951
2,322,415
1,067,460
13,099
$6,259,925
$2,956,502
2,381,497
1,165,235
13,477
$6,516,711
$99,551
59,082
97,775
378
$256,786
3.48%
2.54%
9.16%
2.89%
4.10%
$30,367,950
$42,512,397
$31,551,469
$44,757,596
$31,999,067
$45,386,271
$32,862,289
$46,622,075
$863,222
$1,235,804
2.70%
2.72%
$22,322,272
14,890,861
5,164,863
134,401
$42,512,397
$23,568,210
15,935,518
5,215,785
38,083
$44,757,596
$24,119,828
15,777,387
5,470,650
18,406
$45,386,271
$25,052,487
15,980,502
5,565,197
23,889
$46,622,075
$932,659
203,115
94,547
5,483
$1,235,804
3.87%
1.29%
1.73%
29.79%
2.72%
295.00
294.63
299.00
298.63
301.00
301.00
301.00
301.00
0.00
0.00
0.00%
0.00%
Sub-Total Operations
Total
Summary By Category
Personal
Benefits
Other Expenses
Capital
Total
Positions
FTE's
144
4.c
Police
Measure:
1) Police Department's overall quality rating
(Resident Survey)
2) Percentage of customers who has contact with or knows
their neighborhood officers (Resident Survey)
3) Percentage of residents who feel that Coral Springs has
remained as safe or become a safer place to live
(Resident Survey)
4) Average Police response time (from time of call to arrival)
FY 2014
Goal
Actual
7) Clearance rate for crimes (Source: Uniform Crime Report)
8) Reduce or maintain percent change in number of
robberies (Source: Uniform Crime Report)
—
95%
96%
—
—
—
45%
46%
—
—
—
75%
78%
—
2013
2014
4:31
2013
0%
-32.2%
2013
0%
-8.33%
2013
28%
34.7%
2013
0%
5:00
5:00
2014
0%
-8.7%
2014
0%
0.00%
2014
29%
35.7%
2014
26.9%
-5%
35
34
35
130
262
135
2013
9) Traffic crashes per 1,000 citizens
10) Number of high school students that are awarded safe
driving certificates at graduation (new beginning FY 2013)
FY2016
Goal
—
5:00
5) Stabilize the burglary rate at a 0% increase adjusted for
population (Source: Uniform Crime Report)
6) Maintain 0% increase in crime rate as adjusted for
population (Source: Uniform Crime Report)
FY2015
Goal
Projected
2015
4:55
2015
0%
2015
0%
2015
30%
2015
-42.4%
0%
31
2015
31
2014
Strategic Priority: A Thriving Business Community
Measure:
11) Satisfaction rating by businesses (Business Survey)
12) Safety rating by businesses (Business Survey)
FY 2014
Goal
Actual
FY2015
Goal
Actual
93%
92%
—
—
83%
96%
—
—
FY2016
Goal
145
4.c
Police CIP by funding source
Funding Source
Project Name
Northwest County Radio Upgrade
CSI Building Renovation and Expansion
Handgun Replacement
Taser Replacement
SWAT Weapons/Handguns
Justice Assistance Grant Total
Loan
911 UPS Batteries
AVL Security Display Replacement
Ballistic Helmets
Ballistic Shields and Breaching Tools
Bicycle Replacements for Bike Unit
Communications Center Carpet Repl
Communications Chair Repl
Computer/Hi-Tech Forensic Analysis Unit
EOC Improvements
Gym Equipment Replacement
Handgun Replacement
Intelligence Software Upgrades
License Plate Reader
Lighting at Gun Range
Livescan
Morphotrak Latent Station
Painting Public Safety Facilities
Prisoner Transport Van
Radar Gun Replacement
Radio Tower UPS Batteries
Replcmt. Bikes for Substation Unit
Replacement Gas Masks and Filters
Rubber Flooring at Public Safety
Seal Coating Driveways
Surveillance Equipment
Tactical (SRT) Vests
Taser Replacement
Total Station Replacement
Video Forensics System
VIN Tracking Device
Wireless Motor Kit
Gran Tex
Safety Town Improvements
K-9 Tactical Vests
Security Cameras @ Parks
Talon Robot Enhancements
BearCat Enhancements
Rapid ID Devices
Carpet Replacement Public Safety
SWAT Weapons
Obstacle Course
Imaging Processing Equipment
PSB 2nd Floor UPS Batteries/Capacitors
PPE Gear 3M FR-64 Canisters
SRO Vehicles- 3 Explorer
SRO Vehicles- 3 Taurus
Social Media Manager Vehcile
Traffic Accident Investigator Vehicle
Combat Gauze
FF&E for CSI Building
Traffic Homicide Invest Enhancement
Parking Enforcement Vehicle
Administrative Lieutenant Vehicle
Economic Crimes Detective Vehicle
Economic Crimes Sergeant Vehicle
Emergency Management Director Vehcile
Body Cameras
Force Field Equipment
Loan Total
Tactical (SRT) Vests
Ballistic Helmets
Radar Gun Replacement
Humane Unit design
Potential Loan
Humane Unit
Command Bus
Police Total
146
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
$5,500,000
950,000
6,450,000
$0
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
Total Cost
FY 2016-2021
FY 2021
Plan
0
$0
0
0
$0
0
0
$0
0
0
$0
0
0
$0
0
0
$0
0
0
3,522
10,000
3,522
17,044
4,900
10,000
0
14,900
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
4,900
10,000
0
14,900
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
5,100
0
0
17,100
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
63,774
0
0
0
0
0
0
165,000
150,000
400,974
0
0
0
0
0
0
0
6,000
0
0
10,000
0
0
0
0
0
0
0
0
0
0
26,000
0
0
225,000
0
10,000
0
0
0
0
0
0
0
50,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
80,000
0
407,000
8,000
0
0
0
0
0
0
35,000
0
0
10,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
10,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
80,000
0
143,000
0
8,000
0
12,000
10,800
18,000
10,800
70,000
15,000
5,000
0
20,000
32,000
0
30,000
100,000
7,500
45,000
0
6,000
0
0
20,000
45,000
0
0
10,000
15,000
7,500
9,800
5,000
0
5,000
7,000
0
65,000
40,000
12,000
15,000
8,000
10,000
0
10,000
15,000
125,000
115,000
25,000
28,000
15,000
0
0
28,000
28,000
28,000
28,000
30,000
0
0
1,139,400
0
0
25,000
0
0
0
0
0
15,000
5,000
10,000
0
0
0
0
0
10,000
0
40,000
10,000
5,000
0
0
0
0
120,000
10,000
0
5,000
0
0
28,000
0
0
0
0
0
55,000
5,000
8,000
0
30,000
0
0
0
0
0
0
0
0
5,000
0
0
0
0
0
0
0
386,000
10,000
8,000
0
0
0
18,000
0
0
0
5,000
5,000
0
0
8,000
0
0
10,000
0
0
0
0
0
38,000
0
0
0
0
0
10,000
0
0
0
5,000
0
0
0
0
0
0
8,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
125,000
18,000
16,000
25,000
12,000
10,800
36,000
10,800
111,000
30,000
15,000
40,100
20,000
32,000
25,100
30,000
100,000
27,500
45,000
40,000
16,000
5,000
26,000
58,000
45,000
225,000
120,000
40,000
15,000
22,500
9,800
5,000
28,000
10,000
7,000
50,000
65,000
40,000
67,000
20,000
24,000
10,000
30,000
10,000
15,000
125,000
115,000
25,000
28,000
15,000
63,774
5,000
28,000
28,000
28,000
28,000
30,000
325,000
150,000
2,601,374
105,000
20,000
40,000
30,000
195,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
300,000
850,000
1,150,000
0
0
0
0
0
0
0
0
0
0
0
0
300,000
850,000
1,150,000
$6,662,044
$415,874
$1,557,000
$143,000
$1,139,400
$386,000
$125,000
$3,766,274
4.c
Public Works
Mission
Public Works
Public Works Administration
To support Coral Springs in becoming the premier community
in which to live, work, and raise a family by providing quality
facilities, infrastructure and customer-focused services to both
internal and external customers.
Coordinate overall department management, administration,
and budget.
Utilities
Oversee the contractual responsibilities of the solid waste
franchise holder.
Streets
To provide the City utilities service area with a reliable and safe
water supply that is adequate for all customer needs including
fire protection; and to ensure that wastewater is collected
and disposed of properly in accordance with all regulations
and standards as set forth by the Environmental Protection
Agency, Florida Department of Environmental Protection,
Broward County Health Department and the Broward County
Environmental Protection Department.
Perform repair and maintenance of City-owned streets, bike
paths and parking areas.
•Maintain 96.5 miles of bike paths and sidewalks.
•Maintain 224 center lane miles of City streets.
•Inspect 8 miles of state roads and 32 miles of county roads.
•Clean and maintain over 6,500 drains.
Equipment Services
To support all departments of the City by maintaining and
repairing all vehicles and equipment in a timely and costeffective manner.
Public Works
Director of Public Works*
(5501)
(5501) / 2
Solid Waste Recycling
(5502) / 0.75
Streets
(5601) / 20.75
Facilities Management
(5801) / 5
Public Works Analyst (0.5 )** Public Works Analyst (0.5) Streets Superintendent
Facilities Superintendent
PW Project Tech. (0.25)*** Lead Worker (2)
Electrician
Facilities Technician
Equipment Operator II (3) Carpenter
*Position split 50% Public Works Div. 5501;
50% Utilities Adm. Div. 6001
Streets Technician (7)
AC Technician
**Position split 50% Public Works Div. 5501;
PW Project Tech. (0.75)
50% Facilities Mgmt. Div. 5502
Neighborhood Service Worker (5)
***Position split 25% Public Works Div. 5502;
75% Streets Div. 5601
Office Assistant
(5701) / 15
Fleet Superintendent
Lead Mechanic
Mechanic (9)
Mechanic/Fire-Evt (2)
Generator Technician
Utilities
(6001-6005) / 40.25
Utilities Operation Mgr.
(6001)
Administration*
(6001) / 7.5
Water Distribution
(6002) / 10
Water Treatment
(6003) / 15
Wastewater Treatment*
( 6004 )
Deputy City Manager (0.5)**
Civil Engineer
IT Support Specialist (0.25)****
Applications Analyst (0.5)*****
Asset Mgmt. System Technician
Field Operations Supervisor
Water Conservation Coordinator
PW Lead Worker
Utilities Electrician
Utilities Service Technician (2)
Chief Water Plant Operator *No staff in this division
Utilities Maintenance Supervisor
Utilities Mechanic (2)
Senior Water Plant Operator (7)
Water Plant Operator (3)
Office Assistant
Utilities Locator Technician
Utilities Service Worker (3)
Utilities Service Technician
(6005) / 8
Utilities Coordinator
Sr. Utilities Instrumentation Technician
Equipment Operator II (2)
Utilities Mechanic
Video Inspection Technician
Utilities Service Technician
Utilities Service Worker
(Department/Division Number) / Number of FTEs (FullTime Equivalent)
*Total FTE also includes the following position split: 50%
Director of Public Works (5501), 25% Director of Financial
Services (1501), 50% City Controller (1501), and 25%
Assistant City Attorney (2502)
**Position split 50% City Manager's Office Div. 0501;
Utilities Adm. Div. 6001
***Position split 50% Public Works Div. 5501; 50%
Utilities Adm. Div. 6001
****Position split 25% Utilities Adm. Div. 6001; 75%
Information Technology Div. 2001
*****Position split 50% Utilities Adm. Div. 6001; 50%
Information Technology Div. 2001
147
4.c
Public Works (continued)
Facilities
New Initiatives
Perform in-house or contract for maintenance, repair, and
minor construction of all City buildings.
• Maintain 662,170 square feet of City facilities.
Downtown Water & Sewer Improvements
Utilities
Forest Hills Blvd. Pedestrian Lighting
Perform management, administration, and support for the daily
operation of water treatment, water plant maintenance, water
distribution, wastewater collection, and wastewater treatment.
•Produce an average of 5.95 million gallons per day of treated
water.
Waste Transfer Station Improvements (ongoing)
Equipment Services
Meadows and Dells Stormwater Improvements (ongoing)
Repair and maintain all City vehicles including fire, police, and
small engine equipment.
•Maintain more than 800 vehicles/equipment and 517 pieces
of small engine equipment.
Recycling Education Efforts (ongoing)
Infiltration and Inflow (ongoing)
Prepare specifications for new equipment and vehicle
purchases.
Provide specialized equipment installation for public safety
vehicles.
Fuel and Energy Conservation (ongoing)
Stormwater Utility Fee Study (ongoing)
Repair and service motorcycles for the City of Margate.
148
4.c
Public Works
Revenues:
Streets
Total
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$419,705
47,387
$467,092
$188,858
45,607
$234,465
$311,600
48,303
$359,903
$185,500
48,000
$233,500
($126,100)
(303)
($126,403)
-40.47%
-0.63%
-35.12%
$343,909
31,630
$375,539
$337,227
82,057
$419,284
$290,557
130,088
$420,645
$262,257
152,743
$415,000
($28,300)
22,655
($5,645)
-9.74%
17.42%
-1.34%
Streets
Facilities Management
Total
$2,998,017
678,256
$4,051,812
$3,273,590
621,793
$4,314,667
$3,339,895
847,701
$4,608,241
$3,528,357
808,351
$4,751,708
$188,462
(39,350)
$143,467
5.64%
-4.64%
3.11%
Summary By Category
Personal
Benefits
Other Expenses
Capital
Total
$1,372,000
554,546
2,125,266
0
$4,051,812
$1,520,867
682,091
2,109,709
2,000
$4,314,667
$1,516,487
678,101
2,409,603
4,050
$4,608,241
$1,502,414
651,954
2,593,128
4,212
$4,751,708
($14,073)
(26,147)
183,525
162
$143,467
-0.93%
-3.86%
7.62%
4.00%
3.11%
27.70
28.50
28.00
28.00
0.00
0.0%
$ Change from
FY15 Budget
% Change from
FY15 Budget
Expenditures:
Program Summary
Solid Waste Recycling
Sub-Total
FTE's
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
Equipment Services
Revenues:
Fuel/Maint/Chargeback Transfers
Fleet Services to other entities:
City of Parkland
City of Margate/Coconut Creek
Interest Income
Auction
Total
$5,451,840
$5,724,387
$5,890,824
$5,989,969
$99,145
1.68%
179,168
3,431
52,463
2,024,740
135,964
$7,847,606
43,226
2,333
(2,397)
3,451,584
157,921
$9,377,054
45,000
3,500
50,000
4,970,409
103,000
$11,062,733
45,000
3,500
50,000
3,627,785
120,000
$9,836,254
0
0
0
(1,342,624)
17,000
($1,226,479)
0.00%
0.00%
0.00%
-27.01%
16.50%
-11.09%
Expenses:
Program Summary
Total
$7,750,682
$7,750,682
$9,377,054
$9,377,054
$11,062,733
$11,062,733
$9,836,254
$9,836,254
($1,226,479)
($1,226,479)
-11.09%
-11.09%
Summary By Category
Personal
Benefits
Other Expenses
Depreciation
Interfund Transfers
Equipment Purchases
Total
$767,562
354,659
2,157,239
2,446,483
0
2,024,740
$7,750,683
$776,631
360,462
2,083,241
2,568,785
173,475
3,414,461
$9,377,054
$829,384
370,394
2,156,831
2,697,224
297,000
4,711,900
$11,062,733
$857,893
381,148
2,160,272
2,996,391
32,000
3,408,550
$9,836,254
$28,509
10,754
3,441
299,167
(265,000)
(1,303,350)
($1,226,479)
3.44%
2.90%
0.16%
11.09%
-89.23%
-27.66%
-11.09%
15.00
15.00
15.00
15.00
0.00
0.00%
FTE's
149
4.c
Utilities
Revenues:
Water
Wastewater
Private Fire Line Fee
Meter Sales
Backflow Recertification Adm. Fee
Misc. Income
Charges for Service
Interest Income
Total
Expenses:
Program Summary
Administration
Water Distribution
Water Treatment
Sub-Total
Non-Departmental
Total
Summary By Category
Personal
Benefits
Other Expenses
Capital
Sub-Total
Non-Departmental
Total
FTE's
Solid Waste Fund
Revenues:
Program Summary
Solid Waste Non Franchise
Total
Expenditures:
Summary By Category
Operating Expenses
Interfund Transfers
Total
FTE's
150
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$8,410,260
10,666,161
20,942
13,120
17,325
96,459
215,780
80,580
68,146
$19,588,773
$8,140,432
11,797,667
22,679
5,895
21,500
0
271,742
0
32,256
$20,292,171
$8,173,072
12,251,457
24,141
12,360
18,180
11,330
186,945
1,928,000
43,250
$22,648,735
$8,459,130
12,680,259
24,865
12,731
18,362
11,330
192,845
0
43,250
$21,442,772
$286,058
428,802
724
371
182
0
5,900
(1,928,000)
0
($1,205,963)
3.50%
3.50%
3.00%
3.00%
1.00%
0.00%
3.16%
-100.00%
0.00%
-5.32%
$529,226
810,121
2,445,239
5,128,042
1,033,771
$9,946,399
$567,984
906,178
2,467,958
4,883,673
1,154,883
$9,980,676
$881,622
1,068,823
2,917,928
5,513,827
1,231,394
$11,613,594
$995,700
1,089,044
3,003,667
5,513,827
1,155,196
$11,757,434
$114,078
20,221
85,739
0
(76,198)
$143,840
12.94%
1.89%
2.94%
0.00%
-6.19%
1.24%
$9,642,375
$19,588,774
$8,318,251
$18,298,927
$11,035,141
$22,648,735
$9,685,338
$21,442,772
($1,349,803)
($1,205,963)
-12.23%
-5.32%
$1,767,428
835,923
7,341,899
1,158
$9,946,408
$1,844,885
907,677
1,771,080
573,360
$5,097,002
$2,144,838
994,637
8,455,708
18,411
$11,613,594
$2,221,234
1,015,407
2,988,555
18,411
$6,243,607
$76,396
20,770
(5,467,153)
0
($5,369,987)
3.56%
2.09%
-64.66%
0.00%
-46.24%
$9,642,375
$19,588,783
$13,201,923
$18,298,927
$11,035,141
$22,648,735
$15,199,165
$21,442,772
$4,164,024
($1,205,963)
37.73%
-5.32%
35.50
38.75
40.25
40.50
0.25
0.62%
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget
FY 2016
Budget
$ Change from
FY15 Budget
% Change from
FY15 Budget
$0
$0
$3,908,538
$3,908,538
$4,157,009
$4,157,009
$4,235,487
$4,235,487
$78,478
$78,478
1.89%
1.89%
$0
0
$0
$2,995,990
720,285
$3,716,275
$4,121,009
36,000
$4,157,009
$4,147,029
88,458
$4,235,487
$26,020
52,458
$78,478
0.63%
145.72%
1.89%
0.00
0.00
0.00
0.00
0.00
n/a
4.c
Public Works
Measure:
1) Department’s overall quality service rating (Resident
Survey)
2) Achieve a 90% customer satisfaction rating on janitorial
services (new beginning FY2014)
FY 2014
Goal
Actual
FY2015
Goal
Projected
FY2016
Goal
—
—
92%
90%
—
90%
83%
90%
90%
90%
Measure:
3) Availability rate of all vehicles/equipment for all
departments
4) Facilities routine work orders completed within 15
working days
5) Percent of hydrants inspected (new beginning FY2014)
6) Reduce total flow by 1,000 gallons per day in lift stations
through I&I program (new beginning FY2015)
6) REVISED Reduce total flow by 2,500 gallons per day in lift
stations through I&I program compared to I&I 2011 base
year
7) Service valves per year (new beginning FY2014)
8) Pot hole repair response time
9) Perform 300 miles of street sweeping per year to meet
NPDES standards (new beginning FY 2015)
10) Complete litter removal of 159 miles of road rights-ofway in five working days (new beginning FY2015)
FY 2014
Goal
Actual
FY2015
Goal
Projected
94%
93%
94%
95%
94%
90%
100%
92%
100%
90%
100%
92%
100%
90%
100%
-365,000
-1 million
revise
750
3 days
750
1 day
1 million
gallons/
year
1,000
1 day
300
350
350
5 days
5 days
5 days
400
3 days
1,122
<1 day
6.6 days
FY2016
Goal
Measurement Type: Workload
Measure:
11) Inspect and clean 9,600 storm drains per year
(new beginning FY2015)
FY 2014
Goal
Actual
FY2015
Goal
Projected
FY2016
Goal
9,600
10,000
10,000
Measure:
12) Number of times wastewater flow exceeds 9.79 mgd per
month for three consecutive months
(new beginning FY2015)
13) Percent of "unaccounted for" water
FY 2014
Goal
Actual
FY2015
Goal
Projected
FY2016
Goal
0
0
0
0
0
<10%
5.68%
<10%
<10%
<10%
151
4.c
Public Works CIP by funding source
Funding Source
Project Name
CDBG Grant
Pedestrian Lighting for Forest Hills Blvd
CDBG Grant Total
Loan
Air Conditioning Maint/Replacement
Parks Sign Replacement
Roof Replacement and Repair
Speed Hump Repair and Restripe
Street Light Upgrades
Miscellaneous Office Renovations
Pressure Cleaning—CH North & South
Repairs and Upgrades—EDF
Drainage System Permit Renewal
Car Charging Station—NW Regional Library
Drainage and Swale Improvements
Replace Security Gate at Westside
Wiles Rd. West End Beautification
Air Conditioning Contingency
Interior Painting CH North
Corporate Park Drainage Improvements
Pedestrian Lighting 38th Drive
Pedestrian Lighting for Forest Hills Blvd
University Dr. LED Street Light Pilot Program
Broward College Asphalt Repair
Forest Hills Blv Light conversion to LED
Canal Bank Restoration
Interior/Exterior Painting -CH North
Corporate Sign Improvements
Loan Total
University Dr. LED Street Light Pilot Program
Storm Water Assessment Study
Equity Solid Waste Fund
Hybrid Vehicle
Equity Solid Waste Fund Total
FY 2015
Budget
FY 2016
Proposed
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$64,500
$64,500
$365,000
$365,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$365,000
$365,000
75,000
0
425,000
0
0
15,000
5,000
12,000
611,500
150,000
0
50,000
40,000
0
0
0
0
0
0
0
0
0
0
0
30,000
0
85,000
0
0
0
0
0
0
355,000
0
0
155,000
0
0
0
0
0
0
0
0
0
0
0
0
170,000
0
0
28,900
0
0
0
0
0
353,900
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
100,000
25,000
235,000
28,000
30,000
0
0
0
9,000
15,000
25,000
25,000
100,000
0
0
0
29,250
0
59,500
65,000
54,000
56,000
4,500
30,000
890,250
150,000
25,000
190,000
37,000
30,000
0
0
0
9,500
0
25,000
0
0
0
0
0
195,000
0
47,600
0
0
0
0
0
709,100
204,480
25,000
250,000
37,000
30,000
0
0
0
10,000
0
25,000
0
0
0
0
0
0
0
0
0
0
0
0
0
581,480
604,480
75,000
880,000
142,000
90,000
0
0
0
28,500
15,000
75,000
25,000
100,000
0
0
200,000
224,250
85,000
136,000
65,000
54,000
56,000
4,500
30,000
2,889,730
8,500
20,000
70,000
98,500
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
36,000
0
36,000
71,500
0
71,500
200,000
27,000
227,000
200,000
0
200,000
0
0
0
0
0
0
0
0
0
471,500
27,000
498,500
0
0
9,000
9,000
0
0
0
0
0
0
0
0
0
0
9,000
9,000
$810,500
$800,500
$580,900
$200,000
$890,250
$709,100
$581,480
$3,762,230
0
0
0
0
75,000
4,500
0
0
0
0
0
Public Works Total
FY 2017
Plan
Equipment Services CIP by funding source
Funding Source
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
FY 2021
Total Cost
Project Name
Operating-Equipment Services Fund
Contingency for Equip Purchases
Vehicles and Equipment Replacement
Cab & Chassis Truck- transportation
Operating-Equipment Services Fund Total
Equity Financing Equipment Fund
Emergency Power and Fueling System
Westside Guard Dwelling
West Side Complex Construction
Replacement of Inground Vehicle Lifts
West Side Complex Master Plan
Generator Retrofits
Equity Financing Equipment Fund Total
Potential Loan
West Side Complex Construction
Budget
Proposed
Plan
Plan
Plan
Plan
Plan
FY 2016-2021
Total
152
$32,000
4,630,400
49,500
4,711,900
$35,000
3,373,550
0
3,408,550
$39,000
6,846,524
0
6,885,524
$44,000
3,640,892
0
3,684,892
$50,000
4,157,544
0
4,207,544
$53,000
3,662,814
0
3,715,814
$56,000
3,853,565
0
3,909,565
$277,000
25,534,889
0
25,811,889
0
15,000
200,000
32,000
0
50,000
297,000
0
0
0
32,000
0
0
32,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
32,000
0
0
0
0
1,325,000
1,325,000
3,000,000
3,000,000
4,800,000
4,800,000
730,000
730,000
0
0
9,855,000
9,855,000
$5,008,900
$3,440,550
$8,210,524
$6,684,892
$9,007,544
$4,445,814
$3,909,565
$35,698,889
4.c
Transportation CIP by funding source
Funding Source
Project Name
CDBG Grant
NW 39th Street- Existing Walkway Renovati
Existing Walkways Renovation
CDBG Grant Total
Loan
Alley Refurbishment Program
Bridge Repairs
Existing Walkways Renovation
Guardrail Maintenance and Repair
Master Parking Lot Refurbishing
Resurface & Restripe Parking Lots
Road Resurfacing Program
University Drive North Resurfacing
Bus Shelters Repairs & Replacement
Roadway Evaluation and Management soft
Westchester Elem & Royal Palm Blvd crossw
Wiles Road and 441 Entry Improvements
Coral Hills Drive Sidewalk and Drainage
New Sidewalk Construction
40th Street Sidewalk
Meadows and Dells Drainage Improvement
Loan Total
Bridge Repairs
Keep Coral Springs Beautiful- Re-engage fo
CFB Grant
Keep Coral Springs Beautiful- Re-engage fo
CFB Grant Total
Dept of Environ Protection Grant Total
TAP Grant
110th Ave Sidewalk
TAP Grant Total
Transportation Total
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
Total Cost
FY 2016-2021
$29,250
126,000
155,250
$0
0
0
$0
0
0
$0
0
0
$0
0
0
$700,000
0
0
$0
0
0
$700,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
110,000
0
0
0
850,000
0
0
0
0
0
0
0
0
0
960,000
0
0
485,000
0
0
0
251,000
250,000
0
0
0
200,000
0
0
0
0
1,186,000
0
0
150,000
0
0
0
0
0
0
0
0
0
0
0
0
0
150,000
210,000
10,000
300,000
65,000
50,000
200,000
800,000
0
25,000
0
20,000
0
350,000
90,000
150,000
300,000
2,570,000
170,000
10,000
300,000
65,000
50,000
115,000
800,000
350,000
25,000
100,000
100,000
0
350,000
475,000
0
425,000
3,335,000
300,000
10,000
480,000
65,000
50,000
120,000
800,000
0
25,000
0
0
0
100,000
35,033
0
225,000
2,210,033
680,000
30,000
1,825,000
195,000
150,000
435,000
3,501,000
600,000
75,000
100,000
120,000
200,000
800,000
600,033
150,000
950,000
10,411,033
10,000
30,000
11,827
51,827
0
0
10,000
10,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
10,000
10,000
22,077
22,077
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
130,000
130,000
0
0
0
0
0
0
0
0
0
0
130,000
130,000
0
0
0
0
1,000,000
1,000,000
0
0
0
0
0
700,000
0
0
1,000,000
1,000,000
$229,154
$1,100,000
$2,186,000
$150,000
$2,570,000
$4,035,000
$2,210,033
$11,551,033
153
4.c
Water and Sewer CIP by funding source
Funding Source
Project Name
Renewal and Replacement
Infiltration/Inflow Correction Program
Spare Pumps and Replacement Pumps
Water Meter Replacement Program
Lift Station Rehab Program
Galvanized Water Service Replacement Pro
Rehab of Well 11R and Replacement of 18,1
Emerg. Generator Storage & Maintenance B
New Transfer Pump Station at WTP
Rehabilitation of East Water Booster Station
Wireless Metering Reading System
Water Storage Tanks and Clearwell Cleaning
Upgrade Force Main for Lift Station 21-C
Additional Downtown Improvements
Renewal and Replacement Total
Revenue Bond
Lift Station Rehab Program
Galvanized Water Service Replacement Pro
New Lift Station Near Coral Springs Hospita
Rehabilitation of East Water Booster Station
Lift Station Scada Installation
West Booster Station
Contingency
Revenue Bond Total
Operating-W&S Fund
Broward County Water Conservation Prog
FF&E for WTP
Force Main Valve Repair/Repl. Program
Water Main Valve Repair/Repl. Program
Site Select./eval.—3 new Raw Water Supply
Overall WTP Site Master Plan & Stormwater
Painting WTP
Dead End Water Main Automatic Flushers
Water Distribution System Model
CMMS
Portable Emergency Generators for Lift Stat
Triennial Eng Report Water & Wastewater S
Dump Truck WTP
SUV (small)
Gator
Operating-W&S Fund Total
Total
154
FY 2015
Budget
FY 2016
Proposed
FY 2017
Plan
FY 2018
Plan
FY 2019
Plan
FY 2020
Plan
FY 2021
Plan
$1,000,000
90,000
56,000
1,400,000
0
0
0
0
1,928,000
0
$1,000,000
94,000
0
500,000
0
0
0
0
0
0
0
0
0
109,000
0
348,000
0
350,000
115,000
708,000
229,000
3,344,000
$1,000,000
99,000
61,000
0
850,000
160,000
0
0
0
0
704,000
966,000
0
0
120,000
0
$1,000,000
104,000
65,000
0
0
500,000
0
0
0
0
0
1,014,000
0
0
126,000
0
$1,000,000
109,000
68,000
0
402,000
500,000
0
261,000
0
0
0
1,065,000
292,000
0
133,000
0
$1,000,000
100,000
65,000
0
450,000
500,000
0
0
0
0
0
1,000,000
0
0
100,000
0
$1,000,000
100,000
58,000
1,400,000
450,000
500,000
0
0
0
0
0
1,000,000
0
0
100,000
0
3,960,000
2,809,000
3,830,000
3,215,000
4,608,000
$6,000,000
606,000
317,000
1,900,000
2,152,000
2,160,000
0
261,000
0
0
704,000
5,393,000
292,000
350,000
694,000
708,000
229,000
21,766,000
0
670,000
0
0
0
0
0
0
242,000
912,000
0
0
0
0
0
0
0
0
0
0
1,400,000
739,000
0
0
0
0
0
0
0
2,139,000
1,400,000
776,000
0
0
0
0
0
0
0
2,176,000
1,400,000
750,000
0
0
0
0
0
0
0
2,150,000
1,400,000
750,000
0
0
0
0
0
0
0
2,150,000
5,600,000
3,685,000
0
0
0
0
0
0
242,000
9,527,000
1,239,000
110,000
29,000
0
87,000
87,000
0
0
0
75,000
0
55,000
80,000
0
0
0
26,000
9,000
558,000
115,000
29,000
0
91,000
91,000
0
0
0
75,000
0
58,000
80,000
46,000
0
0
0
0
585,000
121,000
29,000
0
96,000
96,000
0
100,000
586,500
75,000
0
61,000
80,000
0
0
0
0
0
1,244,500
127,000
29,000
0
101,000
101,000
0
0
0
75,000
0
63,000
80,000
0
0
0
0
0
576,000
100,000
29,000
0
100,000
100,000
0
0
0
75,000
0
0
80,000
50,000
0
0
0
0
534,000
100,000
29,000
0
100,000
100,000
0
0
0
75,000
0
0
80,000
0
0
0
0
0
484,000
673,000
174,000
0
575,000
575,000
0
100,000
586,500
450,000
0
237,000
480,000
96,000
0
0
26,000
9,000
3,981,500
$9,457,000
$4,814,000
$4,545,000
$6,192,500
$6,582,000
$5,899,000
$7,242,000
$35,274,500
4,583,000
0
850,000
400,000
0
500,000
585,000
1,300,000
3,635,000
104,000
29,000
75,000
83,000
83,000
118,000
0
0
75,000
100,000
53,000
80,000
0
312,000
127,000
Total Cost
FY 2016-2021
4.c
Customer Requirements Analysis
Overview
In an effort to closely align the City’s scarce resources with the needs and expectations of our residents, we use a number of
“listening devices” to gather credible and useful data. This customer input is a critical piece of the Strategic Planning process. Our
business model demands that we know our customers’ needs and expectations. Through citizen and business surveys, SWOT
analyses, Slice of the Springs meetings and good, old-fashioned customer contact, we gain an understanding of our customers
views.
Residential Satisfaction Survey Results
Overview
ETC Institute administered surveys to residents in the City of Coral Springs during February and March of 2015. The purpose of the
surveys was to assess satisfaction with the quality of City services and to gather input about priorities for the community.
Methodology
A seven-page survey was mailed to a random
sample of households in the City of Coral Springs.
Approximately seven days after the surveys were
mailed, residents who received the survey were
contacted by phone. Those who indicated that they
had not returned the survey were given the option of
completing it by phone or over the Internet. A total of
1,265 completed surveys. The results for the random
sample of 1,265 households have a precision of
at least +/-2.7% at the 95% level of confidence.
There were no statistically significant differences in
the results of the survey based on the method of
administration (phone vs. mail).
Survey respondents by general location
In order to understand how well services are being
delivered in different areas of the City, ETC Institute
geocoded the home address of respondents to the
survey. The map to the right shows the physical
distribution of respondents to the resident survey
based on the location of their home. A minimum of
200 surveys were completed in each of six areas of the
City. The results for each area have a precision of at
least +/-6.9% at the 95% level of confidence.
Major Findings
The major City services that were rated best
included:
Source: ETC Institute 2015 Coral Springs Resident Satisfaction Survey
• fire services (100%)
• emergency medical services (99%)
• City parks and recreation programs (97%)
• City parks (97%)
• police services (96%)
Residents were least satisfied with Code Compliance Division (78%).
The major City services that residents thought should be emphasized most over the next two years were: (1) police services, (2)
maintaining the quality of neighborhoods in the City, and (3) Code Compliance Division
155
4.c
The public safety services that were rated best included:
• how quickly EMS personnel respond to emergencies (100%)
• how quickly fire personnel respond to emergencies (99%)
• how quickly police respond to emergencies (97%)
Residents were least satisfied with how often police officers patrol neighborhoods (77%).
The public safety services that residents thought were most important to emphasize over the next two years were:
(1) the City’s efforts to prevent crimes and (2) how often police patrol neighborhoods.
The areas of parks and recreation that were rated best included:
• the City’s aquatic/pool facilities (98%),
• the number of City parks (98%),
• the maintenance of city parks (98%)
The quality of recreation programs for seniors (88%) was the lowest rated service in this category.
The parks and recreation services that residents thought were most important to emphasize over the next two years were:
(1) the maintenance of City parks, (2) walking and biking paths in the City and (3) the appearance of parks and recreation
facilities.
The solid waste services that were rated best included:
• the City Waste Transfer Station (94%)
• curbside recycling services (93%)
Bulk trash pickup (88%) was the lowest rated service in this category.
The City communication services that were rated best included:
• the City’s website (97%)
• the Coral Springs News Magazine (97%)
City efforts to keep residents informed on local issues (91%) was the lowest rated item in this category.
The areas of infrastructure/maintenance that were rated best included:
• satisfaction with the condition of major City streets (94%)
• the condition/appearance of medians (92%)
• the condition of neighborhood streets (88%)
Residents were least satisfied with the adequacy of street lighting in neighborhoods (74%).
The areas of maintenance that residents thought were most important to emphasize over the next two years were:
(1) adequacy of City street lighting in neighborhoods, (2) the condition of major City streets and (3) litter collection on City streets.
156
4.c
How Coral Springs Compares to Other Communities
Overall Satisfaction. The City of Coral Springs is setting the standard with regard to the overall quality of City services.
Seventy-two percent (72%) of the residents surveyed in the City of Coral Springs were satisfied (ratings of 4 or 5 on a 5-point scale)
with the overall quality of City services compared to a national average of just 57% and a Florida average of 58%.
Satisfaction with Specific Areas. The City of Coral Springs rated at or above
the U.S. and Florida averages in 39 of the 43 areas that were assessed on the
survey. The individual areas where Coral Springs was setting the standard
for service delivery (rating 15% or more above the national average) among
other U.S. communities are listed below:
The City of Coral Springs rated at or
above the U.S. and Florida averages in
39 of the 43 areas that were assessed
on the survey
• Coral Springs aquatic/pool facilities (+29%)
• Condition of major City streets (+23%)
• How well the City is planning for the future (+21%)
• Condition of neighborhood streets (+19%)
• Bulk trash pick-up service (+18%)
• Public works (streets and drainage) (+17%)
• City efforts to inform about local issues (+17%)
• City communication with residents (+16%)
• Number of City parks (+16%)
• Outdoor athletic facilities/fields (+16%)
• Availability of information about recreation programs (+15%)
• Customer service provided by City employees (+15%)
• Availability of information about City services (+15%)
The individual areas where Coral Springs was setting the standard for
service delivery (rating 15% or more above the Florida average) among
other Florida communities are listed below:
• How well the City is planning for the future (+27%)
Coral Springs was setting the
standard for service delivery
(rating 15% or more above the
Florida average) among other
Florida communities
• Coral Springs aquatic/pool facilities (+26%)
• City communication with residents (+20%)
• Quality of recreation programs for youth (+19%)
• As a place to raise children (+18%)
• Bulk trash pick-up service (+16%)
• As a place to work (+16%)
• Outdoor athletic facilities/fields (+16%)
• City efforts to prevent crimes (+15%)
• Availability of information about City services (+15%)
• City efforts to inform about local issues (+15%)
157
4.c
Other Findings
• Eighty-three percent (83%) of residents reported they read the Coral Springs’ magazine “all the time” or “sometimes”; 15%
reported they read the magazine “seldom” or “never” and 2% did not know.
• Forty-five percent (45%) of those surveyed thought the taxes they pay to the City of Coral Springs are just right; 32% of the
residents thought the taxes they pay are too high, 1% thought taxes were too low, and the remaining 21% felt that while taxes
remain high, the city is providing a higher level of service than expected.
• The City services or facilities that were used most often were: the Coral Springs Center for Performing Arts (59%), City Hall in the
Mall (48%) and police services (45%).
• The top four reasons residents indicated they originally made the decision to move to Coral Springs were: the nice
neighborhoods (67%), housing (61%), the quality education system (59%) and the location (54%).
• Fifty-five percent (55%) of residents, who had an opinion, were “very satisfied” or “satisfied” with the overall effectiveness of the
City’s efforts to address public school issues; 29% were “neutral” and 16% were dissatisfied.
• Nearly half (47%) of residents felt they had a good understanding of the important issues facing the City of Coral Springs; 32%
did not; and 22% did not know.
• Sixty-two percent (62%) of residents think the City of Coral Springs is continually improving as a place to live; 21% disagreed; and
16% did not know.
Opportunities for Improvement
In order to help the City identify opportunities for improvement, ETC Institute conducted Importance-Satisfaction Priorities
Analysis. This analysis examined the importance that residents placed on each City service and the level of satisfaction with each
service. By identifying services of high importance and low satisfaction, the analysis identified which services will have the most
impact on overall satisfaction with City services over the next two years. If the City wants to improve its overall satisfaction rating,
the City should prioritize improvements in services with the highest Importance Satisfaction (I-S) ratings.
Based on the results of the Importance-Satisfaction (I-S) Priorities Analysis, ETC Institute recommends the following:
Overall Priorities for the City by Major Category. The first level
of analysis reviewed the importance of and satisfaction with major
categories of City services. This analysis was conducted to help
set the overall priorities for the City. Based on the results of this
analysis, the major services that are recommended as the top
two opportunities for improvement over the next two years in
order to raise the City’s overall satisfaction rating are listed below
in descending order of the Importance-Satisfaction rating:
The major services recommended as the
top two opportunities for improvement
over the next two years in order to raise the
City’s overall satisfaction rating are efforts to
maintain quality neighborhoods and the
Code Compliance Division
• Efforts to maintain quality neighborhoods
• Code Compliance Division
Priorities within Departments/Specific Areas. The second level
of analysis reviewed the importance of and satisfaction of services
within departments and specific service areas.This analysis was
conducted to help departmental managers set priorities for their
department. Based on the results of this analysis, the services
that are recommended as the top priorities within each
department over the next two years are listed below:
• Public Safety: frequency of police patrols in neighborhoods
and City efforts to prevent crimes
• Parks and Recreation: quality of recreation programs for
seniors
• Maintenance: adequacy of city street lighting in
neighborhoods
158
The departmental services recommended as
the top opportunities for improvement over
the next two years in order to raise the City’s
overall satisfaction rating are
frequency of police patrols in
neighborhoods and City efforts to
prevent crimes
quality of recreation programs for seniors
adequacy of city street lighting in
neighborhoods
4.c
Business Survey Summary
Business Survey: Bottom line up front
Overview
Businesses have a very positive perception of the
City
In an effort to closely align the City’s scarce resources with the
needs and expectations of our residents, we use a number
of “listening devices” to gather credible and useful data. This
customer input is a critical piece of the Strategic Planning
process. Our business model demands that we know our
customers’ needs and expectations. Through citizen and
business surveys, SWOC analyses, Slice of the Springs meetings
and good, old-fashioned customer contact, we gain an
understanding of our customers views.
Purpose and Methodology
Satisfaction improved in zoning and street
maintenance, but decreased slightly in other areas
The top two reasons businesses plan to stay in
Coral Springs are: (1) the City’s positive image and
(2) the City’s low crime rate
If the City wants to enhance overall satisfaction
among businesses with City services, the City
should emphasize improvements in (1) trash
collection services and (2) code compliance.
During the spring of 2014, ETC Institute administered a survey
to businesses in the City of Coral Springs. The purpose of the
survey was to gather feedback from Coral Springs business
owners and senior managers to identify ways to improve the quality of City services. The survey was administered by phone to a
random sample of 403 businesses in the City of Coral Springs. The overall results of the survey have a precision of at least +/-5.0%
at the 95% level of confidence.
Major Findings
Overall Satisfaction with City Services
94% of businesses were
satisfied with the quality
of City services
Forty-one percent (41%) of the businesses surveyed felt the quality of City services was
higher than their expectations; more than half (53%) of the businesses surveyed felt the
quality of City services was meeting their expectations and only 6% felt the quality of City
services was below their expectations.
Satisfaction with Specific City Services, Departments, or Programs
Seventy-six percent (76%) or more of the businesses surveyed were “satisfied” or “neutral” with all 16 of the City
services, departments or programs assessed on the survey.
The City services, departments, or programs that businesses were most satisfied with, based upon the combined percent of
businesses who were “very satisfied,” “satisfied” or “neutral” were:
• Emergency Paramedics (97%)
• Fire Inspection (97%)
• Streets Maintenance (96%)
• Police Department (96%)
• Water Billing (94%)
Satisfaction with City Customer Service
Most (94%) of the businesses surveyed rated the City’s customer service as “very good” or “good;” only 6% of businesses
rated the City’s customer service as “poor.”
159
4.c
Satisfaction with City Efforts to Improve Coral Springs
Businesses were asked how satisfied they were with the City’s efforts to improve various aspects of the Coral Springs. Items that
businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses were:
• Clean city streets and public areas (99%)
• Work on road conditions (95%)
• Support quality neighborhoods (95%)
• Support the availability of customer parking (91%)
• Events bringing residents from surrounding towns (91%)
Satisfaction with City Codes and Regulations
The City codes and regulations that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied”
or “neutral” responses, were:
• Paint color regulations (92%)
• Trash disposal regulations (91%)
• Requirements for proper business appearance maintenance (90%)
• Business parking regulations (90%)
Importance of City Services
The three City services, departments, or programs that businesses felt were most important to their organization were:
• Police Department (40%)
• Fire Inspection (32%)
• Trash Collection Service (29%)
Overall Perceptions of the City
Businesses were asked to indicate how satisfied they were with various items that may influence their perceptions of the City. The
items that businesses were most satisfied with, based upon a combination of “very satisfied,” “satisfied” or “neutral” responses,
were:
• Overall quality of life (97%)
• Overall image of the City (96%)
• Overall feeling of safety (96%)
Ratings of the Physical Appearance of the City
Eighty percent (80%) of the businesses surveyed rated the physical appearance of the area where their business is
located as “excellent” or “good;” 17% rated it as “average,” and only 3% rated it as “poor.”
160
4.c
Reasons for Moving to Coral Springs
Reasons Businesses Decide to Locate Here
When asked to indicated which issues they felt were
most important in their decision to locate their business
in Coral Springs, the items that businesses identified as
most important, based upon the combined percentage of
“extremely important,” “very important” and “important”
responses, were:
Low crime rate
Overall image of the City
Extremely
Important (5)
Telecommunications/utilities/other
infrastructure
Attitude of local government toward
business
• Low crime rate (91%)
Very Important
(4)
Access to Sawgrass Expressway
Important (3)
Level of taxation
• Telecommunications/utilities/other infrastructure (87%)
• Attitude of local government toward business (86%)
Quality of schools
Proximity of important businesses
0%
• Access to Sawgrass Expressway (85%)
20%
40%
60%
80% 100%
Reasons Business Will Stay in Coral Springs for the Next 10 Years
The top reasons businesses indicated that they would stay in Coral Springs for the next 10 years were:
• Low crime rate (32%)
• Access to Sawgrass Expressway (29%)
A “Business Friendly” Community
Likelihood of Recommending the City as a Business Location
Most (90%) of the businesses surveyed were “very likely,” “likely” or “somewhat likely” to recommend Coral Springs as a
business location to friends, family and coworkers; only 9% were “not likely” or “not likely at all” to recommend Coral Springs
as a business location and 1% did not know.
Ratings of the City’s Business Atmosphere Compared to Two Years Ago
Forty percent (40%) of the businesses surveyed felt the City’s business atmosphere was “better” compared to two years
ago; nearly half (46%) of the businesses surveyed felt the City’s
Overall Business Atmosphere Rating
business atmosphere was the same compared to two years
ago but felt it was “good,” 8% felt it was the same compared to
40%
two years ago but that it was “bad” and 6% felt it was “worse”
32%
Better
27%
compared to two years ago.
39%
60%
48%
When asked to rate the labor pool in Coral Springs, the
items that showed the highest positive ratings, based upon
a combined percentage of “excellent,” “good” or “average”
responses, were:
• Productivity of the workforce (94%)
46%
50%
No change, but good
Ratings of the Labor Pool in Coral Springs
No change, but poor
2012
2008
6%
12%
9%
10%
Worse
2007
86%
82%
87%
87%
Total: Better/No change, but good
• Attitude of employees (93%)
2014
9%
6%
4%
4%
0%
20%
40%
60%
80%
100%
• Stability of the City’s labor force (90%)
• Availability of labor (90%)
161
4.c
Communication
Best Ways for the City to Communicate with
Businesses
Use of the City’s Website
Fifty-six percent (56%) of the businesses surveyed indicated their
organization had not used the City’s website, 42% of businesses
had used the City’s website and 2% did not remember.
Satisfaction with Various Communication Services
The communication related services that businesses were most
satisfied with, based upon a combination of “very satisfied,”
“satisfied” or “neutral” responses, were:
Direct Mail
Emails
Newsletters
Brochures
City Webiste
Personal calls
Social Media
Business Forums
Workshops
e HelpDesk
City TV
• City’s website: www.CoralSprings.org (99%)
57%
51%
37%
20%
20%
20%
15%
Direct Mail and
Email are the
preferred methods
of communication
with the City
11%
10%
9%
7%
0%
20%
40%
60%
• www.businessENews.org (97%)
• www.csbizassist.org (96%)
• www.WorkCoralSprings.org (96%)
Best Ways to Communicate With Businesses
The top three ways that respondents felt it would best for the City to communicate with businesses were: direct mail (57%), emails
(51%), and newsletters (37%).
Overall Ratings of City Communication
Seventy-eight percent (78%) of the businesses surveyed rated the City’s communication with businesses owners and
managers as “very good” or “good;” 17% rated the City’s communication with business owners and managers as “poor” and 5%
rated it as “very poor.”
Conducting Business with the City Online
More than half (53%) of the businesses surveyed were interested in conducting business with the City online; 41% were
not interested and 6% were unsure. Of the businesses who were interested in conducting business with the City online, most (88%)
were interested in applying for City permits online and most (88%) were interested in paying City bills online.
Property Taxes
How Property Taxes Compare to Surrounding Communities
Thirty-seven percent (37%) of businesses felt the City’s property
taxes were “about the same” compared to surrounding
communities; 33% felt property taxes were higher compared to
surrounding communities, 4% felt they were lower and 26% did
not know.
Ratings of City Property Taxes Compared to Other
Communities
33%
29%
Higher
43%
39%
4%
6%
4%
6%
Lower
2014
2012
37%
45%
About the same
31%
26%
21%
Don't know/ Not sure
29%
25%
0%
162
10%
20%
30%
2008
2007
25%
40%
50%
4.c
Ratings of the Amount of Property Taxes
Ratings of City Property Taxes
Businesses were asked to indicate their agreement with
various statements regarding the amount of property taxes
they were paying in relation to the quality of City services
they were receiving. The results are provided below:
• 53% of the businesses surveyed felt property taxes were
just right for the amount and quality of City services they
were receiving.
• 24% of businesses felt property taxes were too high for the
quality of City services they were receiving.
• 22% of businesses felt property taxes were high but felt
the City was providing more services at a higher quality
than expected.
53%
57%
Property taxes are just right
for the amount and quality of City
services received
41%
42%
22%
19%
20%
Property taxes are high
but, the City's is providing more services
at a higher quality than expected
2014
31%
2012
2008
24%
24%
Property taxes are too high
for the quality of services received
2007
38%
26%
Property taxes are low
for the amount and quality of City
services received
1%
0%
1%
1%
0%
20%
40%
60%
80%
100%
• 1% of businesses felt property taxes were too low for the
amount and quality of City services they were receiving.
Other Findings
The City services, departments or programs that businesses used most often were:
• Fire Inspection (81%), Street Maintenance (73%) and Street Drainage (72%). The City services, departments or programs that
used least often were: the Planning (11%), Building Division Call Center (12%), Zoning (12%) and Community Development (12%).
Three-fourths (75%) of businesses indicated that they had not taken advantage of the new sign regulations; 13% had taken
advantage of the new regulations and 12% did not know.
Sixty-five percent (65%) of the businesses surveyed reported that they would know who to call or where to go if they had a
complaint or comment about City services, 34% did not and 1% were unsure.
Businesses generally felt that City events had a positive impact on the City.
• When asked to rate the impact of various events on the City, eighty-nine percent (89%) of businesses felt the Festival of the Arts
had a positive impact on the City, 87% felt the Holiday Parade had a positive impact on the City, 86% felt the Our Town event
had a positive impact on the City, 85% felt the Green Market had a positive impact on the City and 78% felt the Kruel Classic had
a positive impact on the City.
Three-fourths (75%) of the businesses surveyed indicated they would support a City ordinance that requires businesses
in Coral Springs to participate in a recycling program; 18% were not supportive and 7% were not sure.
Nearly all (96%) of the businesses surveyed did not feel that they had workforce training needs that were not being met; only 1%
did have workforce training needs that were not being met and 3% were not sure.
163
4.c
SWOC: Strengths, Weaknesses, Opportunities, and Challenges
The Challenges category was previously titled Threats. During February and March 2015, 120 participants (79 volunteers—the
majority serving on advisory boards and committees, 39 employees, and two “other”respondents) completed the SWOC exercise.
Prior SWOT exercises included 190 participants in 2013, 130 participants in 2011, 138 participants in 2009, and 56 respondents in
2006. Each respondent was asked to rank five strengths, five weaknesses, five opportunities, and five threats to the community.
The list of options came from prior SWOT exercises, the most recent Visioning event, the Urban Land Institute report, the Economic
Development Strategic Plan, and the branding research. Below is a summary of the top ranked issues for each category. The chart
below shows which items volunteers and employees ranked the same and which they did not.
SWOC Rankings
STRENGTHS
WEAKNESSES
Volunteers
Response
Employees
1
Good schools
1
2
Safe community (low crime rate)
2
3
Well-run City government
4
4
Parks and recreation facilities/programs
6
5
Quality of life
3
6
Family oriented
5
7
Accessible (close to major highways and airports)
11
Volunteers
1
2
3
4
5
6
7
Response
Lack of Downtown
Declining aesthetics
Aging infrastructure
Lack of high paying jobs
Outdated City facilities
Traffic congestion
Not pedestrian friendly
Employees
1
7
2
6
3
8
5
Volunteers
1
2
3
4
5
6
7
Volunteers
1
2
3
4
5
6
7
Response
Economic downturn
Reputation difficult to do business
Negligent landlords
Crime
State and Federal mandates without funding
Traffic on major roads
Natural disaster
Employees
1
5
3
2
4
7
6
Response
New City Hall
Economic development
Business development
Redevelopment
Nightlife
Higher education
New revenue sources
Employees
4
1
5
2
8
10
6
CHALLENGES
OPPORTUNITIES
Best practice research suggests using the findings in the following way:
Challenges/Threats
(be responsive)
Opportuni es
(take advantage)
Strengths
(leverage strengths)
Use strengths to reduce or block
threats
Exploit opportuni es by using
strengths
Weaknesses
(manage weaknesses)
Eliminate weaknesses to reduce
impact of threats
Exploit opportuni es to support
reduc on of weaknesses
Example “exploit opportunities by using strengths”:
Strengths
(leverage strengths)
Opportuni es
(take advantage)
Good schools,
Safe community,
Well-run City government,
Quality of life,
Parks & Rec facili es/programs
Economic Development,
Redevelopment,
Business development...
164
How would you
recommend applying
these findings to the City’s
future strategic priorities?
4.c
Ranking of first choices by all respondents
Below is a comparison chart of the first choices selected by all respondents. Highlighted in blue are the top choices in 2015 and
2013.
2015 STRENGTHS
2013 STRENGTHS
2015 WEAKNESSES
2013 WEAKNESSES
1
Safe community
1 Safe community
1
Lack of Downtown
1 Lack of Downtown
2
Good schools
2 Fiscally responsible
2
Lack of high paying jobs
2 Crime/perception of
crime
3
Quality of life
3 Good schools
3
Declining aesthetics
3 Vacant storefronts
4
Family oriented
4 Quality of life
4
Outdated City facilities
4 Outdated City facilities
5
Well-run City government
5 Well-run City government
5
Traffic congestion
5 Declining aesthetics
2015 OPPORTUNITIES
2013 OPPORTUNITIES
2015 CHALLENGES
2013 THREATS
1
New City Hall
1 Nightlife
1
Crime
1 Crime
2
Economic development
2 Business development
2
Economic downturn
2 Economic downturn
3
Business development
3 Redevelopment
3
Unfunded State and
Federal mandates
3 Reputation difficult to do
business
4
Redevelopment
4 New revenue sources
4
Negligent landlords
4 Negligent landlords
5
Corporate Park
5 Economic development
5
Reputation difficult to do 5 Natural disaster
business
165
4.c
Neighborhood Meetings
The City completed its twentieth year of the “Slice of the Springs” Town Hall Meetings during Fiscal Year 2015. City staff from
various departments presented on a number of important topics including: General Obligation Bond Projects, Downtown
development, Municipal Complex status and crime statistics among other topics.
Attendance continues to decline as residents have more opportunities to interact with staff, both in person and via the Help Desk
portal. These three Slice meetings yielded an attendance of 130, compared to a high of 486 in Fiscal Year 2003. However 100%
of the residents that do attend rate the meeting as productive and would recommend it to a neighbor. In addition, 22% of the
attendees attended meetings for the first time so City staff was able to educate citizens on how the City operates.
Residents expressed their appreciation to City staff for maintaining high quality of life in the city, while also expressing their
specific concerns, some of which mirror previous years’ comments.
The top five issues raised by Slice attendees are:
• Speeding, high traffic volume
• Poor street lightning in certain areas
• New housing units development and its effect on school enrollment
• Code compliance issues
Residents expressed their appreciation
to City staff for maintaining high
quality of life in the city, while also
expressing their specific concerns
• Street maintenance
Slice meetings continue to provide an opportunity for residents to interact directly with City staff from multiple departments, to
raise their concerns and suggest programs and activities for their neighborhoods. A follow up letter was sent to the attendees
covering outstanding issues from the meetings and also to acknowledge how important is for City staff to address all concerns/
complaints voiced by the residents during the sessions.
The Slice meetings are taped and replayed on City TV 25, 25.2 or 725 on Advanced Cable Communications, via Channel 99 on AT&T
U-Verse or can be streamed on-line from CoralSprings.org/live.
Workforce Analysis
Overall employee satisfaction remains high
at 93% —57% of which selected the top box
score “strongly agree”
Employee Survey Results
The latest organization survey was conducted during December
2014. Participation in the survey was open to all full-time and
part-time employees. For purposes of this analysis, full-time and part-time results were combined for all questions. A total of 551
(481 full-time, 51 part-time, and 19 did not specify) employees completed surveys in 2014. This was one of the largest response
rates since the City began administering employee satisfaction/engagement surveys. Overall employee satisfaction remains high
at 93% (57% of which selected the top box score “strongly agree”), consistent with surveys conducted during the last several years.
The average score for each category from the most recent survey are noted below:
• Strategic Direction 94%
• Equipment and Resources 91%
• Leadership and Managerial Effectiveness 89%
• Work Environment 88%
• Empowerment 87%
• Communication 87%
• Professional Development 89%
• Employee Recognition 78%
166
4.c
Since the onset of the 2012 survey, the City has continued to monitor an internal employee engagement index. The engagement
index includes questions from five different categories and provides a comprehensive view of subjects that are tied to employee
engagement levels. The combined overall engagement rating remains at 87%, this correlates with the City’s consistently high
employee satisfaction levels.
The average scores for the categories within the engagement index are noted below:
• Work Environment 82%
• Empowerment 84%
• Leadership and Managerial Effectiveness 95%
• Professional Development 91%
• Employee Recognition 83%
Data Segmentation
The survey results were segmented and reviewed for variations based on tenure, position level, work environment and
employment status. No significant deviations were identified.
Conclusions/Actions
Citywide survey results are communicated internally following a preview with the City Manager and senior management team.
Meetings are facilitated annually by Human Resource Partners through each Department Director to share feedback from the
current year and review survey trend data. Based on departmental feedback, Human Resources will facilitate employee focus
groups as needed for employees to provide more in-depth feedback and opportunities for improvement.
Human Resources
A combined survey for all support service functions including Financial Services, Risk Management, Human Resources and
Information Services was administered in July 2014. The human resources quality rating of 98% (45% of which selected the top
box score “strongly agree”), continues to be a positive indicator of overall performance. Ninety three percent of employees were
satisfied with the City’s benefits package, which is higher than similar feedback received 2013.
Three other key department measures showed slight variability, but still remained high:
• Liaison Services 96% (top box strongly agree of 45%)
• Wellness Satisfaction 92% (top box strongly agree of 37%)
• Training Applicability 94 % (top box strongly agree of 30%)
Future Staffing Needs
Human Resources initiates workforce planning discussions prior to the annual budget process to proactively request data that will
help project turnover from anticipated retirements among the police, fire and other City departments. Recruitment is ongoing
for Law Enforcement Officers and Law Enforcement Trainees. Turnover not attributed to retirement continues to remain low and
all vacancies continue to be re-evaluated prior to initiating recruitment processes. The City continues to carefully manage attrition
levels and looks for new ways to re-organize employee groups more effectively to support operational demands.
167
168
Police
Public Works
Fire/EMS , Communications
and Marketing
4 CSI Building Renovation
5 Safety Town
6 University Drive LED Street Light Pilot
7 Drowning Prevention (ongoing)
8
Police
Police
3 Additional Patrol Officers
Public Safety Dispatch Equipment
Upgrade (ongoing)
Public Safety Technology Upgrade
9
(ongoing)
Fire/EMS
Fire/EMS
Department(s)
2 Fire Stations 43 and 95
1 Community Paramedicine
Initiative
#
Status
In Progress
Q3: The cutover occurred and the system has been implemented. The radios will require one final
In Progress
reprogramming to remove the old radio system zones. The project will then be complete.
Q3: Project planning underway. Site visits to regional cities completed and requirements documents submitted
In Progress
to divisions within PD. Budget review for FY 2016 has started.
This is an ongoing initiative with daily public education programs.
Q3: 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 In Progress
and construction. The site surveys are currently in progress.
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
In Progress
expected to graduate in November 2015. We are still accepting applications and conducting interviews to fill
the remaining 6 openings.
Q3: The design plans are being finalized. The City of Coral Springs Construction Project Manager, Ron Stein,
In Progress
has been working with general contractors to submit bids on the project.
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
In Progress
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.
Q3: 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
In Progress
permanent installation.
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.
In Progress
- 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
10%
90%
65%
50%
25%
10%
35%
20%
80%
% Complete
4.c
11 Teen Political Forum (ongoing)
10 Multi-cultural Events (ongoing)
Human Resources
Human Resources
The 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
Complete
Restrictions. We estimate that about 1,500 students participated at the event.
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.
In Progress
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.
100%
80%
4.c
169
170
Office
16 Business Tax Amnesty
17 Realtors’ Summit
18 Municipal Complex (ongoing)
19 Traffic Management (ongoing)
20 Downtown Redevelopment (ongoing)
Public Works
14 Center for the Arts Improvements
Fire/EMS
13 Economic Development Office
15 Enhance Fire Inspection Services
Department(s)
12 40-Year-Old Building Inspections
Initiative
#
Status
Q3: The ArtWalk culvert has been completed. The streetscape component is in construction.
In Progress
75%
75%
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
In Progress
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.
100%
50%
90%
75%
100%
100%
Complete
In Progress
In Progress
In Progress
Complete
60%
% Complete
In Progress
Q2: Chief Economic Development Officer and Economic Development Assistant have both been hired.
Q3: 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.
Q3: 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.
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.
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.
Q3: Design Development is complete for the City Hall building. The City Commission has approved
construction of a larger garage and it is being designed.
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 In Progress
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.
4.c
Electronic Permitting Feasibility Study
(ongoing)
29 Downtown Pathway (ongoing)
27
50%
Complete
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,
In Progress
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.
100%
Complete
100%
75%
Race was very successful. There were 553 registrants for the Half Marathon and 865 for the 5K Race. Numbers
are up slightly from last year.
26 Aquatic Center 50 Meter Pool Design
85%
50%
100%
60%
% Complete
Q3: Both the Kiwanis Park and Lakeview Park playgrounds are installed and open for use.
Communications and
Marketing
25 New Resident Outreach
Q3: The project is ready for award and should be completed by end of fiscal year. We are using Musco lighting
In Progress
for the project.
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
In Progress
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.
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 In Progress
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.
Complete
In Progress
Q3: 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.
Q2: Roof replacement activities were completed on schedule and within budget.
Status
75%
24 Tennis Center Lighting Improvements
Playground Equipment Replacement
(ongoing)
Half-marathon and 5K Run/Walk
28
(ongoing)
Public Works
23 Mullins Gym Roof Replacement
Department(s)
Public Works
Initiative
22 NW 40th Street Bike Path Renovation
#
21
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
In Progress
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.
4.c
171
172
Public Works
35 Aquatic Complex Entrance (ongoing)
36 Re-Engage for Good (ongoing)
37 CDBG Action Plan (ongoing)
34
Community Beautification Award
(ongoing)
32 Code Lien Amnesty Program
Police
31 Humane Unit Building Design
Neighborhood Partnership Grants
33
(ongoing)
Department(s)
30 Art Walk
Initiative
#
Status
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).
In Progress
Q2: One Block Party (Ramblewood) and four NPP Matching Grants approved (Cypress Creek, Palm Springs
Village, Lake Forest and Palms Villas).
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 a
Complete
yard 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.
Q3: Everything is completed, except for the installation of the sign. The sign is ordered and should be installed
In Progress
by the second week of July if not sooner.
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
In Progress
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.
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
In Progress
- Forest Hills Blvd Pedestrian Lighting Design
- Senior Activities
- Youth Scholarships and
- Home Repair
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 In Progress
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.
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.
In Progress
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.
Q3: Architect, Saltz Michelson, was selected and plans are in. Ron Stein will be meeting with the architect,
In Progress
structural engineer and mechanical engineer going forward.
50%
75%
95%
100%
60%
50%
10%
74%
% Complete
4.c
(ongoing)
39 Atlantic Boulevard Entryway (ongoing)
38
Development Services,
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
In Progress
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.
Q3: P.O. has been issued to the contractor to begin installing the updated median sign. Anticipate completion
In Progress
in July.
50%
50%
4.c
173
174
48 Stormwater Utility Fee Study (ongoing)
Public Works
46 Enterprise Software (ongoing)
Electronic Data Back-up and Storage
(ongoing)
Fire/EMS
45 Statistical Analysis for Fire/EMS
47
Human Resources
44 Compensation Study
Human Resources
43 Realign Volunteer Services
0%
100%
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.
Complete
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.
Not Started
65%
Q3: Phase II of the Stormwater Utility Fee has been sus[ended until furtther notice.
100%
Complete
50%
100%
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
In Progress
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.
Data Analyst hired on 01/06/2015
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
In Progress
data. Benchmark targets list developed regarding market survey; pay and benefits survey has been distributed.
Q2: An agreement has been signed with Evergreen Consultants.
Complete
In Progress
70%
42 Network Support
Q3: 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.
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.
75%
The 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.
41 Misdemeanor Diversion
In Progress
100%
Budget, Strategy, and
Communication
40 Communications Survey
% Complete
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
Complete
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.
Status
Initiative
Department(s)
#
4.c

City Commission - Coral Springs, FL

Transcription

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