2003 Strategic Plan

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2003 Strategic Plan Powered By Docstoc
					The City of Coral Springs

Fiscal Years 2003 & 2004
                       A Great Place to Live, Work, and Raise a Family
                                      Celebrating 40 Years 1963-2003

City Commission                                          Don Haupt, Fire Chief
John Sommerer, Mayor                                     Susan Hess, Director of Community Development
Alan Polin, Vice Mayor                                   Mike McGoun, Director of Aquatic Services
Maureen Berk, Commissioner                               Tom Messenheimer, Executive Director of Sportsplex
Scott Brook, Commissioner                                Peter Richardson, City Clerk
Rhonda Calhoun, Commissioner                             David Russek, Director of Financial Services

Senior Management Team                                   Strategic Planning Team
Michael S. Levinson, City Manager                        Kevin Knutson, Budget & Strategic Planning Manager
Ellen Liston, Assistant City Manager                     Chris Heflin, Organizational Development Coordinator
Erdal Dönmez, Assistant City Manager                     Nancy Morando, Senior Budget Analyst
Roy Arigo, Chief of Police                               Rita Radziwon, Senior Budget Analyst
Jim Cerny, Director of Information Services
Sheri Chadwick, Director of Communications & Marketing
Rick Engle, Director of Parks & Recreation                                       Adopted
Rich Michaud, Director of Public Works
Sam Goren, City Attorney                                                September 18, 2002
Susan Grant, Director of Human Resources

    City of Coral Springs, Florida
Table of Contents

Introduction ................................................................................................ 5
Mission Statement ....................................................................................... 6

Core Values ................................................................................................. 7

Strategic Priorities
        Customer-Involved Government ..................................................... 8
        Neighborhood and Environmental Vitality ..................................... 9
        Financial Health and Economic Development ............................. 10
        Youth, Family and Community Values ........................................... 11
        Excellence in Education ............................................................... 12
        Respect for Religious and Ethnic Diversity .................................... 13

Situational Analysis
        Financial Health ............................................................................. 14
        Environmental Scan ....................................................................... 19
        Customer Requirements Analysis .................................................. 27
        Performance Analysis .................................................................... 29

                                       Fiscal Years 2003 & 2004 Strategic Plan

    City of Coral Springs, Florida

Overview                                          purposefully designed to meet the strategic
                                                  needs of the City.                                 5
The City of Coral Springs Strategic Planning
process is the cornerstone of our service and     How this Document is
operations delivery.                              Organized
We believe that before we can allocate our        The first three major sections set out the
available resources, we must first understand     mission, core values, and strategic priorities
the needs and desires of the residents of         that the Commission has set for the next two
Coral Springs and the environmental factors       fiscal years, 2003 and 2004. Each priority is
that will effect us in the future.                defined and a short discussion is provided
By looking ahead and asking our customers         to further explain what the City can do in
what they need, we establish a vision for         each area. The KIOs are listed at the bottom
what level of service we will provide, along      of each page, with a two-year goal identified
with an understanding of what resources will      for each.
be necessary to provide them.                     There are two types of KIOs—those that are
                                                  measured annually and those that are
Our Strategic Planning                            reported cumulatively. The goals for the
Process                                           annual measures are what we expect the
                                                  actuals to be at the end of the two-year
Our strategic planning supports our               period.
business plan, operational budget, and
capital improvement program by tightly            Following the priorities is the elements of the
linking programs to Key Intended Outcomes.        situational analysis that was provided to the
The Strategic Plan is on a two year cycle, so     Commission prior to the May 31-April 1, 2001
in January of even-numbered years we begin        Strategic Planning Workshop where the
by conducting research for the situational        current priorities were set. It consists of data
analysis.                                         accrued from many internal and external
                                                  sources, organized into four sections:
The process begins with revisiting our            Financial Health, Environmental Scan,
mission and values, making changes as             Customer Requirements Analysis, and
necessary and reaffirming our shared vision.      Performance Analysis.
We then determine what the strategic
priorities should be in achieving our mission.    Acknowledgements
To let us know if we’re on track in               This document could not have been
addressing the priorities, we develop Key         developed without the time and commitment
Intended Outcomes (KIOs) for each priority.       of many talented staff members.
At this point in the process, we publish the      Significant contributions were made by:
draft Strategic Plan, which City Staff uses to
align their efforts for the upcoming fiscal         Senior Management Team
years. Business Plan Initiatives are identified     Community Development
that support meeting the KIOs and                   Human Resources
performance measures are chosen that reflect        Financial Research & Analysis
progress toward achieving them.                     Management & Budget Office
Only then do we begin to allocate the
available resources. In this way we assure
that the efforts we engage in our

                                                          Fiscal Years 2003 & 2004 Strategic Plan
                    Mission Statement

6                    We want to be the premier city in
                     Florida in which to live, work, and
                     raise a family.

    City of Coral Springs, Florida
Core Values

Customer Focus                                  Leadership
  Demonstrate a passion for customer              Establish an inspiring vision that creates
  service.                                        a government that works better and
                                                  costs less.
  Care about employees, so they will be
  more likely to care about customers.            Create an atmosphere of innovation,
                                                  risk-taking, and tolerence for mistakes.
  Measure organizational and employee
  success based on customer satisfaction.         Recognize failure as the price paid for
  Solicit and listen intently to customer
  requirements and expectations.                  Lead by example, by involvement, and
                                                  demonstrate commitment to quality,
  Maximize the positive impact of                 service and customers—“walk the talk.”
  customers’ first impression and
  “moments of truth.”                             Create a system of guidelines, not rules.

  Collect customer feedback continuously          Remove “red tape” to achieve the
  and use it to improve quality.                  organization’s mission.

  Achieve customer satisfaction by                Practice a “can do” attitude.
  assessing the specific needs and                Solicit and listen intently to employees’
  expectations of each individual                 requirements and expectations.
                                                  Recognize and reward quality and
                                                  customer service initiatives.
Empowered                                         Recognize change is a given, not
Employees                                         government as usual.

  Empower the people closest to the
  customer, working individually or in
  teams, to continuously improve the            Continuous
  organization’s quality and services.          Improvement
  Commit the entire organization to
  achieving total customer satisfaction.          Commit “every day, in every way, to
                                                  getting better and better.”
  Empower people to make decisions
  based on their experience, skill, training      Plan for quality.
  and capability, rather than their position.     Make quality a never-ending effort.
  Share decision-making and allow people          Have customers define quality.
  to take authority and responsibility for
  the organization’s mission.                     Let customer feedback drive quality
  Encourage use of individual judgement
  to do what needs to be done.                    Focus on process improvements to
                                                  increase quality.
  Empower employees to contribute to
  customer satisfaction regardless of             Create a culture in which the right things
  organizational level.                           are done the first time and every time.

                                                     Fiscal Years 2003 & 2004 Strategic Plan
                    Provide an ongoing, organization-               We’ve also come to recognize that our
8                   wide effort to transform the City into          customer’s voice must inform every element
                                                                    of our service design and delivery processes
                    a highly performing municipal                   and must therefore be our partner every step
                    corporation that involves residents in          of the way. That’s one reason why we’ve
                    City government to help in                      changed “Customer-Focused Government”
                    understanding and responding to                 to “Customer-Involved Government.”
                    customer needs by delivering                    It also signifies our wish to help create an
                    public services better, faster, less            active and informed citizenry who help shape
                    expensively, and when customers                 the entire community for the better.
                    need them.                                      We also understand that our customers
                                                                    needs are often outside our immediate
                                                                    control, which is why we strive for
                    This priority is at the heart of our mission.   intergovernmental influence and
                    We know that in order for the organization to   effectiveness.
                    be effective we have to first understand our
                    customers’ needs before we can provide          As part of our eight-year-old quality
                    appropriate services.                           program, we are continuing to share what
                                                                    we’ve learned with other organizations in
                    Our vision of being a “highly performing        government, education and the private
                    municipal corporation” relies on keeping an     sector.
                    almost obsessive customer focus,
                    continuously monitoring customer                Lastly, an ongoing commitment to review
                    satisfaction, and setting best-in-class         and assess our current programs and
                    performance levels.                             services against Baldrige criteria ensures
                                                                    that they will continue to evolve along with
                                                                    our customers’ steadily increasing

                                            Key Intended Outcomes
                                             Measure                                              Type     Goal

                                             Overall quality rating for City services/programs annual      91%
                                             Overall satisfaction rating of City Employees     annual      92%
                                             Percent of plan reviews completed within 15 days annual       90%
                                             City crime rate                                   annual      3091
                                             Qualty rating for City employees customer service annual      92%
                                             Percent of voter turnout                          annual      12%

    City of Coral Springs, Florida
Neighborhood &
Environmental Vitality
Work in partnership with                    As the City continues to mature, two major
neighborhood groups and                     impacts will require close attention—the          9
                                            aging of our neighborhoods and commercial
homeowner associations to                   areas.
proactively prevent neighborhood
decline, protect property values,           Population growth brings with it a myriad of
                                            potential repercussions, such as increased
build civic pride, and promote              traffic, expanded code enforcement
environmental awareness through             requirements, and additional demand for City
joint beautification projects,              services.
enforcing property maintenance              Many of the public land areas will require
requirements, responding promptly           revitalization that can be accomplished
to specific neighborhood concerns,          through ongoing City programs,
and planning for the conservation of        neighborhood partnerships, federal grants,
our local environment.                      and economic development activities.
                                            We also believe that our quality of life is
                                            directly impacted by the quality of our
                                            environment. We recognize the importance
                                            of water quality and availability, air quality,
                                            wetlands preservation, and the protection of
                                            native plant species.
                                            By making the vitality of our neighborhoods
                                            and natural resources a priority, we accept
                                            stewardship of them and continuously plan
                                            for their preservation.

Key Intended Outcomes
Measure                                          Type      Goal

Number of formal and informal neighborhood
partnerships each year                      cumulative        30
Number of cooperative projects and the
number of different partners (public,
private and intra-city depts.) focused on
enhancing the environment                   cumulative       6/4
Percent of attendees who find “Slice of the
Springs” meetings productive                   annual       92%
Number of pounds of recycled material
collected per resident each year            cumulative      104
Compliance with drinking water tests           annual     100%
Code cases cleared on first re-inspection      annual      75%

                                                    Fiscal Years 2003 & 2004 Strategic Plan
                     Financial Health &
10                   Development
                     Maintain both quality service levels        As we enter this period of stabilization of the
                     and a strong financial position by          population and tax base, we have begun to
                                                                 face a host of new challenges and
                     proactively working to better               opportunities, including the ever-present
                     balance the residential and                 threat of an economic downturn.
                     commercial/industrial components
                                                                 Some of the ways we have been preparing
                     of the City’s tax base, increasing the      for these changes have been through long-
                     value of City services and proactively      term financial planning, fixed asset
                     diversifying the City’s revenue base.       replacement financing, responsive pricing
                                                                 strategies, sound investment planning,
                                                                 focused hiring and retention efforts, and a
                                                                 commitment to performance measurement
                                                                 and process improvement.

                                         Key Intended Outcomes
                                          Measure                                              Type      Goal

                                          Rate of return for development incentives           annual       $50
                                          Residents value rating                              annual     77%
                                          Non-residential value as a percent of total value   annual    18.5%
                                          General Fund debt carrying costs as a % of total    annual    12.5%
                                          Maintain City bond ratings                          annual    AAA

     City of Coral Springs, Florida
Family, Youth &
Community Values
                                             There are many issues facing the youth and
Continue the City’s commitment to
empower and aid families through
                                             families of our community where they are in       11
                                             need of assistance and support.
programs and services that provide
support in the profusion of issues           The City will do what it can to advance
                                             activities that promote healthy families,
facing today’s families and assist in        provide leadership opportunities for youth,
creating shared values and vision for        enrich inter-generational communication, and
our community.                               encourage residents to take an active role in
                                             the life of the community.
                                             Programs that help prevent juvenile
                                             delinquency will remain high on our list,
                                             particularly those which target middle
                                             school-aged youth and children who have
                                             been identified as “at-risk.”
                                             By creating a shared vision for our
                                             community and reaching out a hand to those
                                             in need, we will make great strides toward
                                             accomplishing our mission.

Key Intended Outcomes
Measure                                           Type     Goal

Percent of repeat domestic disturbance calls    annual    (10%)
Number of volunteer hours                    cumulative   25,000
Number of teen volunteer hours               cumulative    8,000
Number of Middle School After-School
Programs offered                             cumulative        9

                                                     Fiscal Years 2003 & 2004 Strategic Plan
                     Excellence in
                                                               Excellence in Education is a priority for us
12                   Develop an effective, multifaceted
                     partnership between the City, the
                                                               because we understand the importance of
                                                               giving our children and workers every
                     Broward County School Board, and          opportunity to compete and excel in the
                     individual public and private             global marketplace. By seeking ways to
                     schools located in Coral Springs that     enhance the classroom experience and
                     will result in the creation of            expand the educational opportunities
                                                               available, we hope to both improve student
                     additional school facilities to           achievement and the quality of our
                     address overcrowding, enhance the         workforce.
                     quality of public education and
                                                               We will seek opportuntities to add value to
                     expand the educational                    existing resources as well as leverage the
                     opportunities available through both      programs and facilities of the School Board
                     public and private schools.               and private schools operating in the City.
                                                               We will continue to find ways to enhance
                                                               our partnership with the Broward County
                                                               School Board to reduce school
                                                               Our Charter School, in addition to providing
                                                               1,600 new student stations, will use
                                                               innovative and effective education methods
                                                               and tools.

                                        Key Intended Outcomes
                                         Measure                                             Type     Goal

                                         Student attrition at Coral Springs Charter School annual     20%
                                         Number of student stations added               cumulative   2,682
                                         Partnerships with institutes of higher education annual         1
                                         Percent of school overcrowding in public schools annual     117%

     City of Coral Springs, Florida
Respect for Ethnic &
Religious Diversity
Recognize the growing diversity of           Of the priorities that support our mission,
the City’s population by providing           respect for religious and ethnic diversity        13
                                             helps provide a foundation for the success
City services that respond to various        of many of the other priorities. Our
ethnic, demographic and cultural             customers have diverse backgrounds and
needs; and look for opportunities to         life experiences, therefore our services must
showcase diversity within the                be accessible to a wide variety of people.
community and the City’s response            It is vitally important that any community as
to these needs.                              diverse as ours values inclusiveness and
                                             tolerance of ideas and viewpoints.
                                             We can accomplish this to some degree by
                                             creating opportunities to understand and
                                             enjoy the rich variety of the City’s ethnic and
                                             religious groups and by promoting open
                                             communication among cultures.

Key Intended Outcomes
Measure                                            Type     Goal

Citizen support of efforts to increase tolerance  annual    92%
Minority residents who feel that the City is a
great place to live                               annual    83%
Percentage of minority applicants per recruitment annual    30%

                                                     Fiscal Years 2003 & 2004 Strategic Plan
                                                 Financial Health

                                                 Overall Financial Health                                                                           The trough of the business cycle was
14                                                                                                                                                  shallower than expected. We remain on track
                                                 The first two quarters of Fiscal Year 2002                                                         to end the fiscal year on budget across all
                                                 have been the most challenging business                                                            funds. Staff has done an admirable job of
                                                 quarters we have faced since the inception                                                         controlling expenditures. Demand-driven
                                                 of our strategic planning process back in                                                          revenues should meet or slightly exceed our
                                                 1994. We have entered the uncharted waters                                                         revised forecasts (contained in the Fiscal
                                                 of “life beyond residential build-out,” only to                                                    Year 2002 budget). Leading indicators
                                                 find ourselves in the trough of the business                                                       suggest that the national and local
                                                 cycle and situationally challenged by the                                                          economies have seen the worst of this mild
                                                 events of September 11th.                                                                          recession. The situational challenges of
                                                                                                                                                    September 11th have been effectively dealt
                                                 We have prepared effectively for residential                                                       with through the temporary reallocation of
                                                 build-out and the precipitous drop in                                                              existing resources. Our service delivery
                                                 building permit revenues—more than 50%—                                                            systems have been restored to fully support
                                                 through strict adherence to our financial                                                          our Business Plan, with the exception of the
                                                 strategies, productivity gains resulting from                                                      seven Law Enforcement Officers redeployed
                                                 the entrepreneurship of our employees,                                                             permanently into the elementary schools.
                                                 technology improvements, and                                                                       The financial impacts of this new initiative
                                                 modernization of our tools of production.                                                          have been mostly covered by the
                                                 Better alignment of our scarce resources with                                                      reallocation of dollars, given the recent
                                                 the needs and expectations of our                                                                  departure of the Honda Classic, as reflected
                                                 customers, plus effective leveraging of these                                                      in the updated Five-Year Forecast.
                                                 resources with the private sector and other
                                                 government agencies have also contributed                                                          We are not out of the woods yet, however.
                                                 significantly in helping us “stretch the                                                           Local economic recovery will be much slower
                                                 dollar,” while increasing the quantity and                                                         than other recessions—particularly the
                                                 quality of goods and services provided. This                                                       recession of the early 1990s—because of
                                                 accomplishment is evidenced by record                                                              residential build-out here in Coral Springs.
                                                 customer satisfaction and quality ratings by                                                       Historically, residential construction has
                                                 our customers.                                                                                     fueled explosive revenue growth. The
                                                                                                                                                    recovery may be further tempered by the
                                                                                                                                                    Federal Reserve System’s tightening of the
     Growth-Related Revenues                                                                                                                        money supply if inflation begins to increase
                 Millions                                                                                           Projected                       during the national recovery. Furthermore,
      $64.0                                                                                                                                         aggregate consumption levels will be
                                                                                                                                                    tapering off next year as a result of the
      $54.0                                                    Added EMS                                                                            stabilized occupancy of our completed
      $49.0                                                                                                                                         housing stock. Therefore, the growth of
      $44.0                                                                                               Average Increase                          demand-driven revenues (comprising
      $39.0                                                                                               2002-2008 is projected                    roughly 40% of our General Fund revenues)
                 Recession                                                                                to be 2.91%
      $34.0                                                                                                                                         will begin to flatten out, creating new
      $29.0                                                                                                                                         challenges for our business planning
                                    Average Increase 1991-2001 was 7.01%
      $24.0                                                                                                                                         process.

                                                                                                                                                    Lastly, the growth of our taxable base will
                                            Growth-Related Revenues                                Net of EMS                                       also begin to taper off commencing in Fiscal
        Includes Ad Valorem Taxes, Intergovernmental Revenues, and Utility Service Taxes and Franchise Fees.                                        Year 2004. In the absence of new residential
                                                                                                                                                    development, we must rely primarily on the

     City of Coral Springs, Florida
appreciation of existing single-family             and therefore the trend interpretations are
housing stock. Said appreciation is restricted     considered positive.
to a maximum growth rate of 3%, unless the
property is sold or is not eligible for            Elastic Tax Revenues
homestead exemption. If sold, the property is      The ratio of Elastic Tax Revenues to Net
subject to an adjustment in assessed value         Operating Revenues reversed trend starting
with a target of 85% of the market value.          in 1997 when the City added the new Fire
                                                   Rescue Fund and started collecting non ad
The impacts on the City’s financial position
of the preceding “economic realities” is           valorem special assessments that are not
                                                   considered an elastic revenue source.
reflected in the updated Five-Year Forecast.
Continued pursuit of our financial strategies      Net Operating Expenditures Per Capita
and control of fixed expenditures should
enable us to successfully address our              On a real dollar or constant dollar basis
forecast deficits.                                 (dollars adjusted to take price level changes
                                                   into consideration) the City has had
                                                   reasonable operating surplus (revenues
                                                   exceeding expenditures) each year.
Financial Trend Monitoring
                                                   Because of build-out and where we are on
System                                             the City’s life cycle curve, management is
Annually, as part of the Environmental Scan        placing special emphasis in acquiring new
for the Business Plan, Financial Services          revenue sources, reviewing pricing policies,
prepares a Financial Trend Analysis. This          and optimizing the overall level of services
analysis is comprised of 25 key financial and      provided our citizenry.
economic indicators which help us measure          Debt Per Capita
over several years the financial and
economic health of the City.                       One important element of the trend
                                                   monitoring system is the City’s Net Direct
Many of these indicators are ratios that are       Bonded Long-term Debt Per Capita. This is a
commonly used to assess financial                  ratio that identifies the amount of long-term
condition, giving us a base for comparison         variable rate, franchise and general
to other cities or service organizations.          obligation debt that the City carries on its
Indicators fall into several general categories    books expressed in dollars-per-resident.
including debt structure, unfunded liabilities,
operating position, and per capita revenues        Prior to 1999, the City’s Net Direct Bonded
and expenditures. Nonfinancial community           Debt was steadily increasing—from $442 in
needs and resources balance financial              1992 to a high of $833 in 1998. With our
indicators.                                        aggressive debt retirement and refunding
                                                   strategy, this indicator was reduced to $682
This year’s results—96% “Positive                  in Fiscal Year 2001. Our Net Direct Bonded
Trends”—is the City’s best since initiating        Debt Per Capita was characterized as
the Financial Trend Monitoring System.             “moderate” by Moody’s Investor Service.
Only one of the twenty-five indicators (% of
Elastic Tax Revenues of Total Revenues)            The City maintains its excellent credit rating
showed an unfavorable trend line direction         on all of its bond issues. General Obligation
for most recent seven years.                       Bonds are rated AAA by Fitch-IBCA and
                                                   Aaa by Moody’s Investors Service. Water
Two of last year’s three unfavorable               and Sewer Revenue and Refunding Bonds
indicators improved to favorable status. The       (insured) are rated AAA and Aaa by
only indicator this year with an unfavorable       Standard and Poor’s and Moody’s Investors
trend line direction was also one of the three     Service, respectively.
from last year. The other two indicators that
improved to favorable were Net Operating           As part of our Financial Plan, we will
Expenditures Per Capita and % Direct Net           continue to maintain this ratio at healthy
Long-term Debt per Capita. In each of these        levels by partial defeasance of the City’s
three categories the City’s relative position is   most expensive debt when market conditions
and has been well within acceptable limits         make this option attractive, and the

                                                           Fiscal Years 2003 & 2004 Strategic Plan
                                            continuation of our “pay-as-you-go”                                    Our recent gains in the ratio of
                                            philosophy in financing capital equipment                              Nonresidential to Total Property Values
                                            replacement. Also, the changes we are                                  should continue, given the substantial build-
                                            planning in financing our Fiscal Year 2003                             out of residential properties, the continued
                                            capital equipment will also lower City debt.                           efforts of EDF, and the implementation of the
                                                                                                                   Downtown project.
                                            Given what we know about our current debt
                                            and future capital expenditures, our Net                               Conclusions

16                                          Direct Bonded Long-term Debt Per Capita
                                            will remain near the average for cities, and                           No problems have been identified in the
                                                                                                                   Financial Trend Monitoring System. This
                                            well within our self-imposed limits.
                                                                                                                   means that the City of Coral Springs’ current
                                            At the present time the price of debt                                  financial situation continues to be positive
                                            financing is extremely low. This is evident by                         and none of the trends appear to indicate
                                            the fact that as of March 27, 2002 the City’s                          any future financial problems.
                                            variable rate debt ($38,545,000 outstanding)
                                                                                                                   (Source: Financial Services—Financial Research and
                                            interest rate was 1.47%, which is about half                           Analysis)
                                            the 2.8% inflation rate for calendar year 2001.
                                            Tax Base
                                            While the ratio of Residential Tax Base to
                                                                                                                   Five-Year Forecast
                                            Nonresidential is not part of any nationally                           The Five-Year Forecast provides the baseline
                                            recognized financial trend monitoring                                  for the next year’s budget. Because of the
                                            models, we track this measure because it is                            amount of detail we incorporate, and
                                            an important indicator of the long-term                                because the departments help develop the
                                            financial health of the City. The Economic                             assumptions we use to determine our future
                                            Development Foundation (EDF) is charged                                needs, our forecasts are generally accurate.
                                            with the goal of redistributing the tax burden                         The main danger we have to actively guard
                                            so that at least 20% of the City’s ad valorem                          against is that the forecasts do not become
                                            tax revenues will be generated by                                      self-fulfilling prophecies. By revisiting
                                            nonresidential properties by Fiscal Year 2005.                         assumptions and questioning core services
                                            Last year, the EDF helped contribute $110.2                            each year, we avoid falling into the trap of
                                            million to the nonresidential tax rolls,                               “rolling over” the budget each year without
                                            increasing the ratio of Commercial/Industrial                          needing to resort to a zero-based budget.
                                            Property Values from 17.5% to 18.1% of the                             Several key factors have influenced this
                                            City’s Total Assessed Value.                                           forecast recently—the impact of September
                                                                                                                   11th on operations, changes in our debt
                                                                                                                   structure and carrying costs, new
                                                                                                                   projections for Building department staffing,
                                                                                                                   and the discontinuation of the Honda
                                                                                                                   Classic golf tournament.
     Five-Year Forecast Deficits
                   FY 2003          FY 2004            FY 2005         FY 2006          FY 2007       FY 2008
                                                                                                                   The next few years continue to pose a
                                                                                                                   significant challenge in funding all current
                                           -$2.90       -$2.70
                                                                                                                   and planned programs due to build-out and a
                                      -$3.50                  -$3.60                                               slow economic recovery. Post-September 11th
                                                                                             -$5.40                effects include reduced intergovernmental
      -$7.00                                                                                              -$6.10
                                                                                                                   revenues and increased Public Safety
     -$11.00                     -$10.30                                                                           (Source: Financial Services—Management and
                                                    -$12.00                                                        Budget Office)

                                                       Apr-96    Sep-01      Sep-02

     City of Coral Springs, Florida
Revenue Trends                                                                                        Half-Cent Sales Tax Revenues
As part of the Five-Year Forecast, we have                                                                             Millions
made several assumptions about future                                                                  $8.0
revenue growth that have a major impact on                                                             $7.0
the resources that we can plan to use. The

next two pages explain some of the analysis
of major revenue sources.                                                                              $5.0

                                                                                                       $4.0                                                                                                                                                                                 17


                                                                                                                                                                              1/2 Cent Sales Tax

Building Permit Revenues                                                                                                                                  The State of Florida held two emergency
                                                                                                                                                          revenue conferences in the wake of
           Millions                                                                                                                                       September 11th that significantly reduced
 $3.5                                                                                                                                                     expected receipts. While less conservative
 $3.0                                                                                                                                                     than the State, we believe that next year’s
 $2.5                                                                                                                                                     budget of $6.6 million is warranted, along
 $2.0                                                                                                                                                     with growth assumptions of about two to
                                                                                                                                                          three percent annually, slightly ahead of

                                                                                                                                                          expected inflation rates due to continued
                                                                                                                                                          population growth expected in Broward
 $0.5                                                                                                                                                     County.

                                                                Permit Revenue

Building Permit Revenues have been very
high in the recent past due to the accelerated
development prior to build-out that was
                                                                                                      State Shared Revenues
fueled by both positive economic conditions                                                                            Millions
and population growth in South Florida.                                                                $2.9
When 95% residential build-out was                                                                     $2.7
achieved in 2001 as expected and forecast,                                                                                                                                                                                                    Projected
revenues dropped precipitously, despite                                                                $2.3

continued strength in the commercial and
industrial sectors, illustrating the
overpowering impact of residential
development in the community. Forecast
revenues take into account renovations on                                                              $1.5

existing property, as well as continued
commercial and infill development.                                                                                                                                             Shared Renues

                                                                                                      Similar to the Half-Cent Sales Tax, these
                                                                                                      revenues were effected by the State’s
                                                                                                      revised projections, however our receipts
                                                                                                      were better aligned with budget, so no dip
                                                                                                      shows on the chart. Future growth is
                                                                                                      assumed at a moderate rate matching Half-
                                                                                                      Cent Sales Tax.

                                                                                                                       Fiscal Years 2003 & 2004 Strategic Plan
     Ad Valorem Tax Revenues
                                                                                         Added EMS

                                                                          AVT               Net of EMS

     Ad Valorem Taxes are expected to continue
     to grow over the forecast period at a rate of
     3.5-4.5% due to the impact of commercial and                                                                            Electrical Utility Service Tax Revenues
     industrial development, infill residential
     development, and renovation work. Because                                                                                $7.0

     the Save Our Homes legislation restricts                                                                                 $6.5
     increases to assessed value to the Consumer                                                                              $6.0
     Price Index or 3% (whichever is lower),                                                                                  $5.5

     market values in the City far outstrip the
     assessed value on many homes, causing                                                                                    $4.0
     housing turnover to continue to have a                                                                                   $3.5
     disproportionate impact on taxes, as well as                                                                             $3.0
     protecting us against stalled or dropping                                                                                $2.5
     market values.
                                                                                                                                                                                                                Electic UST

                                                                                                                                                                                             Our budgeting for Electrical Utility Services
     Communications Services Tax Revenues                                                                                                                                                    Taxes has been in line with actual revenues,
                                                                                                                                                                                             so not much change is expected on the
      $6.0                                                                                                                                                                                   current trend. Increases will probably be less
                                                                                                                                                                                             than 2% annually due to the lack of new
      $5.0                                                                                                                                                                                   residential accounts caused by residential
      $4.5                                                                                                                                                                                   build-out and the relatively low rate of

                                                                                                                                                                                             inflation expected over the forecast period.


     This year’s transition to the Communications
     Services Tax has reduced the future growth
     rate of these revenues significantly, mostly
     because we expect very little growth in the
     local telecommunications market for the next
     few years. We are projecting almost stagnant
     growth over the forecast period.

     City of Coral Springs, Florida
Environmental Scan

Demographic Trends                               That same year, 82% of the people in Coral
                                                 Springs were white, 10% were black, and 3%        19
Population                                       were Asian or Pacific Islander. As is common
                                                 in many South Florida communities, our
For 2000, the American Communities Survey        residents of Hispanic origin grew, reaching
(ACS) projected that Coral Springs had a         about 16%. (People of Hispanic origin may
population of 117,466. This very closely         be of any race.) This more than doubles the
matches both staff projections and the           7.2% in the 1990 census.
University of Florida’s Bureau of Economic
and Business Research statistics.                Among people at least five years old living
                                                 in Coral Springs in 2000, 27,812 spoke a
The median age was 33.9 years, versus the        language other than English at home. Of this
1990 Census estimate of 31.6. While this         group, 60% spoke Spanish, and 40% spoke
certainly indicates that the population is       some other language; 31%—approximately
aging, it is still substantially younger than    8,512 residents (7% of our population)—
Broward County’s median age (37.7). The          reported that they did not speak English
bulk of the Coral Spring’s population falls      “very well.”
between five and 54, with only 6% over the
age of 65. Significantly, 31% were under 18      Educational Attainment
years, compared to only 24% countywide.
There were 51% women and 49% men.                In 2000, 91% of residents at least 25 years
                                                 old had at least graduated from high school
Households & Families                            and 35% had a bachelor’s degree or higher.
                                                 In comparison, high school graduation was
In 2000 there were 38,890 households in          83% and people with a bachelor’s degree or
Coral Springs. The average household size        higher was 25% in the County. Among
was 3.02 people, which was slightly higher       people 16 to 19 years old, 7% were dropouts:
than the 1990 Census estimate for the City of    they were not enrolled in school and had not
2.94, and significantly higher than Broward      graduated from high school.
County’s 2000 estimate of 2.48.
                                                 The total school enrollment in Coral Springs
The ACS found that families made up 78% of       was 36,944 in 2000. Thirty-one percent (31%)
the households in Coral Springs that year. In    of the City’s population was enrolled in
addition, Coral Springs (46%) has a much         school compared to 25% in the County,
greater percentage of family households with     which is another indication of the higher
children under 18 than the County (29%).         proportion of children in Coral Springs than
This figure includes both married couple         in the County as a whole. Pre-primary school
families (60%) and other families with no        enrollment was 4,591 and 26,057 children
spouse present (18%). Non-family                 were enrolled in elementary, middle or high
households made up 22% of all households         school. College enrollment was 6,296.
in Coral Springs. Most of the non-family         Mobility
households were people living alone, but
some were people living in households            According to the ACS, in 2000, 78% of the
maintained by non-relatives.                     people living in Coral Springs were living in
                                                 the same house that they were in one year
Cultural Factors                                 earlier. Among movers (the other 22%), 41%
Of the people living in Coral Springs in 2000,   had moved during the past year from another
24% were foreign born. Of the 75% who were       house in the same county, 16% from
native born, 24% were born in the State of       elsewhere in Florida, 27% from another state,
Florida.                                         and 16% from abroad.

                                                         Fiscal Years 2003 & 2004 Strategic Plan
                     Poverty and Participation in Government         aged children. As such, the City will
                     Programs                                        continue to face the issues of traffic and
                                                                     education, which are to be expected with a
                     Of all families in Coral Springs, 7% had        young, highly mobile population.
                     incomes below the poverty level. Of the
                     families below the poverty level, 28% were      (Sources: Community Development, American
                                                                     Communities Survey, 2000 Census, Bureau of
                     mother-child families with a related child
                                                                     Economic and Business Research)
                     under 18.

20                   Ten percent (10%) of the households in
                     Coral Springs received public assistance or
                     noncash benefits. Eighteen percent (18%) of
                                                                     Economic Analysis
                     the households received Social Security. The    In Fiscal Year 2002 our biggest fear was
                     average income from Social Security was         realized as we entered into the unchartered
                     $11,326.                                        waters of “life beyond residential build-out”
                     Housing                                         at the same time we experienced an economic
                                                                     recession. Although the economy did not
                     In 2000, Coral Springs had 40,661 housing       experience two consecutive quarters of
                     units, of which 4% were vacant. Sixteen         negative growth, the National Bureau of
                     percent (16%) of the vacant units were for      Economic Research last November (2001)
                     seasonal, recreational, or occasional use.      declared that the economy had gone into the
                     Fifty-five percent (55%) of the housing units   10th postwar recession a year ago in March.
                     were single-family homes (detached or           The national economy lost more than 1.3
                     attached) and 45% of the units were in          million jobs last year. However, since
                     multiunit structures. Thirty-four percent       February the economy began to add jobs.
                     (34%) of the housing units were built since     As part of our Strategic Planning effort
                     1990.                                           starting in 1994, we identified the warning
                                                                     signs and made the proper adjustments to
                     The occupied units consisted of 25,481 that     our operations and investments and have
                     were owned by residents and 13,409 that         not been required to institute Citywide
                     were rented. Less than one percent of the       layoffs or other drastic cost-cutting
                     households occupying these units reported       measures.
                     not having a telephone in their home. Three
                     percent (3%) did not have access to a car,      At this time, the national economy remains
                     truck, or van for private use. Multi-vehicle    vulnerable, although the speed of the
                     households were not rare, as 48% had two        recovery has been surprising, particularly
                     vehicles and another 15% had three or more.     given the uncertainty after terrorists brought
                     The average number of vehicles per              down the World Trade Center and plunged
                     household is greater in the City of Coral       the nation into war six months ago. The rapid
                     Springs than it is in Broward County in         economic turnaround is a result, at least in
                     general. The City averages approximately 3      part, of the Federal Reserve’s Open Market
                     more cars for every 10 households than does     Committee (FOMC) lowering the overnight
                     the County.                                     Federal Funds Rate an unprecedented eleven
                                                                     times last year. The Federal Funds rate on
                     Thirty-four percent (34%) of owners with        April 1, 2002 was 1.74%. At the last FOMC
                     mortgages in Coral Springs spent less than      policy meeting held on March 19th, the Board
                     20% of their household income on housing;       of Governors announced a shift in their so-
                     31% spent 30 percent or more on housing.        called bias, by acknowledging a rapid
                     Among renters, 24% spent less than 20% of       turnaround even since their previous-
                     their household income on rent and 47%          meeting ended January 30th. Their
                     spent 30% or more on rent. The median           observation was based to a large degree by
                     gross rent was $915 per month.                  the marked swing in inventory investment.
                     Conclusions                                     A national economic recovery could be
                     While there have been significant changes in    ready to start blossoming this Spring. Real
                     racial composition, the City continues to be    gross domestic product grew as fast as 5.8%
                     populated by young families with school-        in the first quarter. In March, Consumer

     City of Coral Springs, Florida
Confidence posted the largest jump in eleven      qualified workers at reasonable salary levels.
years. The Index of Leading Indicators has
scored the largest four-month advance in 19       Like the private sector, the City has
years. Consumer spending (represents 2/3 of       tightened its belt and is operating not only
Gross Domestic Product) and construction          very effectively but also very efficiently.
remain strong. Retail sales got a boost from      The City of Coral Spring’s Productivity as
atypically low interest rates and tax cuts.       measured by Population Served Per Full-time
When the Fed begins to hike interest rates,       Employee has increased 36%, from 129.2 in
corporate profits and cash flows will be
helped by giving companies the means
                                                  Fiscal Year 1991 to 176.2 in Fiscal Year 2002.
                                                  Of the nine Broward County cities with            21
(logic) to raise prices.                          populations greater than 70,000, Coral
                                                  Springs has the lowest number of Full-time
Layoffs will probably continue as companies       Employees Per 1,000 Population.
increase the average work week hours for
their existing employees and max out unit         Employment
productivity gains before bringing back           There are approximately 50,000 jobs in Coral
former and/or hiring new workers.                 Springs, representing about 40% of the total
Uncertainty still exists regarding the war on     population. This represents a sizable,
terrorism and the increased hostilities in the    vibrant local economy for a suburban
Middle East. Because of September 11th, the       community of our size. Coral Springs is no
hospitality and tourist industry has taken a      longer only a bedroom community.
beating. Because of the City of Coral             Significant increases in our daytime
Spring’s diverse economic base, made              population have caused increases in the
possible in part by the Economic                  demand for City services during the same
Development Foundation’s achievements,            hours, particularly Fire Rescue. These
our economic tax base probably will               demand increases have been effectively
experience minimal negative impact caused         addressed and continue to be monitored. On
by devaluations.                                  the other hand, the increase in daytime
Another effect of the Middle East Conflict        population has offered opportunities for
has been that the price of crude oil has          increased consumer spending, creating
increased over 70% during the last few            additional demand for commercial space.
weeks. The price per gallon of gasoline           Inflation
could raise to $2.00 per gallon, or more. The
City’s Fiscal Year 2003 Business Plan and         The rate of inflation has been reduced to
Budget will include an initiative to address      very low levels because of the sluggish
this concern. Although we are hoping for the      economy and the Fed’s interest rate strategy
best, we must prepare for the worst. A            to get it back on track. The CPI-All Urban
contingency budget line item will be created      Index for Miami/Ft. Lauderdale Area showed
to help ensure we have sufficient money set       a 3.1% inflation rate for all of calendar year
aside to meet anticipated fuel requirements.      2001. The rate dropped to 2.7% for the last
In addition, staff is reviewing the City’s fuel   half of 2001. The latest figure reported
shortage contingency plan.                        (February, 2002) came in at 1.8%. With
                                                  evidence that the economy is turning around
Current occupancy rates within the City of        and the need for the Fed to raise interest
Coral Springs remain amazingly high in view       rates to pre-September 11th rates, inflation
of the economic slowdown. Occupancy rates         will return to the 3.0% to 3.5% range in the
in February were: Residential 95.5%, Office       not too distant future.
Warehouse/Flex 92%, Industrial 92%, and
Office 91%.                                       For the immediate period of time, through
                                                  2002, the core inflation rate, which excludes
Unemployment Rate                                 the volatile energy and food sectors, will
The unemployment rate in Broward County           probably end the year lower than it is now.
is currently 5.7%, compared to the Statewide      Historically, inflation usually declines during
rate of 5.1% and the City’s 4.1%,                 the first year of recovery.
respectively. This loosening up of the labor      In addition to being prepared to respond to
market has improved our ability to hire           increasing energy prices, the City also has

                                                          Fiscal Years 2003 & 2004 Strategic Plan
                     included in its Five-Year Forecast               calendar year 2001. On its surplus cash the
                     assumptions that a 20% to 25% general            City’s average yield on it’s maturing
                     liability insurance premium increase is          investments during Fiscal Year 2001 was
                     necessary for Fiscal Year 2003. Worker’s         8.42%.
                     Compensation, Medical, General Liability,
                                                                      (Source: Department of Financial Services—
                     and Risk insurance costs are all increasing at   Research & Analysis Division and Management &
                     double digit rates. The rate of insurance        Budget Office )
                     premium hikes was made a lot worse by the
22                   September 11th tragedy.
                     Interest Rates                                   Land Development Trends
                     Housing demand has remained very strong          Residential
                     because of abnormally low interest rates
                     induced by Federal Reserve Central Bank          We’ve exceeded our previous predictions by
                     policy actions of controlling the money          reaching 95% capacity of our residentially
                     supply and reducing short term interest          zoned land during the prior fiscal year. At the
                     rates. These actions eventually lead to the      current rate, we are projecting that we will
                     lowering of longer term mortgage rates.          have developed 99% of residential land by
                     Double reinforcing for Coral Springs was the     the end of Fiscal Year 2002. It seems likely
                     reduced supply of residential housing            that even an increase of 100 basis points or
                     because of build-out. With these events          more to the federal funds rate would not
                     going on as a backdrop, housing prices in        negatively impact the demand in the City’s
                     Coral Springs has increased sharply because      housing market.
                     there is more than ever a high desire            This milestone in the City’s history has
                     (demand) to “live, work, and raise a family in   significant impact on our operations by
                     Coral Springs.” As long as demand outpaces       stabilizing the population size, restricting ad
                     supply, housing prices will continue to          valorem tax growth, and minimizing
                     increase.                                        development-related revenues. One side-
                     Interest rates are expected to increase in the   effect of build-out is an increase in turnover
                     coming months. The official Fed forecast         and higher prices for existing housing, which
                     (updated April 1, 2002) of the Federal Funds     would have a limited impact on ad valorem
                     Rate is that it will increase from 1.74% as of   tax revenues by raising the assessed values.
                     April 1, 2002 to 2.54% in September, 2002.       Otherwise the value increases are capped at
                     Fed action is required to balance at the         3% per year for homes that are owner-
                     margin the sometimes conflicting dual            occupied and claim homestead exemption.
                     objectives of controlling inflation and at the   Commercial & Industrial
                     same time fostering real economic growth.
                     Sustained real economic growth of the U.S.       Due in part to the successful efforts of the
                     economy must have as prerequisites               Economic Development Foundation, the
                     improved corporate earnings and resulting        City’s commercial/industrial tax base
                     capital formation. This will help make the       increased by $110.2 million in Fiscal Year
                     economy whole again including financial          2001. Since the inception of the EDF, the
                     investors who will feel and act much more        commercial/industrial tax base has risen by
                     bullish. New business start-up money will        50%.
                     also become available again. Thirty year
                     conventional mortgage rates currently            The projected substantial build-out (95%) of
                     average about 6.9% and variable rates are at     commercial properties is during Fiscal Year
                     4.9%. At the present time the price of debt      2003, with 99% of vacant land developed by
                     financing is extremely low, especially for       Fiscal Year 2004. At that point, the
                     AAA rated municipal corporations like the        commercial/industrial assessed value should
                     City of Coral Springs. This is evident by the    be 20% of the City’s total assessed value, up
                     fact that as of March 27, 2002 the City’s        from the current 18.1%.
                     variable rate debt ($38,545,000 outstanding)
                     interest rate was 1.47%, which is about half
                     the 2.7% inflation rate for the last half of

     City of Coral Springs, Florida
Conclusions                                    continue to mature, more and more resources
                                               will be required, particularly in our parks and
We expect the impact of build-out to be        medians inventories.
experienced as a drastic slowing of
development-related revenue, a decreased          As the City’s population diversifies,
rate of incremental revenue increases, and a   demand for multilingual programs increases.
stabilization of service demand for existing
                                               (Source: City Departments)
services. Later, demands for infrastructure
maintenance and revitalization projects will
add to the burden as the City continues to                                                       23
mature.                                        Technology
(Source: Community Development, Economic       IT Applications
Development Foundation)
                                               Many of the most dramatic changes in
                                               technology we have faced are already
                                               implemented or underway. In the past
Service Demand Generators                      decade, we have added more than 250
Changes in our environment can either          personal computers to our inventory,
increase demand for existing services or       adopted mobile computing, created a
create demand for new government services.     presence on the web, initiated a Geographic
                                               Information System (GIS), started pilot
   Traffic within City boundaries continues    programs in GPS, implementation of the iNet
to increase disproportionately to the          backbone, and have created access to the
population, leading to higher accident rates   network for all full-time employees.
and increased demand for traffic
enforcement.                                   The near future continues to hold challenges
                                               in the application of e-commerce to
   Recent Business Plan Initiatives,           government services, community-wide
particularly those effecting our parks and     broadband access to the internet, field
medians inventories, have increased            citations, web-enabled applications for
workloads.                                     interactivity (such as the new RecTrac,
  Increased security requirements have         Utility Billing and Building Division access),
come in the wake of September 11th.            online utility billing and account information,
                                               mobile computerized traffic tickets,
   City neighborhoods are aging and the        participation in the Broward County Sheriff’s
need for code education and enforcement        Office “Live Scan” identification program,
remains high.                                  and automated complaint handling.
   The proposed new high school “JJJ” will     Long-term applications may include such
place additional requirements for service in   concepts as online voting, application of an
the associated park to be built and operated   “e-form” program to replace paper forms,
by the City.                                   records management and access,
                                               subscription services for specific
   Revenue growth has slowed and will          stakeholder groups, and anywhere/anytime
remain slow due to build-out, making           network availability.
resource allocation decisions more
demanding than in the past.                    One of the ongoing financial effects of
                                               technological change is in the accelerated
   Non-crime related calls for service are     and disproportionate use of resources for
increasing, including both Police and Fire     discontinuous change. Continuous change
Rescue.                                        is expected, where periodic upgrades to
   The first effects of the aging of our       equipment and software are required and
infrastructure and public facilities is now    where new technologies replace old ones.
beginning to be felt. Our new Facilities       Discontinuous change occurs when the new
Maintenance Program and increased              technology does not merely replace an
emphasis on preventive maintenance are two     existing one, but in some way alters the
ways we will mitigate this impact, but as we   underlying business model, an example of

                                                       Fiscal Years 2003 & 2004 Strategic Plan
                     which is our multi-year commitment to             disproportionately, as most of the newly
                     implementing GIS or the as-yet-unknown            annexed property will be of an age where
                     impact of e-commerce.                             code issues are expected.
                     Conclusions                                       Police Pensions
                     Technology will continue to be a major factor     The State of Florida Division of Retirement is
                     in resource allocation decisions and in           using a surprising interpretation of the “level
                     shaping the business models, both as an           of increased benefit” to be provided when a
24                   element of our financial planning, as well as a
                     service demand generator. We will also seek
                                                                       City’s annual distribution of Insurance
                                                                       Premium Taxes exceeds the base year of
                     ways to leverage new technologies to              1997.
                     continue to enhance productivity.
                                                                       Many local municipalities are taking
                     (Source: Information Services and Police          exception to the division’s interpretation and
                                                                       are in the process of filing a class action
                                                                       lawsuit. The division’s interpretation could
                                                                       increase the City’s cost significantly if
                     Legislative Changes                               implemented.

                     The recent legislative session held few bills     Educational Funding
                     that impacted City operations and there           Our Charter School continues to face
                     aren’t many that are on the horizon,              uncertain funding levels for both FTE
                     compared to the past. We will continue to         revenues and capital program funding.
                     watchdog attempts at unfunded mandates,
                     confiscation of our collective-bargaining         EPA Mandates
                     rights, or measures to reduce home-rule
                     authority. Some legislative issues that we do     There are currently proposed mandates for
                     anticipate include:                               governments to have certain levels of
                                                                       alternate fuel vehicles in their fleets that
                     Annexation of Unincorporated Areas                could impact future vehicle replacement
                     The City has recently annexed the Sawgrass
                     Center on Coral Ridge Drive just north of the     Additionally, the Environmental Protection
                     Sawgrass Expressway, and may soon                 Agency is preparing a Water Security Bill
                     incorporate Ramblewood East. Future               that would set requirements for community
                     annexations should include the                    water systems to conduct vulnerability
                     unicorporated area along Godfrey Road             assessments and prepare emergency
                     north of Wiles Road and portions of the           response plans.
                     Sawgrass Expressway located within or
                     contiguous to City property.                      Also, the EPA Sanitary Sewer Overflow Rule
                                                                       should be finalized by the end of the Fiscal
                     Growth Management                                 Year and will require compliance with
                                                                       capacity assurance, management, and
                     The newly enacted Growth Management Act           operation standards by October 2005.
                     is placing additional emphasis on public
                     education elements, as staff expected. No         ADA
                     changes to the Community Development
                     Block Grant program are expected in the           There are proposed amendments to the
                     short-term, however our contract with             Americans with Disabilities Act that could
                     Broward County for administering the              change requirements for playground
                     program will expire after Fiscal Year 2003.       accessibility by wheelchairs that are more
                                                                       stringent than the level we have currently in
                     Code Enforcement                                  place.
                     The State is proposing to require                 Building Code
                     certification of code officers that would add
                     training requirements and complicate hiring       Proposed changes to the Florida Building
                     new officers. Additionally, the annexations       Code and International Building Code will
                     mentioned previously increase the workload        add requirements for permitting and

     City of Coral Springs, Florida
inspections that may adversely effect the        etc.) increased congestion is unavoidable.
division.                                        Mass transit helps to relieve congestion by
                                                 increasing mobility along major corridors. In
The pending approval of e-signatures is also     fact, Broward County is currently exploring
necessary before a true “e-permitting”           transit-oriented concurrency for mitigation
system can be implemented.                       measures on overcapacity roadways. In
Conclusions                                      addition, Broward County facilitates the
                                                 purchase or lease of community shuttles
While some of the bills currently being
debated contain potential cost-recovery and
                                                 through a one cent gas tax.
revenue enhancements, the continued              Providing an increased level of service for
erosion of home rule authority continues to      mass transit in Coral Springs is unavoidable
linger in many others.                           for the first decade of this century. We will
                                                 remain informed and educated regarding
(Source: City Departments, Online Sunshine)
                                                 options and funding for mass transit,
                                                 because as other cities in the region
                                                 approach build-out and turn to mass transit
Emerging Issues                                  to relieve congestion, the wealth of grants
                                                 and funding mechanisms will dwindle
Several new issues have begun to have an         significantly.
effect on the City’s operations and services.
In some cases, the impact is known and           (Sources: Development Services)
accounted for in our financial forecasts,        Redevelopment
while the implications of others are still
unknown.                                         Older shopping centers and strip malls will
                                                 continue to be the focus of redevelopment
Sustainability                                   efforts designed to increase utility and
Cities across the nation are beginning to        enhance aesthetics. Primary emphasis will be
develop growth management models that            placed on the property within the
emphasize taking responsibility for balancing    Community Redevelopment Agency (CRA)
long-term economic, environmental and            boundaries and those areas eligible for
social health—for ourselves, the community,      CDBG funds.
and the world.                                   As an additional tool for effective
Sustainability brings to light the connections   preservation and redevelopment, code
between natural and human communities. It        enforcement will also continue to focus
implies evolving local and global                efforts to preserve and enhance property
communities in a manner that makes sense         within the City.
socially, ecologically and economically, and     (Sources: Development Services)
treating our world as if we intend to stay.
As defined by the United Nations
Brundtland Commission in 1987,                   Management of the existing roadways and
“Sustainable development is that which           signalization will be coordinated with the
meets all the needs of the present without       County with the goal of finding ways to
compromising the ability of future               mitigate increased congestion and provide
generations to meet their own needs.”            alternate transportation choices. Targeted
                                                 projects may include intersection redesign,
(Sources: United Nations, Management & Budget
                                                 traffic calming projects, and the development
                                                 of pedestrian districts.
Mass Transit
                                                 (Sources: Development Services)
Mass transit plays on increasingly important
role as a municipality approaches build-out      Health Care Costs
when roads reach or exceed their design          The City’s health plan costs continue to rise
capacity. Since there is no vacant land upon     at more than 10% per year, following national
which to build additional mitigation             trends. For Fiscal Year 2003, that increase is
measures (e.g., bus pullout bays, turn lanes,

                                                           Fiscal Years 2003 & 2004 Strategic Plan
                     expected to be around 16%. The greatest
                     contributing factor is in the cost of
                     prescription drugs, which account for about
                     a fifth of our costs.
                     (Sources: Human Resources)

                     Police Recruitment

26                   With the recent increase in retirements in our
                     own department mixed with the unusually
                     high number of vacancies in Broward and
                     Palm Beach Counties, it is increasingly
                     difficult to find and recruit the best
                     (Sources: Human Resources, Police)

                     “GASB 34”
                     The Government Accounting Standards
                     Board (GASB) is an independent
                     organization that sets the models for state
                     and local government financial management,
                     policies, and reporting. On June 30, 1999,
                     GASB issued final standards for changes to
                     the financial reporting model in Statement 34.
                     The changes require more emphasis on fixed
                     asset accounting, including an annual
                     physical inventory and conducting surprise
                     inventory audits, as well as a complete
                     overhaul of the reporting structure of the
                     annual CAFR. Financial Services has already
                     reassigned one full-time staff member
                     exclusively to tasks necessitated by GASB
                     34, as well as changing the work programs
                     for several others.
                     (Source: Financial Services—Administration,
                     Management and Budget Office, State and Local
                     Government Budgeting Practices Handbook)

     City of Coral Springs, Florida
Requirements Analysis
Overview                                          Specific Results
                                                  Overall Quality Rating and Customer Service
The most important element of our strategic
planning process is identifying and               Rating—Positive ratings increased by 2%
understanding customer requirements. We           and 1% respectively. Both these results are
use several sources of data, including:           correlated with positive ratings of direct
                                                  contact with employees and the City’s
   Comprehensive Customer Surveys—                efforts in education. The quality rating is
Beginning in 1994, we have used surveys to        also driven by a positive view of the City’s
measure satisfaction and solicit opinions on      efforts on youth and family issues.
a variety of services and policy issues.
                                                  Taxes—Support for the tax level recovered
    Neighborhood Meetings—“Slice of the           from a 3% dip in 2001, and this year 77% of
Springs” meetings held throughout the City        those responding had a positive view of the
in an open forum six times a year.                tax level. Key drivers of perception include
                                                  in-person contacts, accessibility over the
    Strengths, Weaknesses, Opportunities          phone, a positive view of roads, and a
and Threats (“SWOT”) Analysis—Affinity            positive view of “The Citizen” magazine.
analysis of issues identified from
representatives of major stakeholder groups.      Efforts That Support Diversity—Ninety-four
                                                  percent were either very supportive or
   Focus Groups—Facilitated meetings              generally supportive, a 2% improvement
designed to solicit input from stakeholders       over 2001. Four of the key drivers relate to
and experts on narrow topics selected for         the quality of in-person and phone contacts.
their strategic value.                            Park security and the quality of fire services
Findings                                          are also a key driver.

The top five issues identified from all           The City as a “Great Place to Live, No Matter
sources were (not ranked):                        Who You Are”—The 83% positive rating is
                                                  a two percentage point improvement over
            Traffic Concerns                      last year. There is a sustained positive trend
            Code Enforcement                      in this area since 1999. Results for minorities
             Development Issues                   answering this question also show sustained
            Juvenile Crime                        improvement since 1999. Eighty-five percent
            School Overcrowding                   of minorities give a positive rating on this
                                                  question. The percent of minorities giving
                                                  the cities the highest rating on this question
Citizen Survey 2002                               has increased by 13%. Key drivers for this
                                                  question are other questions relating to the
Overview                                          quality of life in general, accessibility of
                                                  employees over the phone, and the fairness
For all results that are tracked as Key           and responsiveness of the Police
Intended Outcomes, the favorable responses        Department.
increased. The key driver analysis shows
that the most influential factor creating         Safety—The residents rating the City “more
positive perceptions of the City is the quality   safe” has a four year positive trend and
of so-called “moments of truth,” such as          increased by four percentage points to 17%.
phone calls or face-to-face interactions.         The combined “more safe” and “stayed the
                                                  same” increased one percentage point to

                                                          Fiscal Years 2003 & 2004 Strategic Plan
                     80%. Positive responses to all the other          Strengths: Consensus on six strengths
                     safety questions increased. The lowest            including the quality of our schools,
                     rating is for parks at night and mall at night    recreational facilities, and programs; strong
                     with 61% and 63% positive ratings                 leadership and employees; community
                     respectively.                                     involvement; our financially strength, and
                                                                       volunteers. In addition, staff feels strongly
                     Key drivers for safety include positive           that long-range planning was strength.
                     responses on the general quality of life and

28                   services questions, accessibility of
                     employees by phone, efforts in education,
                                                                       Weaknesses: Agreement on three
                     and efforts to increase property values.          discipline, traffic and declining
                     Feeling safe in one setting, correlates with      neighborhoods. Staff feels that build-out and
                     feeling safe in other settings.                   overcrowding was a weakness.
                     (Sources: Human Resources, 2002 Citizen Survey)   Opportunities: Consensus on two
                                                                       opportunities, Center for the Arts and Youth
                                                                       Leaders and mentoring. Staff feels that park
                     Neighborhood Meetings                             facilities and the library are two other
                     The Neighborhood Partnership Program
                     survey results for 2001-2002 have identified      Threats: Consensus on five threats
                     the following as the top ten ranked concerns      including school overcrowding, code
                     of residents:                                     enforcement in aging neighborhoods, traffic,
                                                                       build-out and the attendant community
                              Code Enforcement                         overcrowding, and crime.
                              Traffic—Signalization                    Community representatives identified the
                              Traffic Calming                          most important Citywide issues to address
                              Parks Maintenance                        during the next two years as traffic/patterns/
                              Police—Increase in burglaries            synchronized lights, schools, aging
                              Police—Animal Control                    neighborhoods, and Downtown Coral
                              Community Aesthetics                     Springs.
                              Infill Development                       The most important neighborhood issues to
                                                                       address during the next two years are code
                     (Source: Community Development)                   enforcement and declining neighborhoods,
                                                                       traffic, crime and police presence, and
                     “SWOT” Analysis                                   The only long-term issues emerging during
                                                                       the next three to five years is ethnic
                     Strengths-Weaknesses-Opportunities-               diversity, schools/overcrowding and crime.
                     Threats (SWOT) Analysis
                                                                       (Sources: Financial Services—Management and
                     This exercise is designed to identify issues      Budget Office, Human Resources, SWOT
                     and opportunities that may either advance or
                     threaten the City's progress in meeting its
                     mission statement. Through this exercise, the
                     strengths, weaknesses, opportunities of our
                     City have been identified. As part of the
                     strategic planning process, employees and
                     advisory board members were asked to
                     complete this exercise.
                     Combined Results
                     (Exercise completed by 10 Senior
                     Administration, 36 employees and 16
                     Advisory Board Members)

     City of Coral Springs, Florida
Performance Analysis

Quarterly Performance                            We’ve been instrumental in adding 9,153
                                                 student stations since we began our                29
                                                 partnership with the School Board, and
Overview                                         overcrowding should be reduced to 110% of
                                                 capacity when the planned “JJJ” High
The City has developed a performance             School is completed.
measurement and management system to
align department services and programs with
the City Commission’s strategic priorities
and to systematically measure results and
make timely adjustments when results fall        Annually, the City participates in a data
short of expected performance levels. This       collection effort coordinated by the Center
system includes two components—a                 for Performance Measurement of
quarterly performance reporting program and      International City/County Management
a composite index that measures our overall      Association. City staff complete templates
financial and service operation position.        that provide performance data to ICMA;
These elements play an important part in the     ICMA staff enter the data into a database of
City’s overall Business Plan, and helps keep     information on 100 jurisdictions. The
the organization on target.                      information is made available to the
Findings                                         participating jurisdictions both in a
                                                 publication and in a database that is
The City Commission has established 22 Key       accessed through the Internet. The
Intended Outcomes (KIOs) for the six             publication compiles the data in charts and
strategic priorities set in the Strategic Plan   graphs that present comparisons that may be
covering the two-year period ending in           useful in identifying best practices and
Fiscal Year 2002. Twenty of the 22               relative strengths and weaknesses of a
performance goals were achieved by               jurisdiction’s operation.
September 30, 2002 with the remaining two
missing the mark by only a few percentage        Participants may or may not respond to a
points.                                          particular question and may not provide data
                                                 on all functional areas due to time limitations,
In our last citizen survey, we achieved a        other priorities, and the availability of data.
95.0% customer service rating and a 92.0%        Some questions are difficult and/or costly to
quality rating for City services and programs.   answer because of differences in local
Our overall employee satisfaction rating is      reporting practices. Coral Springs has been
95.0%. Our crime rate is still decreasing and    increasing the data it provides each year but
our volunteer hours donated to the City are      still is not included in some comparisons.
99.2% over goal. Even though we did not
make goal on our resident’s value rating, we     The following observations are based on
showed significant improvement from 73.0%        data that was provided on Fiscal Year 2001.
to 77.0%.                                        Reference is made in the analysis to
                                                 “comparison cities.” These are a small group
A total of 74 performance measures have          of cities with similar demographics to Coral
been established to measure results              Springs (e.g., population, population density,
achieved through services and programs           age distribution, average income, etc.).
provided by the City’s 11 operating and          “Reporting cities” refer to cities that have
support departments. As of Fiscal Year 2002      provided a response to a specific question.
year end, we met or exceed 60 out of 74          Data from the reporting cities provide the
(81.1%) of our performance measures.             overall means (averages) and medians

                                                         Fiscal Years 2003 & 2004 Strategic Plan
     Key Intended Outcomes 2001 and 2002
                                                                                              2-Year Year End     2nd Qtr. Projected Yes/
                                                                                               Goal   FY 2001     FY 2002   Actuals   No
     Customer-Focused Government
        Overall quality rating for City services and programs (City Survey)            ↑a       91%        90%      92%           92%     Y
        Overall satisfaction rating of City employees (HR)                             ↑a       90%        95%      95%           95%     Y
        Percent of plan reviews completed within 15 days                               ↑a       85%      93.5%      96%           96%     Y

30      Percent change in City crime rate (PD-Calendar Year)
        Quality rating for City employee’s customer service rating (City Survey)

     Neighborhood Vitality & Environmental
        Number of formal and informal neighborhood partnerships                        ↑c         30         31       18            30    Y
        Number of cooperative projects and the number of different partners                   6 proj/   10 proj    6 proj       6 proj
     (public, private and intra-city depts.) focused on enhancing the environment      ↑c     4 part.   10 part    6 part       6 part    Y
        Number of pounds of recycled material collected per resident*                  ↑c        208    109.44      54.7           208    Y
        Compliance with State and Federal drinking water tests                         ↑a      100%      100%      100%          100%     Y
        Percent of code cases cleared on first re-inspection                           ↑a       85%      80.3%      76%           75%     N

     Excellence in Education
        Student attrition at Coral Springs Charter School                              ↓a       25%     17.5%         --        17.5%     Y
        Drop-out rate for public High Schools in Coral Springs                         ↓a      2.3%      1.6%      2.3%          2.3%     Y
        Percent of school overcrowding in public schools                               ↓a      110%     122%       123%             -- N/A**

     Family, Youth, and Community Values
        Percent decrease in the number of repeat domestic violence calls               ↓a     (10%)      7.9%     (20.6%)       (14%)     Y
        Number of volunteer hours donated to the City Of Coral Springs*                ↑c     35,000    33,114     11,847      50,000     Y
        Number of Middle School After-School Programs offered                          ↑c          9         9         10          10     Y

     Respect for Ethnic and Religious Diversity
        Citizen support of Community efforts to increase tolerance (City Survey) ↑ a            90%       92%        94%          94%     Y
        Minority residents who feel that the City is a great place to live (City Survey)↑ a     83%       83%        85%          85%     Y

     Financial Health and Economic Development
        Rate of return for the City in economic development incentives                 ↑c       $50 $109.77           --       $109.77    Y
        Residents’ value rating (City Survey)                                          ↑a      79%       73%       77%            77%     N
        Amount of additional dollars generated by new/existing revenue sources*        ↑ c $300K        $1.6M        $0         $2.0M     Y
        Percentage increase of operating millage rate excluding EMS transition         ↓a       0%         0%         --           0%     Y
        Maintain and/or improve City bond ratings Mdy Aa1, Fitch AAA, S&P AA           ↑ a Mdy Aa1 Mdy Aaa Mdy Aaa           Mdy Aaa      Y
                                                                                         Fitch AAA Fitch AAA Fitch AAA      Fitch AAA

     *Results are measured by combining total for 2001 and 2002.
     **School overcrowding is expected to decline to 110% with completion of the new “JJJ” High School.

     Y = expect to meet or exceed goal
     N = do not expect to meet goal.
     a = annual
     c = cumulative

     City of Coral Springs, Florida
(middle scores), which are used throughout         Police Services
the analysis to compare Coral Springs to the
participants.                                      FTEs per 1,000 population and operating
                                                   expenditures per capita are right around the
Parks and Recreation                               mean and the median. However, response
                                                   time to top priority calls is less than the mean
Total park acreage is similar to the               and the median and faster than all
comparison cites. Most note worthy is that         comparison cities. Response time to top
Coral Springs’ Parks and Recreation has a
quality rating of 97%. The mean rating is
84% and the median is 88%. Parks and
                                                   priority calls (from receipt of call to arrival of
                                                   the officer) is 5 minutes, 35 seconds; the           31
                                                   mean is 6 minutes, 20 seconds; the median is
recreation services are apparently available       6 minutes, 30 seconds. Part I crimes reported
to residents at bargain rates. Seven of eight      per 1,000 (30) are well below the mean (55)
comparison cities have lower per capita            and the median (53), even for small cities
subsidies; Coral Springs per capita subsidy        under 100,000 (mean 47, median 40). Only
($43.11) is above the mean ($29.83) and the        one comparison city has a lower crime rate.
median ($28.80) and is the 7th highest out of      Juvenile arrests for Part I crimes as a percent
33 cities reporting.                               of total Part I arrests are still above the mean
Highways and Roads                                 and median and the number of juvenile
                                                   arrests for property crimes has increased.
Coral Springs road rehabilitation                  However, the number of juvenile arrests for
expenditures per paved lane mile and per           Part I violent crimes is down. The number of
capita are among the lowest of the 54 cities       fatal traffic accidents per 1,000 is above the
reporting on these items. Road rehabilitation      mean and median for all cities. At 33%, Coral
expenditures per capita are under $5 for Coral     Springs reports the highest percentage of
Springs, compared to the mean of $18.74 per        residents reporting contact with the Police
paved lane mile. The age of the City and           Department.
climate account in part for the low costs.
Because Coral Springs has used a                   Facilities Management
“pavement management” system for several           Staffing and cost for cities of similar size
years, 100% of the paved lane miles are in         varies widely, as does the number of facilities
satisfactory condition. The mean is 77.9%          managed by central facilities departments.
and the median is 84.6%. Comparison cities         The types of services vary as well.
vary between 30% and 93%. Street sweeping          Therefore valid comparisons are difficult, yet
expenditures per capita are $0.15, compared        survey results show Coral Springs has the
to the mean of $3.71. Of the 70-plus cities        third highest rating (out of 16 cities
reporting, Coral Springs has the lowest cost       reporting) for quality of repair services.
of street sweeping services for community          Coral Springs provides twenty-five of the
residents.                                         twenty-nine types of repair services listed.
Fire Services                                      The overall satisfaction for repair services is
                                                   98.5%. This rating is the second highest of
The percentage of total fire calls with a          the 17 cities that responded to this question.
response time of eight minutes and under
(from dispatch to arrival) was at 88% during       Information Technology
Fiscal Year 2001. This was better than the         The ratio of workstations to FTEs is 0.73; the
mean (83%) and median (87%) for the 35             mean is 0.67 and the median is 0.66. Coral
cities reporting. Total fire incidents per 1,000   Springs is the fourteenth highest of 39 cities
population (1.99) was well below the mean          reporting. Applications problem resolution/
(4.21) and the median (3.45) for all cities        repair within 24 hours is 87%, compared to
reporting and even for cities with                 the mean of 77% and median of 79%.
populations under 100,000 (mean 3.89 and           Network problem resolution/repair corrected
median 3.52). EMS responses per 1,000              in 24 hours, at 87.2% is about 10% above the
population is 56. The mean for all cities          mean and the median. The internal customer
reporting is 63 and the median is 65.              satisfaction rating is 99.26%, almost 15
                                                   points higher above the mean and median for
                                                   a combination of excellent and good.

                                                           Fiscal Years 2003 & 2004 Strategic Plan
                     Human Resources                                  scale using statistical algorithms. Once the
                                                                      scales were standardized, NRC offered
                     The sick hours used per 1,000 hours (24)         comparisons of the jurisdictions to Coral
                     worked is well below the mean and median         Springs on the national and state levels. A
                     (28). The percent of employee performance        question had to be asked in at least five
                     reviews completed on time, at 100% is 14%        other jurisdictions for a comparison to be
                     above the mean and 9% above the median.          made. Twenty areas of comparison were
                     At 91%, Coral Springs had the second             reported for Coral Springs. Coral Springs
32                   highest overall employee satisfaction rating
                     of all services as compared to the 12 other
                                                                      compared favorable in all areas, rating
                                                                      “above the norm” for 17 measures, and
                     cities reporting.                                “similar to the norm” for the other three.
                     Purchasing                                       Coral Springs is in the 100 percentile for
                                                                      availability of parks & recreation facilities
                     At 96% excellent and good ratings from           (rank #1 of 6 nationally), safety in a City park
                     internal customers, Coral Springs is tied with   or facility at night (rank #1 of 19 nationally),
                     four other cities for quality of service. In     and the parks & recreation department (rank
                     overall satisfaction, Coral Springs ranks        #1 of 6 statewide). Enforcement of building
                     fourth, at 93%, compared to 15 other cites       codes (rank #2 of 87 nationally) and zoning
                     The mean is 88% for overall satisfaction.        codes (rank #2 of 45 nationally) are in the 99
                     Other Sources of Data                            percentile and 98 percentile, respectively.

                     Coral Springs received a Report of Normative     Various departments conduct service-
                     Comparisons from National Research Center,       specific benchmarking on their core services.
                     Inc. (NRC). NRC collected citizen surveys        (Sources: Human Resources; ICMA Comparative
                     conducted in over 300 jurisdictions in the       Performance Measurement Fiscal Year 2001; City
                                                                      Departments; “NRC Report of Normative
                     US. To compare the results fairly, NRC
                                                                      Comparisons for the City of Coral Springs”,
                     converted the differing scales to a 100 point    October 2002)

     City of Coral Springs, Florida

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