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PROPOSED
Annual Budget
Fiscal Year 2012

The City of Coral Springs
Annual Budget
Fiscal Year 2012
Recipient of the 2007 Malcolm Baldrige National Quality Award
To be the nation’s premier community in which to live, work, and raise a family.
City Attorney John Hearn, Commissioner Vince Boccard, Commissioner Larry Vignola, Mayor Roy Gold,
Vice Mayor Claudette Bruck, Commissioner Tom Powers, City Manager Erdal Dönmez
Erdal Dönmez, City Manager
Susan Grant, Deputy City Manager
Susan Hess, Interim Deputy City Manager
Robert Goehrig, Budget and Strategic Planning Manager
Rita Radziwon, Senior Financial Analyst
Chelsea Stahl, Senior Financial Analyst
Forrest Lehman, Senior Financial Analyst
Liliana Alvarez, Senior Financial Analyst
Sherri Toops, Grant Writer
Linda Kuhlman, Budget Analyst
Proposed
September 12, 2011
Cover design by Christine Parkinson Jahrsdoerfer

Table of Contents
City Manager’s Letter .............................................................................................................................................................................iv
Budget Highlights .................................................................................................................................................................................. 1
Ad Valorem Taxes.................................................................................................................................................................................... 2
Combined Budget Summary .................................................................................................................................................................. 3
Summary of net budgeted revenues—Fiscal Year 2012 ...................................................................................................... 4
Summary of net budgeted expenditures—Fiscal Year 2012 ............................................................................................... 5
Staffing Changes .................................................................................................................................................................................... 6
Capital Improvement Program ............................................................................................................................................................... 7
Impact of CIP on Operating Budget ............................................................................................................................................. 10
Operating Capital ........................................................................................................................................................................ 10
Debt Service ................................................................................................................................................................................ 10
Capital Improvement Summary by Fund..................................................................................................................................... 11
CIP Budget by Funding Source—All Funds ................................................................................................................................. 12
Performance Budget Overview ............................................................................................................................................................ 13
Fiscal Year 2011 Initiative Update ......................................................................................................................................................... 16
Fiscal Year 2012 Initiative Summary ..................................................................................................................................................... 25
Measuring Results ................................................................................................................................................................................ 27
Quarterly Performance Review ................................................................................................................................................... 27
Key Intended Outcome Analysis and Current Initiative Update ................................................................................................... 27
Supplier and Partner Performance Data ...................................................................................................................................... 28
Sustainability Index .................................................................................................................................................................... 29
Composite Index ......................................................................................................................................................................... 31
Service and Operations Strategy .......................................................................................................................................................... 34
Customer-Involved Government ................................................................................................................................................. 35
50th Anniversary Planning ................................................................................................................................................ 35
Street Lighting Improvements ........................................................................................................................................... 36
Park VIPs (Volunteers in Parks) .......................................................................................................................................... 36
Closed Captioning City TV .................................................................................................................................................. 36
Web-Based Crime Reporting ............................................................................................................................................. 36
City Hall Security Improvements ........................................................................................................................................ 37
City Marketing Plan ........................................................................................................................................................... 37
Neighborhood and Environmental Sustainability ....................................................................................................................... 39
Park Improvement Master Plan ......................................................................................................................................... 39
Water Saving Devices......................................................................................................................................................... 39
Fats, Oils, and Grease (FOG) Regulation Program ............................................................................................................... 40
Community Pride Phase III ................................................................................................................................................ 40
Code Enforcement Process Improvement ........................................................................................................................... 41
FPL Transformer Screening Feasibility Study .................................................................................................................... 41
Neighborhood Stabilization Program (NSP3) ..................................................................................................................... 41
Neighborhood Preservation Program Enhancement .......................................................................................................... 41
Mullins Park Revitalization ............................................................................................................................................... 42
Playground Equipment Replacement Program .................................................................................................................. 42
Inflow and Infiltration Program ......................................................................................................................................... 43
Nuisance Abatement Board ............................................................................................................................................... 43
ii
Fiscal Year 2012 Annual Budget

Financial Health and Economic Development ............................................................................................................................. 46
Internal Auditor ................................................................................................................................................................. 46
Business Development ...................................................................................................................................................... 46
Commercial Facade Program ............................................................................................................................................. 47
Fire Department Accreditation Process Phase I .................................................................................................................. 47
Traffic, Mobility and Connectivity................................................................................................................................................ 49
Bike Path and Walkway Inventory and Master Plan ........................................................................................................... 49
Downtown Pathways Phase II ............................................................................................................................................ 49
Northwest Broward Consortium for Planning Transportation Improvements .................................................................... 50
Westview Turn Lane ........................................................................................................................................................... 50
Youth Development and Family Values ....................................................................................................................................... 53
Holiday Fun Run ................................................................................................................................................................ 53
Mentoring Leadership Program ......................................................................................................................................... 53
Sports Events and Venues Promotion................................................................................................................................. 53
Strength in Diversity ................................................................................................................................................................... 56
Visioning Summit Update .................................................................................................................................................. 56
Rename 29th Street “Avenue of the Arts” ........................................................................................................................... 56
Excellence in Education ............................................................................................................................................................... 59
Cambridge Advanced Program at Coral Springs Charter School ......................................................................................... 59
Department Performance Levels .......................................................................................................................................................... 62
Understanding Departmental Performance Budgets .................................................................................................................. 62
City Commission ................................................................................................................................................................ 64
City Manager’s Office ......................................................................................................................................................... 66
Human Resources .............................................................................................................................................................. 70
Financial Services .............................................................................................................................................................. 74
Information Services.......................................................................................................................................................... 78
City Attorney ..................................................................................................................................................................... 81
Development Services ....................................................................................................................................................... 83
Police ................................................................................................................................................................................. 88
Fire/EMS ............................................................................................................................................................................ 92
Public Works ...................................................................................................................................................................... 96
Economic Development ................................................................................................................................................... 101
Sportsplex/Tennis ............................................................................................................................................................ 103
Parks and Recreation ....................................................................................................................................................... 106
Aquatics ........................................................................................................................................................................... 110
Coral Springs Center for the Arts ...................................................................................................................................... 113
Coral Springs Charter School ............................................................................................................................................ 115
Department Impact of Key Intended Outcomes for Fiscal Years 2012 • 2013 ................................................................... 117
Fund Summaries ................................................................................................................................................................................ 118
General Fund Summary ................................................................................................................................................... 118
Fire Fund Summary ......................................................................................................................................................... 121
Water and Sewer Fund Summary .................................................................................................................................... 122
Health Fund Summary ..................................................................................................................................................... 123
General Insurance Fund Summary ................................................................................................................................... 123
Coral Springs Charter School Fund Summary ................................................................................................................... 124
Public Art Fund Summary ................................................................................................................................................ 124
Debt Service Fund Summary ........................................................................................................................................... 125
Pension Fund Summary ................................................................................................................................................... 126
Equipment Services Fund Summary ................................................................................................................................ 126
City of Coral Springs, Florida
iii

City Manager’s Letter
I am pleased to present to you the proposed budget for Fiscal Year 2012, which is the first budget supporting the new 2012-2013 Strategic
Plan. This budget outlines numerous efforts and initiatives that will help position the City to meet our community’s needs despite
pressing economic challenges.
These financial pressures are the result of global, national, and local factors, with numerous variables specific to South Florida impacting
our City. For example, in September of 2007, there were 859 Coral Springs homes in some stage of the foreclosure process; in March 2010
that number peaked at 4,542 residences. The entire State continues to grapple with high unemployment, with the jobless rate at 9.0% in
Broward County. The City’s population is no longer growing at historic rates, which was a driving force behind property tax and sales tax
revenues used to pay for City services. In addition to a declining property tax base, in recent years the City has struggled with the impact
of inflation on its purchasing power and a regional CPI significantly higher than the national CPI.
With that said, despite the media’s steady drumbeat of dire economic predictions, there is good news on the horizon. For example, in our
community, efforts to mitigate foreclosures have helped cut the total number of residences in some stage of the process to 3,082 as of
June 2011. The City of Coral Springs’ unemployment rate has fallen to 7.9%, well below the State of Florida’s rate of 10.5% as of May 2011.
And, in a positive comparison to surrounding communities in Broward County, the City saw only a 0.9% decline in taxable values over the
past year.
Meeting our Community’s Service Needs
Even more importantly, despite
all the economic turmoil, the City
has maintained consistent service
levels throughout our community.
Our residents agree that we are
succeeding. Our most recent
residential survey conducted in early
2011 indicates that the City of Coral
Springs is setting the standard with
regard to the overall quality of City
services.
The City of Coral Springs rated at or
above the U.S. and Florida averages
in all 47 areas that were assessed
on the survey. Seventy-nine percent
(79%) of the residents surveyed in the
City of Coral Springs were satisfied
(ratings of 4 or 5 on a 5-point scale)
with the overall quality of City services
compared to a national average of just
56% and a Florida average of 60%.
Resident satisfaction with City services
With the Exception of the Code Enforcement Division Services,
Fewer than 15% of those Surveyed Were Dissatisfied with Any of the Major City Services That Were Rated
Source: ETC Institute, 2011 Resident Satisfaction Survey
iv
Fiscal Year 2012 Annual Budget

Going forward, we will continue to deliver for our community, and the following Business Plan provides a sound blueprint for focusing on
the four key areas our residents have told us are most important:
• Community aesthetics
• Public safety
• Educational excellence
• Local business vitality
Impact of Adopting the Rolled-Back Rate for 2012
To be able to pursue those focus areas responsibly and meet our residents’ most important needs, I am recommending the adoption of
the rolled-back rate in Fiscal Year 2012. Although the property tax rate will increase by less than 1% from $4.3559 mills to $4.3939 mills,
the rolled-back rate will actually generate $350,000 less revenue in Fiscal Year 2012 than it did the year before. However, the average
long-time homesteaded single-family homeowner will pay just $19.59 in additional property taxes to the City as a result of the new tax
rate. The non-homesteaded condominium owner, on the other hand, will pay $19.98 less in property taxes.
To balance the impact to our residents, the City is also doing all it can to keep expenses in check. For example, during the coming year
negotiations with the City’s union partners concerning police pension reform will continue. In addition, the City’s workforce will decrease
next year due to attrition and restructuring, which will generate salary savings. The City will also use $1.25 million in undesignated Debt
Service Fund balance to pay the annual debt service on four revenue bonds. Finally, the City will attract new businesses and residents by
allocating $3.5 million in undesignated fund balances to apply toward fighting crime, grime, and decline. Finally, subject to negotiations,
we will offer employees a one-time four percent performance bonus, rather than a salary increase. This structural change in the
employee compensation system will help to offset the use of one-time reserves by ensuring future expenditures are reduced by a like
amount.
Impact on a typical single-family homeowner
FY 2011 FY 2012 Difference
Operating Millage $682.87 $702.46 $19.59
Debt Service Millage $27.64 $46.60 $18.96
Total City Millage $710.51 $749.06 $38.55
Fire Assessment Fee $114.84 $128.77 $13.93
Solid Waste Assessment $250.20 $233.64 ($16.56)
Total City Taxes and Fees $1,075.55 $1,111.47 $35.92
(with a Save Our Homes value of $209,872)
Impact on a typical non-homesteaded condo owner
FY 2011 FY 2012 Difference
Operating Millage $233.52 $213.54 ($19.98)
Debt Service Millage $9.45 $14.17 $4.72
Total City Millage $242.97 $227.71 ($15.26)
Fire Assessment Fee $138.55 $143.94 $5.39
Solid Waste Assessment $250.20 $233.64 ($16.56)
Total City Taxes and Fees $631.72 $605.29 ($26.43)
(with a market value of $48,600)
Key Initiatives for the Coming Year
While the Business Plan includes economic data as well as the City’s budget process and methodology, most essentially it includes staff’s
proposals for initiatives geared toward addressing our residents’ needs and enhancing our community’s look, feel and overall appeal.
Most of the initiatives fall within our four key focus areas and will serve as the guiding force behind the City’s Fiscal Year 2012 activities.
City of Coral Springs, Florida
v

Highlights of the 33 new initiatives, as well as 29 ongoing initiatives, contained within the Business Plan include:
To encourage business development and redevelopment, we will continue the successful CSBizAssist, Buy Coral Springs Campaign,
commercial façade grants, and street indexing sign initiatives. The City will also work closely with the Economic Development
Foundation, Community Redevelopment Agency, Chamber of Commerce, and the Retail Coalition to diversify the tax base and absorb
vacant commercial space. Additionally, the City will fully fund economic development activity because we recognize its importance to the
long-term viability of our community.
We will continue to support educational excellence by fostering our alliance with Broward College and ensuring the Charter School
remains highly rated.
We will address the aesthetic appeal of our neighborhoods under the “Community Pride” umbrella. This initiative will enhance the
appearance of our medians, rights-of-way and public buildings and will also invest heavily in our parks. Enhancing the City’s tree canopy
will continue this year with fertilizing and tree trimming, as well as with planting more trees throughout the parks and around public
buildings. We will enhance the efficiency and effectiveness of the code enforcement process by automating a number of outdated and
manual systems.
We will focus on revitalizing key elements of our community’s infrastructure, in part by utilizing proceeds from the low-interest Economic
Recovery Zone Redevelopment Bond. Projects include improving the appearance, safety, and ease of movement in Mullins Park, and also
replacing and/or renovating the tackle football, flag football and soccer buildings. Construction of the new Fire Station 71 will begin in
early 2012. Additionally, infrastructure improvements slated as part of the Downtown Development plan—including burying power
lines, installing turn lanes, erecting mast arms, and installing sidewalks—will also begin. Once these infrastructure improvements are
completed, Downtown Coral Springs will become more economically viable for investors as the economy begins to improve.
Maintaining a safe community will remain a top priority. Not only will the high-visibility “Make a Call, Make a Difference” campaign
continue, but we will make every effort to involve concerned citizens in the safety of their neighborhoods by creating web-based
reporting mechanisms. An initiative to improve streetlights will enhance neighborhood safety.
Finally, we will continue to develop innovative methods to make participation in local government possible for all residents. We will
provide closed captioning to make City TV programming accessible to the hearing impaired. In addition, our Code Ranger program will
continue and we will expand our park volunteer program to include citizens who will receive special training to enable them prevent
injuries by identifying unsafe equipment.
Honoring our Partnership
We know that maintaining our premier community requires a joint effort and strong partnership between the City and our residents
and businesses. While the following Business Plan is our “community contract” for the coming fiscal year, we consider it the means to an
ongoing dialogue with our residents and we offer numerous channels for feedback and suggestions.
We also know that it is our employees who make all of these accomplishments possible, and we would not have emerged from the recent
recession were it not for the extraordinary efforts of our dedicated and creative work force. I thank them and express the deepest debt of
gratitude for their loyalty and ingenuity.
On their behalf, we all look forward to a productive and successful 2012 as we continue to forge the best path for our Community of
Excellence.
Erdal Dönmez
City Manager
vi
Fiscal Year 2012 Annual Budget

Budget Highlights
Introduction
The Fiscal Year 2012 Annual Budget, which
will be adopted on September 20, 2011, is a
numerical reflection of the Fiscal Year 2012
Business Plan. By allocating our resources
through a balanced combination of strategic
alignment with the Commission’s seven
priorities and departmental performance
indicators, we believe this budget will
successfully meet the challenges we have
before us and set the stage for our continued
success in the future.
Budget in Brief
The proposed operating net budget for Fiscal
Year 2012 for all funds totals $152,152,898.
This represents an increase of $8,047,466
or 5.6% more than the Fiscal Year 2011
net budget. The Fiscal Year 2012 budget
is balanced, prudent and responsive to
community needs as identified in the Fiscal
Years 2012 - 2013 Strategic Plan.
Some features of the Fiscal Year 2012 budget
that deserve special attention are:
• The rolled-back rate for Fiscal Year 2012
will be $4.3939, an increase of $0.0380 or
0.9% over the current rate.
• The voter-approved debt service millage
rate will increase from $0.1763 to $0.2915 or
$18.96 per typical single-family home.
• The combined general operating and debt
service millage rate is $4.6854 per $1,000
of assessed value, an increase of $0.1532 or
3.4%.
• An increase of $13.93 or 12.1% per single
family residence for Fire Special Assessment
fees.
• A Water and Sewer fee increase of
approximately $1.74 per month for an
average single family residence.
• Solid Waste Special Assessment will
decrease $16.56 for a single family
residence.
• General Fund debt service for franchise and
capital revenue bonds, as a percentage of
total budget, will equal 2.4% in Fiscal Year
2012 as compared to 3.4% in the current
year, well within its General Fund debt
service policy limitation of 12.5% of total
General Fund expenditures.
• With a General Obligation bond
indebtedness of 0.27% of total taxable
assessed value, the City is well below its debt
policy limit of 5%.
Personal Services
• Total proposed full-time positions in all
funds for Fiscal Year 2012 is 754 (excludes
the Fire/EMS services contract staff).
• Added five full-time positions in General
Fund Parks divisions to support the
Community Pride initiative and eliminated
one Public Works Superintendent (net four
new positions added in General Fund).
Capital Improvements
• The City will invest $26,951,988 in Fiscal
Year 2012 to address its capital needs.
These changes reflect our continued emphasis
on helping our customers - businesses,
residents, and employees - weather the difficult
economic times that lay ahead.
City of Coral Springs, Florida
1

Ad Valorem Taxes
Tax rate Fiscal Year 2012
General Operating Millage $4.3939
Debt Service Millage $0.2915
Combined City Millage Rate $4.6854
The proposed operating millage
rate will increase from $4.3559 to
$4.3939 or 0.9% in Fiscal Year 2012.
This proposed property tax rate will
generate approximately $351,000
less than last year. A 13% decrease in
Fiscal Year 2008 was in response to
property tax legislation.
Operating millage rate
$8.0000
$7.0000
$6.0000
$5.0000
$3.8715 $3.8715 $3.8715 $3.8715 $3.8715 $3.8715
$4.3559 $4.3939
$4.0000
$3.8866
$3.3651
$3.3651
$3.0000
$2.0000
$1.0000
$0.0000
FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Voter-approved debt service millage rate
$1.0000
$0.8000
$0.6000
$0.4000
$0.2000
$0.6191
$0.5228
$0.4131
$0.3924
$0.2510
$0.2134
$0.1774
$0.1763
$0.1763
$0.1763
$0.2915
The debt millage rate will increase from
$0.1763 to $0.2915 or 65.3% in Fiscal Year
2012. This debt millage rate will refl ect
the actual debt service approved by voter
referendum. In prior years, fund balance
was used to subsidize the annual debt
service payment.
$0.0000
FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Operating millage rate comparison Fiscal Year 2012
When comparing Broward County cities
with populations greater than 55,000,
Coral Springs’ operating millage
rate is one of the lowest of the 11
municipalities.
$8.0000
$7.0000
$6.0000
$5.0000
$4.0000
$7.4479
$6.6850
$6.4654
$6.0543
$5.6368
$5.1865
$4.8122
$4.7027
Coral Springs
$4.6642
$4.3939 $4.1193
$3.0000
$2.0000
$1.0000
$0.0000
Hollywood
Tamarac
Miramar
Sunrise
Pembroke Pines
Deerfield Beach
Davie
Pompano Beach
Plantation
Coral Springs
Ft. Lauderdale
2 Fiscal Year 2012 Annual Budget

Combined Budget Summary
Appropriated Funds Budget—Fiscal Year 2012
TRIM - RBR - $4.3939
Debt Capital Public Water and Charter FY 2012
General Service Projects Art Sewer Fire School Total
Fund Fund Fund Fund Fund Fund Fund Budget
CASH BALANCE
BROUGHT FORWARD $3,550,000 $1,250,000 $1,912,863 $0 $2,208,000 $0 $1,261,488 $10,182,351
Revenues By Type:
Taxes: Millage Per $1,000
Ad Valorem Taxes $4.3939 30,899,061 30,899,061
Ad Valorem Taxes $0.2915 (VOTED DEBT) 2,049,905 2,049,905
Solid Waste Assessment 1,438,000 1,438,000
Fire Fund Special Assessment 9,121,906 9,121,906
Sales and Use Taxes 7,102,540 7,102,540
Franchise Fees 9,071,035 9,071,035
Utility Service Taxes 9,687,936 9,687,936
Licenses and Permits 4,143,966 4,143,966
Intergovernmental Revenue 12,439,194 5,136,218 10,641,772 28,217,184
Charges for Services 11,674,806 18,725,212 2,155,891 32,555,909
Fines and Forfeitures 1,863,225 78,300 53,000 1,994,525
Miscellaneous Revenues 3,991,589 6,049 1,000,000 80,400 77,000 5,155,038
Other Financing Sources 2,111,959 2,579,936 5,266,769 76,500 25,938 10,061,102
Total Revenues and
Other Financing Sources 94,423,311 4,635,890 6,345,069 76,500 18,805,612 16,569,953 10,641,772 151,498,107
Grand Total Revenues and Balances $97,973,311 $5,885,890 $8,257,932 $76,500 $21,013,612 $16,569,953 $11,903,260 $161,680,458
Expenditures By Type:
General Governmental Services $12,415,922 $12,415,922
Education 566,610 11,903,260 12,469,870
Public Safety 57,339,490 14,235,876 71,575,366
Physical Environment 6,727,625 14,317,778 21,045,403
Economic Environment 271,000 271,000
Culture and Recreation 13,948,688 76,500 14,025,188
Debt Service 2,347,076 5,885,890 2,953,975 232,860 11,419,801
Capital Improvement Program (Excluding Opeating CIP) 0 8,257,932 8,257,932
Other Financing Sources (Uses) 4,627,900 3,470,859 2,101,217 10,199,976
Total Expenditures and
Other Financing Uses 97,973,311 5,885,890 8,257,932 76,500 21,013,612 16,569,953 11,903,260 161,680,458
Reserves 0 0 0 0 0 0 0 0
Total Appropriated Expenditures and
Reserves $97,973,311 $5,885,890 $8,257,932 $76,500 $21,013,612 $16,569,953 $11,903,260 $161,680,458
Note: Revenues (sources) and Expenses (uses) for Equipment Services, Health, and General Insurance funds are
incorporated within all other appropriated funds included in this summary and thus, not listed separately.
City of Coral Springs, Florida
3

Summary of net budgeted revenues— Fiscal Year 2012
FY 2011 Percent FY 2012 Percent
Adopted of Proposed of Dollar Percent
Net Budget Total Net Budget Total Change Change
General Fund $90,553,689 62.8% $93,317,942 61.3% $2,764,253 3.1%
Fire Fund 15,084,331 10.5% 15,515,483 10.2% 431,152 2.9%
Water and Sewer Fund 17,863,663 12.4% 21,013,612 13.8% 3,149,949 17.6%
Health and General Insurance Funds 1,357,011 0.9% 1,245,000 0.8% (112,011) -8.3%
C. S. Charter School Fund 12,018,653 8.3% 11,903,260 7.8% (115,393) -1.0%
C. S. Center for the Arts Fund 202,230 0.1% 0 0.0% (202,230) -100.0%
Conference Center Fund 150,000 0.1% 0 0.0% (150,000) -100.0%
Public Art Fund 100,500 0.1% 76,500 0.1% (24,000) -23.9%
Equipment Services Fund 4,733,900 3.3% 5,775,147 3.8% 1,041,247 22.0%
Debt Service Fund 2,041,455 1.4% 3,305,954 2.2% 1,264,499 61.9%
Total $144,105,432 100.0% $152,152,898 100.0% $8,047,466 5.6%
Note: The total net budgeted revenues and expenditures/expenses are equal. However, the total by fund for revenue and expenditure/expenses are different because of
the interfund transfers.
Fiscal Year 2012 Net Budget—All Funds—Revenues
$152,152,898
Equipment Serv ices Fund
3.8%
Water and Sew er Fund
13.8%
Charter School Fund
7.8%
Other
0.9%
Fire Fund
10.2%
General Fund
61.3%
Debt Serv ice Fund
2.2%
4 Fiscal Year 2012 Annual Budget

Summary of net budgeted expenditures— Fiscal Year 2012
FY 2011 Percent FY 2012 Percent
Adopted of Proposed of Dollar Percent
Net Budget Total Net Budget Total Change Change
General Fund $62,490,629 51.6% $64,888,412 42.6% $2,397,783 3.8%
Fire Fund 10,584,454 6.0% 10,852,069 7.1% 267,615 2.5%
Water and Sewer Fund 14,682,307 9.5% 17,626,865 11.6% 2,944,558 20.1%
Health and General Insurance Funds 13,754,701 8.7% 15,120,020 9.9% 1,365,319 9.9%
C.S. Charter School Fund 10,598,653 7.4% 10,483,260 6.9% (115,393) -1.1%
C.S. Center for the Arts Fund 597,230 0.6% 0 0.0% (597,230) -100.0%
Conference Center Fund 150,000 0.4% 0 0.0% (150,000) -100.0%
Public Art Fund 100,500 0.1% 76,500 0.1% (24,000) -23.9%
Equipment Services Fund 9,578,098 5.3% 10,794,794 7.1% 1,216,696 12.7%
Pension Fund 16,091,487 5.6% 16,425,088 10.8% 333,601 2.1%
Debt Service Fund 5,477,373 4.8% 5,885,890 3.9% 408,517 7.5%
Total $144,105,432 100.0% $152,152,898 100.0% $8,047,466 5.6%
Note: The total net budgeted revenues and expenditures/expenses are equal. However, the total by fund for revenue and expenditure/expenses are different because of
interfund transfers.
Fiscal Year 2012 Net Budget—All Funds—Expenditures
$152,152,898
Insurance Funds
9.9%
Pension Fund
10.8%
Debt Serv ice Fund
and Public Art Fund
4.0%
Charter School Fund
6.9%
General Fund
42.6%
Fire Fund
7.1%
Water and Sew er Fund
11.6%
Equipment Serv ices Fund
7.1%
City of Coral Springs, Florida
5

Staffing Changes
Positions added/deleted in Fiscal Year 2012
General Fund:
Additions:
Arborist 1
Parks Technician 1
Parks Coordinator 1
Maintenance Workers 2
Sub-Total 5
Deletions:
Facilities Superintendent* -1
Net New Positions 4
*Utilities Engineer position combined with Facilities Superintendent and split 50/50 with General Fund and Water & Sewer Fund.
Streets Technician position split 50/50 with General Fund and Water & Sewer Fund.
Net full-time position changes per fiscal year
50
40
44
40
29
30
Excludes Fire Staff for
City of Parkland, Florida
20
12
14
17
13
16
15
10
8
5
7
4
0
-10
-20
-13
-11
-8
-2
FY 1996
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
FY 2004
FY 2005
FY 2006
FY 2007
FY 2008
FY 2009
FY 2010
FY 2011
FY 2012
Note: Chart shows five positions were added to Parks and Recreation in Fiscal Year 2012 and one vacant position eliminated in
Public Works—net change of four positions in the General Fund. From Fiscal Years 2008 through 2011, 34 full-time positions were
deleted primarily due to the elimination of vacant positions, while other positions eliminated through attrition, in response to tax
reform and the economic recession. In Fiscal Year 2007, 11 public safety positions were added. In Fiscal Year 2003, public safety
employees were added as a result of September 11th national tragedy. Paid firefighters were added in Fiscal Year 2001, and EMS
startup began in Fiscal Year 1996.
6
Fiscal Year 2012 Annual Budget

Capital Improvement Program
The Capital Improvement Program (CIP) is an economical
and responsible financial plan to ensure quality public
services today and in the future. The CIP is a separate
budgeting process within the annual operating budget.
Collectively, the CIP and the Five-Year Forecast serve as
a road map to intelligently plan for the City’s future.
The capital expenditure for Fiscal Year 2012 is
programmed at $26,951,988. This total breaks down as
follows:
Capital expenditure Fiscal Years 2012-2017—$112,570,123
Other
C harter School
1.8%
Equipment Serv ices
Fund 1.6%
Fund 20.1%
Fire Fund
1.1%
Water and Sewer Fund $14,954,500
*General Fund $8,357,932
Equipment Services Fund $2,210,651
Charter School Fund $574,215
Fire Fund $252,079
Tree Trust Fund $526,111
Public Art Fund $76,500
Water and Sew er
Fund 27.8%
General Fund
47.6%
*Includes capital projects for the Center for the Arts and Conference Center.
The CIP procedure is used to plan, budget, and finance the
purchase and/or construction of large capital infrastructure,
facilities, equipment, and other fixed assets. The City uses
this process to ensure these expensive, long-lived projects
are aligned with its strategic direction and that the money is
well-spent. The capital item to be undertaken or purchased,
the year in which it will be started, the anticipated capital
outlay each year, the estimated impact on the operating
budget, and the method of financing the project are all listed
in the CIP summaries that follow this description.
The six-year Capital Improvement Program includes Fiscal
Year 2012 budget and expenditure projections for the next
five years. The total capital request for Fiscal Years 2012
through Fiscal Year 2017 is $112,570,123.
Capital expenditure Fiscal Year 2012—$26,951,988
General Fund
31.0%
Equipment Serv ices
Fund 8.2%
City of Coral Springs, Florida
Other
2.2%
C harter School
Fund 2.1%
Fire Fund
1.0%
Water and Sew er
Fund 55.5%
CIP Selection Process
The Capital Improvement Program provides detailed
information for all CIP projects with capital outlays
greater than $5,000 that the City plans to construct,
improve or purchase during Fiscal Years 2012 through
2017. Each department submitting a capital acquisition
request completes a Project Description Form. The
request includes the following information: project
title, department/division, linkage to strategic priority,
additional operating cost, additional revenue or income,
contingencies, project description, update, alternatives,
impact on other departments, and a justification.
The CIP is updated annually to make adjustments for
changing capital needs, changes in availability and cost
of funds, and to add a year of programming to replace
the year just completed. The CIP process begins in early
January with a review of the process to determine if
there are any changes that will make the process more
user-friendly, efficient, or effective. Next, departments
conduct a fixed assets inventory including an inventory
of vehicles, computers, and printers.
One of the key improvements to the process has been to
link the Capital Improvement Program to the Strategic
Plan. In the spring, capital requirements flowing from the
adopted Strategic Plan and Business Plan are identified.
Each project recommended for inclusion in the Fiscal
Year 2012 capital budget is linked to the Strategic Plan as
it relates to the City Commission’s seven priorities. The
CIP also takes into consideration department needs, the
Comprehensive Plan Capital Improvement element, and
the Water and Wastewater 2007 Master Plan Update.
7

The following policy guidelines are used to define a
capital expenditure and steer the management of the
process:
• A capital expenditure is defined as a major
construction, expansion, purchase, or major
repair/replacement of buildings, utility systems,
streets, or other physical structure or propety
which has an estimated total cost of $5,000 or
more and generally has an expected life of at least
five years.
• Capital items under $5,000 are generally included
in the various Fiscal Year 2012 funds’ operating
budgets.
• Capital improvements are programmed and
scheduled based on the City’s projected financial
ability to purchase and maintain the capital project. All
projects are prioritized and ranked based on criteria
including the strength of the linkage between the capital
expenditure and the City’s strategic priorities.
• General Fund debt service expenditures will not exceed
12.5% of the total annual General Fund budget.
• Voter-approved general obligation debt will not exceed
5.0% of the City’s total taxable assessed valuation.
CIP Project Categories: Capital projects are divided into
one of three primary categories:
Capital improvement projects: The purchase, replacement,
maintenance, and repair of infrastructure and fixed
assets is budgeted and accomplished through the Capital
Improvement Program
Fleet replacement: The entire inventory of vehicles and
equipment is evaluated annually in order to prioritize
replacement and repairs needed in the upcoming year,
based on age, condition, maintenance cost, and expected
life of each equipment.
The Equipment Services Fund provides for the purchase,
replacement, and maintenance of the City’s fleet and other
large equipment (such as generators or tillers). This is an
internal service fund in which departments are charged for
the usage or depreciation of the equipment. This recurring
source of money makes the fund self-sufficient. Existing
assets are replaced on a life cycle replacement schedule.
New equipment can be added through a new initiative if it
can be shown to support the Strategic Plan.
The table above shows the annual replacement cost of the
City’s fleet inventory with the corresponding contributions
required to make “pay-as-you-go” fleet purchases, thereby
eliminating the need to borrow. In Fiscal Year 2012, the
City will use $3.2M from this fund—as described in the
financial strategy—in order to begin necessary capital
improvements as soon as possible. At the same time, the
City will start the process to obtain a $2.7M loan with the
Fleet Replacement Program contributions and expenses
Fiscal Budgeted Contributed Estimated Interest and Year-End
Year Expenses Depreciation Interest Depreciation Balance
2012 $2,210,651 $2,317,270 $220,000 $2,537,270 $6,581,337
2013 $6,116,412 $2,398,374 $197,440 $2,595,815 $3,060,739
2014 $2,817,396 $2,518,293 $107,126 $2,625,419 $2,868,762
2015 $3,980,571 $2,644,208 $114,750 $2,758,958 $1,647,149
2016 $3,293,249 $2,776,418 $74,122 $2,850,540 $1,204,441
2017 $3,809,339 $2,915,239 $60,222 $2,975,461 $370,563
2018 $3,451,981 $3,090,153 $18,528 $3,108,682 $27,263
2019 $4,069,656 $3,275,563 $1,363 $3,276,926 ($765,467)
2020 $6,202,406 $3,472,096 $0 $3,472,096 ($3,495,776)
2021 $3,003,554 $3,680,422 $0 $3,680,422 ($2,818,908)
2022 $3,448,994 $3,827,639 $0 $3,827,639 ($2,440,263)
expectation that funding will be available in the summer/
fall of 2012. The loan proceeds will then be used to
replenish the Equipment Services Fund thereby ensuring the
fund has sufficient resources to replace its rolling stock over
the plan’s 10-year horizon.
Computer replacement: The Computer Replacement
Program is used to purchase and maintain computer
hardware (including scanners, laptops, and desktops) and
software. This is also a self-sufficient, internal service
fund. Existing computer technologies are replaced on a
standardized replacement schedule that considers legacy as
well as usage.
The table below shows the annual investment cost to
perform technology upgrades and replace the existing
inventory of computers.
Funding for Capital Projects can be obtained from any of
the following sources:
Current General Fund, Fire Fund, and Water and Sewer
Fund operating revenues—these appropriated revenues will
generally be used to purchase modest, routine operating
capital items.
Computer Replacement Program contributions and expenses
Fiscal Contributed Remaining
Year Expenditures Depreciation Balance
2012 $602,000 $319,000 $823,247
2013 $372,400 $334,950 $785,797
2014 $38,750 $351,698 $1,098,744
2015 $186,000 $369,282 $1,282,026
2016 $1,282,500 $387,746 $387,273
2017 $430,550 $407,134 $363,857
2018 $182,500 $427,491 $608,847
2019 $142,900 $448,865 $914,812
2020 $165,900 $471,308 $1,220,221
2021 $1,324,250 $494,874 $390,844
2022 $285,800 $519,617 $624,662
8
Fiscal Year 2012 Annual Budget

Franchise revenue bonds and capital revenue bonds—this
consists of debt that is secured through the pledge of City
General Fund franchise revenues and other non-ad valorem
revenues.
Water and Sewer revenue bonds—the Water and Sewer
Fund is an enterprise fund which is supported by fees for
service rather than by taxes. Revenue bonds are repaid with
revenues from the enterprise fund, not by contributions
from the General Fund. These bonds are used to increase
plant capacity and modernize the system.
General obligation bonds—this funding source requires
voter approval and is used to finance major capital projects
with an expected life of 15 to 30 years. Debt retirement is
achieved through a special ad valorem debt millage separate
from the General Fund ad valorem operating millage.
Variable-rate debt bonds and loans—this funding source
will be used to purchase capital items through the Florida
Intergovernmental Financing Commission (FIFC) or other
financial institution with a contractual obligation specifying
payment terms, including principal and interest to be paid
over a period of time.
Equity fi nancing—this is generally known as “pay-as-yougo”
financing and involves dedicating budget surpluses that
are generated in previous years to capital purchases. When
the City equity finances some of its CIP, it reduces the
amount of debt that needs to be issued.
Florida Department of Environmental Protection (DEP)
loan— this program provides low-interest loans for
planning, designing, and constructing drinking water and
wastewater projects. This program is also known as a State
Revolving Fund (SRF) Loan.
Grant funding—this program refers to giving of funds for a
specific purpose. Funds may be granted from federal, state
or local sources, such as Community Development Block
Grant (CDBG), Urban Area Security Initiative (UASI),
Federal Emergency Management Administration (FEMA),
Florida Department of Transportation, Florida Department
of Environmental Protection, Energy Efficiency and
Conservation Block Grant (EECBG), Resource Recovery
Board, Florida Department of Health, etc.
Tax Incremental Financing (TIF)—this captures the future
taxes of real estate improvements in a designated area to
pay the present cost of these improvements.
All fleet requests are accompanied by a Fleet Replacement
Form identifying the vehicle type, quantity, total cost,
vehicle identification numbers, model type, and specialty
items. In addition, current status and condition of each
vehicle is required as part of the justification submitted for
review (e.g. mileage, life-to-date repair cost, etc).
Prior to being included in the six-year Capital Improvement
Program, each potential project is analyzed to determine
its financial impact on operations, operating expenditures,
and revenues. The total cost of each recommended project
is identified as part of the capital budgeting process and
associated operating expenses are included in the operating
budget. In the CIP, the Project Description Form for each
project identifies expected debt service costs, including
interest rate and life expectancy assumptions, as well as
operating and maintenance costs for new equipment.
The CIP Review Committee—made up of the City
Manager, the department requesting the capital, and staff
from the Budget office—discuss all capital requests with
further justification, research and analysis during the
meetings. If the need proves to be valid and the capital
is part of the City’s overall strategic plan, the project is
recommended for approval. The Senior Management Team
reviews the entire list of proposed capital projects along
with the funding sources and restraints. A final list of
projects is recommended to the City Commission by this
team for inclusion in the capital budget.
In summary, the six-year CIP provides the necessary
components of a sound Capital Improvement Program.
The table below describes sources of financing the capital
budget in Fiscal Year 2012.
CIP funding sources— Fiscal Year 2012
SRF loan $5,500,000
Equity financing $5,126,852
Operating $3,371,730
Capital reserves—W&S Fund $2,208,000
Facilities reserves $916,000
R&R $666,500
Grant funding—CDBG $651,277
Charter School Fund $574,215
Tree Trust Fund $526,111
Grant funding—UASI $217,845
Grant funding—FEMA $120,068
Grant funding—RRB* $100,000
Forfeiture funds $78,300
Public Art Fund $76,500
Grant funding—Fla. DOH $24,000
Grant funding—JAG $23,590
Sub-total funding sources $20,180,988
Loan/grant dependent $6,771,000
Total CIP—FY 2012 $26,951,988
*Resource Recovery Board.
City of Coral Springs, Florida
9

Impact of CIP on Operating Budget
The impact of net operating costs, operating
capital, and debt service for Fiscal Year 2012 capital
projects is summarized on the table to the right. It is
important to note that $12.3M or 46% of the capital
expenditure in Fiscal Year 2012 will be funded by
reserves or equity, and $1.1M or 4% will be funded
via grants, thereby eliminating the need to borrow.
Additional Operating Expenses
Additional operating expenses include all additional
cost associated with a capital project, including any
non-routine expenditure (additional maintenance costs,
additional utility cost, additional personnel costs, etc.)
offset by anticipated savings or new revenues generated by
that project.
Operating Capital
Operating capital is for projects that are funded through
appropriated revenues. Each fund has money reserved
to make appropriate purchases. Normally this funding
source is used for projects that have a short life expectancy.
Replacement of vehicles and equipment is funded by
operating capital through the Equipment Services Fund.
In Fiscal Year 2012, the City is projecting a $2,210,651
operating capital expense to replace vehicles and
equipment that have exceeded their useful life. The Fire
Fund’s operating capital totals $252,079. This budget will
purchase three thermal imaging cameras used for search
and rescue operations, painting and upkeep of fire stations,
replacement of portable radios for firefighters, and other
essential equipment used when responding to emergencies
(e.g. gas meters, dive resuce equipment, etc).
The Water and Sewer Fund’s operating capital of $809,000
will allow the Utility to continue necessary improvements
of water and wastewater valves, perform required
maintenance on seven ground storage water tanks, and
exercise lift staion isolation valves, in order to identify
CIP incremental impact—all funds Fiscal Year 2012
Operating
Budget
$153,417,299
CIP Impact
$3,963,485
Capital
Improvement
Budget
$26,951,988
CIP impact on the operating budget Fiscal Year 2012
Additional
Operating Operating Debt Total
Fund Name Expenses Capital Service Impact
General Fund $413,647 $100,000 $0 $513,647
Fire 0 252,079 0 252,079
Water & Sewer 0 809,000 178,108 987,108
Equip Services 0 2,210,651 0 2,210,651
Total $413,647 $3,371,730 $178,108 $3,963,485
those in need of repair or replacement. Additionally, these
funds will be used for regular maintenance and repairs
of automatic air release valves (i.e, force main). These
inspections and improvements are important to ensure all
components of the sanitary system will perform as needed
during times of emergencies.
Debt Service
Debt service refers to the amount of interest and principal
the City will pay on its outstanding debt during a fiscal
year. In Fiscal Year 2012, the City will continue repayment
of a $525,646 loan secured to fund improvements at two lift
stations. The total principal and interest payment for this
loan in Fiscal Year 2012 will be $34,853.
The City has secured long-term financing from the
Florida Department of Environmental Protection State
Revolving Loan Fund (SRF) for improvements at the water
treatment plant as well as throughout the entire water
and sewer system. The interest rate for this financing is
60% of the market rate, resulting in low-cost financing
for these improvements over a term of 20 years. These
improvements were recommended in the 10-year Water
and Sewer Master Plan. A total of $21 million in financing
has been awarded over the past three years and some of
these projects have been completed (i.e. replacement of
existing wells, construction of new raw water supply wells,
and installation of wellheads and transmission lines). The
SRF loan program requires payment to begin six months
after completion of capital projects financed through these
loans. As a result, debt service totaling $142,255 will begin
in Fiscal Year 2012. Other projects for the water utility are
underway and repayment has been included in the City’s
Five-Year Forecast for the Water and Sewer Fund.
The City is reducing its debt obligation by paying in full
a $354,463 loan disbursed last year for phase I of the
rehabilitation process of its sewer system. As a result, the
Water and Sewer fund will avoid $97,291 in interest over
the 20-year life of the loan.
10
Fiscal Year 2012 Annual Budget

Capital Improvement Summary by Fund
CIP Budget Total Cost
Fund Name FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY’S 2012-17
General Fund $11,284,774 $8,357,932 $17,353,053 $9,871,119 $5,640,390 $7,105,618 $5,277,037 $53,605,149
Fire Fund 465,543 252,079 279,770 454,804 114,286 60,040 28,214 1,189,193
Water and Sewer Fund 6,234,717 14,954,500 5,130,494 3,766,500 3,421,500 1,995,000 2,000,000 31,267,994
Center for the Arts Fund 152,230
Charter School Fund 469,685 574,215 501,248 637,694 60,000 60,000 0 1,833,157
Equipment Services Fund 2,428,900 2,210,651 6,191,812 2,895,196 4,060,771 3,375,749 3,894,339 22,628,519
Tree Trust Fund 330,000 526,111 180,000 120,000 120,000 120,000 120,000 1,186,111
Public Art Fund 100,500 76,500 125,500 128,500 175,500 153,500 200,500 860,000
Total CIP $21,466,349 $26,951,988 $29,761,877 $17,873,813 $13,592,447 $12,869,907 $11,520,090 $112,570,123
Note: Beginning Fiscal Year 2012, the Center for the Arts Fund and the Conference Center Fund have been eliminated. Capital funding for both facilities is included as part of the General Fund.
City of Coral Springs, Florida
11

CIP Budget by Funding Source—All Funds
CIP Budget Total Cost
Description FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY’S 2012-17
Operating
General Fund $0 $100,000 $50,000 $50,000 $0 $0 $0 $200,000
Fire Fund 295,164 252,079 279,770 454,804 114,286 60,040 28,214 1,189,193
Water and Sewer Fund 352,000 809,000 560,000 415,000 225,000 225,000 330,000 2,564,000
Equipment Services Fund 2,428,900 2,210,651 6,191,812 2,895,196 4,060,771 3,375,749 3,894,339 22,628,519
Subtotal 3,076,064 3,371,730 7,081,582 3,815,000 4,400,057 3,660,789 4,252,553 26,581,712
Renewal and Replacement
Water and Sewer Fund 578,717 666,500 236,500 451,500 236,500 310,000 210,000 2,111,000
Subtotal 578,717 666,500 236,500 451,500 236,500 310,000 210,000 2,111,000
Justice Assistance Grant
General Fund 26,957 23,590 0 0 0 0 0 23,590
Subtotal 26,957 23,590 0 0 0 0 0 23,590
Franchise Revenue Bond
General Fund 0 0 4,000,000 2,000,000 0 2,000,000 0 8,000,000
Water and Sewer Fund 0 0 1,710,000 1,500,000 1,660,000 160,000 160,000 5,190,000
Subtotal 0 0 5,710,000 3,500,000 1,660,000 2,160,000 160,000 13,190,000
State Revolving Fund (SRF) Loan
Water and Sewer Fund 5,250,000 5,500,000 0 400,000 0 0 0 5,900,000
Equity Financing
General Fund 3,195,345 5,126,852 8,096,867 6,592,634 4,604,905 4,185,133 4,356,552 32,962,943
Center for the Arts 152,230 0
Subtotal 3,347,575 5,126,852 8,096,867 6,592,634 4,604,905 4,185,133 4,356,552 32,962,943
Computers Replacement Fund 300,000 0 0 0 0 0 0 0
Grant Dependent/Loan Dependent
General Fund 0 1,000,000 533,200 200,000 200,000 200,000 200,000 2,333,200
Water and Sewer Fund 0 5,771,000 0 0 0 0 0 5,771,000
Subtotal 0 6,771,000 533,200 200,000 200,000 200,000 200,000 8,104,200
Tree Trust Fund 330,000 526,111 180,000 120,000 120,000 120,000 120,000 1,186,111
Charter School Fund 469,685 574,215 501,248 637,694 60,000 60,000 0 1,833,157
Public Art Fund 100,500 76,500 125,500 128,500 175,500 153,500 200,500 860,000
Funding Source: Forfeiture Funds
General Fund 0 78,300 0 0 0 0 0 78,300
Facilities Reserves
General Fund 918,785 916,000 883,640 79,000 136,000 66,000 66,000 2,146,640
Capital Reserves
Water and Sewer Fund 0 2,208,000 2,623,994 1,000,000 1,300,000 1,300,000 1,300,000 9,731,994
Subtotal 0 2,208,000 2,623,994 1,000,000 1,300,000 1,300,000 1,300,000 9,731,994
Community Development Block Grant
General Fund 781,285 651,277 2,249,485 949,485 699,485 654,485 654,485 5,858,702
Subtotal 781,285 651,277 2,249,485 949,485 699,485 654,485 654,485 5,858,702
Urban Area Security Initiative (UASI) Grant
General Fund 265,442 217,845 0 0 0 0 0 217,845
Fire Fund 70,379 0 0 0 0 0 0 0
Water and Sewer Fund 54,000 0 0 0 0 0 0 0
Subtotal 389,821 217,845 0 0 0 0 0 217,845
Other Grants
Florida Department of Health
General Fund/EMS 43,960 24,000 0 0 0 0 0 24,000
FEMA
General Fund/EMS 0 120,068 0 0 0 0 0 120,068
Resource Recovery Board
General Fund/Public Works 100,000 1,539,861 0 0 0 0 1,639,861
Funding Source: Recovery Zone Bond
General Fund 5,753,000 0 0 0 0 0 0 0
Fire Fund 100,000 0 0 0 0 0 0 0
Subtotal 5,853,000 0 0 0 0 0 0 0
Total CIP Budget $21,466,349 $26,951,988 $29,761,877 $17,873,813 $13,592,447 $12,869,907 $11,520,090 $112,570,123
12
Fiscal Year 2012 Annual Budget

Performance Budget Overview
Introduction
The following details how we will allocate our resources.
Based on the Strategic Plan and Business Plan, initiatives
and programs are selected and assigned to departments.
The Budget Process Map shows how this system is
interrelated over time, and how the different elements work
together.
Fiscal Year 2011 Initiatives lists our current initiatives, the
strategic priority they support and their status. Fiscal Year
2012 Initiatives lists our new initiatives by strategic priority
and the supporting lead department.
Measuring Results provides an overview of how the
performance measurement system is reported and gives
results for the City’s “stock price”—the Composite Index.
Service and Operations Strategy describes our existing
services, ongoing initiatives and new initiatives, and
includes a Summary of the Key Intended Outcomes with
departmental impacts.
Department Performance Levels consists of significant
accomplishments for each department in Fiscal Year 2011
and an overall expenditure/revenue summary for Fiscal
Year 2012.
Chris Tatham from ETC Institute presents results from the City’s 2011 Residential Survey. Over 1,000 residents responded to the
survey and their opinions helped shape the City’s strategy and initiatives.
City of Coral Springs, Florida
13

Budget Process Map
January February March April May June
Strategic Plan
Resident /
Business Survey
(as scheduled)
Workbooks
Compiled &
“Hot Topics”
Identified
Commission
Workshop
Final Draft
Published
Management
SWOT
Exercise
V
KIO’s
Set
Business Plan
Environmental
Scan
Select
Initiatives
Business Plan
Workshop
V
Operating Budget &
Performance Measures
Quarterly
PM Report
Budget
Client
Feedback
Five-Year
Forecast
Departmental
Budget
Packages
Distributed for
Business Plan,
Staffing,
Operating
Budget, CIP
&
Replacement
Programs
Quarterly
PM Report
Packages
Returned
CMO/Dept.
Meetings
Staffing
& Capital
Line Item
Review
Performance
Measures
Capital Budget
Replacement
Programs
Distributed
Replacement
Programs
Updated
New Capital
Items
Fixed Asset
Inventory
Distributed
14
Fiscal Year 2012 Annual Budget

July August September October November December
Note: The Strategic
Plan is a multi-year
plan. In certain years
the Business Plan
Environmental Scan
is the first element.
Elections
New Commission
Orientation
City of Coral Springs
Strategic Planning & Performance
Measurement Process Map
January 2011
Business Plan
Presentation
V
Composite
Index
Fund
Summaries
Balanced
First Budget
Hearing
To Next Year’s
Quarterly PM
Quarterly
PM Report
Proposed
Budget
Prepared
V
Second
Budget
Hearing
Quarterly
PM Report
To
Environmental
Scan
Budget
Adopted
Adopted
Budget
Published
Proposed CIP
Prepared
Budgeted
Purchases
V
Fiscal Year
Ends
Fixed Asset
Inventory
Updated
City of Coral Springs, Florida
15

Fiscal Year 2011 Initiative Update
Customer-Involved Government
Initiative Department(s) Update as of Third Quarter Fiscal Year 2011 Status
“Coral Springs Experience”
Communications and We continue to market this Citywide individual tour on our website. We are In Progress
(ongoing)
Marketing
exploring the use of smart phone technology to allow visitors to register their
visits to a particular facility. Weekly articles and photos are being submitted
to the Coral Springs Forum.
“Buy Coral Springs” Campaign Communications and This is in maintenance mode with 300 retailers participating.
In Progress
(ongoing)
Marketing, EDF
Station 71 Improvements (ongoing) Fire The original fire station was razed and a housing module was placed at the
Fire Training Academy to provide temporary housing for firefighters working
out of Station 71. Architectural and engineering design is scheduled to be
complete by October 2011, with construction to begin early in 2012 and last
about 10 months.
In Progress
Building Division and EDF Customer
Communication (ongoing)
Code Enforcement Rangers
(ongoing)
Building
Code Enforcement
There are currently 14 projects that have been assigned a project
coordinator. Wrap-up meetings have been held for 4 projects, with positive
results.
The original 8 volunteer Code Rangers, along with their supervisor, Pat
Uber, were recognized by the City Commission on March 8, 2011. The
Code Ranger program currently has 16 volunteers that are trained and
actively addressing violations of aesthetic codes. The Code Rangers are
now assigned to sectors and zones forming a team with the Code Officers.
So far this fiscal year, rangers have inspected 737 properties, and left 722
door hangers, with a 54% compliance rate. There was one health and safety
issue reported.
Enhanced Volunteer Opportunities Parks and Recreation During Q1, the Downtown Lions Club put together a work day at Lions Park,
painting buildings, cleaning fencing and picking up trash. 29 volunteers
donated 131.5 hours during Q1. In the second quarter, several volunteers
worked at Mullins, Cypress and neighborhood parks. In the 3rd quarter
Enterprise Car Rental donated over 30 hours of volunteer time to assist in
cleaning up Mullins Park. Several teenagers have volunteered to assist with
cleanups at North Community Park. Other programs include the Counselors
in Training Program for Summer Camp. The demand to volunteer was so
high that we had to limit the amount of time each person could donate so that
we could provide adequate supervision.
Crime Scene Volunteers Police The CSI Unit hosted a “CSI Volunteer Program” information meeting and
placed program information on the City website. Over 30 people contacted
us to express interest in this volunteer program, and seven volunteers were
selected to go through a 100-hour training program to learn how to process
crime scenes. They will be graduating from the training program on July 28.
After that they will be available for calls with Crime Scene Technicians for
a period of time to be determined on the exposure to calls and proficiency.
When we feel comfortable that each individual is ready to respond to calls on
their own, we will allow them to do so.
Fleet Service Agreements Public Works - Fleet An agreement with the City of Parkland to maintain Public Works vehicles
was executed and became effective October 2010. An agreement with the
City of Coconut Creek to maintain motorcycles became effective Nov 2010.
Metro Fiber Connectivity Information Services Phase one of switching infrastructure replacement has been completed on
schedule connecting the 10GbE backbone between the City’s primary and
secondary data centers. The next phase will be upgrading the core switches
over the next two years at both City Hall and the Fire Training Center. This
will complete the mesh network design with auto failover capabilities and
reduce the City’s vulnerability in the event of a disaster. The remainder of
this year will be focused on upgrading the internal devices and configurations
to leverage the new backbone. The two new storage area network (SAN)
devices have been purchased and delivered. This will be an ongoing effort
aligned with the server improvement projects, with the end result providing
the City with both a high availability infrastructure and increased storage
capacity. The City will continue evaluating the newest technology in an effort
to maintain a dependable yet diverse network between our critical locations.
All of the City’s connectivity upgrades will be in a phased approach with an
eye towards longevity and expandability.
In Progress
In Progress
In Progress
In Progress
Complete
In Progress
16
Fiscal Year 2012 Annual Budget

Fiscal Year 2011 Initiative Update (continued)
Neighborhood and Environmental Sustainability
Initiative Department(s) Update as of Third Quarter Fiscal Year 2011 Status
Recycling in Parks (ongoing) Parks and Recreation There are over 50 recycling cans spread out among our parks. There is In Progress
no grant this year for the purchase of recycling cans, so we will not be
expanding at this time. There are still some problems with contamination
of the recycling bins, but we are making progress in solving it. In the third
quarter we added recycling containers inside various park buildings.
Energy Study (ongoing) Public Works Energy studies for 12 City facilities have been completed, and facilities In Progress
were ranked in the order of the greatest potential for energy savings.
Improvements recommended in the Energy Study at the Center for the
Arts and the Mullins Gym are complete. The engineering consultant is now
tasked with writing an after action report confirming the installations meet
the recommendations. Actual energy savings will be monitored annually. The
Aquatics complex was removed from the Energy Grant program because
retrofits are not permitted those facilities
Meadows and Dells Drainage
Improvements (ongoing)
Public Works
A bid award for curb, gutter, drainage and sidewalk improvements for 44th
Ct., east of Woodside Drive, was made at the March 1 Commission meeting.
Construction began in April and was completed in the 3rd quarter.
Complete
Backflow Prevention and Education
(ongoing)
Foreclosures: Neighborhood
Protection (ongoing)
Public Works
Code Enforcement
94.4% of the commercial accounts and 80% of multifamily properties have
installed the required backflow prevention devices. Code Enforcement has
been sending notices of violations to the noncompliant commercial and
multifamily properties. As of August 11, five cases have been presented to
the Special Magistrate.
The City has registered 828 properties for FY 2011 and has generated
$124,200 in revenue. City expenditures have been $29,140 toward
maintenance of the properties. Since Cotober 2008, the City has monitored
3,379 vacant properties and continues to correct pools and lawns of
unregistered properties.
Sustainability Initiatives (ongoing) Community Development Staff continues to work on the Florida Green Local Government application.
In Q1, detailed analysis of the first three years of Sustainability Index data
started. The analysis will try to determine if any trends are obvious for each
measure, and make recommendations to reverse negative trends. In Q2
modifications to the Sustainability Index were implemented after being
discussed with NEC, Budget and CMO. The changes have removed any
cumulative data reporting and added different weights to measures. An FTP
site has been created for uploading Florida Green Local Government data for
review. As of the 3rd quarter, progress has been made on the Florida Green
Local Government submittal, however, staff has asked for and received an
extension. The revised September 1, 2011 submission deadline will allow
staff time to complete this initiative in the 4th quarter.
Tree Canopy Restoration (ongoing) Community Development Using GIS, specific areas in the City were identified that have lower levels
of participation in the street tree subsidy program. As a result a proposal
was presented to the NEC and City Commission recommending a further
extension of the street tree subsidy program aimed primarily at these areas.
In Q2, Code Enforcement dedicated an officer to enforcement of the street
tree requirement leading to a dramatic increase in subsidy requests from
eligible neighborhoods. A major landscape upgrade and planting has taken
place at Mullins Park. In Q3, Code Enforcement continues to notify residents
that need to plant street trees. An updated summary shows that so far in
2011, 304 street trees have been planted and subsidized.
Master Tree Planting Installation
(ongoing)
Parks and Recreation
Trees were planted at Fern Glen Park, Dede Gilmore Park, and Community
Garden int Q1. In Q2, trees and shrubs were installed at Windings Park,
Chevy Chase Park and Running Brook Hills Park. The new grass parking lot
at Mullins Park was completed with many trees and shrubs being planted at
the site. In Q3 North Community Park, Cypress Park, Lakeview Park, Paul
Britton Park, Corporate Park signs and Sample Road median were planted.
We are on schedule to complete the Master Tree Planting Plan in FY 2012.
In Progress
In Progress
In Progress
In Progress
In Progress
City of Coral Springs, Florida
17

Fiscal Year 2011 Initiative Update (continued)
CDBG Action Plan (ongoing) Community Development City was awarded $976,606 in funds for FY2011. The grant agreement
was executed in Nov. 2010 and an amendment was approved on 12/28/10
to incorporate the award terms established by the Office of Management
and Budget. The City extended its contract with CRA of FL to complete
home repair projects. Q3: NW 44th Court project which began in April is
near completion. Home repair projects are underway. Senior activities are
moving along. On July 21, Community Development staff will recommend an
amendment to past Action Plans to reprogram funds in order to utilize monies
for Galvanized Water Service Replacement Line ($124,151.47) and Mullins
Park Pathways ($100,000.00) projects. Notice/ads prepared for 1st Public
Hearing for P/Z Board of the Annual Action Plan. Final approval will occur at
7/19/11 Commission meeting and must be transmitted to HUD by 8/15/11.
Partnerships with Homeowners’
Associations (ongoing)
Code Enforcement
Code continues to work with 3 HOAs regarding code violations. The property
manager at Eagle Trace became a Code Ranger and has sent out 109
written warnings to homeowners for code violations, and is working to obtain
voluntary compliance. Code will continue to seek other HOAs to partner with
to assist with code violations within their communities.
Reserve Officer Corps (ongoing) Police One retired officer is participating in the program. His responsibilities include
assisting at special events, training new officers, and regular patrol duties.
He has been very effective in his role as a Reserve Officer. The part-time
police program has in all likelihood hampered the growth of the reserve
program; however, with the part-time program filling up it is anticipated that
the reserve program will expand in the coming years.
In Progress
In Progress
In Progress
Community Pride (Phase II)
Natural Area Monitoring and
Enhancement
Solid Waste and Recycling
Strategic Plan
Parks and Recreation,
Public Works
Community Development
Public Works
In the first quarter, 3 full-time staff members were added to the median
landscape crew, and they have continued to replace landscaping. Park
improvements included the construction of the new grass parking lot and
entranceway at Mullins Park, and a new storage room and stucco for
the Safety Town trailer. In Q2, the grass parking lot at Mullins Park was
completed with new landscaping and is getting plenty of use. New signs
were installed at Mullins and North Community parks. Staff continues
to work on the medians, replacing missing and dead material. Work on
the Master Tree Plan continued with several parks receiving new trees in
the second quarter. Some of the completed upgrades in the third quarter
included canopy repairs at all Community Parks, new trees at Lakeview Park,
Sample Road median, Cypress Park and Corporate Park signs, new picnic
tables, trash cans and grills throughout the parks, new batting cage surface
at Mullins Park, and sidewalk repairs at Mullins Park. Pressure cleaning
of curbs and sidewalks was done at all community parks and along Sample
Road.
Natural areas and preserves shown on the natural resources map from
the Comprehensive Plan have been visited to verify that they have been
appropriately identified. Additional preserve areas not shown on the map are
being documented and will be added. In Q2 4 preserves (Super Target, The
Arbors, JPI and Newport) have been inspected and evaluated. The findings
and recommendations were communicated to the property managers during
site visits and will be followed by a written report. The recommendations
for the Super Target preserve have already been acted on. In Q3 an
additional 5 sites were inspected and management recommendations have
been passed on to the appropriate property manager. A re-inspection of
the previously inspected properties showed that most of the properties
have acted or are in the process of acting on the recommendations
provided. The City has been awarded a non-matching grant of $44,000.00
to remove air potato from The Preserve at Woodside Estates.
HDR Engineering was awarded the contract to prepare the Solid Waste and
Recycling Strategic Plan by the City Commission on May 17. The contractor
has completed the waste generation and composition analysis. They are
currently interviewing commercial recovered materials haulers to determine
type and volume of collected recyclables. This Phase 1 of 3 is intended to
establish a baseline Citywide recycling rate by Oct. 1, 2011.
In Progress
In Progress
In Progress
18
Fiscal Year 2012 Annual Budget

Fiscal Year 2011 Initiative Update (continued)
Plumbing Retrofit Kits Public Works The City entered into an Interlocal Agreement with Broward County for the
county to provide water saving plumbing retrofit kits consisting of shower
heads and toilets, as well as conduct a media campaign. Broward County
has developed its Action Plan and has announced a Sept. 30 kickoff. Coral
Springs is one of 15 utilities participating in the program.
Enhanced Part-Time Officer
Program
Police
The part-time program was designed to keep road patrol officers out in the
field by delegating the booking, monitoring and transportation of prisoners to
part-time officers. The program has been expanded to allow part-time officers
to assist with security posts, train new officers and perform other tasks such
as the “open and empty” program. The part-time program now consists of
six officers providing coverage seven days a week. This program has proven
to be an asset to the police department by allowing road patrol officers to
resume road patrol functions more quickly.
In Progress
In Progress
Financial Health and Economic Development
Initiative Department(s) Update as of Third Quarter Fiscal Year 2011 Status
CS BizAssist (ongoing)
City Manager’s Office,
Communications and
Marketing, EDF
Businesses were surveyed regarding the CSBizAssist 5-video series. Survey
results are being evaluated and we are exploring other options for offering
additional resources to businesses. The long-term businesses recognized at
the January commission meeting were highlighted in the spring issue of the
Coral Springs Magazine.
In Progress
Partnership with Saveology.com
Iceplex (ongoing)
Enhanced Code Enforcement Lien
Reduction (ongoing)
Sportsplex
Code Enforcement
Limited progress was made during Q1 due to the start of the Panther’s
season. Meetings resumed during Q2 and Q3. We are continuing to work
with staff from Sunrise Sports & Entertainment, the parent company of the
Florida Panthers, to identify sponsorship and advertising opportunities.
The Code Division continues to attempt to settle fine amounts on foreclosed
properties in order to get them occupied and maintained. Original fine
amounts of $3,626,406 have been reduced to $298,567 resulting in savings
to property owners of $3,027,838.
Business Tax Amnesty (ongoing) Code Enforcement The Code Enforcement Division started advertising for the new amnesty
program which will run from May 1 through July 31, 2011. This would allow
businesses that have never applied for a business license to register with the
City for the current year without penalties. As of June 30, 27 new applicants
have participated in our amnesty program generating $6,480. A total of
$5,670 was the savings to those business customers.
Technology Upgrades (ongoing) Information Services Virtual Desktop Infrastructure (VDI) is currently on hold awaiting completion
of the 10 Gb network upgrade which is part of the Metro Fiber project. An
RFP was issued and a vendor selected for the purchase of new iSeries
(AS400) computer systems which host all the SunGard/HTE business
and public safety applications. The OnBase Data Management solution
was selected and purchased as a replacement to the City’s document
management system. This system will consolidate our imaging, records
management and document management systems, allowing us to simplify
the workflow into a single integrated solution. The migration is projected to be
completed over the next year.
Pension Reform Human Resources Staff made a presentation at the legislative briefing in January regarding
pension reform. Legislation was passed that includes some provisions
that will strengthen the City’s position during negotiations with unions. A
pension consultant was hired to provide a comprehensive overview of the
historical changes related to the Police Pension Plan. These findings were
presented to the City Commission during the month of May. Staff is working
with the pension consultant and actuaries to evaluate various pension
design changes that will be given additional consideration. The FOP union
representatives and City management officially began talks related to the
pension re-opener in late May.
Multi-Tenant Sign Ordinance Community Development The first monument sign under the new regulations was installed at the Toys
R Us/Babies R Us location in Turtle Run. Staff has worked with several other
property owners on preliminary sign concepts.
In Progress
In Progress
In Progress
In Progress
In Progress
Complete
City of Coral Springs, Florida
19

Fiscal Year 2011 Initiative Update (continued)
Economic Development Plan
City Manager’s Office,
Economic Development
Foundation
Efforts at reducing commercial vacancies are beginning to be successful,
with triple the amount of commercial absorption and 4 times the amount of
industrial absorption as in FY 2010. There are now 5 on-demand videos on
CSBizAssist, and a conference with real estate brokers was held in Q1. The
future presence of Broward College at the Sample/University intersection will
aid in attracting new businesses to the area.
In Progress
Traffic, Mobility, and Connectivity
Initiative Department(s) Update as of Third Quarter Fiscal Year 2011 Status
Sample Road and University Drive
In Progress
Intrastructure Master Plan (ongoing)
City Manager’s Office,
Community Development,
CRA
In partnership with the CRA, the City is allocating approximately $4.2 million
of the Recovery Zone Bonds for the implementation of the Infrastructure
Master Plan at this intersection. The plan includes the construction of right
turn lanes, power and cable line burial, the installation of new traffic light
mast arms, an enhanced pedestrian environment, improved landscaping, the
installation of new bus shelters and the public art for the Four Corners. In Q1,
preliminary plans for burial of FPL and Advanced Cable Communications
utility lines were drafted. Planning continued in Q2. In Q3, the City was
notified by Broward County that a County Incentive Grant application was
awarded to the City in the amount of $752,813 to assist in the construction
of the Sample Rd. and University Dr. turn lane improvements. The funds
become available in 2015.
Bus Shelters (ongoing) Public Works The agreement between the City and Broward County for the provision
and installation of bus shelters by the county, with maintenance by the City
began full implementation during Q1. As of Q3, the county has completed
installation of the 27 standard green open air shelters bringing the total to
66 Citywide. Streets staff are installing the sun te logo on the shelter ends.
There are 4 contemporary style shelters remaining to be installed in the
downtown pending the acquisition of easements, and one custom structure
on Sample, west of 62nd Ave.
Safe Driving (ongoing) Police The Coral Springs Police Department contacted the schools in Q1 informing
them that a press release about the program would go out in Q2. In Q3
the Teen Safe Driving Initiative came to a close with 149 students being
recognized for their safe driving. This number is more than double last year’s
number of 67. All students received a safe driving certificate, $20 gift card to
Walmart and a blue cord to wear at graduation.
Community Bus Service (ongoing) Parks and Recreation Both the green and blue routes continue to operate 7 days a week.
Ridership numbers have stabilized at approximately 3,500 riders per bus per
month. There was a decline in ridership in FY2010 which staff associates
with the cost increase for ridership. In Q3, our contracted company went
through a change in ownership, but services continued without affecting the
public. Ridership numbers continue to be stable. We remain well over the
daily ridership numbers required by Broward County Transit.
Sawgrass Trailhead (ongoing) Parks and Recreation The City has completed its portion of the project. The construction is the
responsibility of Broward County. The county has secured their permits with
the water district. Plans were finalized in Q2 prior to going out to bid. As
of Q3, the County is installing sidewalk on Atlantic Blvd. that will connect
to the Trailhead. Staff met with the county during the third quarter and the
county was concerned with long-range expansion plans by the Sawgrass
Expressway that would affect the trailhead project. They have delayed the
project while they evaluate that information. The City sent a letter to the
county stating that we were in favor of the project moving forward.
In Progress
Complete
In Progress
In Progress
20
Fiscal Year 2012 Annual Budget

Fiscal Year 2011 Initiative Update (continued)
Traffic Management (ongoing) Community Development The Traffic Management Team met with FDOT and Turtle Run CDD to
discuss the configuration of the intersection at Turtle Creek Drive and
SR7. FDOT will begin the SR7 RRR project (Sample Rd. to Sawgrass) in
early 2011. There will be dual left turn lanes turning north onto SR7 and a
combined through and right turn lane. Additional curbing will be added to the
north side of Turtle Creek Dr. Two streets, NW 94 Ave. and NW 48 Dr., were
studied to evaluate the affects of traffic calming devices. In Q3, Broward
County installed NB and SB left turn signals at Wiles Rd./Creekside Dr. and
will install a traffic signal at Coral Ridge Dr./NW 56th St. The TMT is working
with the Turtle Run CDD to review proposed improvements on Turtle Run
Blvd., Creekside Dr., and Turtle Creek Dr. Traffic Calming evaluation tests
were completed on 4 streets: NW 20th St., NW 38th Dr., NW 39th Ct., and
NW 91st Ave.
Street Indexing Signs Community Development In Q1, staff completed the RFP process and obtained approvals from
respective property owners to install 32 indexing signs along the University
Dr. commercial corridor. In Q2, the first prototype sign was installed at
Coral Palm Plaza. Based on feedback from the Commission, some minor
modifications will be made and installation of the remaining 31 signs will be
completed by mid-summer. As of Q3, 10 of the 32 indexing signs have been
installed. The remaining 22 are estimated to be installed by end of August
2011. Hand digging has been required on most of the locations due to fiber
optic lines being in same area.
Red Light and Security Cameras
Implementation
Police
In September 2010 ACS was chosen by the red light camera board as the
vendor to implement the project. The police department identified sixteen
intersections that were video validated by ACS to determine the extent of the
red light running problem. Based on that video validation, ten approaches
have been targeted and permits were sought to begin construction at
these sites. As of Q3, the intersections that were likely be the first to have
enforcement cameras installed have changed based on construction
feasibility issues. ACS is currently working with FPL in order to determine the
best plan possible to bring power to the intersections selected. Although the
construction of the sites has run into several issues such as permitting, tree
trimming/removal and power supply, these issues are being worked out and
construction plans are still moving forward. An educational campaign has
begun with the city’s website and press releases. Message boards will also
be placed at intersections that will be monitored by red light cameras. August
2011 is the target date to go online with the project.
In Progress
In Progress
In Progress
City of Coral Springs, Florida
21

Fiscal Year 2011 Initiative Update (continued)
Youth Development and Family Values
Initiative Department(s) Update as of Third Quarter Fiscal Year 2011 Status
Recreation Program Scholarships
(ongoing)
Parks and Recreation Scholarship funding will be distributed in September. There is $50,000
available - $25,000 for summer camp and $25,000 for the sports leagues.
We anticipate using all the funds this year. We wait until all leagues and
summer camp registrations are complete so that all funds are distributed
equally and fairly.
In Progress
Pool Safety Education and
Awareness (ongoing)
Communications and
Marketing
We are worked with Fire and Police to offer a Pool Safety event to residents
in April. Two new Pool Safety PSAs aired during the 3rd quarter and an
article appeared in the summer issue of the Coral Springs Magazine.
Teen Political Forum (ongoing) Human Resources The 4th Annual Teen Political Forum was held on January 27 at the Coral
Springs Center for the Arts and was attended by nearly 400 high school
students. There were a total of 7 elected officials who made up the panel.
The Police and Fire Chiefs were also in attendance in the audience, ready
to field any questions that came their way. The students asked very good
questions and in general, this successful event flowed smoothly.
Senior Empowerment Program
(ongoing)
Educational Campaign to Prevent
Prescription Drug Abuse (ongoing)
Intergenerational Programs
(ongoing)
Parks and Recreation
Police
Parks and Recreation
Window to My World program was held at St. Andrews Towers with 9 seniors
participating in the program. Program was paid for through the ARC grant.
The event was so successful that a second event was held in in Q3,and
plans are in the works to hold one more before the end of the year.
Regular checks of pharmacies throughout the City were conducted to ensure
that each business is abiding by distribution laws. Police personnel found
one minor violation regarding product placement. In an effort to eliminate
potential abuse of prescription drugs, a department policy was developed
to remove prescribed drugs from the residence in the unfortunate event
of a death of a city resident. As of Q3, that policy has accounted for 2,958
prescription pills that were collected and destroyed. Also in Q3, we have
confiscated 1,667 pills involving arrests. We conducted a pill buyback
program at St. Andrews Towers and collected 4.25 pounds of prescription
pills that were turned in for destruction. Our next pill buyback program will
take place at City Hall on July 16, 2011.
In Q1, the crochet group donated over 300 hand puppets to the Coral
Springs Medical Center for the children. In Q2, an Intergenerational Fitness
Day was held at the Senior Center. The Intergenerational Olympics should
take place in the fourth quarter.
Community Garden (ongoing) Parks and Recreation The Community Garden now has a Gardening Committee that handles
registrations, offers specialty classes on gardening and maintains the
common areas at the garden. The garden has expanded to over 40 spaces
available for planting. In Q1, a new permanent black vinyl chain link fence
was installed at the site, and fruit trees were planted in Q1 and Q2. As of
Q3, the Rotary Club has begun heading up the Community Garden and has
formed a volunteer organization to oversee the garden. They have worked to
keep the site clean and are recruiting new owners for the additional spaces
they added.
Car Club (ongoing) Parks and Recreation In Q1, the Teen Car Club participated in the City Holiday Parade. The 4th
Annual Teen Car show took place on Saturday, March 26. This year’s
show was more family oriented and included bounce houses, games, a
performance by a popular local teen band, food, vendors as well as cars.
They have taken their remodeled Blazer to several car shows to display.
They are still working on finishing the interior of the Blazer.
WorkForce One Partnership Human Resources The Summer Youth Employment Program (SYEP) started on June 20 and
will conclude on August 12. Five student workers were assigned to four
different City departments. The students participated in a City customer
service and quality orientation on June 20.
In Progress
Complete
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
22
Fiscal Year 2012 Annual Budget

Fiscal Year 2011 Initiative Update (continued)
Police and Fire Explorers Police, Fire The Coral Springs Police Explorers have 17 active members. Police
Explorers conducted 20 training sessions during Q1. The group distributed “If
I Were a Thief” fliers at the health clubs and City parks. Almost 200 potential
vehicle burglary victims were identified. The group also conducted parking
and security details for elementary and middle schools and participated
in the City Holiday Parade. Police Explorers conducted “Operation Sleigh
Ride” at the Coral Square Mall, a rooftop surveillance operation with
approximately 500 hours of crime prevention. In Q4, the Coral Springs Police
Explorers attended the 40th annual Florida Association of Police Explorers
State competition in Orlando and took first place out of 31 law enforcement
agencies that were competing. Fire Explorers are meeting monthly, and have
about 25 active members.
Teen Cookoff Parks and Recreation The Teen Cookoff was held in April. We had 5 teams compete in the finals.
There were 2 categories: Culinary Division which consisted of Coral Glades
and Taravella High Schools Culinary Classes, and the Domestic Division
which had 3 teams of teens who had no formal cooking training. Coral
Springs Charter, Coral Springs High School and the Virtual School were
represented. Coral Glades won the Culinary Division and a 4-person team
of students from Coral Springs and the Virtual School won the Domestic
Challenge.
In Progress
Complete
Strength in Diversity
Initiative Department(s) Update as of Third Quarter Fiscal Year 2011 Status
Family Success Center (ongoing) Human Resources In Q2, staff coordinated a group visit of the Help Desk Team to the Coral In Progress
Springs Family Success Center to familiarize the team with the programs and
services. There have been many recent changes and the visit proved to be
most productive and informative.
CommuniTea (ongoing) Human Resources A very successful CommuniTea was held on May 7 at the Country Club of Complete
Coral Springs. 185 people attended this event with a Mother’s Day theme
and were entertained by a magic show by “A House of Flying Cards” as well
as a dance demonstration by “Fun and Dance Club.”
International Dinner Dance
Human Resources The Dinner Dance Committee has begun planning for this year’s event which
(ongoing)
will be held at the Coral Springs Marriott on Saturday, September 24. The
In Progress
Committee chose to highlight the country of India this year. Tickets will soon
go on sale.
Partnership Between Multi-Cultural
Advisory Committee and One
Planet United (ongoing)
Weekend of Peace Celebration
(ongoing)
Human Resources
Human Resources
We continue to enjoy a healthy and active relationship with One Planet
United. Monthly Peace Walks are regularly held at the Peace Garden.
Members of One Planet United can always be counted on to assist when
called upon by the Multi-Cultural Committee.
The Multi Cultural Committee has had an initial planning meeting with One
Planet United. The Weekend of Peace will be celebrated September 16 to
18 this year. The Committee is trying to change the format of the Sunday
afternoon event to make it more inclusive of all cultures and faiths.
WorldFest (ongoing) Human Resources Worldfest was held on April 3 at the Sportsplex. Several participants have
provided positive feedback and the event was well attended. Our committee
volunteers especially enjoyed hosting their own cooking demonstration booth
and enthusiastically look forward to planning next year’s event.
Partnership with Providencia, Chile Human Resources The Mayor and Budget/Strategic Planning Manager were invited to speak at
(ongoing)
Chile’s quality conference that will take place in August 2011.
Martin Luther King Program
Enhancements (ongoing)
Human Resources
The 21st Annual MLK Celebration was a very successful event. Our speaker,
Ms. Bacardi Jackson, proved to be a very dynamic speaker and delighted
the luncheon and Evening Community Celebration with her inspirational
comments. We held a Leadership/Diversity Day Jan. 17 for high school
and middle school students which was well attended. The keynote speaker
was Lt. David Holmes, Police Chief from the City of North Lauderdale and a
former Dolphin football player. The day’s activities also included roundtable
discussions with the City Commission. As of Q3, the MLK Committee has
started its search for a speaker for the 2012 event
In Progress
Planning
Complete
In Progress
Complete
City of Coral Springs, Florida
23

Fiscal Year 2011 Initiative Update (continued)
Excellence in Education
Initiative Department(s) Update as of Third Quarter Fiscal Year 2011 Status
Charter School Organizational Human Resources City staff continue to provide support to the Charter School as needed in the In Progress
Excellence (ongoing)
areas of quality, strategic planning, measurement, etc.
Coral Springs Government
Academy (ongoing)
Human Resources The final session of the 2011 Government Academy took place on June 23.
Approximately 15 of the original group of 35 participants received completion
certificates. Positive feedback was received from all sessions and has been
shared with all speakers/facilitators. Based on suggestions from participants,
we will place emphasis on making each session more interactive next year.
Complete
Alumni Work Force Retention
Campaign (ongoing)
Broward College Campus in Coral
Springs
Fire Academy Training and
Promotion
Communications and
Marketing and EDF
City Manager’s Office,
EDF, CRA
Fire
The Alumni Work Force Retention database is complete and is in the final
stages of beta testing. The campaign is set to launch at the beginning of
the 2011-12 school year. The system will have the capability to periodically
e-blast participating students and allow them to create a password-protected
individual account where they can continuously update their information,
post their resume, access job postings, and be visible to local employers.
Employers will also be able to create individual accounts, post jobs, and
search for student candidates by job function.
Broward College has leased a parcel at the northwest corner of Sample
and University. Planning process for tenant improvements needed to retrofit
at least 11 classrooms and administrative offices has begun. City staff is
working with the college on a marketing plan, and classes at the site are
expected to begin during the 2012 academic year.
in Q1, 20 students attended a Firefighter I & II class. Also held five other
fire related classes and three specialty courses for career firefighters. There
were 20 different classes held in Q2, with 505 students attending. 29 classes
were held in Q3, with 491 students.
In Progress
In Progress
In Progress
24
Fiscal Year 2012 Annual Budget

Fiscal Year 2012 Initiative Summary
Customer -Involved Government
50th Anniversary Planning
Street Lighting Improvements
Park VIPs (Volunteers in Parks)
Closed Captioning City TV
Web-Based Crime Reporting
City Marketing Plan
City Hall Security Improvements
Code Enforcement Rangers (ongoing)
Station 71 Improvements (ongoing)
Building Division and EDF Customer Communication (ongoing)
Neighborhood and Environmental Sustainability
Park Improvement Master Plan
Water Saving Devices
Fats, Oils, and Grease (FOG) Regulation Program
Community Pride Phase III
Neighborhood Stabilization Program (NSP3)
Neighborhood Preservation Program Enhancement
Nuisance Abatement Board
FPL Transformer Screening Feasibility Study
Mullins Park Revitalization
Code Enforcement Process Improvement
Playground Equipment Replacement Program
Inflow and Infiltration Program
CDBG Action Plan (ongoing)
Sustainability Initiatives (ongoing)
Foreclosures: Neighborhood Protection (ongoing)
Tree Canopy Restoration (ongoing)
“Make a Call, Make a Difference” Campaign (ongoing)
Financial Health and Economic Development
Internal Auditor
Business Development
Commercial Facade Program
Fire Department Accreditation Process Phase I
Enhanced Code Enforcement Lien Reduction (ongoing)
CS BizAssist (ongoing)
Business Tax Amnesty (ongoing)
City Manager’s Office, Communications and Marketing
Public Works
Parks and Recreation
Communications and Marketing
Police
City Manager’s Office, Communications and Marketing
Police
Code Enforcement
Fire
Building
Parks and Recreation
Public Works
Public Works
Parks and Recreation
Community Development
Code Enforcement
City Attorney’s Office
Parks and Recreation
Parks and Recreation
Information Services
Parks and Recreation
Public Works Utilities
Community Development
Public Works, Community Development
Code Enforcement
Community Development
Police, Communications and Marketing
City Commission
City Manager’s Office, EDF
Community Development
Fire
Code Enforcement
City Manager’s Office, Communications and Marketing
Code Enforcement
City of Coral Springs, Florida
25

Fiscal Year 2012 Initiative Summary (continued)
Traffic, Mobility, and Connectivity
Bike Path and Walkway Inventory and Master Plan
Downtown Pathways Phase II
Northwest Broward Consortium for Planning Transportation
Improvements
Westview Turn Lane
Traffic Management (ongoing)
Red Light and Security Cameras Implementation (ongoing)
Street Indexing Signs (ongoing)
Youth Development and Family Values
Sports Events and Venues Promotion
Holiday Fun Run
Mentoring Leadership Program
Car Club (ongoing)
Teen Political Forum (ongoing)
WorkForce One Partnership (ongoing)
Senior Empowerment Program (ongoing)
Teen Cookoff (ongoing)
Strength in Diversity
Visioning Summit Update
Rename 29th Street “Avenue of the Arts”
International Dinner Dance (ongoing)
Family Success Center (ongoing)
Partnership Between Multi-Cultural Advisory Committee and
One Planet United (ongoing)
Weekend of Peace Celebration (ongoing)
WorldFest (ongoing)
CommuniTea (ongoing)
Martin Luther King Program (ongoing)
Excellence in Education
Cambridge Advanced Program at Coral Springs Charter School
Student Database Outreach Project (ongoing)
Charter School Organizational Excellence (ongoing)
Broward College Campus in Coral Springs (ongoing)
Public Works
Community Development
Community Development
Public Works
Community Development
Police
Community Development
City Manager’s Office, Communications and Marketing
Sportsplex
Police
Parks and Recreation
Human Resources
Human Resources
Parks and Recreation
Parks and Recreation
Human Resources
City Manager’s Office, Community Development
Human Resources
Human Resources
Human Resources
Human Resources
Human Resources
Human Resources
Human Resources
City Manager’s Office, Coral Springs Charter School
Communications and Marketing
City Manager’s Office
City Manager’s Office
26
Fiscal Year 2012 Annual Budget

Measuring Results
Quarterly Performance Review
Overview
The City has developed a performance measurement and
management system to align department services and
programs with the City Commission’s seven strategic
priorities. The system enables departments to systematically
measure results and make timely adjustments when
results fall short of expected performance levels. Three
components make up the system: a quarterly performance
reporting program, a composite index that measures the
overall financial and service operation position, and the
State of the City report. These elements play an important
part in the City’s overall Business Plan and help keep the
organization on target.
Departmental Measures
A total of 100 performance measures have been established
to measure results achieved through services and
programs provided by the City’s 12 operating and support
departments. The majority are on track to meet their goals
by the end of the Fiscal Year. Four of the performance
measures double as Key Intended Outcomes (KIOs) and are
discussed in the KIO Analysis.
Satisfaction with items that influence residents’ perceptions of the City
Key Intended Outcome Analysis
and Current Initiative Update
Twenty-six Key Intended Outcomes (KIOs) have been
established, all of which support at least one of the seven
strategic priorities. Performance goals for each KIO were
developed as part of the City Commission’s Fiscal Years
2010-2011 Strategic Plan. It is anticipated that the majority
of these performance goals will be achieved by September
30, 2011.
As of the third quarter of Fiscal Year 2011, 17 KIOs have
met their goals, and three KIOs are on track to meet their
goals. Information for two KIOs is not yet available.
Four KIOs are on watch and may not reach their goal.
Volunteer hours (both citizen and teens) are below the
average levels seen in the second quarter of the previous
several years. Teen volunteer hours normally peak during
the third and fourth quarters of the fiscal year, so we are
watching this trend. The youth mentoring program has
not been conducted during Fiscal Year 2011, which has
hindered the City from achieving its goal of 2,000 youths
involved in City-sponsored leadership opportunities. This
program is being revived in a slightly different format for
Fiscal Year 2012, so participation levels are expected to
rise next year. The number of riders on intracity bus routes
has been declining for the past year, and this goal has been
adjusted downward for Fiscal Year 2012 to account for this.
Quality of life
95%
Quality of services provided by City
95%
How well City is planning for future
92%
Value for City taxes and fees
84%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100%
Percentage of respondents who were very satisfied, satisfied, or neutral
Source: ETC Institute, 2011 Resident Satisfaction Survey
City of Coral Springs, Florida
27

Resident Survey Results
Almost one-third of the KIOs are derived from the
Resident Survey, which is conducted every two years.
The 2011 survey was conducted by ETC Institute, a firm
that performs surveys in over 500 cities and counties in
46 different states. Over 1,200 households completed the
survey, and the sample was stratified so that each of the six
geographic sectors of the City were equally represented.
The survey results have a 95% confidence level.
The survey is an important part of our business model,
since it tells us both how well we are serving our citizens
and what issues are most important to them. Therefore,
most of the new initiatives we are undertaking in Fiscal
Year 2013 center around the areas most important to our
residents: aesthetics and safety.
Results of the survey were quite favorable. Residents
throughout all areas of the City have a positive perception
of the City. Coral Springs residents have higher satisfaction
levels than residents of other cities in Florida and across
the nation. Even more impressive is the fact that those
satisfaction levels have risen since the 2009 survey, while
satisfaction of residents of other Florida and US cities has
declined during the same time period.
All of the KIO results and the initiatives chosen for Fiscal
Year 2011 are summarized on the following pages and in
the appendix.
Supplier and Partner Performance Data
The City’s most important suppliers, partners,
collaborators, and distributors are those that provide direct
service to customers. Waste Management, Inc. picks up
and processes trash and recycling. Professional Facilities
Management operates the Coral Springs Center for the
Arts. Charter Schools U.S.A. manages and staffs the
City’s charter middle and high school. Advanced Cable
Communications provides the infrastructure for television
programming. Median mowing is accomplished through
a group of contractors. Service standards are part of the
contracts with these organizations; the standards spell out
Overall satisfaction with City services has improved in 11 of 12 areas
Fire services
Emergency medical services (EMS)
City parks & recreation programs
Police services
Overall satisfaction with parks & recreation
Publics works (streets & drainage mantenance)
Communication between City & residents
Customer service by City employees
City efforts maintaining quality of neighborhoods
Code Enforcement Division Services
Condition of major City streets
Overall quality of services provided by City
99%
98%
99%
98%
96%
94%
95%
93%
96%
95%
93%
93%
93%
86%
94%
89%
89%
85%
81%
75%
95%
90%
95%
92%
28
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Significant increase
2009 2011
Source: ETC Institute, 2011 Resident Satisfaction Survey
Fiscal Year 2012 Annual Budget

customer requirements and are discussed through
periodic regularly scheduled meetings. For instance,
Public Works management meets quarterly with
Waste Management to review performance data and
exchange information and ideas on operations. City
management meets quarterly with the principals
of schools in the City to assess our partnership
with them regarding athletic field use, after school
programs, leadership development, etc.
Sustainability Index
The City created a sustainability index to track a
broad spectrum of green benchmarks in Fiscal Year
2009 as part of the Neighborhood and Environmental
Sustainability priority. The index provides a means
of measuring the success of our sustainability efforts,
which are motivated by a desire to protect the environment
and help create a more livable community combined with
a desire to reduce energy and paper costs. The index was
published for the first time in last year’s Business Plan
and Annual Budget. After analyzing the results of last
year’s index and consulting with the Neighborhood and
Environmental Committee, several refinements were made
to the index. Each indicator has been assigned a weight,
which reflects its relative importance to City sustainability
efforts. In addition, results for several indicators, which
had been reported as cumulative numbers from the base
year of 2008, are now being reported on a single fiscal
year basis. This method of reporting will allow favorable
or unfavorable trends to be spotted more easily. The index
shows steady progress in meeting sustainability goals.
Sustainability Index FY 2008 to 2011
Actual Actual Actual Actual Q1 Actual Q2
Base 2008 2009 2010 2011 2011 Goal Weight
1 Number of trees planted 5,873 6,873 3,491 2,061 518 427 1.25000
Base equals actual number for 2007
2 Number of Certified Backyard Habitats 73 27 46 15 0 3 0.25000
Base equals actual number for 2007
3 Biodiversity index for environmental sites 0.80 0.80 0.80 0.79 0.79 a 0.50000
(Sandy Ridge, Pine Flats, Red Lichen, Cypress Gateway)
Base equals actual number for 2008, not measured before
4 Percentage of "Green Building" checklist items fulfilled 25% 25% 29% 30% 24% 26% 0.50000
Base equals actual number for 2008, not measured before
5 Average Daily per capita consumption of potable water (gallons use 103 93 97 89 93 93 1.00000
Base equals actual number for 2007
6 KwH of electricity used in select City facilities 13,506,275 13,506,275 12,913,802 12,852,467 3,093,082 3,060,497 1.83334
(Aquatics, Fire Training, City Hall N&S, Charter School, Gymnasium,
Tennis Clubhouse, Public Safety Bldg., Utility Plant)
Base equals actual number for 2008, not measured before
7 Sheets of white copier paper used 4,750,000 4,750,000 5,600,000 5,000,000 2,000,000 1,400,000 1.58333
Base equals actual number for 2008, not measured before
8 Fuel Consumed by City Operations (diesel and unleaded) 386,325 386,325 384,440 389,180 96,322 98,236 1.83333
Base equals actual number for 2008
9 Linear feet of improved or new bike lanes, sidewalks, pathways 500 500 3,678 3,866 0 1,270 0.25000
10 Number of CS residents dropping off household hazardous waste 827 827 881 966 875 0 1.00000
Base equals actual number for 2008, not measured before
Total Index Score 101.5 110.0 110.6
abiodiversitywillbemeasuredonlyonceayear.Barringanycalamitychangesinbiodiversityareexpectedtobegradual
andnotnoticeablefromonequartertoanother.
City of Coral Springs, Florida
29

Fiscal Year 2011 Key Intended Outcomes (KIO) Summary
Customer-Involved Government (8)
FY 2008 FY 2009 FY 2010 FY 2011 FY 2011 FY 2011 FY 2011
Actual Actual Actual Goal 1st Qtr 2nd Qtr 3rd Qtr
1 Overall quality rating for City services and programs (Resident Survey) — 92% 92% 92% 95% — —
2 Overall quality rating for City services by business owners (Business Survey) 93% — 93% N/R 93% N/R N/R
3 Employee satisfaction rating (Human Resources Survey) 95% 95% 97% 90% N/A N/A N/A N/A
4 Number of citizen volunteer hours donated to the City of Coral Springs 41,968 45,437 41,567 42,000 4,764 7,154 6,786
5 Overall rating of the City in terms of communicating with residents (Resident Survey) — 86% 86% 88% 93% — —
6 Overall rating of the City in terms of communicating with businesses (Business Survey) 88% — 88% N/R 88% N/R N/R
7 Customer service rating by residents (Resident Survey) — 89% 89% 90% 94% — —
8 Customer service rating by businesses (Business Survey) 97% — 97% N/R 97% N/R N/R
Neighborhood and Environmental Sustainability (6)
1 Percent of Code cases brought into voluntary compliance prior to admin./judicial process 81% 70% 90% 70% 93% 91% 89%
2 Number of formal and informal neighborhood partnerships each year 24 22 15 15-20 3 5 3
3 Number of volunteer hours aimed at enhancing the environment — — 590.25 500 120 87 331.5
4 City crime rate (crimes/100,000 residents—Calendar Year) 2,583.90 2,530.1 2,559.8 2,530 N/A 2,469.4 —
5 Safety rating in neighborhood (Resident Survey) — — 93% 92% 95% — —
6 Number of trees planted within the City 6,873 3,414 2,061 2,000 518 427 524
Financial Health and Economic Development (3)
1 Maintain City bond ratings Moody Aaa, Fitch AAA, S&P AAA Moody Aaa Moody Aaa Moody Aaa Moody Aaa Moody Aaa Moody Aaa Moody Aaa
Fitch AAA Fitch AAA Fitch AAA Fitch AAA Fitch AAA Fitch AAA Fitch AAA
S&P AAA S&P AAA S&P AAA S&P AAA S&P AAA S&P AAA S&P AAA
2 Residents' value rating (Resident Survey) — 77% 77% 72% 72% — —
3 Non-residential value as a percent of total taxable value 19.75% 21.9% 27.9% 20% N/A N/A 28.8%
Traffic, Mobility and Connectivity (2)
1 Number of linear feet of improved sidewalks, bike paths, and bike lanes — 3,178 * 3,866 2,500 2,939 4,809 3,320
2 Number of riders on intracity bus routes 149,166 108,740 87,513 100,000 21,013 20,748 23,078
*Contract out to bid, actual construction delayed due to grant terms.
Youth Development and Family Values (3)
1 Number of youths involved in City sponsored leadership opportunities 2,016 1,742 1,484 2,000 125 520 325
2 Number of teen volunteer hours donated to the City of Coral Springs 21,818 21,399 21,432 20,000 554 3,218 1,084
3 Number of middle school after-school programs offered annually 14 16 18 15 per year 14 14 14
Strength in Diversity (2)
1 Minority i residents who feel that the City is a great place to live (Resident Survey) — 94% 94% 89% 98% — —
2 Citizen rating of City Government for respecting religious and ethnic diversity (Resident Survey) — 95% 95% 93% 98% — —
Excellence in Education (2)
1 Achieve gains in math/reading mean scale score at the Charter School 0.9% 0.7% 1.0% 0.6% N/A N/A N/A N/A
2 Number of students attending courses offered by partnering institutes of higher education 1,126 1,904 2,468 2,000 432 888 597
Notes:
Fiscal Year 2011 Third Qtr Results
— Business Survey was conducted during Fiscal Year 2008. All goals marked "N/R" have been met in previous years.
Met or Exceeded Goal 17
On target 3
On watch 4
Not Available 2 N/A
Total Measures 26
30
Fiscal Year 2012 Annual Budget

Composite Index
The Composite Index comprises ten
indicators, carefully chosen to give an
overall snapshot of our financial and
operating results. The Composite Index
score is projected to decrease by a few
points in Fiscal Year 2012, primarily
because of the decrease in residential
property value. A chart and description for
each indicator is presented on the following
two pages.
Composite Index
175
150
120.7
126.5 136.7 141.1 140.9
125 112.8 114.2
100
75
50
25
145.6 151.4 156.8
160.0 162.4
162.0 161.8
159.9
ected
Proje
159.2
ected
Proje
0
FY
1997
FY
1998
FY
1999
FY
2000
FY
2001
FY
2002
FY
2003
FY
2004
FY
2005
FY
2006
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
FY
2012
Residential Property Values
Good
$9.0
Billions
$8.3
Source:
$8.0
$7.6 $7.7
Broward
County
$7.0 $6.5
Property
$6.2
Appraiser’s
$6.0
$5.7
$5.2
$5.4 $5.4 Office
$5.0
$4.7
$4.3
$4.0
$4.0
$3.6 $3.7
$3.3
$3.1
$3.0
$2.0
$1.0
$0.0
FY
1997
FY
1998
FY
1999
FY
2000
FY
2001
FY
2002
FY
2003
FY
2004
FY
2005
FY
2006
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
Projected
FY
2012
(Property
values reflect
calendar year
rather than
fiscal year.)
Residential taxable assessed property values
decreased drastically in Fiscal Years 2010 and 2011.
The decrease is due to property tax legislation passed
in January 2008 and is indicative of the national
recession which began in 2008.
The sharp decrease in residential property values
(see chart above) will cause an increase in nonresidential
as a percentage of total value. Nonresidential
includes commercial/industrial sites, as
well as agricultural, institutional, government and
miscellaneous real estate.
Non-Residential Property Values
28.8%
30%
27.9%
As a % of Total Property Values
27.4%
Source:
25%
22.1% 22.9% 23.8% 23.6% Broward
22.6% 2% County
19.8% 20.5% 21.2% 22.1% 21.2% 21.9%
20.1% Property
19.7%
20%
Appraiser’s
Office
15%
10%
5%
0%
FY
1997
FY
1998
FY
1999
FY
2000
FY
2001
FY
2002
FY
2003
FY
2004
FY
2005
FY
2006
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
ected
Proje
FY
2012
Good
(Property
values reflect
calendar year
rather than
fiscal year.)
City of Coral Springs, Florida
31

The City has consistently received high ratings in
customer satisfaction from our residents. The overall
satisfaction rating decreased in Fiscal Year 2009,
yet ratings for departments and services increased.
Results from the 2011 survey show a return to record
high levels. In an effort to save money, the Residential
Survey is being conducted every other year.
Customer Satisfaction
100%
80%
60%
40%
20%
0%
89% 90% 91% 93% 90% 92% 93% 93%
FY
1997
FY
1998
FY
1999
FY
2000
FY
2001
FY
2002
FY
2003
FY
2004
95% 95%
FY
2005
FY
2006
93% 93% 92% 92%
FY
2007
esult
used prior year re
vey conducted; u
No surv
FY
2008
FY
2009
esult
used prior year re
vey conducted; u
No surv
FY
2010
95% 95%
FY
2011
esult
used prior year re
vey conducted; u
No surv
FY
2012
Good
Source:
2011
Resident
Survey
conducted
by ETC
Institute.
Crime Rate
Good
6,000
5,000
4,000
3,000
2,000
1000 1,000
0
7
4885.7
FY
1997
4390.9
FY
1998
3987.6
FY
1999
3506.9
3
FY
2000
390.1
33
FY
2001
2
3001.2
FY
2002
3.5
3193
FY
2003
.5
3085
FY
2004
2731.4
FY
2005
2259.3
FY
2006
Incidents of major crimes per 100,000 population
2500.5
FY
2007
2583.9
FY
2008
2530.1
FY
2009
2559.1
FY
2010
2469.4
FY
2011
2530.0
ed
Project
FY
2012
Source:
City of Coral
Springs Police
Department t and
Florida
Department of
Law
Enforcement
Crime Report
(Crime figures
are calculated
utilizing
calendar year
rather than
fiscal year)
Crime in the City continues to decline. The total
number of indexed crimes (3,145) is at its lowest
level since calendar year 2005. The rate of crime per
100,000 population has fallen from 2,583.9 for Fiscal
Year 2008 to 2,469.4 for Fiscal Year 2011. The rise
in the crime rate from FY 2009 to FY 2010 was the
result of a mathematical anomaly. While the number
of crimes decreased during this period, the population
upon which the ratio is based decreased at a faster
rate.
Athletic League Participants
Good
Some of the activities offered by the Parks and
Recreation Department are basketball, soccer, football,
baseball, roller hockey, lacrosse, and cheerleading.
Independent teams and programs, though not counted
in this measure, also utilize City facilities. The number
of athletic league participants is projected to increase
in Fiscal Year 2011, mainly due the addition of new
leagues.
14,000
12,000
10,000
8,000
6,000
4,000
2000 2,000
0
12,500 12,636
11,757
11,624
10,855 10,959
11,150 10,151151
9,500
8,270
8,500
8,763 9,000 9,000
7,800
7,792
FY
1997
FY
1998
FY
1999
FY
2000
FY
2001
FY
2002
FY
2003
FY
2004
FY
2005
FY
2006
FY
2007
FY
2008
FY
2009
FY
2010
Projected
FY
2011
Projected
FY
2012
Source:
City of Coral
Springs Parks
and
Recreation
Department
Accidents at Major Intersections
Good
180
160
140
120
100
80
60
40
20
0
165
FY
1997
32
170 169
FY
1998
FY
1999
147
FY
2000
160
138
130 131 132
FY
2001
FY
2002
FY
2003
FY
2004
FY
2005
122 123 123
FY
2006
FY
2007
FY
2008
120
FY
2009
124
FY
2010
124 124
Projected
FY
2011
Projected
FY
2012
Source:
City of Coral
Springs Police
Department
Traffic
Division
The number of accidents at 16 major intersections
is tracked and analyzed to reveal trends and to
identify which methods are effective at reducing
the number of crashes. Overall, this measure has
been trending downward since Fiscal Year 1994. It
is projected that the number of accidents at major
intersections will not exceed 124 during the fiscal
year based on current trends.
Fiscal Year 2012 Annual Budget

Volunteers in Government
Good
600
500
400
300
265
276
266
303
410
431
404
458
463
479
454
463
494
519
510
ected
Proje
510
ected
Proje
The number of volunteers in government reached an
all-time high of 519 for Fiscal Year 2010 and we expect
that level to decline slightly during Fiscal Years 2011
and 2012. Members of our committees and boards are
counted as volunteers for this indicator.
200
100
0
FY
1997
FY
1998
FY
1999
FY
2000
FY
2001
FY
2002
FY
2003
FY
2004
FY
2005
FY
2006
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
FY
2012
Source:
Database of
Boards and
Committees
Employee Satisfaction Good
All employees are surveyed annually by the Human
Resources Department to determine overall job
satisfaction. The employee satisfaction rating was
projected to decrease because of employee work
loads increasing in Fiscal Year 2009 and the wage
freeze in Fiscal Year 2010, but results of the Fiscal
Year 2010 survey showed a satisfaction rate of 97%.
100%
80%
60%
40%
20%
0%
93% 95% 95%
90%
92% 91% 93% 94% 95% 97% 95% 95% 97% 95% 95%
91%
FY
1997
FY
1998
FY
1999
FY
2000
FY
2001
FY
2002
FY
2003
FY
2004
FY
2005
FY
2006
FY
2007
FY
2008
FY
2009
FY
2010
ojected
Pro
FY
2011
ected
Proje
FY
2012
Source:
City of Coral
Springs uman
Resources
Department
mployee
Survey
Employee Productivity
Good
12.0
Employees Per Million Dollars of Revenue
10.0 9.25 9.08
8.78
7.96
7.61
8.0 7.25 7.17 6.94
Source:
6.57 6.39
Financial
5.97 5.77 5.77 5.60
6.0
5.39 5.39 Services
Annual
Budget
4.0
20 2.0
rojected
Pr
(Calculation
includes full-time
employees for all
funds divided by
Net Revenues)
It will take fewer than six full-time employees to
generate one million dollars of revenue, down from
10.91 in Fiscal Year 1994. The City eliminated 34
full-time positions through attrition between FY 2008
and FY 2011.
0.0
FY
1997
FY
1998
FY
1999
FY
2000
FY
2001
FY
2002
FY
2003
FY
2004
FY
2005
FY
2006
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
FY
2012
School Overcrowding
Good
Overcrowding has continually decreased for Coral
Springs schools since FY 2002. Enrollment and
capacity numbers are provided by the Broward
County School District.
150%
125%
100%
117% 122% 119% 122% 122% 123% 113% 114% 112%
104%
% Capacity Student Stations Source:
Broward
County
School
96% Board
95%
92% 92% 93% 92%
75%
City of Coral Springs, Florida
50% (Percentag
es reflect
academic
25%
year rather
than fiscal
0%
year.)
FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Projected
33

Service and Operations Strategy
This proposed budget covers the first year within
a two-year Strategic Plan for Fiscal Years 2012
and 2013. The seven priorities identified by the
City Commission for this strategic planning
cycle set the agenda for the Business Plan,
namely:
• Customer-Involved Government
• Neighborhood and Environmental
Sustainability
• Financial Health and Economic Development
• Traffic, Mobility and Connectivity
• Youth Development and Family Values
• Strength in Diversity
• Excellence in Education
While the Strategic Plan sets out the vision, the
Business Plan outlines tangible plans for making
the vision a reality. In each of the priority areas,
department directors have developed initiatives
that will direct the way the City operates in order
to address our seven priorities and implement the
vision expressed in the Strategic Plan.
A Word About Existing Services
and Ongoing Initiatives
In some sections, we have highlighted initiatives
that were in previous Business Plans that are
still being implemented in Fiscal Year 2012.
Generally, if an initiative is fully operational
and integrated into our service package, it will
not be mentioned. The emphasis is on multiyear
implementation and the evolution of existing
initiatives.
For more detail about the services we provide,
and the performance measures we use to manage
those services, please reference the departmental
sections of this document.
Our New Initiatives
Initiatives are chosen that will assist us in
achieving our Key Intended Outcomes. We
include those we feel are significant contributors
to supporting our strategic priorities or put
additional demands on our resources. In this
way, we identify the most significant actions we
plan to take next year.
Fiscal Year 2012 will present new challenges.
Adhering to our successful business model,
we will be preparing for the new normal that
is resulting from the slow recovery from the
Great Recession. This Business Plan includes
several initiatives designed to proactively prime
the engine of
economic growth
by assisting our
existing business
community,
deploying
resources to
encourage
redevelopment
of commercial
areas such as the
Corporate Park,
and investing
in education.
In addition,
since aesthetics
and overall
attractiveness of a
community have been shown to be essential to
draw new businesses and residents, a number of
Business Plan initiatives will enhance the City’s
appearance and overall safety.
Wherever applicable, operating expenditures
have been identified for the first year only.
Capital expenditures also reflect only the first
year of the project, and do not include capital
carrying costs.
City of Coral Springs’ Business Model
Citizen Input
Strategic Plan
Business Plan
Budgets
Output to Citizens
Data Analysis
34
Fiscal Year 2012 Annual Budget

Customer-Involved Government
New Initiatives
50th Anniversary Planning
Lead Departments: City Manager’s Offi ce,
Communications and Marketing
Operating Expenses: $25,000
In preparation for the City’s 50th anniversary
on July 10, 2013, staff will work in conjunction
with a committee of volunteers appointed by
the City Commission on a host of events and
promotional efforts. This initiative will dovetail
with the ongoing Community Pride initiative
meant to revitalize City facilities, rights-of-way,
parks, and other projects in preparation for the
anniversary. Staff and the committee will work
on activities including developing a logo and
web page to solicit ideas from the community,
planning a cluster of Citywide events on and
around the actual anniversary date of July 10,
2013, and branding all ongoing major City events
throughout 2013 as part of the 50th Anniversary
festivities.
Known as “the City in the Country,” Coral Springs started as a marshy wilderness in western Broward County.
Key Intended Outcomes
FY 2012
Goal
FY 2013
Goal
Overall quality rating for City services and programs (Resident
Survey)
Overall quality rating for City services by business owners
(Business Survey)
— 92%
92% —
Employee satisfaction rating (Human Resources Survey) 90% 90%
Number of citizen volunteer hours 42,000 42,000
Overall rating of the City in terms of communicating with residents
(Resident Survey)
Overall rating of the City in terms of communicating with
businesses (Business Survey)
— 88%
88% —
Customer service rating by residents (Resident Survey) — 90%
Customer service rating by businesses (Business Survey) 90% —
City of Coral Springs, Florida
35

36
Street Lighting Improvements
Lead Department: Public Works
Operating Expenses: $25,000
According to the 2011 Residential Survey, respondents
were not satisfied with the adequacy of street lighting in
nine of the City’s 30 survey sections. A three-pronged
approach will be taken to address the adequacy of street
lighting.
• Improve light output in neighborhoods: Of the 263 street
lights located within the nine sections mentioned above,
72 (27%) were fully blocked and another 106 (40%) were
partially blocked by the tree canopy. To address this the
City will employ a licensed tree trimmer to properly
prune the trees away from these lights. In addition, these
streetlights will be upgraded from 70-watt to 150-watt
high pressure sodium fixtures.
• Enhance reporting of street light outages: Currently,
outages are reported on an ad hoc basis by police
officers on patrol, Streets division employees, and
citizens. In Fiscal Year 2012, Streets division employees
will be scheduled during evening hours to search for
non-working street lights. In addition, Code Rangers
will be trained to find pole numbers and periodically
report street light outages.
• Increase public awareness: A media campaign to
educate the public on the proper method to report street
light outages will be developed. A mobile message
board will be deployed displaying “Report Street Light
Outages.”
Park VIPs (Volunteers in Parks)
Lead Department: Parks and Recreation
Operating Expenses: Existing
The purpose of this initiative is to train and deploy a group
of volunteers that will alert staff to safety issues at our
parks and provide information to park visitors.
The program will be open to volunteers ages 18 or older
who will inspect the park for safety issues such as electric
outlets without covers, holes along pathways or in the open
areas, broken fences, lights that are out, or other problems.
When they identify an issue they will notify the Parks
and Recreation Department, and staff will then take care
of the issues as soon as possible. Parks and Recreation
staff will provide basic initial and quarterly training to
volunteers. They will be given a vest so that they can be
easily identified when they are in the parks. Although the
purpose of the program is to improve park maintenance,
the volunteers will also be given some training by the
Police Department to help them become alert to suspicious
behavior or other potential criminal activity.
The volunteers will also be able to give general information
to park visitors, such as locations and directions to other
park facilities, hours of operations, and contact numbers for
park assistance.
Closed Captioning City TV
Lead Department: Communications and Marketing
Operating Expenses: $10,000
Capital Outlay: $5,000
The City of Coral Springs offers more than 27
communication vehicles to better connect the City and the
public it serves. The Communications and Marketing team
provides a variety of media services to inform, educate, and
interact with its customers, including City TV. The mission
of City TV is to make local government more accessible to
the citizens of Coral Springs. Many programs and services
are broadcast through this service. In order to extend this
service to the hearing impaired, programming including
Commission meetings will be broadcast with closed
captioning.
Lead Department: Police
Operating Expenses: Existing
Web-Based Crime Reporting
Forfeiture Fund: $36,000 (approved in prior years)
The goal of the web-based reporting program is to provide
an option for citizens to report certain crimes directly from
their home or business. Customers can self-report incidents
such as minor theft, vandalism, lost property, harrassing
phone calls, or other minor crimes without a suspect 24
hours a day, 7 days a week, without having to wait for an
officer to respond to their call. The report will be reviewed
and approved by Police Department personnel. Citizens will
be able to obtain an official copy of the police report within
five business days of entering the information in the system.
This initiative will make reporting minor crimes more
convenient for citizens, while also allowing police resources
to be deployed more quickly to more serious crimes.
Fiscal Year 2012 Annual Budget

Lead Department: Police
Grant Funds: $100,000
City Hall Security Improvements
City Hall, built in 1966, was originally designed for use
as a sales and business office for the real estate developer.
It was never intended to serve the needs of a large, urban
population. Furthermore, the external environment
has changed drastically since 1966 as evidenced by the
escalating threats of violence from criminals and terrorists
as seen far too often around the nation.
To bring City Hall in line with this new reality, the Police
Department examined the facility’s physical environment
as well as its security procedures. The purpose of the Fiscal
Year 2011 study was to enhance the safety of employees,
volunteers, citizens, and visitors by identifying potential
shortcomings and prioritizing recommended solutions.
As a result of the study, the City will use Urban Area
Security Initiative (UASI) grant funds in Fiscal Year 2012
to implement many of the recommendations including
increased exterior lighting, rapid access for first responders,
adopting key card technology, upgrading door locks,
installing surveillance cameras, and implementation of a
monitored alarm system.
City Marketing Plan
Lead Departments: City Manager’s Offi ce,
Communications and Marketing
Partner: Economic Development Foundation
Operating Expenses: Existing
As part of the City’s overall branding efforts to attract
and retain residents and businesses, staff will work on a
master marketing plan that encompasses both promotional
opportunities as well as infrastructure “facelift”
opportunities for our parks, medians, entranceways, etc.
Staff will look at planning new activities to bring out
families from our community and surrounding areas,
with an emphasis on signature events throughout the
year, working in concert with the Retail Coalition being
formed with guidance from the Economic Development
Foundation. This initiative will also overlap with the 50th
Anniversary initiative’s events and promotions and the
Community Pride initiative. Staff will also look at ways
certain mobile applications and technology can be deployed
to enhance branding and better connect our community.
The proposed deliverable is a plan outlining events,
improvements, and treatments in City media, with time
lines, that can be presented to the City Commission and
publicized at the beginning of the new fiscal year.
In 1974, O. Benjamin Geiger was elected Mayor of Coral Springs. He led the commission in setting up a strong city manager form of government and
developing codes and ordinances to create a professionally run City.
City of Coral Springs, Florida
37

Ongoing Initiatives
Code Enforcement Rangers (2010-2012)
Lead Department: Code Enforcement
Operating Expenses: $6,000
Code Rangers are volunteers trained to help improve the
aesthetics of the City by detecting abandoned properties,
addressing health and safety issues, and identifying
other potential code violations. They support proactive
code enforcement and partnerships with neighborhood
and homeowner associations, ensuring healthy and vital
neighborhoods, free of crime, grime and decline.
Code Rangers assist in the field and in the office. They
conduct sweeps in neighborhoods leaving door hangers, or
“Friendly Reminders Requesting Voluntary Compliance,”
and follow up with re-inspection. The City has the capacity
to support about 20 volunteers. The Code Enforcement
Division is coordinating this effort with the City’s
Volunteer Services.
Station 71 Improvements (2009-2012)
Lead Department: Fire
Capital Outlay: $1.7 million (budgeted in prior years) and
$400k re-allocated from existing capital funds
A feasibility study conducted in 2008 explored several
options for modernizing aging Fire Station 71. The
possibilities considered included renovation of the existing
structure, tearing down the existing station and building a
new fire station on the same site, or building a new station
at a different location. The study concluded that the most
practical and cost effective option was to raze the existing
structure then build a new station at the same site.
This new firehouse will provide necessary space to
accommodate male and female firefighters with dormitory
living facilities and adequate working areas to perform
their functions as emergency responders. Additional space
will also be utilized to store protective equipment and for
training.
Architectural and engineering design is scheduled to
be completed by October 2011. Construction of the new
fire station will begin in the early months of 2012, with
completion expected within ten months. A modular home
was purchased and placed at the Fire Training Academy to
provide temporary housing for firefighters working out of
Station 71.
Building Division and EDF Customer Communication
(2010-2012)
Lead Department: Building
Operating Expenses: Existing
This program was initiated by the Building division to
enhance communication with its customers. Based on
discussions with focus group members, coupled with
customer survey results, the following programs exist
for customers in industries targeted by the Economic
Development Foundation:
• Design Review Committee process involvement.
• Pre-application review.
• An assigned Project Coordinator to improve clarity and
productivity for the applicant.
• Pre-construction meetings for DRC, EDF, and CRA
projects.
• Weekly meetings during construction phase.
• Staff wrap-up meetings with property owner and
contractor at conclusion of project.
During Fiscal Year 2011, these steps have
provided solid support to our developers and
strengthened the City’s economic development
strategy. They also provided feedback to help the
Building division improve its performance.
The focus of this program for Fiscal Year 2012
is to continue improving coordination between
the City and builders to provide a more efficient
review process while motivating new businesses
to consider making Coral Springs a permanent
location.
The Fire Department brings a surprise birthday celebration to a lucky Coral Springs girl.
38
Fiscal Year 2012 Annual Budget

Neighborhood and Environmental Sustainability
New Initiatives
Park Improvement Master Plan
Lead Department: Parks and Recreation
Operating Expenses: $25,000
In 2013, Coral Springs will turn 50 years old. This is
cause for celebration but also a reminder that we are no
longer a new city. Some of our infrastructure is in need of
replacement. Our older parks are in need of repair and in
some cases, a landscaping overhaul.
The process to address the condition of our parks began
in 2011 with the hiring of a landscape consultant to assess
the appearance, safety, and ease of movement within
Mullins Park. This initiative will expand that planning
process to include all the City’s parks. City staff will work
with a consultant to develop a master plan to identify and
prioritize the capital improvements necessary to enhance
the appearance and optimal use of space within the parks.
Water Saving Devices
Lead Department: Public Works
Capital Outlay: $100,000
As part of the federal stimulus package, the City was
awarded an Energy Efficiency and Conservation Block
Grant for a variety of projects intended to evaluate energy
saving opportunities. One of these projects was an energy
audit which examined numerous City buildings resulting
in recommendations for retrofitting air conditioning,
plumbing, roofing, and exterior lighting.
This effort will focus on the audit’s plumbing retrofit
recommendations, including replacement of existing
toilets, urinals, faucets, and showerheads with waterconserving
models at the following buildings: Charter
School, Gym, Tennis Center, Cypress Park, Center for the
Arts, Aquatics, City Hall North and South, Fire Training
Academy, Westside Maintenance Compound, and Fire
Stations 95 and 43.
Key Intended Outcomes
FY 2012
Goal
FY 2013
Goal
Percent of Code cases brought into voluntary compliance prior to
administrative/judicial process
Number of formal and informal neighborhood partnerships each
year
Number of volunteer hours aimed at enhancing the environment
(A subset of the CIG KIO. Includes environmental partnerships, student research
projects, Eagle Scout projects, EarthFest, Adopt-A-Street, and Waterway
Cleanup.)
City crime rate (crimes per 100,000 residents)
(Note: lower population may make crime RATE higher)
75% 75%
15 15
1,500 1,500
2,530 2,530
Safety rating in neighborhood (Resident Survey) — 92%
Number of trees planted within the City
(Note: NEC goal recommendation)
1,750 1,750
City of Coral Springs, Florida
39

Fats, Oils, and Grease (FOG) Regulation Program
Lead Department: Public Works
Capital Outlay: $40,000 (Water and Sewer Fund)
Fats, oils and grease, primarily generated from restaurants
and other food establishments, are major contributors to
sewer line blockages and overflows. Fats, oils and grease
(FOG) obstruct float levels within lift stations and reduce
the life of pumps, increasing the need for service and
maintenance. In Fiscal Year 2010, the Utilities division
responded to approximately 120 sewer back-up or overflow
calls, resulting in an unexpected cost of $55,800.
This initiative will begin with a study of the damage
FOG is infliciting on the City sewer system, research best
practices for reducing this damage and provide preventive
recommendations. As a result City codes may be revised
to require annual inspection and maintenance of privately
owned grease traps.
Currently, a pilot maintenance program is in progress to
evaluate and reduce the presence of FOG in five of the
City’s 50 lift stations.
Additional actions may include:
• Determine if local food establishments have a FOG
removal program.
• Report on the impact of FOG on current Utilities
operation.
• Prepare an educational campaign to emphasize the
importance of grease trap cleaning.
• Monitor the effect of an ordinance to regulate
maintenance requirements of private grease traps.
As this phase of the FOG program develops, the City will
evaluate the maintenance program’s effectiveness and the
potential cost of expanding it to all 50 lift stations.
Community Pride Phase III
Lead Department: Parks and Recreation
Operating Expenses: $413,647
Capital Outlay: $2,288,922 capital funds and $526,111 Tree
Trust funds
The Community Pride initiative got off the ground in 2010
by developing a multiyear plan focusing on revitalizing city
facilities, rights-of-way, parks, and medians in preparation
for the City’s anniversary. This initiative, therefore, will
dovetail with the 50th Anniversary Committee initiative
meant to plan events celebrating the City’s anniversary.
Community Pride continued in 2011 with projects designed
to revitalize the look of the city such as modifications
to existing bicycle and pedestrian walkways, parking
lot improvements, renovations to neighborhood parks,
enhancing and allocating additional resources to the
maintenance of roadway medians.
In 2012, not only will these projects continue but additional
projects designed to enhance the aesthetic appeal of Cityowned
properties will begin. For example, park common
grounds (i.e., non-athletic fields) will be fertilized on a
continuing basis to beautify the entire park.
In previous years the City invested heavily in restoring
the tree canopy. Therefore the City will hire an in-house
tree trimming crew to maintain a healthy tree canopy by
regularly and properly trimming City trees. The crew will
include a full-time arborist who will establish a master
tree trimming program to include trees on medians and at
all public buildings, parks and linear parks throughout the
City.
Other projects consistent with promoting beautification
efforts will continue. These include painting and pressure
cleaning of buildings, resurfacing and maintaining City
roads, repair and replacement of roofs at various City
facilities, and upkeep of athletic fields and pools.
40
Fiscal Year 2012 Annual Budget

Code Enforcement Process Improvement
Lead Department: Information Services
Capital Outlay: $120,000
This project seeks to improve the efficiency and
effectiveness of the code enforcement process by
automating some of its manual and outdated systems.
The new computer software will allow staff to handle an
increased case load, and enable Code officers to process
citations and updates directly from the field using wireless
technology. The new software will benefit citizens as well,
allowing them to submit pictures of code violations and
receive status updates of requests and complaints through
the Internet.
The software will need to be cost-effective and integrate
with existing software being used by the City.
FPL Transformer Screening Feasibility Study
Lead Department: Parks and Recreation
Operating Expenses: Existing
There are a number of large Florida Power and Light
(FPL) transformer/junction boxes located throughout
the City. These junction boxes do not blend in with their
surroundings because there has been no attempt to screen
or conceal them. Furthermore, since they tend to be
located adjacent to major roadways, they become targets
for graffiti. In short, these junction boxes have become
eyesores that are not in keeping with the aesthetics that
define our community.
During the coming year, the City will form a multidisciplinary
team to study the feasibility of planting
hedges or erecting visually appealing screens to conceal
these structures from public view. The team will need to
gain an understanding of FPL accessibility requirements
so proper screens can be designed. Since most of these
boxes are not sited on City-owned property, the team
must also investigate the viability of negotiating easement
agreements with the property owners.
City of Coral Springs, Florida
Neighborhood Stabilization Program (NSP3)
Lead Department: Community Development
Grant Funded: $1,657,845
In 2008, Congress appropriated funds for neighborhood
stabilization through the Neighborhood Stabilization
Program (NSP1), and the City received an allocation of
$3,378,142. In 2010, Congress appropriated a third round
of Neighborhood Stabilization Program funds enabling the
City to receive an additional allocation of $1,657,845.
The City’s NSP3 grant will be a substantial amendment to
its currently approved plan for the Community Development
Block Grant (CDBG). The NSP3 grant is a special CDBG
allocation to address the problem of abandoned and
foreclosed homes.
The main goal of the NSP3 is to invest funds to revitalize
and reconnect targeted neighborhoods with the economy,
housing market, and social networks of the community and
metropolitan area as a whole. The City will use these funds
to provide grant assistance to low- to moderate- income
persons through the following strategies:
Financing Mechanism (Purchase Assistance) - This activity
sets aside funds to address the abundance of vacant homes
and assist qualified buyers with purchasing a foreclosed
property that has been deemed eligible under NSP3.
Purchase and Rehabilitation Assistance - This activity
sets aside funds to assist homeowners that purchased a
foreclosed property with NSP3 funds to help them make
minor repairs and/or make energy efficient improvements.
Twenty-five percent of the funds from each type of
assistance must be set aside to assist low-income persons,
with the remainder used for moderate-income persons. The
City must expend 50% of funds by March 2013 and 100%
by March 2014.
Neighborhood Preservation Program Enhancement
Lead Department: Code Enforcement
Operating Expenses: Existing
The City of Coral Springs has a significant amount of
residential rental property, and has no readily available
list of landlords of those properties. When emergencies
or health and safety violations occur at those properties,
it is essential that authorities be able to quickly contact
the owner. This initiative will add a landlord registration
program to our existing Neighborhood Preservation
Program. The program will require registration of all rental
properties of two or more units, which will provide the City
with a database of contact information for rental properties
within the City.
41

Mullins Park Revitalization
Lead Department: Parks and
Recreation
Capital Outlay: $200,000
The purpose of this initiative is to
revitalize Mullins Park by improving
its appearance, creating a natural flow
throughout the park, and integrating
focal points that draw patrons into the
park.
Mullins Park is the largest and oldest
park in the City. Over the past 48
years, features have been added
to help meet the demands of our
customers. Features were squeezed
in wherever there was open space
rather than designed to complement
one another or as part of a larger
theme. For example, the recent Public
Safety Complex renovation included
extensive facade and landscaping improvements. The
neighboring Center for the Arts, however, has a drastically
different facade even though both buildings face Coral
Springs Drive. An important element of the Mullins
Park Revitalization will be the creation of an integrated
architectural landscape design to give a coordinated look
and feel to all these facilities.
In 2011, landscape consultant Jack Luft developed a
conceptual plan for the park with recommendations to
improve the appearance, safety, and ease of movement
within the park.This initiative incorporates many of the
ideas suggested in that plan.
The initial work will focus on adding new pathways,
improving existing pathways, and installing lighting at
the tot lot. Activities in future years will focus on new
landscaping, new fencing (replacing existing plain chain
link fences with modern black vinyl fencing), and new
amenities such as benches, trash cans, and signage. The
plan will incorporate artwork as focal points to attract
people to areas where they can relax and enjoy being
outdoors.
The project is expected to take two to three years to
complete with the goal being to have a majority of items
completed in time for the City’s 50th Anniversary.
Although these improvements will undoubtedly beautify
the park, attracting more tournaments and special events is
an important outgrowth of this initiaitve by revitalizing this
park into a showcase for the City.
Aiello Field at Mullins Park was the Parks and Recreation Department’s third artificial turf field, reducing the need for water
and fertilizer.
Playground Equipment Replacement Program
Lead Department: Parks and Recreation
Capital Outlay: $145,000
This program will create a plan to ensure that playground
equipment in all our parks is replaced every 15 years. We
currently have 33 playgrounds spread throughout the City
in our neighborhood and community parks.
In the past, equipment in each park has been replaced
as needed to assure continued safety and to meet all the
updated Americans with Disabilities Act requirements for
playgrounds. All playground equipment and surfaces are
inspected regularly by our maintenance staff and a certified
playground inspector. Since playground equipment has a
life expectancy of about 15 years, we will create a schedule
that provides for replacing that equipment over that time
frame. This will allow us to better plan the funding of the
equipment.
Playground equipment at Cypress Park was replaced in
Fiscal Year 2011. We plan to replace the equipment at
Kiwanis, Dede Gilmore, Riverside and Fern Glen parks
in Fiscal Year 2012, with the remaining parks placed
appropriately on the schedule.
42
Fiscal Year 2012 Annual Budget

Inflow and Infiltration Program
Lead Department: Public Works—Utilities
State Revolving Fund Loan: $2,400,000
The Infiltration and Inflow project involves the
rehabilitation of the sanitary sewer system to prevent
groundwater from seeping into the sewer system. There
are a number of vitrified clay segments and joints that
are allowing groundwater to enter the sewer system due
to decay, cracking and root intrusion. This extra water
adds to the flow of wastewater sent to Broward County for
treatment, needlessly increasing the pumping, treatment,
and disposal costs. Rehabilitation will include relining the
defective or cracked lines, manhole repair and coating,
point repairs, and site restoration.
A Wastewater Facilities Plan, conducted in 2007, identified
this as a priority for the City and work was begun. However,
the scope of the rehabilitation accomplished each year
was minimal and progress was slow. This initiative will
allow the City to make great strides toward eliminating the
infiltration and reducing wastewater treatment costs.
Nuisance Abatement Board
Lead Department: City Attorney’s Offi ce
Operating Expenses: Existing
In Fiscal Year 2012, the City Commission will implement
the recently-approved Nuisance Abatement Ordinance. A
nuisance is defined as a location or building where ongoing
criminal activity relating to sale or use of controlled
substances, gang activity, prostitution, or violations of law
regarding pain management clinics has taken place. The
ordinance creates a Nuisance Abatement Board, which will
hear cases about properties or locations, determine whether
they fit the definition of a nuisance, and order any necessary
corrective action to be taken by the property owner.
Implementation of this ordinance will preserve the safety of
neighborhoods and protect the residents from violations that
seriously interfere with the public health, safety and welfare
of the community.
Ongoing Initiatives
CDBG Action Plan (2011-2012)
Lead Department: Community Development
Fiscal Year 2012 CDBG Allocation: $814,096
Each year, the City is required to complete an annual Action
Plan as a part of the Community Development Block Grant
(CDBG) program. The plan describes projects and activities
that the City will undertake in the coming year to address
priority needs. These priorities include providing a suitable
living environment, decent and affordable housing and
expanded economic opportunities.
The CDBG program allows the City to use grant funds for
capital improvement projects in the City’s low- to moderateincome
areas. The following projects are listed in the 2011-
2012 Action Plan:
Activities
Amount
85th Ave. South of Sample
$183,000
Improvements
Fire Hydrants at Mullins Park $150,000
NW 110th Ave. Project Design $108,000
Storefront Improvements
$55,277
(Sample, Wiles)
Youth Recreation Scholarships $50,000
Downtown Pathways Phase II $45,000
Senior Program - Aquatics $35,000
Traffic Calming $15,000
Senior Program - Sartory Senior Center $10,000
Planning and Administration $162,819
Total $814,096
City of Coral Springs, Florida
43

Sustainability Initiatives (2009-2012)
Lead Departments: Public Works and Community
Development
Operating Expenses: $3,000
Several programs are included in the City’s sustainability
initiatives and the results are tracked through our
Sustainability Index. An evaluation of the data collection
and analysis for each measure of the Sustainability Index
resulted in the simplification of how the data is interpreted
Foreclosures: Neighborhood Protection (2009-2012)
Lead Department: Code Enforcement
Operating Expenses: $5,000
The City will continue to develop and implement the
foreclosure program, which is based on a Fiscal Year
2008 ordinance requiring banks and mortgage companies
to register properties with the City once they go into
default and to hire a property manager to maintain them.
The program incorporates education and enforcement of
regulations on foreclosed properties.
Foreclosures can be perceived as a sign of a downward
spiral for a neighborhood. This program results in an
inventory of properties that are at risk of becoming vacant
or falling into disrepair and facilitates their monitoring and
upkeep. This helps maintain property values and the overall
aesthetics of the community.
Education is a very important component of this program.
Residents are informed of the programs available for
assistance and the variety of means of reporting vacant
homes or verifying their status.
Tree Canopy Restoration (2010-2012)
and presented. In addition, an analysis of how best to add
new or expand existing measures was begun.
The new solid waste and recycling strategic plan that is
being developed by the City may provide opportunities
for data collection that would be appropriate for inclusion
in the Sustainability Index. The only measure currently
in place that addresses solid waste is the number of
participants taking part in the annual hazardous household
waste collection. Although the event continues to grow
each year, the number of participants does not provide any
information on the amount or type of hazardous household
waste brought to the event. The City is investigating ways
to better quantify the amount of hazardous waste being
collected.
In addition, there are opportunities for speakers to hold
public presentations on green and sustainability related
topics. In order to reach a broader audience, future
presentations will be videotaped and made available for
broadcast on Channel 25.
Lead Department: Community Development
For many years, the City of Coral Springs has been
committed to reaching at least 30% tree canopy coverage
Citywide. Thirty percent canopy coverage is significant
because of the enhanced benefits at this level: reduction
of heat islands, increased rainfall interception, reduced
flooding and increased oxygen production.
This goal was dealt a severe setback during the 2004
and 2005 hurricane seasons when nearly a third of the
mature tree canopy was destroyed. The City had reached
an approximate coverage of 23% prior to this but was
reduced to an estimated 16% after the hurricanes. To get
to a 30% tree canopy by 2020, as outlined in the City’s
Comprehensive Plan, the following components are in
place:
Street Tree Subsidy Program – In 2006, the City began this
program which allowed eligible property owners to plant
appropriate shade trees as street trees and receive up to
$200.00 in subsidy per tree. Some eligible neighborhoods
still have not taken advantage of the subsidy program,
therefore it has been extended for these neighborhoods.
Tree Master Plan - The City of Coral Springs has embarked
on a multiyear Tree Master Plan to install a significant
number of trees in City parks and on other public property.
These trees will be further supplemented by native
understory planting where appropriate.
44
Fiscal Year 2012 Annual Budget

Effective education including information on “Right Tree,
Right Place” – In conjunction with the Street Tree Subsidy
program, the City began an educational campaign for
property owners about correct tree care, advantages of
using native species and proper planting techniques. The
education component is ongoing and will continue to be
directed toward homeowners, management companies and
the local tree care industry.
Evaluating extent of canopy coverage – In accordance with
the Comprehensive Plan, the City will begin performing a
tree canopy analysis every five years to determine progress
towards the 30% tree canopy goal.
GIS-based tree inventory – The City of Coral Springs has
completed the first phase of developing a GIS (Geographic
Information System)-based tree inventory for public
property. The inventory includes almost 2,000 trees
located around public buildings. This data will be valuable
for ensuring that the City-owned trees will be properly
documented and cared for. Additionally, it opens up the
possibility to begin quantifying the economic benefits of
trees as part of the green infrastructure.
A second phase for the tree inventory focusing on medians
and parks will start in Fiscal Year 2012 if grant funding can
be secured from the State of Florida Urban and Community
Forestry program.
“Make a Call, Make a Difference” Campaign (2011-
2012)
Lead Departments: Police, Communications and Marketing
Operating Expenses: Existing
To continue our efforts of maintaining community safety,
the Police Department is asking all residents, business
owners and City employees to be on the lookout for
suspicious activity. Through this education program, we
will encourage the community to immediately notify the
Police Department when observing or witnessing a crime in
progress.
The goal of this initiative is to proactively address concerns
about perceptions of safety and maintain agile response to
developing patterns of criminal activity. This campaign will
serve to reduce the number of residential burglaries as well
as the number of vehicle burglaries at fitness clubs and City
parks.
This program will be initiated with support from
Communications and Marketing to print, promote and
advertise the program through various media.
Coral Springs Police
ask you
to
954-344-1800
City of Coral Springs, Florida
45

Financial Health and Economic Development
New Initiatives
Internal Auditor
Lead Department: City Commission
Operating Expenses: $100,000
During 2011, the City Commission discussed the need to
create an Internal Auditor position in alignment with the
City’s charter. At the start of Fiscal Year 2012, the City
Commission will select an Internal Auditor who will be
under contract to provide an independent and objective
review of the City’s finances and operations.
The internal audit function is responsible for ensuring
that adequate internal controls are in place to safeguard
assets, determining that financial and other reports disclose
information fairly and accurately, making sure City
resources and public funds are being utilized effectively,
and monitoring compliance with local, state, and federal
laws and regulations.
It is expected that during Fiscal Year 2012 the Commission
will contract with an outside firm to develop and establish
an annual audit plan that is appropriate based on financial
and performance risks, and takes into account requests
and suggestions from the City Commission and City
management. The contracted position of Internal Auditor
will be a charter position that reports directly to the City
Commission. In future years, the City Commission will
evaluate whether to appoint an Internal Auditor on an
annual basis.
Business Development
Lead Department: City Manager’s Offi ce
Partner: Economic Development Foundation
Operating Expenses: $20,000
The City Manager’s Office, in partnership with the
Economic Development Foundation (EDF), is facilitating
the progress of the City’s economic recovery by making
sure the City maintains the commercial and industrial
property tax base at or above 20% of the total tax base.
EDF’s mission is to expand and diversify the commercial
tax base through targeted strategies which support the
City’s quest to be the nation’s premier community in which
to live, work and raise a family. This targeted approach will
identify specific industries that are establishing the future
of the area and of the country, such as medical services
and information technology (IT), global IT opportunities,
educational services, logistics and distribution, foreign
trade opportunities in the import/export market, as well as
small manufacturing.
This initiative will focus on the following activities:
• Stabilize vacancy rates Citywide by maintaining an
accurate database and filling existing vacant business and
commercial space.
• Foster the alliance with Broward College to finalize the
building space, facilitate the move-in process, and begin
holding classes.
• Initiate a Retail Coalition, determine its structure and
develop activities and events.
• Develop and maintain the effectiveness of the Preferred
Client Program.
• Further enhance CSBizAssist, the small business
assistance program, by establishing roles and procedures
for referring business owners to appropriate partners,
monitoring progress and documenting outcomes and
successes.
Key Intended Outcomes
FY 2012
Goal
FY 2013
Goal
Bond ratings ‘AAA’ ‘AAA’
Residents’ value rating (Resident Survey) — 72%
Non-residential value as percent of total taxable value 20% 20%
46
Fiscal Year 2012 Annual Budget

• Continue outreach and support programs including ACE
Academy, conferences for brokers and developers and
other executive and committee work.
• Analyze and establish the best framework for a
permanent source of funding for EDF into the future.
Commercial Facade Program
Lead Department: Community Development
Community Development Block Grant: $55,277
Utilizing Community Development Block Grant (CDBG)
funds from the U.S. Department of Housing and Urban
Development, the City will re-establish its commercial
façade program. The funding will be targeted at small
businesses along Sample Road and Wiles Road and focus
on updating signage and lighting for these businesses as
well as redesigning storefronts. This initiative will improve
the look and aesthetics of the City to attract additional
customers to area businesses and act as a catalyst for future
redevelopment within Coral Springs.
This program was part of the City’s 2004 and 2005
Business Plans and focused on properties within the City’s
Community Redevelopment Area. This initiative will
extend the program to other CDBG-eligible areas of the
City.
Fire Department Accreditation Process Phase I
Lead Department: Fire
Operating Expenses: Existing
The Fire Department will evaluate the process of becoming
accredited by the Commission of Fire Accreditation
International, part of the Center for Public Safety
Excellence. The first phase of the process includes a
detailed analysis of the department’s Standards of Coverage
for both fire and emergency medical services, as well as
development of a strategic plan and self-assessment.
This multiyear international accreditation process will
evaluate the department’s financial and physical resources,
management, programs, and systems for planning and
training. Achieving accreditation will provide multiple
benefits both to department personnel and the citizens of
Coral Springs.
The Economic Development Foundation works to diversify the commercial tax base in Coral Springs.
City of Coral Springs, Florida
47

Ongoing Initiatives
CSBizAssist (2009-2012)
Lead Departments: City Manager’s Offi ce,
Communications and Marketing
Partner: Economic Development Foundation
Operating Expenses: Existing
CSBizAssist will enter its fourth year of providing support
to small businesses. The program has evolved into a
financial and business assistance program focused on
improving the overall performance of local businesses.
During Fiscal Years 2010 and 2011 CSBizAssist produced
and marketed a video on-demand series addressing topics
such as e-commerce, human resources, finance, team
building, and “Gaining a Competitive Edge,” and created
and maintained the CSBizAssist.org web site which
includes the “Buy Coral Springs” program.
The long-term goal of CSBizAssist is to not only help
local businesses improve, but also to create a program
in conjunction with Broward College that will certify
individuals in entrepreneurship and thus allow for the
growth of our own businesses right here in Coral Springs.
During Fiscal Year 2012, the program will offer additional
resources to business owners including procedures for
referring business owners to appropriate partners and
monitoring their progress. CSBizAssist will dovetail with
the EDF-spearheaded Retail Coalition, which will focus
on developing events and activities that will have Citywide
impact for retailers and residents.
Enhanced Code Enforcement Lien Reduction (2010-
2012)
Lead Department: Code Enforcement
Operating Expenses: Existing
This program provides an incentive to property owners
to settle their debts with the City and clear their property
of liens and restrictions. Municipal liens on real estate
cloud title to property, making it more difficult to sell in an
already troubled real estate market. The City will continue
this initiative to achieve a reduction of significant liens
and stimulate the occupation, care and improvement of
residences.
A procedure for the reduction of code enforcement liens
is outlined in the City’s Land Development Code. An
administrative panel carefully reviews all reduction
requests and makes a recommendation to the Special
Magistrate who has the authority to make decisions on
behalf of the City.
Business Tax Amnesty (2010-2012)
Lead Department: Code Enforcement
Operating Expenses: Existing
Enhance Revenue: $15,000
Due to the effects of the recession on our local businesses,
the Code Enforcement Business Tax Office will continue
this amnesty program. The program offers a window of
opportunity for first-time applicants to avoid penalties for
operating a business without a license. It is estimated that
there are several hundred businesses, most of them homebased,
operating in Coral Springs without
a license. Licensing these undocumented
entities will result in a more accurate
database of our community’s economy and
ensure these businesses are operating in
accordance with health and safety codes.
Turnover in tenancy within commercial centers has resulted in significant renovations to existing buildings as new tenants
renovate older buildings and storefronts.
48
Fiscal Year 2012 Annual Budget

Traffic, Mobility and Connectivity
New Initiatives
Bike Path and Walkway Inventory
and Master Plan
Lead Department: Public Works
Capital Outlay: $355,000
The 2011 Resident Survey identified six sections of the
City in which residents expressed being dissatisfied or
neutral regarding “walking/biking paths in the City.”
This initiative will document existing bike path lanes on
state and county roadways and determine the feasibility
of adding bike lanes to City roads within the paved rightof-way
limits. The intent is to improve the connectivity of
the existing pathways and possible future bike lanes. The
report will incorporate the state and county long-range
plans for bike lanes and attempt to complement with a City
network of bike lanes. An engineer’s estimate to construct
the lanes within City rights-of-way will be included in the
report.
In addition to the bike lane evaluation, the City will
move forward with design and construction of the first of
seven bike path areas of the City as identified through the
Comprehensive Plan, and compiled in a 2009 engineering
feasibility study. A bike path/sidewalk is proposed for NW
38th Drive from NW 85th Avenue to University, ultimately
providing connectivity to the downtown district.
Downtown Pathways Phase II
Lead Department: Community Development
Community Development Block Grant: $45,000
A Transportation Enhancement grant application to fund
the construction of the Downtown Pathway has received
preliminary approval from the Florida Department of
Transportation and grant funds of $545,000.00 should
become available in July 2014. Final approval for this
project is expected in September 2011. A pilot project of the
Downtown Pathway Phase I was completed in 2008 in front
of Mullins Park on NW 29th Street.
This pathway will improve access to local social service
agencies, schools, places of worship, and medical facilities.
This pathway will be suitable for pedestrians and bicyclists
with direct access to Downtown Coral Springs. It will be
constructed east of Coral Springs Drive along NW 29th
Street and north on Coral Hills Drive to Sample Road with
a section of the pathway cutting across the southeast section
of the Coral Springs Medical Center. Although the grant
does not require a local match, the design of the multi-use
pathway is the responsibility of the City.
Key Intended Outcomes
FY 2012
Goal
FY 2013
Goal
Number of linear feet of improved sidewalks, bike paths, and bike
lanes
2,500 2,500
Number of riders on intracity bus routes 85,000 85,000
City of Coral Springs, Florida
49

SAWGRASS EXPRESSWAY
CORAL
DRIVE
SPRINGS
DRIVE
ROCK
ISLAND
STATE ROAD 7 (US 441)
Northwest Broward Consortium for Planning
Transportation Improvements
Lead Department: Community Development
Operating Expenses: Existing
The 2035 Long Range Transportation Plan (LRTP)
identified gateway hubs at two intersections: Sample Road/
University Drive and Sample Road/State Road 7. Four
cities in northwest Broward, Coral Springs, Margate,
Coconut Creek and Parkland, have begun cooperating in
a planning effort to develop plans and programs that will
support transit services on the Sample Road corrido.
The consortium will also develop transit supportive land
use initiatives to promote the development of gateway hubs
at or near these intersections. A primary directive of the
planning consortium is to establish a transit connection,
referred to as the “Educational Corridor” that connects
Pompano Beach to the Broward College campuses in
Coconut Creek and the new campus in Downtown Coral
Springs utilizing State Road 7 and Sample Road. The
consortium will meet every 4 to 6 weeks.
This initiative lays the groundwork for long-term
transportation planning for the northwest portion of
Broward County. This is an initial step in a long-term
effort to obtain federal, state and county funding for
projects that enhance
the downtown area and
improve transit ridership.
Westview Turn Lane
Lead Departments: Public Works
Road Impact Fund: $127,000
Long-Range Transportation Improvement Plan
Installing a left turn lane into North Community Park from
Westview Drive will enhance traffic flow and safety into
the park by providing a stacking lane for motorists. Due to
traffic volume, design, and size of the median crossover,
there is currently no room for cars turning left into the park.
Unsafe conditions result when the cars are stacked in the
existing travel lane, waiting to enter the park.
SAWGRASS
WESTVIEW
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1. University Drive/Sample Road - Add SB, EB and WB
right turn lanes
2. University Drive/Wiles Road - Add NB, SB, EB, and WB left
turn lanes - Add NB and SB through lanes
3. Sample Road/Coral Springs Drive - Add EB and WB right turn
lanes
4. Sample Road/Riverside Drive - Add EB right turn lanes -
Add NB and SB left turn lanes
5. Sample Road/NW 85th Avenue - Add NB and SB left turn lanes
6. Coral Hills Drive - Sample Road to NW 29th Street
Widen to provide a 3-lane cross section
7. NW 33rd Street - Coral Hills Drive to NW 99th Way
Widen to provide a 3-lane cross section
8. University Drive - Wiles Road to NW 40th Street -
Widen from 4 to 6 lanes
9. Wiles Road - University Drive to Riverside Drive -
Widen from 4 to 6 lanes
10. Wiles Road - Rock Island Road to US 441- Widen from
4 to 6 lanes
11. Proposed Transit Center
12. Downtown Pathways
13. Future Sidewalks
14. University Drive - Sawgrass Expy to Wiles Road- Resurfacing
2014
") Completed
A. University Drive/ Sample Road - Add NB and EB right turn lanes,
Bus Bay and Sidewalk Improvements (Completed 2007)
B. Sample Road/Sportsplex Drive, install traffic signal
(Completed 2006)
Community Redevelopment Agency (CRA) Area
50
Fiscal Year 2012 Annual Budget

SAWGRASS EXPRESSWAY
CORAL
DRIVE
SPRINGS
DRIVE
ROCK
ISLAND
STATE ROAD 7 (US 441)
Ongoing Initiatives
Traffic Management (2010-2012)
Lead Department: Community Development
Capital Outlay: $10,000
The Transportation Improvement Plan for Fiscal Year
2012 shows the efforts planned or underway to ensure that
acceptable levels of service and safe driving conditions are
maintained in the City. Traffic is consistently mentioned as
a concern for residents.
Current projects include red light cameras, road resurfacing,
intersection improvements, turn lanes, smart technology,
pedestrian and bicycle infrastructure improvements, traffic
calming, and new bus shelter locations. The City plans to
install red light cameras at ten intersections. To improve
mobility, the Parks and Recreation Department promotes
the Community Bus system to City residents. Ridesharing
and use of mass transit is promoted to downtown employers
and employees through a cooperative effort with the South
Florida Commuter Services and Broward County Transit.
In 2012, the City will complete the design of NW 110th
Ave. and construct new sidewalks on NW 85th Ave.
south of Sample Road, and along NW 38th Drive (east of
University Drive).
The City will work with Broward County on signal
improvements, including updated traffic signal synchronization,
installation of new mast arms, and video detection cameras
at designated intersections. This initiative will be funded
and implemented by Broward County’s Public Works and
Transportation Department. (See Short Range map).
The Traffic Management Team, consisting of a cross-functional
representation of Community Development, Public Works,
Police, Fire, and Engineering monitors traffic-related issues
on a monthly basis. The City continues to monitor proposed
developments within the “wedge area” of Parkland as well as
a proposed Comprehensive Plan amendment for the Broken
Woods property.
2011-2013 Short Range Transportation Improvement Plan
12
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1 City Roadway Resurfacing Program
2 Sidewalk/Pathway Improvements
3 Mast Arm Installation w/Video Detection (Broward County)
4 Video Detection Installation (Broward County)
5 Downtown CRA Infrastructure Project (Sample
Road/University Drive)
6 Downtown Pathway
7 US 441 (RRR) - Sawgrass Expressway to Sample Road
8 Coral Ridge Drive/Sawgrass Expressway - sidewalk
connections, traffic signal interconnections
9 Bus Shelters
10 Westview Drive - Left turn lane-North Community Park
11 Alleyways Refurbishment Program
12 Regional Bike Trailhead (2011) (Broward County)
") Completed 2011
A Alleyways Refurbishment Program
B Bus Shelters
C City Roadway Resurfacing Program
D Sidewalk/Pathway Improvements
E NW 44 Court Sidewalk & Drainage Improvements
F Video Detection Installation (Broward County)
Community Redevelopment Agency (CRA) Area
City of Coral Springs, Florida
51

Red Light and Security Cameras Implementation (2011-
2012)
Lead Department: Police
Operating Expenses: Existing
Enhanced Revenue: $50,000
The goal of this initiative is to further increase safety in
our community by discouraging the running of red traffic
lights, thereby reducing the number of traffic accidents.
A new law allowing cities and counties in Florida to use
cameras to identify and penalize red light runners became
effective July 1, 2010.
In the City of Coral Springs, a red light camera board was
established to evaluate and select a contractor who best fits
the needs of this program. The vendor selection process
was completed in September of 2010. Ten intersections
were identified for possible installation of cameras to
begin this pilot program. Evaluation of these intersections,
including a study and selection process of the first
approaches, took place in spring 2011. Camera installation
and operation on two to three intersections will begin by
the end of Fiscal Year 2011.
The purpose of the red light camera program is driver
safety, not enhanced revenue. While there will be some
revenue associated with violations, we have budgeted only
$50,000 in Fiscal Year 2012. Results from other Broward
and Palm Beach cities show that the amount of revenue
collected by the participant cities varies significantly
based on three primary factors: traffic volume, judicial
treatment of violations, and changes in driver behavior
after installation of the cameras.
Street indexing signs will make it easier for customers to locate area businesses.
Street Indexing Signs (2011-2012)
Lead Department: Community Development
Capital Outlay: $110,000 (Phase II)
In an effort to improve the motorist’s ability to better
locate commercial shopping areas, the City will continue
installation of street indexing signs along the Sample Road
and Wiles Road master parking commercial corridors.
Street indexing signs will be placed at mid-block locations
to provide the specific address range within a block,
resulting in better visibility and facilitating the search for
business locations.
The second phase of the project will be located along both
sides of Sample Road extending from Coral Springs Drive,
east to University Drive and along the north side of Sample
Road between Riverside Drive and Rock Island Road. Wiles
Road signage will be provided on the south side of the street
between Coral Ridge Drive and Coral Springs Drive, and
along the south side of the street between Riverside Drive
and Rock Island Road.
52
Fiscal Year 2012 Annual Budget

Youth Development and Family Values
New Initiatives
Holiday Fun Run
Lead Department: Sportsplex
Operating Expenses: Existing
A family fun run will be held on Sample Road between
Coral Springs Drive and University Drive immediately
preceding the annual Holiday Parade in December
2011. The event will be open to runners of all ages and
abilities. The purpose of the event is to encourage healthy
activities for youth and families. Staff has located a
sponsor organization that will handle race registration and
administration and will absorb any of the costs associated
with the event.
Lead Department: Police
Mentoring Leadership Program
Operating Expenses: Existing
The goal of this program is to develop young leaders by
enhancing confidence, increasing community involvement,
and providing leadership opportunities for high school and
middle school students. Students who participate in this
program are usually recommended by a school guidance
counselor or a school resource officer.
During the summer of 2011, 16 high school students were
trained by the Police Department to serve as mentors to
middle school students in the program. The older students
were provided learning tools, locations, and hands-on
projects to enable them to serve as mentors to middle school
students. After completion of the program, participants
received a certificate with the number of community
service hours earned.
Participation in this one-week mentoring session also
benefits middle school students who live or attend school
in Coral Springs by providing the opportunity to learn
practical skills (such as CPR) while helping others through
different activities (serving food to the homeless) and
working together on developing future community leaders.
Sports Events and Venues Promotion
Lead Departments: City Manger’s Offi ce, Communications
and Marketing
Operating Expenses: Existing
The City of Coral Springs’ most notable assets include our
first-class sports and recreational facilities. In an effort
to encourage organizations to consider Coral Springs as
a venue for both regional and national sports events, the
Communications and Marketing Department will develop
promotional tools highlighting the amenities and attractions
our City has to offer. It will feature in-depth coverage of
many of our recreational facilities, with a focus on location
and the hospitality options available in our area. This
initiative will also include a focus on promoting existing
sports events available to our community throughout the
year.
Key Intended Outcomes
FY 2012
Goal
FY 2013
Goal
Number of youths involved in City sponsored leadership
opportunities
2,000 2,000
Number of teen volunteer hours 20,000 20,000
Number of middle school after-school programs offered annually 15 15
City of Coral Springs, Florida
53

Ongoing Initiatives
Teen Political Forum (2008-2012)
Lead Department: Human Resources
Operating Expenses: Existing
The Teen Political Forum seeks to increase opportunities
for youth to meet their elected officials in person, ask
questions, and feel involved in the decisions affecting their
community. This year’s forum was held on January 27,
2011, at the Coral Springs Center for the Arts, and was
attended by nearly 400 high school students. Seven elected
officials made up the panel. The Police and Fire chiefs
were also in attendance, ready to field any questions that
came their way. The event was more interactive than in
past years, and the questions posed by the students showed
a high level of interest in their community. The next forum
will be held in January 2012.
What’s your question?
Your elected officials want to know!
Teen Political Forum
Open to all
for attendance!
Be there.
Car Club (2007-2012)
Lead Department: Parks and Recreation
Operating Expenses: Existing
The City’s car show, sponsored by Project CS Teen Car Club, and co-sponsored by Auto Works Collision and Paint, Inc., included
an urban art competition, bounce houses, demonstrations by the Police and Fire Departments, face painting and games.
The teen car club, Project CS, has had great
success since its inception in September
2007. It is one of the few car clubs in
Broward County geared toward teens,
and allows the teens to learn leadership
as well as technical skills. The teens
meet regularly to restore cars that have
been confiscated by the Coral Springs
Police Department. Members work
on customizing the vehicle, relying on
funds collected through fundraisers. The
members interact not only with automotive
professionals, but with the local business
community and restaurants as sponsors.
In FY 2011, the club participated in the
Annual Holiday Parade, and held the 4th
Annual Teen Car Show in March 2011.
This year’s show was more family-oriented,
and included bounce houses, games, food,
and a performance by a local teen band.
The club has taken its remodeled Blazer to
several car shows to display, and continues
to work on the car’s interior. The club will
continue these activities in FY 2012.
54
Fiscal Year 2012 Annual Budget

Workforce One Partnership (2009-2012)
Lead Department: Human Resources
Operating Expenses: Existing
In summer 2011, the City of Coral Springs re-entered
into a master agreement with WorkForce One (Broward)
to become a registered work site for the Summer Youth
Employment Program (SYEP). The purpose of this
program is to provide valuable summer work experience
for the county’s economically disadvantaged young adults
while encouraging young people to make improvements
in their communities by performing meaningful tasks and
helping accomplish City projects. Participants develop
work skills, explore vocational interests, and gain valuable
job experience. During the summer of 2009, more than 25
workers (ages 19 to 24 years old) were assigned to various
departments within the City. WorkForce One funding was
limited during the summer of 2010 and was not able to fill
the open work orders for the City of Coral Springs.
In summer 2011, five student workers (ages 16 to 18 years
old) were assigned to four different City departments, and
received customer service and quality orientation before
beginning their duties. The City plans to continue serving
as a host work site for this program in future years as long
as the program continues to be funded through WorkForce
One.
Senior Empowerment Program (2009-2012)
Lead Department: Parks and Recreation
Operating Expenses: Existing
This program is designed to help make Coral Springs
“a community for a lifetime.” The Senior Advisory
Committee, City staff, and Commission work together to
provide educational programs for seniors, teaching them
to be self-sufficient and involved in the community, and
to help them relate to younger age groups. In past years,
physical fitness and computer classes have been offered. In
FY 2011 staff held two successful “Window to My World”
programs at St. Andrews Towers, and plans to offer another
in the fourth quarter of the year.
Teen Cookoff (2011-2012)
Lead Department: Parks and Recreation
Operating Expenses: Existing
The Teen Cookoff began in Fiscal Year 2011 in order to
showcase local teens’ culinary talents. This year’s cookoff
was held in April 2011, with two divisions of competitors:
teams of teens with culinary training and teams of teens
with no formal training. Five teams advanced to the
final round, and dishes were judged by local chefs and
dignitaries. The Youth and Family Committee will continue
to assist with coordinating this event, which will become an
annual one as it continues in Fiscal Year 2012.
For the Teen Cookoff, teams of aspiring young chefs are given the same ingredients and must come up with recipes using those items.
City of Coral Springs, Florida
55

Strength in Diversity
New Initiatives
Visioning Summit Update
Lead Department: Human Resources
Operating Expenses: $10,000
The purpose of this initiative is to provide
our citizens the opportunity to share ideas
with City staff regarding their vision of
the City’s future. Participants will be able
to provide input to the selection of capital
projects for the City.
In 2004, the City hosted a “Visioning
Summit” that was attended by over 100
members of the Coral Springs Community.
The event was titled “Coral Springs Visioning Summit
- Reaching New Heights.” The outcome of the summit
was the identification of 14 consensus areas that make up
our vision, such as healthy fit citizenry, excellent health
care, safety and security, educational excellence, and
aesthetically beautiful streetscapes. Participants have met
twice since the original 2004 summit to report progress
toward achieving the City’s vision.
In Fiscal Year 2012, the City is planning to invite previous
participants and stakeholders to its third visioning update
to seek buy-in from stakeholders and report progress on our
vision. This one-day meeting will encourage residents to
express their needs and provide feedback on any areas that
might require attention when planning the City’s future.
The Coral Springs Center for the Arts is the cultural lifeblood of our community, serving approximately 200,000 attendees
each year.
Rename 29th Street “Avenue of the Arts”
Lead Departments: City Manager’s Offi ce, Community
Development
Operating Expenses: Existing
The Center for the Arts and the Coral Springs Museum
of Art are essential assets in our community. They
offer a multitude of art, entertainment, and educational
opportunities. Residents who visit the facility are also
able to experience the Peace Garden and various outdoor
artworks. To recognize its importance and elevate the
visibility of this cultural hub, the City will work to rename
29th Street as the “Avenue of the Arts” and effectively
celebrate and communicate the new name to residents and
businesses alike.
Key Intended Outcomes
FY 2012
Goal
FY 2013
Goal
Minority residents who feel that the City is a great place to live
(Resident Survey)
Citizen rating of City government for respecting religious and
ethnic diversity (Resident Survey)
— 90%
— 93%
56
Fiscal Year 2012 Annual Budget

Ongoing Initiatives
International Dinner Dance (2009-2012)
Lead Department: Human Resources
Operating Expenses: Existing
The International Dinner Dance was created 15 years ago to
encourage people of different backgrounds and ethnicities
to enjoy each other’s company in a social setting, while
learning about each others’ cuisines, entertainment, and
modes of dress.
The Multi-Cultural Advisory Committee redesigned the
format in 2009 to create local sponsorships and fundraising
opportunities at the event. This year’s event will be held
Saturday, September 24, 2011 at the Coral Springs Marriott.
Family Success Center (2005-2012)
Lead Department: Human Resources
Operating Expenses: Existing
The Northwest Regional Family Success Center, located
on NW 29th St. in the heart of Coral Springs, provides
services to individuals and families through collaboration
with other human services departments, governmental
agencies, and non-profit organizations. Onsite services
include emergency financial assistance; integrated intake,
assessment, and case management; counseling; and life
skills classes. The center offers workshops and participates
in community events, and also provides information and
referrals for employment, housing counseling, legal aid,
subsidized child care, and health, elderly, and veterans’
services. In FY 2011, the City
HelpDesk team visited the center to
familiarize themselves with the new
programs and services offered there.
The City will continue to support
the activities of the Family Success
Center.
Partnership Between Multi-Cultural Advisory
Committee and One Planet United (2009-2012)
Lead Department: Human Resources
Operating Expenses: Existing
The Multi-Cultural Advisory Committee was formed
in 1995 to address the needs of an increasingly diverse
community, and has been active in producing educational
and cultural programs. One Planet United is a nonprofit
organization headquartered in Coral Springs that
promotes unity among all people through experiential
and educational programs, community projects, and
resources. The two groups collaborate in numerous
activities: conducting monthly Peace Walks, entering a
float in the annual Holiday Parade, organizing the Muslim
Festival of Eid, producing the annual Weekend of Peace,
and sponsoring the Teen Club and annual Faith in Music
concert.
The Police Department offers programs for students in middle and high school to develop leadership skills through hands-on experiences.
City of Coral Springs, Florida
57

Weekend of Peace Celebration (2009-2012)
Lead Department: Human Resources
Operating Expenses: Existing
The Coral Springs Multi-Cultural Advisory
Committee brings the community together
when celebrating the annual International Day
of Peace. This nationally recognized event
takes place at the International Peace Garden
adjacent to the Coral Springs Center for the Arts.
Residents and local schools are invited to take
part in the event that highlights way to promote
peace, diversity and unity in our community.
The one-day celebration expanded to a weekend
event several years ago, and includes a “Dialogue
in Diversity” and a prayer program at a local
house of worship. The committee works with
One Planet United to produce the Weekend of
Peace Celebration, which will be held over the
weekend of September 16 to 18, 2011. This year,
the format of the Sunday afternoon event will
be changed to make it even more inclusive of all
cultures and faiths.
WorldFest (2006-2012)
Lead Department: Human Resources
Operating Expenses: Existing
WorldFest is an outdoor one-day festival,
highlighting cultures that make up the
community of Coral Springs organized by the
Multi-Cultural Advisory Committee. This
year’s WorldFest was held April 3, 2011, at the
Sportsplex and was well-attended. This year,
committee volunteers hosted their own cooking
demonstration booth, and look forward to
planning next year’s event., which will be held
April 15, 2012.
CommuniTea (2007-2012)
Lead Department: Human Resources
Operating Expenses: Existing
The Coral Springs Multi-Cultural Committee
created this event in 2007, and it was such a
success that it has become an annual affair.
CommuniTea is an afternoon multi-cultural
tea party which encourages social interaction
among members of the various ethnic groups
of our community. This year’s event was held
May 7 at the Country Club of Coral Springs
and was attended by 185 people, a significant
increase over last year’s attendance of 125. The
event had a Mother’s Day theme and included
entertainment by a magician and an international
dance troupe.
Martin Luther King Program (2010-2012)
Lead Department: Human Resources
Operating Expenses: Existing
The Martin Luther King (MLK) Committee
has been organizing the weekend celebration
honoring Dr. King for over 20 years. The
program has grown from a grassroots event to
a nationally renowned weekend celebration and
successful scholarship program.
The keynote speaker for the 2011 event was Ms.
Bacardi Jackson. In addition to the luncheon
and evening events, a Leadership/Diversity
Day was held January 17 for middle and high
school students. The speaker for that session
was Lt. David Holmes, Police Chief from North
Lauderdale and a former Miami Dolphin.
Students were able to participate in roundtable
discussions with City Commissioners. The MLK
Committee has begun the process of searching
for a speaker for the 2012 event.
58
Fiscal Year 2012 Annual Budget

Excellence in Education
New Initiatives
Cambridge Advanced Program at Coral Springs Charter
School
Lead Department: City Manager’s Offi ce
Partner: Coral Springs Charter School
Operating Expenses: None
Beginning with the 2011-12 school year, Coral Springs
Charter School will offer the Cambridge Advanced
Program of Studies (CAPS) for students in grades 7
through 9. The Cambridge program is an internationally
recognized, pre-university curriculum which offers
a rigorous program of studies. CAPS is sponsored by
Cambridge University in England and is currently
offered at only a handful of schools in Broward County.
The program emphasizes the value of broad and balanced
study for academically able students. Its strengths lie in
the flexibility and structure of the curriculum encouraging
in-depth, working knowledge of each subject, and in
essay-based examinations as assessment of that knowledge
and skill mastery. These examination papers are sent to
Cambridge for marking.
The program focuses on language arts and science in
grades 7 through 9. In future years, the school will offer the
Cambridge program for grades 10 through 12, and expand
the subject focus to include social sciences. Students who
complete the program will have a special designation on
their diploma and be able to earn college credit based
on their examination scores. All public colleges and
universities in Florida accept Cambridge credits.
Key Intended Outcomes
FY 2012
Goal
FY 2013
Goal
Achieve gains in math/reading mean scale score at the Charter
School
Number of students attending courses offered by partnering
institutes of higher education
0.6% 0.6%
3,000 3,500
City of Coral Springs, Florida
59

Ongoing Initiatives
Student Database Outreach Project (2010-2012
Lead Department: Communications and Marketing
Partner: Economic Development Foundation
Operating Expenses: Existing
The goal of this initiative is to keep the local workforce
talent in Coral Springs to support the City’s overall
economic development efforts. In order to do so,
Communications and Marketing is partnering with the
Economic Development Foundation to create an outreach
program for students who leave the community to attend
college as a way of keeping in touch with them and ideally
luring them back to work in the City upon graduation.
Through a student database and periodic outreach, the
City will communicate with participants about the benefits
of living and working in Coral Springs. The program
can serve as a recruitment tool providing an opportunity
to match students with potential jobs in the City. The
initiative will depend upon the support of current and past
students to keep it relevant and useful.
The database will include the capability to periodically
e-blast participating students and allow them to create a
password-protected individual account where they can
continuously update their information, post their resume,
access job postings, and be visible to local employers.
Employers will also be able to create individual accounts,
post jobs that are visible to all participating students, and
search for student candidates by job function.
To date, the focus of this initiative has been on the
development of the database and early promotion of the
program with school principals and guidance counselors.
Full rollout of the program will take place in Fiscal Year
2012.
Charter School Organizational Excellence (2009-2012)
Lead Department: City Manager’s Offi ce
Operating Expenses: Existing
The Charter School’s efforts in continuous improvement
are apparent in its students’ success. The school has
been named an “A” school for seven consecutive years,
and was recognized for student engagement during the
Florida Sterling conference in June 2010. Faculty and staff
analyze data from various assessments in order to develop
an Instructional Focus Calendar. They look for areas of
strength and weakness to help develop a plan for instruction
through the school year.
Coral Springs Charter School was established in 1999 through the joint effort of Charter Schools USA
and the City of Coral Springs.
60
Fiscal Year 2012 Annual Budget

Broward College Campus in Coral Springs (2011-2012)
Lead Department: City Manager’s Offi ce
Partners: Economic Development Foundation, Community
Redevelopment Agency
Operating Expenses: Existing
The University and College Partnership established in
2005 has shown tremendous growth. Enrollment has
climbed rapidly over the last two years with a majority of
the students enrolled in Broward College, one of the three
universities in the partnership. Due to this impressive
performance, the City, in conjunction with the Economic
Development Foundation, established an alliance dedicated
to increasing the presence of Broward College in Coral
Springs. The ultimate goal of having a permanent presence
for the college somewhere within our Community
Redevelopment Area was made a reality during Fiscal Year
2011.
In January 2011, Broward College signed a lease for
approximately 19,000 square feet in the Trinity Building
located at the northwest corner of Sample and University.
The space planning process has begun for the tenant
improvements needed to retrofit at least eleven classrooms
as well as administrative offices. It is expected that classes
will begin as early as January 2012 and enrollment is
projected to reach 5,000 students over the next five years.
The satellite campus will offer day and night classes for
degree and non-degree programs including courses in
general education, business and information technology.
The Broward College satellite campus will be
a strong anchor this area of the City needs to
spark commercial retail vacancy absorption in
the area.
The Coral Springs College and University Partnership was created in 2005 as a service to citizens of Coral Springs as well as
employees who work within the City and the north area of Broward County.
City of Coral Springs, Florida
61

Department Performance Levels
Understanding Departmental
Performance Budgets
The department’s budget is separated into the following
components:
Mission Statement—the statement must identify the
particular purpose for the department and how it relates to
the City’s overall mission.
Core Processes—a listing of the fundamental business
processes that the department is designed to provide.
Outputs— indicate the volume, frequency or level of service
provided.
New Initiatives—new services or the removal of existing
services as they relate to the Strategic Plan. A list of the new
initiatives follows.
Organization Charts—outline of program structure within
the department.
Program/Expenditure Summary—the budget for the
department, summarized by program, if applicable, and by
major category of expenditure:
• Personal Services—salaries, overtime and other pay
including vacation payment incentive, holiday pay,
temporary wages.
• Benefits—FICA, retirement contributions, health and
other benefits.
• Other Expenses—supplies, repairs, utilities, services and
other costs.
• Capital—departmental machinery and equipment under
$5,000.
Objectives and Performance Measures—the objectives
focus on particular program accomplishments that will
be attained within the current year. All objectives are
measurable by the performance indicators supplied.
Each performance measure includes explicit links showing
how program objectives and their indicators are directly
related to KIOs and strategic priorities that they support.
Department Revenue, Expenditure and Position Summary for Fiscal Year 2012
Total Total Total
Department Personal Benefits Operating Capital Other Expenditures Revenues Positions
City Commission $87,833 $86,166 $124,558 $0 $0 $298,557 $0 5.00
City Manager's Office 1,307,586 479,358 411,031 0 0 2,197,975 10,239 15.50
Human Resources 846,592 310,602 171,862 2,250 0 1,331,306 626,954 11.25
Health Fund 101,901 10,689,121 1,669,560 0 0 12,460,582 12,460,582 1.25
Financial Services 1,993,311 955,484 300,232 0 0 3,249,027 250,000 31.00
General Insurance Fund* 82,849 636,143 1,980,563 0 0 2,699,555 2,699,555 1.50
Information Services 1,387,937 542,337 740,469 0 0 2,670,743 17,600 19.00
City Attorney 483,993 176,432 184,695 0 0 845,120 0 6.00
Development Services 3,764,617 1,544,765 870,210 0 15,000 6,194,592 5,476,788 60.00
Police 23,171,482 18,601,242 5,051,095 0 0 46,823,819 2,321,146 295.00
Fire Fund ** 8,179,624 3,785,777 1,137,216 252,079 3,215,257 16,569,953 16,569,953 103.84
Emergency Medical Services 5,544,748 2,367,240 820,245 0 0 8,732,233 1,996,141 65.16
Public Works 1,426,825 642,547 2,066,293 4,000 0 4,139,665 315,000 28.00
Water & Sewer Fund 1,800,791 834,489 8,844,338 3,034,123 6,499,871 21,013,612 21,013,612 35.50
Equipment Services 802,686 356,072 2,189,145 0 7,741,910 11,089,813 11,089,813 15.00
Sportsplex/Tennis 635,715 235,954 790,177 6,200 0 1,668,046 821,550 9.00
Parks & Recreation 3,685,478 1,724,613 3,985,296 8,000 0 9,403,387 1,793,851 76.00
Aquatics 1,023,797 389,568 968,890 0 0 2,382,255 1,603,750 16.00
C.S. Center For The Arts*** 0 0 50,000 0 395,000 445,000 0 0.00
C.S. Charter School Fund 0 0 9,586,495 896,765 1,420,000 11,903,260 11,903,260 0.00
Public Art Fund 0 0 0 76,500 0 76,500 76,500 0.00
*Workers’ Compensation—Property—Casualty
** Includes City of Parkland, Florida
***Center for the Arts is now a division in the General Fund
62
Fiscal Year 2012 Annual Budget

Sample Performance Budget Page
1Title
Indicates the department.
2Mission
Developed by the department, this is a statement that
identifies the particular purpose for the department.
3Core Processes and Outputs
A listing of the fundamental processes and the outputs for the
department.
4Organization Chart
An organization chart showing the breakdown of programs,
divisions and personnel.
5New Initiatives
Fiscal Year 2012 Business Plan Initiatives for this
department, if available.
6Revenues and Expenditures
A summary of the budgeted departmental revenues and
expenditures.
7Performance Linkage
The Strategic Priority and Directional Statement that
support the department’s performance measures.
8Performance Measures
The actual historical performance and future goals for the
department.
City Attorney
Mission
2
1
To provide effective and timely legal representation and
advice to the City Commission and City Administration.
This office zealously represents the City in legal
controversies and is committed to implementing the
City Commission’s policy of minimizing exposures and
potential liability.
Core Processes and Outputs
3
Research and Counsel
• Represent the City Commission, City Administration,
and all assigned boards and committees in all matters
of law pertaining to their official duties.
• Provide legal services for City Commission and
operating departments.
• Attend City Commission and subordinate agency
meetings.
• Prepare ordinances, resolutions, contracts and other
documents in a timely fashion.
• Prepare approximately 100 resolutions and 50
ordinances.
City Attorn y
City Attorney
City Attorney
Deputy City Attorney (unfilled)
Assistant City Attorney ( 2 )
Executive Assistant
Legal Secretary
Outside Litigation
Contracts
• Review and prepare contracts and agreements within
the shortest time frame to ensure contract compliance
without vendor inconvenience.
• Prepare and/or review approximately 200 agreements,
contracts and leases.
Litigation and Municipal Violation Prosecution
• Advise on statutory matters and handle litigation.
• Appear in State and Federal court on behalf of the City.
• Respond to citizen inquiries
• Effectuate preventative approaches to limiting risk.
• Participate in and present continuing legal updates
to staff.
• Participate in employment/administrative matters.
New Initiatives
Customer-Involved Government
None for Fiscal Year 2010
4
3
5
City Attorney
Departmental Financial Summary
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
City Attorney Actual Actual Budget Budget FY11 Budget FY11 Budget
Expenditures:
Program Summary
City Attorney $992,917 $941,866 $937,612 $845,120 ($92,492) -9.86%
Total $992,917 $941,866 $937,612 $845,120 ($92,492) -9.86%
Expenditures by Program/Category
6
Summary By Category
Personal $383,936 $388,874 $387,789 $483,993 $96,204 24.81%
Benefits 135,091 139,976 148,791 176,432 27,641 18.58%
Other Expenses 283,378 349,995 341,632 184,695 (156,937) -45.94%
Litigation 190,512 63,021 59,400 0 (59,400) -100.00%
Total $992,917 $941,866 $937,612 $845,120 ($92,492) -9.86%
Positions 6.00 6.00 6.00 6.00 0.00 0.00%
FTE's 6.00 6.00 6.00 6.00 0.00 0.00%
% of Total Citywide FTE's 0.8% 0.8% 0.8% 0.8% n/a n/a
Performance Measures
7
8
City Attorney
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers: safety, education,
and aesthetics
Measurement Type: Effectiveness
FY 2008
FY 2009
FY 2010 FY 2011
Measure: Goal Actual Goal Actual Goal Actual Goal
1) Preparation of Legislation (resolutions, ordinance, orders) within
10 workdays of request when accompanied by backup material 99% 99% 99% 100% 99% 100% 99%
City of Coral Springs, Florida
63

City Commission
Mission
To provide the Charter offices clear policy direction toward
making the City of Coral Springs the premier community in
which to live, work and raise a family.
Customer-Involved Government
Develop innovative ways to make participation in local
government activities possible for all residents and foster
a sense of engagement among the citizenry by effectively
communicating a common identity, actively seeking insight
into the needs of the community, aligning City services
with customer expectations, and continuing to strive for
excellence.
Financial Health and Economic Development
Continue to enhance the high level of service quality and
financial stability that the City has become known for by
encouraging redevelopment, diversifying tax and revenue
sources, ensuring the long-term viability of financial
strategies, and implementing “new urbanism” techniques.
Excellence in Education
Maintain effective partnerships with the Broward County
School Board and individual local public and private
schools within Coral Springs to address overcrowding,
promote safety, increase parental participation, elevate
student achievement, and expand educational opportunities.
Neighborhood and Environmental Sustainability
Provide support to neighborhood groups and individual
homeowners and business owners in maintaining
and improving property values, aesthetics, and safety
throughout the City. Lead by example in the stewardship of
natural resources by preserving existing Environmentally
Sensitive Land sites, promoting the replenishment of the
City’s tree canopy, encouraging native landscaping, and
planning for the conservation of resources.
Youth Development and Family Values
Promote and increase opportunities for youth to become
engaged in the world, while providing support in addressing
the profusion of issues facing them. Empower families to
create strong ties, pass on values and traditions, strive for
economic security, increase health and safety, and join in
creating a shared community vision.
City Commission
Mayor
1 (0100) 0
Vice-Mayor
1 (0100) 0
Commissioner
3 (0100) 0
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
64
Fiscal Year 2012 Annual Budget

City Commission (continued)
Strength in Diversity
Capitalize on the strength of diversity in our community
through ongoing dialogue and gathering together to
communicate, understand, and celebrate our differences
and similarities.
Traffi c, Mobility and Connectivity
Promote best practices and effective technology to improve
safe mobility and encourage convenient and accessible
modes of transportation.
Core Processes
• Provide policy direction for City operations.
• Promote public participation in government through
regular and special City Commission meetings, public
hearings and workshops.
• Encourage partnerships with the private and nonprofit
sectors to resolve local issues.
Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
City Commission Actual Actual Budget Budget FY11 Budget FY11 Budget
Expenditures:
Program Summary
City Commission $296,604 $291,513 $291,651 $298,557 $6,906 2.37%
Total $296,604 $291,513 $291,651 $298,557 $6,906 2.37%
Summary By Category
Personal $85,602 $97,504 $85,275 $87,833 $2,558 3.00%
Benefits 85,554 88,515 75,979 86,166 10,187 13.41%
Other Expenses 125,448 105,494 130,397 124,558 (5,839) -4.48%
Capital 0 0 0 0 0 n/a
Total $296,604 $291,513 $291,651 $298,557 $6,906 2.37%
Positions 5.00 5.00 5.00 5.00 0.00 0.0%
City of Coral Springs, Florida
65

City Manager’s Office
Mission
To provide support and systems that empower City
departments to anticipate and meet customer expectations
and carry out City Commission policy initiatives.
Core Processes and Outputs
City Manager’s Offi ce
Organize and mobilize City departments to address the
seven priorities established by the City Commission.
• Complete strategic activities for the City Commission’s
seven priority areas.
• Provide overall management of all City departments
in a way that empowers employees to exceed customer
expectations.
• Provide effective communication between the City
Commission, staff, residents and other customers.
• Work with Economic Development Foundation to
continue to draw quality corporations to the City of Coral
Springs.
Communications and Marketing
Communicate public information in an effective, creative
manner.
• Publish three editions of Coral Springs magazine,
Annual State of the City Report, and other informational
publications;
• Provide writing, design, photography and other graphic
services for print, digital and video formats.
• Provide multimedia, video and photographic support, and
produce public service announcements and programming
for use by the broadcast media.
• Develop and manage the City’s web sites, including
coralsprings.org and csteens.com.
• Produce programming and manage the City’s TV station,
Channel 25.
City Manager’s Office
City Manager
Executive Assistant to City Manager
Executive Assistant
Senior Office Assistant
Deputy City Manager
Deputy City Manager*
Communications and Marketing
5 (0604) 5
City Clerk
4 (3501) 4
Management and Budget Office**
5 (1901) 5
*0.5 position, shared with
Water and Sewer Fund
CRA Coordinator
3200
Manager
Communications and Marketing
City Clerk
Manager
Budget and Strategic Planning
Creative Services Coord
Assistant City Clerk
Senior Financial Analyst (4)
Editor and Producer
Records Mgmt Coordinator
** funded in Financial Services
Multimedia Coordinator
Senior Office Assistant
Writer/Media Relations
Coordinator
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
66
Fiscal Year 2012 Annual Budget

City Manager’s Office (continued)
• Provide special event promotion. Handle media relations.
• Produce programming and schedule the City’s radio
station, 1670 AM.
City Clerk
Preserve the integrity of the City’s official records, which
encompass business transactions, law and policy making,
and property matters.
• Maintain an historical database of over four million
document images Citywide from 1963 to the present and
respond to public records requests.
• Maintain a database of public meetings via more
than 1,500 audio tapes and CD-ROMs and over 1,800
summaries of the meeting proceedings and respond
to more than 1,500 customer requests for information
annually.
• Oversee City Commission agenda process which includes
creation of bimonthly agendas, coordination of over
500 agenda memoranda, duplication and distribution of
agenda material to interested parties.
Inform citizenry of public hearings pursuant to Florida law.
Administer the City Commission agenda process, fostering
a “paperless environment.”
• Manage codification and distribution to subscribers of
the Municipal Code, both the general volume and Land
Development Code.
• Provide public notice for approximately 300 public
meetings annually.
Provide for records disposal to the fullest extent permissible
by Florida law, and the cost effective, legal maintenance of
permanent records for all City departments.
Management and Budget Offi ce
Monitor City’s financial condition and provide financial
strategies to ensure fiscal solvency.
• Maintain Financial Trend Monitoring System.
Prepare and produce strategic planning and budget
documents.
• Produce the City’s Business Plan, budget document and
Capital Improvement Program.
• Process biennial/triennial Strategic Plan including
the Environmental Scan, the SWOT Analysis and the
Strategic Planning Workshop Presentation.
Maintain Performance Measurement System.
• Produce Departments’ Quarterly Performance Reports.
Aggressively seek grants on behalf of the City and oversee
administration of grant funding.
Apply for SRF loans for Water and Sewer system
improvements.
Collaborate with Police and Fire pension boards, Charter
School Advisory Committee, and other committees.
New Initiatives
City Manager’s Offi ce
Customer-Involved Government
50th Anniversary Planning (with Communications and
Marketing)
City Marketing Plan (with Communications and
Marketing)
Financial Health and Economic Development
Business Development (with Economic Development
Foundation)
Youth Development and Family Values
Sports Events and Venues Promotion (with
Communications and Marketing)
Strength in Diversity
Rename 29th Street “Avenue of the Arts”
Excellence in Education
Cambridge Advanced Program at Coral Springs Charter
School (with Coral Springs Charter School)
Communications and Marketing
Customer-Involved Government
50th Anniversary Planning (with City Manager’s Office)
Closed Captioning City TV
City Marketing Plan (with City Manager’s Office)
Youth Development and Family Values
Sports Events and Venues Promotion (with City
Manager’s Office)
City of Coral Springs, Florida
67

Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
City Manager's Office Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
City Clerk $2,492 $10,677 $9,595 $10,239 $644 6.71%
Total $2,492 $10,677 $9,595 $10,239 $644 6.71%
Expenditures:
Program Summary
Administration $874,491 $847,632 $831,718 $832,666 $948 0.11%
Communications and Marketing 826,152 821,914 848,252 786,318 (61,934) -7.30%
CRA 0 0 0 71,245 71,245 n/a
City Clerk 517,174 495,489 503,503 507,746 4,243 0.84%
Total $2,217,817 $2,165,035 $2,183,473 $2,197,975 $14,502 0.66%
Summary By Category
Personal $1,405,749 $1,371,709 $1,322,288 $1,307,586 ($14,702) -1.11%
Benefits 434,425 439,371 459,264 479,358 20,094 4.38%
Other Expenses 377,643 349,392 401,921 411,031 9,110 2.27%
Capital 0 4,563 0 0 0 n/a
Total $2,217,817 $2,165,035 $2,183,473 $2,197,975 $14,502 0.66%
Per f or mance Measure s
City Manager's Office
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Overall quality rating for City services and programs (Resident
Survey) 93% 92% — — 93% 95% —
2) Customer service rating (Resident Survey) 93% 89% — — 93% 94% —
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure:
Goal Actual Goal Actual Goal Proj. Goal
3) Employee satisfaction rating 93% 95% 93% 97% 93% 97% 93%
68
Fiscal Year 2012 Annual Budget

City Clerk's Office
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Number of files added to the IBPM system (New for FY 2010) 30,000 15,000 30,000 118,630 132,000 124,500 132,000
2) Number of images added to the IBPM system (New for FY 2010) 625,000 625,000 550,000 811,590 942,000 930,200 950,000
3) Number of searches to the IBPM system (New for FY 2010) 50,000 48,076 50,000 116,263 123,650 112,300 125,000
4) Number of boxes stored offsite (New for FY 2010) 3,700 4,089 3,700 3,409 3,900 3,900 3,900
5) Number of boxes retrieved from offsite (New for FY 2010) 900 900 900 934 1,200 900 900
6) Number of boxes destroyed (New for FY 2010) 500 500 500 426 1,000 400 400
Communications and Marketing
Strategic Priority: Customer-Involved Government
Directional Statements: Evaluate and enhance the methods of communicating with citizens and businesses to provide
information on City news and issues to the widest possible audience by leveraging technology; Brand Coral Springs by promoting
the City’s identity as a Community of Excellence, consistent with the City's mission
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Customer satisfaction with communications (Internal Survey) 93% 86% 94% 94% 94% 94% 94%
2) Awareness of Coral Springs magazine by new residents (Resident
Survey) 65% 77% — — 79% 87% —
3) Average number of unique page views on website
(changed from "number of unique user sessions" for FY 2012) 90,000 93,474 105,000 106,557 105,000 122,000 115,000
4) Number of episodes produced for What's Happening 12 12 12 12 12 12 12
5) Number of new promotional/informational campaigns developed 24 27 16 45 20 32 20
City of Coral Springs, Florida
69

Human Resources
Mission
Human Resources
The Human Resources Department is committed to
providing expertise in attracting, developing, and sustaining
a high quality workforce committed to excellent service.
He a lt h Fu n d
To provide Coral Springs employees and their families
with a competitive benefits package consisting of a
comprehensive, yet cost effective program for health, life,
and long-term disability benefits.
Core Processes and Outputs
Recruitment
Recruit top talent by coordinating advertising, screening,
interviewing, testing, selection, employee database
management.
• Timely processing of job applications to identify the most
qualified candidates.
Employee Development
Provide training and development opportunities in the areas
of compliance, customer service, leadership development
and other topics identified through needs analysis.
• Offer training through a variety of methods including
instructor-led, e-learning, webinars, forums, mentoring,
shadowing, books, and articles.
Human Resources
*Director of Human Resources
(75%1000/25% 8501)
Human Resources
6.5 (1000) 6.5
Community Relations
4 (0601 & 0607) 4
Health Fund
1.25 (8501) 1.25
***General Insurance Fund
.5 (8801) .5
Training Coordinator
Senior Human Resources Coordinator
Human Resources Coordinator (.5)**
Pension Administrator
Human Resources Technician
Senior Office Assistant
Principal Office Assistant
Community Relations Manager
Senior Community Relations Coordinator
Senior Office Assistant
Office Assistant
Senior Human Resources Coordinator
*Position split 75% Human Resources,
25% Health Fund
Human Resources Coordinator (.5)**
*** 1.5 total positions in
General Insurance Fund
Left Number = Number of Positions
Right Number = Number of FTE's (Full-Time Equivalent)
Center Number = Department/Division Number
70
Fiscal Year 2012 Annual Budget

Human Resources (continued)
Compensation and Classifi cation
Support the development and maintenance of the Citywide
broad band classification system, preparation and
maintenance of classification specifications, preparation and
maintenance of job descriptions, and completion of salary
surveys.
• Perform a comprehensive review of the City’s
classification and compensation system to ensure
competitive salaries to enable the City to hire and retain
the best qualified employees.
• Timely and accurate processing of payroll change
authorizations.
Compliance/Safety
Coordinate Citywide safety programs.
• Provide effective methods to ensure a safe work
environment including safety training, committee
meetings, library, events and programs.
Employee Relations
Partner with departments to provide guidance and
consultation on human resource matters.
• Develop, communicate and implement policies.
• Discretely manage employee relations issues.
• Effectively manage collective bargaining negotiations.
Benefi ts Administration
• Administer Police and Fire retirement plans.
• Provide administrative support for general employee
retirement plan, self-insured comprehensive medical
and dental plan, and fully insured vision plan. Ensure
that the aggregate and specific reinsurance coverage is
maintained.
• Limit health care costs to less than the medical inflation
rate.
• Provide fully insured basic life insurance, employee paid
supplemental group life, long-term disability coverage,
and wellness programs to all eligible employees.
Community Relations/Citizens Services/City Hall in the
Mall
• Act as a clearinghouse for citizen requests for information
and service via the City’s Help Desk.
• Coordinate the Special Events Funding Program.
• Provide an added level of service and convenience by
coordinating various new and existing City, county, state
and federal programs and services at our City Hall in the
Mall satellite location.
• Human Resources staff serve as liaisons on the MLK
Committee, Multicultural Advisory Committee, and the
Customer-Involved Government Committee.
• Plan and organize a minimum of ten community, multicultural
and education-related special events, including
the Martin Luther King, Jr. weekend Celebration, State of
the City Reception, Unitown, Uniteens, Unikids, National
Day of Prayer, International Dinner Dance, Worldfest,
and other Ethnic Festivals.
Quality Initiatives
Provide strategic direction and support for the City’s
quality initiative and coordinate annual external customer
surveys, Human Resources Customer Service Survey, and
Department Director/Supervisor 360-Degree Assessments.
• Coordinate the City’s Sterling/Baldrige efforts including
coordination of the Citywide survey.
New Initiatives
Strength in Diversity
Visioning Summit Update
City of Coral Springs, Florida
71

Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Human Resources Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
City Hall In The Mall $580,363 $644,409 $577,840 $626,954 $49,114 8.50%
Total $580,363 $644,409 $577,840 $626,954 $49,114 8.50%
Expenditures:
Program Summary
Human Resources $818,966 $801,278 $792,969 $770,276 ($22,693) -2.86%
Community Relations 255,868 253,437 269,456 276,707 7,251 2.69%
City Hall In The Mall 266,154 273,563 264,266 284,323 20,057 7.59%
Total $1,340,988 $1,328,278 $1,326,691 $1,331,306 $4,615 0.35%
Summary By Category
Personal $889,860 $899,825 $871,358 $846,592 ($24,766) -2.84%
Benefits 288,692 292,966 300,084 310,602 10,518 3.51%
Other Expenses 162,436 135,487 155,249 171,862 16,613 10.70%
Capital 0 0 0 2,250 2,250 n/a
Total $1,340,988 $1,328,278 $1,326,691 $1,331,306 $4,615 0.35%
Positions 12.00 12.00 11.75 11.75 0.00 0.00%
FTE's 12.00 12.00 11.75 11.75 0.00 0.00%
% of Total Citywide FTE's 1.5% 1.5% 1.5% 1.5% n/a n/a
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Health Fund Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Transfers $8,682,241 $9,221,210 $9,735,428 $11,350,582 $1,615,154 16.59%
Interest Income 121,201 48,717 75,000 60,000 -15,000 -20.00%
Recoveries 977,161 1,039,886 995,000 1,050,000 55,000 5.53%
Appropriated Retained Earnings 0 556,242 132,011 0 -132,011 -100.00%
Total $9,780,603 $10,866,055 $10,937,439 $12,460,582 $1,523,143 13.93%
Expenses:
Program Summary
Health-Dental $9,024,543 $10,808,885 $10,677,687 $12,190,022 $1,512,335 14.16%
Long Term Disability 163,307 212,848 149,076 144,500 (4,576) -3.07%
Life Insurance 217,187 161,085 110,676 126,060 15,384 13.90%
Total $9,405,037 $11,182,818 $10,937,439 $12,460,582 $1,523,143 13.93%
Summary By Category
Personal $141,776 $132,259 $108,188 $101,901 ($6,287) -5.81%
Benefits 7,568,605 9,387,072 9,162,140 10,689,121 1,526,981 16.67%
Other Expenses 1,694,656 1,663,487 1,667,111 1,669,560 2,449 0.15%
Transfers 0 0 0 n/a
Total $9,405,037 $11,182,818 $10,937,439 $12,460,582 $1,523,143 13.93%
Positions 1.50 1.50 1.25 1.25 0.00 0.00%
FTE's 1.50 1.50 1.25 1.25 0.00 0.00%
% of Total Citywide FTE's 0.2% 0.2% 0.2% 0.2% n/a n/a
72
Fiscal Year 2012 Annual Budget

Per f or mance Measure s
Human Resources
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Percentage of employees who agree with the statement “I would
recommend working for the City to a friend” 93% 95% 93% 97% 93% 95% 95%
2) Percentage of employees who feel Human Resources provides
quality services
97% 97% 97% 99% 97% 97% 97%
3) Percentage of employees that are satisfied with liaison services 92% 92% 92% 95% 92% 92% 92%
4) Percentage of employees that are satisfied with wellness activities 91% 91% 91% 94% 91% 91% 91%
5) Percentage of employees who believe benefits are in line with
needs 94% 93% 94% 95% 90% 90% 90%
6) Cycle time-external recruitment (requisition to job offer)
40 53 40 39 40 40 40
business business business business business
days days days days days
business
days
business
days
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal At Actual Goal At Actual Goal Proj. Goal
7) Respond to customer requests within 48 hrs
100% 96% 100% 94% 100% 100% 100%
—and close service request within one week
90% 100% 90% 100% 90% 90% 90%
Strategic Priority: Financial Health and Economic Development
Directional Statement: Maintain financial stability and solvency
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
8) Number of days lost from on the job injuries (per 100 employees) 50 64.4 50 49.1 50 50 50
9) Sick hours per employee 40 56.5 40 50.2 40 48 48
Strategic Priority: Strength in Diversity
Directional Statement: Leverage the resources that exist in our culturally diverse community to encourage innovation and
creativity in solving community challenges
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure:
Goal Actual Goal Actual Goal Proj. Goal
10) Percentage of minority applicants per recruitment 40% 52% 40% 54% 40% 45% 45%
11) Percentage of employees who agree with “I am able to apply the
skills or knowledge learned through City training to my job” 90% 91% 90% 90% 90% 90% 90%
City of Coral Springs, Florida
73

Financial Services
Mission
Financial Services
To preserve the City’s strong financial condition by
creating a responsible financial strategy, effectively
managing the City’s resources, and providing analysis and
recommendations that ensure optimal economic outcomes.
General Insurance Fund (Workers’ Compensation,
Property and Casualty)
To oversee the City’s self-insurance program including
administration and operations. Program provides general,
professional, vehicle liability, workers’ compensation
and property insurance. As such, this unit is essential
to the proper protection of the City’s assets. Its primary
function is analyzing exposures and taking an active role in
administering a quasi/self-insurance program. This involves
the assumption of risk to commercial insurance carriers,
whenever and wherever beneficial.
Core Processes and Outputs
Financial Services
Provide financial policy, cash management, debt
management, accounting, payroll, accounts payable,
purchasing, central stores, risk management, and utility
billing for the City.
Financial Services
*Director of Financial Services
(1501)
*
General Insurance Fund
1 ( 8801 ) 1
Risk Coordinator
Administration
3 ( 1501 ) 3
Museum
1 ( 1502 ) 1
Accounting Services
7 ( 1601 ) 7
Revenue & Collection
6 ( 1602 ) 6
Purchasing
9 ( 1700 ) 9
City Controller
Senior Office Assistant
Museum Director
Accountant ( 3 )
Accounting Analyst
Senior Office Assistant ( 4 )
Accouting Assistant
Administration
5 ( 1701 ) 5
Payroll Coordinator
Payroll Technician
Senior Accounting Assistant
Billing Operations Technician
Purchasing Administrator
Purchasing Agent II ( 3 )
Senior Office Assistant
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
Central Stores
4 ( 1702 ) 4
Central Stores Coordinator
Purchasing Assistant ( 3 )
74
Fiscal Year 2012 Annual Budget

Financial Services (continued)
• Produce the City’s Comprehensive Annual Financial
Report.
• Process accounts payable checks and prepare payroll
checks.
• Reconcile and track over 50 City funds.
• Process purchase orders.
• Purchase goods and services.
• Monitor the budget through monthly financial reports.
• Administer City’s risk management policies.
• Refinance and restructure City’s outstanding debt.
Monitor City’s financial condition and provide financial
strategies to ensure fiscal solvency.
Maintain all water and wastewater customer accounts.
• Process utility bills and payments including standby.
Oversee day-to-day operations of the Coral Springs
Museum of Art.
General Insurance Fund (Workers’ Compensation,
Property and Casualty)
Administer and maintain City’s insurance programs for
workers’ compensation, general, professional, vehicle
liability and property insurance.
• Procure insurance coverages.
• Review and respond to all claims and administer
assistance to the City Attorney’s Office regarding claims
management and settlement.
• Receive and process all workers’ compensation claims.
• Coordinate and facilitate with Safety Program/Evaluation
Team meetings, reporting all incidents and accidents to
the team.
City of Coral Springs, Florida
75

Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Financial Services Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Revenue and Collection $75,895 $105,060 $75,000 $250,000 $175,000 233.33%
Purchasing 0 0 520 0 (520) -100.00%
Total $75,895 $105,060 $75,520 $250,000 $174,480 231.04%
Expenditures:
Program Summary
Administration $390,444 $320,197 $301,482 $394,234 $92,752 30.77%
Museum 100,310 102,144 102,799 106,683 3,884 3.78%
Accounting Services
Accounting 537,268 546,498 622,409 672,158 49,749 7.99%
Revenue and Collection 510,121 478,835 478,801 511,316 32,515 6.79%
Sub-Total $1,047,389 $1,025,333 $1,101,210 $1,183,474 $82,264 7.47%
Purchasing
Administration $660,994 $651,467 $661,692 $674,223 $12,531 1.89%
Central Stores 243,195 246,674 278,056 289,537 11,481 4.13%
Sub-Total $904,189 $898,141 $939,748 $963,760 $24,012 2.56%
Financial Research and Analysis* $182,028 $172,079 $0 $0 $0 n/a
Management and Budget Office 446,167 450,274 563,797 600,876 37,079 6.58%
Total $3,070,527 $2,968,168 $3,009,036 $3,249,027 $239,991 7.98%
*FY 2011Division eliminated-staffed moved to Accounting and Management and Budget Office
Summary By Category
Personal $1,912,666 $1,856,303 $1,862,247 $1,993,311 $131,064 7.04%
Benefits 812,083 831,494 832,773 955,484 122,711 14.74%
Other Expenses 327,688 273,371 314,016 300,232 (13,784) -4.39%
Capital 18,090 7,000 0 0 0 n/a
Total $3,070,527 $2,968,168 $3,009,036 $3,249,027 $239,991 7.98%
Positions 31.00 31.00 30.50 30.50 0.00 0.00%
FTE's 31.00 31.00 30.50 30.50 0.00 0.00%
% of Total Citywide FTE's 3.9% 3.9% 3.9% 3.9% n/a n/a
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
General Insurance Fund Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Transfers $2,971,878 $2,570,436 $2,700,573 $2,564,555 ($136,018) -5.04%
Interest Income 108,799 55,902 70,000 50,000 (20,000) -28.57%
Recoveries 274,818 552,683 85,000 85,000 0 0.00%
Total $3,355,495 $3,179,021 $2,855,573 $2,699,555 ($156,018) -5.46%
Expenses:
Program Summary
Workers' Compensation $1,472,299 $1,945,497 $1,099,000 $1,099,000 $0 0.00%
Property 1,784,938 1,323,995 1,592,073 1,438,055 (154,018) -9.67%
Casualty 165,243 (686,284) 164,500 162,500 (2,000) -1.22%
Total $3,422,480 $2,583,208 $2,855,573 $2,699,555 ($156,018) -5.46%
Summary By Category
Personal $73,012 $73,387 $79,610 $82,849 $3,239 4.07%
Benefits 863,361 1,232,363 632,581 636,143 3,562 0.56%
Other Expenses 2,486,107 1,277,458 2,143,382 1,980,563 (162,819) -7.60%
Total $3,422,480 $2,583,208 $2,855,573 $2,699,555 ($156,018) -5.46%
Positions 1.50 1.50 1.50 1.50 0.00 0.00%
FTE's 1.50 1.50 1.50 1.50 0.00 0.00%
% of Total Citywide FTE's 0.2% 0.2% 0.2% 0.2% n/a n/a
76
Fiscal Year 2012 Annual Budget

Per f or mance Measure s
Financial Services
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Internal customer satisfaction rating (Financial Services Internal
Survey) 93% 94% 95% 97% 95% 95% 95%
2) Percentage of purchase requisitions under $10,000 processed
within 24 hours 85% 90% 87% 92% 90% 90% 90%
Strategic Priority: Financial Health and Economic Development
Directional Statement: Maintain financial stability and solvency
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
3) Uncollectible water billings 0.8% 1.0% 1.0% 0.7% 1.0% 1.0% 1.0%
4) Number of items in management letters prepared by the City’s
external auditors 0 0 0 2 0 0 0
5) Percentage of invoices paid within 30 days 95% 99% 98% 99.8% 99% 99% 99%
6) Out of stock level of the total inventory at Central Stores 1.75% 2.2% 1.75% 2.8% 1.75% 3.10% 1.75%
City of Coral Springs, Florida
77

Information Services
Mission
To add value to City services by partnering with customers
to improve City services.
Core Processes and Outputs
The Information Services department provides voice and
data services to over 1,000 staff at 60 locations. The voice
network includes over 400 wireless devices and over 900
wired devices, approximately half of which are related
to PBX switches (Public Safety, City Hall, Center for the
Arts and Tennis Center). The remaining lines provide basic
telephone service (CENTREX) from AT&T.
The data network consists of more than 850 desktop and
laptop computers that can access a full suite of general
purpose software tools, as well as 142 business applications
and services. Elements of the data network consist of
computing platforms, local area networks (LAN) and the
wide area network (WAN).
Computing platforms in the network include AS/400, file
servers, and application servers. Access to a computing
platform from most locations is accommodated via LAN,
which, in turn, is interconnected to form the City’s WAN.
Business Application
Develop and maintain business applications, integrating
them with the production computing environment.
• Maintain, administer and upgrade three AS/400
computing systems and the 35 HTE integrated
applications that are operational on this platform.
• Maintain, administer and upgrade nine NetWare and 53
NT (a Microsoft operating system) servers, and the 97
applications and services that are server based.
Production Infrastructure
Plan, manage, and maintain a production environment
(platforms, LANs, and WAN) in accordance with service
level agreements related to security, reliability, availability,
and performance of voice and data services.
Information Services
Information Services
Director of Information Services
19 (2001) 19
Principal Office Assistant
Applications Administrator
GIS/Data Administrator
Network Administrator
Applications Administrator (Support)
Senior Programmer Analyst (2)
Programmer Analyst
Senior CADD and GIS Tech
Programmer Analyst
Production Support Specialist
Senior Programmer Analyst
Senior Network Specialist
Programmer Analyst
Senior Network Specialist
Network Specialist (3)
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
78
Fiscal Year 2012 Annual Budget

Information Services (continued)
• Maintain, administer, and upgrade the City’s WAN,
consisting of eight LANs, over 1,200 nodes, and 60
locations.
Business Unit Computing
Provide and support desktop access to general purpose
software tools, business applications and data across
multiple computing platforms, and external services, data,
or applications.
• Maintain, administer, and upgrade four PBX
systems and over 900 lines that comprise the City’s voice
communications infrastructure in 51 separate locations.
• Maintain, administer, and upgrade the City’s mobile
computing environment and its 275 plus users from
Police, Fire, Code Enforcement, and Fleet Management;
• Maintain, administer and upgrade the GIS and
AutoCADD computing platforms and applications
serving departmental needs Citywide.
• Maintain, administer and provide information relative
to the City’s library of plat maps, as-builts, and design
drawings.
Service on Demand
Provide “on demand” service and support for system and
security administration, problem resolution or coordination,
acquisition research and assistance, and information
requests relative to tools, data, and applications.
• Respond to over 8,100 requests for service per year.
Customer Service
Provide timely assistance and/or information required to
satisfy customer requests and/or align their expectations to
service delivery capabilities.
• Execute the current department work program that
includes over 80 projects.
Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Information Services Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Information Services $6,056 $4,262 $1,125 $17,600 $16,475 1464.44%
Total $6,056 $4,262 $1,125 $17,600 $16,475 1464.44%
Expenditures:
Program Summary
Computer Services $2,471,736 $2,590,506 $2,605,489 $2,670,743 $65,254 2.50%
Total $2,471,736 $2,590,506 $2,605,489 $2,670,743 $65,254 2.50%
Summary By Category
Personal $1,398,344 $1,364,168 $1,368,492 $1,387,937 $19,445 1.42%
Benefits 481,818 483,190 495,835 542,337 46,502 9.38%
Other Expenses 591,574 743,148 741,162 740,469 (693) -0.09%
Capital 0 0 0 0 0 n/a
Total $2,471,736 $2,590,506 $2,605,489 $2,670,743 $65,254 2.50%
Positions 20.00 20.00 19.00 19.00 0.00 0.00%
FTE's 20.00 20.00 19.00 19.00 0.00 0.00%
% of Total Citywide FTE's 2.5% 2.5% 2.4% 2.4% n/a n/a
City of Coral Springs, Florida
79

Per f or mance Measure s
Information Services
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Workload
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Number of IS Development Projects implemented in accordance
with City’s Business Plan and IS Work Program 22 56 20 31 28 25 20
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure:
Goal Actual Goal Actual Goal Proj. Goal
2) Meet service level agreement regarding system availability 99.7% 99.9% 99.7% 99.9% 99.7% 99.5% 99.5%
3) Meet service level agreement regarding response and resolution
to reported problems 95% 97% 95% 94% 95% 90% 90%
4) Meet service level agreement regarding “on demand service
requests” 97% 98% 97% 97% 97% 95% 95%
5) Customer satisfaction rating from survey of Information Services
(switched from annual to transaction survey in 2010) 90% 94% 91% 99% 91% 90% 95%
80
Fiscal Year 2012 Annual Budget

City Attorney
Mission
To provide effective and timely legal representation and
advice to the City Commission and City administration.
This office zealously represents the City in legal
controversies and is committed to implementing the City
Commission’s policy of minimizing exposures and potential
liability.
Core Processes and Outputs
Research and Counsel
• Represent the City Commission, City administration, and
all assigned boards and committees in all matters of law
pertaining to their official duties.
• Provide legal services for City Commission and operating
departments.
• Attend City Commission and subordinate agency
meetings.
• Prepare ordinances, resolutions, contracts and other
documents in a timely fashion.
• Prepare approximately 100 resolutions and 50 ordinances.
Contracts
• Review and prepare contracts and agreements within
the shortest time frame to ensure contract compliance
without vendor inconvenience.
• Prepare and/or review approximately 200 agreements,
contracts and leases.
Litigation and Municipal Violation Prosecution
• Advise on statutory matters and handle litigation.
• Appear in State and Federal court on behalf of the City.
• Respond to citizen inquiries
• Bring about preventive approaches to limiting risk.
• Participate in and present continuing legal updates to
staff.
• Participate in employment/administrative matters.
• Aggressively enforce the Florida Contraband Forfeiture
Act.
New Initiatives
Neighborhood and Environmental Sustainability
Nuisance Abatement Board
City Attorney
City Attorney
Deputy City Attorney (unfilled)
Assistant City Attorney ( 2 )
Executive Assistant
Legal Secretary
Outside Litigation
City of Coral Springs, Florida
81

Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
City Attorney Actual Actual Budget Budget FY11 Budget FY11 Budget
Expenditures:
Program Summary
City Attorney $992,917 $941,866 $937,612 $845,120 ($92,492) -9.86%
Total $992,917 $941,866 $937,612 $845,120 ($92,492) -9.86%
Summary By Category
Personal $383,936 $388,874 $387,789 $483,993 $96,204 24.81%
Benefits 135,091 139,976 148,791 176,432 27,641 18.58%
Other Expenses 283,378 349,995 341,632 184,695 (156,937) -45.94%
Litigation 190,512 63,021 59,400 0 (59,400) -100.00%
Total $992,917 $941,866 $937,612 $845,120 ($92,492) -9.86%
Positions 6.00 6.00 6.00 6.00 0.00 0.00%
FTE's 6.00 6.00 6.00 6.00 0.00 0.00%
% of Total Citywide FTE's 0.8% 0.8% 0.8% 0.8% n/a n/a
Per f or mance Measure s
City Attorney
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Preparation of Legislation (resolutions, ordinance, orders) within
10 workdays of request when accompanied by backup material 99% 100% 99% 100% 99% 100% 99%
82
Fiscal Year 2012 Annual Budget

Development Services
Mission
To plan and facilitate quality development and
redevelopment, maintain neighborhood sustainability, and
enhance the human and natural environment of the City.
Core Processes and Outputs
Construction Management
Provide coordination for capital construction projects to
ensure projects are completed on time and within budget.
Provide coordination and support for economic
development and private/public development partnerships.
Community Development
Continue to provide technically sound and professional
recommendations to the City Commission, along with
the various boards and committees appointed by the City
Commission.
• Maintain the City’s recertification of its Comprehensive
Plan.
• Maintain department customer satisfaction rating at 95%.
• Maintain Public Art Program.
Coordinate and implement neighborhood revitalization and
enhancement efforts through continued coordinaton with
residents and other government agencies.
• Condut three Slice of the Springs meetings and ensure
93% of attendees find the neighborhood meeting
productive.
• Collaborate on 15 neighborhood partnerships (formal and
informal).
• Oversee traffic management on City streets and
coordinate with federal, state, and local agencies to
impove traffic.
Implement state and federal prorams (CDBG, NSP, HOME
opportunities).
• Screen applicants for home repair programs resulting in
43 grants being awarded each year.
Collect and evaluate data for the 10 components of the
Sustainability Index
• Monitor and observe the sustainability of the City
through the Neighborhood and Environmental
Committee and City GECO committee.
Development Services
Development Services
Director of Development Services
2 ( 3100 ) 2
Development Services Coordinator
Community Development
12 ( 3001-3004 ) 12
Code Enforcement
20 ( 4903 ) 20
Construction Management
No Staff in this Division
Building
26 ( 5100-5300 ) 26
Planning & Zoning
6 ( 3001 ) 6
Planning & Zoning Manager
Landscape Inspector
Associate Planner
Assistant Planner
Director of Community Development
Funded in 3001
Neighborhood/Environmental
Services
6 ( 3004 ) 6
Chief Planner
Senior Planner
Transportation Planner
Environmental Coord./City Forester
Community Development Coordinator
Neighnorhood Coordinator Assistant
Executive Assistant
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
Chief Code Enforcement Officer
Code Enforcement Coordinator
Senior Code Enforcement Officer
Code Enforcement Officer ( 9 )
Senior Office Assistant
Principal Office Assistant
Senior Tax Collection Specialist
Tax Collection Specialist
Office Assistant ( 2 )
Inspector II
Inspector I
Administrative
12 ( 5101 ) 12
Development Services Administrator
Senior Office Assistant
Senior Permit Services Rep. ( 4 )
Permit Services Rep. ( 5 )
Electrical
4 ( 5302 ) 4
Chief Inspector
Inspector II ( 3 )
Mechanical
2 (5304) 2
Chief Inspector
Inspector II
Chief Building Official
Funded in 5101
Structural
7 ( 5301 ) 7
Deputy Bldg. Official/Chief Struc. Insp.
Inspector II ( 3 )
Inspector I ( 3 )
Plumbing
1 ( 5303 ) 1
Chief Inspector
City of Coral Springs, Florida
83

Development Services (continued)
Promote environmental awareness by offering formal
and informal education and training. Provide resources to
concerned citizens and organizations.
• Ensure the ecological integrity of environmentally
sensitive lands through regular inspections, exotic species
removal, and general preventive maintenance.
• Continue to monitor 1,600 volunteer hours per year
dedicated towards enhancing the environment.
Develop and implement the objective of environmental
monitoring and improving a sustainable urban forest, with
specific emphasis on tree canopy replacement.
Continue to provide accurate plan review to ensure
compliance with land development regulations and
architectural design guidelines in order to encourage
quality aesthetic standards.
• Administratively review 50 Development Review
Committee and Architectural Review Committee
projects.
• Process 30 petitions for various land development actions.
• Process 500 paint approval forms.
Assist the public (both residential and commercial) with
general zoning information and aesthetic issues.
• Maintain cycle time for DRC plan reviews at eight days
by the Zoning Division.
• Conduct 1,600 zoning inspections.
• Maintain cycle time for small permits at two days by the
Zoning Division.
• Maintain cycle time for sign permits to two days by the
Zoning Division.
Provide technical support to the Building and Code
Enforcement divisions, as well as the Community
Redevelopment Agency effort in conjunction with
Downtown Coral Springs.
• Provide detailed analysis on current topics affecting
the City, such as tracking properties in foreclosure on a
monthly basis.
• Research and apply for various grants that support
department objectives and improve mobility and
connectivity within the City.
Building
Provide prompt, accurate and courteous customer service
for plan review, building permits, and field inspections for
all building permit applications to ensure conformance of
construction in the City with Florida Building Codes.
84
• Conduct plan reviews in 15 days or less 95% of the time.
• Conduct approximately 25,000 building inspections.
• Process 5,000 contractor license insurance information
requests.
• Schedule 5,000 inspection appointments.
• Provide plan review and issue approximately 12,000
building permits.
• Complete requested inspections within one day 90% of
the time.
• Process approximately 3,000 open permit search requests
within three days.
• Process 500 record requests.
• Issue 20,000 notification postcards to permit holders and
property owners.
• Respond to 50,000 incoming calls via the Customer Care
Center.
Code Enforcement
Educate the public on the City’s Code of Ordinances and
enforce the code to preserve and enhance the aesthetics of
our residential and business areas.
• Provide code education to both residential and
commercial properties.
• Perform over 34,000 code enforcement field inspections
and neighborhood preservation inspections.
• Coordinate and implement programs on code enforcement
issues with the assistance of other departments.
• Process over 11,000 cases.
• Address and resolve problems of vacant/abandoned
properties with health and safety violations.
• Require banks to register and maintain foreclosed
properties.
• Collect 15,500 illegal snipe signs from our street rightsof-way.
• Provide education to elementary school students on fun
ways for their families to contribute to, enhance and
preserve the aesthetics of their community.
• Support 20 Code Rangers partnered with Code Officers
and administrative staff.
Receive, process, and dispatch both emergency and nonemergency
calls for Code Enforcement.
Fiscal Year 2012 Annual Budget

Development Services (continued)
Ensure businesses and homeowners have obtained business
tax receipts (formerly known as occupational licenses) to
conduct business in the City.
• Process 7,000 business tax receipts.
• Process 5,000 Administrative Citations.
Respond to citizen requests, questions and complaints
within 48 hours.
Engineering
Provide engineering inspection on capital projects, right-ofway
permits, and developer-provided infrastructure.
• Issue approximately 200 driveway permits.
• Complete requested inspections within one day.
• Perform approximately 500 inspections.
New Initiatives
Community Development
Neighborhood and Environmental Sustainability
Neighborhood Stabilization Program (NSP3)
Financial Health and Economic Development
Commercial Facade Program
Traffi c, Mobility and Connectivity
Downtown Pathways Phase II
Northwest Broward Consortium for Planning
Transportation Improvements
Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Development Services Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Community Development $66,432 $74,264 $108,172 $158,663 $50,491 46.68%
Building 2,455,606 2,418,399 2,311,379 2,955,650 644,271 27.87%
Code Enforcement* 1,932,989 2,133,890 1,931,000 2,362,475 431,475 22.34%
Engineering 0 1,183 0 0 0 n/a
Total $4,455,027 $4,627,736 $4,350,551 $5,476,788 $1,126,237 25.89%
*Includes Business Tax revenue
Expenditures:
Program Summary
Development Services $254,824 $260,773 $263,936 $276,019 $12,083 4.58%
Community Development 996,404 1,094,439 1,258,133 1,361,025 102,892 8.18%
Building 2,640,321 2,472,263 2,502,196 2,587,960 85,764 3.43%
Code Enforcement 1,442,221 1,595,349 1,648,690 1,783,438 134,748 8.17%
Engineering 217,250 206,592 188,585 186,150 (2,435) -1.29%
Total $5,551,020 $5,629,416 $5,861,540 $6,194,592 $333,052 5.68%
Summary By Category
Personal $3,428,358 $3,512,464 $3,662,554 $3,764,617 $102,063 2.79%
Benefits 1,329,962 1,322,669 1,397,559 1,544,765 147,206 10.53%
Other Expenses 778,310 782,939 786,427 870,210 83,783 10.65%
Capital 390 944 0 0 0 n/a
Grants and Aids 14,000 10,400 15,000 15,000 0 0.00%
Total $5,551,020 $5,629,416 $5,861,540 $6,194,592 $333,052 5.68%
Positions
Development Services 2.00 2.00 2.00 2.00 0.00 0.00%
Community Development 12.00 12.00 12.00 12.00 0.00 0.00%
Building 30.50 27.50 26.50 26.00 (0.50) -1.89%
Code Enforcement 18.50 19.50 19.50 20.00 0.50 2.56%
Engineering 0.00 0.00 0.00 0.00 0.00 n/a
Total 63.00 61.00 60.00 60.00 0.00 0.00%
FTE's 63.00 61.00 60.00 60.00 0.00 0.00%
% of Total Citywide FTE's 7.9% 7.8% 7.6% 7.6% n/a n/a
City of Coral Springs, Florida
85

Per f or mance Measure s
Community Development
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Department customer satisfaction rating 95% 99% 95% 99% 95% 95% 95%
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
2) Cycle time for small permits by the Zoning Division (Building Plan
Review) 3 days 1 days 2 days 1 day 2 days 2 days 2 days
3) Cycle time for sign permits by the Zoning Division (Building Plan
Review) 2 days 1.4 days 2 days 3 days 2 days 2 days 2 days
4) Cycle time for plan reviews by the Zoning Division (Development
Review Committee) 8 days 8 days 8 days 8 days 8 days 8 days 8 days
5) Comprehensive Plan consistency with Department of Commnity
Affairs (DCA) Yes Yes Yes Yes Yes Yes Yes
6) Number of appeals on Architectural Review (ARC) 1 1 1 0 1 0 1
Strategic Priority: Neighborhood and Environmental Sustainability
Directional Statement: Support our neighborhood aesthetics with proactive code enforcement and partnerships with
neighborhood/homeowner associations that ensure healthy and vital neighborhoods, free of crime, grime, and decline
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
7) Number of housing units rehabilitated using public financial
assistance per $100,000 housing rehabilitation 3.60 3.14 3.60 3.52 3.60 3.60 3.60
8) Average number of days from application for rehabilitation
assistance to completion of rehabilitation work
365
days
363
days
365
days
275
days
365
days
365
days
365
days
Strategic Priority: Neighborhood and Environmental Sustainability
Directional Statement: Support our neighborhood aesthetics with proactive code enforcement and partnerships with
neighborhood/homeowner associations that ensure healthy and vital neighborhoods, free of crime, grime, and decline
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
9) Timeliness ratio of CDBG spending: annual CDBG allocation
available by July 31 1.50 1.30 1.50 1.34 1.50 1.50 1.50
Strategic Priority: Neighborhood and Environmental Sustainability
Directional Statement: Support our neighborhood aesthetics with proactive code enforcement and partnerships with
neighborhood/homeowner associations that ensure healthy and vital neighborhoods, free of crime, grime, and decline
Measurement Type: Demand
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
10) Number of formal and informal neighborhood partnerships each
year (KIO) 15 22 15 15 15 15 15
86
Fiscal Year 2012 Annual Budget

Performance Measures
Community Development (continued)
Strategic Priority: Neighborhood and Environmental Sustainability
Directional Statement: Enhance the City's tree canopy by educating property owners in proper tree selection and placement
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
11) Number of trees planted within the City (KIO) 2,000 3,414 2,000 2,061 2,000 1,890 2,000
Building
Strategic Priority: Customer-Involved Government; Financial Health and Economic Development
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure:
Goal Actual Goal Actual Goal Proj. Goal
1) Requested inspections completed within one day 90% 99% 90% 100% 90% 100% 90%
2) Percent of plan reviews completed within 15 working days 95% 98% 95% 98.6% 95% 98.6% 95%
Code Enforcement
Strategic Priority: Neighborhood and Environmental Sustainability
Directional Statement: Support our neighborhood aesthetics with proactive code enforcement and partnerships with
neighborhood/homeowner associations that ensure healthy and vital neighborhoods, free of crime, grime, and decline
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure:
Goal Actual Goal Actual Goal Proj. Goal
1) Percent of code cases brought into voluntary compliance prior to
administrative/judicial process 70% 70% 70% 91% 70% 92% 75%
2) Percent of survey respondents satisfied with City efforts at
maintaining the quality of their neighborhoods (Resident Survey—
revised for FY 2009 ) 65% 85% — — 70% 89% —
Construction Management
Strategic Priority: Customer-Involved Government; Financial Health and Economic Development
Directional Statement: Maintain financial stability and solvency
Measurement Type: Demand
Measure: FY 2009
FY 2010 FY 2011 FY 2012
Goal Actual Goal Actual Goal Proj. Goal
1) Build the following City construction projects within budget and on
time:
Public Safety Facility Phase II and FS-80 Jun-10 Jun-10 — — —
Public Safety Facility Phase III — — — — Jul-11 Jul-11 —
Fire Station 71 — — — — Aug-11 Aug-12 Aug-12
Police Tactical Training Bldg — — — — — — Dec-11
City of Coral Springs, Florida
87

Police
Mission
To provide professional, high quality and effective police
service in partnership with the community.
Core Processes and Outputs
Administration
Administer the financial, operational and capital budgets of
the department.
Manage the overall working of the Police Department to
provide a safe and secure community environment.
Provide public informational services.
Identify specific training needs of department personnel.
Investigations
Investigate property crimes such as burglaries, thefts etc.,
and violent crimes such as batteries, assaults, domestic
violence, child abuse (physical, sexual, and neglect), elderly
abuse, adult sex crimes, homicide, and aggravated battery.
Police
Chief of Police
2 (4101) 2
Executive Asst.
Operations
Deputy Chief (funded in 4201)
Executive Assistant
(funded in 4201)
Special Events*
(4108)
Operational Support
Special Operations
Criminal Investigations
Sr. Office Asst.
(funded in 4301)
Dive Team*
(4114)
Patrol Unit
116 (4201) 116
Substation Unit
4 (4211) 4
General Investigations
19 (4301) 19
Special Investigations
16 (4302) 16
Law Enforcement Captain (2)
Law Enforcement Officer (4)
Law Enforcement Captain
Law Enforcement Sergeant (2)
Law Enforcement Lieutenant (4)
Law Enforcement Sergeant (12)
Tactical/Gang Unit
9 (4204) 9
Law Enforcement Sergeant
Investigator (11)
Investigator (10)
Victim/Family Advocate (2)
Law Enforcement Officer (86)
Traffic Accident Investigator (9)
Law Enforcement Sergeant
Law Enforcement Officer (8)
Criminal Investigations
Specialist (2)
Crime Analyst
Principal Office Assistant (2)
Senior Office Assistant
Bicycle Unit
6 (4209) 6
Principal Office Assistant (2)
Traffic Unit
10 (4202) 10
Law Enforcement Sergeant
Crime Scene Investigation
10 (4305) 10
Law Enforcement Sergeant
Law Enforcement Officer (5)
Criminal Identification
Unit Supervisor
Motorcycle Officer (9)
Humane Unit
3 (4205) 3
Humane Officer (3)
K-9 Unit
5 (4203) 5
Law Enforcement Officer (5)
Latent Fingerprint
Examiner
Crime Scene Technician (5)
Property Room Technician (2)
Principal Office Assistant
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
88
Fiscal Year 2012 Annual Budget

Police (continued)
Patrol
Receive, process, and dispatch both emergency and nonemergency
calls for Police and Fire Rescue.
• Respond to 170,000 projected calls for service and
incident response.
Support Functions
Process all external and internal requests for reports and
information.
Coordinate fleet and facility maintenance.
Juvenile
Operate the School Resource Officer program and present
educational program at all grade levels.
Coordinate court-ordered community service hours
program for juveniles and adults.
New Initiatives
Customer-Involved Government
Web-Based Crime Reporting
Youth Development and Family Values
Mentoring Leadership Program
Administration
Deputy Chief (funded in 4110)
Office of Professional Standards
2 (4102) 2
Special Response Team*
(4107)
Vice and Intelligence
14 (4103) 14
Human Resources
5 (4104) 5
Community Services
Communications
29 (4502) 29
Fiscal Management
5 (4110) 5
Law Enforcement Sergeant
Senior Office Assistant
Law Enforcement Sergeant
Human Resources Administrator
Communications Administrator
Deputy Police Chief
Investigator (12)
Background Investigator
Telecommunicator (19)
Fiscal Accreditation
Administrator
Intelligence Analyst
Principal Office Assistant (3)
Off-Duty Detail*
(4109)
Principal Office
Asst. (funded in 4303)
Communications Technical
Coordinator
Communications Shift
Supervisor (6)
Emergency Call Taker (2)
Senior Office Assistant
Principal Office Assistant (2)
Training
5 (4210) 5
Volunteer Services
1 (4308) 1
Emergency Mgmt
1 (4115) 1
Central Records
7 (4501) 7
Law Enforcement
Sergeant
Volunteer Services
Coordinator
Emergency Mgmt
Coordinator
Records Supervisor
Law Enforcement
Officer (2)
Principal Office Assistant (4)
Range Master
Office Assistant (2)
Principal Office Assistant
Building/Fleet
5 (4505) 4.63
Youth Liaison
19 (4303) 19
Senior Fleet/Facilities
Coordinator
Fleet/Facilities
Coordinator
Law Enforcement Captain
Law Enforcement Sergeant (2)
Community Involvement
2 (4207) 2
Custodian (2)
Youth Liaison Officer (15)
Law Enforcement Officer
* No full-time staff assigned
to these divisions
Building Custodian (0.63)
School Crossing Guards*
(4206)
Community Involvement
Coordinator
City of Coral Springs, Florida
89

Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Police Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Office of the Chief $1,503,541 $1,623,150 $1,770,791 $1,933,546 $162,755 9.19%
Off-Duty Detail 348,463 380,683 386,648 387,600 952 0.25%
Total $1,852,004 $2,003,833 $2,157,439 $2,321,146 $163,707 7.59%
Expenditures:
Program Summary
Administration
Office of the Chief $283,744 $298,004 $297,889 $304,356 $6,467 2.17%
Vice/Intelligence 2,224,308 2,438,701 2,497,595 2,494,308 (3,287) -0.13%
Human Resources 358,229 358,594 364,855 378,125 13,270 3.64%
Off-Duty Detail 290,457 301,886 296,914 304,170 7,256 2.44%
Communications Center 2,519,957 2,527,691 2,582,997 2,607,745 24,748 0.96%
Fiscal Management 826,996 850,060 899,657 922,427 22,770 2.53%
Special Response Team 206,144 163,224 165,107 180,735 15,628 9.47%
Sub-Total $6,709,835 $6,938,160 $7,105,014 $7,191,866 $86,852 1.22%
Administration-Community Services
Youth Liaison* 2,298,200 2,525,839 3,479,437 3,463,088 (16,349) -0.47%
Emergency Management 0 0 59,104 84,440 25,336 42.87%
Community Involvement 309,619 339,877 332,170 347,861 15,691 4.72%
Training 841,473 818,496 836,211 841,728 5,517 0.66%
Volunteer Services 122,181 120,376 130,023 136,916 6,893 5.30%
Central Records 447,668 431,774 451,355 463,767 12,412 2.75%
Crossing Guards 360,294 367,265 373,000 423,000 50,000 13.40%
Building and Fleet Maintenance 495,751 541,561 522,220 537,857 15,637 2.99%
Sub-Total $4,875,186 $5,145,188 $6,183,520 $6,298,657 $115,137 1.86%
Sub-total Administration $11,585,021 $12,083,348 $13,288,534 $13,490,523 $201,989 1.52%
Office of Professional Standards
Office of Professional Standards $278,835 $245,044 $255,563 $261,236 $5,673 2.22%
Sub-Total $278,835 $245,044 $255,563 $261,236 $5,673 2.22%
Operations
Support
Patrol $16,298,829 $18,747,677 $19,157,797 $20,397,020 $1,239,223 6.47%
Special Events 95,088 85,059 96,694 79,271 (17,423) -18.02%
Traffic 2,009,594 2,039,800 2,000,953 1,948,213 (52,740) -2.64%
Humane 213,639 208,212 215,403 227,107 11,704 5.43%
Sub-Total $18,617,150 $21,080,748 $21,470,847 $22,651,611 $1,180,764 5.50%
Special Operations
Tactical/Gang Unit $1,082,088 $1,490,990 $1,545,340 $1,554,570 $9,230 0.60%
K-9 846,292 1,000,532 999,298 1,012,473 13,175 1.32%
Substation Unit 511,127 555,462 580,193 632,759 52,566 9.06%
Bicycle Unit 795,729 973,066 993,872 945,358 (48,514) -4.88%
Sub-Total $3,235,236 $4,020,050 $4,118,703 $4,145,160 $26,457 0.64%
Criminal Investigations
General Investigations $2,585,597 $2,835,568 $2,861,995 $2,911,192 $49,197 1.72%
Special Investigations 2,181,355 2,406,252 2,482,804 2,442,119 (40,685) -1.64%
Crime Scene Investigations 841,290 849,645 854,528 908,562 54,034 6.32%
Dive Team 9,995 14,866 13,113 13,416 303 2.31%
Sub-Total $5,618,237 $6,106,331 $6,212,440 $6,275,289 $62,849 1.01%
Sub-Total Operations $27,470,623 $31,207,129 $31,801,990 $33,072,060 $1,270,070 3.99%
Total $39,334,479 $43,535,521 $45,346,087 $46,823,819 $1,477,732 3.26%
Summary By Category
Personal* $21,735,266 $21,461,678 $22,720,165 $23,171,482 $451,317 1.99%
Benefits 12,605,970 17,073,780 17,651,751 18,601,242 949,491 5.38%
Other Expenses 4,971,531 4,937,680 4,974,171 5,051,095 76,924 1.55%
Capital 21,712 62,383 0 0 0 n/a
Total $39,334,479 $43,535,521 $45,346,087 $46,823,819 $1,477,732 3.26%
Positions 296.00 296.00 295.00 295.00 0.00 0.00%
FTE's 295.63 295.63 294.63 294.63 0.00 0.00%
% of Total Citywide FTE's 37.2% 37.6% 37.6% 37.4% n/a n/a
*FY 2010 actuals—$1.0 million SRO salaries covered by forfeiture funds and in FY 2009—$750,000.
90
Fiscal Year 2012 Annual Budget

Per f or mance Measure s
Police
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Police Department's overall quality rating (Resident Survey) 92% 93% — — 93% 95% —
2) Percentage of customers who has contact with or knows their
neighborhood officers (Resident Survey) 38% 42% — — 45% 48% —
2008
2009
2010
2011
3) Average Police response time 5:10 4:83 5:10 4:58 5:10 5:00 5:00
4) Average number of false alarms (businesses & residences) 4,700 4,258 4,600 4,122 4,600 4,000 4,000
Strategic Priority: Customer-Involved Government
Directional Statement: Increase and promote citizen volunteerism with a focus on maximizing operational impact
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
5) Volunteer hours donated by board and committee members 3,100 6,818 6,500 6,166 6,500 TBD
Strategic Priority: Neighborhood and Environmental Sustainability; Customer-Involved Government
Directional Statement: Support our neighborhood aesthetics with proactive code enforcement and partnerships with
neighborhood/homeowner associations that ensure healthy and vital neighborhoods, free of crime, grime, and decline
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure:
Goal Actual Goal Actual Goal Actual Goal
6) Percentage of residents who feel that Coral Springs has remained
as safe or become a safer place to live (Resident Survey) 70% 61% — — 70% 74% —
2008
2009
2010
2011
7) Stabilize the burglary rate at a 0% increase adjusted for population 0% 15.60% 0% 15.6% 0% 0% 0%
2008
2009
8) Maintain 0% increase in crime rate as adjusted for population 0% -2.08% 0% 1.07% 0% -3.53% 0%
2008
2009
9) Clearance rate for crimes 27% 31% 28% 29% 28% 26% 28%
Strategic Priority: Traffic, Mobility, and Connectivity
Directional Statement: Promote more effective traffic management technology to reduce current and future traffic overload.
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure:
Goal Actual Goal Actual Goal Proj. Goal
2008
2009 2010
2011
10) Traffic crashes per 1,000 citizens 45 32 40 31 40 31 35
Strategic Priority: Youth Development and Family Values
Directional Statement: Partner with School Board, non-profit organizations, and for-profit companies to develop and advance
mentoring and internship opportunities for youth
Measurement Type: Effectiveness
FY 2009 FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
11) Number of students that participate in Youth Mentoring Program 90 161 80 21* n/a n/a 10
*Program discontinued Q1 FY2010 through FY 2011
City of Coral Springs, Florida
91

Fire/EMS
Mission
To assist the public in the protection of life and property by
minimizing the impact of fires, medical emergencies and
other potential disasters or events that affect the community
and environment.
Core Processes and Outputs
Administration
Perform the management and administration of the Fire
Rescue Department budget, policies and procedures
providing department-wide leadership and direction.
• Oversee 160 career firefighters.
Oversee the daily operations pertaining to Inspections,
Prevention, Suppression, Emergency Medical Services
(EMS), and Training.
Fire Suppression
Respond to all types of fire-related emergencies within the
City.
• Obtain 90% average response of eight minutes or less.
• Respond to a projected 3,800 fire calls.
• Maintain seven fire pumper engines and two ladder
trucks.
Training
Oversee various comprehensive training for all fire
suppression personnel.
Fire/EMS
Fire Chief
Funded in 4601 and 4702
Senior Office Asst. (funded in 4601 and 4702)
Administration
3.5 ( 4601 ) 3.5
Communication Services
1.84 ( 4602 ) 1.84
Suppression
88.5 ( 4801 ) 88.5
Emergency Medical Services
58 ( 4702 ) 58
EMS-Communication Services
6.16 ( 4703 ) 6.16
EMS Training
1 ( 4705 ) 1
Deputy Fire Chief (0 .5 )
Emergency Mgmt and Planning Chief
Senior Office Asst( 0.5 )
Fire Equipment Technician ( 0.5 )
Telecommunicator ( .69 )
Emergency Call Taker ( 1.15 )
Assistant Fire Chief ( 1.5 )
Battalion Chief ( 1.5 )
Fire Captain ( 13.5 )
Rescue Lieutenant ( 16 )
Driver Engineer/Paramedic (19)
Driver Engineer/EMT (5)
Firefighter/Paramedic ( 31 )
Firefighter/EMT
Deputy Fire Chief ( .5 )
Assistant Fire Chief ( 1.5 )
Battalion Chief ( 1.5 )
Fire Captain ( 16.5 )
Rescue Lieuteneant ( 14)
Firefighter/Paramedic ( 16 )
Driver Engineer/Paramedic ( 6 )
Fire Equipment Technician ( 0 .5 )
Senior Office Asst ( 0.5 )
Telecommunicator ( 2.31 )
Emergency Call Taker ( 3.85 )
Assistant Chief Training Officer
92
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
Training
1 ( 4805 ) 1
Chief Training Officer
Inspection
9 ( 4901 ) 9
Fire Marshal
Fire Inspection Captain
Fire Inspector II ( 4 )
Fire Inspector I ( 2 )
Senior Office Assistant
Fiscal Year 2012 Annual Budget

Fire/EMS
(continued)
Fire Inspection
The division performs approximately 6,400 annual fire
safety inspections and approximately 5,600 re-inspections
on all commercial and residential properties of three or
more living units, and fire safety inspections in all public
and private schools (including those located in Parkland).
• Perform approximately 1,100 permit inspections and
review 1,300 plans.
• Provide fire prevention activities, such as Safety Town
and fire extinguisher demonstrations.
• Conducted over 100 fire investigations to determine
origin and cause.
New Initiatives
Financial Health and Economic Development
Fire Department Accreditation Process Phase I
Emergency Medical Services
Provide assistance and provide emergency medical care to
victims of sudden illness or injury.
• Provide dual-tier emergency medical service maintaining
seven full-time units 24 hours a day (including Parkland).
• Respond to a projected 9,500 emergency medical calls.
• Obtain 90% average response of eight minutes or less on
all emergency medical calls.
• Assure 24 hours a day, seven days a week operability of
seven EMS rescue vehicles, three reserve rescue vehicles,
and three reserve fire pumpers.
• Provide contractual Fire/EMS service to the city of
Parkland and provide Fire/EMS to unincorporated
Broward County.
Receive, process and dispatch both emergency and nonemergency
calls for Fire and Emergency Medical services.
Fire/EMS Training Academy
Provide the highest quality training classes for paramedics
and firefighters.
City of Coral Springs, Florida
93

Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Fire/EMS Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Fire Fund
Special Assessment $8,393,935 $8,447,849 $8,493,017 $9,121,906 $628,889 7.40%
Intergovernmental 3,842,920 4,014,625 4,928,090 5,136,218 208,128 4.22%
Charges for Services 2,314,883 2,069,597 2,457,821 2,155,891 (301,930) -12.28%
Miscellaneous Revenues 138,819 78,979 100,979 77,000 (23,979) -23.75%
Fines and Forfeitures 9,160 40,183 78,955 53,000 (25,955) -32.87%
Partial Year Assessment 0 0 0 25,938 25,938 n/a
Other Financing Sources 92,488 7,499 25,938 0 (25,938) -100.00%
Unappropriated Fund Balance 0 500,000 0 0 0 n/a
Sub-Total $14,792,205 $15,158,732 $16,084,800 $16,569,953 $485,153 3.02%
EMS-General Fund
Emergency Medical Services $2,099,224 $1,992,318 $1,892,072 $1,994,390 $102,318 5.41%
Contract Services 1,751 1,751 0 1,751 1,751 n/a
Sub-Total $2,100,975 $1,994,069 $1,892,072 $1,996,141 $104,069 5.50%
Total Revenues $16,893,180 $17,152,801 $17,976,872 $18,566,094 $589,222 3.28%
Expenditures:
Program Summary
Fire Fund
Administration $366,063 $393,642 $423,903 $569,027 $145,124 34.24%
Communication Services 108,033 103,131 115,980 121,398 5,418 4.67%
Suppression 10,555,105 10,688,823 10,897,977 11,256,620 358,643 3.29%
Training 1,101,942 1,083,618 1,150,845 1,133,259 (17,586) -1.53%
Inspection 918,478 939,040 1,116,668 1,155,572 38,904 3.48%
Capital 58,110 43,725 295,164 252,079 (43,085) -14.60%
Capital Reserve (Budget Amendment) 0 700,000 0 0 0 n/a
Debt Service 232,860 232,860 232,860 232,860 0 0.00%
Interfund Transfers 160,222 165,806 168,931 154,228 (14,703) -8.70%
Non-Departmental 761,355 793,603 1,682,472 1,694,910 12,438 0.74%
Sub-Total $14,262,168 $15,144,248 $16,084,800 $16,569,953 $485,153 3.02%
EMS-General Fund
Emergency Medical Services $7,481,557 $7,634,364 $7,887,598 $8,125,778 $238,180 3.02%
Communication Services 364,951 346,150 392,606 411,476 18,870 4.81%
Training 148,126 161,678 189,944 194,979 5,035 2.65%
Sub-Total $7,994,634 $8,142,192 $8,470,148 $8,732,233 $262,085 3.09%
Total Expenditures $22,256,802 $23,286,440 $24,554,948 $25,302,186 $747,238 3.04%
Summary By Category
Fire Fund
Personal $7,692,174 $7,637,208 $7,832,986 $8,179,624 $346,638 4.43%
Benefits 3,182,881 3,485,843 3,615,913 3,785,777 169,864 4.70%
Other Expenses 1,072,624 1,001,585 1,105,629 1,137,216 31,587 2.86%
Capital 58,110 43,725 295,164 252,079 (43,085) -14.60%
Training 1,101,942 1,083,618 1,150,845 1,133,259 (17,586) -1.53%
Capital Reserve (Budget Amendment) 0 700,000 0 0 0 n/a
Non-Departmental 761,355 793,603 1,682,472 1,694,910 12,438 0.74%
Interfund Transfers 160,222 165,806 168,931 154,228 (14,703) -8.70%
Debt Service 232,860 232,860 232,860 232,860 0 0.00%
Sub-Total $14,262,168 $15,144,248 $16,084,800 $16,569,953 $485,153 3.02%
EMS-General Fund
Personal $5,307,524 $5,310,032 $5,420,087 $5,544,748 $124,661 2.30%
Benefits 1,891,927 2,035,549 2,262,954 2,367,240 104,286 4.61%
Other Expenses 795,183 796,611 787,107 820,245 33,138 4.21%
Capital $0 n/a
Sub-Total $7,994,634 $8,142,192 $8,470,148 $8,732,233 $262,085 3.09%
Total $22,256,802 $23,286,440 $24,554,948 $25,302,186 $747,238 3.04%
Positions
Fire 103.84 103.84 103.84 103.84 0.00 0.00%
EMS 65.16 65.16 65.16 65.16 0.00 0.00%
Total Positions 169.00 169.00 169.00 169.00 0.00 0.00%
FTE's
Fire 103.84 103.84 103.84 103.84 0.00 0.00%
EMS 65.16 65.16 65.16 65.16 0.00 0.00%
Total FTE's 169.00 169.00 169.00 169.00 0.00 0.00%
% of Total Citywide FTE's 21.3% 21.5% 21.5% 21.4% n/a n/a
94
Fiscal Year 2012 Annual Budget

Per f or mance Measure s
Fire/EMS
Strategic Priority: Customer-Involved Government; Financial Health and Economic Development
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Maintain Fire Rescue quality standards:
—Average response time of eight minutes or less for 90% of all fire
calls 90% 92% 90% 88% 90% 90% 90%
—A minimum of fourteen firefighters on scene within ten minutes
90% of time for all structural fires 90% 97% 90% 100% 90% 100% 90%
—A maximum of customer complaints and/or public safety service
professional complaints of less than one percent of the total call
volume

Public Works
Mission
Public Works
To support Coral Springs in becoming the nation’s premier
community in which to live, work and raise a family by
providing superior quality facilities, infrastructure and
customer-focused services to both internal and external
customers.
Ut ilit i e s
To provide the City utilities service area with a reliable and
safe water supply that is adequate for all customer needs
including fire protection; and to ensure that wastewater is
collected and disposed of properly in accordance with all
regulations and standards as set forth by the Environmental
Protection Agency, Florida Department of Environmental
Protection, Broward County Health Department and the
Broward County Environmental Protection Department.
E q u i p m e n t S e r v i c e s
To support all departments of the City by maintaining and
repairing all vehicles and equipment in a timely and costeffective
manner.
Core Processes and Outputs
Public Works Administration
Coordinate overall department management, administration
and budget.
Oversee the contractual responsibilities of the solid waste
franchise holder.
Public Works
Director of Public Works
Funded in 5501
Administrative Services
1.5 ( 5501 ) 1.5
Solid Waste Recycling
( 5502 )
Streets
20.5 ( 5601 ) 20.5
Facilities Management
6 ( 5801 ) 5.7
Equipment Maintenance
15 ( 5701 ) 15
Utilities
35.5 ( 6000-6005) 35.5
Project Technician (0.5 )
Streets Superintendent
Lead Worker ( 2 )
**Util Engineer/Fac. Supt. ( 0.5 ) Fleet Superintendent
Facilities Technician
Lead Mechanic
Administration
5 ( 6001 ) 5
Water Distribution
8 ( 6002 ) 8
Water Treatment
15 ( 6003 ) 15
Wastewater Treatment
( 6004 )
Senior Office Assistant
Electrician
Mechanic ( 10 )
Equipment Operator II ( 4 )
Lead Worker
Generator Technician
Deputy City Manager ( 0.5 )
Utilities Lead Worker
Chief Water Plant Operator
*Streets Technician ( 8.5 )
Carpenter
Senior Office Assistant
Utilities Superintendent
Utilities Coordinator
Water Plant Maintenance Coordinator
Neighborhood Service Worker ( 4 ) Project Technician ( 0.5 )
Fleet Service Worker
**Util Engineer/Fac. Supt. ( 0.5 )
Equipment Operator II
Utilities Mechanic ( 2 )
Custodian ( 0.7 )
*Streets Technician ( 0.5 )
Utilities Service Technician
Senior Water Plant Operator ( 5 )
Senior Office Assistant
Utilities Backflow Technician Water Plant Operator ( 5 )
Office Assistant
Utilities Service Worker ( 3 )
Utilities Service Worker
*Position split 50% Streets Div 5601;
50% Utilities-Adm Div. 6001
**Position split 50% Fac. Mgmt Div 5801;
50% Utilities-Adm Div 6001
Wastewater Collection
8 ( 6005 ) 8
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
Utilities Coordinator
Utilities Instrumentation
Equipment Operator II ( 2 )
Video Inspection Technician
Utilities Service Worker ( 3 )
96
Fiscal Year 2012 Annual Budget

Public Works (continued)
Streets
Perform repair and maintenance of City-owned asphalt
streets, bike paths and parking areas.
• Maintain over 144 miles of bike paths.
• Maintain over 575 lane miles of streets.
• Resurface seven miles of roadway.
• Clean and maintain over 6,500 drains.
Facilities
Perform in-house or contract for maintenance, repair, and
minor construction of all City buildings.
• Maintain 662,170 square feet of City facilities.
New Initiatives
Customer-Involved Government
Street Lighting Improvements
Neighborhood and Environmental Sustainability
Water Saving Devices
Fats, Oils, and Grease (FOG) Regulation Program
Inflow and Infiltration Program
Traffi c, Mobility, and Connectivity
Bike Path and Walkway Inventory and Master Plan
Westview Turn Lane
Utilities
Perform management, administration, and support for the
daily operation of water treatment, water plant maintenance,
water distribution, wastewater collection, and wastewater
treatment.
• Produce an average of 6.2 million gallons per day of
treated water.
Equipment Services
Perform repair and maintenance for all City vehicles
including fire, police, and small engine equipment.
• Maintain 823 vehicles/equipment and 476 pieces of
small engine equipment with an availability rate to using
departments of 95%.
Prepare specifications for new equipment and vehicle
purchases.
Provide specialized equipment installation for public safety
vehicles.
Repair and service motorcycles for cities of Margate and
Coconut Creek and Florida Atlantic University.
Repair and service Parkland Fire and Public Works vehicles
and equipment (26 vehicles, 9 pieces of equipment, 47
pieces of small engine equipment).
City of Coral Springs, Florida
97

Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Public Works Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Administrative Services $346,431 $302,691 $245,600 $315,000 $69,400 28.26%
Total $346,431 $302,691 $245,600 $315,000 $69,400 28.26%
Expenditures:
Program Summary
Administrative Services $301,520 $257,015 $254,014 $264,973 $10,959 4.31%
Solid Waste Recycling 15,179 14,846 33,100 31,500 (1,600) -4.83%
Sub-Total $316,699 $271,861 $287,114 $296,473 $9,359 3.26%
Streets $3,044,526 $2,907,315 $3,084,736 $3,104,460 $19,724 0.64%
Facilities Mgmt. 746,155 695,263 779,409 738,732 (40,677) -5.22%
Total $4,107,380 $3,874,439 $4,151,259 $4,139,665 ($11,594) -0.28%
Summary By Category
Personal $1,451,787 $1,371,883 $1,427,434 $1,426,825 ($609) -0.04%
Benefits 608,535 570,200 605,778 642,547 36,769 6.07%
Other Expenses 2,044,539 1,932,356 2,114,047 2,066,293 (47,754) -2.26%
Capital 2,519 0 4,000 4,000 0 0.00%
Total $4,107,380 $3,874,439 $4,151,259 $4,139,665 ($11,594) -0.28%
Positions 32.00 29.00 29.00 28.00 (1.00) -3.45%
FTE's 31.70 28.70 28.70 27.70 (1.00) -3.48%
% of Total Citywide FTE's 4.0% 3.6% 3.7% 3.5% n/a n/a
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Equipment Services Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Fuel/Maint/Chargeback Transfers $5,075,751 $5,314,487 $5,104,442 $5,314,666 $210,224 4.12%
Parkland Fuel/Maintenance Charge 27,064 25,608 42,000 117,000 75,000 178.57%
Margate/Coconut Creek Fuel/Mainten 0 3,153 4,000 6,500 2,500 62.50%
FAU Fuel/Maintenance Charge 0 370 4,000 2,000 (2,000) -50.00%
Interest Income 371,642 215,798 200,000 150,000 (50,000) -25.00%
Appropriated Fund Balance 2,134,015 1,505,214 4,428,900 5,424,640 995,740 22.48%
Other 103,856 151,653 55,000 75,007 20,007 36.38%
Total $7,712,328 $7,216,283 $9,838,342 $11,089,813 $1,251,471 12.72%
Expenses:
Program Summary
Equipment Maintenance $7,182,136 $6,363,736 $9,838,342 $11,089,813 $1,251,471 12.72%
Total $7,182,136 $6,363,736 $9,838,342 $11,089,813 $1,251,471 12.72%
Summary By Category
Personal $724,701 $681,809 $776,440 $802,686 $26,246 3.38%
Benefits 298,595 304,108 319,113 356,072 36,959 11.58%
Other Expenses 1,502,698 1,611,081 2,064,110 2,189,145 125,035 6.06%
Capital 0 11,745 0 0 0 n/a
Depreciation 2,522,127 2,249,779 2,249,779 2,317,270 67,491 3.00%
Interfund Transfers 0 2,000,000 3,213,989 1,213,989 60.70%
Debt Service 0 0 0 0 0 n/a
Equipment Purchases 2,134,015 1,505,214 2,428,900 2,210,651 (218,249) -8.99%
Total $7,182,136 $6,363,736 $9,838,342 $11,089,813 $1,251,471 12.72%
Positions 16.00 15.00 15.00 15.00 0.00 0.00%
FTE's 16.00 15.00 15.00 15.00 0.00 0.00%
% of Total Citywide FTE's 2.0% 1.9% 1.9% 1.9% n/a n/a
98
Fiscal Year 2012 Annual Budget

Revenues and Expenditures by Program and Category
Water and Sewer Fund FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Utilities Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Water $7,565,363 $7,705,877 $7,753,382 $8,188,500 $435,118 5.61%
Wastewater 8,655,046 8,987,838 9,839,028 10,300,000 460,972 4.69%
Private Fire Line Fee 0 22,026 20,000 22,200 2,200 11.00%
Meter Sales 12,135 10,615 20,000 12,000 (8,000) -40.00%
Doubtful Accounts (14,758) (19,513) 0 0 0 n/a
Backflow Recertification Adm. Fee 0 0 16,223 0 (16,223) -100.00%
Misc. Income 9,000
Charges for Service (8,142) 89,727 81,030 193,512 112,482 138.82%
Appropriated Fund Balance 0 0 0 2,208,000 2,208,000 n/a
Interest Income 46,952 87,417 134,000 80,400 (53,600) -40.00%
Total $16,256,596 $16,883,987 $17,863,663 $21,013,612 $3,149,949 17.63%
Expenses:
Program Summary
Administration $464,737 $453,471 $549,908 $578,626 $28,718 5.22%
Water Distribution 758,515 794,803 879,915 883,699 3,784 0.43%
Water Treatment 2,458,091 2,248,677 2,623,676 2,689,407 65,731 2.51%
Wastewater Treatment 4,983,328 5,893,627 6,349,121 6,213,417 (135,704) -2.14%
Wastewater Collection 1,080,430 1,008,093 1,101,134 1,131,592 30,458 2.77%
Sub-Total $9,745,101 $10,398,671 $11,503,754 $11,496,741 ($7,013) -0.06%
Non-Departmental $5,972,732 $6,064,468 $6,359,909 $9,516,871 $3,156,962 49.64%
Total $15,717,833 $16,463,139 $17,863,663 $21,013,612 $3,149,949 17.63%
Summary By Category
Personal $1,661,426 $1,645,980 $1,745,931 $1,800,791 $54,860 3.14%
Benefits 684,526 689,906 752,145 834,489 82,344 10.95%
Other Expenses 7,393,196 8,062,785 8,988,546 8,844,338 (144,208) -1.60%
Capital 230,696 318,572 369,132 3,034,123 2,664,991 721.96%
Sub-Total $9,969,844 $10,717,243 $11,855,754 $14,513,741 $2,657,987 22.42%
Non-Departmental $5,747,989 $5,745,896 $6,007,909 $6,499,871 $491,962 8.19%
Total $15,717,833 $16,463,139 $17,863,663 $21,013,612 $3,149,949 17.63%
Positions 35.50 35.50 35.50 35.50 0.00 0.00%
FTE's 35.50 35.50 35.50 35.50 0.00 0.00%
% of Total Citywide FTE's 4.5% 4.5% 4.5% 4.5% n/a n/a
City of Coral Springs, Florida
99

Per f or mance Measure s
Public Works
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Department’s overall quality service rating (Resident Survey) 90% 93% — n/a 93% 93% —
2) Number of complaints from residential customers about Waste
Management per 10,000 pickups

Economic Development
Mission
To expand and difersify the commercial tax base through
targeted strategies which support the city’s quest to be the
premier comunity in which to live, work, raise a family, and
learn.
Core Processes and Outputs
Promote absorption of existing vacant commercial,
industrial and retail space by continuing to maintain and
develop relationships with the top real estate experts in
Broward County. Set the stage for new development as
well as redevelopment when the economy improves and
our proactive approach sparks opportrunities in selected
targeted industry sectors.
• Implement Economic Development Business Plan.
• Improve vacancy rates in commercial, industrial
and retail sectors. Utilize Co-Star for tracking
Coral springs properties and vacany rates. Conduct
a community breakfast for Broward County’s top
brokers.
Economic Development
City Manager
(Funded in 0501)
Economic Development
(6500)
• Promote the Community Redevelopment Agency
through the presence of Broward College in FY 2012.
• Maintain the EDF Preferred Client Program.
• Work with local banks, venture capitalists, Small
Business Assistance program and the Retail Coalition
Group to assist, support, and grow business in Coral
Springs.
Center Number = Department/Division Number
• Continue to increase local property values through key
tenant improvement projects.
New Initiatives
Financial Health and Economic Development
Business Development (with City Manager’s Office)
City of Coral Springs, Florida
101

Per f or mance Measure s
Economic Development
Strategic Priority: Financial Health and Economic Development; Customer-Involved Government
Directional Statement: Target future growth industries and collaborate with EDF, Chamber of Commerce, and business
community to encourage growth and retention
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Increase non-residential tax base annually — $96M — $232M — ($202M) TBD
2) Attract or expand projects 4 7 4 7 8 8 TBD
102
Fiscal Year 2012 Annual Budget

Sportsplex/ Te nnis
Mission
To serve as a sports and entertainment destination to
the residents of Coral Springs and northwest Broward
County by providing sports, recreational and special event
activities; and be an exceptional tennis service team by
providing quality services, well-maintained facilities and a
customer-focused staff.
Core Processes and Outputs
Maintenance
Provide high quality athletic facilities for school and
resident use.
Maintain safe and clean tennis facilities.
Programming
Provide programs for all levels of tennis players.
• Host 118,000 tennis players.
Provide athletic facilities for Coral Glades High School.
Registration
Generate over $320,000 in tennis lesson revenue.
New Initiatives
Youth Development and Family Values
Holiday Fun Run
Sportsplex/Tennis
Executive Director of Sportsplex
Funded in 7810
Sportsplex
1 ( 7810 ) 1
Athletics
5 ( 7812 ) 5
Cypress Tennis
1 ( 8401 ) 1
Tennis Center
2 ( 8409 ) 2
Parks & Rec. Coordinator
Executive Assistant
Parks & Rec. Coordinator
Parks Technician ( 2 )
Parks Lead Worker
Maintenance Worker ( 2 )
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
City of Coral Springs, Florida
103

Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Sportsplex/Tennis Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Sportsplex $228,335 $244,637 $255,554 $261,764 $6,210 2.43%
Athletic Complex 26,160 19,825 22,946 22,946 0 0.00%
Cypress Tennis 150,493 137,211 152,000 152,000 0 0.00%
Tennis Center 373,856 367,632 384,840 384,840 0 0.00%
Total $778,844 $769,305 $815,340 $821,550 $6,210 0.76%
Expenditures:
Program Summary
Sportsplex $741,791 $722,043 $767,955 $796,395 $28,440 3.70%
Cypress Tennis 231,247 221,996 238,837 243,077 4,240 1.78%
Tennis Center 637,412 627,314 613,886 628,574 14,688 2.39%
Total $1,610,450 $1,571,353 $1,620,678 $1,668,046 $47,368 2.92%
Summary By Category
Personal $622,203 $599,609 $619,984 $635,715 $15,731 2.54%
Benefits 201,853 201,763 215,127 235,954 20,827 9.68%
Other Expenses 784,040 769,981 785,567 790,177 4,610 0.59%
Capital 2,354 0 0 6,200 6,200 n/a
Total $1,610,450 $1,571,353 $1,620,678 $1,668,046 $47,368 2.92%
Positions 9.00 9.00 9.00 9.00 0.00 0.00%
FTE's 9.00 9.00 9.00 9.00 0.00 0.00%
% of Total Citywide FTE's 1.1% 1.1% 1.1% 1.1% n/a n/a
104
Fiscal Year 2012 Annual Budget

Per f or mance Measure s
Sportsplex
Strategic Priority: Financial Health and Economic Development
Directional Statement: Maintain financial stability and solvency
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Revenue generated from Sportsplex concessionaires. $237 K $254 K $250 K $241 K $250 K $245 K $255 K
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
2) Number of special events and activities hosted at Sportsplex 75 68 80 64 75 73 75
Tennis
Strategic Priority: Financial Health and Economic Development
Directional Statement: Maintain financial stability and solvency
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Combined cost recovery ratio 60% 60% 60% 59% 60% 60% 60%
2) Tennis lesson revenue $302 K $325 K $320 K $312.3 K $320 K $315 K $320 K
Strategict Priority: it YouthDevelopment andFamily Values
Directional Statement: Encourage healthy lifestyle choices by providing leisure, cultural, fitness, and recreational opportunities
through partnerships
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
3) Maintain customer services ratings:
—Tennis Center N/R N/R 90% 97% N/R N/R 90%
—Cypress Park N/R N/R 90% 92% N/R N/R 90%
4) Membership base at Cypress Park 150 80 135 43 75 50 60
5) Membership turnover at the Tennis Center 30% 33% 30% 21% 30% 25% 30%
6) Customer service rating for court maintenance at the Tennis
Center N/R N/R 90% 91% N/R N/R 90%
7) Number of tennis special events 6 24 10 27 20 25 20
8) Number of tennis teams 62 54 62 64 60 60 60
City of Coral Springs, Florida
105

Parks and Recreation
Mission
To provide exceptional leisure opportunities and
provide City government support in reaching the City
Commission’s strategic priorities. These services will
include quality, safety, diversity and will exceed our
customers’ expectations.
Core Processes and Outputs
Park Maintenance
Coordinate overall management of Parks and Recreation
divisions.
• Maintain quality athletic fields and courts for over 1,150
organized sports teams.
• Maintain 49 parks totaling 765 acres.
Parks and Recreation
Director of Parks and Recreation
Funded in 8102
Cypress Park
10 ( 8101 ) 10
Mullins Park
11 ( 8102 ) 11
North Community Park
8 ( 8103 ) 8
Neighborhood Parks
14 ( 8116 ) 14
Parks Superintendent
Parks and Rec Coordinator
Parks and Rec Coordinator
Parks and Rec Coordinator ( 2 )
Parks and Rec Coordinator
Parks Technician ( 2 )
Parks Technician
Parks Technician
Parks Technician
Parks Lead Worker
Parks Lead Worker
Parks Lead Worker
Parks Lead Worker
Maintenance Worker ( 6 )
Maintenance Worker ( 5 )
Senior Office Assistant
Maintenance Worker ( 6 )
Maintenance Worker ( 9 )
Beautification
1 ( 8117 ) 1
Landscape
15 ( 8118 ) 15
Irrigation
8 ( 8119 ) 8
Environmentally Sensitive Land
1 ( 8121 ) 1
Parks and Rec Coordinator
Parks and Rec Coordinator
Parks and Rec Coordinator
Parks and Rec Coordinator
Arborist
Parks Technician ( 2 )
ParksTechnician ( 2 )
Maintenance Worker ( 5 )
Parks Lead Worker
Maintenance Worker ( 10 )
Activity Center
1 ( 8204 ) 1
Recreation Services
5 ( 8205 ) 5
Summer Recreation
1 ( 8208 ) 1
Transportation
1 ( 8209 ) 1
Parks and Rec Coordinator
Parks and Rec Coordinator ( 4 )
Recreation Superintendent
Bus Driver
Office Assistant
Left Number = Number of Positions
Right Number = Number of FTEs (Full-Time Equivalent)
Center Number = Department/Division Number
106
Fiscal Year 2012 Annual Budget

Parks and Recreation (continued)
Landscape and Irrigation
Install, repair, and maintain irrigation systems, landscaping,
and athletic field turf.
Recreational Programming
Provide programming for seniors, teens, special needs
populations, preschoolers, after-school, summer recreation,
at-risk youth and all others.
Administrative Services
Manage new park construction and existing facility
enhancements.
Develop, implement, and monitor the budget and strategic
plan for Parks and Recreation.
City representative to sports groups, Kreul Classic, and
Sports Coalition Committee.
Negotiate reciprocal use agreements with schools, both
public and private.
Prepare grants and inter-local, reciprocal use, and lease
agreements.
Revenue collection for permits, rentals, clinics, summer
recreation and other programs.
Coordinate and secure sponsorships and advertising.
• Accommodate over 4,000,000 park visitors to all sites.
New Initiatives
Customer-Involved Government
Park VIPs (Volunteers in Parks)
Neighborhood and Environmental Sustainability
Park Improvement Master Plan
Community Pride Phase III
SPL Transformer Screening Feasiblity Study
Mullins Park Revitalization
Playground Equipment Replacement Program
Scheduling
Provide field and court permits for 19 City-recognized
sports programs, independent leagues and organizations,
and drop-in groups.
Transportation
Provide community and senior bus service.
City of Coral Springs, Florida
107

Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Parks and Recreation Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Parks
Cypress Park $97,366 $103,630 $79,268 $89,268 $10,000 12.62%
Mullins Park 259,484 270,387 265,765 265,765 0 0.00%
North Community Park 37,145 38,374 47,013 40,013 (7,000) -14.89%
Neighborhood Parks 79,520 82,807 77,487 84,487 7,000 9.03%
Sub-Total $473,515 $495,198 $469,533 $479,533 $10,000 2.13%
Recreation
Mullins Activity Center $63,974 $50,772 $61,718 $59,718 ($2,000) -3.24%
Recreation Center 20,746 17,555 19,817 19,817 0 0.00%
Summer Recreation 715,741 626,858 732,863 652,863 (80,000) -10.92%
Transportation Services* 184,355 166,927 179,462 169,956 (9,506) -5.30%
Gymnasium 358,411 407,046 409,964 411,964 2,000 0.49%
Sub-Total $1,343,227 $1,269,158 $1,403,824 $1,314,318 ($89,506) -6.38%
Total $1,816,742 $1,764,356 $1,873,357 $1,793,851 ($79,506) -4.24%
*Includes Community Bus Program Revenues
Expenditures:
Program Summary
Parks
Cypress Park $993,394 $976,728 $1,024,910 $1,104,249 $79,339 7.74%
Mullins Park 1,198,423 1,169,834 1,272,745 1,287,531 14,786 1.16%
North Community Park 618,911 598,742 633,122 705,904 72,782 11.50%
Neighborhood Parks 1,181,174 1,172,449 1,195,552 1,401,601 206,049 17.23%
Beautification 834,771 864,108 927,498 951,021 23,523 2.54%
Landscape 740,752 774,049 947,626 1,341,315 393,689 41.54%
Irrigation 509,986 510,766 535,702 556,756 21,054 3.93%
Environmentally Sensitive Land 134,904 131,944 136,277 139,517 3,240 2.38%
Sub-Total $6,212,315 $6,198,620 $6,673,432 $7,487,894 $814,462 12.20%
Program Summary
Recreation
Activity Center $84,396 $85,906 $101,004 $101,581 $577 0.57%
Recreation Services 425,316 417,872 446,546 446,915 369 0.08%
Summer Recreations 614,022 568,492 671,744 602,813 (68,931) -10.26%
Transportation Services 329,825 320,155 339,022 356,320 17,298 5.10%
Gymnasium 456,386 429,359 402,467 407,864 5,397 1.34%
Sub-Total $1,909,945 $1,821,784 $1,960,783 $1,915,493 ($45,290) -2.31%
Total $8,122,260 $8,020,404 $8,634,215 $9,403,387 $769,172 8.91%
Summary By Category
Parks
Personal $2,425,757 $2,410,623 $2,521,814 $2,858,584 $336,770 13.35%
Benefits 1,130,581 1,118,880 1,254,132 1,503,815 249,683 19.91%
Other Expenses 2,648,015 2,662,434 2,889,486 3,117,495 228,009 7.89%
Capital 7,962 6,683 8,000 8,000 0 0.00%
Sub-Total $6,212,315 $6,198,620 $6,673,432 $7,487,894 $814,462 12.20%
Summary By Category
Recreation
Personal $827,926 $788,439 $858,719 $826,894 ($31,825) -3.71%
Benefits 192,627 191,419 207,451 220,798 13,347 6.43%
Other Expenses 887,576 841,926 894,613 867,801 (26,812) -3.00%
Capital 1,816 0 0 0 0 n/a
Sub-Total $1,909,945 $1,821,784 $1,960,783 $1,915,493 ($45,290) -2.31%
Total $8,122,260 $8,020,404 $8,634,215 $9,403,387 $769,172 8.91%
Positions
Parks 62.00 60.00 63.00 68.00 5.00 7.94%
Recreation 8.00 8.00 8.00 8.00 0.00 0.00%
Total Positions 70.00 68.00 71.00 76.00 5.00 7.04%
FTE's
Parks 62.00 60.00 63.00 68.00 5.00 7.94%
Recreation 8.00 8.00 8.00 8.00 0.00 0.00%
Total FTE's 70.00 68.00 71.00 76.00 5.00 7.04%
% of Total Citywide FTE's 8.8% 8.6% 9.1% 9.6% n/a n/a
108
Fiscal Year 2012 Annual Budget

Per f or mance Measure s
Parks and Recreation
Parks
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Quality service rating for appearance of recreation/athletic facilities
(Resident Survey) 90% 96% — — 91% 98% —
2) Customer service rating for parks and recreation staff (Resident
Survey) 90% 93% — — 91% 95% —
3) Safety rating of neighborhood parks (Resident Survey) 90% 95% — — 91% 93% —
Strategic Priority: Neighborhood and Environmental Sustainability
Directional Statement: Preserve and treasure our ESL sites, while making them as accessible to citizens and students as good
stewardship will allow
Measurement Type: Demand
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
4) Number of visitors participating in tours of 2 ESL sites (excluding
Earth Fest) 150 30 150 151 150 150 150
Recreation
Strategic Priority: Customer-Involved Government
Directional Statement: The City will focus its financial and human resources on the areas most important to its customers:
safety, education,aesthetics, and business development
Measurement Type: Effectiveness
FY 2009 FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Customer service rating of summer recreation program 98% 99% 98% 98% 98% 98% 98%
Strategic Priority: Financial Health and Economic Development
Directional Statement: Maintain financial stability and solvency
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
2) Cost recovery ratio for the Recreation Division 58% 70% 58% 70% 60% 60% 60%
Strategic Priority: Traffic, Mobility, and Connectivity
Directional Statement: Partner with FDOT, Broward County and the MPO regarding public transportation opportunities
including connectivity to regional systems and the creation of gateway and community hubs
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
3) Number of riders on community buses (KIO) 115,000 108,740 100,000 87,513 100,000 80,000 85,000
Strategic Priority: Youth Development and Family Values
Directional Statement: Promote positive outlets for youth during after-school hours and evening hours
Measurement Type: Demand
FY 2009 FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
4) Program participation of at-risk youth
–Includes Weight Training, Night Court and Teen Concerts 8,000 10,065 8,000 9,177 9,000 9,000 9,000
City of Coral Springs, Florida
109

Aquatics
Mission
To be the premier aquatic service team in South Florida
focused on exceeding customer expectations through a
philosophy of providing quality services, well-maintained
facilities, and customer-friendly and attentive staff. To
provide City government support in reaching the City
Commission’s priorities and initiatives.
Core Processes and Outputs
Administration
Manage Aquatics Department.
Administer 40-Year Lease and Inter-Local Agreements with
Broward County School Board. Coordinate and supervise
high school sanctioned events as outlined in 40-Year Lease
Agreement.
Petition for national and international level aquatic
competitions creating exposure and economic impact to
City and facility.
Front Desk Operations
Permit and supervise private rentals and camps.
Coordinate and oversee a full-service wellness program and
fitness area.
Safety
Provide safe environment for family recreational and
organized swimming use of pools.
• Accommodate 500,000 Aquatic Complex participants and
visitors.
Perform mandated water chemistry and filtration standards
to meet compliance with Florida Department of Health
regulations.
Programming
Coordinate and oversee a variety of swimming, dryland,
and community awareness programs as determined by
customers’ needs.
• Conduct 32,000 swim classes annually to over 4,000
participants through three different Learn to Swim
programs..
Aquatics
Aquatics
Director of Aquatics
(Funded in 8303)
Cypress Pool
3 (8301) 3
Mullins Pool
2 (8302) 2
Aquatic Complex
11 (8303) 11
Parks & Recreation Coordinator
Parks & Recreation Associate
Principal Office Assistant
Parks & Recreation Associate (2)
Director of Aquatics
Parks & Recreation Coordinator
Parks & Recreation Technician
Parks & Recreation Associate (7)
Senior Office Assistant
Left Number
Right Number
Center Number
= Number of Positions
= Number of FTE's (Full-Time Equivalent)
= Department/Division Number
110
Fiscal Year 2012 Annual Budget

Aquatics (continued)
Pool and Facility Maintenance
Provide general maintenance to buildings, grounds and
pools.
• Maintain ten pools, a 7,500 square foot fitness center, a
full-service swim shop, and three concession stands.
Retail Sales/Concession
Generate over $275,000 in gross sales at the Swim Shop.
• Authorized team dealer of the only South Florida fullservice
swim shop.
Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Aquatic Services Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Cypress Pool $121,586 $152,844 $139,000 $139,000 $0 0.00%
Mullins Pool 65,825 75,185 64,750 64,750 0 0.00%
Aquatics Complex 1,401,297 1,444,916 1,235,750 1,400,000 164,250 13.29%
Total $1,588,708 $1,672,945 $1,439,500 $1,603,750 $164,250 11.41%
Expenditures:
Program Summary
Cypress Pool $302,673 $309,459 $307,649 $319,397 $11,748 3.82%
Mullins Pool 309,930 236,343 248,408 251,946 3,538 1.42%
Aquatics Complex 1,843,625 1,889,501 1,731,347 1,810,912 79,565 4.60%
Total $2,456,228 $2,435,303 $2,287,404 $2,382,255 $94,851 4.15%
Summary By Category
Personal $1,005,395 $1,013,319 $996,385 $1,023,797 $27,412 2.75%
Benefits 341,541 343,883 352,575 389,568 36,993 10.49%
Other Expenses 1,103,431 1,076,508 938,444 968,890 30,446 3.24%
Capital 5,861 1,593 0 0 0 n/a
Total $2,456,228 $2,435,303 $2,287,404 $2,382,255 $94,851 4.15%
Positions 17.00 17.00 16.00 16.00 0.00 0.0%
FTE's 17.00 17.00 16.00 16.00 0.00 0.0%
% of Total Citywide FTE's 2.1% 2.2% 2.0% 2.0% n/a n/a
City of Coral Springs, Florida
111

Per f or mance Measure s
Aquatics
Strategic Priority: Financial Health and Economic Development
Directional Statement: Maintain financial stability and solvency
Measurement Type: Efficiency
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) The combined cost recovery for the Aquatic Services Division:
—Aquatic Complex 55% 76% 55% 76.6% 55% 75% 60%
—Aquatic Services Division 40% 65% 40% 68.8% 45% 70% 50%
Strategic Priority: Youth Development and Family Values
Directional Statement: Encourage healthy lifestyle choices by providing leisure, cultural, fitness, and recreational opportunities
through partnerships
Measurement Type: Demand
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
2) Increase members and reduce member turnover:
—Aquatic Complex membership 5,800 6,666 5,800 6,025 5,800 5,800 5,800
—Aquatic Complex membership turnover 49% 37% 49% 36% 49% 48% 49%
—Cypress Pool average daily pool usage 205 243 205 220 205 205 205
—Mullins Pool average daily pool usage 128 122 128 106 125 120 125
Strategic Priority: Youth Development and Family Values
Directional Statement: Encourage healthy lifestyle choices by providing leisure, cultural, fitness, and recreational opportunities
through partnershipsp
Measurement Type: Effectiveness
FY 2009 FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
3) Maintain customer service ratings:
—Aquatic facility 92% 98% 92% 99% 92% 99% 92%
—Cypress Park Pool 92% 98% 92% 100% 92% 95% 92%
—Mullins Park Pool 92% 99% 92% 99% 92% 95% 92%
112
Fiscal Year 2012 Annual Budget

Coral Springs Center for the Arts
Mission
To provide a diverse schedule of programming for all
residents, reduce the deficit of the venue and deliver high
quality customer service to all.
Core Processes and Outputs
Coordinate event management and production.
Program national tours.
Provide theater and meeting room rentals.
• Hosts 365 meetings.
• Accommodate over 122,000 theater attendants.
Facilitate Museum exhibitions, programming and events.
• Museum hosts 105 events and 190 classes.
• Accommodate over 35,000 museum attendants.
Box office services.
Catering services and concessions.
Revenues and Expenses by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Center for the Arts Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
PFM Shared Revenues $0 $0 $50,000 $0 ($50,000) -100.00%
Interfund Transfers
CIP 0 152,655 152,230 0 (152,230) -100.00%
Theater Subsidy 395,000 395,000 395,000 0 (395,000) -100.00%
Total $395,000 $547,655 $597,230 $0 ($597,230) -100.00%
Expenses:
Program Summary
Coral Springs Center
For The Arts $503,755 $577,488 $597,230 $445,000 ($152,230) -25.49%
Total $503,755 $577,488 $597,230 $445,000 ($152,230) -25.49%
Summary By Category
Operating Expenses $75,852 $29,833 $50,000 $50,000 $0 0.00%
PFM Operating Subsidy 395,000 395,000 395,000 395,000 0 0.00%
Museum Operating Subsidy 903 0 0 0 0 n/a
Capital 32,000 152,655 152,230 0 (152,230) -100.00%
Total $503,755 $577,488 $597,230 $445,000 ($152,230) -25.49%
Positions 0.00 0.00 0.00 0.00 0.00 n/a
FTE's 0.00 0.00 0.00 0.00 0.00 n/a
Center for the Arts Fund eliminated in Fiscal Year 2012 and is now a division in the General Fund.
City of Coral Springs, Florida
113

Per f or mance Measure s
Center for the Arts
Strategic Priority: Financial Health and Economic Development
Directional Statement: Maintain financial stability and solvency
Measurement Type: Effectiveness
FY 2009
FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) Net annual income $201K $112K $159K $21K $100K $110K $125K
2) Gross ticket sales $1.5M $1.99M $1.6M $1.6M $1.6M $1.6M $1.65M
114
Fiscal Year 2012 Annual Budget

Coral Springs Charter School
Mission
To provide students with ample opportunity to achieve
academic excellence and personal success.
To facilitate this learning process by providing a safe,
challenging, entrepreneurial, and nurturing environment
that instills a lifelong desire for learning and actively taking
part in life’s opportunities.
Core Processes and Outputs
Adhere to the Sterling Award for Organizational
Performance Excellence criteria in secondary education,
through exemplifying excellence in international finance,
business, law, and entrepreneurship education.
Engage students, faculty, families, and community in a
sustained learning process.
Revenues and Expenditures by Program and Category
FY 2009 FY 2010 FY 2011 FY 2012 $ Change from % Change from
Charter School Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Tuition $11,664,671 $11,996,761 $12,018,653 $11,903,260 ($115,393) -0.96%
Total $11,664,671 $11,996,761 $12,018,653 $11,903,260 ($115,393) -0.96%
Expenditures:
Program Summary
Charter School $11,552,738 $11,979,062 $12,018,653 $11,903,260 ($115,393) -0.96%
Total $11,552,738 $11,979,062 $12,018,653 $11,903,260 ($115,393) -0.96%
Summary By Category
Operating Expenses $10,132,738 $9,872,811 $10,090,314 $9,586,495 ($503,819) -4.99%
Transfer to General Fund-Lease 1,420,000 1,420,000 1,420,000 1,420,000 0 0.00%
Capital 0 686,251 508,339 896,765 388,426 76.41%
Total $11,552,738 $11,979,062 $12,018,653 $11,903,260 ($115,393) -0.96%
Positions 0.00 0.00 0.00 0.00 0.00 n/a
FTE's 0.00 0.00 0.00 0.00 0.00 n/a
City of Coral Springs, Florida
115

Performance Measures
Charter School
Strategic Priority: Excellence in Education
Directional Statement: Achieve academic goals in the Charter School and support the ACE Academy and other initiatives
which give high school students leadership and career opportunities and entrepreneurial skills that benefit local businesses by
training employees of the future
Measurement Type: Effectiveness
FY 2009 FY 2010 FY 2011 FY 2012
Measure: Goal Actual Goal Actual Goal Proj. Goal
1) FCAT scores will be greater than or equal to the average scores in
Coral Springs:
—Middle School-Reading 327 330 327 335 333 337 TBD
—Middle School-Math 340 339 340 342 341 343 TBD
—Middle School-Reading % Proficient 71% 75% 71% 77% 77% 79% TBD
—Middle School-Math % Proficient 75% 78% 75% 79% 80% 81% TBD
—Middle School-Science % Proficient 48% 52% 48% 58% 55% 57% TBD
—High School-Reading 322 325 322 327 328 327 TBD
—High School-Math 330 331 330 331 334 340 TBD
—High School-Reading % Proficient 50% 50% 50% 55% 54% 53% TBD
—High School-Math % Proficient 81% 80% 81% 80% 81% 83% TBD
—High School-Science % Proficient 40% 38% 40% 38% 42% 37% TBD
—High School-% Passing FCAT retakes 50% 53% 50% 80% 51% 81% 52%
2) Average SAT score for Seniors 930 922 970 973.9 980 N/A 990
3) Percent eligible for Bright Futures at the 75% level 30% 36% 34% 34.9% 38% 44.6% 38%
4) Percent eligible for Bright Futures at the 100% level 3% 4.0% 4% 5.8% 5% 7.8% 5%
5) Number of students participating in AP classes 185 154 200 213 200 258 200
6) Number of AP exams completed 215 212 225 335 225 418 225
7) AP pass rate (New) — 59% 59% 46% 59% 59% 60%
8) Percent of seniors graduating 82% 94% 83% 98% 90% 99% 92%
9) Parents who agree that their children are safe in school 90% 96.6% 6% 90% 97.5% 92% 98%/99% 92%
10) Staff who agree "I would recommend to a friend" (New) 90% 93% 90% 97.7% 92% 99% 92%
11) Parents who agree “I would recommend the Charter School to a
friend” 90% 96.5% 90% 98.0% 92% 94%/99% 92%
12) Parents who agree “I intend to re-enroll my child for the next
school year” 90% 97.3% 90% 97.1% 92% 98%/97% 92%
13) Satisfaction among ACE business partners (New) 95% 96% 95% 97% 95% 98% 95%
14) Student/teacher ratio for middle school (New) 20/1 21/1 20/1 21.13/1 20/1 N/A 20/1
15) Student/teacher ratio for high school (New) 25/1 21/1 25/1 21.5/1 25/1 N/A 25/1
16) Budgetary requirements stipulated in the contract will be met Yes Yes Yes Yes Yes Yes Yes
116
Fiscal Year 2012 Annual Budget

Department Impact of Key Intended Outcomes for Fiscal Years 2012 • 2013
Legend:
Direct Impact-
Indirect Impact-
No or Low Impact- Blank
fice
vices
Human Resources s
Information Service ces
Parks & Recreation
Aquatics
Sportsplex/Tennis
Customer-Involved Government
Overall quality rating for City services and programs (Resident Survey)
Overall quality rating for City services by business owners (Business Survey)
Employee satisfaction rating (Human Resources Survey)
Number of citizen volunteer hours
Overall rating of the City in terms of communicating with residents (Resident Survey)
Overall rating of the City in terms of communicating with businesses (Business Survey)
Customer service rating by residents (Resident Survey)
Customer service rating by businesses (Business Survey)
Neighborhood and Environmental Vitality
Percent of Code cases brought into voluntary compliance prior to administrative/judicial process
City Manager's Off
Development Serv
Public Works
Financial Services
Police
Fire/EMS
Number of formal and informal neighborhood partnerships each year
Number of volunteer hours aimed at enhancing the environment
City crime rate (crimes per 100,000 residents)
Safety rating in neighborhood
Number of trees planted within the City
Financial Health and Economic Development
General obligation 'AAA' rating
Residents' value rating (Resident Survey)
Non-residential value as percent of total taxable value
Traffic, Mobility and Connectivity
Number of linear feet of improved sidewalks, bike paths, and bike lanes
Number of riders on intracity bus routes
Youth Development and Family Values
Number of youths involved in City-sponsored leadership opportunities
Number of teen volunteer hours
Number of middle school after-school programs offered annually
Strength in Diversity
Minority residents who feel that the City is a great place to live (Resident Survey)
Citizen rating of City Government for respecting religious and ethnic diversity (Resident Survey)
Excellence in Education
Achieve gains in math/reading mean scale score at the Charter School
Number of students attending courses offered by partnering institutes of higher education
City of Coral Springs, Florida
117

General Fund Summary
Revenues
General Operating
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Ad Valorem Taxes $31,947,040 $31,378,077 $31,250,660 $30,899,061 ($351,599) -1.13%
Solid Waste Assessment 966,606 983,711 978,448 1,438,000 459,552 46.97%
Franchise Fees:
Electricity 8,039,262 7,165,627 7,500,000 7,297,500 (202,500) -2.70%
Solid Waste 1,510,032 1,483,569 1,376,343 1,673,000 296,657 21.55%
Towing/Other 83,527 89,412 97,135 100,535 3,400 3.50%
Subtotal - Franchise Fees 9,632,821 8,738,608 8,973,478 9,071,035 97,557 1.09%
Utility Service Taxes:
Electricity 7,135,908 7,690,082 7,490,000 7,639,800 149,800 2.00%
Water 1,578,838 1,639,697 1,612,335 1,841,627 229,292 14.22%
PEG Revenues 64,910 69,769 45,000 38,760 (6,240) -13.87%
Propane/Natural Gas 158,427 144,841 162,076 167,749 5,673 3.50%
Subtotal - Utility Taxes 8,938,083 9,544,389 9,309,411 9,687,936 378,525 4.07%
State Intergovernmental Revenues:
Communications Services Tax 6,806,077 6,119,035 6,100,000 5,800,000 (300,000) -4.92%
Shared Revenues 3,037,794 3,007,201 3,078,750 3,353,900 275,150 8.94%
Alcoholic Beverages 41,991 46,632 121,099 117,682 (3,417) -2.82%
Sales Tax 6,514,914 6,519,259 6,929,365 7,102,540 173,175 2.50%
Other Revenue/Municipal Rebate 46,155 163,194 41,778 43,031 1,253 3.00%
Subtotal State Intergovernmental 16,446,931 15,855,321 16,270,992 16,417,153 146,161 0.90%
Other Intergovernmental Revenues:
Miscellaneous 0 0 40,000 40,000 0 0.00%
Community Bus Program Revenues 155,017 124,853 124,705 125,199 494 0.40%
Local Option Gas Tax 2,149,084 2,102,882 2,210,000 2,160,000 (50,000) -2.26%
Public Safety E911 260,680 269,672 233,972 350,000 116,028 49.59%
Recycling Material Revenue 344,631 301,291 245,000 313,500 68,500 27.96%
Resource Recovery Distribution 99,249 354,205 375,000 0 (375,000) -100.00%
One Cent Gas Tax 138,922 135,275 133,218 135,882 2,664 2.00%
Subtotal Other Intergovernmental 3,147,583 3,288,178 3,361,895 3,124,581 (237,314) -7.06%
Subtotal Intergovernmental 19,594,514 19,143,499 19,632,887 19,541,734 (91,153) -0.46%
Permits and Business Tax:
Building Permits 2,302,691 2,348,776 2,210,000 2,610,000 400,000 18.10%
Not Related State Surcharge 0 0 0 243,346 243,346 n/a
Rebillable Overtime 52,942 1,183 66,435 53,000 (13,435) -20.22%
Other Permits 9,029 12,476 6,840 7,500 660 9.65%
Subtotal Permits 2,364,662 2,362,435 2,283,275 2,913,846 630,571 27.62%
Business Tax 1,222,424 1,175,110 1,230,120 1,230,120 0 0.00%
Subtotal Permits and Business Tax 3,587,086 3,537,545 3,513,395 4,143,966 630,571 17.95%
Charges For Services:
Parks and Recreation
Parks
Cypress Park 97,366 103,630 79,268 89,268 10,000 12.62%
Mullins Park 259,482 270,389 265,766 265,765 (1) 0.00%
North Community Park (Park 31/35) 37,144 38,374 47,013 40,013 (7,000) -14.89%
Neighborhood Parks 79,520 82,807 77,489 84,487 6,998 9.03%
118 Fiscal Year 2012 Annual Budget

General Fund Summary (continued)
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Recreation
Activity Center 63,975 50,772 61,718 59,718 (2,000) -3.24%
Recreation Services 20,746 17,555 19,817 19,817 0 0.00%
Summer Recreation 715,741 626,858 732,863 652,863 (80,000) -10.92%
Transportation 29,338 42,074 54,757 44,757 (10,000) -18.26%
Gymnasium 358,410 407,044 409,964 411,964 2,000 0.49%
Aquatics
Cypress Pool 121,585 152,844 139,000 139,000 0 0.00%
Mullins Pool 65,825 75,185 64,750 64,750 0 0.00%
Aquatics Complex 1,401,297 1,444,917 1,235,750 1,400,000 164,250 13.29%
Sportsplex 254,495 264,462 278,500 284,710 6,210 2.23%
Tennis
Tennis Center 373,856 367,631 384,840 384,840 0 0.00%
Cypress Tennis 150,492 137,211 152,000 152,000 0 0.00%
Subtotal Parks and Recreation 4,029,272 4,081,753 4,003,495 4,093,952 90,457 2.26%
Charges for Service - Other Funds:
Water & Sewer Fund 1,509,716 1,578,298 1,649,321 1,802,824 153,503 9.31%
Fire Fund 418,000 755,693 1,371,950 1,432,545 60,595 4.42%
Subtotal - Chg/Svc - Other Funds 1,927,716 2,333,991 3,021,271 3,235,369 214,098 7.09%
Charges for Service - Other:
General Government 265,934 97,907 412,212 676,469 264,257 64.11%
City Hall in the Mall 576,287 644,305 577,840 626,954 49,114 8.50%
Public Safety 996,630 947,231 885,855 1,060,743 174,888 19.74%
EMS Transport Fees 1,986,058 1,967,232 1,800,000 1,900,000 100,000 5.56%
EMS Interfacility Transportation 90,212 105,179 77,250 79,568 2,318 3.00%
EMS Contract 1,751 1,751 0 1,751 1,751 n/a
Subtotal - Chg/Svc - Other 3,916,872 3,763,605 3,753,157 4,345,485 592,328 15.78%
Subtotal - Charges For Services 9,873,860 10,179,349 10,777,923 11,674,806 896,883 8.32%
Fines and Forfeitures
Court Fines 676,888 684,565 804,202 700,000 (104,202) -12.96%
Other Police Fines 130,164 120,480 177,300 129,340 (47,960) -27.05%
Red Light Cameras 0 0 0 50,000 50,000 n/a
Code Enforcement Citations & Liens 464,193 710,137 450,000 675,000 225,000 50.00%
Other Miscellaneous 40,222 105,130 79,468 308,885 229,417 288.69%
Subtotal 1,311,467 1,620,312 1,510,970 1,863,225 352,255 23.31%
Interest 1,043,305 480,561 1,100,000 650,000 (450,000) -40.91%
Rents & Royalties 918,644 1,055,509 1,332,625 1,450,000 117,375 8.81%
Deferred CRA Interest 0 369,595 0 122,436 122,436 n/a
Charter School Lease 1,420,000 1,420,000 1,420,000 1,420,000 0 0.00%
Other Income:
Auction 34,305 7,906 17,230 17,575 345 2.00%
Hurricane Adjustment 0 20,984 0 0 0 n/a
Conference Center 0 0 0 150,000 150,000 n/a
Other Miscellaneous 167,205 618,004 127,148 181,578 54,430 42.81%
Subtotal 201,510 646,894 144,378 349,153 204,775 141.83%
Total General Operating 89,434,936 89,098,049 89,944,175 92,311,352 4,424,217 4.92%
Other
Transfer from Fire Fund (Parkland Indirect cost) 301,933 310,523 0 0 0 n/a
Transfer from CDBG Fund 0 0 195,321 111,959 (83,362) -42.68%
Transfer from UASI 85,933 55,464 0 (55,464) -100.00%
Transfer from Library Fund 0 1,000,000 500,000 (500,000) -50.00%
Forfeiture-SRO's 0 0 1,250,000 1,500,000 250,000 20.00%
Appropriated Fund Balance 0 1,645,459 2,550,000 3,550,000 1,000,000 39.22%
Total Other 387,866 1,955,982 5,050,785 5,661,959 611,174 12.10%
Grand Total - Revenues $89,822,802 $91,054,031 $94,994,960 $97,973,311 $2,978,351 3.14%
City of Coral Springs, Florida
119

General Fund Summary (continued)
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Expenditures:
Departmental
City Commission $296,604 $291,513 $291,651 $298,557 $6,906 2.37%
City Manager 2,217,817 2,165,030 2,183,473 2,197,975 14,502 0.66%
Human Resources 1,340,988 1,328,275 1,326,691 1,331,306 4,615 0.35%
Financial Services 3,070,529 2,968,167 3,009,036 3,249,027 239,991 7.98%
Information Services 2,471,736 2,590,506 2,605,489 2,670,743 65,254 2.50%
City Attorney 992,917 941,866 937,612 845,120 (92,492) -9.86%
Development Services/Engineering 472,074 467,366 452,521 462,169 9,648 2.13%
Community Development 996,404 1,094,437 1,258,133 1,361,025 102,892 8.18%
Police 39,334,479 43,535,519 45,346,087 46,823,819 1,477,732 3.26%
Code Enforcement 1,442,221 1,595,348 1,648,690 1,783,438 134,748 8.17%
Emergency Medical Services 7,994,634 8,142,187 8,470,148 8,732,233 262,085 3.09%
Building 2,640,321 2,472,266 2,502,196 2,587,960 85,764 3.43%
Public Works 4,107,380 3,874,439 4,151,259 4,139,665 (11,594) -0.28%
Parks & Recreation 8,122,260 8,020,401 8,634,215 9,403,387 769,172 8.91%
Aquatics 2,456,228 2,435,304 2,287,404 2,382,255 94,851 4.15%
Sportsplex & Tennis 1,610,450 1,571,354 1,620,678 1,668,046 47,368 2.92%
Total Departmental 79,567,039 83,493,977 86,725,283 89,936,725 3,211,442 3.70%
Non-Departmental
C.I.P. 296,532 0 0 50,000 50,000 n/a
C.I.P. Conference Center Equipment 0 0 0 50,000 50,000 n/a
Non-Departmental 687,206 645,535 786,718 818,143 31,425 3.99%
Contingency 9,004 0 401,000 421,050 20,050 5.00%
Recycling Reserve 0 150,000 0 (150,000) -100.00%
Other Post-Employment Benefits (OPEB) 675,000 450,000 0 830,000 830,000 n/a
Economic Conditions Contingency 0 4,494 530,000 400,000 (130,000) -24.53%
CRA Special Assessment 201,832 221,636 206,255 160,000 (46,255) -22.43%
Tuition Reimbursement 0 0 0 81,414 81,414 n/a
Insurance Allocation (LTD-Health-LI-WC) 0 387,092 0 0 0 n/a
Charter School (Lease Expense) 511,958 553,810 555,500 566,610 11,110 2.00%
Center for the Arts 0 0 0 445,000 445,000 n/a
Market Adjustments 18,000 124,895 69,219 75,000 5,781 8.35%
Attrition/Restructuring Savings 0 0 0 (250,000) (250,000) n/a
Add Internal Auditor 0 0 0 100,000 100,000 n/a
Property/Casualty 1,164,714 954,718 972,457 887,823 (84,634) -8.70%
Fire Fund Govt. Assessment 196,597 134,172 141,132 156,715 15,583 11.04%
Subtotal - Non-Departmental 3,760,843 3,476,352 3,812,281 4,791,755 979,474 25.69%
Interfund Transfers:
Fire Fund Nonprofit Subsidy Churches/Schoo 759,445 841,157 859,337 897,755 38,418 4.47%
Center for the Performing Arts Fund 395,000 395,000 395,000 0 (395,000) -100.00%
Capital Projects 30,000 0 0 0 0 n/a
Subtotal - Interfund Transfers 1,184,445 1,236,157 1,254,337 897,755 (356,582) -28.43%
Debt Service:
Revenue Bond
Rev Bonds - '04 (Refunding) 1,625,346 1,629,946 1,628,346 375,696 (1,252,650) -76.93%
Rev Bonds - '08 1,583,913 1,577,338 1,574,713 1,565,863 (8,850) -0.56%
Recovery Zone Bond 2011 (Sample & University) 0 0 0 405,517 405,517 n/a
Subtotal - Revenue Bond 3,209,259 3,207,284 3,203,059 2,347,076 (855,983) -26.72%
Total Debt Service 3,209,259 3,207,284 3,203,059 2,347,076 (855,983) -26.72%
Total Non-Departmental 8,154,547 7,919,793 8,269,677 8,036,586 (233,091) -2.82%
Grand Total - Expenditures $87,721,586 $91,413,770 $94,994,960 $97,973,311 $2,978,351 3.14%
Revenues in Excess of Expenditures $2,101,217 ($359,739) $0 $0 $0 n/a
Positions 636.66 629.66 627.91 631.91 4.00 0.64%
120 Fiscal Year 2012 Annual Budget

Fire Fund Summary
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues:
Non Ad Valorem Special Assessment Fees
Non-Ad Valorem Special Assessment Fee $7,437,893 $7,472,520 $7,492,548 $8,067,436 $574,888 7.67%
Government Assessment 196,597 134,172 141,132 156,715 15,583 11.04%
Nonprofit Subsidy (Churches & Schools) 759,445 841,157 859,337 897,755 38,418 4.47%
Sub-Total Non Ad Valorem Special Assesment Fees 8,393,935 8,447,849 8,493,017 9,121,906 628,889 7.40%
Partial Year Assessment 92,488 8,241 25,938 25,938 0 0.00%
Intergovernmental
Base Contract (Parkland) 3,830,796 4,002,500 4,915,476 5,123,352 207,876 4.23%
Base Contract (Broward County) 12,124 12,124 12,614 12,866 252 2.00%
Sub-Total Intergovernmental 3,842,920 4,014,624 4,928,090 5,136,218 208,128 4.22%
Charges for Services:
Fire Inspection Services 728,957 735,041 760,000 810,000 50,000 6.58%
Fire Re-Inspection Fees 31,201 29,597 26,530 30,000 3,470 13.08%
Haz Mat Recovery Cost 0 0 5,743 0 (5,743) -100.00%
Training Tuition Fees 1,228,008 962,596 1,271,150 971,463 (299,687) -23.58%
Training Miscellaneous Fees 150,959 126,516 159,025 157,225 (1,800) -1.13%
State Education Incentive Fund 41,230 46,467 35,000 47,000 12,000 34.29%
Special Overtime 0 38,020 0 0 0 n/a
Off Duty Fire Rescue Service 42,528 24,814 39,415 40,203 788 2.00%
Plan Review Fees 92,000 106,546 160,958 100,000 (60,958) -37.87%
Sub-Total Charges for Services 2,314,883 2,069,597 2,457,821 2,155,891 (301,930) -12.28%
Fines and Forfeitures:
Fire Inspection Fines 2,360 37,083 69,754 50,000 (19,754) -28.32%
False Alarm Recovery 6,800 3,100 9,201 3,000 (6,201) -67.39%
Sub-Total Fines and Forfeitures 9,160 40,183 78,955 53,000 (25,955) -32.87%
Other:
Interest Income 123,542 73,746 84,000 65,000 (19,000) -22.62%
Miscellaneous Revenue 10,176 5,233 16,979 12,000 (4,979) -29.32%
Doubtful Accounts 5,101 (742) 0 0 0 n/a
Unappropriated Fund Balance (Budget Amendment) 0 500,000 0 0 0 n/a
Sub-Total Other 138,819 578,237 100,979 77,000 (23,979) -23.75%
Grand Total - Revenues $14,792,205 $15,158,731 $16,084,800 $16,569,953 $485,153 3.02%
Expenditures:
Departmental
Administration $366,067 $393,643 $423,903 $569,027 $145,124 34.24%
Communication Service 108,033 103,131 115,980 121,398 5,418 4.67%
Suppression 10,555,105 10,688,820 10,897,977 11,256,620 358,643 3.29%
Training 1,101,942 1,083,618 1,150,845 1,133,259 (17,586) -1.53%
Inspection 918,478 939,040 1,116,668 1,155,572 38,904 3.48%
Total Departmental 13,049,625 13,208,252 13,705,373 14,235,876 530,503 3.87%
Non-Departmental
C.I.P. 58,110 43,725 295,164 252,079 (43,085) -14.60%
Rate Consultant 0 0 30,000 0 (30,000) -100.00%
Contingency 0 0 108,925 114,371 5,446 5.00%
Assessment Collection Costs 19,604 19,607 21,840 22,932 1,092 5.00%
Indirect Costs 719,933 755,693 1,371,950 1,432,545 60,595 4.42%
Economic Conditions 0 13,477 103,541 108,718 5,177 5.00%
Computer Replacement Program 21,814 4,826 46,216 16,344 (29,872) -64.64%
Sub-Total - Non-Departmental 819,461 837,328 1,977,636 1,946,989 (30,647) -1.55%
Interfund Transfers:
Capital (Budget Amendment) 0 700,000 0 0 0 n/a
Property Casualty Transfer 160,222 165,806 168,931 154,228 (14,703) -8.70%
Sub-Total - Interfund Transfers 160,222 865,806 168,931 154,228 (14,703) -8.70%
Bond Debt Service:
Revenue Bond-'04 (Refunding) 132,860 132,860 132,860 132,860 0 0.00%
Revenue Bond-'08 100,000 100,000 100,000 100,000 0 0.00%
Sub-Total - Debt Service 232,860 232,860 232,860 232,860 0 0.00%
Total Non-Departmental 1,212,543 1,935,994 2,379,427 2,334,077 (45,350) -1.91%
Grand Total - Expenditures $14,262,168 $15,144,246 $16,084,800 $16,569,953 $485,153 3.02%
Revenues in Excess of Expenditures $530,037 $14,485 $0 $0 $0 n/a
Positions 103.84 103.84 103.84 103.84 0.0 0.00%
City of Coral Springs, Florida
121

Water and Sewer Fund Summary
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues
Operating Revenues
Water $7,565,363 $7,705,877 $7,753,382 $8,188,500 $435,118 5.61%
Wastewater 8,655,046 8,987,838 9,839,028 10,300,000 460,972 4.69%
Private Fire Line Fee 20,731 22,026 20,000 22,200 2,200 11.00%
Meter Sales 12,135 10,615 20,000 12,000 (8,000) -40.00%
Doubtful Accounts/Write-Offs (139,325) (19,513) 0 0 0 n/a
Backflow Recertification Adm. Fee 0 0 16,223 0 (16,223) -100.00%
Miscellaneous Income 9,000 9,000 n/a
Charges for Service 95,693 89,727 81,030 193,512 112,482 138.82%
Total Operating Revenue 16,209,644 16,796,570 17,729,663 18,725,212 995,549 5.62%
Non-Operating Revenues
Interest Income - Operating 46,952 87,417 134,000 80,400 (53,600) -40.00%
Appropriated Fund Balance 0 0 0 2,208,000 2,208,000 n/a
Total Non-Operating Revenue 46,952 87,417 134,000 2,288,400 2,154,400 1607.76%
Grand - Total Revenues $16,256,596 $16,883,987 $17,863,663 $21,013,612 $3,149,949 17.63%
Expenses
Departmental
Administration 464,737 $453,472 549,908 $578,626 $28,718 5.22%
Water Distribution 758,515 794,802 879,915 883,699 3,784 0.43%
Wastewater Collection 1,080,430 1,008,096 1,101,134 1,131,592 30,458 2.77%
Water Treatment 2,458,091 2,248,678 2,623,676 2,689,407 65,731 2.51%
Wastewater Treatment 4,983,328 5,893,627 6,349,121 6,213,417 (135,704) -2.14%
Total Departmental 9,745,101 10,398,675 11,503,754 11,496,741 (7,013) -0.06%
Non-Operating
Capital 224,743 318,571 352,000 3,017,000 2,665,000 757.10%
Non-Departmental 1,722,178 1,799,148 1,911,392 2,148,237 236,845 12.39%
Business Development 200,000 200,000 215,000 271,000 56,000 26.05%
Property/Casualty 660,891 488,213 497,125 453,859 (43,266) -8.70%
Computer Replacement 2,769 3,798 6,700 6,300 (400) -5.97%
W/S Debt Service 2010 Series 2,902,151 2,680,440 2,764,050 2,775,867 11,817 0.43%
SRF Loan—W&S Wells 0 0 0 143,255 143,255 n/a
SRF Loan—Lift Stations Rehab 0 14,297 34,925 34,853 (72) -0.21%
Transfer To Renewal and Replacement 260,000 560,000 578,717 666,500 87,783 15.17%
Total Non-Operating 5,972,732 6,064,467 6,359,909 9,516,871 3,156,962 49.64%
Grand Total - Expenses $15,717,833 $16,463,142 $17,863,663 $21,013,612 $3,149,949 17.63%
Revenues in Excess of Expenses $538,763 $420,845 $0 $0 $0 n/a
Positions 35.50 35.50 35.50 35.50 0.00 0.00%
122
Fiscal Year 2012 Annual Budget

Health Fund Summary
2011 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues
Transfer - General Fund $6,982,483 $7,402,434 $7,807,034 $9,109,254 $1,302,220 16.68%
Water and Sewer Fund 385,999 395,764 439,283 510,225 70,942 16.15%
Fire Fund 1,129,074 1,226,508 1,284,937 1,492,446 207,509 16.15%
General Insurance Fund 15,830 17,864 18,561 21,696 3,135 16.89%
Equipment Services 168,855 178,640 185,613 216,961 31,348 16.89%
Interest Income 121,201 48,717 75,000 60,000 (15,000) -20.00%
Recoveries - Retirees 454,975 500,890 500,000 545,000 45,000 9.00%
COBRA 16,231 28,296 20,000 20,000 0 0.00%
Employees 463,132 485,907 475,000 485,000 10,000 2.11%
Other 42,823 24,793 0 0 0 n/a
Appropriated Retained Earnings 0 556,242 132,011 0 (132,011) -100.00%
Total Revenues $9,780,603 $10,866,055 $10,937,439 $12,460,582 $1,523,143 13.93%
Expenses
Health Plan $9,024,543 $10,808,885 $10,677,687 $12,190,022 $1,512,335 14.16%
Long Term Disability 217,187 212,848 149,076 144,500 (4,576) -3.07%
Life Insurance 163,307 161,085 110,676 126,060 15,384 13.90%
Total Expenses $9,405,037 $11,182,818 $10,937,439 $12,460,582 $1,523,143 13.93%
Revenues in Excess of Expenses $375,566 ($316,763) $0 $0 $0 n/a
Positions 1.50 1.50 1.25 1.25 0.00 0.0%
General Insurance Fund Summary
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues
Transfer - General Fund $1,944,062 $1,726,250 $1,824,940 $1,746,256 ($78,684) -4.31%
Water and Sewer Fund 703,865 530,866 544,956 501,790 (43,166) -7.92%
Fire Fund 285,925 274,706 308,836 294,430 (14,406) -4.66%
Health Fund 1,807 1,950 1,631 1,698 67 4.11%
Equipment Services 19,273 20,804 20,210 20,381 171 0.85%
Parkland Contract Services 16,946 15,860 0 0 0 n/a
Interest Income 108,799 55,902 70,000 50,000 (20,000) -28.57%
Recoveries - Motor Vehicle 86,619 36,969 50,000 50,000 0 0.00%
Property Damage 176,518 29,369 25,000 25,000 0 0.00%
Workers' Comp 11,681 486,346 10,000 10,000 0 0.00%
Total Revenues $3,355,495 $3,179,022 $2,855,573 $2,699,555 ($156,018) -5.46%
Expenses
Workers' Compensation $1,472,299 $1,945,497 $1,099,000 $1,099,000 $0 0.00%
Property/Motor Vehicle Liability 1,784,938 1,323,995 1,592,073 1,438,055 (154,018) -9.67%
Casualty/General Claims 165,243 (686,284) 164,500 162,500 (2,000) -1.22%
Total Expenses $3,422,480 $2,583,208 $2,855,573 $2,699,555 ($156,018) -5.46%
Revenues in Excess of Expenses ($66,985) $595,814 $0 $0 $0 n/a
Positions 1.50 1.50 1.50 1.50 0.00 0.00%
City of Coral Springs, Florida
123

Coral Springs Charter School Fund Summary
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues
Intergovernmental $11,419,530 $11,529,837 $11,077,663 $9,926,834 ($1,150,829) -10.39%
Other Revenue/ Miscellaneous 245,141 116,924 432,651 714,938 282,287 65.25%
Appropriation of Fund Balance 0 350,000 508,339 1,261,488 753,149 148.16%
Total Revenues $11,664,671 $11,996,761 $12,018,653 $11,903,260 ($115,393) -0.96%
Expenditures
Operating Expenses (CS USA) $10,132,738 $9,872,811 $10,090,314 $9,586,495 ($503,819) -4.99%
Transfer to General Fund-Lease 1,420,000 1,420,000 1,420,000 1,420,000 0 0.00%
Capital 0 686,251 508,339 896,765 388,426 76.41%
Total Expenditures $11,552,738 $11,979,062 $12,018,653 $11,903,260 ($115,393) -0.96%
Revenues in Excess of Expenditures $111,933 $17,699 $0 $0 $0 n/a
Public Art Fund Summary
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues
Public Art Fees $50,862 $69,871 $100,500 $76,500 ($24,000) -23.88%
Total Revenues $50,862 $69,871 $100,500 $76,500 ($24,000) -23.88%
Expenditures
Capital $55,836 $14,867 $100,500 $76,500 ($24,000) -23.88%
Total Expenditures $55,836 $14,867 $100,500 $76,500 ($24,000) -23.88%
Revenues in Excess of Expenditures ($4,974) $55,004 $0 $0 $0 n/a
124
Fiscal Year 2012 Annual Budget

Debt Service Fund Summary
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change from Change from
Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues
Ad Valorem Taxes $1,671,274 $1,429,219 $1,264,834 $2,049,905 $785,071 62.07%
Transfer from General Fund 3,746,902 3,207,284 3,203,058 2,347,076 (855,982) -26.72%
Transfer from Fire Fund 232,860 232,860 232,860 232,860 0 0.00%
Use of Excess Reserves 0 0 774,620 0 (774,620) -100.00%
Appropriated Fund Balance 0 0 0 1,250,000 1,250,000 n/a
SRF Loan Proceeds - Artificial Turf* 518,217 0 0 0 0 n/a
Other (12,394) 0 0 0 0 n/a
Interest Income** 337,999 83,105 2,001 6,049 4,048 202.30%
Total Revenues $6,494,858 $4,952,468 $5,477,373 $5,885,890 408,517 7.46%
*State Revolving Fund Loan for Articifial Turf paid in full on September 25, 2009 after FY 2010 Budget adopted.
**Interest income fluctuates yearly based on how much cash is reserved, including the 10% debt commitment.
Expenditures
General Obligation Bond-2003A(Refunding) $350,355 $353,340 355,150 355,400 $250 0.07%
General Obligation Bond-2005A (Refunding) 602,488 606,563 604,425 610,413 5,988 0.99%
General Obligation Bond-2005B (Refunding) 524,054 522,191 524,441 532,704 8,263 1.58%
General Obligation Bond-2006 - Public Safety 498,438 551,438 551,438 551,438 (1) 0.00%
General Obligation Bond-Other 1,250 1,250 4,000 4,000 0 0.00%
Total General Obligation Bond 1,976,585 2,034,782 2,039,454 2,053,954 14,500 0.71%
Franchise Revenue Bond-2004 (Refunding) 1,758,956 1,763,556 1,761,206 1,758,556 (2,650) -0.15%
Capital Revenue Bond-2008* 1,684,563 1,677,988 1,674,713 1,665,863 (8,851) -0.53%
Build America Bond 2011 0 0 0 405,517 405,517 n/a
Total Revenue Bonds 3,443,519 3,441,544 3,435,919 3,829,936 394,017 11.47%
State Revolving Fund Loan (SRF-Artificial Turf)** 537,643 0 0 0 0 n/a
Total SRF Loan 537,643 0 0 0 0 n/a
Other
Interfund Transfer 518,217 0 0 0 0 n/a
Issuance Costs 0 0 2,000 2,000 0 0.00%
Total Other 518,217 0 2,000 2,000 0 0.00%
Total Expenditures $6,475,964 $5,476,326 $5,477,373 $5,885,890 408,517 7.46%
Revenues in Excess of Expenditures $18,894 ($523,858) $0 $0 0 n/a
*Capital Revenue Bond was issued in August 2008 to refinance FIFC Loans 2001A & 2002B.
**State Revolving Fund Loan for Articifial Turf paid off on September 25, 2009 after the FY 2010 Budget was adopted.
***Build America Bond was issued in December 2010
City of Coral Springs, Florida
125

Pension Fund Summary
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues
Transfers:
General Fund $9,483,601 $14,068,464 $14,259,805 $14,646,446 $386,641 2.71%
Fire Fund 1,370,035 1,585,848 1,627,230 1,564,582 (62,648) -3.85%
Water and Sewer Fund 130,140 126,485 131,912 139,660 7,748 5.87%
Equipment Services 55,283 52,336 54,421 57,677 3,256 5.98%
Health Fund 15,922 15,406 11,202 9,540 (1,662) -14.84%
General Insurance Fund 5,419 6,340 6,917 7,183 266 3.85%
Total Revenues $11,060,400 $15,854,879 $16,091,487 $16,425,088 $333,601 2.07%
Expenses
Police Pension Sworn $6,641,793 $10,987,830 $11,203,510 $11,500,096 $296,586 2.65%
EMS/Fire Pension Certified 2,044,172 2,386,721 2,550,000 2,450,000 (100,000) -3.92%
ICMA(401)a - General Employees 1,363,919 1,349,164 1,365,090 1,441,786 76,696 5.62%
ICMA(401)a - Management 492,818 482,935 454,658 479,977 25,319 5.57%
General Employee Pension 500,000 630,000 500,000 535,000 35,000 7.00%
City Commission Pension 17,698 18,229 18,229 18,229 0 0.00%
Total Expenses $11,060,400 $15,854,879 $16,091,487 $16,425,088 $333,601 2.07%
Revenues in Excess of Expenses $0 $0 $0 $0 $0 n/a
Equipment Services Fund Summary
FY 2011 FY 2012 $ %
FY 2009 FY 2010 Adopted Proposed Change From Change From
Actual Actual Budget Budget FY11 Budget FY11 Budget
Revenues
Fuel/Maintenance Transfer
General Fund $2,145,128 $2,573,172 $2,347,460 $2,464,836 $117,376 5.00%
Water and Sewer Fund 173,859 208,348 194,488 204,211 9,723 5.00%
Fire Fund 234,637 283,189 312,715 328,349 15,634 5.00%
Charges for Fleet Services to other Cities/entities
Parkland 27,064 25,608 42,000 117,000 75,000 178.57%
Margate 2,024 3,153 4,000 4,000 0 0.00%
Coconut Creek n/a n/a 0 2,500 2,500 n/a
Florida Atlantic University 0 370 4,000 2,000 (2,000) -50.00%
Vehicle Charge Back Transfer
General Fund 1,864,211 1,666,565 1,666,565 1,716,561 49,996 3.00%
Water and Sewer Fund 257,299 221,396 221,396 228,037 6,641 3.00%
Fire Fund 400,617 361,818 361,818 372,672 10,854 3.00%
Interest 371,642 215,798 200,000 150,000 (50,000) -25.00%
Other 101,832 151,653 55,000 75,007 20,007 36.38%
Approp. Fund Balance/Financial Strategy 0 0 2,000,000 3,213,989 1,213,989 60.70%
Approp. Fund Balance/Equipment Purchases 2,134,015 1,505,214 2,428,900 2,210,651 (218,249) -8.99%
Total Revenues $7,712,328 $7,216,284 $9,838,342 $11,089,813 $1,251,471 12.72%
Expenses
Personal $724,701 $681,809 $776,440 $802,686 $26,246 3.38%
Benefits 298,595 304,108 319,113 356,072 36,959 11.58%
Other Expenses 1,502,699 1,611,082 2,064,110 2,189,145 125,035 6.06%
Capital 0 11,745 0 0 0 n/a
Charge Back Expense 2,522,127 2,249,779 2,249,779 2,317,270 67,491 3.00%
Interfund Transfer Capital Fund 0 0 2,000,000 3,213,989 1,213,989 60.70%
FIFC Loan-01 0 0 0 0 0 n/a
Equipment Purchases 2,134,015 1,505,214 2,428,900 2,210,651 (218,249) -8.99%
Total Expenses $7,182,137 $6,363,737 $9,838,342 $11,089,813 $1,251,471 12.72%
Revenues in Excess of Expenses $530,191 $852,547 $0 $0 $0 n/a
Positions 16.00 15.00 15.00 15.00 0 0.0%
126
Fiscal Year 2012 Annual Budget

City of Coral Springs, Florida
9551 West Sample Road
Coral Springs, Florida 33065
CoralSprings.org • 954-344-1000