City of Coral Springs Business Plan Workshop Fiscal Year 2005 July 19, 2004
Tonight s Agenda Strategic Alignment of Business Plan Business Initiatives Financial Strategy User Fees Capital Outlay Summary Effect On Homeowner Ad Valorem Taxes Fire Assessment Solid Waste Assessment Next Steps
It s Been Another Sterling Year Florida League of Cities Named Coral Springs As It s First Florida City of Excellence Winner
The Customer Is Our Focus Coral Glades High School And The Adjacent Community Park Will Open In August Coral Springs Charter Middle And High School Received an A Rating Coral Glades High School
The Customer Is Our Focus The Coral Springs Visioning Summit Was A Success Public Art Program Is Under Way Skateboard Park Is In Full Swing Improvements To Mullins, Cypress, And Neighborhood Parks Are Underway
Balancing The Budget 8.7% Increase In Ad Valorem Taxes User Fee Increases Totaling $1.2 Million In FY 2005 Avoidance Of $6.3M Debt Service Costs Due To Financial Strategy To Invest Surpluses Into Equity Financing Of Capital Outlay
Customer-Involved Government Encourage citizen volunteerism Number of volunteer hours (KIO) -Nonprofit Board Training Encourage voter turnout % voter turnout per election (KIO) - Get Out the Vote 2004
Customer-Involved Government Increase citizen communication Overall communication rating (KIO) -New Resident Outreach -Premier Customer Service Coral Springs Enhance & promote the City s identity consistent with the mission -Community Pride II -Park Renovations Phase III
Customer-Involved Government Partner to develop & encourage mentoring opportunities for youth Number of mentors trained (KIO) -Youth Mentoring Opportunities Align City services with customer needs & expectations Overall satisfaction of employees (KIO) Customer service rating for City employees (KIO) Overall quality rating (KIO) -Baldrige Self-Assessment -Web Browser & Content -Mullins Park Meeting Room
Financial Health & Economic Development Maintain financial stability and solvency AAA Bond Ratings (KIO) Percent increase in operating millage rate (KIO) Est. rate of return for City in economic development incentives (KIO) -Continuity of Operations (COOP)
Financial Health & Economic Development Encourage redevelopment of downtown area into community center Commercial sq ft development initiated in Downtown CRA (KIO) -Redevelopment Code Study -Commercial Façade Program II Coordinate with business groups to encourage business-friendly policies Percent plan reviews completed within 15 days -Business Education Program II -Slice of Springs Goes Commercial -Sign Ordinance Amendments
Financial Health & Economic Development Expand tax base through appropriate development/ redevelopment initiatives Non-residential value as percent of total taxable value (KIO) Residents value rating (KIO) -Commercial and Industrial Code Enforcement Encourage new urbanism techniques in City Planning -Master Planning for Recreation & Public Safety Facilities at Mullins Park
Excellence in Education Coordinate with School Board to advocate for continued reduction of overcrowding in CS schools Percent overcrowding (normalized) (KIO) Forge partnerships which will bring more adult education opportunities to the City Number of students participating in partnering institutes of higher education (KIO) -Adult Education
Excellence in Education Work to foster increased parental participation in schools -Digital Divide -West Atlantic Branch Library Achieve academic goals in the Charter School Achieve 2% gains in math/ reading mean scale score at CSCS (KIO) -Sterling Assistance for Schools
Excellence in Education Continue to support the ACE Academy & foster other initiatives which give high school students leadership & career opportunities, and which will benefit local businesses by training employees of the future -ACE Academy II
Neighborhood & Environmental Vitality Support aging neighborhoods and partnerships that encourage healthy and vital neighborhoods Number of neighborhood partnerships (KIO) Number of cooperative projects and partners focused on enhancing the environment (KIO) City crime rate (KIO) Percent code cases brought into voluntary compliance (KIO) -Expansion of Neigh. Preservation Program -Expansion of Special Master Program -Homeowner Assoc Code Enforcement Program -Tree Canopy Outreach -Implementation of Housing Interlocal Agreement -Box-Cut Canal Bank Vegetation Removal
Neighborhood & Environmental Vitality Preserve and treasure our ESL sites, while making them as accessible to citizens and students as good stewardship will allow Number of visitors participating in tours of 2 ESL sites (KIO) -Long-Term Management of ESL sites
Neighborhood & Environmental Vitality Encourage the creation of new greenways throughout our city Promote more effective traffic management technology- which will reduce current and future traffic overload Achieve an overall reduction of 15% for the 85 th percentile of speeds on traffic calmed roads (KIO) Number of accidents at 16 major intersections (KIO) -Traffic Improvements: Future Plans -Fire/EMS Response Time Improvements
Neighborhood & Environmental Vitality Encourage community walk-ability and bikeability -Bike Path Plan Missing Links Partner with Broward County & MPO on public transportation opportunities & connectivity to regional systems Number of riders on intracity bus routes (KIO) -Bus Service Expansion
Neighborhood & Environmental Vitality Promote programs and regulation that protects and improves upon the aesthetics that distinguish our city with special attention paid to our entryways -Beautification of City Entrance Ways -Canopy Enhancement II -Public Art Program II -Sign Ordinance Amendments
Youth Development & Family Values Promote youth involvement in leadership opportunities through the City Number of youths involved in City sponsored leadership opportunities (KIO) -Coral Springs Youth Commission II
Youth Development & Family Values Increase youth leisure and recreational opportunities through partnerships -Skateboard Park Upgrades Explore and encourage internship opportunities for youth Number of teen volunteer hours (KIO) -Teen Job Fair
Youth Development & Family Values Support the needs of families of all kinds -Special Populations Programs Promote positive outlets for youth during after-school hours Number of Middle School After-School Programs offered annually (KIO) -After-School Middle School Programs -At-Risk Youth Grants -Television Production Program
Unity in the Community Support educational and celebratory programs which promote unity among all races and creeds in our community and which provide appropriate access to residents with disabilities Minority residents who feel the City is a great place to live (KIO) Citizen rating of City Government for respecting religious and ethnic diversity (KIO) -ESOL classes -Unity Fest
Unity in the Community Support houses of worship in their attempts to foster inter-faith communication and understanding Percent of minority applicants per recruitment (KIO) -Clergy Coalition -Heritage Panels
Financial Strategy Equity Funding Of Capital Needs FY 2005 Capital Improvement Program Water & Sewer Impact Fees System Expansion FY 2005-10 Convention Center FF&E Pension Challenges
Financial Strategy Debt Service Reduce Debt Millage Debt Capacity G.O. Bonds Water & Sewer Debt Retirement Variable Rate Debt Issues
Annual Savings From Financial Strategy General Water & Other Fund Sewer Fund Funds Total Debt Refunding & Retirements $1,006,000 $459,000 $1,465,000 Debt Defeasance $2,693,000 $2,693,000 Cost Avoidance Measure Variable Rate $225,000 $225,000 Equity Financing 03 $460,000 $460,000 Equity Financing 04 $320,000 $80,000 $400,000 Equity Financing 05 $530,000 $86,000 $616,000 Water & Sewer 05-10 $160,000 $160,000 Pay as you go $272,000 $272,000 Total Savings $5,234,000 $619,000 $438,000 $6,291,000
Financial Strategy Sources and Uses Sources of Funds: General $3,206,000 Water/Sewer 900,000 Capital Projects 2,350,000 Fire 547,000 Health 490,000 Resource Recovery Allocation 741,000 Total Sources $8,234,000 Uses of Funds: Pension Contributions $1,270,000 Convention Center Reserve 250,000 Capital Improvements General $5,992,000 Fire 722,000 6,714,000 Total Uses $8,234,000
Sources and Uses Impact Fees Sources of Funds: Impact Fees $4,500,000 Uses of Funds: Capital Improvements $1,600,000 Debt Retirement 2,900,000 Total Uses $4,500,000
General Obligation Debt Service Millions $3.500 $3.000 $2.623 $2.706 $2.868 Decreasing $2.500 $2.000 $1.500 $1.000 $0.500 $1.546 $1.553 $0.000 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
User Fee Changes Recommendations Summary Current GSG Cost FY 05 Staff Department Revenues Recovery Recommended (2004 Budget) Study Increase Increase Building Division $1.7 million $900,000 $300,000 Parks & Recreation $1.5 million $96,000 $60,000 Aquatics $1.0 million $ 30,000 $30,000 Fire Department $3.0 million $283,520 $142,000 EMS $1.5 million $472,400 $472,000 Police Department $1.2 million $294,000 $90,000 Communications (PEG) $ 35,000 n/a $52,500 Community Development $134,000 $113,000 $16,700 Code Enforcement $138,000 n/a $24,500 Net Total Possible Additional Revenue $1.18 million (of which, $142,000 is in Fire Fund)
User Fees - Why Do We Care? The City offers a variety of significant services to our users Building (permit fees - building, electrical, plumbing, mechanical, structural) Parks and Recreation (gym rentals, sports player cards, field rentals) Aquatics (pool membership, fitness club membership, swimming lessons) Fire Department (inspection fees, fire plan reviews) EMS (ambulance transport fees, interfacility transfers) Police(crash reports, good conduct letter, daily animal storage) Development Services (comprehensive plan amendment, inspections)
Tax or User Fee Funded? Tax-supported Services which have no identifiable user and which have significant benefit to general public User-Fee Funded Services which have identifiable user and much less benefit the general public User pays according to amount of use (e.g. building and fire departments)
What Is Full Cost? What is the full cost of providing services to the users Direct Costs Labor Benefits Operating Indirect Costs Support Services (e.g. Human Resources, Information Services, Financial Services and General Administration)
Specific Findings Overall All of the recommended increases will be implemented in the first year with the exception of the following: Building Administrative Structural, Plumbing, Mechanical and Electrical The recommended findings will be implemented over a three-year period (1/3 each year) Fire Fire Inspection Fees The recommended findings will be implemented over a three-year period (1/3 each year)
For The Future The City will create an index to increase user fees on a biennial basis The index will be consistent with the Consumer Price Index All Urban Consumers and will be calculated on an annual basis and adjusted every two years
-$6.89 -$5.91 -$5.28 -$5.10 -$3.45 -$2.90 -$3.30 -$4.10 -$1.54 $0.00 -$1.50 $0 -$1 -$2 -$3 -$4 -$5 -$6 -$7 Five-Year Forecast FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Sep-03 Jul-04 Millions
Major Capital General Fund Road Resurfacing Program $507,100 Air Conditioning Maintenance/Replacement $250,000 Forest Hills Sidewalks- CDBG $225,000 Planning and Administration for CDBG $218,400 Landscape Improvements of Sample & SR7/Grant $212,000 Classroom Construction, Ctr Art Museum $200,000
Major Capital General Fund Traffic Calming $200,000 Master Plan- Public Safety/Mullins Area $200,000 Riverside Dr. Sidewalk Infrastructure Imp./Grant $199,600 Neighborhood Park Renovations $170,000 Improvements to Royal Palm Blvd. $152,000 Mullins Park Landscape/ Irrigation $150,000
Major Capital General Fund Home Repair Grants/CDBG $150,000 Browser Application Interface $140,000 Reel Mower (3)-New $132,300 Pickup Truck, 3/4 Ton (4)-New $131,400 Parking Improvements Sportsplex $125,000 Wet Deck Toddler/Preschool Area $125,000
Major Capital General Fund Skateboard Park Upgrades $120,000 Guard Rail Installation and Management $115,000 Network/Internet Infrastructure $114,000 Roof Repair Maintenance/Replacement $100,000 Latent/Palm Print Work Station $100,000 Entrance Way Beautification $100,000
Major Capital General Fund Field Renovations- Mullins/Cypress $100,000 Nuisance Tree Removal & Renovations $100,000 Mullins Park Renovations $100,000 Median Improvement $100,000 Mullins Meeting Room Track 23/24 $100,000
Major Capital General Fund Network/Internet Infrastructure $121,000 Reseal, Resurface & Restripe Parking Lots $113,500 Disaster Recovery $105,000 Median Improvement $100,000 Cypress Park Renovations $100,000 Guard Rail Installation and Management $100,000
Major Capital Fire Fund Renovation Station 64 $220,000 Training Facility $175,000 Center for the Arts Fund Seats/Carpet/Dressing Rooms/Equipment $200,000 Convention Center Furniture, Fixtures & Equipment $250,000
Major Capital Water & Sewer Fund Replacement of Water Plant Generator $600,000 Infiltration/Inflow Correction Program $400,000 Replace Lift Station 17-E $400,000 Fire Hydrant Enhancement Program $100,000 Design of Lime Silos/Feeders $100,000
Value For Coral Springs Citizens No Increase In Operating Millage 5% Decrease In Debt Service Millage No Water & Sewer Fee Increases $5.04 Increase In Single Family Fire Assessment
Effect On The Average Homeowner Ad Valorem Taxes On An Average Single Family Home Average Assessed Value=$200,000 Operating Debt Fire Residential Solid Waste Collection Service $1,200 $1,100 $1,000 $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 $1,029.44 $1,034.26 $205.56 $208.96 $208.96 $74.08 $79.12 $72.29 $68.67 $677.51 $1,050.46 $79.12 $70.16 $677.51 $692.22 Net Increase $4.82 Net Increase $21.02 Current Year Taxes Proposed FY 2005 Proposed FY 2005 Assuming No Assuming 1.9% Increase In Increase In Assessed Value Assessed Value
Fire Assessment 2004 2005 Rate Actual Proposed Incr/Dec Residential-SF $74.08 $79.12 $5.04 Residential-MF $87.70 $90.64 $2.94 Commercial $14.50 $15.05 $0.55 Warehouse/Ind $ 7.48 $ 5.36 ($2.12) Institutional & $14.70 $15.40 $0.70 Governmental
Solid Waste Assessment FY 2004 FY 2005 Rate Increase/ % Increase/ Actual Proposed Decrease Decrease Rate $205.56 $208.96 $3.40 1.7%
Next Steps July 20 th City Commission Meeting Adopt Business Plan Adopt Preliminary Assessment Resolutions Fire Services Residential Solid Waste Collection Services TRIM(Truth In Millage) and Budget Schedule Adoption Notices Of Proposed Taxes Sent By Property Assessor s Office No Later Than August 24th Public Hearings and Adoption Of The Budget Ordinance On September 13 th and 17th
Composite Index 160 140 120 100 80 100.0 105.2 105.1 112.8 114.2 120.7 126.5 136.7 141.1 140.9 Projected 143.2 147.5 Projected 60 40 20 0 FY FY FY FY FY FY FY FY FY FY FY FY 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Thank You
Non-Residential Assessed Value as a % of Total Assessed Value $9 $8 $7 $6 $5 $4 Billions 21.2% 4.45 22.1% 4.73 22.9% 23.8% 5.12 5.59 23.6% 6.13 6.68 22.6% 7.25 7.54 22.1% 22.4% 7.84 22.8% 30.0% 25.0% 20.0% 15.0% $3 $2 $1 0.94 1.04 1.17 1.33 1.45 1.51 1.60 1.69 1.79 10.0% 5.0% $0 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 Projected Non-Residential *Total Non-Residential as % of Total 0.0% Source: Broward County Property Appraiser s Office
Assessed Value % Change From Preceding Year 16% 14% 12% 11.9% 12.3% 13.3% 10% 8% 6% 4.9% 7.2% 10.2% 8.8% 7.4% 11.1% 7.8% 10.6% 8.6% 6.5% 9.8% 9.1% 10.4% 9.4% 6.1% 4% 3.7% 4.2% 2% 0% -2% -0.9% 0.4% 0.3% 0.7% Residential Non-Residential FY FY FY FY FY FY FY FY FY FY FY FY FY 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
$4.5 $4.0 $3.5 $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $0.0 Pension Contributions Pension Contributions Millions $4.1 $3.1 $3.2 $2.2 $0.7 $0.0 $0.9 $0.0 $1.6 $0.1 $1.3 $0.1 $1.2 $0.1 $1.1 $0.2 $0.2 $0.9 $0.5 $0.2 $0.3 $0.6 $0.8 $1.0 FY 1994 FY 1995 FY 1996 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 Projected Projected Police Fire
Police, EMS & Fire Expenditures as a % of Total General/Fire Fund Budget 40.00% 35.00% 35.12% 38.52% 35.66% 36.12% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 5.98% 5.84% 8.20% 6.17% 6.76% 9.46% 10.36% 6.83% Police EMS Fire 0.00% FY2002 FY2003 FY2004 FY2005
Public Safety Expenditures as a % of Total General/Fire Fund Budget 54.0% 53.0% 52.0% 51.0% 50.0% 49.0% 48.0% 47.0% 46.0% 45.0% 44.0% 43.0% 53.3% 51.9% 49.7% 46.9% FY 2002 FY 2003 FY 2004 FY 2005
Public Safety Staff as a % of Total General/Fire Fund Staff 59.0% 57.0% 55.0% 53.0% 51.0% 49.0% 47.0% 45.0% 54.2% 56.6% 56.9% 56.9% 43.0% FY 2002 FY 2003 FY 2004 FY 2005