E V E R Y T H I N G U N D E R T H E S U N

S T R AT E G I C P L A NFISCAL YEARS 2016-2017

ABOUT THE STRATEGIC PLANNING PROCESS

The Commission Strategic Planning Workshop took place in April 2015.

City staff developed a workshop manual to provide the Commission with summaries and highlights from the many sources of information used to analyze the City’s financial

condition, operational performance, customer requirements, and the forces at work in our economic, demographic, and legislative environment. We have used rich

and varied sources of data to prepare the information including:

Careful attention to the Situational Analysis is indicative of the organizational commitment to data-driven decision-making. It completes the ultimate feedback loop,

where organizational direction from the City Commission is not set until market information, customer input, performance data, and all other inputs are considered.

Residential Survey (2015) Five-Year Forecast

Slice of the Springs SummarySituational Analysis

Business Survey (2014)SWOC Analysis (2015) KIO & Initiative Update

Environmental Scan

Customer Focus Offer exemplary customer service and achieve customer satisfaction

by soliciting feedback and improving when necessary.

Leadership Create an atmosphere of innovation and establish an inspiring vision

for government that works better and costs less.

Empowered Employees Empower staff to make decisions and continuously

improve the organizations’ service.

Continuous Quality Improvement Use customer feedback to drive quality improvements on a continuous basis.

Sustainability Work toward efficient and cost-effective solutions to protect and conserve

natural resources, while promoting green awareness in the community.

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

MISSION

CORE VALUES

A Thriving Business Community

Key Intended OutcomesFY 2016

GoalFY 2017

Goal

Business rating of the image of the City (Business Survey) 95% —

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

comparison cities

Non-residential tax base growth above the average of six

comparison cities

Coral Springs’ June unemployment rate below State below State

A Family-Friendly Community

Key Intended OutcomesFY 2016

GoalFY 2017

Goal

City crime rate (crimes/100,000 residents—Calendar Year) 2,500 2,500

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

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

— 94%

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

Coral Springs Charter School graduation rate 95% 95%

Injury accidents at or near 14 major intersections in the City 175 165

Continue to provide fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses.

Augment the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive, welcoming nature.

STRATEGIC PRIORITIES

An Active, Healthy Community

Key Intended OutcomesFY 2016

GoalFY 2017

Goal

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

— 95%

Resident rating of range of activities at parks and recreation facilities (Resident Survey)

— 95%

Athletic league participation 8,100 8,100

Influence and support an environment that promotes active, healthy, and enriched lifestyles for residents of all ages. Focus on leisure, cultural, recreational, and sporting activities and events that infuse event dollars into the local economy.

An Attractive Community

Key Intended OutcomesFY 2016

GoalFY 2017

Goal

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

(Biz) 87% (Res) 87%

Rating of condition/appearance of medians (Resident Survey)

— 90%

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

(Biz) 85% (Res) 85%

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

Pounds of recycled materials per capita 120 120

Take proactive measures to preserve and enhance the community’s appearance and maintain of its vital infrastructure. Lead by example in the stewardship and conservation of natural resources.

An Innovative, High-Performing Organization

Key Intended OutcomesFY 2016

GoalFY 2017

Goal

Satisfaction ratings with City communications (Resident and Business Surveys)

(Biz) 81% (Res) 95%

Employee satisfaction rating (Employee Survey) 92% 92%

Maintain AAA bond ratings AAA AAA

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

(Biz) 65% (Res) 75%

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

The City is committed to ethical governance, adherence to its Core Values, transparency, innovation, collaboration, and exceeding customer expectations by delivering high-quality programs and services that meet the needs of an increasingly diverse community.

CityofCoralSpringsCoralSpringsFL CoralSpringsFL