city of coral springs, florida city commission strategic

CITY OF CORAL SPRINGS, FLORIDA

CITY COMMISSION STRATEGIC PLANNING SESSION

SUMMARY

Wednesday, October 16, 2019 Public Safety Building, 1st Floor 7:45 AM 2801 Coral Springs Drive

● Call to Order The meeting was called to order at 7:45 AM in the Public Safety Building, 1st Floor of the Coral Springs Safety Building, 2801 Coral Springs Drive, Coral Springs, Florida.

● Roll Call

Attendee Name Title Status

Scott Brook Mayor Present

Joy Carter Vice Mayor Present

Shawn Cerra Commissioner Present

Joshua Simmons Commissioner Present

Larry Vignola Commissioner Present

Michael Goodrum City Manager Present

John J. Hearn City Attorney Present

Debra Thomas City Clerk Present

● Strategic Planning Session The Strategic Planning Session started with a handout of Section 7 which was the summary of yesterday afternoon’s work. Referencing Section 3 Page 9 in the original binder, the City’s mission states “to create the premier community by providing customer driven, exceptional city services in a financially responsible manner while engaging our community.” The four principles, #1Customer Driven, #2 Exceptional City Services, #3 Financially Responsible Manner, and #4 Engaging the Community, were reviewed and discussed by the Commission. Coral Springs’ Core Values (Section 3 Page 12) were reviewed and the Commission suggested modifications and additions. The modifications are documented and included with this meeting summary. The Executive perspective of the top 10 priorities for 2020 was distributed. The facilitator distributed “Section 9 Coral Springs Plan 2020-2025 updated 10/15/2019.” The five goals were rearranged and ranked as follows: 1. Responsible City Government—Financially sound city providing exceptional services 2. City Investment in Today and Future—upgraded city infrastructure, facilities and parks 3. Premier Community in South Florida—the place for families to live in great neighborhoods 4. Downtown Becoming Vibrant—creating a sense of place and a destination 5. Growing Local Economy—increased business investment and jobs For each goal, the Commission was asked to rank the most significant short-term challenges (pages 6-9 attached). The Commission determined the following ten issues as the most significant short-term challenges for Goal 1, Responsible City Government:

City Commission Strategic Planning Session Summary October 16, 2019

1. State of Florida restrictions and mandates threatening home rule, homestead exemptions, City revenues and public records.

2. Keeping expenditures from outpacing revenues 3. Increasing expectations and demands for City services. 4. Coral Springs’ reputation as being a “business unfriendly” in the City’s requirements,

services and processes. 5. Implementing the ERP 6. Impacts of an economic recession 7. Helping residents and businesses to understand City government 8. National and state anti-government and anti-tax environment 9. Political will to increase taxes and fees in the future 10. Funding for technology upgrade. Policy Actions 2020 for Goal 1 were reviewed and ranked as most important: 1. Financial scenarios and plan for economic recession 2. Community engagement strategy and city action plan 3. Lien resolution strategy 4. City facilities comprehensive security plan and funding 5. IT / cyber security plan and funding 6. E-Permitting for building permits and plans 7. Future G.O. Bond: Direction The Commission determined the following eight issues as the most significant short-term challenges for Goal 2, City Investment in Today and Future: 1. Aging appearance and visual appeal of city parks and medians 2. Future of solid waste disposal and recycling 3. Sidewalks and accommodating outside dining and expansion 4. Aging city facilities and infrastructure with deferred maintenance 5. Improper tree pruning by homeowners, trees in the swales and hurricane pruning 6. Inadequate funding for city infrastructure and facilities maintenance, enhancements and

replacement 7. Lack of indoor sports facilities 8. Re-purposing the use of parks and amenities to respond to community trends and needs Policy Actions 2020 for Goal 2 were reviewed and ranked as most important: 1. Parks Masterplan: adoption, implementation and funding 2. Public Safety/Public Works Complex (4150): design funding and direction 3. Park Enhancements and Upgrades: projects, priorities and funding 4. Street Lights: assessment, direction and funding 5. Bike Path/Sidewalks Maintenance: direction and funding 6. Senior Center Expansion: report, direction and funding 7. City-owned property Master Plan: development and direction The Commission determined the following eight issues as the most significant short-term challenges for Goal 3, Premier Community in South Florida: 1. “Tired” and dated appearance of Coral Springs 2. Irresponsible homeowners, landlords and tenants who do not maintain or upgrade their

properties


3. Working in partnership with Broward County Schools to upgrade schools and enhance educational programs

4. Conflicts between travel sports and recreational sports 5. Degree of proactive code enforcement by the City 6. Continuing to enhance community events, festivals and celebrations 7. National trends toward violence and distrust in police environment—one incident from a

“headline” 8. Growing community diversity

Policy Actions 2020 for Goal 3 were reviewed and ranked as most important: 1. Sawgrass Nature Center: Direction and City Actions 2. Code Enforcement/Compliance: Comprehensive evaluation, report, direction and actions

[short-term] 3. Neighborhoods with Integrity Program: Development 4. Everglades Strategy: Report with opportunities and direction 5. Youth Programs/Engagement Strategy: goals, report, directions and City actions 6. Public Schools Partnership Strategy: key issues, direction and actions 7. Mental Health Strategy: problem/program analysis, report, direction and City actions The Commission determined the following seven issues as the most significant short-term challenges for Goal 4, Downtown Becoming Vibrant: 1. Attracting a grocery store/amenities and other businesses that support daily living in

Downtown 2. Determining public amenities for Downtown—parks, community gathering place(s),

amphitheater 3. Attracting appropriate businesses that are sustainable over time 4. Creating a pedestrian-friendly destination 5. Defining a unique Downtown—different than Fort Lauderdale 6. Managing community expectations—projects, timing, process, complexity, impacts 7. Future economic recession Policy Actions 2020 for Goal 4 were reviewed and ranked as most important: 1. Amphitheater Development: direction 2. Charter School Location: direction 3. Center for the Arts: vision and future direction 4. Place Creation—A sense of place: location, amenities and direction The Commission determined the following seven issues as the most significant short-term challenges for Goal 5, Growing Local Economy: 1. Aging storefronts leading to a “tired” perception 2. Redefining and re-purposing the Mall into a viable retail/entertainment center in partnership

with Simon Properties 3. Increased marketing of Corporate Park 4. Reputation as a “business unfriendly” City 5. Defining Coral Springs “niche” in economic development 6. Tapping the full potential of the Corporate Park 7. Attracting the “right” businesses to Coral Springs


Policy Actions 2020 for Goal 5 were reviewed and ranked as most important: 1. University Presence Strategy: development and actions 2. Corporate Park Business Development: direction 3. Comprehensive Economic Development Strategy: adoption and actions 4. Co-Work Space Development: direction and actions 5. “Cool” Entertainment Destination for Millennials: goals, direction and actions The facilitator would work with the Directors in the morning and the City Commission would meet again in the afternoon.

● Adjournment

The meeting adjourned at 4:45 PM. s/ Debra Thomas ____________________________ Debra Thomas, CMC City Clerk These minutes are a permanent public record of the City of Coral Springs maintained in the Office of the City Clerk.

Additional Material

COM-19-10-16 STRATEGIC PLANNING SESSION

FACILITATOR-DISTRIBUTED

SECTION 9 CORAL SPRINGS' PLAN 2020 - 2025 [UPDATED: 10/15/19]

SECTION 9

CORAL SPRINGS PLAN 2020 - 2025

[vPDATED: lo /15/1 '1]

Copyright © 2019: Lyle Sumek Associates, Inc. Project 191004

Coral Springs Goals 2025

RESPONSIBLE CITY GOVERNMENT - FINANCIALLY SOUND CITY PROVIDING EXCEPTIONAL SERVICES

CITY INVESTMENT IN TODAY AND FUTURE - UPGRADED CITY INFRASTRUCTURE, FACILITIES AND PARKS

DOWNTOWN BECOMING VIBRANT - CREATING A SENSE OF PLACE AND A DESTINATION

GROWING LOCAL ECONOMY - INCREASED BUSINESS INVESTMENT AND JOBS

PREMIER COMMUNITY IN SOUTH FLORIDA - THE PLACE FOR FAMILIES TO LIVE IN GREAT NEIGHBORHOODS

Copyright © 2019: Lyle Sumek Associates, Inc. Project 191004 2

I.

•

I.

2.

3.

4.

5.

Coral Springs Goals 2025 Worksheet

Responsible City Government - Financially Sound City Providing Exceptional Services

City Investment In Today And Future - Upgraded City Infrastructure, Facilities And Parks

Downtown Becoming Vibrant - Creating A Sense Of Place And A Destination

Growing Local Economy - Increased Business Investment And Jobs

Premier Community In South Florida - The Place For Families To Live In Great Neighborhoods

IMPORTANCE* Personal Team

* The Mayor and City Commission ranked the five goals from "most important" = 1 to "lesser importance" = 5. The number in this column represents the total score for each goal .


) . )

)

)

GOALl

.... Objectives

I Objective 1

I Objective 2

I Objective 3

I Objective 4

I Objective 5

I Objective 6

I Objective 7

I Objective 8

I Objective 9

I Objective 10

RESPONSIBLE CITY GOVERNMENT -FINANCIALLY SOUND CITY PROVIDING EXCEPTIONAL SERVICES

I Maintain a high customer satisfaction level with our residents as measured through the Community Survey

I Have adequate resources to support the services and service levels as defined in the Annual Budget

I Have fully restored the City's financial reserves consistent with the City policies and national standards

I Have residents better understanding City plans, policies, services, programs and finances through proactive communications strategy

I Provide a timely City response to misinformation and "false fact"

I Hire, develop and retain a top quality City workforce

I

I

I

I .


• PRIORITY

•

• 4

• /

GOALl RESPONSIBLE CITY GOVERNMENT -FINANCIALLY SOUND CITY PROVIDING EXCEPTIONAL SERVICES

.... Challenges and Opportunities

9. Implementing the ERP

10. J:'"?pt&G-+6 of pof.e~'141 eUJn~L ~G~#IDV>

11. ~rM•lt\a~ PrD_J~a'" pr.or-, h~ ti.nd fvnd•DJ 1 c=vol /NJ ~c..bln1$M

12. Helping residents and businesses to understand Coral Springs City Government

13. Preparing the City workforce for future process advancement

14. National and state anti-government and anti-tax environment

15. Political will to increase taxes and fees O! · +i->e Jvl·vrc.

16 . Difficulty in finding qualified candidates for specific positions


PRIORITY

7

) I '

I


.,.. Challenges and Opportunities

17. Increasing demands for Community Paramedic Program

18. Lack of office and storage space to facilitate citywide growth

19. Succession planning to replace aging City workforce

20. Increasing collaboration among City employees resulting in empowerment and innovation

21. Limited City organization capacity for expanded City services or project demands

22. RedvC1~ +be 406b ~f C...fyse~v,~eo&dav~

23. FVod•?Jkr &~ tcd,o"~Y up!]ead65

24.0ec1101n~ 6ta-1e_a ~ve6

Copyright © 2019 : Lyle Sumek Associates, Inc. Project 191004

• PRIORITY

•

• 8

,.,

' .•

•


... Value to the Residents I. Customer focused City services and delivery

2. Service value for taxes and fees

3. Opportunities to become involved in governance process - policy development, participation on City boards, committees, service delivery volunteer, etc.

4. Timely City response to a call for service - emergency and non-emergency

5. City employees respecting you and valuing you as a City stakeholder and customer

6.

7.

8.

9.

10 .


PRIORITY

5

)

- ) -~

GOAL I RESPONSIBLE CITY GOVERNMENT -FINANCIALLY SOUND CITY PROVIDING EXCEPTIONAL SERVICES

... Challenges and Opportunities

I. State of Florida restrictions and mandates : Home Rule,

Homestead Exemption, City Revenue Sources, Public Records

Exemption

2. Keep'"-' e~eno·-hr~6 .frr,M Oot-pu:.a~ ~ves

3. Misinformation and "false facts" about the Coral Springs City Government

4. Increasing costs of service delivery ~ lCl.bOr.., fcoc::l?l\oC09y1

.-,:....:;.:_.. w

5. Limited City revenue options

6. Funding for pensions and other benefits long term

7. Increasing expectations and demands for City services

8. Coral Springs reputation as being "business unfriendly" in our requirements, services and process

Copyright © 2019 : Lyle Sumek Associates, Inc. Project 191004

• PRIORITY

~ ••

• 6

_ (

-----t-t-------------------------1----·'

....l

q

( ')


""" Actions 2020 I. 6~rrt~ a.ncl enho.nced G~ ~. 1-tOJ ~ ~SI!! z

2018

2 .C1tyVolvn~R-o_jraed: Enha.nce~-0-tr"'1ft \.-N/t:, · ,2018 **' 3. ER P': ~, ~-ftt'ld 1Wl pl ~~hibc>n "" ...... !W/t:,., ~DIB

4. f+opeMr V..se ~e 1o~ As.sctdmeo-t-

~t"

.2018

s. l1iy los i"o-M-c:t" s~rv•~ : Avdrt-1 1?.::po rl-1 O•~tro"1 and e,~ Acnct>4

f'4/ I:.

6. L.o~l Pt'Ocuronenf &:d~ ~ Revte:W a.~ O•t"b:lroV1

~~ 7. H04net4J $ecn4rt0 tU\d PltU)IOr econo.VHC R-e~-e-4&51

M/~ 8· t"'1'r\A~I R~6C:C'~ ~ho/ ~ R~v•t::UJ AndD•~~

M/t..


• PRIORITY

m""' r

~f •

~

&.'\

• IV

I~ GOALl

1iJio. Actions 2020

RESPONSIBLE CITY GOVERNMENT -FINANCIALLY SOUND CITY PROVIDING EXCEPTIONAL SERVICES

9. H, I I ~ ly Sta.ff.°3 Aan : t> 1 ~..," tz't>d (::£od•rJj

f" ft4I (..

PRIORITY

lo. ~eo:LI lobby~"t-: Bepo-r+ tA..t•fi> Opftvn~ ro •~~f7o• l and FVnd1~

.$ ~/~

11. lMtcs he. Mca.na.9 t!tYJet>Y ~ D 1 tb="7o~

w~ 12· e'n1~~nc7 Ae-f-ron P'4V>$ w1+., mc:u~r Bvs1n - -

- .J

M/.r -13. ~M1ru1n1ly l)v~ch E'nhancem~nt.s

N/L

14. ComMvo1fy EYlj":jern~t-5~y 1Jtt>d ~~ A-.::.-t-r ttti Pt a .,

~~ 1s.C..iy~~1ot) Aann1~~fh:J,Qwt E'nha.nccm~'l-ts-~

R~v•G(A.)~ -R~or-•tJJ'1ffi"pt701)~1 D•n::~hcw. $' M/c

16. e. ty Xr.~btp ~jf"2rn1 eypeir>s1,,n: /) J A::Gt1o It . llnd l=Vnd .,~

..s IVJ/~

JI Copyright © 20 19: Lyle Sumek Associates, Inc. Project 191 004

' ) . )

) -)


llll- Actions 2020

17. ()e.pa~f- 0U.610~6S ~l?cJ -'.S'tni~'IG Qian=

M/c_

18. L•~ Reisblvbt>n s~

WVC:,. 19· F&.cdr19e ~rd: P1reob()n

Sor Aj>pt IUL-h 0'1

a.nd Pf'<!P'l~hoYJ

NI/< .. 20. ~ M1ll49e Ra,Ec: R~...t CA>-ci-t) (}pht>u

and Dtre~dv>

fV1/c:. ~ 21. ~'#y Fiu:,J,-h~6 &m(m!!--he~1VG~f'1~ P14"1-.

~en+; D1n::e:f701'\ and h.>~d107 ,~ tt>,

$ /vf/L ~22 . .rr; l!yb-er- 5c~r-1iy Plan cand Ad10t)d-s

ii D• rec-tTo .-1 '1>f w

M/£. 23.~ve tcmm~t~OttSt~J6'P4t1.SJDIJ:

t'>l~Ot), ~ ly Act?~ - Ml~

OTIA-

24. Serve ce &6+-/~~ Redvd7v~ A4l'l : A.s°6ed6tnc::.,T, fft!:()~-f, DI ird7e>41

M/<:.


• PRIORITY

•

.

• IZ..

-'

· Busi

Jq=======-========±==


.,.. Management in Progress 2020

1. Lon-'lc:rm FinAn~.J Pf4n: Annv.e.-4 up~

z.01 ~

2. Fina.ne1a.I Pot1ct~d~ Ant)'41 R-evtt::w AV-d Lpcdl&k

k116 3. St't'Q)-eo~ &t:. Pla.W> : ttp~-t-:

11t""' ~l..

2DI ~

4. tAfel l ~.s 5-trol-ej y i3c.p4n:;,or> : Men fa-I ~ti)

Ml('

5. ~"1pk::.'° &v.,,+ t.t!Ul$V.$ 20'U> -A"q>4t"4-ttDl'\

Mlf'

6. ~ec"$b1p OG~M~ ram~ l>evdDf'rll-eti t

ttUf

7. R>h~ Rc~rl'f't)ef>+ o.ntA Markdt"!J tna.4e~

MM' 8. Fev>$/Ot)AdMaru$1"r4'7b'1 ~o:- lf>A6) •

..IMpl ementa.t?M r-

Int(>

Copyright© 2019: Lyle Sumek Associates, Inc. Project 191004

t?4+c.

°'J!Jo1"'1

is

( )

. ) - ) _,,

)


IJll. Management in Progress 2020

9. tit DrooeTcaM: 8<1>4nt>1t9t1

~up

1 o. ti ty DI qi faA lff 6HtnG An::h, vG : Oo I 1 ~

Mlf'

11. ~c::ney t>pec-~o-rJ6 Pl4n : upola..:k.-

{tt'"' 12· Bv1ld1~ D,sp~cs/Plat>s6amJr>'tX"t U..re

Mita

13. &dt!! 6Jftt~:rra.,,,~

1VJ I I' 14. tlea..rt l'~bs ~ram: :Iropl erneo-faf?on

Ml tJ 15. R~~eet~ Dvt.llL ~"1r A-vH>~nht::4.hOl1

m111 16. N>obalc=: lbm mand V'-eha~I~: Cpe<-af70114-/

m1p


•• J:qfc..

•

'Uf

•

IVHP

e .s

s s

,7

l ~

'~

-~

-1r-e..

, ,

o Id

I

I 20

I

T

emerrt-

.'

~ GOALl RESPONSIBLE CITY GOVERNMENT -FINANCIALLY SOUND CITY PROVIDING EXCEPTIONAL SERVICES .

..,. Major Projects 2020

1. Onsa+e AeetJrtJ l!e-()fvi': 0vtkt1t~ lla1bVA.-l)o~

h'lf' 2.

I

3.

4.

5.

6.

7.

8 .

• Copyright © 2019: Lyle Sumek Associates, Inc. Project 191004

OA'itE

Z3

I ) )

I )

. -~)

GOAL I RESPONSIBLE CITY GOVERNMENT -FINANCIALLY SOUND CITY PROVIDING EXCEPTIONAL SERVICES

..,. On the Horizon 2021 - 2025

1. ~•iy Wo,.kfoo:.~ D•v-eos1.J1cah"~ A4n

dT1+ 2. Fin:: Oepo..<-tm~t-Aa.~ittMl ~ lbtviplc:+t"v.t

~

3. ~MVth~ A..rt.t.rnedtL-~jral\1 .,.S<p4.-n61tm

071t t-

4. ee,'1tt-a,($foQ:: f>1v~1~f'\·. Qe\out,bor)

HV}. 5.

6.

7.

8.


•

•

•

•

GOAL2

~ Objectives

I Objective 1

I Objective 2

I Objective 3

I Objective 4

I Objective 5

I Objective 6

I Objective 7

I Objective 8

I Objective 9

CITY INVESTMENT IN TODAY AND FUTURE -UPGRADED CITY INFRASTRUCTURE, FACILITIES AND PARKS

PRIORITY

I Maintained and enhanced medians

I Well-maintained and refreshed parks

I. Maintained and enhanced streets consistent with City policies 4Dd /-uod•r>j le~

I Maintained and enhanced sidewalks

I Maintained and enhanced park amenities, equipment and venues

I Develop new park facilities and amenities, including splash pads, pickleball courts, etc.

I De~•ope;~--f-tve ~,ty f.tber •~fr~ it:

I

I

I Objective 10 I


- - ___ _ ___ _ __ _j

' )

})

)

)

GOAL2 CITY INVESTMENT IN TODAY AND FUTURE -UPGRADED CITY INFRASTRUCTURE, FACILITIES AND PARKS

.,_ Objectives PRIORITY

I Objective 11 I

I Objective 12 I

I Objective 13 I

I Objective 14 I

I Objective 15 I

I Objective 16 I

I Objective 17 I

I Objective 18 I

I Objective 19 I

I Objective 20 I


•

•

•


~ Value to the Residents PRIORITY

I. Pride in the appearance of parks, medians and entrances

2. Predictable travel times that are acceptable

3. Quality street with a "smooth ride" -

4. Quality drinking water

5. Effective collection of wastewater - "flushing without fear"

6. Reliable and easy collection and disposal of solid waste

7.

8.

9.

IO.


) )


... Challenges and Opportunities PRIORITY

I . A'·~ appearance and visual appeal of City parks and medians

2. Defining City responsibilities and property owner responsibilities

3. Future of solid waste disposal and recycling

4. Sidewalks and the accommodating outside dining, including the responsibility of cleaning

5. Sidewalks at intersections being non-ADA compliant

6. Aging City facilities and infrastructure with deferred maintenance

7. Trees and tree canopy

8. Hazards and liability in public rights-of-way caused by tree roots

9. Improper pruning by homeowners, swale trees blocking street lights and pre-season hurricane pruning

10. Inadequate funding for City infrastructure and facilities maintenance, enhancement and replacement


•

•

•

•


.... Challenges and Opportunities PRIORITY

11. Future water supply in South Florida

12. Changing water consumption patterns of residents

13 . Traffic congestion and limited additional road capacity in the City and South Florida

14. Coral Springs designed as an "auto-dependent" community

15. Increasing costs of construction in an extremely competitive South Florida marketplace

16. Increasing concerns regarding security at City buildings, facilities and infrastructure

17. Business understanding of F.R.O.G. and their responsibilities

18. Changing trends in mobility - new vehicles, new technology, etc.

19. Reduced service levels from Broward County and FDOT - pavement marking

20. Imp4d-of..st:Ale-~n~e on dr\\.11?4,e~ys~

]f Copyright © 2019: Lyle Sumek Associates, Inc . Project 191004

I ). I I


..,. Actions 2020 PRIORITY

I. Pa.rk Maa"-h:\'la~Vpg~ «.\'• t-~~

:101e

2. s~-t- Rc:6Vrfa&a~ / R.t.~t- n'lcl.n4J em-ent-

/WV(. JltJI~

3. Tree= &nqoy Po(1GJ'

N/~ -2018

,IE-t- 4. Pa.-k:s M'll$-ler Pla.n : Adot>h oV\ M.pm+

M/t..

""' e 5.Tr-•fftt.. t'4lrtt1•t>j ~9vam: Review; D1!f'l:dtoo ~

1=9vnd•l1j NJ/c...

:kJ18

6.S~rn>~ Mona.3emettt f.roJl"aM

We, ,.2018

~. PvbhGS~/AAohG ~~V!S (415DYmpr.) RoAnt:.14( Plan, O.reet1°"1 mrtttt

.-$ ~G .,./.I>/~

8. H"n=Sn.hol)~b+ /kp/4cemerrt-

N¥tttt

,,21>14


•

•

•

GOAL2 CITY INVESTMENT IN TODAY AND FUTUREUPGRADED CITY INFRASTRUCTURE, FACILITIES AND PARKS

'

.,.. Actions 2020 PRIORITY

9. Sa.,UXJra66 /IO~~ Plar> :Pc:fv~y

-Z.11e 10. 61kc: La.necS ~ D•~Dr'\

4 w~ 11. Stdewa,lk A,hcy ancl ~fa.tr'l 6'p4..-,61on'

Repot-t-W.ib Ofif-to()S1 Da<b:t1ot)J Fvnd•l?_j s M/l'.

12. Solar Apphabe>vi f"tJ C-1 ~ Bv1ld1n5..s tttld fiU.,I,·+ "Z3'":

R~r:t wt#) 4>-k-"11'.., D l~Or') 4nd IG/t}dl!!j M/4 ...

13 .Tralfat: lhog~fr"n: A--ofol~ Anll.ly~•~, Rq:>Of"'I Wi ~ ~ncl·~~ a.~ Re:omttrendahc>t>:5 D 1t""\:~el-7df1 R ~ ,

4 t>nd1~ 1\-1/ ~ 14. ~4.rk. Ehha.ncemenba.nd l-1>9~= ~~

i:T.. ""' ~ p • rt!-e.-17" ~ i=Vt>d1 t!J ~ /()/( ...

·1s. flty la~$da.p'n~ :· Evalv4/-11>11 IJ-epdt'f-wr/+a OptTor>.1, 0 ·~a,.,,,, r-vnel•~

4 M/c_

16. Shcet-J..."~t\fs: ~c:-~mc:rrf~ P1an.1 D1~tM1 -i="vr><.l•n? ~ hJ/ c:.

Copyright © 20 19: Lyle Sumek Associates, Inc.

I ) . )



11. Tree R!>ttcy 4V>d P.-'09ram l3nh-ancema\-isi ~e.ssm~ ~~~...t ru1TI, Fi nd1~.:S and

' Rec::owun~11r>~..., D• n=ehot> 1 1=9vv>d 1n~ M/t: -

18. H~ 6~t7ond: ~6tep.s

tJ ~~ 19. Lt Hie ~ue Bu1ldt~.IJ\1pN:'VCM-et1-t3''

<J D•rt~horl.1 f:'Vr>d.1~

NJI: 20. Rti~k PcnLI:2S ~ R qoo~, O•rre-t-rth).,, ~~J~

., w~

21. Ape 6nlt>j ~ !Vey;t-6fops

/)?/<::..,

22. S • K.e.A:..:~ Ma1nf-cn4n~ r Rcpo""i; D1rr'-'7Df?,,,

'$ 1-=VVld• r.~ .

M/<:::,

23 . W~t-l!h~for Ak-19~loor-hoocl Stlxm~k-c-~er\ts

~/~

24. _fr~-.In R e&o ~ D 1 Y"cc,h c vi

M/~


•

•

•

)


.,.. Management in Progress 2020 l'>te~

1.i::i~ ~cine. (../ERP.)

rt11p 2.

3.

4.

5.

6.

7.

8.

34 Copyright © 2019: Lyle Sumek Associates, Inc. Project 191004

•

•

•


.,. Major Projects 2020 Dcl.t-e-I. Ar nftt:"a.( Tvr+ Reik~ ..(i)~U a.I-to V) ( 4-")

~19

2. L• ft- Sta-tt0tt ]:ivlprovem-ent freJ't!!'d3 l S::>

ll>p

3 . :r:~r ~~~

l'YIP

4· ()A I e.:s r-0a.d tU:t 1-c:v- Ma. c V\ Rc:Joud-i~n le,ro~~~

1>1P 5. ~rk s~r\6 ~:rn6tal1et,'7c.>'1

en+ 6

· P1o...y~re>vnd Efvipmrn-t- Reph.crm~ r t:n7+-

1. l=iQ:-Sta,ir4«> 64: &-~~OV\

/Zi('c: .. s. De-MM~ f=iet& t..EO t.1~hti"'

P~'p_

3.5 Copyright © 2019: Lyle Sumek Associates, Inc. Project 191004

. p, G-k. b,1 I fv..vrb t4)

f).

t--

19'_

) (). Ar> 14

r- . 0 • • .

Pw

Pal

p

Pw .

I ')

) ' )

)


..,. On the Horizon 2021- 2025

1. Aq va..ti £. ~c·, 1 ,·ni::r : ~ i::ss ~~ t-; f.J epo.c··:f-and Da n::ci-tdtl

an.J. 2. t3~.-d 6>v..~ T~LEti~mre.-11~ ~~'"'I r MotA~'70t1s-, <afhLS1qoq,,I S'"yt>ehnm17aAT011

dO+. 3. ~fc.11a ns~c5-taht>r> .IM pf"O veo1Q)'b i D1ft<lri

~ hind·~

.$ 071.L .

4· Pu foh4! J:b,V"'k.•~ R>11cy ~ Revae(JJ, D•n=~cVJ ltnelvcl•~ thV'~~ M-e.k~

077 --s. &mpret>-e~ve& ~ Bvik:i1~/fiu-,J,he~ tlJneJ, f-tc ~m~+-ar>d Vp.Joad~ Pia">

rvi

$ drJ..L

6. We6~ S,dc exp4n~10'1 .for FA11Gc::"Tra1n1~ -r<-q Offtu:: And k'-er>t>el.s, R1+Jc r-iru·'j~4n9~ .s s 0~ f'C:~.ftOVI

6Trt

7. Ma6+cr Parku~ toht:.r and Ran: 9cv1ew,, O• f1:'et7dY)

~n+-8.

Copyright © 20 19: Lyle Sumek Associates, Inc. Project 191004

•

•

I ~

· .~

GOAL3

... Objectives

I Objective 1

I Objective 2

I Objective 3

I Objective 4

I Objective 5

I Objective 6

I Objective 7

I Objective 8

I Objective 9

DOWNTOWN BECOMING VIBRANT- CREATING A SENSE OF PLACE AND A DESTINATION

PRIORITY

I More entertainment venues in Downtown serving all family generations

I Have a Downtown "amphitheater"/f>lQ.z,A.-

I Have a ''unique" draw that is distinctive from other regional downtowns

I N\41ntt&1\i) a· ;s4ft!! Dl>&UY\\olo\M . .

I Attract businesses that serve the daily needs of Downtown residents

I Have a beautiful, clean and safe Downtown with public art - attractive and inviting visual appeal

I -14a.vc ~~1MM P'!>~: ~rn-e<'a....,.,~ a.net \l\llafc .:s;.~rc:.

I ft'ovtdd' Q. M tlG of-hocJSI V>_j op+r &t>$: ec~ +l:wf>ho~# tXPA~n.5

I 1'~ ~Otrl•~ tt. p-ed~h'14n fur:v1eUy ~vd7 C'1~r

I Objective 10 I

Copyright © 2019: Lyle Sumek Associates, Inc. Project t 91004

J

_)

GOAL3 DOWNTOWN BECOMING VIBRANT - CREATING A SENSE OF PLACE AND A DESTINATION

Ill- Objectives PRIORITY

I Objective 11 I

I Objective 12 I

I Objective 13 I '

I Objective 14 I

I Objective 15 I

I Objective 16 I

I Objective 17 I

I Objective 18 I

I Objective 19 I

I Objective 20 I

40 Copyright © 201 9: Lyle Sumek Associates, Inc. Project 19 1004

•

•

•


.... Value to the Residents PRIORITY

l. Pride in Coral Springs Downtown

2. Opportunities to have convenient living in an urban setting

3. Easy access and convenient parking

4. Variety of eating and entertainment options

I

5. More reasons for residents to go to Downtown

6. Opportunities for specialty retail businesses

7.

8.

9.

10.


n i )

)

)

.. J

GOAL3 DOWNTOWN BECOMING VIBRANT- CREATING A SENSE OF PLACE AND A DESTINATION

... Challenges and Opportunities '1 PRIORITY

l. Attracting a grocery sto~~~the~usinesses that support daily urban living

2. Determining public amenities for Downtown - parks, amphitheater, sidewalks, etc.

3. Attracting appropriate businesses that are sustainable over time - avoid open and then close

4. Creating a pedestrian-friendly destination

5. Defining "Coral Springs Downtown"

6. Defining a unique Downtown - different than Fort Lauderdale and others

7. ·"Major developers c:Lc::hvenr>J qv"'11ly pn:uJ,v~/ f><°l'J~3'

8. Differing expectations about Downtown among current and future residents

9. Negotiating public-private partnerships and development agreements, including the City contribution/incentives for development and maintenance

10. Changing land uses and development regulations


•

•

•

- GOAL3 IJ DOWNTOWN BECOMING VIBRANT- CREATING A SENSE OF PLACE AND A DESTINATION

... Challenges and Opportunities PRIORITY

11. Potential attraction of homeless population

12. Noise in Downtown for residents

13 . Transform suburbia to an ~rban ~estination

14. Easy access for residents

15 . Keeping up with technology, including Downtown WiFi

16. S~•f!! AoA ~pli""t ·

17. M'D.~ a&mrov..,ify ..ec.p~e.f2..+-,un.s: hrnu>t/, pro ~ tc>ntp~~, tMptu.:ts

18.

19.

20.


I )



1. V1 ll~~uate i)eve'\opMel\+ ~ M/~

..11J1f,

2. A~ptuthedo- J)evdcp men+- . J .:/Ill~

3. eoro..l Spr10,s O'lvna~ipaA l!oMpLoc R~Jevdcp~rrt M,., t" fVVL u1f3

4. Rlbllx. H'-op-ec-iy IJe~l~mB\T

_21J/8 ~ s. &>~6.fooe Skvelopm~nt- f~ et:+

M/~

6. ADA &,Mph4n~ R4n-: D•n:::c::trvn~ ProJ~d"s,. Fl.Jodi~

<!/ Mqm+-

1. Downb.<J'? 2tJn1'!11'h~e2~ Rcview4h£1 D•rrcl-Tevt

">tld-f-C1T1t

s. ~Sehoo-l ~°" .. D•~cm

fVl/G

44 Copyright © 2019 : Lyle Sume k Associates, Inc. Project 19 1004

•

•

. tJ


.., Actions 2020 PRIORITY

9.Down~ V.SVQ.-1 :IM~onbs Pltin: Aepot-T, D•~M')~ ~eas

~ f'IJ/~

10. ~~Fa.ea.el~ rMpfl)VeM~t.sr ~"Cf>"t-1

4> W'*1 £'pttt>M,., Q\ o:c.tion / ~ '°!J

fvJ/ c. 11. Un~ /or +he Arts ~ \h-1un -al')O( 1=9trfv~

0•~1700

/r)/~ 12.

13.

14.

15.

16 .


)· )

GOAL3

.,. Actions 2020

17.

18.

19.

20.

21.

22.

23.

24.

DOWNTOWN BECOMING VIBRANT- CREATING A SENSE OF PLACE AND A DESTINATION

PRIORITY


•

•

., GOAL3 DOWNTOWN BECOMING VIBRANT - CREATING A SENSE OF PLACE AND A DESTINATION

..,. Management in Progress 2020 02~

1.0owotowt') Go:>c~ SlDn:=:~b'c>VJ

-"<7'f rr

2. Doa.vn+own t>Jayflncl•r)J S•'ln~., L19 h +tot and LctocJse.4p107 .

€b 3 . .D,no~ Do~I) E~l-- t ~()4 Y\~L't\

en

·• 4.

5.

6.

7.

8 .

•• 41 Copyright © 2019: Lyle Sumek Associates, Inc. Project 191004

)

)


..,. Major Projects 2020 p4-f.e,.

I.

2.

3.

4.

5.

6.

7.

8.


•

•

••


..,. On the Horizon 2021 - 2025

I .1>oWrli'll>w~ Ae61"a.vtan+ ~Cf n / l>-e vcJvp~ f-Si-"4~e'tly: Goa.l~ D•~tm, i=voe1n~

$ M/G 2. l3'\~rl"1l,nlY)1~~· .. ,-r Oe~tTn4t7/)(4 ~ IYhJ Jenn14~ ..

Oehn>trO~, ~l-qy1 D1~d"rU'1

M/£.. 3. enh:.rt-Cl.>Om-ont- venve. At1,~trvn Sf-ni~y

(l;oaJ :S.I CI fy Jk-f'T ~l'\:S'

M/G 4. M"J~ '"'-fel£$~ ,~:~, t1f>n ocnd C>r:veJ"pM~ ~~~ 1)1rc-~c>o

f>l/t::;

5. O()(A)~n M G.4S-fer Pian tu pd~

Nr-c 6.

7.

8 .


GOAL4

.... Objectives

I Objective 1

I Objective 2

I Objective 3

I Objective 4

I Objective 5

I Objective 6

I Objective 7

I Objective 8

I Objective 9

I Objective 10

GROWING LOCAL ECONOMY - INCREASED BUSINESS INVESTMENT AND JOBS

PRIORITY

I Have an effective economic development organization with a performance record of producing results

I Have a full and successful Corporate Business Park

I Develop relations with current small businesses and assist in their growth

I Increase opportunities for expanded sports tourism

I Have a successful Mall with a combination of retail and entertainment businesses/Cl:- pvrpt>~d tr'>c:iU a.~i..

I Increase the number of quality job opportunities for residents

I Develop a climate and programs that support start-up businesses - innovators and entrepreneurs - and assist in their growth

I Have a reputation and reality as a "business friendly" City in our regulations, services and processes

I Have state-of-the-art information technology infrastructure available for businesses

11)::::.vdap 41) eff et:11 ve (><'of VC!LM f.tw.

rc0!n•Z•t1j lc~t l>~·o~-'~

SD Copyright © 2019: Lyle Sumek Associates, Inc. Project l 91004

•

•

•

GOAL4 GROWING LOCAL ECONOMY - INCREASED BUSINESS INVESTMENT AND JOBS

lill- Objectives PRIORITY

I Objective 11 I ~~ fue EU>rlt>mC£.0ev-elqo~t" S~i~PIA~

I Objective 12 I

I Objective 13 I

I Objective 14 I

I Objective 15 I

I Objective 16 I

I Objective 17 I

I Objective 18 I

I Objective 19 I

I Objective 20 I


) GOAL4 GROWING LOCAL ECONOMY - INCREASED BUSINESS INVESTMENT AND JOBS

.... Value to the Residents PRIORITY

I. Businesses investing in Coral Springs, resulting in an expanded commercial tax base

2. More job opportunities for residents - short commute time and more time for your family

3. Community pride with major business presence

4. Businesses contributing to the betterment of the Coral Springs community through participation and financial giving

5. City investing economic growth

6. Opportunities and support to start and grow your business in Coral Springs

7.

8.

9.

l 0.


•

•

•

•


~ Challenges and Opportunities PRIORITY

I. Aging store fronts leading to a "tired" perception

2. Funding for economic development activities and programs

3. Redefining and re-purposing the Mall into a viable retail/entertainment center, in partnership with Simon Properties

4. Land use and development regulations

5. Increased marketing of Corporate Park

6. City' s lack of understanding of and investment in economic development

7. Producing measurable results and performance accountability - new businesses and new jobs

8. Reputation as "business unfriendly" City

9. Defining the City's role in economic development

10. Defining Coral Springs "niche" in economic development


, ), J


.,_ Challenges and Opportunities PRIORITY

l l. Tapping the full potential of the Corporate Park

12. Attracting the "right" businesses for Coral Springs

13. Competition from other South Florida communities

14. Ava114b h fy~f T°"'~'""'"" lt>~a,/ WC~k..forec::

1 s. Ec5Qbll6hu~9 a. vn1v~..s1~ p rt::.s"t!YJec i\'\ &t"a,l .5pnng~

16. Anhqv~ "Z'Ot>1~ And ood~s

17. L.Ack ~ ~Va.tlahl~ la.V>d and hc .. 11 ld1~

18. Lcu..k- ol-n=cv-rra r>j 1 oi t=d 1 LJ:t;~ rot I~ vc=:~ :f-Ut>tJ '~ lo-r e~.-,om; G dt:::vt:JophJ ~~

] 9. .rhc:.("C'ec&, r> J ~ t- o .J-- w n .:strvc.tt.tlh oltJWt'> olevelc.9pW> ent-

slow•nr

20.


•

•

•

.~ GOAL4 GROWING LOCAL ECONOMY - INCREASED BUSINESS INVESTMENT AND JOBS

._ Actions 2020 PRIORITY

1. Ma.1 l Rev• ta.l1zahon/Rev:s«!! /\1fK1t'

M/£ .:l()t8

2. ~Dode Pan< Draint1:9~An ]})~~ gterd-e - - ..J ,..,,..,

"'0/ i 3. Ur\1v en:s ,.~ A+h-a.c:t119"1 ~y

tv)/~

~IJ/8 4. &~'"'rlle Park Busan~ D::veJt>pMe-rrt-

-le11B 5. 8USH)e6:s V161"fa .. bM Jn,"'ral\1 '3~ l?~o ... +-

~ ~t w~

..2111 fj -11:'1f 6. &Mp~Vl~,v~ ECLJn"m'c f)evr!:lopme(ll ~t ~ tW~

..Zt>l 6' 1. ecoo1>m1'c.. Oovc::.lopmen+6nor-t-T"Ol'M P/ci.n

NV-'c. s. MW BE Pro,ratr> '- Ot ro::..+tv~

/Yl/G


1 l I I


.,.. Actions 2020 PRIORITY

9. do-w"~k. cSpttce l>-ev-el~M ~ R ep"~tw;H> "pftu06,. I> a ~tl

"1/G 10. 8v.s•n~~ .D>cu b~r P('"Vf\l':itn'l ~ Oovd~pm0>r

a\')d e,~ ~trOtlS' dl1+ (f)/e

11. Uew av~H')e66 Awa.~~6 aneA H'tlmof7u11 ~ Dr~'*r"n t.H)~ l!,~ ~0'1.S

~~

12. 'fOhaY"tt\4(,, SV$tO~.S 4t+rah:9yStnt.~y, D 10:-d-To.?1 kttott.S

fY¥ld ,,_

on, 13. 8v:s• n ~~ Slfrcf>r-enevt\'S str~y 4'1~

A-etfot1 ll'lat) ~ D1r-r=dts'1 ...... _l

. -"~·-. f!V£. cmr

14. 11 te,o I '• En-4-crt-41 V) meo-t- ~h V)4f7<1 lit /!a r M, llerua.ls ~ d.o~~, 5tni.4qy1 Dlrt:!t:huo,, ~£.. ~tr&ns ant

15. Ec.ooaM .. t:.. O~ve/Dptnc=n-+ 1Ylat"l£e-t-S~y / Aci-ron Piao : lJYl p lem eota+7co M9trtt

Mfttt~ 16 · 'Reiai(S~y: Develt:)pm~nr

h>vlttl-


•

•

•


..,_ Actions 2020 PRIORITY

17· '?ebrzud Coral Spr--1ng.s c 01~

Hi"tYl Ref-enbo~

m~~ 18. L>rl'lAn PA~k Re6~nzh Oevc:::J~pma-rl=

PArcel 2

IYJ~ ~.

'"''" 19 . )_o~\ Dn~+.ve R'l>9vaWl ~ DtY"C"~~.,

f.:\Joda~ c$ ~t-

20.

2 1.

22.

23.

24.


I )

I.-_)


Iii- Management in Progress 2020 n-~ !.

I.~pOC'Q,~~rk 4>va.tfcriy M~~ a.~ A~

m1P 2. ma.nc:e410fH> .s1teSel~

())1111

3. Bv$1·oe$..$ Aca&em)' (w.~ Aea1ot>4A l!harv>b~

et 4. 6vt>•n-e6~Bccetlen~ ~~

Pn 5. Sav.or ~e 5p r-1 ng s Rt:r:S~wan+- Week_

€},

6. JY'\erc.hants O•re-d-o7'~ t.e~~_)

eb 7. 6'vtde f-o 001~9' 0v~,..,~ 1n t.1~' Up~

~ 8· E 0 D OJe~, k: Up9~-c

€0


• I

•

•

' ) -J


..,. On the Horizon 2021 - 2025 TIME

I. M4JOC" \..ksf e I ~ •L'l tJ.n::J C>evef"f>Ml:!t\-Tt Iba.Id,~ D• f"r!'etTtttj

1 A-eJ1q.-, J

.-n+ 2.

3.

4.

5.

6.

7.

8.


•

•

•

GOALS

.... Objectives

I Objective 1

I Objective 2

I Objective 3

I Objective 4

I Objective 5

I Objective 6

I Objective 7

I Objective 8

I Objective 9

PREMIER COMMUNITY IN SOUTH FLORIDA -THE PLACE FOR FAMILIES TO LIVE IN GREAT NEIGHBORHOODS

PRIORITY

I Maintain a safe community with low crime rate anc.l emehJ~f?::SpOffSe

I Maintain and enhance Coral Springs ' reputation as the "Premier Place for Families"

I Maintain a high percentage of homeownership

I Have a beautiful community: our City entrances, corridors, and neighborhoods

I Have "A" rated schools in Coral Springs

I

I

I

I

I Objective 10 I


GOALS PREMIER COMMUNITY IN SOUTH FLORIDA -THE PLACE FOR FAMILIES TO LIVE IN GREAT NEIGHBORHOODS

.,_ Objectives PRIORITY

I Objective 11 I

I Objective 12 I

I Objective 13 I

I Objective 14 I

I Objective 15 I

I Objective 16 I

I Objective 17 I

I Objective 18 I

I Objective 19 I

I Objective 20 I


•

•

•


... Value to the Residents PRIORITY

1. Protection of property values

2. More reason to continuing living in or to move to Coral Springs

3. Top quality education

4. Feeling safe and secure any place in Coral Springs

5. Family oriented activities and programs

6. All cultures and generations welcome

7.

8.

9.

I 0 .


I

' . -)


.... Challenges and Opportunities PRIORITY

1. "Tired" and dated appearance of Coral Springs

2. Irresponsible homeowners, landlords and tenants who do not maintain or upgrade the properties

3. Working with Broward County Schools to upgrade school and improve/enhance educational programs

4. too.-ffa&s be~~ve\ spoc-fs o..nc.l ~ona.-< ~cc-ts

5. Degree of proactive code enforcement by the City

6. Unattractive entrances and major corridors

7. Becoming a more pedestrian/bicycle friendly community

8. Increasing traffic congestion with limited opportunities for road expansion

9. Dangerous narcotics and narcotic related deaths

I 0. Neighborhood transitioning to rental housing


•

•

•

'.~

•


.,.. Challenges and Opportunities PRIORITY

11. Differing standards among residents related to housing appearance, landscaping and uses

12. Tapping the full potential of the park system and park venues

13 . Working with the residents and businesses to create a safe community

14. E)Cpa.Y\daWlj ~ public art +l\roUf "**~ £4 ~

15. Conflicts between recreation sports and travel sport ("Professional" amateur youth sports)

16. Understanding the human services needs and current programs, and defining/funding the City's role

17. Increasing number of short term rental housing

18 . &nhr\tn~ ~. enh~nc.t community events, festivals and celebrations

19. Differing generational expectations and needs

20. National trends toward violence and anti-police environment - one incident from a "headline"


1 )

\ ) ' )

)

.. J


..,.. Challenges and Opportunities PRIORITY

21. Incidents of fighting and "loud" arguments taking place in parks and public facilities

22· &\Aoo~-the -de61re.s (!)l-~c bv61n"C'd'~ owner'5 ,~ n::d1eir!!tlf.sl e)< pe~f-zt,ff""'..$

23 .

24.

25 .

26.

27.

28 .

29.

30.

Copyright © 201 9: Lyle Sumek Associates, Inc. Project 19 1004

•

•

•

,.


..,. Actions 2020 PRIORITY * 1 -ena~Seboo( ReJ OCJtVOfl

fO/c ..2018

2. &mmun1~8~ts/ferliv4ls Blharl'lCdUcnt-

NJ/<: ;?c1e

3. Albhc Ari- A,t1cyand Ab._9~am Blhan cetnet)t-

w~

~'" 4. Sawg"4.S.S N'aftm=Ce~...-

"41~ .Zo18

s. ti ~owned ~P~"!Y ·,DlVc::rlh>-Y ar>d D1~'7Drt

We. ;t41fJ

6· S 1qn On::l•t'\4nec:::~ l?ev1aV atlcl Revld1a..,

to/" ~l-0

7. l-J.1tSfor1e¢f f.Ot1c:y

,.21>/I s. &d~Enfurc:.em~/&mpleancc: &mp~~ve

~hon~ 8.b.IVA;tt«M, Repor+w.+-t) Rnd•n~.s a.nd Q~mrn ~ Ot n:-etr0r>,_ 6ho"t-ret-t\1 Actr D'1$

M/ t;_,


' ) )



9. Mvl+l -flt•~llly Reoml ~V611>j : ~cporl" W•#\ Hnd1~~ G\nCJ R~mM~oda..-ii<>t>~) i> J~e-boo / · k.hons

YYJ/,.

lo. Worlcfo <'c.e 1-J.o.~,.~ ( A:l+r>r-"4bf ~ : ~ n>e h>-epot"t-w1 fi-1 H'>d•r>jS andOpi-101>$..., Ot~tJY\

~

rvl//

l t.lt>Mmun1~ ~v ddu>j ~~y (Seosc: of &">n>v ,,~ ·. R~ot't- IA>•+h Opl-ruo~, D•f\c-~+t"., anc-A e,~ At.trot s

fVI/<._

12. J?entu IJovh1~ A~l6 trakto~ and ro:sp~cn 1l>t'09~rt> ~ R-ev1cw.., O>rt:-d7otJ.., kt-ron~

'h/1Gy/

rd/(~ 13 · >Jeaql') borhGDcls W•~ Dl+OQr1 ~ A--o9~M ~

O~n1'7en, Dan=d7or.>.., Puncl1!!J c$ 1\1/c.

14. E"v-ersila.d~.s ~7 ·. f.?-ep~ w1Hl Opftorts O•~ciTOI),, a,~ kl-r~ ;

M/G

15 . 6>Mmvnf~ Solar Sf-n:t~y: r:r>e~t-r t.U1#) ~"°"~ l>u·-=·etioo.., l?1~ A-e.fTCM.S

A1/(

t6. c,.~ ~~b App~ Aa-roo Plan: Al>bt-el)'J~y6(> f?q»'* w..k, tp~t)~ 01~d?ot'l.., P'u~do~ ,

~ M/c,


•

•

~ GOALS PREMIER COMMUNITY IN SOUTH FLORIDA -THE PLACE FOR FAMILIES TO LIVE IN GREAT NEIGHBORHOODS


17. ~or Reg101>~l ~rc/or&n···:il,/:Spr1D~s: i?epot-t-w1t"1 Ophtm6-> PArl-ners {)1~1-Too

~ ~ '/

IJ1 ly R o•c::. trJ/ l.

18. ~he-LS6 &Jmpefi hD() /)eve/up 111enn O• "="d7t>,,,, l!1 ~ AdtDYJ..S

M/<=.

19. ~ Spor-+& Riot,~ and ~va-ms: 6caJs Repo,..t- w1U, optrurl:1~ D1rct::.f?Dr)

1 H,,nd,"t

$ ~. ~ ~e>t'l.S /Wt' 20. TPf= ~~CV)

fO/~ 21.cS 6A-- ~ts

N/c.

22. hJoMeless: (.h,bJ-ernA-nta.lytSJ:S ~~"°"'~ Rnct > ~ a.nd. Q.>hDP6...., D 1 n:-d-?Wl ';,/

M/c.

23 . eomMvna.ly A>l1t: .. 1~ Gp4Y):SJ0r>: Jf>i=po~ wn+. Ophtk>"...., D• rc-cl-fovJ...., Ft>l1d•r"!J..,, k-f-rvns

" /)'1/e,.

24. tr11nt: A-ev01+t~ .. /z~ro 10(~(21.0~! ~ o~t-w~ Opf-tU11>~ 01 ~~f7or)1 ~ .. h-vn...s

• NV~,


-'' •

-·


.,.. Management in Progress 2020 P~k:.

1. ~oJo41'"S• ~Piao~ &Jstro

M/P 2. tbMMVl>I ~lnVbhlemerrr .Dla 1-ti.t-ft~ ! ~O:qJ:

Spoor

Mt~

3. ~086 Ac.+rvn Pla.V)

M l.P 4. Drone Pc>' IC y I Prr>9 roem: edvc.ttti-rotl}

Mt J.1

s. W<A.l I<. Thru Perm1 th~ Prot:ed6

OS 6. M~dtc.Q,\ N\aru VAn<. &nc:t1 l-tl'~I v~e :.Dnplemi:.i,ta174 t10

OS' 7. Co.. Mo·, ra Repor+: R>l It> w ~

Ds s. EdvC4+too Guld~:ior Reastd~~ 4r>d '9V6tn~.s -5

I> 5


.

) ,,

A GOALS ;-J

PREMIER COMMUNITY IN SOUTH FLORIDA -THE PLACE FOR FAMILIES TO LIVE IN GREAT NEIGHBORHOODS

IJli- Major Projects 2020 Ott~ l.

2.

3.

4.

5.

6.

7.

8.

·~ · 75


I }

)

l _)


..,. On the Horizon 2021- 2025

1. D ldoc- i-k>Me6 Upq~a&e/ /YltXfe('(l1za"70~ ~i'aM: D•<t:-e-l-t<h1

OTI"-2. lf'"ee.Ord•oa.o~ c ReVcc::uJ/ Aev•~l<'VJ

dT7+ 3

· Shortlef"Nl '1>eofatl Re,gula+rtHXS ~ D1n=ctT"n

dTl-1-4

· Neaq "1 lotH-hcod $t'lt16 A-ep ku.ern·errh D lltzbv Fund•~

g.

ari+ 5· filrr>rwn1} &.m-e~ :. O·~~uo

~ f:=V'1d1~

un-1-6.

7.

8.


•

•


FACILITATOR-DISTRIBUTED

SECTION 7 CORAL SPRINGS' VISION 2035 [UPDATED: 10/15/19]

Strateg 0 2020 - 2025 - 2035/Mayor and City Commission/Coral Springs, Flo .• _._

Coral Springs Vision 2035 [ ReVtsecJ I0/1 s /I CU

CORAL SPRINGS 2035 is the PREMIER COMMUNITY FOR FAMILIES IN SOUTH FLORIDA <A>,

which is BEAUTIFUL CB) and SAFE <C).

CORAL SPRINGS 2035 has a VIBRANT DOWNTOWN - COMMUNITY DESTINATION(D), GREAT NEIGHBORHOODS CE),

and GROWING LOCAL ECONOMY CF).

In CORAL SPRINGS 2035, residents enjoy an

ABUNDANCE OF LEISURE FACILITIES AND PROGRAMS <G>, and EASY, CONVENIENT TRA VEL(H).

Copyright © 20 19: Lyle Sumek Associates, Inc. Initial Draft Project 191004 4

-- - ·- ~

Strateg· 'Il 2020 - 2025 - 2035/Mayor and City Commission/Coral Springs, Flo·

Coral Springs Vision 2035

PRINCIPLE A

PREMIER COMMUNITY FOR FAMILIES IN SOUTH FLORIDA

~ Means 1. Strong community events, celebrations and festivals that

bring the community together 2. Strong sense of community pride

3. Residents actively involved and contributing to better Coral Springs community

4· ro~ ~»149eat Wt~~~ 6}'4f»\IY) ../t,t!. &M~&~

5. Top quality schools and educational programs both public and private ...,,.,_., a. ~ e1fy-SOb~.s par~.p

6. Cena.\ s..,~.•~$ I If\ l:t:-" H:, &~I «d-c>

7. All residents feeling VQIVc:..$

s-. Sent>r ti--7enol ?' ttJ MMVIU y t\'. P'4t:e$ lot- Jdm,~~nf c'i a)t>Mcm+-

/IJ. A~ul<lll"/11.no~I ~v~t,lfovrnc.lt) etsf:s lot- t.ltartiaa,Jc: pvrpo.$1e~

Copyrigh 19: Lyle Sumek Associates, Inc.

PRINCIPLE B

BEAUTIFUL

~ Means 1. Attractive gatew~ on m~r corridors 2. Well-maintai!e~ar~tihedJtms and public space 3. Well-maintainec}ff~!Rrtfiandscaping - private and public

4. Attractive, distinctive entrance.into neighborhood

5. Atbt1~a.,-+- .lf>~bo<Jf- 4+>c: ~rmvn1 ~ 6. Distinctive street ~Jff)$

7 Well-designed/enhanced building~ "acilities47)d IJpdll#d e Attractive commercial and retail centers/buildinglra'¢~•.S.

"landscaping and infrastructure

Project 191004 5

Strateg 020 - 2025 - 2035/Mayor and City Commission/Coral Springs, Flo • ._

PRINCIPLE C

SAFE

..,. Means

1. Timely and appropriate response to an emergency call for

service &>rc:e4 U Child~ 2. Peopl:Teeling saff and secure in their homes ~ · in the

community and a.t :sehoo<.s 3. AED~~· n ~ .. ~ arJd 6~ V'-BllU~leS

4. Safe drinking water

5. Low crime rate: Part 1 and Part 2 6. Reputation as a community that does not tolerate criminal

activity

7. Police presence in schools - SRO

8. LA.b~ sdldy p~rar\15~ a. U 9. /Pohanc.-el WMMVNP-' f)o/tt;..lr>J

/I> Safe and secure public buildings, community spaces and parks

Copyright © 2019: Lyle Sumek Associates, Inc. Initial Draft

PRINCIPLED

VIBRANT DOWNTOWN - COMMUNITY DESTINATION

..,. Means

1. Mid-rise building heights (8 - 10 stories) with residential , restaurants, entertainment and specialty/necessity retail.

2. Sense of place - "You know when you are in Downtown" with appropriate signage1 public art, U'f)lfvc:! hfh~

3. Mixed use developments incorporating living and commercial businesses

4. Pedestrian-friend~Downtown are~ 1oc.lwl1~ /our ~ft)eic""~ (!o VI .

5. Vanetfo;f entertainmen reslftirant venues m DowntOWI]. ..., hV'C . en"'- n ,. r .

6. Place or commumty evenfsDan~festtvals for residents and the region

7. ft~Hpd1~•»j Cl'CnV"&!".S . .

8. tJD~~ Y9'Q.*>~~ pl~ fat-- pe11p1~ J.acom-e. '11')(;1 +. n t\A.r>j "c.ft"

9. t_u/~ eorne<W•~ h-IUS-eVl\'\At>d,av-l:s C~--·

Project 191004 6

Strateg ·n 2020 - 2025 - 2035/Mayor and City Commission/Coral Springs, Flo

PRINCIPLE E

GREAT NEIGHBORHOODS

..,. Means

1. Well-maintained neighborhood infrastructure: streets, sidewalks, ~ntrances , etc.

2. Easy access to top quality parks with well-maintained venues and equipment

3. Homeowners investing the maintenance and upgrade of their homes

4. Lighting for neighborhoods

5. Code compliance with effective,ent6rcement

6. Neighbors knowing and helping neighborhood

7. Strong homeownership

8. Effective homeowner/neighborhood associations working 1 Y) ~p with the City

19: Lyle Sumek Associates, Inc. Initial

PRINCIPLE F

GROWING LOCAL ECONOMY WITH SUCCESSFUL BUSINESS INVESTMENTS

..,. Means

1. Full , thriving and successful Corporate Business Park

2. Mall replaced with a mixed-use, active center, including entertainment, restaurants, retail businesses, hotel( s ), "amphitheater" maior event yenu~; re_sidents

:J:p.nOV4k~a~ 'ht'lh &et\h!i!v1ny . . 3. _,~/economic development organization

4. Expanded sports tourism with top quality facilities attracting major regional and national tournaments

S. Major hotel(s) with small conference center and meeting rooms or amenities

~. University Center or p~r>ce 1ta fbc... doC\1 rbvn I~

7 . Attracting national/international businesses to locate in Coral Spring

Project 191004 7

Strateg· . 020 - 2025 - 2035/Mayor and City Commission/Coral Springs, Flo·

PRINCIPLE G

ABUNDANCE OF LEISURE FACILITIES AND PROGRAMS

..,.. Means

1. Top quality turf sports fields for local use and tournaments

2. Amphitheater for community use, and major concerts and performances

3. Variety of themed parks and park venues - dog park(s), splash pad(s), pickleball courts, etc.

+ Variety ofrecreational facilities responsive to leisure trends/opportunities and community needs

5. Major destination for indoor/outdoor sports - local, regional and national tournament and competition

•• Opportunities for adventure - recreational activities and programs tapping the Everglades

-7. Center of Arts in Downtown

~. Senior center facility/community center and a wide variety

of programming ~ft')el\ ~ Cf. Community calendar with~vents, programs and festivals,

and accessible through an "app"

• -----PRINCIPLE H

EASY, CONVENIENT TRAVEL

..,.. Means

1.

2.

3.

4.

5.

6.

7.

8.

Safe pedestrian crossings on major corridor highways and streets - less "frogger" experiences

Less traffic congestion through an Intelligent Traffic Management System which promote efficient, timely traffic

flow ~~ Well-maintained/enhance4/streets and highways

Well-designed, well-maintained/enhanced sidewalks and trails

Pedestrian-friendly in specific areas

Bicycle friendly community with bike lanes and trails

Well-designed, state-of-the-art technology infrastructure connected to the world available for homes and businesses

Greater use of alternative mobility modes by residents

Copyright © 2019: Lyle Sumek Associates, lnc. Initial Draft Project 191004 8

Strateg ·n 2020 - 2025 - 2035/Mayor and City Commission/Coral Springs, Flo

CORAL SPRINGS CITY GOVERNMENT OUR MISSION

Copyright~l9 : Lyle Sumek Associates, Inc. Initial Project 191004 9


FACI LIT A TOR-DISTRIBUTED

TOP "1 O" PRIORITIES FOR 2020 EXECUTIVE PERSPECTIVE

• Top "10" Priorities for 2020

EXECUTIVE PERSPECTIVE

i.~a.rter- Sche>o l

2. Corner-61-ooe Oeve/opmelt

3. V1llQ9e Sqvan= Devolopmerir

• 4. ER P Pf'oJ ect-~ ,

•

s. 4t SD' &mplt:)t'

6. ~mpreheosivc dly Secur-aty&lhdnr-emen

1. Who A~ We - V,6100 aocl Braod

s. Pa"'k.6 tYld6-kr Pia "1

9. E t!t;()e;rn'1c.. Dev elopm-en t-$tn:t~1 <:. Pia. 11

10. D1spakh 1-1 .. IT Tu:hci:stvvcf-vn=- and 6~curi~

-12 . H.;nd •n for -Pf1'2.J c=-G'3

Copyright © 20 19: Lyle Sumek Associates, Inc. Project 190902

I (j

CORAL SPRINGS p , RK I. D

I ~ l OIPA ~ IMlNI

Suicide Statistics:

09/16/2019

SUICIDE ATTEMPTS-2017 TO PRESENT

• Suicide is the gth leading cause of death in the state.

• According to the CDC, on average, one person dies by suicide every three hours in Florida.

• The America Foundation for Suicide Prevention reported: 47,173 Americans died by suicide,

in 2017.

$ Suicide cost Florida a total of $2,841,739,000 combined lifetime medical and work loss cost in 2010, or

an average of $1,018,910 per suicide death.

Fort d rl I

H1g ea

In 2017, the Coral Springs - Parkland Fire

Department responded to 40 calls where the NOC

at scene listed was Suicide Attempt.

By the end of 2018, calls of this nature increased

COR.AL SPR.INGS IAR I. 0

Fl l OIPARIMlt;I

09/16/2019

Fatalities - According to the Broward County Office of

Medical Examiner and Trauma Services, in 2018, the City

of Coral Springs had 13 suicides and the City of Parkland

had 1 suicide. In 2019, the City of Coral Springs had 6

suicides and the City of Parkland had 1 suicide.

Please note: 2017 ond 2018 doto extracted from Documed, 2019 from ESO.

city of coral springs, florida city commission strategic

Documents