HomeMy WebLinkAboutCity of Coconut Creek - Public Financial ReportPAFR
Popular Annual Financial Report
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2021
CITY FINANCIALS
13
PROPERTY TAXES
14
ALL GOVERNMENTAL FUNDS
REVENUES & EXPENDITURES
16
GENERAL FUND
REVENUES & EXPENDITURES
18
FINANCIAL POSITION
NET POSITION, INVESTMENTS,
CAPITAL ASSETS & DEBT
20
WATER AND WASTEWATER SERVICES
21
INFORMATION
& DEMOGRAPHICS
INTRODUCTION
1
CITY MANAGER’S MESSAGE
2
CITY COMMISSION
3
GOVERNMENT STRUCTURE
CITY OVERVIEW
4
CITY AWARDS
5
VISION 2030
6
COMMUNITY RELATIONS
7
COMMUNITY PROGRAMS
8
PARKS & RECREATION
9
POLICE
10
ECONOMIC DEVELOPMENT
12
CAPITAL IMPROVEMENTS
The Popular Annual Financial Report (PAFR) is intended to increase knowledge throughout the community of Coconut Creek’s financial condition through the use of a readily accessible and easily understandable report. The financial information presented in the PAFR is derived from the City’s Comprehensive Annual Financial Report (Annual Report), but is presented here in summarized form. The Annual Report outlines the City’s financial position and operating activities for fiscal year 2021 in great detail. The Annual Report includes financial statements that are prepared in conformance with accounting principles generally accepted in the United States (GAAP) and is audited by Keefe McCullough & Co., LLP. The financial information in this report focuses mainly on the City’s governmental activities and is presented using the current financial resources measurement focus and the modified accrual basis of accounting. Governmental activities are those primarily supported by tax dollars for services such as culture and recreation, public safety, and physical environment. Beginning with an introduction of the City, this report is presented in two sections. The City Overview section provides an overview of the City and its government form, structure, and services. The City Financials section provides a brief analysis of the City’s various revenue streams and how they are spent as well as economic information about the City. This report is unaudited and not presented in GAAP format.
Contents
About the PAFR
1
Dear Coconut Creek Family,
I am pleased to present the 15th Popular Annual Financial Report (PAFR) for the City’s fiscal year ended September 30, 2021. This report contains valuable summarized financial information and showcases various City programs and projects. Through more user-friendly financial reporting, the PAFR exemplifies Coconut Creek’s commitment to you to maintain transparent communication and preserve public confidence in our governing body, the City Commission.
The COVID-19 pandemic continues to take its toll worldwide, and Coconut Creek is no exception. Through it all, Coconut Creek responded quickly and adjusted priorities and operations to ensure the safety, health and wellness of our residents, businesses, employees and visitors. The City secured approximately $12.9 million in grant funding to help mitigate the effects of the pandemic on the community, including providing food distributions; rental and utility assistance; and small business grants. As we navigate the COVID-19 recovery period and look towards the future, we continue to monitor the effects of this prolonged pandemic on our constituents and are ready to respond to the needs of the community.
Despite the challenges of the pandemic, the City is excited to have adopted the City’s Vision 2030 Strategic Plan (Vision 2030), which is a living document that will serve as the roadmap for Coconut Creek over the next eight years. Vision 2030 was developed in collaboration with the community and provides high-level direction to the leadership team and staff through an updated Vision Statement, Mission Statement, Core Values, and Key Areas of Focus. Vision 2030 will serve as the foundation for identifying the top priorities for the City and developing the annual budget. More information on Vision 2030 can be found on page 5 of this PAFR.
In addition to Vision 2030, highlighted below are some of the major events that took place in fiscal year 2021 that have positively impacted our financial position and/or quality of life:
• On September 26, 2021, the City celebrated the start of its very own Coconut Creek Fire Rescue Department and the grand opening of Fire Station #113. These major undertakings were needed for the transfer of fire protection and emergency medical services from Margate to Coconut Creek. This transition allows the City to be more proactive in managing fire rescue services and provides flexibility to tailor and enhance service levels specific to the needs of Coconut Creek residents and businesses. The City is also working towards transferring E-911 dispatch communication services from Broward County to Coral Springs to enhance service levels, with a planned go-live date of October 3, 2022.
• The Coconut Creek Police Department (CCPD) completed its first re-accreditation process in August with full compliance and zero corrective issues. In addition, the CCPD continues to expand the list of participating entities for the Alert Safety System, which allows our first responders with immediate access to surveillance systems whenever a panic button is activated. In addition, the City has installed over 200 security cameras city-wide that are actively being monitored by the Real Time Crime Center. These initiatives support the City’s continued commitment to the safety of our residents, businesses, and visitors.
• The City remains proactive in providing superior park amenities and recreational programs for our residents and in 2019 the City adopted its Park and Recreation Master Plan; a 10-year vision and implementation plan for parks, recreation, open space, and trails in the City. Approved projects that support this Plan includes the pickle ball field at the Community Center and improvements to Lakewood, Coco Point, Donaldson, and Sunshine Parks. These projects are expected to be completed in the next two years. For more information on these projects, please refer to the City’s 2022 Budget and Five Year Capital Improvement Plan located at www.coconutcreek.net/Budget.
• Coconut Creek prides itself on providing a unique sense of place and community and is committed to attracting new businesses to the City in order to create a suitable mix of residential and commercial properties; expand the tax base; and create jobs in the City. Despite the delay in major developments during 2021, the development of Coconut Creek’s MainStreet area continues to be a top priority, with the focus being on a vibrant mix of housing, retail, and civic space.
Coconut Creek remains a safe, well-planned, well-maintained, and financially secure City that continues to take intentional, proactive, and strategic steps to maintain our financial position while increasing transparency, innovation, and operational efficiencies city-wide. Although this year has posed some obstacles with the COVID-19 pandemic, there is much to be proud of! As you read the PAFR, you will see the City continues to invest in many different community programs and capital improvement projects that enhance the quality of life for our residents and businesses now and into the future.
The financial information presented here was obtained from the City’s fiscal year 2021 audited financial statements included in the Comprehensive Annual Financial Report, which provides complete financial disclosure. It is available at www.coconutcreek.net/AnnualReport. On behalf of the City Commission and staff, thank you for taking the time to read our Popular Annual Financial Report. We welcome your comments, and I encourage you to provide feedback by contacting me at 954-973-6720 or kbrooks@coconutcreek.net. Sincerely,
City of Coconut Creek
Karen M. Brooks CITY MANAGER
VISION
An innovative, inclusive and progressive community with a small-town personal touch.
2
39
t
h
A
v
e
Ly
o
n
s
R
d
Copans Rd.
Wiles Rd.
Sawgrass Expwy.
Sample Rd.
Coconut Creek Pkwy.
Atlantic Blvd.
Hillsboro Blvd.
Coconut Creek operates under a Commission-City Manager
form of government. This structure combines the strong political leadership of elected officials, in the form of City Commissioners, with the strong managerial experience of an appointed City Manager.
Each Commissioner is elected “at large” for a four-year term. Annually, in March of each year, a Mayor and Vice Mayor are selected by the five Commissioners to serve in those capacities for a one-year term.
The Commission represents all of the citizens of Coconut Creek and has responsibility for setting municipal policies not designated by state legislation, such as adopting ordinances and resolutions, voting on appropriations, approving the budget, and setting tax and fee rates. The Mayor presides at meetings of the Commission and is recognized as head of the City Government for all official functions. The Vice Mayor serves as acting Mayor in the absence of the Mayor.
City Commission
City Commission meetings are held on the 2nd and 4th Thursday of each
month at 7:00pm at City Hall, located at 4800 West Copans Road.
COCONUTCREEK
VICE MAYORMAYOR
COMMISSIONERCOMMISSIONERCOMMISSIONER
DADE
BROWARD
PALMBEACH
3
Government Structure
954-973-6760 954-973-6797
Director954-973-6722 Interim City Clerk954-973-6774954-973-6720
Mission Statement
To provide exceptional, responsive, and sustainable services for the Coconut Creek community.
Director954-973-6730
Director954-956-1471
Chief of Police954-973-6700
Director954-973-6715
Fire Chief954-973-6706
954-973-6760
Chief Information Officer954-973-6795 Director954-545-6670 Director954-973-6786
Director954-973-6780
CITIZENS OF COCONUT CREEK
COMMISSION
2021
Awarded by the Florida Green Building Coalition for outstanding environmental stewardship
Sustainable Community
Recertification in Recognition of Outstanding Efforts to Foster Environmental Awareness and Good Stewardship by Audubon International
Certified Wildlife Community through the National Wildlife Federation
4
City Awards Ranked #29 among Florida’s 50 Safest Cities by SafeWise
PAFR Award for Outstanding Achievement
in Popular Annual Financial Reporting
The Government Finance Officers Association of the United States and Canada (GFOA) has given an Award for Outstanding Achievement in Popular Annual Financial Reporting (PAFR Award) to the City of Coconut Creek for its Popular Annual Financial Report (PAFR) for the fiscal year ended September 30, 2020. The PAFR Award is a prestigious national award recognizing conformance with the highest standards for preparation of state and local government popular reports. In order to receive the PAFR Award, a government unit must publish a report whose contents conform to program standards of creativity, presentation, understandability, and reader appeal.
The PAFR Award is valid for a period of one year. The City’s 2021 fiscal year PAFR continues to comply with the requirements and is being submitted to the GFOA for review and consideration.
Popular Annual Financial Report
PAFR
Government Finance Officers Association
Award for Outstanding Achievement in Popular Annual Financial Reporting
Presented to
City of Coconut Creek
Florida
For its Annual Financial Report for the Fiscal Year Ended September 30, 2020
Executive Director/CEO
Awarded for outstanding culture of health and well-being for Coconut Creek City employees
Re-accreditation of the Police Department for professional excellence from the Commission for Florida Law Enforcement Accreditation, Inc. (CFA)
Gold Level Award for Workplace Health Achievement from the American Heart Association
Awarded by the Arbor Day Foundation for the 33rd consecutive year
Coconut Creek continues to be a Playful City, and strives to provide safe, updated, and exciting play areas with a wide variety of park amenities for our residents.
Coconut Creek is Proud to be Playful
5
Vision 2030
Vision 2030 is the City’s 10-year Strategic Plan built on the foundation of over 20 years of deliberate and thoughtful strategic planning, with an extensive community engagement process that included a 10-year vision for our community. The Strategic Plan provides high-level direction to our leadership team and staff through an updated Vision, Mission, and Values, which will drive the City’s five Key Areas of Focus and strategic goals. It provides a common set of priorities to ensure we continue to meet the evolving needs of our community.
VISION
An innovative, inclusive, and
progressive community with a
small-town personal touch.
MISSION
To provide exceptional, responsive,
and sustainable services for the
Coconut Creek community.
VALUES
Service Excellence | Innovation
Continuous Improvement
Ethics and Integrity | Fiscal Accountability
5 Key Areas of Focus
Adaptable and Progressive Mobility The City will plan for multimodal mobility options that are safe, accessible, dependable, technologically advanced, and well maintained.
High Performance GovernmentThe City will be fiscally responsible, responsive, innovative, and strategic, with experienced, professional staff who are customer service focused. Communication will be transparent and tailored to meet the needs of the diverse community.
Safety and Quality of Life The City will continue to prioritize a high level of safety with proactive community policing and fire rescue services. The City will provide a wide range of diverse and inclusive recreational and cultural programming to community members. The City will continue to support the safety, health, and well-being of residents, business owners, and visitors.
Smart Growth
The City will embrace growth while maintaining its small-town welcoming feeling and atmosphere.
The MainStreet project will include shopping, dining, and cultural activities and will be a destination
location, serving as a central gathering place for the community. The City will support a vibrant and
healthy business economy with a mix of commercial businesses that are unique and diverse. The
housing mix will have options for multigenerational buyers and renters.
Sustainable EnvironmentThe City is a leader in sustainability and will address issues of environmental preservation and climate change in all areas of service. The City will protect open space and natural areas and will promote sustainable practices within the community. Programs, projects, and services will be developed with sustainability in mind.
CreekTALK Kids
During the pandemic, the City launched its CreekTALK Kids series as a way of encouraging kids to “keep having fun” in the midst of uncertain times. The series received three awards for creativity: Telly Award, Award of Excellence from 3CMA, and Best In-House Video Award from the Florida Municipal Communicators Association. You can view the CreekTALK
Kids playlist on our CreekTV YouTube channel.
John Hartzell, Multimedia Specialist, and Family
Youtube.com/CreekTV
954-973-6722
Fluffy Scavenger Hunt
Fluffy the Butterfly is the City’s adorable mascot. City staff hid decorative Fluffy butterflies throughout our parks and greenways. Participants who found Fluffy, took a selfie with Fluffy and posted the picture on the City’s Facebook page, received a Coconut Creek gift bag. The big prize was taking Fluffy home! Follow us on Facebook for more contests and fun activities.
Scavenger Hunt Participant
Facebook.com/CoconutCreekGov
954-973-6722
Uplifting Banners
During a tumultuous year, the City focused on our foundation as a community and splashed the streets with colorful uplifting banners. Each banner began with ‘Coconut Creek Is’ and displayed words such as Peace, Love, Compassion, Thoughtful, and Unity. Residents of Coconut Creek commented on how much they enjoyed the beautiful and positive messages throughout the community.
Uplifting Banners ‘Coconut Creek Is’
Coconutcreek.net/CommunityRelations
954-973-6722
Community Relations
STAY CONNECTED#mycoconutcreek
FOR ADDITIONAL INFORMATION
| Community Relations Director
954-973-6722 YLopez@coconutcreek.net
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7
1Annual Arbor Day Free Tree Giveaway
During this popular event, residents receive a free tree and plant, and are able to visit several education stations to receive information on proper tree pruning, tree care, wildlife habitats, and butterfly gardening. Due to the COVID-19 pandemic, the City offered residents a drive-through tree pick up option, and more than 400 trees were distributed during the 21st Annual Arbor Day celebration.
2 Citizen’s Academy
Citizen’s Academy is a free, nine-week interactive program that teaches residents how City government is run. Each class is taught by department staff and culminates with a mock commission meeting. Since the launch of the program in 2007, there have been 451 graduates including the 2021 graduating class. In 2021, the City added an extra lecture focused on unity in our community.
3 Police Explorers
The Police Explorer Program is designed to educate and involve youth interested in law enforcement. Students develop leadership skills and earn community service hours in this program. Applications are accepted throughout the year and are open to high school students ages 14-16 with a minimum 3.0 GPA.
4 Community Emergency Response Team (CERT)
The CERT team is composed of community-minded volunteers who are interested in assisting the City and their neighbors before, during, and after an emergency. To become a CERT member, residents must attend a City-funded, 5-week CERT Academy which is provided by Coconut Creek’s Fire Rescue Department. CERT members assist City leaders at events such as the annual Butterfly Festival and the 5K Butterfly Run.
5 CPR Class
The American Heart Association “Heart Saver CPR” class includes Infant, Child, and Adult CPR, and Defibrillator (AED) training. Classes are taught by the Coconut Creek Fire Rescue Department staff and are held at the Coconut Creek Recreation Complex. Classes are free for City residents.
Community Programs
Sign Up for Free CPR Classes
CoconutCreek.net/CPR
954-973-6706
Sign Up for Citizen’s Academy
CoconutCreek.net/Academy
954-973-6722
Volunteer for Arbor Day
CoconutCreek.net/ArborDay
954-973-6756
Enroll in the CERT Academy
CoconutCreek.net/CERT
954-973-6706
Become a Police Explorer
CoconutCreek.net/Explorers
954-973-6700
8
Coconut Creek Parks and Recreation offers Creek Sports Athletics which is a wide variety of sports leagues such as basketball, football, cheerleading, soccer, and volleyball. Instructional clinics are also offered for all ages and abilities. We encourage and promote healthy families and communities by placing a priority on involvement, learning sport skills, sportsmanship, and teamwork.
In July 2021, a new castle-themed playground was unveiled at Sabal Pines Park. The City put careful consideration into the design elements of the play area to allow kids to exercise their muscles as well as their creative minds. From castle towers to custom textured panels and even a partially submerged dragon, this themed playground encourages imaginative and active play.
The annual Arts Fest was hosted by the Coconut Creek Multicultural Circle and the City of Coconut Creek in September 2021. The theme was Brazil and featured over 25 local artists integrating the arts with a full day of cultural enrichment and entertainment for the whole family.
Butterfly Stage Showmobile Arts Fest
The City of Coconut Creek’s showmobile features custom graphics specifically designed to capture the vibrancy and beauty of our wonderful City and is prominently utilized at most City’s events. The showmobile offers performers a larger stage area for singing, dancing, and more dynamic live shows.
Parks & Recreation
Creek Sports Athletics
Sabal Pines Park Playground
9
Police
Protecting the Community
The Coconut Creek Police Department is committed to enhancing the quality of life for our citizens and business community. We strive to
reduce crime and promote a safe environment by enforcing the law while
respecting human dignity and constitutional rights. We have efficiently
increased police services by using our Real Time Crime Center technology,
which is used to monitor parks and meeting places and instantly alert
officers to any unlawful activity. In addition, we have enhanced the record-
sharing system to send reports electronically to the State Attorney Office.
NUMBER OF CERTIFIED OFFICERS
CURRENT PROGRAMS
•Vacation Watch
• Police Explorers
• Child Water Safety
• Trespass Partner Program
• Homeless Registry Program
• Crime Prevention Inspections
• Shred Event
• Medical Rx Disposal Event
• Active Shooter Training for Local Businesses
• Homeowners Association Meetings Attendance
• Critters in the Creek Animal Education Program
• Pedestrian/Bicycle Education and Safety Initiatives
• Annual Holiday Food and Toy Donation/Distribution
• Homeless Education Assistance Resource Team (H.E.A.R.T.)
• Drug Abuse Resistance Education (D.A.R.E.) in Elementary Schools
• Residential/Commercial Self-Defense for Women in our Community
• Special Needs Program (at risk database for the cognitively impaired)
UPCOMING PROGRAMS
• Hearing Impaired Placard Program
• Bike Registry Program
112
“Exceeding your expectations is our priority!”
Includes Chief
118
COMMUNITY PROGRAMS
PERFORMANCE MEASURES
SERVICE CALLS36,052
ARRESTS569 NON-EMERGENCY6:07 AVERAGERESPONSE TIMEIN MINUTES
EMERGENCY4:46 AVERAGERESPONSE TIMEIN MINUTES
6
(SROs)School Resource Officers
Chief of Police
COMMISSION
Located in the Winston Park Preserve area, this project included the construction of a half mile, multi-material trail connecting the Winston Park
Nature Center, which contains many active and
passive recreation opportunities, to the Hilton
Road Greenway Boardwalk. Residents can
experience the natural beauty of native cypress
trees and plants.
The City was awarded a $100,000 grant for
the project from the Florida Department of
Environmental Protection (FDEP). Residents
may access the trail from Hilton Road or the
Winston Park Nature Center. The trail is open
from dusk to dawn.
$321 KWinston Park Preserve Pathway
Located at 6630 North State Road 7, at Coral
Creek Shops Plaza, Wendy’s held its Grand
Opening in May 2021. Options for dining include a drive-thru window, and both indoor and covered outdoor dining. A sidewalk and prominent trellis feature with bench seating connect to the State Road 7 sidewalk for convenient access to mass transit. Several building techniques and practices that support the City’s sustainable efforts include a landscape wall to decrease building heat gain, reflective roof membrane, bike racks, and a recycling enclosure, which Wendy’s has agreed to maintain for the life of the building.
$750 KWendy’sCoral Creek Shops Plaza
GRANT AWARDED
10
Economic Development
COMPLETED IN
COMING SOON2021
The Mazda Automobile Dealership will be located at 3757 Coral Tree Circle. The Mazda development includes a two-story, 16,094 square foot sales showroom with offices and a three-story parking structure measuring 90,582 square feet that will be used for service, inventory, parts and equipment storage, and employee parking. A twelve- foot wide sidewalk along Sample Road and a bus shelter will further the City’s efforts in providing pedestrian connectivity. A solar charging bench, eight electric vehicle charging stations, roof-mounted solar panels for water heating, reflective High Albedo roofing, water bottle refill stations, a commitment to use Eco-Friendly cleaning products, and a Green Building Certification support the City’s on-going sustainable efforts. The project’s cost is $8.7 million and is anticipated to be completed by the end of 2022.
$8.7 MMazda Auto Dealership
The Marketplace at Hillsboro, located on the northeast corner of Hillsboro Boulevard and Lyons Road, is getting a makeover. New architecture, signage, color palette, landscaping, expansion of pedestrian area, walkways, and seating are some of the proposed amenities. Parking will be redesigned to provide pedestrian spaces along the front of the plaza and a pedestrian access will connect to the Hillsboro Boulevard greenway. The greenway includes a meandering ten- foot sidewalk, landscaping, pedestrian lighting, and signage in support of the City’s Hillsboro Boulevard Corridor Vision. Solar-reflective roof, four electric vehicle charging stations, and water bottle refill stations promote the City’s sustainable efforts. Phase I includes a coffee shop along Lyons Road and Phase II includes retail space for up to four new tenants along Hillsboro Boulevard. This project is considered a significant redevelopment opportunity for the Hillsboro Corridor Redevelopment Area and is consistent with the vision previously established in the City’s Redevelopment Grant with Broward County. The cost to complete Phase I & II is approximately $1.9 million. The two phases are anticipated to be completed by the end of 2022.
$1.9 MMarketplace at HillsboroPHASES I & IIGRANT AWARDED
11
COMING SOON 2022
12
Capital Improvements
954-357-6830 bcpa.net
The potable water storage and re-pump facility
located on Hilton Road was constructed in 1984
and was in need of rehabilitation. The new design
included three new buildings and a new generator
with a base fuel tank. The construction of a new
pump building, chemical injection pavilion, and a
storage building was completed in January 2021.
This upgrade enhances the City’s ability to ensure
compliance with the Department of Environmental
Protection requirements as well as, the American
National Standard of Physical Security Guidelines for
Water Utilities.
Built in 1973, the interior of the Rowe Center was outdated and in need of a complete renovation. This project included a reconfiguration of some walls to improve the function of the building for event rentals. Additionally, the building was renovated with new flooring, wall coverings, ceilings, cabinets, countertops, and appliances. These improvements increased the aesthetic beauty and functionality of the building, and it is now much more desirable and can accommodate a variety of events.
CoconutCreek.net/CityProjects
To learn more about Capital Improvement Projects visit
954-831-4000 revenue@broward.org
Due to the planned development of the MainStreet area coupled with the City’s growing population, a fire station is needed in the central section of the City. A temporary Fire Station #113 in the form of a modular building equipped with a fire engine and EMS rescue truck was completed in fiscal year 2021 with full operation effective September 26, 2021. This additional fire station improves response times in the central area of the City. Construction of a permanent Fire Station #113 is planned in future years as development of the MainStreet area continues.
Fire Station #113 Rowe Center Renovation
Hilton Road Potable Water Storage / Re-pump Facility Upgrade
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Property tax is the City’s
single largest source of revenue
in the Governmental FundsProperty Taxes1H
The Broward County Property Appraiser’s Office establishes the assessed and taxable values of real and personal property on the tax roll every year. This is accomplished by examining real estate market activity, inspecting properties, and applying all applicable exemptions. The taxable values are used to calculate and determine levy rates by the taxing districts such as Broward County, the School District, Coconut Creek, North Broward Hospital District, South Florida Water Management District, Cocomar Water Management District, Children’s Services
Council, and Florida Inland Navigation District.
4 M
The City of Coconut Creek provides a wide range of City services to its residents. The amount of property tax and fire assessment paid to the City by the owner of a single family home with an average assessed value of $276,150 is $167.85 per month. The checkbook shows how the monthly cost is distributed among City departments.
3 P
Each dollar of property tax revenue collected is distributed to various taxing entities. For fiscal year 2021, the City of Coconut Creek received $0.31 of each $1.00 collected from taxpayers in the City.
CITY SERVICES & MONTHLY COST CHECKBOOK
2 I
MID-AUGUST: The Broward County Property Appraiser (BCPA) mails “Notices of Proposed Taxes”
also called a “TRIM Notice” to all property owners. The BCPA can be contacted directly by phone or by visiting their website:
954-357-6830 bcpa.net
Coconut Creek $0.31 School District $0.32Broward County $0.27Other $0.10
Total $1.00
Monthly Cost Distribution
Property Tax Revenue Distribution
Important Dates from the County
How are Assessed and Taxable Values Determined?
EARLY NOVEMBER: The Broward County Tax Collector mails the tax bills to property owners. Tax bills are due by April 1st of the following year. A discount of up to four percent (4%) may be taken for early payment. The Broward County Tax Collector can be contacted directly by phone or e-mail:
954-831-4000 revenue@broward.org
City of Coconut Creek
One Hundred sixty-seven and 85/100
City Services
01/01/22
Jane Smith
167.85
Police
Fire
Public Works
Finance, Human Resources & Information Technology
Parks and Recreation
City Manager, City Clerk, City Attorney & City Commission
Urban Design & Development & Community Enhancement
Engineering Non-Departmental
TOTAL
$57.54
$47.61
$16.83
$15.48
$12.48
$9.91
$4.35$2.20
$1.45
$167.85
Jane Smith1234 Fluffy RoadCoconut Creek, FL 33063
Note: The property tax and fire assessment amount are calculated based on a single family home value of $276,150.
MONTHLY PROPERTY TAX AND FIRE ASSESSMENT COST TREND 2018-2022
20
1
8
$165.27
20
2
2
$167.85
20
2
1
$166.80
20
2
0
$166.02
20
1
9
$165.56
ACTUAL
14
All Governmental Funds
37.1%
Taxes collected from property owners based upon an assessed valuation, exemptions, and a tax rate that is used to fund governmental services. [$29.0]
29.7%
The combined resources of various departments for fees paid by the public, such as fire assessment and recreation fees. [$23.2]
15.1%
The combined resources received from other governments in the form of grants,entitlements, shared revenues, sales tax, and gas tax. [$11.8]
8.3%
Taxes on the purchases of various utility services, including electric, telecommunications,water, and gas. [$6.5]
5.8%
Fees charged by the City to companies enabling them to carry out specific commercial activities within City limits, such as electric and refuse. [$4.5]
2.0%
Fees collected for the issuance of licenses and permits by the City. [$1.5]
1.4%
Revenues from sources not classified elsewhere. [$1.1]
0.4%
Revenues derived from fines and penalties imposed for statutory offenses, and violations of lawful administrative rules and regulations. [$0.3]
0.1%
Income derived from capital gains, dividends, and other activities related to the investment of City funds. [$0.1]
0.1%
Fees paid by developers to help finance the capital costs of additional and expanded facilities needed to serve new development. [$0.1]
Amounts are in millions.
ACTUAL Revenues$78.1 M
Where the Money Comes From
15
are funds typically
used to account for tax supported governmental
activities.
47.5%
Expenditures associated with providing public safety services including police, fire, emergency medical services, building inspections, and code compliance. [$37.1]
17.5%
Expenditures that are incurred for administrative services including the City Commission, City Manager, City Attorney, Finance, Information Technology, Human Resources, City Clerk, Engineering, Risk Management, and Planning. [$13.7]
12.4%
Expenditures that result in the acquisition of, or addition of, capital assets, specifically fixed assets over $1,000 and intended to last more than one year, or physical assets of the City (streets, public buildings, and parks). [$9.7]
12.3%
Expenditures relating to the management of natural and man-made resources, programs, and services. [$9.6]
5.9%
Expenditures that are incurred to provide services through parks and recreation programs. [$4.6]
3.1%
Expenditures relating to the payment of principal and interest on borrowed money according to a predetermined payment schedule. [$2.4]
1.3%
Expenditures for COVID-19 pandemic related items and for costs not classified elsewhere. [$1.0]
Amounts are in millions.
ACTUAL Expenditures$78.1 MWhere the Money Goes
ACTUAL Revenues$69.8 M
Where the Money Comes From
General Fund Revenues IN THOUSANDS
5 Year Trend
16
General Fund
MAJOR VARIANCES
Property Taxes $ 28,957,718 $ 27,598,964
Franchise Fees 4,536,762 4,456,340
Utility Taxes 6,497,292 6,599,695
Licenses & Permits 1,539,569 1,571,206
Intergovernmental 8,807,344 5,637,786
Charges for Services 17,287,105 16,691,169
Fines & Forfeitures 181,087 209,973
Investment Income 110,514 869,284
Miscellaneous 1,094,076 870,638
Transfers In 824,600 706,131
Increased $1.4 million primarily due to new construction and an increase in property values.
Increased $3.2 million primarily due to CARES Act funding received from Broward County for COVID-19 pandemic expenditures and the half-cent sales tax.
Increased $0.6 million primarily due to an increase in the Fire Special Assessment.
Decreased $0.8 million primarily due to the ongoing changes in financial market conditions and the effects of the COVID-19 pandemic.FY 2019 FY 2020 FY 2021FY 2017 FY 2018
ACTUAL Expenditures$65.2 MWhere the Money Goes
General Fund Expenditures IN THOUSANDS
5 Year Trend
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The is the primary operating
fund of the City of Coconut Creek. It is used
to account for all financial resources except
those required to be accounted for in another
fund. These activities are funded principally by
property taxes and charges for services from
individuals and businesses.
General Government $ 13,714,816 $ 12,619,162
Public Safety 36,987,901 35,940,347
Physical Environment 7,089,483 6,767,871
Culture & Recreation 4,578,232 4,488,342
Nondepartmental 782,827 1,120,628
Capital Outlay 1,060,213 628,786
Transfers Out 1,000,000 2,800,000
MAJOR VARIANCES
FY 2019 FY 2020FY 2017 FY 2018 FY 2021
Increased $0.3 million primarily due to scheduled increases in contract prices and fuel expenditures.
Decreased $0.3 million primarily due to a decrease in emergency preparedness expenditures for the COVID-19 pandemic.
Increased $0.4 million primarily due to an increase in machinery and equipment, and computer equipment purchases associated with the creation of the Coconut Creek Fire Rescue Department.
Decreased $1.8 million due to funding availability for capital projects.
Increased $1.1 million primarily due to increases in personnel costs and insurance premiums.
Increased $1.0 million primarily due to increases in the contract for emergency medical and fire services with the City of Margate and one-time costs associated with the creation of the Coconut Creek Fire Rescue Department and transfer of services from the City of Margate.
Net Position$265.9 Million
The Statement of Net Position provides a picture of the City’s assets, liabilities, and deferred inflows/outflows of resources, with the difference reported as net position. Over time, increases or decreases in net position may serve as a useful indicator to determine whether the City’s financial position is improving or deteriorating. For fiscal year 2021, the City’s net position increased by $9 million or 3.5% to $265.9 million. The increase is mainly attributed to a decrease in pension expenses due to an increase in investment returns and changes in actuarial assumptions by the Florida Retirement System. The City has a solid financial position with 23.4% Unrestricted Net Position, or $62.2 million. The Unrestricted portion of Net Position may be used to meet the City’s ongoing obligations to its citizens and creditors.
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Financial Position
Current and Other Assets Assets that one can reasonably expect to convert to cash, sell or consume within one year.
Capital Assets Long term investments in land, buildings, equipment, improvements, infrastructure, and construction in progress.
Long Term Obligations Represents debt obligations of the City not payable within the next twelve months. It includes revenue notes payable, net pension liability, compensated absences, and other post-employment benefits.
Other Liabilities Primarily debts that can be paid off in one year or less, which includes accounts payable, accrued payroll, accrued interest payable, and the current portion of revenue notes payable, net pension liability, and compensated absences.
Deferred Inflows and Outflows of Resources Represents acquisition (inflows) and consumption (outflows) that are applicable to future reporting periods.
Net Position Reflects the City’s net worth.Net Position = Assets (+) Deferred Outflows (-) Liabilities (-) Deferred Inflows.
The City’s cash and investment practices and policies are based upon state law and the City’s
investment policy. The primary goals of these practices and policies are to:
Investment Portfolio Market Value of the City’s Cash & Investments
Comparative Statement of Net Position September 30, 2021 and 2020 IN MILLIONS
As of September 30, 2021
IN THOUSANDS• Ensure the preservation of principal.
• Maintain liquidity to meet expected operating expenses.
• Achieve a reasonable rate of return while minimizing the potential for capital losses arising from market fluctuations.
Less than
1 Year
1 to 3
Years
3 to 5
Years
5 to 10
Years
Total Fair
ValueU.S. Government Agencies 999 $ 1,448 $ 4,232 $ 15,040 $ 21,719 $
Local Agency Investment Trust 60,818 13,202 215 - 74,235 Certificates of Deposit 15,000 - - - 15,000
Total Investments 76,817 $ 14,650 $ 4,447 $ 15,040 $ 110,954
Cash 16,821
Total Cash and Investments 127,775 $
2021 2020 2021 2020 2021 2020 2020-2021
Current and other assets 94.0$ 87.4$ 51.2$ 49.8$ 145.2$ 137.2$ 5.8%Capital assets 122.3 118.7 91.8 89.8 214.1 208.5 2.7%
Total assets 216.3 206.1 143.0 139.6 359.3 345.7 3.9%
Total deferred outflows of resources 18.3 26.9 1.9 2.7 20.2 29.6 (31.8%)
Long-term liabilities outstanding 57.4 98.4 4.2 7.5 61.6 105.9 (41.8%)Other liabilities 15.3 8.0 4.6 3.8 19.9 11.8 68.6%
Total liabilities 72.7 106.4 8.8 11.3 81.5 117.7 (30.8%)
Total deferred inflows of resources 29.5 0.6 2.6 0.1 32.1 0.7 4,485.7%
Net position:Net investment in capital assets 109.4 106.4 91.7 89.2 201.1 195.6 2.8%Restricted 2.6 2.1 - - 2.6 2.1 23.8%Unrestricted 20.4 17.4 41.8 41.8 62.2 59.2 5.1%
Total net position 132.4$ 125.9$ 133.5$ 131.0$ 265.9$ 256.9$ 3.5%
Business-TypeActivities Total PercentageChange Governmental Activities Total
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Capital Assets are defined as land, buildings, improvements, equipment, and infrastructure owned by the City and constructed or purchased by each department as needed. These assets are further defined as having benefits that will be realized over future fiscal periods.
Summary of Long Term Liabilities What the City Owes
September 30, 2021 and 2020
IN THOUSANDS
Net Pension Liability is the net value of projected pension benefits promised to current employees and retirees in future years. Net Pension Liability decreased by $43.0 million due to an increase in investment returns and changes in actuarial assumptions (Florida Retirement System).
Revenue Notes Payable are secured by future non-ad valorem revenues. Revenue Notes Payable decreased $2.0 million due to the required annual debt service payments.
Net Other Post Employment Benefit [OPEB] Liability is the net value of health insurance subsidy benefits promised to current employees and retirees. The OPEB liability increased $0.3 million due to changes in actuarial assumptions.
Compensated Absences are leave or time off for which employees will be paid, such as vacation and sick leave.
Long term liabilities are financial obligations that are due after a year or more. The City has the following:
2022 2,040,000 424,299 2,464,299
2023 2,080,000 385,842 2,465,842
2024 2,120,000 346,555 2,466,555
2025 2,165,000 306,351 2,471,351
2026 2,205,000 265,194 2,470,194
2027-2032 9,685,000 748,062 10,433,062
$ 20,295,000 $ 2,476,303 $ 22,771,303
Total Debt Requirements
Summary of Capital Assets Capital Assets Held by the City
As of September 30, 2021
IN THOUSANDS
INFRASTRUCTURE
BUILDINGS
LAND
EQUIPMENT
IMPROVEMENTS
INTANGIBLES
CONSTRUCTION IN PROGRESS
1
2
3
4
5
6
7
NET PENSION LIABILITY
REVENUE NOTES PAYABLE
NET OPEB LIABILITY
COMPENSATED ABSENCES
A
B
C
D
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$-
$100,000
$90,000
$80,000
$70,000
101,563
34,306
12,77513,31015,947
30,630
5,611
$110,000
1 2 3 4 5 6 7
$40,000
$30,000
$20,000
$10,000
$-
$70,000
$60,000
$50,000
FY20 FY20FY21FY21 FY20FY21 FY20FY21
17,857
60,890
18,255 20,210 17,814 17,560
7,677 7,265
Major Additions in 2021• Fire Station #113• Sable Pines Playground Replacement• Pedestrian Lighting on Coconut Creek Parkway• Hilton Pump Building Rehabilitation• Copans Road Wastewater Transmission System• Vehicle and Computer Replacement
Major Upcoming Projects• Comprehensive Street Improvement Program Phase II• Lakewood Park Improvement • Lyons Road Median Improvement
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Water and Wastewater Services
The City purchases water in bulk at wholesale prices from Broward County and subsequently sells the water to our customers.
The City’s rate structure is designed to promote water conservation, support current and future demands of continuing operations, and maintain current infrastructure. A Master Plan update and rate study was completed in Fiscal Year 2017 to ensure that current and future capital improvement programs will meet the needs of the City in future years.
The City provides water and wastewater services for all residents NORTH of Coconut Creek Parkway as well as residents in the southeast area of the City of Parkland. Residents SOUTH of Coconut Creek Parkway receive water and wastewater services from the City of Margate.
Water, wastewater, stormwater, other service fees, and utility taxes (as applicable).
• Call 833-418-0066 24/7 with your account number on hand.• Pay online at www.coconutcreek.net/paywater using Visa, D Discover, MasterCard, American Express, e-Check, Autopay, or sign up for Pay-by-Text.• Set up automatic debit from a customer’s bank account via the A Automatic Funds Transfer (AFT) program. • Mail to the PO Box indicated on the payment stub.• Place in the drop-box in front of City Hall. • Pay in person at City Hall with the cashier.
To learn about water conservation, visit CoconutCreek.net/waterconservation
Utility Billing Department 954-973-6732
Water and Wastewater Fund Revenue and Expensesas of September 30, 2021 IN MILLIONS
Did you know that the City is also your utility company? The City of Coconut Creek manages a water, wastewater, and stormwater utility system. The City’s utilities are grouped as Enterprise Funds and account for their transactions in a way similar to a private business.
6% Capital Contribution [$1.4]
93% Charges for Services [$22.6]
15% Administrative Costs [$3.3]
9% Depreciation Expenses [$2.0]
75% Operating Expenses [$16.6]
1% Miscellaneous [$0.1]
1% Impact Fees [$0.1]
Date of Incorporation: February 20, 1967 Form of Government: Commission-Manager Area (including water): 12.78 sq. miles
Broadstone Cypress Hammocks, LLC $82,679
Teachers Ins. & Annuity of America $82,173
BMOC-MIA (FL), LLC $74,073
MCA Promenade Owner, LLC $73,908
# OF EMPLOYEESSeminole Coconut Creek Casino 1,515
Broward College North Campus 804
Broward County School Board 788
Publix 666
Atlantic Technical College 491
City of Coconut Creek 437
ENROLLMENTElementary Schools
Winston Park 1,006
Tradewinds 996
Coconut Creek 468
Middle Schools
Lyons Creek 1,767
High Schools
Monarch 2,406
Coconut Creek 1,916
Atlantic Technical 678
Colleges
Broward (North Campus) 21,199
Atlantic Technical 3,782
Other Schools
Dave Thomas Education Center 549
Population [as of April 2021] 57,871
Median Age 40.2
Median Household Income $55,451
Average Household Size 2.59
Percentage of Single Households* 29.0%
Percentage of Family Households* 64.3%
[Households with children]
Percentage of Non-family Households* 6.7%
*Source: Statistical Atlas
Residential 47%
Office 20%
Recreational 18%
Water Bodies 7%
Commercial 6%
Industrial 2%
2021 4.4%
2020 6.3%
2019 2.8%
2018 2.8%
2017 3.5%
Source: Bureau of Labor Statistics
Coconut Creek Fire Employees 79
Suppression Vehicles 3
Advanced Life Support Vehicles 3
Fire ProtectionAS OF SEPTEMBER 30, 2021
Principal EmployersPrincipal Property Tax PayersTAXABLE ASSESSED VALUE [IN THOUSANDS]
Unemployment Rate AS OF SEPTEMBER 30TH
Public Schools Located in the City
Land Usage % City Demographics
Average response time and number of calls are based on City of Margate’s data prior to September 26.
Fire Rescue Services transitioned from Margate to Coconut Creek effective September 26, 2021.
Fire/EMS Average Response 7:18
Total Fire Rescue Calls 7,760
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Information & Demographics
PAFR
Popular Annual Financial Report
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 20214800 West Copans RoadCoconut Creek, FL 33063954-973-6770CoconutCreek.net
954-973-6770
coconutcreek.net
Government Center
4800 West Copans Road
Coconut Creek, Florida 33063
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