Loading...
HomeMy WebLinkAboutStrategic Plan 2009Westlake is a one-of-a-kind community — an oasis with rolling hills, grazing longhorns, and soaring red-tailed hawks, located in the heart of the Fort Worth-Dallas metropolitan area. Inviting neighborhoods and architecturally vibrant corporate campuses find harmony among our meandering roads and trails, lined with native oaks and stone walls. We are leaders. In education, we are known for our innovative partnerships between the Town-owned Charter school and its corporate neighbors. We are environmental stewards — exemplifying the highest standards. Hospitality finds its home in Westlake. As a community, we are fully involved and invested in our rich heritage, vibrant present and exciting, sustainable future. Vision Statement Mission Statement “On behalf of the citizens, the mission of the Town of Westlake is to be a one-of-a-kind community that blends our rural atmosphere with our rich culture and urban location.” 3 Village Circle, Suite 202, Westlake, Texas 76262 www.westlake-tx.org (817) 430-0941 Strategic Plan 2009 Town of Westlake “Westlake, a premier knowledge based community” Vaquero Estates Community Values Innovation A strong knowledge/education base Being friendly and welcoming Family focus Engaged citizens A unique rural setting emphasizing preservation of our natural beauty Aesthetic appeal and high development standards Table of Contents History and Demographics 2 Key Result Area Summary and Timelines 3 Community Strengths and Challenges 4 Vision Point One 5 Vision Point Two 6 Vision Point Three 7 Outcome Strategies and Objectives 8 DRAFT Approximately 700 residents currently occupy the Town of Westlake’s 6.6 square miles, which is situated in the northern triangle of the Fort Worth—Dallas area. Originally settled in 1847, Westlake was incorporated in 1956. Today, the Town of Westlake is home to several neighborhoods, all of which share a commitment to excellence, but possess unique character and charm. All residents live in single-family homes and there is an award winning private golf course in Town. The median age in Westlake is 47, and 51% of the residents are female. Some of the community’s top employers are: Fidelity Investments, Chrysler Financial, and First American Real Estate Information Services, Inc. Several companies have offices in Solana, a high-profile corporate campus near State Highway 114. Solana’s Village Circle also provides a mix of retail spaces and restaurants, plus offers the 296-room Marriott Solana hotel. The sales tax rate in Westlake is 8.25%. Of the money collected, 6.25% is paid to the state of Texas, 1% to the Town, and the remaining 1% to a local economic development fund property tax relief fund. Fidelity Investments North Texas Campus Solana Corporate Campus Chrysler Financial—Westlake Campus First American Campus Deloitte University Campus (in-design) Marriott / Solana Hotel History and Demographics Major & Planned Developments Solana Office Complex Top Employers Fidelity Investments Chrysler Financial First American Real Estate Information Services, Inc. Wells Fargo Bank McKesson Corporation “Westlake, a premiere knowledge based community Page 2 Town of Westlake During the strategic planning process, the Town Council and staff Leadership Team developed an overview of the major work related objectives and mission for the Town of Westlake. The vision and mission statements were drafted to reflect the unique characteristics found within our community and the values which are important to our residents. The information is contained within three vision points which describe the areas that the Council has determined are vital to maintaining our Town and providing services to enhance the quality of life of our residents. Vision Point One—Inviting Residential and Corporate Neighborhoods Vision Point Two—We are Leaders Vision Point Three—Hospitality Finds Its Home in Westlake Strategic Plan’s Organization and Timelines The vision points are then divided into key Result Areas (KRA’s) and outcome measures which serve to focus the efforts of the staff on achieving the desired results of the Council. These range from issues such as maintaining neighborhood integrity through infrastructure maintenance and development standards to promoting historic preservation and citizen involvement. Within each outcome measure, the staff has identified key objectives and a timeline in which to complete tasks and reach our goals. The timelines are either assigned short, mid, or long-range goals, while some are considered to be on-going and necessary on a reoccurring basis. Short-Range Goals = 1—2 years Mid-Range Goals = 2—5 years Long-Range Goals = 5 or more years The outcome measures are also assigned a Team Leader or Co-Leader who is responsible for working with a staff team to complete or work toward achieving the tasks in each Key Result Area. Page 3 Town of Westlake “Vision without action is a dream. Action without vision is simply passing the time. Action with vision is making a positive difference.” - Joel Barker The Westlake Mayor and Town Council are united in their view that the community enjoys many strengths. Westlake has no current ad valorem tax, however, this requires the Town to assess and evaluate alternative sources of revenue to maintain financial stability. The history of responsible planning and zoning, along with a growing corporate campus base is viewed as a benefit to the community. The Mayor, Council and staff continue to anticipate, identify and prepare for external conditions or activities, which would detract from the success and unique development of the Town. Special attention is given to practicing fiscal conservatism while delivering the highest quality of services to our residents. Future questions on such issues as the consideration of oil and gas drilling standards within the Town, creating a retail base, revenue opportunities, efficient service delivery, public safe- ty concerns and the development of Westlake Academy will be important to Westlake elect- ed officials, residents, the business community and staff. Community Strengths and Challenges Future Milestones and Events Groundbreaking of Deloitte University Completion of the Sam and Margaret Lee Arts and Sciences Center Page 4 Town of Westlake Strengths Fully integrated community duct bank Access to top quality of life amenities Development of quality corporate campuses and partnerships Promotion of the Town as an event and conference location Opportunities and Challenges Further development of a diversified revenue sources for the Town Enlarged Westlake Academy campus with track, soccer, and baseball fields Expanded park system Attraction of major retail development Development of extensive interconnected trail system with surrounding municipalities Potential SH 114 connectivity to SH I-35 Expansion of eco-friendly / green initiatives within the Town Further urban sprawl from surrounding communities Review of maintenance needs of infrastructure and funding for major repairs Need to identify location of secondary water source and develop existing water supplies The Town is home to several communities; residential, corporate and agricultural uses. Our largest residential development is home to a state of the art golf facility and many beautiful homes. Stagecoach Hills is located along the historic stagecoach line which transported passenger from Keller to Denton. Westlake neighborhoods include: Aspen Lane ● Glenwyck Farms ● Mahotea Boone ● Paigebrooke Farms Stagecoach Hills ● Terra Bella ● Vaquero ● Wyck Hill The Town is located along the Tarrant and Denton County borders and has portions of major State highways that surround our perimeter. We are an ideal location for businesses and have enjoyed a long history with our corporate campus developments. Highest Quality Development and Aesthetic Standards Short-Range Goals Deloitte Groundbreaking  Update Codes/Amendments  Fidelity Phase II Completion  Deloitte/Hillwood Trail System Mid-Range Goals Retail Development Open Space Preservation Short-Range Goals Open Space Land Acquisition Park Space Expansion VISION POINT ONE—INVITING RESIDENTIAL AND CORPORATE NEIGHBORHOODS Entrance to Glenwyck Farms Fidelity Investments Construction Project Sensitivity to Neighborhood Integrity Short-Range Goals Landscaped Entrances Mid-Range Goals Connected Trail System Long-Range Goals Town-wide Completed Trail System Outstanding Community Appearance Short-Range Goals Streetscape Projects Key Result Areas Supporting the Vision Point On-going comprehensive planning Short-Range Goals Update Master Plans: Comprehensive Use, Open Space /Trails, Land Use Mid-Range Goals Precinct Line Rd. Construction Develop Master Plan as Community Focal Point Long-Range Goals Completed Town Hall Center Page 5 2009 Strategic Plan Summary Town leaders foresaw the need for a facility to educate the children of Westlake in a local setting and to provide the citizens with a civic campus. In 2003, the Town raised funds to build Westlake Academy, the only open-enrollment charter school owned and operated by a municipality in the State. The Academy offers the rigorous International Baccalaureate curriculum and all residents are eligible to enroll their children. The elected Town Council also serves as the Board of Trustees for the Academy. The unique arrangement serves to strengthen the working relationship between the Academy and the Town. Westlake is also one of a handful of towns in Texas that does not levy a property tax. Instead, revenue from sales taxes, user fees, and franchise fees fund Town services. High Quality Services Delivery Coupled with Financial Stewardship Short-Range Goals Review of growth related policies: ”Growth pays for Growth” Public Safety Service Delivery and Funding Review Staff Professional Development Program Environmental Stewardship Initiatives Short-Range Goals Create Westlake Green Team Research Geo-Thermal Options Automated Recycling Program Plan for Environmental Improvements and Water Conservation Strategies Bio-diesel conversions Infrastructure Maintenance and Planning Short-Range Goals Town Facility Master Plan Develop Capital Improvement Plans Drainage Utility and Storm Water Planning Long-Range Goals Regional Rail System VISION POINT TWO—WE ARE LEADERS Entrance to Westlake Academy Producing Well Educated Future Leaders and Thinkers Short-Range Goals Academy Students in Internships at Corporate Campuses Academy and Deloitte University Mentoring Programs Business Partnerships with the Town and Westlake Academy Short-Range Goals Implement Westlake Speaker Series to Feature Community Leaders Key Result Areas Supporting the Vision Point Premier Educational Facilities and Programs Short-Range Goals Opening of Arts and Sciences Center Westlake Academy Page 6 Town of Westlake Strategic Plan Summary In an effort to foster citizen engagement, enhance our neighborhoods and increase partici- pation in the community, many of the residents serve on various advisory boards that are committed to furthering the mission of the Town and ensuring Westlake is truly a unique community. The Westlake Historical Preservation Society was created to identify, preserve, and perpetuate the history of the Town of Westlake and the Cross Timbers region. The Town is committed to protecting and improving the quality of life of Westlake residents, businesses and students by encouraging, inspiring, educating and entertaining artistic and creative endeavors. The Public Art Society of Westlake provides a wide range of professional and artistic presentations to foster the arts in the community. Westlake is also a member of Tree City USA . The Town must meet strict standards to ensure there are viable tree management plans and programs in place to help support growth and forestry. Arts and Culture Short-Range Goals Begin Implementation of Public Arts Master Plan Public Arts and Sculptures at Major Entries to Town VISION POINT THREE—HOSPITALITY FINDS ITS HOME IN WESTLAKE WA Campus Fountain Historic Preservation Short-Range Goals Integrate Mission of the Historical Preservation Society into Community Events Tourism Development Short-Range Goals Host Regional Events Development to Include Additional Hotels and Restaurants Key Result Areas Supporting the Vision Point Citizen Engagement and Communication Short-Range Goals Improve Web Site User Friendliness Develop Communication Plan Review E-government Usage for Service Delivery Conduct Regular Neigh- borhood Meetings Page 7 2009 Strategic Plan Summary Outcome Strategies: 1. Update all master plans to guide development and provide a framework for future pro- jects; promote the Master Plan as a community focal point — Short & Mid-Range Goals. Team Co-Leaders: Tom Brymer / Eddie Edwards Objective 1.1: Develop RFP for master plan review. Estimated Completion Date: 2009 Objective 1.2: Work with consultant to draft the master plans — form community/staff task force. Estimated Completion Date: 2009/2010 Key Result Areas and Outcome Strategies Glenwyck Park Vaquero Objective 1.3: Involve corporate partners in preparation. Estimated Completion Date: 2009/2010 2. Precinct Line Road construction — Mid-Range Goal. Team Leader: Jarrod Greenwood Objective 2.1: Facilitate stakeholder meetings to communicate project status and engage community members. Estimated Completion Date: 2009 Objective 2.2: Finalize construction plans with TxDOT; TxDOT bid placement. Estimated Completion Date: 2010 Objective 2.3: TxDOT commences construction. Estimated Completion Date: Fall 2009 – Winter 2010 Page 8 2009 ON-GOING COMPREHENSIVE PLANNING — Ensure the master plans are continually updated and reviewed to enhance the development of the Town. Outcome Measure: All master plan documents are not more than 5 years old. Vision Point One—Inviting Residential and Corporate Neighborhoods “We are limited, not by our abilities, but by our own vision.” - Anonymous Entrance to Stagecoach Hills Outcome Strategies: 1. Promote and develop landscaped entrances to neighborhoods — Short-Range Goal. Team Leader: Troy Meyer Objective 1.1: Review and update ordinances and Unified Development Code for all landscaping requirements which would include, but not limited to: irrigation systems, plans, trees, water features, lighting, gates, and signs. Estimated Completion Date: 2010 Objective 1.2 Develop and implement a process to educate developers, homeowners associations, and staff on new requirements. Estimated Completion Date: 2011 2. Review and update the current trail system plan and develop interconnectivity options with surrounding municipalities — Mid and Long-Range Goals. Team Leader: Troy Meyer Objective 2.1: Partner with Keller, Trophy Club and Roanoke on best location for connecting local and regional trails systems. Estimated Completion Date: 2010 Objective 2.2: Develop standards for park benches, water features, picnic tables, signs, and pet stations. Estimated Completion Date: 2010 Objective 2.3: Identify changes to the open space plan created March of 1999 and pre sent to the Town Council for approval. Estimated Completion Date: 2011 Arbor Days Hot Air Balloon Rides Page 9 Town of Westlake SENSITIVITY TO NEIGHBORHOOD INTEGRITY — Maintain the high standards of neigh- borhood planning and residential construction to foster the Town’s unique character and rural atmos- phere. Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark measure for neighborhood integrity. Outcome Strategies: 1. Support our newest corporate partners, Deloitte and Fidelity, with Deloitte University and the completion of Fidelity Phase II — Short-Range Goal. Team Leader: Ginger Awtry Objective 1.1: Facilitate communication between PR/marketing team and aid and promote the groundbreaking and opening activities. Estimated Completion Date: 2009 Objective 1.2: Coordinate and assist with press releases, special required permitting, community traffic flow, security needs, local dignitary contacts, and any other municipal areas in which assistance is warranted. Estimated Completion Date: 2009 Objective 1.3: Continue to facilitate and coordinate progress reports to Town Council, staff and citizens on the Deloitte University project via the community newsletter, emails, etc. Estimated Completion Date: 2011 Objective 1.4 Facilitate communication between the PR/marketing consultant and Deloitte’s staff to promote opening activities. Estimated Completion Date: 2011 J. T. Ottinger Road Terra Bella Entry Outcome Strategies: 1. Streetscape projects to enhance community appearance — Short-Range Goal. Team Leader: Jarrod Greenwood Objective 1.1: Work with consultants, TxDOT, and community stakeholders to develop streetscape concept that will incorporate existing themes and characteristics within Westlake. Estimated Completion Date: 2009 Objective 1.2: Work with Public Art Committee to enhance the FM 1938 corridor by developing a streetscape plan that includes areas dedicated for public art. Estimated Completion Date: 2010 Page 10 2009 OUTSTANDING COMMUNITY APPEARANCE — Enhance the appearance of the Town with public art displays and high-quality, environmentally responsible landscaping projects. Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark measure for com- munity appearance. HIGHEST QUALITY DEVELOPMENT AND AESTHETIC STANDARDS — Ensure standards are met which maintain the superior appearance and construction of developments. Outcome Measure: At least one local, regional, or national award/recognition on an annual basis for new Westlake residential or commercial development. 2. Revise and update all codes and related amendments — Short-Range Goal. Team Leader: Eddie Edwards Objective 2.1: Revise plan review checklists to reflect the new codes, policies, and procedures. Estimated Completion Date: 2009 Objective 2.2: Update Town of Westlake internet site to reflect the new code adoptions. Estimated Completion Date: 2009 Objective 2.3: Update contractor handouts reflecting new codes, revised policies, and procedures. Estimated Completion Date: 2009 3. Finalize oil and gas drilling related ordinances — Short-Range Goal. Team Leader: Eddie Edwards Objective 3.1: Develop applications, forms, policies, and procedures related to issuing permits and administering the adopted codes. Estimated Completion Date: 2009 Objective 3.2: Amend technical standards provision in Code of Ordinances. Estimated Completion Date: 2009 Objective 3.3: Amend zoning ordinance to allow drilling and production in additional zoning districts. Estimated Completion Date: 2009 4. Work to attract nationwide, well known anchor and retail businesses — Mid-Range and On-going Goals. Team Co-Leaders: Tom Brymer / Eddie Edwards Objective 4.1: Explore viable economic development tools to attract retail development, specifically in the western area of Westlake, which would be beneficial to the Town and potential business partnerships. Estimated Completion Date: 2010 Objective 4.2: Research the use of special districts and other incentives that would allow the Town to be proactive in our effort to attract retail uses. Estimated Completion Date: 2010 and On-going Marriott / Solana Hotel Cielo Restaurant Page 11 Town of Westlake Highest Quality Development and Aesthetic Standards (cont.) Outcome Strategies: 1. Open space land management and park system expansion — Mid-Range Goal. Team Co-Leaders: Don Wilson / Troy Meyer Objective 1.1: Define the “Open Space Land Management” concept to develop practices and policies to protect our natural resources. Estimated Completion Date: 2009 Objective 1.2: Review current and proposed land management plans and “inventory” the available open space/potentials sites which are located in the flood plains and designated wet land areas. Estimated Completion Date: 2009 Objective 1.3 Work with developers on maintaining and procuring open spaces for aesthetics and environmental enhancements. Estimated Completion Date: On-going Objective 1.4 Develop long range plans to maintain resources including ordinances and additional requirements to site plans/SUP submittals mandating open space requirements as developments proceed through the Town. Estimated Completion Date: 2010 Objective 1.5: Identify tools which can be utilized to maintain our standards and recommendations identified in the comprehensive plan for open space. Estimated Completion Date: 2010 Objective 1.6: Analyze the open space in relation to comprehensive trail system and amend trail space to integrate cohesive planning. Estimated Completion Date: 2010 Objective 1.7: Work with Planning Department to ensure public open spaces are included in development proposals. Estimated Completion Date: On-going Objective 1.8: Select a consultant to provide recommendations for a revised trail master plan, which would include an overview of system components, cemetery and design elements; work to include trail master plan into overall comprehensive planning document. Estimated Completion Date: 2011 Objective 1.9: Examine the establishment of a parks master plan. Estimated Completion Date: 2011 Vaquero “Westlake has been a lot of things, but it has never been ordinary.” Fort Worth Star Telegram Vaquero Page 12 Town of Westlake OPEN SPACE PRESERVATION — Maintain the rural atmosphere, spacious residential lots, park facilities and open areas within the master planned community development. Outcome Measure: Utilize comprehensive plan to develop a recommendation or feasible ratio of open space to land development. Outcome Strategies: 1. Complete the Sam and Margaret Lee Arts and Sciences Center — Short-Range Goal. Team Leader: Troy Meyer Objective 1.1: Pouring of concrete foundation. Estimated Completion Date: 2009 Objective 1.2: Continual supervision and interaction with contractors and suppliers to facilitate contract completion for construction related matters. Estimated Completion Date: 2009 Objective 1.3: Opening of Arts and Sciences Center. Estimated Completion Date: 2009 Objective 2.2: Meet with Head of Sections to develop a plan and determine what grade levels would be applicable. Estimated Completion Date: 2009 Objective 2.3: Based on meeting outcome ,scheduling limitations and student availability, conduct a meeting with staff to identify field trip dates and assist the respective Department Head with scheduling, if necessary. Estimated Completion Date: 2009 Beginning Phase of A&S Site Preparation Westlake Academy and Student Body 1. Create partnerships between municipal and Academy staff to utilize local government resources to enhance student learning and achievement – Short-Term and On-going Goals. Team Co-Leaders: Debbie Piper / Don Wilson A. Field Trips Objective 2.1: Discuss with the Leadership Team any field trip opportunities that will be of interest to the students and introduce them to the responsibilities of local government services. Estimated Completion Date: 2009 Page 13 2009 PREMIER EDUCATIONAL FACILITIES AND PROGRAMS — Develop high quality educa- tional facilities and learning opportunities for the students of Westlake Academy. Outcome Measure: Completion of Arts & Sciences Center. Vision Point Two — We Are Leaders PRODUCING WELL EDUCATED FUTURE LEADERS AND THINKERS — Support the Academy staff in their efforts to educate the students. Outcome Measure: Development of program processes and objectives; creation of 2 intern positions and placement of students within 2 years. B. Internships and Mentoring Objective 2.4: Discuss with the Head of Secondary and determine the level of interest for the students. Identify the number and length of internships and eligibility criteria. Estimated Completion Date: 2009 Objective 2.5: Meet with staff to determine level of assistance the interns will be able to provide and formulate rotation to allow students the experience of working in all aspects of local government. Estimated Completion Date: 2009 Objective 2.6: Research other local high schools regarding internship programs that involve job shadowing, students in government day, etc. and determine applicability for students and Town; Research corporate internships with Deloitte University and other area businesses; Identify the best time frame for the internship — after or during school, summer break, etc. Estimated Completion Date: 2010 Objective 2.7: Coordinate placement opportunities with local businesses. Estimated Completion Date: 2010 Objective 2.8: Prepare evaluation forms and feedback process for both students and employers. Estimated Completion Date: 2010 Objective 2.9: Select interns and prepare a schedule with Town and Academy staff. Estimated Completion Date: 2010 Page 14 Town of Westlake Producing Well Educated Future Leaders and Thinkers (cont.) DEVELOP BUSINESS PARTNERSHIPS WITH TOWN AND WESTLAKE ACADEMY Facilitate relationships between Town residents, corporate leaders and the students. Outcome Measure: Schedule two speaker sessions per year. Outcome Strategies: 1. Implement a Westlake speaker series featuring community leaders – Short-Range and On-going Goals. Team Leader: Ginger Awtry Objective 1.1: Research and identify similar programs involving community speaker series and obtain Westlake Academy liaison to assist and determine feasibility of implementing a speaker series for the student body. Estimated Completion Date: 2009 Objective 1.2: Work with Academy liaison to determine the scope of a speaker series with the teaching objectives for particular grades/subjects; Work with Academy liaison and corporate leaders with speaker selection and scheduling for a pilot program. Estimated Completion Date: 2010 Objective 1.3: Evaluate the effectiveness of the speaker series and provide report to the Council in order to determine the future direction of the program. Estimated Completion Date: On-going B. Recycling Program Objective 1.4: Survey surrounding recycling and composting programs and available services to develop a comprehensive program. Estimated Completion Date: 2009 Objective 1.5: Implement recycling program at all Town facilities. Estimated Completion Date: 2009 Objective 1.6: Provide hazardous material disposal for citizens. Estimated Completion Date: On-going Develop Business Partnerships with Town and Westlake Academy (cont.) Spring Flowers Page 15 2009 Outcome Strategies: 1. Develop a comprehensive automated recycling and composting program to identify new technology which may be utilized in our environmental stewardship — Short-Range and On-going Goals. Team Co-Leaders: Jarrod Greenwood / Don Wilson / Troy Meyer Objective 1.1: Conduct Council workshop presentation to identify environmental stewardship initiatives and prioritize tasks within the program. Estimated Completion Date: 2009 A. Formation of Westlake Green Team Objective 1.2: Establish the Westlake Green Team to address issues with recycling/composting. Will include Town Council, staff, student representatives, corporate residents and waste management provider. Estimated Completion Date: 2010 Objective 1.3: Coordinate activities of Team with NCTCOG, especially its Green Cities Committee. Estimated Completion Date: 2010 ENVIRONMENTAL STEWARDSHIP INITIATIVES—Develop and implement comprehensive ‘green’ programs for the residents, corporations, and the Academy. Outcome Measure: Implementation of approved environmental programs within five years. C. Water Conservation Efforts Objective 1.7: Develop water conservation messages for landscaping and the use of xeriscaping in neighborhoods and common areas. Develop plant listing for landscape ordinance. Estimated Completion Date: 2010 Objective 1.8: Assist Academy with water conservation, protection, and production education by speaking to students and arranging field trips to water and wastewater treatment facilities. Estimated Completion Date: On-going Objective 1.9: Provide water conservation information to customers through the website, mailings, news letters, and Academy publications. Estimated Completion Date: On-going D. Geo-thermal and Bio-diesel Processes Objective 1.10: Benchmark other communities, ISD’s, charter, and private schools who have implemented and operated geo-thermal systems for at least the past five years. Estimated Completion Date: 2009 Objective 1.11: Provide to Council a cost analysis to convert the current system to geo-thermal. Estimated Completion Date: 2010 Objective 1.12: Research grant opportunities to convert the existing diesel generator at the pump station to alternative fuel (bio-diesel). Estimated Completion Date: 2009 “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.“ - Jack Welch Page 16 Town of Westlake Environmental Stewardship Initiatives (cont.) Outcome Strategies: 1. Establish a strategy for achieving long-term financial sustainability for the Town government — Mid-Range Goal. Team Leader: Tom Brymer Objective 1.1: Review 2009 Direction Finders results with Council. Estimated Completion Date: 2009 Objective 1.2: Council to review long-range financial forecast and determine possible financial issues and their timing. Estimated Completion Date: 2009 HIGH QUALITY SERVICES DELIVERY COUPLED WITH FINANCIAL STEWARDSHIP Research available revenue resources to offset the cost of providing services; continue to provide out- standing government administrative support services while working within the municipal budget. Outcome Measure: Implementation of at least one new demand driven revenue source per year, over the next five years. 2. Review and discussion of growth related policies — Short-Range Goals. Team Co-Leaders: Tom Brymer / Todd Wood A. Council discussion of ”Growth pays for growth” approach to financial stewardship and policy making. Objective 1.1: Identify sources of Town expenditures related to service delivery which are not currently offset by fee collection. Analyze identified expenditures, from the standpoint of current impact and future expansion to ensure quality service delivery. Estimated Completion Date: 2010 Objective 1.2: Identify actual or potential costs incurred by the Town. Estimated Completion Date: 2010 Objective 1.3: Survey other communities to benchmark fee schedules for newly proposed fees and amendments of existing fees. Estimated Completion Date: 2010 High Quality Services Delivery Coupled with Financial Stewardship (cont.) Westlake DPS Ambulance Page 17 2009 Westlake DPS Engine B. Impact Fee Objective 1.4: Discuss and receive Council direction on impact fee feasibility study. Estimated Completion Date: 2009 Objective 1.5: Prepare proposal of utility impact fee analysis and feasibility report. Estimated Completion Date: 2010 Objective 1.6: Review impact fee recommendations and consider fee adoption. Estimated Completion Date: 2011 C. Park Land Dedication and Development Fee Objective 1.7: Discuss and receive Council direction on park land dedication and development fee implementation. Estimated Completion Date: 2009 Objective 1.8: Prepare proposal of park land dedication and development fee analysis and feasibility report. Estimated Completion Date: 2010 Objective 1.3: Staff to identify options and strategies. Estimated Completion Date: 2009 — 2010 Objective 1.4: Council to prioritize service options and provide staff direction on future budgeting and resource allocation. Estimated Completion Date: 2009 — 2010 Westlake Academy Page 18 Town of Westlake 3. Research feasibility of a professional development program for Academy/Town staff — Short-Range Goal. Team Leader: Amanda DeGan Objective 3.1: During the budget process, explore the cost of adding tuition reimbursement , pay for education level and degrees, certification pay, and similar programs designed to encourage professional development. Estimated Completion Date: 2009 4. Explore public safety service delivery options and funding — Short-Range Goal. Team Co-Leaders: Tom Brymer / Don Wilson Objective 4.1: Research available options to deliver and fund public safety programs. Estimated Completion Date: 2009 Objective 4.2: Present options and recommendations to Council. Estimated Completion Date: 2010 5. Enhance the effectiveness of service delivery via intergovernmental partnerships — Mid- Range and On-going Goals. Team Leader: Tom Brymer Objective 5.1: Council discussion of the use of inter-local agreements as a means to pursue various types of intergovernmental partnership opportunities with area municipalities. Expected Completion Date: 2009 Objective 5.2: Share a draft of a memorandum of understanding and/or inter-local agreement with municipalities surrounding Westlake to determine the interest level of such partnerships. Estimated Completion Date: 2009 — 2010 Objective 5.3: Pursue dialogue and discussion at both the staff and elected officials level with cities that have expressed an interest in pursuing identified opportunities of mutual interest. Estimated Completion Date: On-going High Quality Services Delivery Coupled with Financial Stewardship (cont.) INFRASTRUCTURE MAINTENANCE AND PLANNING — Identify the maintenance needs of existing buildings, review the impact of severe weather patterns on our neighborhoods and formulate a long-term capital improvement plan. Outcome Measure: Approved capital improvement plan within two years. Outcome Strategies: 1. Draft facility master plan with Council — Short-Range Goal. Team Leader: Amanda DeGan Objective 1.1: Work with the Leadership Team to establish a viable facility planning/CIP process. Estimated Completion Date: 2009 Objective 1.2: Discuss facility master plan (FMP) scope with Council and receive direction. Estimated Completion Date: 2010 Objective 1.3: Draft FMP scope and solicit project proposals; retain outside consultant to assist staff on FMP. Estimated Completion Date: 2011 Objective 1.4: Select priorities from FMP and convert into a rolling 5—10 year capital improvement plan. Estimated Completion Date: 2011 2. Review the drainage and storm water plans needed to minimize the impact of severe weather on our neighborhoods — Short-Range Goal. Team Leader: Jarrod Greenwood Objective 2.1: Complete Stagecoach Hills subdivision draining improvement project. Estimated Completion Date: May, 2009 3. Storm Water Utility review — Short Range Goal. Team Leader: Jarrod Greenwood Objective 3.1: Discuss storm water utility (SWU) fee with Council as to feasibility and receive direction. Estimated Completion Date: 2010 Objective 3.2: Draft SWU feasibility analysis scope; retain outside consultant to assist staff. Estimated Completion Date: 2011 Page 19 2009 Objective 3.3: Receive SWU report and present recommendations to Council. Estimated Completion Date: 2011 Objective 3.4: Implement SWU fee. Estimated Completion Date: 2011 4. Work with transportation representatives to include Westlake in a regional rail system Long-Range and On-going Goals. Team Leader: Kim Sutter Objective 4.1: Compile a list of resources for information on a regional rail system. Estimated Completion Date: 2009 Objective 4.2: Monitor progress of plans for and implementation of a regional rail system through legislation, NCTCOG, NE Leadership Forum, etc. Estimated Completion Date: On-going Objective 4.3: Survey community interest/seek input from corporate neighbors and residents for a rail system. Estimated Completion Date: 2009 Objective 4.4: Consider Town Council resolution approval in support of rail system. Estimated Completion Date: 2009 Objective 4.5: Communicate information and progress of system to corporate neighbors and residents. Estimated Completion Date: 2010 and On-Going Page 20 2009 Infrastructure Maintenance and Planning (cont.) Outcome Strategies: 1. Develop overall communication plan for the residents and businesses — Short-Range and On-going Goals. Team Leader: Kim Sutter Objective 1.1: Coordinate with PR firm to develop a communications plan for the Town and Academy. Estimated Completion Date: 2009 Wyck Hill Objective 1.2: Establish and conduct regular PR/marketing team meetings, to include, selected business community members, to implement the communication plan and gauge the success of the activities. Estimated Completion Date: On-going Objective 1.3: Establish regular monthly meeting dates and times with PR firm to discuss promotion of the Town and Academy. Estimated Completion Date: On-going 2. Use of technology to enhance service delivery and citizen engagement. — Short-Range and On-going Goals. Team Leader: Todd Wood A. Web-site redesign Objective 2.1: Increase user-friendly accessibility and information dissemination Estimated Completion Date: 2009 Objective 2.2: Collectively review the website for updates; assess the relevance of content and remove the obsolete information. Estimated Completion Date: On-going B. Review the use of e–government Objective 2.3: Staff to conduct feasibility study and applications for integrated e-government services for customers. Estimated Completion Date: 2009 Objective 2.4: Present study to Council in workshop. Estimated Completion Date: 2009 Objective 2.5: Implement Council directed e-government program. Estimated Completion Date: 2010 Page 21 2009 Vision Point Three — Hospitality Finds Its Home in Westlake CITIZEN ENGAGEMENT AND COMMUNICATION — Design a comprehensive plan to communicate with residents, Academy families, corporate partners, and other community stakeholders. Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark for resident satisfaction in communication and engagement efforts. “Vision is the art of seeing what is invisible to others.” - Jonathan Swift Page 22 Town of Westlake Outcome Strategies: 1. Integrate the mission of the Westlake Historical Preservation Society (WHPS) into community events — Short-Range and On-going Goals. Team Leader: Ginger Awtry Objective 1.1: Meet with WHPS president to review mission and strategic plan of both the Society and the Town/Academy plan to assure continuity. Estimated Completion Date: 2009 Objective 1.2: Coordinate and foster communication with community groups and Westlake Academy liaison to ensure our local events promote historical preservation and the Society’s visibility; coordinate the event calendars of the groups. Estimated Completion Date: On-going Objective 1.3: Assist in communication between the WHPS and other groups, specifically the Public Arts Society, to promote historical preservation and visibility along trail pathways, entry points, parks and civic campus, etc. Estimated Completion Date: On-going Objective 1.4: Continue to provide assistance in the hosting of Decoration Day; assist the PR firm in marketing the event to residents and the general public. Estimated Completion Date: On-going HISTORIC PRESERVATION — Record the events, individuals, or groups associated with the Town of who had an impact on the region to provide an accurate portrayal of the history of Westlake. Outcome Measure: Host two events on an annual basis to increase awareness of the Town’s history. Decoration Day Flags TOURISM DEVELOPMENT — Promote the Town as an ideal location for hosting conferences and large meeting events and market the Town’s hotels and restaurants as an additional component of regional attractions. Outcome Measure: Increase in occupancy and group meeting rate bookings at the Marriott/Solana Hotel within two years. Outcome Strategies: 1. Host regional events to attract individuals to our restaurants, hotel and businesses — Short-Range and On-going Goals. Team Leader: Ginger Awtry Objective 1.1 Facilitate and partner in communications with ARTSNET and our corporate resident, Maguire Partners, to promote our Masterworks Concert Series in an effort to provide local entertainment and attract individuals from neighboring communities. Estimated Completion Date: On-going Westlake Academy / Civic Campus Page 23 2009 Objective 1.2: Work with the PR/marketing team, PR consultant and other Masterworks partners to develop a variety of concert series and increase participation by 10% on an annual basis. Estimated Completion Date: On-going Objective 1.3: Partner with the Recreation department in all aspects of the annual Arbor Days celebration; working to increase resident, student and corporate participation each year. Estimated Completion Date: On-going Objective 1.4: Review Town survey results, discuss with marketing team, other municipalities and applicable corporate marketing staff to determine the level of interest in hosting an expanded number of events in Westlake. Estimated Completion Date: 2010 2. Develop and assist the PR/marketing team, working with the Town’s PR consultant group to promote Westlake as a business and tourist destination — Short-Range Goal. Team Leader: Kim Sutter Objective 2.1: Develop concept for marketing team; including goals and objectives and target audience (based on progress of communications plan). Estimated Completion Date: 2009 Objective 2.2: Interact with PR firm, and possibly corporate partners, to develop collateral material for use proactively/reactively to request for information regarding the Town. Estimated Completion Date: 2010 Objective 2.3: Formulate a contract with Marriott/Solana for the use of the hotel/motel occupancy tax funds setting occupancy rate targets to promote the hotel as a premiere tourist destination and to increase the visibility of the facility. Estimated Completion Date: 2009 Tourism Development (cont.) Page 24 Town of Westlake Outcome Strategies: 1. Begin implementation a Public Art Master Plan — Short-Range and On-going Goals. Team Leader: Kim Sutter Objective 1.1: Review art master plan as adopted by the Council and assess the plan recommendations to determine priority of placement and acquisition. Estimated Completion Date: December, 2009 Objective 1.2: Depending on Council directives related to funding, purchasing and placement, coordinate with the Westlake Public Arts Society to assist in art projects. Estimated Completion Date: June, 2010 Objective 1.3: Review proposed art placement with staff and discuss safety issues, visibility and space requirements. Estimated Completion Date: On-going ARTS AND CULTURE — Develop and place art forms within the Town to compliment our natural resources and diverse neighborhood and corporate architecture. Outcome Measure: Acquisition of an initial art piece within 24 months; establish funding plan to add one piece of public art every 12—24 months. Sunrise at Westlake Academy Successful strategic plans are not successful because of the plan itself. They are not successful because of their vision statement, their mission statement, values, tactics, outcomes, or performance measures. Yes, these things are all part of a successful strategic plan — but, the strategic plan must be a part of something larger than even the plan’s vision. It must tell a story. A story that captures one’s imagination, fires one’s dreams, and compels one to want to be a part of that story, because it is so inspiring. Westlake’s story is not yet finished, and the best chapters are yet to come! The 2009 strategic plan will help write the next chapters — the story of a “premier, knowledge based community.” And, we hope this strategic plan inspires you, the reader, to want to be a part of the Westlake story. Tom Brymer Town Manager/CEO Westlake Academy Phone: (817) 430-0861 Fax: (817) 430-0967 www.westlake-tx.org Premiere communities have a shared vision, mission, and values. More than that, they have a plan to turn that vision into something real that adds value to the community’s quali- ty of life. This is the Westlake Town Council’s strategic plan for its con- tinued pursuit of excellence on behalf of the residents of the Town of Westlake. 3 Village Circle, Suite 202, Westlake, Texas 76262