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Res 11-40 Approving a Strategic Plan TOWN OF WESTLAKE RESOLUTION 11-40 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, APPROVING AND ADOPTING A STRATEGIC ISSUES-FOCUSED GOVERNANCE SYSTEM (STRATEGIC PLAN) FOR THE TOWN. WHEREAS, the Westlake Town Council has detennined that effective governance of the Town of Westlake requires a focused effort which can best be provided by a comprehensive governance system formulated by the Council-staff team; and, WHEREAS, the Westlake Town Council has invested significant Council and staff time in an off-site planning retreat as well as subsequent workshops to review and draft updated vision, values, and mission statements to guide the creation of a strategy map, strategic plan and program budget synopsis as well as has reviewed drafts of this system; and, WHEREAS, the Town Council has determined that this governance systems allows for a focused review of the Council's priorities for the Town of Westlake, as well as the allocation of Council and staff time and resources to pursue those priorities; and, WHEREAS, the Town Council finds that approving this strategic governance system provides opportunities to measure implementation of the plan, integrate it with other governance and management processes, and shall be reviewed by the Council at least annually for any updates and/or revisions that the Council determines are necessary to make the plan as effective as possible; and WHEREAS, the Town Council finds that the passage of this Resolution is in the best interest of the citizens of Westlake. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety SECTION 2: THAT, the Town Council of the Town of Westlake, Texas, hereby approves the attached Strategic Issues-Focused Governance System (SIGS) for the Town of Westlake attached to this resolution as Exhibit "A, SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. Resolution 11-40 Page 1 of 2 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 12""' DAY OF DECEMBER 2011. ATTEST: Ay. � Laur L. Wheat, Mayor Kelly Edwa s, Town Secretary Thomas EAB anager APPROVED �S TO FQ..R�M: OF m Panton Lowry, Town Attorney X A S Resolution 11-40 Page 2 of 2 Town of Westlake "Westlake, a premier knowledge based community" Strategic Issues-Focused Governance System In order to focus our efforts as it pertains to serving the residents and businesses as well as creating a dynamic strategic planning document,the Council and staff developed a Strategic Issues-Focused Governance System(SIGS). The system is designed to combine the strategic plan,Balanced Scorecard Strategy Map and program based budget document into a comprehensive tool to guide the Town Council and staff as well as create an achievable vision for Westlake. The plan is organized according to Strategic Issues,identified as affecting our community over the next 24 months. This type of issues focused version of a traditional strategic plan is designed to allow the organization to scan our envi- ronment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake. The Strategy Map from the Balanced Scorecard component of the SIGS outlines the Town Council directives which are vital to our service provision levels for our community and identify measurable objectives to indicate our performance in these areas of achievement. The Program Based Budget is an effort to quantify the cost of services by program rather than the traditional line-item budget format. The financial costs are identified by each program,rather than by each department,along with an explanation of the core services and program objectives. The philosophy of the Town of Westlake's team embraces a"shared services model" as the most cost effective method to deliver excellent public services to the community through our dedicated and professional staff members.The community consists of our local residents,the children,parents and staff of Westlake P11,117 Academy,our corporate citizens,the employees who work in Westlake and various oth- er customers,developers and visitors who do business in and around our town. Through the use of a hybrid of internal direct service provision,inter-local agreements, public/private partnerships and the shared provision of programs at Westlake Academy, the staff strives to maintain Westlake as a premiere choice for Table of Contents families and corporate neighbors while operating in a vaquero financially responsible manner. Balanced Scorecard Strategy Map 2 Each departmental director and their staff teams are cross-trained and provide support or management of the service programs for both the Town of Westlake and the Town- Business Cycle Chart 3 owned charter school,Westlake Academy. These programs include facilities maintenance, development,human resources,IT support,financial services,communica- Mission,vision&community 5 tions,and executive level management. Values Statements The final results are a group of individuals who are actively engaged in creating a unique Strategic Plan s living experience through community events,educational opportunities and distinctive neighborhoods,which cannot be experienced anywhere else. Program Based Budget Summary 14 Approved December 12,2011 Res 11-40 This page left intentionally blank. Res 11-40 r Vision Points. Sense of Place* Leadership*Caring Community* Exemplary Governance*Service Excellence M S.- TRATE G.-� YOrganizational Values PresEducational Leaders ervation Standards Family Friendly a Welcoming ResponsibilityEngaged Citizens Fiscal Mission "On behalf of the citizens, the missionof the Townof Westlake is to •' a • • • communityblends our ! • our f and metropolitan location." CUSTOMER Promote Best Practice Pro vide Outstanding Se rvice Provide Excellent,Responsive Promote Community Health, Enhance and Maintain a D FOCUS Policy Governance and Program Delivery Customer Service Safety&Welfare SenseofCommunity - pp R FINANCIAL Prepare the Budget with Linkages Identify&Allocate Funding for Maintain Excellence in Reporting Sustain Fiscal Maintain Effective A STEWARDSHIP tothe Strategic Priorities Maintenance of Public Assets and Financial Standards Health Internal Controls- I - j OPERATIONAL Facilitatethe Preserve our Implementa Develop an T Implementation of the Infrastructure to Meet Comprehensive Encourage Optimize the use Integrated PROCESSES StrategiclssuesFocused the Life Expectancy of ContinuousQualit Stakeholderand of our5hared g p y y Staff Engagement Services Model Information Governance System our Assets I mprove ment Process System EMPLOYEE Enhance Employee Work Attract&Retain a Highly INVESTMENT Encourage Employee ProfessionalLT..P ote a Culture of Leadership, Performance, Engagement Skilled Workfarce Committed Development&Organizational Growthork&High Performance(HPO) AND SUPPORT &lob Satisfaction to Service Excellence A STRATEGICCapitaIIrvestment Fiscal Stewardship& Human Resources Comprehensive Planning and Public Safety and o ISSUES Organizational Effectiveness (Employeelnvestment) Management of Natural Resources LmergencyPreparedness STRATEGIC DEVELOPMENT/ BUDGET CYCLE December ry R . Process r Coming Preparation furFor Review Financial FYebr Town Annual Novemb Audit 111 Qtr Repo toco PrepareTown Survey Septemb BudgetR t 21d Qtr Report April ncil 21d Qtr Report -Certified Roll Received Present Academy It' - '� Annual Audit Financial Audit /""� toCouneil / Implement& t� ,��. � Budget Kickoff& � Publish Budget � � ,�ademySurvey ,�. taocuments i- �' Adopt Budget& Citizen's Survey Tax Rate l' s Budget Work •` / Electians Sessions 1reviewClP Planning i Program ` Budget I PreliminaryWorkshop Preparations BudgetPraject#ons � CD 2011 Town of Westlake Strategic Plan "Westlake, a premier knowledge based community" 3 Village Circle,Suite 202,Westlake,Texas 76262 r www.westlake-tx.org (817)430-0941 Vision Statement Westlake is an oasis of tranquility and natural beauty amidst an ever expanding3� urban landscape. Vision Points Sense of Place-Distinctive neighborhoods,architecturally vibrant corporate campuses,grazing longhorns,soaring red-tailed hawks,meandering roads and trails,lined with natural stone and native oaks. Leadership-A premiere place to live, leadership in public education,corporate Community Values and governmental partnerships,and high • Innovation • Preservation of our natural beauty development standards. • Educational leaders • Strong aesthetic standards Caring Community—Informed residents, • Family friendly and welcoming • Transparent government small town charm and values,historical • Engaged citizens • Fiscal responsibility preservation. Exemplary Governance-Town officials,both elected and appointed,exhibit respect,stewardship,vision,and transparency. Service Excellence-Public service that is responsive and professional,while balancing efficiency,effectiveness,and financial stewardship. 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 PPJXW �LE ank�1 ty with our vibrant culture and metropolitan location.ACertified " Page 5 Res 11-40 Page 6 Town of Westlake History and Demographics Approximately 992 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 y - p 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 38,and 51% of the residents are female. Some of the community's top employers are:Fidelity Investments,TD Auto Finance,and CoreLogic. 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 restau- rants,plus offers the 296-roam 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,I% to the Town,and the remaining 1% to a local property tax relief fund and an economic development fund. "Good Top Employers business • Fidelity Investments leaders create a • TD Auto Finance vision " CoreLogic articulate the ' WeIIs Fargo Bank vision, and • McKesson Corporation relentlessly ' Deloitte University • Marriott — Solana Recent Infrastructure Re-investment& Development Projects • FM 1938—Construction of major north/south thoroughfare Deloitte University Dove Road and Ottinger Road Improvements • Stagecoach Hills Waterline &Paving/Drainage Improvements Solana Office Complex • Aspen Lane,Mahotea Boone and Roanoke Road Paving/Drainage Improvements • SH 114/SH 1170 Interchange Res 11-4O Page 7 Town of Westlake Strategic Plan Overview During the 2011 strategic planning process,the Town Council and staff Leadership Team developed an overview of the strategic issues facing Westlake and developed ` action plans to monitor the success and completion of the projects. The vision and mission statements were updated to reflect the unique characteristics found within our community and the values which are important to our residents. The information is contained within five vision points which describe the areas that the Council and staff have determined are vital to maintaining our Town and providing services to enhance the lives of our residents and community. Vision Point ane—Sense of Place Vision Point Two—Leadership Vision Point Three—Caring Community, Vision Point Four—Exemplary Governance Vision Point Five—Service Excellence "Vision without SENSE OF PLACE—The Town is home to several different types of community action is a dream. developments,which include residential,corporate and agricultural uses. Our largest Action without residential neighborhood is home to a state of the art golf facility and many beautiful vision is simply homes. Stagecoach Hills airpark is located along the historic stagecoach line which passing the time. once transported passengers from Keller to Denton.Westlake residential neigh- Action with borhoods include: vision is making • Aspen Lane a Glenwyck Farms • Mahotea Boone a Paigebrooke Farms a positive • Stagecoach Hills a Terra Bella • Vaquero a Wyck Hill difference."-Joel The Town is located along the Tarrant and Denton County borders and has portions of Barker major State highways that surround its perimeter.We are an ideal location for businesses and have enjoyed a long history with our corporate campus developments. LEADERSHIP—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 and a sense '1 of community. 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 of- fers the rigorous International Baccalaureate curriculum,for grades K-12,and all resi- dents are eligible to enroll their children. The Town also utilizes the"shared services" configuration to provide cutting edge service delivery to our residents and customers. The staff steps outside the traditional roles associated with each department in a municipality and works in a cross- functional manner between the Town and the Academy programs. This assists us in keeping our overhead to a minimum while serving our community. Res 11-4© Page 8 Town of Westlake CARING COMMUNITY—In an effort to faster citizen engagement,enhance our neigh- borhoods and increase participation 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 and the Cross Timbers region. The Town is committed to protecting and improving the quality of life of Westlake r � 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 and we are a co-sponsor of the Masterworks Concert Series with the Arts Council Northeast,who promote local artists through public concert events. Westlake also hosts several local events to foster community involvement through the annual Christmas Tree Lighting Event,Decoration Day,Vintage Car Show and Arbor Days. EXEMPLARY GOVERNANCE—Westlake is governed by a Mayor and Town Council with each of the five council members serving a two-year term. The Town Council also serves as the governing board for Westlake Academy,in the capacity of the Board of Trustees. The dual service configuration supports the cooperative delivery of program services for the Westlake community. The Town Council appoints the Town Manager,who also functions as the Academy's Superintendent,establishes town policies,and serves as the legislative body of the Town. In this capacity,the Council also approves the Town budget. The community is fortunate to have a dedicated group of residents who serve on our var- ious boards and strive to promote the vision of the Town. SERVICE EXCELLENCE—The Town is staffed by a group of professionals who provide our residents and customers with the highest quality of public services in an efficient and responsive manner. The staff is involved in community gatherings,such as the neigh- borhood and parent meetings,concerts series,and various holiday based events—as well as striving to maintain personal relationships with our residential population to foster the Sense of Place and Caring Conimunihj found in Westlake. The Town's Leadership Team of department directors brings more than 1.50 years of d collective municipal experience and knowledge to the Town along with a strong commitment to public service excellence. Entrance to Glenwyck Farms Res 11-40 Page 9 Town of Westlake Strategic Plan Strategic Issues The Town's strategic plan was developed according to a Strategic Issues format,which identified events through a SWOT(strengths,weaknesses,opportunities,and threats) analysis that would affect our community over the next 24 months.This type of issues- focused version of a traditional strategic plan is designed to allow the organization to scan our environment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake. The five component Westlake Academy issues we identified as strategic are: • Capital Investment • Fiscal Stewardship&Organizational Effectiveness • Human Resources (Employee Investment) • Comprehensive Planning and Management of Natural Resources • Public Safety and Emergency Preparedness Under each outcome strategy,staff has created action items necessary to support or achieve the desired result,which is linked to the Strategy Map. CAPITAL..INVESTMENT—Ensure the infrastructure and capital investments of the Town are "Westlake has maintained to sustain the community's quality of life, been a lot of outcome Strategies: things, but it has 1. Existing Infrastructure Reinvestment(Current Assets) never been Leadership Team Member(s):Tom Brymer/Eddie Edwards/Jarrod Greenwood/Troy ordinary." Meyer Fort Worth Staff Action 1.1: Facilities—Review of long-term rental options in Comparison to building a permanent structure. Star Telegram Strategy Map:Financial Stewardship—Sustain Fiscal Health Completion Date:April,2012 Staff Action 1.2:Cemetery—Analysis of long-term sustainability and marketing opportunities to increase the return on investment in the facility. Strategy Map:Financial Stewardship—Sustain Fiscal Health Completion Date.December,2013 Staff Action 1.3:Completion of FM 1938(Precinct Line Road)-Implementation of streetscaping projects. Strategy Map:Customer Focus—Enhance and Maintain a Sense of Community Completion Date: FM 1938—Summer,2012;Final Streetscaping—Fall,2015 Staff Action 1.4: FM 114/170 Interchange ---Partner with TxDoT,the Town of Trophy Club and City of Roanoke to complete the streetscaping project.. Strategy Map:Customer Focus--Enhance and Maintain a Sense of Community Completion Date:Summer,2013 Res 11-40 2011 Page 10 Strategic Issues, (cont.) CAPITAL INVESTMENT, (cant.) 2. Technology and Equipment Investment w E Leadership Team Member(s):Todd Wood/Richard Whitten/Eddie Edwards Staff Action 2.1: Capital Investment in Vehicles—Review of emergency and fleet maintenance needs and replacement opportunities. Strategy Map:Operational Processes-Preserve our Infrastructure to Meet the Life Expectancy of Our Assets j Completion Date:October,2012 Glenwyck Park Staff Action 2.2: Radio Accessibility of Emergency Services—Examine public safety communication interoperability of the Westlake emergency radio system. Strategy Map:Customer Focus-Promote Community Health,Safety&Welfare Completion Date:June,2012 Staff Action 2.3:Capital Investment in Technology—Review of current technology needs and forecast anticipated requirements for internal operations,citizen engagement and equipment replacement in the form of a technology plan. Strategy Map:Customer Focus--Promote Community Health,Safety&Welfare Completion Date:June,2012 3. Policy and Cost Analysis Drive by Growth(Future Assets) Leadership Team Member(s):Tom Brymer/Debbie Piper/Jarrod Greenwood/Eddie Edwards/Todd Wood/Troy Meyer Staff Action 3.1: Conduct feasibility study for water/sewer impact fees to offset the cost of infrastructure development. Strategy Map:Financial Stewardship-Sustain Fiscal Health Completion Date:June,2012 Staff Action 3.2: Park Land and Trail Development—Work in partnership with surrounding municipalities to allow for connection of trails within Westlake to our neighboring communities. Strategy Map:Customer Focus-Promote Community Health,Safety&Welfare Completion Date:July,2012 Staff Action 3.3: Evaluate Westlake Academy campus needs and expansion options. Strategy Map:Operational Processes-optimize the Use of Our Shared Services Model Completion Date:August,2012 4. Hwy 170/NTTA project Staff Action 4.1: Monitor the construction of the Hwy 170/NTTA project and provide Council with updates as to the impact on mobility in Westlake. Strategy Map:Customer Focus-Promote Community Health,Safety&Welfare Completion date: Annual Report in November FISCAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS—Maintain a balanced approach to revenue forecast- ing and expenditure allocation to ensure the necessary resources for long-term sustainability. Outcome Strategies: 5. Budget according to established service level provisions within departments. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 5.1: Prepare budgets in a fiscally responsible manner to maintain a low tax rate while serving our stakeholders. Strategy Map:Financial Stewardship--Prepare the Budget with Linkages to the Strategic Priorities Completion Date: Annually by October 1st. Res 11-10 Page 11 Town of Westlake =Strategic Issues, (cont.) FINANCIAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS, (cont) Staff Action 5.2: Continually monitor our revenue income and expenditures as it relates to the program budgeting function to provide Council with comprehensive financial information. Strategy Map:Financial Stewardship-Sustain Financial Heafth Completion Date: Provided through Quarterly Financial Reports Staff Action 5.3: Examine Town's capacity for re-investment in technology, FFE,capital expenditures,etc. Strategy Map:Financial Stewardship-identify and Allocate Funding for Maintenance of Public Assets Completion Date: June,2012 Staff Action 5.4: Develop/propose a financial policy to provide for future replacement needs of technology, FFE, etc. Strategy Map:Financial Stewardship-Identify and Allocate Funding for Maintenance of Public Assets Compietion Date: December,2012 6. Maximize the service provision level to our customers through the use of the shared services model, public/private partnerships and the implementation of innovative inter-governmental agreements. Leadership Team Member(s):Town Manager and All Departmental Directors Staff Action 6.1: Seek additional partnerships through either the use of Memorandums of Understanding(MOD's)or Interlocal Agreements(ILA's) relative to items such as economic development,tourism,cost reductions or enhanced efficiencies in service delivery mechanisms, infrastructure developments, mobility activities,etc. I Strategy Map:Customer Focus-Provide Outstanding Service and Program Delivery Completion Date: Provide annual December report to CouncilQACH Staff Action 6.2: While maintaining high standards, continue to create incentive 47��G'IpA `a" mechanisms that encourage businesses to locate in Westlake.These y. ' include flexible"development friendly"ordinances,adequate or N expandable infrastructure,simplified fee structures and review procedures, and responsive staff support. Strategy Map:Customer Focus r Provide Outstanding Service and Program Delivery Entrance to Stagecoach Hills 7. Develop a communication and marketing plan that is comprehensive in nature to encourage dialogue with our residents and foster community involvement. Leadership Team Members(s): Ginger Awtry/Tom Brymer/Todd Wood Staff Action 7.1: Provide consistent and timely communication to promote resident and stakeholder engagement in the business,events and opportunities in Westlake. Strategy Map:Customer Focus-Enhance and Maintain a Sense of Community Completion Date: Provided through Monthly and Quarterly Publications Staff Action 7.2: Implement new website and monitor/update content material for relevancy and timeliness. Strategy Map:Customer Focus--Provide Excellent,Responsive Customer Service Completion Date: February,2012 Res 11330 2011 Page 12 Strategic Issues, (cont.) HUMAN RESOURCES (Employee Investment)—Provide the appropriate staff=ing levels at the Town as it relates to service delivery to our community. Outcome Strategies: 8. Include personnel estimates in the five-year financial forecast based on expansion of service provision to the Academy and community as directed by growth/demand for services. Leadership Team Member(s):Town Manager and All Departmental Directors Staff Action 1.1: In conjunction with 5-year financial forecast, department heads to identify staffing needs for all programs of service. Strategy Map:Operational Processes-Optimize the Use of Our Shared Services Model Completion Date: Annually by August,2012 Staff Action 1.2: Continually evaluate ways to maximize our delivery methods by cross-training employees and identifying skill sets which would be beneficial across the organization (i.e.,security at the Academy,event preparation and volunteering,communication efforts through dynamic publica- tions, IT services between the Academy/Town, etc.) Strategy Map:Operational Processes-Encourage Stakeholder and Staff Engagement Completion Date: Report in August,2012 i COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES— _ �j� � ' LA Ensure the standards are maintained and promoted in the management of growth and development l: f within the Town to foster our unique character and rural-like atmosphere. Outcome Strategies: 9. Update Town's Comprehensive Plan Leadership Team Member(s):Troy Meyer/Eddie Edwards/Jarrod Greenwood Spring Flowers A. Review of Current Comprehensive Planning document. Staff Action 9.A.1: Review existing plan provisions and incorporate into new proposal; Examine the possibility of hiring an outside consultantto assist in the process. Strategy Map:Customer Focus-Enhance and Maintain a Sense of Community Completion Date: June,2012 B. Review of Land Use Plan&Financial Analysis of Impact to Sustainability Staff Action 9.13.1: Understanding the impact of the current land use plan on future ■'e F growth and financial sustainability of the Town's municipal services, fees,and infrastructure necessary to support future development. Strategy Map:Customer Focus-Enhance and Maintain a Sense of Community Completion Date: March,2013 C.Supporting Master Plans - • Thoroughfare Plan Terra Bella Emry • Parks/Trail/Open Space • Utilities(Water,Sewer, Duct Bank) Staff Action 9.C.1: Draft supporting master plans according to concepts approved by Council in the Comprehensive Planning document. Strategy Map:Customer Focus-Enhance and Maintain a Sense of community Completion Date: March,2013 Res 11-40 2011 Page 13 =Strategicssues, (cont.) COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES, (Cont) D. Review and recommend necessary changes to existing ordinances to align with Comprehensive Plan Strategy Map:Customer Focus--Provide Outstanding Service and Program Delivery Completion Date., March,2013 10. Investigate and review of environmental preservation and conservation opportunities. Leadership Team Member(s): Jarrod Greenwood/Troy Meyer Staff Action 10.1: Provide Council with report outlining programs that would benefit the residents in their conservation efforts. Strategy Map:Customer Focus Provide Outstanding Service and Program Delivery Completion Date: Report to Council in April,2012 Staff Action 10.2:Compare and contrast the programs relative to surrounding communities and the options found in the environmental conservation "best practices"of local government,to include an estimated cost of service provision. Strategy Map:Customer Focus-Provide Outstanding Service and Program Delivery Completion Date:April,2013 PUBLIC SAFETY AND EMERGENCY PREPAREDNESS—Provide a safe communityfor our residents and business partners. Outcome Strategies: 11. Consistently seek an effective service delivery method to provide comprehensive police services for the Town residents. Leadership Team Member(s):Town Manager and All Departmental Directors Staff Action 11.4: Monitor and report on the success of the current police services contract to ensure a safe environment for our residents.. Strategy Map:Customer Focus r Provide Outstanding Service and Program Delivery Completion Date: Annual report in February/March 12. Plan and implement strategies to enhance the emergency preparedness of the residents and Town facilities. Leadership Team Member(s):Town Manager and All Departmental Directors Staff Action 2.1: Evaluate on the local level that all departments have adequate training,equipment,and communication tools,to effectively address emergency situations as they arise. Strategy Map:Customer Focus-Promote Community Health,Safety and Welfare Completion Date: May,2012 Staff Action 2.2: Review Town/Academy Standard Operating Procedures and emergency plans to maintain readiness, Strategy Map,-Customer Focus-Promote Community Health,Safety and Welfare Completion Date: December,2012 Staff Action 2.3: Inventory and identify availability of recommended Emergency Operations Center components. Strategy Map:Customer Focus-Promote Community Health,Safety and Welfare Completion Date: June,2013 Res 11-4p 2011 Page 14 Programs of Service The program budget allocations are used as a means of providing our residents and Council with the costs associated with each public service provision according to the specific program rather than the traditional line-item designations. It has been developed with a governance approach that places greater emphasis on the services and activities provided to t t,y our stakeholders rather than the individual departments that carry out the assigned work " duties. x Aa The information listed below, groups the programs with the Vision Point most closely related to the service and identifies the department that is primarily responsible for ensuring the necessary work is completed to reach our goals and objectives. spring Flowers The program budget may also be utilized as a tool for prioritizing services and making organizational funding decisions. Deciding how responsive,effective or efficient a particular service should be carries implicit costs. Westlake continues to deliver the highest quality services possible while maintaining relatively low provision costs. The professional staff at the Town of Westlake takes pride in the work they do and the services they offer to our residents. Vision Point One —Sense of Place:Distinctive neighborhoods,architecturally vibrant corporate campuses,grazing longhorns,soaring red-tailed hawks,meandering roads and trails,lined with natural stone and native oaks. Proeram Total AlloQation KeyService Delivery Dept Comprehensive Planning& Economic Development $ 84,199 Dept. 11—Administration Building Inspections $ 38;253 Dept, 12 Planning&Dev. Code Enforcement $.. .5,182 Dept. 12—Planning&Dev. Transportation Services $ 39,646 Dept. 16—Public Works Parks&Recreation Maintenance 106 031 Dept, 19—Parks& Rec. TOTAL $273,3-ti Vision Point Two Leadership: A premiere place to live, leadership in public ed- ucation,corporate and governmental partnerships,and high development standards. ` ram Pro Total AI �— kation Key Service Delivery Dept. Plan Review& Inspections $ 48,945 Dept. 12—Planning&Dev. Gas Well Permit Administration $ 8,197 Dept, 12—Planning&Dev. Planning&Zoning $ 39;252 Dept. 12—Planning&Dev. Water Services Sew- $1,662,660 Dept,16—Public Works Terra Bella Entry er Services $' 444:,994 Dept.16—Public Works Solid Waste&Recycling $ 33,533 Dept.16—Public Works Westlake Academy Foundation Support Services $ 20,501 Dept.18 Finance Academic Support Services Tex- $ 139,151 Dept.21 Human Resources as Student Housing $...28.7.67... .... Dept. 13—Town Secretary TOTAL $2,426,000. Res 11-40 2011 Page 15 Programs of Service, (cont.) Vision Point Three k Caring Community: Informed residents,small town charm and values,historical preservation. Program .Total Allocation Key Service Delivery Dept Emergency Prevention $ 70,023 Dept. 14—Fire&EMS Citizen Engagement&Communications $ 117.221 Dept. 22Communications TOTAL $ 187,244 Vision Point Four- Exemplary Governance: gown officials,both elected and appointed,exhibit respect,stewardship,vision,and transparency. "We are Program TotallAln Kev Service Delivery Dept limited, not by Municipal Governance $ 183,083 Dept. 11Administration our abilities, but Academic Governance $ 78,384 Dept. 11 Administration TOTAL $ 261,467 by our own vision.� Vision Point Five -Service Excellence: Public service that is responsive and -Anonymous professional,while balancing efficiency,effectiveness,and financial stewardship. Program Total Allaoation Key Service Delivery Dept Financial Management $ 291,888 Dept. 11—Administration Municipal Administration $ 656,508 Dept. 11—Administration Academic Administration $ 274;369 De pt. 11—Administration Records Management $ .. 29,61 .. Dept. 13—Town Secretary Emergency Operations $ ..99.1,454 Dept. 14—Fire& EMS Emergency Operations—Billing Services $ 12;000 Dept. 14—Fire& EMS Emergency Operations—Support Services $ 30,504 Dept. 14—Fl re& EMS Police Services $ 775,326 Dept. 23 Police Municipal Court—Case Processing $ 61,478. Dept. 15—Municipal Court Municipal Court—Docketing .$ 52,013 Dept. 15—Municipal Court Warrant&Jail Services $ 96,525 Dept. 15—Municipal Court Municipal Court -Collection Services $ 17,393 - Dept. 15—Municipal Court Judiciary&Administration $ 37,024 Dept. 15—Municipal Court Utility Billing& Processing $ 67,419 Dept. 18—Finance Municipal Accounting Services $ 202,190 Dept. 18—Finance Human Resources—Administration $ 6,5©1 Dept. 21—Human Resources Human Resources—Total Compensation $ 2,000 Dept.21—Human Resources Human Resources—Risk Management $ 4,210 Dept, 21—Human Resources Human Resources—Employment Services $ 3,166 Dept. 21 Human Resources Right-of-Way(ROW) Management $ 143,096 Dept. 16 Public Works Election Administration $ 12,928 Dept. 13—Town Secretary Municipal IT Operations $ 81,592 Dept. 20—Information Tech. Municipal Network Operations $ 6,363 Dept. 20—Information Tech. TOTAL $3,855,570 Res 11-40