01.23.2026 TC Agenda Packet - RetreatTOWN OF TROPHY CLUB TOWN COUNCIL
TOWN COUNCIL RETREAT
MEETING AGENDA
January 23, 2026
9:00 AM
Trophy Club Town Hall EOC Room
1 Trophy Wood Drive
Trophy Club, Texas 76262
BREAKFAST - 8:30 A.M.
CALL TO ORDER - 9:00 A.M.
PUBLIC COMMENT(S)
This is an opportunity for citizens to address the Council on any matter pursuant to Texas Government Code
551.007. The Council is not permitted to discuss or take action on any presentations made concerning matters that
are not listed on the agenda. Presentations are limited to matters over which the Council has authority. Speakers
have up to three (3) minutes or the time limit determined by the Presiding Officer. Each speaker must have
submitted their request to speak by completing the Speaker’ s Form or may email townsec@trophyclub. org
ITEMS
1.Updates regarding the FY 2026 Business Plan. (Brandon Wright, Town Manager)
2.Review and update the Trophy Club Strategic Plan FY 2026- 2031. (Brandon Wright, Town Manager)
3.Lunch
4.Review estimates and goals for preparation and development of the FY 2027 Budget. (April Duvall,
Director of Finance)
ADJOURN
The Town Council may convene into executive session to discuss posted items as allowed by Texas Government Code Sections 551.071
through 551.076 and Section 551.087.
I do hereby certify that the notice of meeting was posted on the bulletin board at the Town Hall for the Town of Trophy Club, Texas, in a place
convenient and readily accessible to the general public at all times on the following date and time: January 13, 2026 at 3:30 p.m., and said
Notice of Meeting was also posted concurrently on the Town’s website in accordance with Texas Government Code Ch. 551.
*In accordance with section 551.127 of the Texas Government Code (Open Meeting Act) this meeting will be an in-person meeting with either a member of Town Council, staff, or consultant,
participating by video conference. The public meeting location will be Trophy Club Town Hall, 1 Trophy Wood Drive, Texas. The Mayor, as presiding officer of Town Council, and a quorum
of the Town Council will be physically present at this location. The location where the Mayor is physically present shall be open to the public during the open portions of the meeting.
*BUDGET STATEMENT: Pursuant to Section 551.043, Government Code, the following taxpayer impact statement must be on the Town Council meeting agenda at which the Town Council
will discuss or adopt a budget for the Town of Trophy Club: For an average-valued homestead property ($714,324.00), the Town’s portion of the property tax bill in dollars for the current
fiscal year (FY2025) is $2,967.79, the Town’s portion of the property tax bill for the upcoming fiscal year (FY2026) for the same property if the proposed budget is adopted is estimated to be
$2,949.19, and the Town’s portion of the property tax bill in dollars for the upcoming fiscal year (FY2026) for the same property if a budget funded at the no-new-revenue rate under Chapter
26, Tax Code, is adopted is estimated to be $2,809.82.
Tammy Dixon, Town Secretary
*If you plan to attend this public meeting and have a disability that requires special needs, please contact the Town Secretary’s Office at 6822372900, 48 hours in advance, and reasonable
accommodations will be made to assist you.
Page 1 of 129
FY 2026 Business Plan Update
January 23, 2026
Page 2 of 129
A Great Place
to Call Home
Page 3 of 129
Trophy Club’s Strategic Plan
•Developed with collaboration
between Town Council,Town staff,
residents,and businesses.
•Identified 5 key Focus Areas for
Trophy Club’s continued success:
•Prioritize Public Safety
•Promote Quality of Life
•Strengthen Infrastructure
•Uphold Housing Standards
•Support Business
Page 4 of 129
Trophy Club’s Strategic Plan
•Sets the stage for strategic goals for the next
five to twenty years,driven to enrich the lives
of residents,businesses,visitors,and
organizations.
•Aligns resources with priorities to ensure that
long-term goals and immediate needs are met.
Page 5 of 129
5-Year Strategy Map
Page 6 of 129
The Town’s Business Plan
prioritizes the 5-Year Strategic Plan
to the goals to be accomplished in
the next 1 or 2 years.
Business Plan
Page 7 of 129
•Coordinated planning to improve
integration of fire and police
information systems
•Promoted Response Ready Program
(27%increase in 2025)
•Updating program data
•Reviewed options for secure data
sharing
Business Plan
10% CompletePage 8 of 129
•Developed project goals and
conducted research on websites and
tools
•Analyzed website visits and use of
public safety pages
•Planning to integrate key metrics
such as incident types and response
times into usable formats
Business Plan
10% CompletePage 9 of 129
•Master plan advanced to final
approvals
•Review of existing playgrounds and
park amenities completed
•Developed prioritized list of inclusive
play areas
•Preliminary funding estimates and
project timelines completed
Business Plan
50% CompletePage 10 of 129
•Refined and populated asset data
within the Town’s new GIS platform
•Conducted quality control reviews for
data input
•Verified asset locations
•Incorporating preliminary condition
ratings and asset age data
Business Plan
70% CompletePage 11 of 129
•Approved small area plan, The Grove
at TC in October 2025
•Updated Town website
•Approved advisory and brokerage
services agreement
Business Plan
90% CompletePage 12 of 129
social media | email | website
Page 13 of 129
PLAN
1 Trophy Wood Drive
2026
FY 2026 - 2031
www.trophyclub.org/strategicplan
STRATEGIC
2025.08.19
Page 14 of 129
INTRODUCTION
VISION & MISSION
CORE VALUES
FOCUS AREAS
OBJECTIVES
INITIATIVES
TASKS
STRATEGIC PLAN DEVELOPMENT
TABLE OF CONTENTS
3
5
7
9
14
18
25
94
Page 15 of 129
Dear Residents of Trophy Club,
I am pleased to share with you the significant progress we have made with the
Town of Trophy Club's Strategic Plan. This comprehensive plan serves as a vital
tool for prioritization, communication, and accountability. It reflects the vision
of our Mayor and Council, charting a clear path to achieve our long-term
community goals.
Our strategic plan sets the stage for the next five to twenty years, driven by a
mission to enrich the lives of residents, businesses, visitors, and organizations.
This plan focuses on delivering exceptional services that foster a thriving
community. To achieve this vision, we have identified seven high-level
priorities: public safety, quality of life, infrastructure, service excellence,
community engagement, housing standards, and business support.
By aligning our resources with these priorities, we ensure that both long-term
aspirations and immediate needs are met. The strategic plan was developed
with extensive community input through surveys, focus groups, and town
council meetings. This collaborative effort is essential for making informed
decisions that benefit everyone in our town.
Together, we can continue to build a connected and vibrant community that
continues to be a great place to call home.
S i n c e r e l y ,
B r a n d o n W r i g h t
T o w n M a n a g e r
T r o p h y C l u b T e x a s
INTRODUCTION
Page 16 of 129
STRATEGY MAP
Page 17 of 129
AND
MISSION
VISION
The Vision and Mission are Trophy Club's
purpose and long-term aspirations.
Page 18 of 129
VISION & MISSION
VISION
MISSION
Trophy Club will be a connected and
vibrant town that provides an
engaged and active community
experience.
The Town of Trophy Club focuses on
enriching the lives of our residents,
businesses, visitors, and organizations
by leading in exceptional services
that cultivate a thriving community.
Page 19 of 129
VALUESCORE
Core Values are guiding principles that shape the
culture, behaviors, and decision-making within
an organization.
Page 20 of 129
Innovation:
We strive to make significant improvements to
public administration and/or the services provided
to the community.
Integrity:
We work towards the consistent alignment of, and
adherence to, shared ethical values, principles and
norms for upholding and prioritizing the public
interest over private interests for the Town of Trophy
Club.
Service:
We work hard with dedication and respect for our
residents and strive for excellence in the service of
others.
Stewardship:
We exercise integrity in upholding the highest
ethical standards and promote trust and confidence
in those we serve and serve with.
Teamwork:
We treat one another with respect and dignity,
fostering a harmonious and cohesive environment
that promotes well-being and happiness for all.
CORE VALUES
Page 21 of 129
AREASFOCUS
A Focus Area is the key area or priorities that an
organization intends to concentrate on to
achieve the mission and vision of the
organization.
Page 22 of 129
FOCUS AREAS
Page 23 of 129
DESCRIPTIONS
Safeguard lives and
protect property by
actively engaging
with the community.
Cultivate vibrant
spaces and inclusive
amenities to foster a
thriving community.
Page 24 of 129
DESCRIPTIONS
Strengthen
infrastructure with
proactive
maintenance,
improved
connectivity, and
utility coordination.
Enhance
neighborhood
desirability and
uphold housing
standards through
partnerships and
enforcement.
Page 25 of 129
DESCRIPTIONS
Create a thriving
business
environment
through initiatives to
support business
enterprises.
Page 26 of 129
OBJECTIVES
Objectives are what we aim to accomplish
within the Focus Area. These Objectives align
with the organization's Mission and overall
strategic goals.
Page 27 of 129
OBJECTIVES
PRIORITIZE PUBLICSAFETY
S a f e g u a r d l i v e s a n d
p r o t e c t p r o p e r t y b y
a c t i v e l y e n g a g i n g
w i t h t h e
c o m m u n i t y .
PROMOTE QUALITY OF LIFE
C u l t i v a t e v i b r a n t
s p a c e s a n d
a m e n i t i e s f o r a l l
a g e s t o f o s t e r a
t h r i v i n g c o m m u n i t y .
E n h a n c e c o m m u n i t y
p o l i c i n g a n d p u b l i c
s a f e t y e n g a g e m e n t .
S t r e n g t h e n e m e r g e n c y
m a n a g e m e n t
p r e p a r e d n e s s a n d
e d u c a t i o n .
C r e a t e s t r a t e g i e s t o
a d d r e s s s a f e t y n e e d s .
E n h a n c e t r a n s p a r e n c y ,
a c c o u n t a b i l i t y , a n d
e n g a g e m e n t t h r o u g h
c o m m u n i c a t i o n
c h a n n e l s .
C r e a t e a c o m p r e h e n s i v e
r e c r e a t i o n p r o g r a m p l a n .
C r e a t e , i m p l e m e n t , a n d
m a i n t a i n a
c o m p r e h e n s i v e m a s t e r
p l a n f o r T r o p h y C l u b ’s
p u b l i c p a r k s a n d s p a c e s
w i t h f u n d i n g s t r a t e g i e s .
B e a u t i f y c o m m u n i t y
n e i g h b o r h o o d a r e a s a n d
m e d i a n s t h r o u g h
s u s t a i n a b l e p l a n t i n g s ,
t r e e u p k e e p , a n d d e s i g n
e l e m e n t s .
O B J E C T I V E S :O B J E C T I V E S :
Page 28 of 129
OBJECTIVES
PRIORITIZE PUBLICSAFETY
S a f e g u a r d l i v e s a n d
p r o t e c t p r o p e r t y b y
a c t i v e l y e n g a g i n g
w i t h t h e
c o m m u n i t y .
E n h a n c e c o m m u n i t y
p o l i c i n g a n d p u b l i c
s a f e t y e n g a g e m e n t .
S t r e n g t h e n e m e r g e n c y
m a n a g e m e n t
p r e p a r e d n e s s a n d
e d u c a t i o n .
C r e a t e s t r a t e g i e s t o
a d d r e s s s a f e t y n e e d s .
E n h a n c e t r a n s p a r e n c y ,
a c c o u n t a b i l i t y , a n d
e n g a g e m e n t t h r o u g h
c o m m u n i c a t i o n
c h a n n e l s .
O B J E C T I V E S :
STRENGTHENINFRASTRUCTURE UPHOLD HOUSINGSTANDARDS
S t r e n g t h e n
i n f r a s t r u c t u r e w i t h
p r o a c t i v e
m a i n t e n a n c e ,
i m p r o v e d m o b i l i t y ,
a n d u t i l i t y
c o o r d i n a t i o n .
E n h a n c e n e i g h b o r h o o d
d e s i r a b i l i t y a n d u p h o l d
h o u s i n g s t a n d a r d s
t h r o u g h c o o p e r a t i v e
p o l i c i e s a n d
e n f o r c e m e n t w h i l e
p r e s e r v i n g p r i v a t e
p r o p e r t y r i g h t s .
D e v e l o p c o m p r e h e n s i v e
m a i n t e n a n c e p l a n s a n d
f u n d i n g s t r a t e g i e s t o
s u p p o r t l o n g -t e r m
i n f r a s t r u c t u r e n e e d s .
P a r t n e r w i t h t h e T C M U D
N o . 1 , N I S D , a n d
s u r r o u n d i n g
s t a k e h o l d e r s t o
c o o r d i n a t e c a p i t a l
p r o j e c t s .
C o o r d i n a t e u t i l i t y
i m p r o v e m e n t s .
P r o t e c t n e i g h b o r h o o d s
w i t h t a r g e t e d r e n t a l
m a n a g e m e n t .
I m p r o v e a g i n g i n p l a c e
o p t i o n s f o r r e s i d e n t s .
C r e a t e i n n o v a t i v e
r e d e v e l o p m e n t a n d
e n f o r c e m e n t s t r a t e g i e s .
O B J E C T I V E S :O B J E C T I V E S :
Page 29 of 129
OBJECTIVES
SUPPORTBUSINESS
C r e a t e a t h r i v i n g
b u s i n e s s
e n v i r o n m e n t
t h r o u g h p o l i c i e s
a n d i n i t i a t i v e s t h a t
s u p p o r t b u s i n e s s
e n t e r p r i s e s .
D e v e l o p p o l i c i e s t h a t
s u p p o r t a p o s i t i v e
b u s i n e s s e n v i r o n m e n t
a n d e n h a n c e T r o p h y
C l u b ’s b u s i n e s s
a e s t h e t i c s a n d c o h e s i o n .
R e d e v e l o p a n d c r e a t e
s u c c e s s f u l b u s i n e s s
a r e a s f o s t e r i n g a u n i q u e
s e n s e o f p l a c e .
B o o s t T r o p h y C l u b ’s
b r a n d v i s i b i l i t y t h r o u g h
s t r a t e g i c m a r k e t i n g
e f f o r t s .
O B J E C T I V E S :
Page 30 of 129
INITIATIVES
Initiatives are specific actions, projects, or
programs undertaken to achieve the goals and
objectives outlined in the plan. They are
designed to address the Focus Areas identified
in the Strategic Plan and are often accompanied
by clear timelines, responsibilities, and resource
allocations.
Page 31 of 129
INITIATIVES
OBJECTIVE INITIATIVE
Enhance community
policing and public safety
engagement.
Establish community safety ambassadors to
educate and engage residents in police and fire
department safety and prevention programs,
fostering trust and accessibility.
Create a unified voluntary database for elderly,
homebound, and special needs residents to
enhance fire and police assistance, while
promoting community connections and proactive
outreach to address public safety needs.
Create policies for consistent safety enforcement
and implement a two-way communication process
with the community for feedback and complaints,
ensuring operational consistency.
Strengthen emergency
management
preparedness and
education.
Introduce an emergency management coordinator
position to enhance community preparedness.
Craft a comprehensive crisis communication
handbook and emergency management plan,
define the Mayor's emergency communication
responsibilities, and formulate an emergency
management strategy.
Page 32 of 129
INITIATIVES
OBJECTIVE INITIATIVE
Create strategies to
address safety needs.
Enhance public safety on Town property by
assessing and addressing traffic, mobility, and
pedestrian concerns, with a focus on golf cart and
biking safety in crosswalks and sidewalks.
Develop a transportation safety plan to address
speeding.
Enhance transparency,
accountability, and
engagement through
communication channels.
Initiate transparent and accountable public safety
communication via the Town’s multimedia
strategy for education and alerts.
Engage residents through two-way public safety
communication.
Develop public safety transparency pages
showcasing statistics and policies, and explore
integration of transparency tools with public safety
departments.
Page 33 of 129
INITIATIVES
OBJECTIVE INITIATIVE
Create a comprehensive
recreation program plan.
Develop a comprehensive recreation program with
a focus on cost recovery.
Establish space for all ages and abilities for
educational and recreational activities.
Create, implement, and
maintain a comprehensive
master plan for Trophy
Club’s public parks and
spaces with funding
strategies.
Finalize a comprehensive master plan for parks and
conduct a thorough inventory of the Town's park
assets.
Evaluate Town parks and trails to prioritize
inclusive play areas for all ages and abilities.
Seek grant opportunities.
Beautify community
neighborhood areas and
medians through
sustainable plantings, tree
upkeep, and design
elements.
Establish a uniformed sustainable design
standards for Town medians.
Develop a wayfinding directional signage package
to enhance the Town’s brand image,
monumentation, and street signage.
Promote and educate the community on the use of
drought-tolerant plantings and native flora and
fauna.
Page 34 of 129
INITIATIVES
OBJECTIVE INITIATIVE
Develop comprehensive
maintenance plans and
funding strategies to
support long-term
infrastructure needs.
Identify and establish an asset management plan
for all of Trophy Club’s real and personal property.
Develop a 10-year maintenance and replacement
plan for the Town’s physical assets, setting funding
targets, and actively pursue grant opportunities.
Implement a drainage/watershed analysis plan for
Town-owned creeks and drainage areas.
Develop an ADA Transition Plan.
Partner with the TC MUD
No. 1., NISD, and
surrounding stakeholders
to coordinate capital
projects.
Plan and coordinate integrated projects with
partner organizations.
Streamline the MUD and Town relationship for
improved efficiency.
Coordinate utility
improvements.
Strengthen notification and communication
capabilities with the ROW permit process.
Coordinate utility partner upgrades, safeguarding
resident interests, while reviewing and maintaining
franchise agreements.
Page 35 of 129
INITIATIVES
OBJECTIVE INITIATIVE
Protect neighborhoods
with targeted rental
management.
Analyze the long-term rental registration program
and recommend program improvements.
Initiate a short-term rental registration program to
include the collection of hotel occupancy tax
revenue.
Analyze and strengthen the rental property code
enforcement program to ensure compliance to
community standards.
Improve aging in place
options for residents.
Develop senior oriented services and resources.
Create policies for the development of senior active
living communities.
Establish best practices for permitting senior group
homes and boarding homes.
Create innovative
redevelopment and
enforcement strategies.
Assess existing residential zoning classifications
and propose improvements.
Develop policies to enhance and enforce property
upkeep standards.
Page 36 of 129
INITIATIVES
OBJECTIVE INITIATIVE
Develop policies that
support a positive
business environment and
enhance Trophy Club’s
business aesthetics and
cohesion.
Collaborate with the EDC to promote state-
compliant incentive programs for commercial
projects and establish clear business area
standards.
Prioritize and enhance business code enforcement
programs for commercial areas.
Review business policies on renovation, signage,
parking, and drainage to bolster business support.
Redevelop successful
business areas fostering a
unique sense of place.
Continue redevelopment strategies and themes for
the SH 114 corridor and other commercial areas.
Incorporate commercial areas into the wayfinding
and signage plan.
Boost Trophy Club’s brand
visibility through strategic
marketing efforts.
Reevaluate the Explore Trophy Club program for
potential enhancements and recommendations.
Identify local business groups and explore shared
goals between the Town and businesses.
Page 37 of 129
HOW TO READ THE TASK SECTION
Task
The task sequence will outline the order in which the department(s)
will complete the initiative. This will serve as the work plan for the
department.
Timeline The timeline will highlight the start date and potential completion
date in red.
Funding
Funding information will be listed at the bottom of the task sheet.
Each task is labeled sequentially from first to last, with tasks funding
obligations will noted at the bottom, along with the funding source.
Transparency If a task appears dimmed, it indicates that the task has been
completed.
TASK SECTION LEGEND
The tasks will be color-coded according to the department
responsible for each task. Some colors will be combined to show
multiple departments working on that task.
Fire
Dept
Police
Dept
Finance
Dept
Communications
Dept
Parks
& Rec
Dept
Town
Manager’s
Dept
Community
Development
Dept
HR
Dept
Town
Attorney
A star signifies the initiative is prioritized
in FY 2026 by the Town Council.
Tasks offer a structured plan of action for staff to follow in order
to meet the initiatives and objectives outlined by the Town
Council. Each task will include a timeline to track progress and
ensure that short-term and long-term goals are achieved.
TASKS
Page 38 of 129
TASKS
Objective
Enhance community policing and public safety engagement.
Initiative
Establish community safety ambassadors to educate and engage residents in
police and fire department safety and prevention programs, fostering trust and
accessibility.
Task
Enhance fire prevention efforts, improve public safety awareness, and bolster
relationships with the community by implementing a certified Fire and Life Safety
Educator within the fire department.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Enroll a firefighter in the Fire and Life Safety Educator course.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Conduct a community-wide church safety training event dealing with crime
deterrence and community safety during church gatherings.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
Page 39 of 129
TASKS
Objective
Enhance community policing and public safety engagement.
Initiative
Establish community safety ambassadors to educate and engage residents in
police and fire department safety and prevention programs, fostering trust and
accessibility.
Task
Develop LAFFS program to enhance fire and life safety initiatives via community
engagement, education, and support.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
Page 40 of 129
TASKS
Objective
Enhance community policing and public safety engagement.
Initiative
Create a unified voluntary database for elderly, homebound, and special needs
residents to enhance fire and police assistance, while promoting community
connections and proactive outreach to address public safety needs.
Task
Enhance the communication strategy for soliciting participation from elderly,
homebound, and special needs residents.
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
Conduct outreach with partner organizations to assist with soliciting participation
from focus residents.
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
Update police department and fire department residents list to ensure accurate
information when responding to calls for assistance.
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
1
2
3
Task #1 will cost $500 and will be funded by the General Fund.
Page 41 of 129
TASKS
Objective
Enhance community policing and public safety engagement.
Initiative
Create a unified voluntary database for elderly, homebound, and special needs
residents to enhance fire and police assistance, while promoting community
connections and proactive outreach to address public safety needs.
Task
Explore options for improved synchronization of data housed by the police and
fire departments.
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
4
No funding has been allocated for this task.
Page 42 of 129
TASKS
Objective
Enhance community policing and public safety engagement.
Initiative
Create policies for consistent safety enforcement and implement a two-way
communication process with the community for feedback and complaints,
ensuring operational consistency.
Task
Initiate a plan to update the community and Town Council when major Police
Department policies change (Use of Force, Vehicle Pursuits, Racial Profiling). If the
department makes a change to the polices, the Police Department will make a
presentation during a public council meet informing the community of the
change.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
No funding has been allocated for this task.
Page 43 of 129
TASKS
Objective
Strengthen emergency management preparedness and education.
Initiative
Introduce an emergency management coordinator position to enhance
community preparedness.
Task
Draft an interlocal agreement with Roanoke for emergency management
coordinator services.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop a work plan for emergency management services provided by the
shared coordinator with Roanoke.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
Page 44 of 129
TASKS
Objective
Strengthen emergency management preparedness and education.
Initiative
Craft a comprehensive crisis communication handbook and emergency
management plan, define the Mayor's emergency communication
responsibilities, and formulate an emergency management strategy.
Task
Research best practices in crisis communication and emergency management
from other municipalities.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Draft an interlocal agreement with Roanoke for emergency management
coordinator services.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Review emergency management plans for Roanoke and Denton County.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
Page 45 of 129
TASKS
Objective
Strengthen emergency management preparedness and education.
Initiative
Craft a comprehensive crisis communication handbook and emergency
management plan, define the Mayor's emergency communication responsibilities,
and formulate an emergency management strategy.
Task
Review best practices in park and recreation facility and outdoor area emergency
management plans and provide recommendations for inclusion in the emergency
management plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Organize a meeting with key stakeholders to define communication roles and
responsibilities.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop a draft outline, structure, and content for emergency operating
procedures.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
5
6
Page 46 of 129
TASKS
Objective
Strengthen emergency management preparedness and education.
Initiative
Craft a comprehensive crisis communication handbook and emergency
management plan, define the Mayor's emergency communication
responsibilities, and formulate an emergency management strategy.
Task
Develop facility recommendations for park and recreation facilities and outdoor
areas to identity opportunities for customer service improvement during
emergency situations.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Review and finalize a Town emergency operating procedures manual.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop a draft outline, structure, and content for a crisis communication
handbook.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
7
8
9
Page 47 of 129
TASKS
Objective
Strengthen emergency management preparedness and education.
Initiative
Craft a comprehensive crisis communication handbook and emergency
management plan, define the Mayor's emergency communication
responsibilities, and formulate an emergency management strategy.
Task
Review and finalize the crisis communication handbook and emergency
communication strategy.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop and conduct training sessions and simulations for town officials and staff
on emergency management and communications protocols.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
10
11
Task #10 will cost $500 and Task #11 will cost $2,000 both will be funded out of
General Fund.
Page 48 of 129
TASKS
Objective
Create strategies to address safety needs.
Initiative
Enhance public safety on Town property by assessing and addressing traffic,
mobility, and pedestrian concerns, with a focus on golf cart and biking safety in
crosswalks and sidewalks.
Task
Create a traffic safety specialist team of specialists, community representatives,
law enforcement officials, and street department personnel.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Identify specific locations and areas for traffic, golf cart, and pedestrian safety
concerns.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Conduct a traffic, golf cart, and pedestrian safety audit for identified locations and
areas with review and input from the traffic safety team.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
Page 49 of 129
TASKS
Objective
Create strategies to address safety needs.
Initiative
Enhance public safety on Town property by assessing and addressing traffic,
mobility, and pedestrian concerns, with a focus on golf cart and biking safety in
crosswalks and sidewalks.
Task
Identify officer and street department training needs based on the traffic, golf cart,
and pedestrian safety audit.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop specialized enforcement plans to address traffic, golf cart, and pedestrian
safety areas identified during the safety audit.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Review existing infrastructure including current pedestrian crosswalk flasher
technology and replace flasher cabinets.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
5
6
Page 50 of 129
TASKS
Objective
Create strategies to address safety needs.
Initiative
Enhance public safety on Town property by assessing and addressing traffic,
mobility, and pedestrian concerns, with a focus on golf cart and biking safety in
crosswalks and sidewalks.
Task
Develop a media campaign to create awareness around traffic, golf cart, and
pedestrian safety areas identified during the safety audit.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
7
Page 51 of 129
TASKS
Objective
Create a traffic safety specialist team of specialists, community representatives,
law enforcement officials, and street department personnel.
Initiative
Develop a transportation safety plan to address speeding.
Task
Create a traffic safety specialist team of specialists, community representatives,
law enforcement offcials, and street department personnel.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Identify specific locations and areas for traffic, golf cart, and pedestrian safety
concerns.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Create a standard process for reviewing and analyzing speeding complaints.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
Page 52 of 129
TASKS
Objective
Create a traffic safety specialist team of specialists, community representatives,
law enforcement officials, and street department personnel.
Initiative
Develop a transportation safety plan to address speeding.
Task
Develop specialized enforcement and infrastructure plans to address speeding in
areas identified by the traffic safety specialist team.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop a media campaign to create awareness around traffic, golf cart, and
pedestrian safety areas identified during the safety audit.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
5
Page 53 of 129
TASKS
Objective
Enhance transparency, accountability, and engagement through communication
channels.
Initiative
Initiate transparent and accountable public safety communication via the Town’s
multimedia strategy for education and alerts.
Task
Develop a comprehensive multimedia strategy and plan by identifying key
messages, determining appropriate channels (social media, website, newsletter,
etc.), and creating a content calendar for regular updates.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Review communication effectiveness by using analytics tools to measure reach
and engagement and collecting feedback from the community to improve
communication strategies.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
No funding has been allocated for this task.
Page 54 of 129
TASKS
Objective
Enhance transparency, accountability, and engagement through communication
channels.
Initiative
Engage residents through two-way public safety communication.
Task
Develop a resident participation and engagement plan by identifying key
stakeholders and community leaders to involve and planning outreach activities
to ensure diverse community participation (i.e. National Night Out, Citizen's
Academy, TCEVA, etc.)
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
Create and provide a broad digital presence to promote public safety
engagement activities that are accessible and convenient using website, social
media, TC Alerts and digital marquees.
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
1
2
No funding has been allocated for this task.
Page 55 of 129
TASKS
Objective
Enhance transparency, accountability, and engagement through communication
channels.
Initiative
Develop public safety transparency pages showcasing statistics and policies, and
explore integration of transparency tools with public safety departments.
Task
Research and implement new software or tools such as dashboards and interactive
maps to provide a smooth website experience for transparency.
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
Assist Public Safety Departments by displaying their collection statistics on crime
rates, response times, and other key metrics including establishing a schedule for
regular updates.
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
Work with the Communications Department to identify key department statistics
such as incident types, response times, and public safety trends via the Town's
public safety transparency site.
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
1
2
No funding has been allocated for this task.
3
Page 56 of 129
TASKS
Objective
Create a comprehensive recreation program plan.
Initiative
Develop a comprehensive recreation program with a focus on cost recovery.
Task
Perform a detailed assessment of current fees, programs, and revenues and
expenses associated with current recreation programs.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Conduct a request for qualifications procurement process to obtain a consultant
to complete a comprehensive Parks & Recreation Master Plan to include a
recreation program plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop the recreation program plan to implement desired recreation programs
at Town parks and facilities.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
Page 57 of 129
TASKS
Objective
Create a comprehensive recreation program plan.
Initiative
Develop a comprehensive recreation program with a focus on cost recovery.
Task
Obtain Council approval on the comprehensive Parks & Recreation Master Plan to
include project priorities and funding options.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
No funding has been allocated for this task.
Page 58 of 129
TASKS
Objective
Create a comprehensive recreation program plan.
Initiative
Establish space for all ages and abilities for educational and recreational activities.
Task
Identify locations, spaces, and partners to provide recreational programs and
services as outlined in the recreation program plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Establish space for all ages and abilities for educational and recreational activities.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
Task #1 will have funding requirements, which will be established at a later date. It
will be funded by the General Fund.
Page 59 of 129
TASKS
Objective
Create, implement, and maintain a comprehensive master plan for Trophy Club's
public parks and spaces with funding strategies.
Initiative
Finalize a comprehensive master plan for parks and conduct a thorough
inventory of the Town's park assets.
Task
Conduct a request for qualifications procurement process to obtain a consultant
to complete a comprehensive Parks & Recreation Master Plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Conduct an assessment and inventory of all existing park assets in Trophy Club
including facilities, equipment, and natural areas.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Create a communication strategy for public meetings and surveys to support
public input into the master plan process.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
Page 60 of 129
TASKS
Objective
Create, implement, and maintain a comprehensive master plan for Trophy Club's
public parks and spaces with funding strategies.
Initiative
Finalize a comprehensive master plan for parks and conduct a thorough
inventory of the Town's park assets.
Task
Finalize a detailed master plan for the development, maintenance, and funding of
Trophy Club's public parks and spaces.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Obtain Parks & Recreation Board and Town Council approval of the final Parks &
Recreation Master Plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
5
No funding has been allocated for this task.
Page 61 of 129
TASKS
Objective
Create, implement, and maintain a comprehensive master plan for Trophy Club's
public parks and spaces with funding strategies.
Initiative
Evaluate Town parks and trails to prioritize inclusive play areas for all ages and
abilities.
Task
Develop a prioritized list of park capital projects to increase the use of inclusive
play areas for all ages and abilities.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Complete an inclusive play area review as part of the Parks Master Plan process to
inventory the Town's park system.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Adopt an inclusive play capital improvement plan schedule as recommended by
the Parks & Recreation Board.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
Task #2 will have funding requirements, which will be established at a later date. It
will be funded by the General Fund.
3
Page 62 of 129
TASKS
Objective
Create, implement, and maintain a comprehensive master plan for Trophy Club's
public parks and spaces with funding strategies.
Initiative
Seek grant opportunities.
Task
Research potential funding sources for federal, state, and local government
grants related to parks and recreation.
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
Explore partnerships with businesses that have a vested interest in community
development or corporate social responsibility programs.
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
Submit appropriate grant proposals.
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
1
2
No funding has been allocated for this task.
3
Page 63 of 129
TASKS
Objective
Beautify community neighborhood areas and medians through sustainable
plantings, tree upkeep, and design elements.
Initiative
Establish a uniformed sustainable design standards for Town medians.
Task
Complete a median design standard plan as part of the Parks Master Plan
process.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop a prioritized list of median capital projects to ensure compliance with the
median design standard plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
No funding has been allocated for this task.
Page 64 of 129
TASKS
Objective
Beautify community neighborhood areas and medians through sustainable
plantings, tree upkeep, and design elements.
Initiative
Develop a wayfinding directional signage package to enhance the Town’s brand
image, monumentation, and street signage.
Task
Hire a consultant to conduct a needs assessment by studying key locations for
wayfinding signage and gathering input from residents, businesses, and visitors on
signage needs.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Work with consultant to design concepts that reflect the town's brand image,
creating visually appealing signage, and ensuring consistency in color, font, and style
with existing town branding.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Assist consultant with drafting of a comprehensive signage plan with maps and
installation locations, presenting it to town officials and relevant committees for
approval, and securing necessary permits and funding for the project.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
No funding has been allocated for this task.
Page 65 of 129
TASKS
Objective
Beautify community neighborhood areas and medians through sustainable
plantings, tree upkeep, and design elements.
Initiative
Develop a wayfinding directional signage package to enhance the Town’s brand
image, monumentation, and street signage.
Task
Contract with a signage manufacturer, coordinating with public works for
installation, and ensuring compliance with local regulations and standards.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Launch a public awareness campaign to introduce the new signage system,
creating informational materials explaining its purpose and benefits.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
5
Task #5 will have funding requirements, which will be established at a later date. It
will be funded by the General Fund.
Page 66 of 129
TASKS
Objective
Beautify community neighborhood areas and medians through sustainable
plantings, tree upkeep, and design elements.
Initiative
Promote and educate the community on the use of drought-tolerant plantings
and native flora and fauna.
Task
Explore partnerships to provide community education sessions for Texas native
plantings.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Create annual programming supporting Texas native plantings and education.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Develop educational campaigns by creating materials such as brochures, guides,
and videos on drought-tolerant plants and native species, organizing workshops
and webinars on sustainable landscaping practices, and promotion on Town
communication channels.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
1
2
3
No funding has been allocated for this task.
Page 67 of 129
TASKS
Objective
Develop comprehensive maintenance plans and funding strategies to support
long-term infrastructure needs.
Initiative
Identify and establish an asset management plan for all of Trophy Club’s real and
personal property.
Task
Investigate asset management software systems to house property information
within GIS.
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
Engage a survey company to develop survey records, including meets and
bounds, for Trophy Club properties.
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
Integrate survey records into the Town's asset management software system.
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
1
2
3
Task #1 will cost $35,000, Task #2 will cost $20,000, and Task #3 will cost $15,000. All
tasks will be funded by the General Fund.
Page 68 of 129
TASKS
Objective
Develop comprehensive maintenance plans and funding strategies to support
long-term infrastructure needs.
Initiative
Develop a 10-year maintenance and replacement plan for the Town’s physical
assets, setting funding targets, and actively pursue grant opportunities.
Task
Develop GIS mapping layers and assessment report to include location, age, and
condition of the Town's physical assets to include roadways, sidewalks, drainage
infrastructure, signs, streetlights, park lighting, facilities, fences, sound walls, and
irrigation lines.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Utilizing the assessment report and maintenance/replacement schedules,
develop a 10-year maintenance and replacement plan for the Town's physical
assets.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
No funding has been allocated for this task.
No funding has been allocated for this task.
Page 69 of 129
TASKS
Objective
Develop comprehensive maintenance plans and funding strategies to support
long-term infrastructure needs.
Initiative
Develop a 10-year maintenance and replacement plan for the Town’s physical
assets, setting funding targets, and actively pursue grant opportunities.
Task
Prepare funding strategies and schedule the 10-year maintenance and
replacement plan within the Town's Capital Improvement Plan and long-term
debt financing schedule.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop standard maintenance and replacement schedules for identified physical
assets.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Finalize a 10-year maintenance and replacement plan schedule for posting on the
Town's website.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
No funding has been allocated for this task.
5
3
Page 70 of 129
TASKS
Objective
Develop comprehensive maintenance plans and funding strategies to support
long-term infrastructure needs.
Initiative
Implement a drainage/watershed analysis plan for Town-owned creeks and
drainage areas
Task
Contract with an engineering firm to conduct a drainage study.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Conduct a comprehensive drainage assessment report for areas 1-3 to include
mapping and infrastructure reports for Trophy Club's drainage areas.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop a drainage infrastructure prioritized project list based on the assessment
report.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
Task #1 will cost $200,000 and will be funded by the Storm Drainage Utility Fund.
Page 71 of 129
TASKS
Objective
Develop comprehensive maintenance plans and funding strategies to support
long-term infrastructure needs.
Initiative
Implement a drainage/watershed analysis plan for Town-owned creeks and
drainage areas
Task
Create maintenance plan recommendations for inclusion in the Town's budget
process.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Prioritize drainage improvement projects into the Town's Capital Improvement
Plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
5
No funding has been allocated for this task.
Page 72 of 129
TASKS
Objective
Develop comprehensive maintenance plans and funding strategies to support
long-term infrastructure needs.
Initiative
Develop an ADA Transition Plan.
Task
Conduct a request for qualifications procurement process to obtain a consultant
to complete a ADA transition plan.
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
FY29
Q3
FY29
Q4
FY30
Q1
FY30
Q2
Complete an ADA transition plan for the Town's infrastructure to include projects
to comply with Federal law.
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
FY29
Q3
FY29
Q4
FY30
Q1
FY30
Q2
Prioritize ADA transition capital projects into the Town's Capital Improvement
Plan.
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
FY29
Q3
FY29
Q4
FY30
Q1
FY30
Q2
1
2
3
Task #2 will cost $100,000 and will be funded by the General Fund.
Page 73 of 129
TASKS
Objective
Partner with the TC MUD No. 1., NISD, and surrounding stakeholders to coordinate
capital projects.
Initiative
Plan and coordinate integrated projects with partner organizations.
Task
Identify potential partner organizations we can partner with on upcoming
projects.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Establish clear communication channels, project goals, and address mutual
interests and project needs.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
If needed create a formal MOU or partnership agreement outlining roles,
responsibilities, and expectations for each organization.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
1
2
3
No funding has been allocated for this task.
Page 74 of 129
TASKS
Objective
Partner with the TC MUD No. 1., NISD, and surrounding stakeholders to coordinate
capital projects.
Initiative
Plan and coordinate integrated projects with partner organizations.
Task
Develop a detailed project plan that integrates contributions from all partners,
including tasks, timelines, and resources allocations.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
4
No funding has been allocated for this task.
Page 75 of 129
TASKS
Objective
Partner with the TC MUD No. 1., NISD, and surrounding stakeholders to coordinate
capital projects.
Initiative
Streamline the MUD and Town relationship for improved efficiency.
Task
Establish regular team meetings to create clear communication channels
between MUD representative and the town to discuss ongoing issues, upcoming
projects, future needs, and concerns.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Collaborate on long-term planning efforts to align the MUD and town goals, such
as proactive infrastructure plans.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Work with the MUD to develop communication coordination opportunities for
water-related content, such as articles, videos, infographics, and FAQs, that
address the community's needs and interest.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
No funding has been allocated for this task.
3
Page 76 of 129
TASKS
Objective
Coordinate utility improvements.
Initiative
Strengthen notification and communication capabilities with the ROW permit
process.
Task
Investigate ArcGIS software systems to embed in the Town's website to house
ROW permit information.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Review the Town's ROW permit communication and notification processes and
compare against best practices in other communities.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Develop ROW permit materials that outlines public communication requirements
and examples for applications. Identify key milestones and determine the key
stages in the ROW permit process that require notifications.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
1
2
3
Task #1 will cost $35,000 and will be funded by the General Fund.
Page 77 of 129
TASKS
Objective
Coordinate utility improvements.
Initiative
Strengthen notification and communication capabilities with the ROW permit
process.
Task
Create a website dedicated to providing ROW permit information to residents.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
4
No funding has been allocated for this task.
Page 78 of 129
TASKS
Objective
Coordinate utility improvements.
Initiative
Coordinate utility partner upgrades, safeguarding resident interests, while
reviewing and maintaining franchise agreements.
Task
Conduct a thorough evaluation of the town’s existing permitting procedures by
examining all relevant documentation, workflows, and stakeholder interactions to
identify areas for improvement, ensure compliance with current regulations, and
enhance efficiency in processing applications.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Revise and enhance the language of town permitting policies, guidelines, and
contractual documents to ensure they clearly articulate the town's standards and
expectations.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Create a detailed list for pre-con meetings.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
1
2
3
No funding has been allocated for this task.
Page 79 of 129
TASKS
Objective
Coordinate utility improvements.
Initiative
Coordinate utility partner upgrades, safeguarding resident interests, while
reviewing and maintaining franchise agreements.
Task
Create a website dedicated to providing utility partner permit information to
residents.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
4
No funding has been allocated for this task.
Page 80 of 129
TASKS
Objective
Protect neighborhoods with targeted rental management.
Initiative
Analyze the long-term rental registration program and recommend program
improvements.
Task
Develop ordinance recommendations to improve community compliance.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop an online registration option for properties.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Update the rental registration application documents and website.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
No funding has been allocated for this task.
Page 81 of 129
TASKS
Objective
Protect neighborhoods with targeted rental management.
Initiative
Analyze the long-term rental registration program and recommend program
improvements.
Task
Develop recommendations that comply with state and local regulations.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
No funding has been allocated for this task.
Page 82 of 129
TASKS
Objective
Protect neighborhoods with targeted rental management.
Initiative
Initiate a short-term rental registration program to include the collection of hotel
occupancy tax revenue.
Task
Establish the primary goals of the program, such as compliance with state law
and hotel occupancy revenue compliance and collection steps,
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Investigate how other municipalities have implemented short-term rental
programs and collected hotel occupancy tax revenue.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Examine relevant local and state regulations regarding short-term rentals and
ensure the program complies.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
1
2
3
No funding has been allocated for this task.
Page 83 of 129
TASKS
Objective
Protect neighborhoods with targeted rental management.
Initiative
Initiate a short-term rental registration program to include the collection of hotel
occupancy tax revenue.
Task
Design the registration program by defining registration requirements, including
necessary documentation, fees, and eligibility criteria.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Develop a method for collecting hotel occupancy taxes, including the calculation,
reporting, and payment processes.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Create detailed procedures for property owners to register their rentals. Online
form, in-person application, etc. Maybe look into online portal capabilities.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
4
5
6
No funding has been allocated for this task.
Page 84 of 129
TASKS
Objective
Protect neighborhoods with targeted rental management.
Initiative
Initiate a short-term rental registration program to include the collection of hotel
occupancy tax revenue.
Task
Launch the program through communication channels, community meetings,
newsletters, to ensure property owners are aware of the new requirements.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
7
No funding has been allocated for this task.
Page 85 of 129
TASKS
Objective
Improve aging in place options for residents.
Initiative
Develop senior oriented services and resources.
Task
Create an RFP for senior social service providers to be featured by the Town of
Trophy Club.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Create and design branded materials centered around senior oriented services
and activities and communicate it across board platforms.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
No funding has been allocated for this task.
Page 86 of 129
TASKS
Objective
Improve aging in place options for residents.
Initiative
Create policies for the development of senior active living communities.
Task
Review and update current zoning map to address potential areas for future
senior living communities.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
Page 87 of 129
TASKS
Objective
Improve aging in place options for residents.
Initiative
Establish best practices for permitting senior group homes and boarding homes.
Task
Conduct a review of ordinances and best practices in municipal governments for
regulating and permitting senior group homes and boarding homes, to include
legal cases and frameworks.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Organize a community input group to review neighborhood concerns with senior
group homes and boarding homes in Trophy Club neighborhoods.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop recommendations and conduct a Town Council Workshop to review
potential ordinance improvements for regulating and permitting senior group
homes and boarding homes.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
Page 88 of 129
TASKS
Objective
Improve aging in place options for residents.
Initiative
Establish best practices for permitting senior group homes and boarding homes.
Task
Finalize ordinance change recommendations for submission to the Town Council.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Obtain Town Council approval for recommended ordinance changes to improve
regulation and permitting of senior group homes and boarding homes.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
5
Page 89 of 129
TASKS
Objective
Create innovative redevelopment and enforcement strategies.
Initiative
Assess existing residential zoning classifications and propose improvements.
Task
Analyze existing zoning effectiveness by assessing current issues, evaluating
current zoning outcomes, and benchmarking against best practices.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Develop improvement proposals by formulating recommendations, drafting
zoning code amendments, and assess impacts.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Implement and monitor changes by developing an implementation plan,
organizing public hearings to review and approve zoning code amendments.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
1
2
3
No funding has been allocated for this task.
Page 90 of 129
TASKS
Objective
Create innovative redevelopment and enforcement strategies.
Initiative
Develop policies to enhance and enforce property upkeep standards.
Task
Assess current standards and practices by gathering and reviewing current
property regulations and standards. Evaluate the enforcement of those
regulations and find any gaps or challenges.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Engage stakeholders to collect input about current issues, challenges, and
desired improvements.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop policy proposals for property upkeep, develop clear procedures for
monitoring, reporting, and enforcing property upkeep standards, propose
incentives for compliance and penalties for violations.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
No funding has been allocated for this task.
Page 91 of 129
TASKS
Objective
Create innovative redevelopment and enforcement strategies.
Initiative
Develop policies to enhance and enforce property upkeep standards.
Task
Develop an implementation plan, and launch public awareness campaign.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
Task #4 will have funding requirements, which will be established at a later date. It
will be funded by the General Fund.
Page 92 of 129
TASKS
Objective
Develop policies that support a positive business environment and enhance
Trophy Club’s business aesthetics and cohesion.
Initiative
Collaborate with the EDC to promote state-compliant incentive programs for
commercial projects and establish clear business area standards.
Task
Identify business incentive programs that comply with state laws and could
enhance Trophy Club's business areas.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Arrange meetings with the EDC to present potential incentive programs.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
No funding has been allocated for this task.
Page 93 of 129
TASKS
Objective
Develop policies that support a positive business environment and enhance
Trophy Club’s business aesthetics and cohesion.
Initiative
Prioritize and enhance business code enforcement programs for commercial
areas.
Task
Review existing codes and regulations and evaluate enforcement practices.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Identify Key Issues in current enforcement programs that need addressing, and
develop recommendations.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Engage business community for feedback on recommendations.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
No funding has been allocated for this task.
Page 94 of 129
TASKS
Objective
Develop policies that support a positive business environment and enhance
Trophy Club’s business aesthetics and cohesion.
Initiative
Prioritize and enhance business code enforcement programs for commercial
areas.
Task
Implement changes and train enforcement staff on new procedures.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
Task #4 will have funding requirements, which will be established at a later date. It
will be funded by the General Fund.
Page 95 of 129
TASKS
Objective
Develop policies that support a positive business environment and enhance
Trophy Club’s business aesthetics and cohesion.
Initiative
Review business policies on renovation, signage, parking, and drainage to bolster
business support.
Task
Review and analyze policies that streamline renovation and maintenance,
encourage best practices in signage regulations, maintain efficient parking
regulations, street and parking lot materials, and regulate drainage practices.
Identify any problem areas needing improvement.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Design a survey and host focus groups with stakeholders to gather feedback on
existing policies.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Review best practices for surrounding municipalities.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
No funding has been allocated for this task.
Page 96 of 129
TASKS
Objective
Develop policies that support a positive business environment and enhance
Trophy Club’s business aesthetics and cohesion.
Initiative
Review business policies on renovation, signage, parking, and drainage to bolster
business support.
Task
Implement policy and create a plan for rolling out new or revised policy to
responsible parties.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
No funding has been allocated for this task.
Page 97 of 129
TASKS
Objective
Redevelop and create successful business areas fostering a unique sense of place.
Initiative
Continue redevelopment strategies and themes for the SH 114 corridor and other
commercial areas.
Task
Engage a consultant to develop a small area plan for area surrounding Town-
owned property near SH 114 and Trophy Wood Drive.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop a project webpage and video to explain the small area plan project.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Conduct a community open house forum and online surveys for public input into
desired uses for the small area plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
Page 98 of 129
TASKS
Objective
Redevelop and create successful business areas fostering a unique sense of place.
Initiative
Continue redevelopment strategies and themes for the SH 114 corridor and other
commercial areas.
Task
Create a draft small area plan document based on community input to include
concept plans and implementation strategies to incentivize redevelopment of the
small area plan location.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Conduct a joint workshop of the Economic Development Corporation and Town
Council to review the draft small area plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
5
Page 99 of 129
TASKS
Objective
Redevelop and create successful business areas fostering a unique sense of place.
Initiative
Continue redevelopment strategies and themes for the SH 114 corridor and other
commercial areas.
Task
Finalize the small area plan report and obtain approval from the Economic
Development Corporation Board and the Town Council
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop a website to house information about the finalized small area plan report.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Develop incentive plans for the development of projects contained in the final
small area plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
6
7
8
Task #7 will cost $5,000 and be funded out of the Economic Development
Corporation Fund.
Page 100 of 129
TASKS
Objective
Redevelop and create successful business areas fostering a unique sense of place.
Initiative
Continue redevelopment strategies and themes for the SH 114 corridor and other
commercial areas.
Task
Market project availability to prospective developers.
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
9
No funding has been allocated for this task.
Page 101 of 129
TASKS
Objective
Redevelop and create successful business areas fostering a unique sense of place.
Initiative
Incorporate commercial areas into the wayfinding and signage plan.
Task
Incorporate commercial area directional signage into the Town's wayfinding and
signage plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Contract with vendors to construct and install appropriate commercial signage as
depicted in the wayfinding and signage plan.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
No funding has been allocated for this task.
Page 102 of 129
TASKS
Objective
Boost Trophy Club’s brand visibility through strategic marketing efforts.
Initiative
Reevaluate the Explore Trophy Club program for potential enhancements and
recommendations.
Task
Review the Explore Trophy Club tourism program by defining its goals, strategies,
and outcomes, gathering feedback from residents, visitors, and local businesses,
and analyzing performance metrics and visitor data to identify strengths and
weaknesses.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Solicit feedback from key stakeholders, including local business owners,
community leaders, and tourism experts to gather additional feedback and foster
community involvement.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Identify potential enhancements based on data and stakeholder input and
creating a budget for implementing these recommendations, including potential
funding sources.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
1
2
3
No funding has been allocated for this task.
Page 103 of 129
TASKS
Objective
Boost Trophy Club’s brand visibility through strategic marketing efforts.
Initiative
Reevaluate the Explore Trophy Club program for potential enhancements and
recommendations.
Task
Work with agency to provide a broad digital presence to enhance Explore Trophy
Club program using website, social media, TC Alerts and digital marquees.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
Set clear success metrics and implementing a regular review process to assess
performance and make adjustments as needed.
FY25
Q1
FY25
Q2
FY25
Q3
FY25
Q4
FY26
Q1
FY26
Q2
FY26
Q3
FY26
Q4
FY27
Q1
FY27
Q2
4
5
No funding has been allocated for this task.
Page 104 of 129
TASKS
Objective
Boost Trophy Club’s brand visibility through strategic marketing efforts.
Initiative
Identify local business groups and explore shared goals between the Town and
businesses.
Task
Develop collaborative strategies such as establishing goals and creating an action
plan for specific steps to achieving shared goals.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Identify local business groups.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
Explore shared goals such as surveys and business sessions to gather insights on
the needs of the businesses and identify their priorities and concerns.
FY27
Q1
FY27
Q2
FY27
Q3
FY27
Q4
FY28
Q1
FY28
Q2
FY28
Q3
FY28
Q4
FY29
Q1
FY29
Q2
1
2
3
No funding has been allocated for this task.
Page 105 of 129
PLANSTRATEGIC
DEVELOPMENT
Trophy Club's Strategic Development Plan
outlines the steps and processes we took to
create, develop, implement, and monitor our
Strategic Plan.
Page 106 of 129
Mayor and Council Input and Prioritization: The Mayor and Council
provided valuable insights of the town's overarching vision.
Executive Team Development of Focus Areas and Objectives:
Subsequently, the Executive Team spearheaded the development
of focus areas and objectives, leveraging their expertise to craft
strategic directions that align with organizational capabilities
and aspirations.
Community Outreach for Input on Focus Areas and Objectives:
Recognizing the importance of community engagement, the
town actively sought input from residents, businesses, board and
commissions, and stakeholders to ensure that the plan reflects
the diverse needs and aspirations of the community.
Mayor and Council Prioritization: The Mayor and Council
prioritized key initiatives, aligning the plan with the town's goals.
Implementation and Tracking of Key Initiatives: The final phase,
Phase 5, focused on the implementation and tracking of key
initiatives outlined in the strategic plan.
Trophy Club’s Strategic Plan was collaboratively developed with input from the
community, the Mayor, Town Council, and the Executive Team, ensuring
comprehensive engagement and alignment with our town's Vision and Mission.
The Strategic Plan's development commenced in January 2024 and received final
approval in October of the same year. This process unfolded through five pivotal
phases:
PLAN DEVELOPMENT
This structured approach to strategic planning underscores Trophy Club’s
commitment to transparency, inclusivity, and accountability, setting the stage for
effective implementation and long-term success.
Page 107 of 129
PHASE MAYOR AND TOWN COUNCIL INPUT
PLAN DEVELOPMENT
Per charter requirements section 9.05, the Town Council is to provide goals for
the next fiscal year in January.
During the Council Retreat on January 11 & 12, 2024, the Council directed the
Town Manager to draft Focus Areas and Objectives for approval at a later date,
in preparation for the upcoming fiscal year.
Page 108 of 129
PHASE EXECUTIVE TEAM DEVELOPMENT OF MISSION & VISION, FOCUS
AREAS & OBJECTIVES
PLAN DEVELOPMENT
During the Director Retreat in March 21 & 22 of 2024, Directors brainstormed the
current Vision.
Prior Vision: Trophy Club will be a safe and vibrant town defined by our
investment into a life centered around community.
New Vision: Trophy Club will be a connected and vibrant town that provides an
engaged and active community experience.
Connectivity is a
core feeling of
our citizens
Family friendly
Experiences
Safety
Mind-Set
Page 109 of 129
PHASE EXECUTIVE TEAM DEVELOPMENT OF MISSION & VISION
PLAN DEVELOPMENT
During the Director Retreat, March 21 & 22 of 2024, Directors brainstormed the
current Mission.
Prior Mission: The Town of Trophy Club focuses on enriching the lives of our
residents, businesses, visitors, and organizations by creating a welcoming
environment and providing exceptional services that enable our community to
thrive.
New Mission: The Town of Trophy Club focuses on enriching the lives of our
residents, businesses, visitors, and organizations by leading in exceptional
services that cultivate a thriving community.
Sense of
belonging
Excellent
Quality
By leading in
Exceptional
Service
Mind-Set
Page 110 of 129
PHASE EXECUTIVE TEAM DEVELOPMENT OF FOCUS AREA & OBJECTIVES
PLAN DEVELOPMENT
During the Director Retreat, March 21 & 22 of 2024, Directors brainstormed the
current Focus Areas.
Developing the Town’s focus areas for a Strategic plan involved a process aimed
at aligning organizational goals with its Mission and Vision. These Focus Areas
are broad enough to encompass multiple related objectives but specific enough
to provide clear direction. Once identified, each area was refined, ensuring it is
actionable, measurable, and aligned with the organization's strategic direction.
Safety
Recreational
Amenities
Expand Quality
of Life
Business Health
Economic
Vitality
Mind-Set
Page 111 of 129
PHASE EXECUTIVE TEAM DEVELOPMENT OF FOCUS AREA & OBJECTIVES
PLAN DEVELOPMENT
During the Director Retreat, March 21 & 22 of 2024, Directors brainstormed the
current Objectives.
Developing objectives for a Strategic Plan involves a process geared towards
translating overarching goals into specific, actionable targets. It begins with a
thorough examination of the organization's Mission, Vision, and identified Focus
Areas. Then Objectives are designed to address the strategic priorities outlined
in the focus areas that also contribute to the overall fulfillment of the
organization's mission.
Community
policing and
Public Safety
engagement
Emergency
management
preparedness
Education
Partnerships
Variety of
businesses
Customer Service
Multi-
generational (all
abilities)
Mind-Set
Page 112 of 129
PHASE COMMUNITY OUTREACH FOR INPUT ON FOCUS AREAS AND
OBJECTIVES
PLAN DEVELOPMENT
On April 19, 2024, the Town distributed a community survey to collect feedback
on the Focus Areas and Objectives developed during the previous Director’s
Retreat.
The survey received an excellent response rate, with 127 participants.
Page 113 of 129
PHASE COMMUNITY OUTREACH FOR INPUT ON FOCUS AREAS AND
OBJECTIVES
PLAN DEVELOPMENT
On April 29, May 1-4, and May 6, the Town conducted focus groups to facilitate
more in-depth conversations regarding the Focus Areas and Objectives.
Our focus groups included 22 board and commission members, two school
district principals, three MUD Directors, and 21 residents, for a total of 48
participants.
Page 114 of 129
PHASE MAYOR AND COUNCIL PRIORITIZATION
PLAN DEVELOPMENT
On June 7 and 8, the Town Council held a retreat to formulate initiatives for each
objective and establish priorities for Fiscal Year 2025.
The Town Council and Directors refined their objectives to 16 and devised 45
initiatives to achieve them. On day two, both Town Council and the Directors
collectively identified and prioritized six initiatives to concentrate on
throughout the Fiscal Year 2024-2025.
Page 115 of 129
PHASE IMPLEMENTATION AND TRACKING OF KEY INITIATIVES
PLAN DEVELOPMENT
In September 2024, the Executive Team developed a tracking report form and an
online reporting website to monitor key initiatives and enhance transparency in
their efforts to achieve the Objectives. The final strategic plan document was
approved by the Town Council on October 14, 2024.
Page 116 of 129
The Town of Trophy Club team would like to
extend our heartfelt gratitude to the
community for its invaluable support and
input throughout this process. We
appreciate the leadership demonstrated by
the Town Council and their steadfast
guidance as we chart our path forward.
Additionally, we wish to express our
gratitude to our Town Manager and staff for
their dedication to formulating a transparent
plan aimed at fulfilling our future objectives.
THANK YOU
Page 117 of 129
Town of Trophy Club
1 Trophy Wood Drive
Trophy Club, TX 76262
www.trophyclub.org/strategicplan
Page 118 of 129
Budget Update
January 23, 2026
Page 119 of 129
Preliminary Budget Calendar
April
Budget
Kick-off
Preliminary
Tax Rolls
May
Fire Budget
Review
Department
Budget
Request
Due
June
Fire Budget
Review with
the MUD
Department
Budget
Review
Meetings
July
Finance Sub-
Committee
Meetings
MUD Board
Fire Budget
County
Appraisal Rolls
August
Proposed
Budget to
Council
Proposed Tax
Rate to Council
CCPD & EDC4B
Final Budget to
Council
September
Tax Rate
Public Hearing
Final Budget to
Council
Page 120 of 129
Tax Rate History
Page 121 of 129
Compensation
Compensation
Review
•Compensation
Policy
•April - May
Proposed
Increases
•Market
Adjustment
•Cost of Living
Adjustment
(COLA)
•Merit
Benefits
•Kick-off
Meeting (February)
•New Rates (July)
•>10%
Page 122 of 129
FY25 Year End Estimate
General Fund Revenues
$ 18,865,682
General Fund Expenditures
$ 15,670,665
General Fund Unassigned Reserves
+/- $12.4 million (Unaudited)
Max reserve target of +/- $7.8M
*These figures are estimates
Page 123 of 129
FY26 Budget Projections
General Fund Revenues
$ 17,510,787
General Fund Expenditures
$ 17,705,935
General Fund Unassigned Reserves
+/- $8 million
*These figures are estimates
Page 124 of 129
FY27 Budget Projections
General Fund Revenues
$ 18,036,111
General Fund Expenditures
$ 18,591,232
General Fund Unassigned Reserves
+/- $8 million
*These figures are estimates
Page 125 of 129
Equipment Replacement
General Fund
•PD - rugged laptops, vehicles, Bearcat armored vehicle, mobile vehicle barrier
•Fire/EMS - mobile radios, thermal imaging cameras, outdoor warning sirens
•Parks & Rec – Toro z-master 5000, sweeper bucket, laser grader, pool furniture
•Comm. Dev. - Pressure washer, street saw, sand spreader, snowplow
CCPD
•Police vehicles (2)
FY26 FY27
General Fund
•Parks & Rec – Ride on spreader (2), Kubota mowers (2), electric truck
•Fire/EMS – washer extractor
•PD - Patrol vehicle, COP vehicle, Axon taser 7
•Comm. Dev. – Portable air compressor, dump truck
CCPD
•Police vehicles (2), drug analyzer
Page 126 of 129
Current Projects
•Pool Renovation
•PD Covered Parking
•Streets & Parks Shop Remodel
•Electric Vehicle Charger
•Bobcat Traffic Improvements
•Tree Maintenance
•Oakmont, Roaring Creek Ct and Greenbriar Ct Street Improvements
FY27 Projects
•Creekmere Drive Replacement
•Creekmere Court Replacement
•Sidewalks – Park Lane, Durango
Drive
•Splashpad Resurface
•Tree Maintenance
•Fire Station Improvements
Capital Projects
Page 127 of 129
Tax Rate Goals
•Set operations rate at max of SB2 State law allowance (3.5% growth) may decrease M&O rate
•Maintain level debt service rate (I&S rate) of $0.105 cents
CIP Projects
•Development of Parks
Master Plan project list
•Further development of
Town infrastructure
maintenance project list
Discussion Items
Page 128 of 129
Budget
Discussion
Questions
Page 129 of 129