Strategic Plan 2026

[Shane Saum]

Colleagues,


Thank you to the City Manager for providing the framework for the 2026 Strategic Plan. I want to share my perspective before we meet so that our discussion is focused and grounded in realistic workload and statutory priorities. My assumption is it will take us a couple of meetings to finalize this plan, but hopefully discussion on this board can speed that up. After our first meeting, I expect that staff will have great direction in helping us put this together for each department.

My view is that our Strategic Plan should function more like a corporate annual plan with clear quarterly goals, project owners, timelines, and measurable outcomes. Sections about vision, values, and broad themes are fine for context, but the bulk of our time should be spent identifying specific projects and deliverables that staff can realistically complete in 2026. It would be nice to see Council Members schedule out agenda items they want to work on in 2026 with more focus on our needs.

The last few weeks have reinforced the critical need to simplify our work plan and direct our attention to state required services, especially water and wastewater. The events at WTP 3 last weekend, the clarifier issue at WTP 1, repeated maintenance failures at the wastewater plant, and discussions with staff show that our capital program needs to be re-centered on maintaining the systems we already have as well as planning future expansions. Staff is already reviewing the CIP with the understanding that we must put priority on water system reliability and drinking water safety.

My strong recommendation is that our 2026 plan prioritize:

• Completing and Advancing TWDB applications for the WTP3 expansion, WWTP expansion (which includes the modular Type 1 effluent and any other green/reuse concepts that can help our score), rehab of WTP 1.
• Emergency Preparedness: Every department completing updated emergency preparedness plans and participating in tabletop exercises by summer.
• Continued work on effluent dispersal at the golf course and monitoring the contractor’s performance
• Stronger maintenance tracking, preventative maintenance schedules, and the shift from reactive to proactive operations
• Focused work by Development Services to improve permitting and roll out the CivicPlus permitting system
• City Council limiting new concepts that create additional workload not tied to our infrastructure, budget needs, or statutory functions.
• Police Department priority on recruiting, hiring a Chief in Q1, officer retention, training, and improved public information
• Code Compliance continued shift to an education first model, paired with the Citizen Academy
• Airport funding strategy and cost management for Parks and Recreation and Airport functions

I would like the final document to show quarter by quarter expectations that align with our capacity and our most pressing needs. We can deliver more value to residents and honor our duty to protect public health by tightening our focus and aligning our projects with the resources we have.

I look forward to working through a plan that is realistic, disciplined, and focused on the essential work before us.

Below is an example of what I envision, but the details need to really be filled out by each department and Council give general guidance:

CITY MANAGER'S OFFICE​

Q1​

• Prepare updated emergency management plan and schedule tabletop exercises
• Finalize updated CIP with priority on WTP 1 rehabilitation, WTP 3 expansion, WWTP modular Type 1 expansion, and maintenance needs. Great attention to preparing our TWDB applications.
• Launch monthly infrastructure report to Council (tracking outages, maintenance, costs)
• Coordinate Chief of Police hiring process and onboarding framework

Q2​

• Submit federal Community Project Funding request package
• Submit TWDB SRF pre-applications for WWTP modular expansion and WTP 1 rehab
• Begin staff training in maintenance recordkeeping and asset management tools

Q3​

• Mid-year review of all departments for project completion status
• Implement maintenance audit across water, wastewater, and parks assets
• Prepare preliminary budget assumptions based on realistic staffing and utility maintenance expectations

Q4​

• Lead annual review of strategic plan results
• Prepare 2027 work plan based on infrastructure demands and staffing capacity

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UTILITIES (WATER AND WASTEWATER)​

Q1​

• Emergency Preparedness plans written out
• Begin engineering scoping for WTP 1 rehabilitation as a permanent backup
• Finalize WTP 3 expansion alternatives and submit to TWDB
• Create preventative maintenance calendar for all equipment
• Track all emergency work orders in a consistent system
• Prepare full cost summary of recent failures at WTP 3 and WWTP press

Q2​

• Begin procurement or design for priority maintenance projects identified in CIP rewrite
• Implement weekly preventative maintenance reporting
• Finalize WWTP modular expansion scope and submit TWDB application

Q3​

• Begin implementation of selected high-risk maintenance projects
• Conduct internal review of operator training and certifications
• Audit chemical usage, pump efficiency, sludge management

Q4​

• Prepare annual maintenance report for Council
• Update all SOPs and cross-training documentation

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DEVELOPMENT SERVICES (PERMITTING, INSPECTIONS, CODE)​

Q1​

• Launch CivicPlus permitting system with public education campaign
• Conduct internal review of permitting timelines and redesign workflows
• Begin training for Code Compliance in education first philosophy

Q2​

• Monthly permitting metrics report begins
• Begin Citizen Academy
• Draft to simplify municipal code

Q3​

• Full evaluation of permitting improvements
• Begin integration of permit status alerts and citizen self service tools

Q4​

• Annual performance review of inspection and permitting services
• Prepare 2027 recommendations based on workload and staffing

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POLICE DEPARTMENT​

Q1​

• Complete hiring and onboarding of new Chief
• Implement recruitment dashboard for open positions
• Restore monthly infographic reporting on calls, response times, and traffic safety
• Begin officer retention strategy design
• Begin use of PIO support or automated tools for public reporting

Q2​

• Implement new training plan with focus on traffic safety, drug enforcement, and emergency response
• Consider regional partnerships like sending an officer to Travis County Narc Task Force

Q3​

• Internal audit of response time performance by call type
• Strengthen partnership with Regional law enforcement, County, State and TDEM

Q4​

• Annual crime and service report
• Plan for 2027 staffing needs

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PARKS AND RECREATION (INCLUDING AIRPORT)​

Q1​

• Facility maintenance audit for all park assets
• Evaluate cost recovery strategy
• Prioritize airport maintenance and funding applications

Q2​

• Present opportunities for type 1 effluent
• Implement scheduling and field-use efficiency plan

Q3​

• Prepare FY 2027 capital recommendations based on realistic needs

Q4​

• End of year review and cost analysis

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GOLF COURSE​

Q1​

• Monitor effluent dispersal construction
• Identify tournament prospects for 2026

Q2​

• Evaluate turf improvements from effluent system
• Begin fee analysis for potential rate adjustments

Q3​

• Launch marketing campaign to raise tournament and visitor revenue

Q4​

• End of year revenue report

---

FINANCE​

Q1​

• Update personnel budgeting
• Improve monthly reporting clarity through an online checkbook system
• Incorporate TSU chart of accounts

Q2​

• Mid year revenue and expense projections
• Cost tracking for utility emergencies

Q3​

• Begin preparation for next year’s budget

Q4​

• Audit support and year end reporting

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ADMINISTRATION AND HR​

Q1​

• Develop citywide maintenance culture training
• Begin staff emergency preparedness training

Q2​

• Internal leadership training for cross department coordination

Q3​

• Workforce analysis to avoid chronic over budgeting of personnel

Q4​

• Update personnel policies

City Council​

Q1​

• Emergency Preparedness
• Simplify internal policies like Rules of Procedure, Ethics and Social Media Policy.
• Work on water infrastructure priorities and funding
• Prepare for budget
• Consider local homestead exemption

Q2
• Charter Review Committee Recommendations
• Budget
• Water infrastructure
• Emergency Preparedness tabletop exercises

Q3
• Budget
• Water infrastructure funding
• Charter Review Committee Recommendations

Q4
• Budget
• Prepare for 2027 Legislature

​

 

[Karen Van Ness]

Thank you Mayor for this thorough presentation to help guide the planning process. I would like to submit a few items that I think should also be included, as follows:

LVPD Police Chief Selection / Hiring AND Police Dept Review transformation.
As I indicate in my agenda item for tonight's meeting, I recommend we include Law Enforcement veterans (who are longtime Lago Vista residents) to be part of the recruitment and selection process, in support of our City Manager; and also leverage these Law Enforcement veterans to serve on a panel that reviews and creates a roadmap for LVPD transformation.

Update and complete COLV Comprehensive Plan (including Parks Master Plan)

-Updates to land use designations and FLUM (current PNZ assignment)

-Improve overall plan, including parks component (current PRAC assignment)

- Review extant PDDs / PIDs/ MUDs / proposed developments: update status

Parks and Trails: let's do more than just a cost recovery analysis.
-Parks and Rec Director has outlined initial set of priorities and "quick wins" we can work on this year, even with the small capital improvement budget. Capital planning for next fiscal year has already started.
-Continue to build on the momentum from the new Turnback Canyon Trail.

Establish an AI policy for city staff and city council
-A TML conference session emphasized the criticality of establishing at least an initial policy around use of AI tools, including understanding how AI is incorporated into the software platforms we use.

 

[Norma Owen]

Colleagues,

Thank you Mayor and Council member Van Ness for the thoughtful and well-developed proposals already shared. I really appreciate the focus on our core responsibilities, statutory obligations, infrastructure reliability, emergency preparedness, and improving how we operate as an organization. The direction outlined so far is strong and aligns well with where we need to be heading.

I also want to acknowledge that the items I’m adding below are already on the City Manager’s radar. In recent conversations, he’s shared that he is actively working on modernizing our IT capabilities and identifying the tools we need for better internal reporting and long-term planning.

With that in mind, I’d like to add a few considerations that I believe will help strengthen our long-range sustainability and operational clarity:

• EDAC to EDC Transition – As we shift to a Type B EDC, I’d like to see a clear outline of the transition steps, timing, and how Council, staff, and the new board will coordinate moving forward.

• GIS-Based CIP Dashboard Process – A defined schedule and workflow for updating the dashboard, along with roles, costs, and opportunities for automation, would help make this a reliable long-term tool.

• Long-Range Cashflow and Infrastructure Modeling – Planning out 20–30 years of projected needs, revenues, and major replacements will help future Councils avoid structural gaps and understand the city’s long-term position.

• City Health Dashboard – A single landing page where residents and Council can quickly access CIP status, financial reports, LVPD data, permitting metrics, and other key indicators, with as much real-time automation as feasible.

• Bi-Annual Technology & Systems Update – Building on Councilmember Van Ness’s AI policy suggestion, I’d like to propose a twice-annual report from the City Manager that summarizes system upgrades, cybersecurity posture, software transitions, and emerging tools that may support city operations. This would give Council a clearer picture of progress and upcoming needs.

I look forward to discussing all of this together and refining our 2026 Strategic Plan into something both ambitious and realistic.