Item 4F Draft Health & Wellness Master Plan
DRAFT 5.28.19
An Element of the Southlake 2035 Comprehensive Plan
Adopted by Southlake City Council
Ordinance No. 1219
XXXXXX ##, 2019
Prepared by:
Southlake Planning & Development Services Department
Special Thanks:
Health & Wellness Master Plan Committee
Planning & Zoning Commission
Southlake Kids Interested in Leadership (SKIL)
Southlake Youth Action Commission (SYAC)
Senior Advisory Commission (SAC)
Carroll ISD School Health Advisory Council (SHAC)
Note: This plan element is not designated for 4-year review cycle
Health & Wellness Master Plan 2
Health & Wellness Master Plan 3
DRAFT Executive Summary
The Health & Wellness Master Plan represents a new element in the Southlake 2035 Comprehensive Plan.
The City currently offers or supports programs directly related to the serving the community in terms of
health and wellness; however, there is not a unifying document tying these efforts together. This plan was
developed to capture many of the important initiatives underway currently and plan for the future of
Southlake. This plan makes every effort to be representative of a diverse population that includes young
people, a middle-aged population, and senior citizens. The plan also considers certain design elements from
the perspective of more vulnerable populations to be sensitive to the needs of all residents.
City staff held several internal meetings to gather examples of current applicable programming before
crafting plan recommendations. In addition, a review of existing comprehensive plan recommendations
related to health and wellness initiatives was conducted. These identified programs and initiatives provided
a background into the reach of the City’s health and wellness programming. Based on this initial inventory of
programming, staff separated the plan into four main categories, for which the plan would be structured,
and any recommendations or research would be captured. These four categories are shown below.
Section 3 – Built & Natural Environment
Section 4 – Mental & Physical Health
Section 5 – Age-Friendly Community
Section 6 – Community Resiliency
Once a comprehensive list of programs within these four categories was accumulated, staff began working
to identify potential areas of expansion; to identify where there might be room to fill programming gaps, or
even, create or build upon existing programs.
City Council appointed the Health & Wellness Master Plan Committee to develop this plan. In addition, staff
held meetings with the Southlake Youth Action Commission (SYAC), Southlake Kids Interested in Leadership
(SKIL), and the Senior Advisory Commission (SAC). City staff also met with the Carroll ISD School Health
Advisory Council (SHAC) twice during the development of this plan to ensure school district involvement.
As will be demonstrated throughout the Health & Wellness Master Plan, the City offers or supports many
programs related to health and wellness ranging from recreational programming to public education.
Included as Exhibit “A” at the end of the plan, this list of existing recommendations is provided for additional
context regarding the City’s current health and wellness landscape. Though not indicative of every single
program related to health and wellness, the inventory provides a snapshot into the City’s efforts. It is
important to note that the City of Southlake does not have a public health department. That said, all current
programs and adopted recommendations will be assigned to existing City business units.
Multiple opportunities were outlined in this plan. Altogether, there are thirty-six (36) recommendations
within the plan. Grouped by the four categories above, the recommendations speak to engaging the City’s
youth and senior populations in various processes, leveraging technology to further promote a resilient
community, and evaluating opportunities to activate public spaces in Southlake to facilitate collaboration.
The Health & Wellness Master Plan recognizes that the City, and region, is changing; residents want the
ability to age-in-place. This plan considers how the City can be a great place to live no matter how old or
young. Additionally, the plan underscores the significance of incorporating technological advances into City
processes to bolster efforts at making Southlake more resilient. Following are all thirty-six (36)
recommendations of the Health & Wellness Master Plan.
Health & Wellness Master Plan 4
DRAFT Health & Wellness Master Plan
Recommendations
DRAFT Built & Natural Environment Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW1
Update existing
off‐street parking
ordinance to
determine
potential
modifications that
reduces the
amount of
impervious
coverage and
surface parking as
a way to
encourage
sustainability and
preserve the
natural
environment
HW1.1 Consider adopting an
amendment to the off‐street parking
section of the zoning ordinance that
would allow reduced parking
requirements for developments that
propose accessible, aesthetically
pleasant drop‐off shelter points within
the site (Transportation Demand
Management). (PDS)
HW1.2 Consider adopting an
amendment to the off‐street parking
section of the zoning ordinance that
reviews existing parking standards to
determine relevance, as well as set
"maximum parking space requirements"
in addition to "minimums." (PDS)
HW1.3 Consider adopting an
amendment to the off‐street parking
section of the zoning ordinance that
requires parking go vertical once a
certain threshold of spaces is met,
and/or based on location within the
City. (PDS)
HW1.4 Consider developing standards
that guide the development of existing
parking lots in terms of landscaping,
bioswales, etc. (PDS)
HW1.5 Amend zoning ordinance to
require easily identifiable walking
connections from the parking area to
the building(s). (PDS)
HW1.6 Evaluate amending the zoning
ordinance to require electric vehicle
charging stations once a certain
threshold of parking spaces are met.
(PDS)
HW1.7 Evaluate amending the
landscape ordinance to reduce the
amount of parking spaces allowed until
a parking island is required. (PDS)
I.e., Not more than a certain number of
parking spaces in a row without a parking
island to break up the spaces.
Quality
Development,
C2
1.4,
1.5,
1.11
PDS 1 (Short‐
Term)
Health & Wellness Master Plan 5
DRAFT Built & Natural Environment Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW2
When designing or
building public
spaces, consider
incorporating
design elements
and features to
improve public
health and
encourage
wellness.
HW2.1 When designing public facilities
(such as the new Southlake Public
Library) incorporate some of the
'recommendations' from the Urban Land
Institute (ULI) Healthy Places Toolkit.
Examples include designing well‐
connected street networks at the human
scale, provide sidewalks and enticing
pedestrian oriented streetscapes, design
visible enticing stairs to encourage
everyday use, use materials and
products that support healthy indoor air
quality, etc. (LIB)
HW2.2 When designing public spaces
(parks, City facilities) consider
incorporating elements from the
perspective of vulnerable populations
such as the Alzheimer's community and
those with cognitive disabilities. (CS)
HW2.3 As part of the next update to the
Mobility Master Plan, consider
designing, installing and/or constructing
any future street facilities (vehicular,
pedestrian, bicycle) according to
AASHTO / NACTO guidelines. There may
be opportunities to design future
identified roadways for multiple modes
of transportation, such as Brumlow Ave.
(PW)
Quality
Development,
Mobility, C3
1.5,
1.11,
3.3,
3.6,
4.5,
4.6,
7.2
CS, LIB,
PW
1 (Short‐
Term)
Health & Wellness Master Plan 6
DRAFT Built & Natural Environment Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW3
Evaluate existing
City of Southlake
parks and
recreation facilities
and/or other City‐
owned property to
determine future
plans for
centralized
exercise and/or
gathering areas.
HW3.1 As part of the Southlake 2035
Parks, Recreation & Open Space /
Community Facilities Master Plan
Update (PROSCF) update, evaluate
existing parks and recreation facilities
within Southlake to determine needs,
gaps, and priorities regarding
incorporation of these elements into the
City's parks. Consider providing or
partnering to provide facilities in the
inventory, such as bocce, pickleball, or
sitting areas. (CS)
HW3.2 As part of the next PROSCF
update, consider working with the
Carroll Independent School District
(CISD) to develop a policy making school
track facilities available to the public.
HW3.3 As part of the next PROSCF
update, evaluate the options for
locating a community garden within the
City of Southlake. Consider options such
as developing a community garden,
partnering with an organization or
organizations for day‐to‐day operation,
contracting with an entity for day‐to‐
day operation, or other options. (CS)
HW3.4 Evaluate the current regulations
for permitting a community garden to
determine whether the current process
is applicable, or if changes are necessary
to clarify and simplify the process. (PDS)
Quality
Development,
C3, B4
4.4,
4.5,
4.6,
4.8,
4.10,
4.11
CS, PDS 1 (Short‐
Term)
HW4
Consider the
addition of new
parks and
recreation
equipment
facilities from the
perspective of the
youth and seniors.
HW4.1 As part of the PROSCF Master
Plan update, evaluate the addition of
exercise stations to City parks, consider
from the youth perspective as well as
the senior perspective. (CS)
Quality
Development,
C3
4.5,
4.6 CS 1 (Short‐
Term)
Health & Wellness Master Plan 7
DRAFT Built & Natural Environment Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW5
Create a policy to
procure Open
Space particularly
along major
roadways as part
of the PROSCF Plan
update.
HW5.1 Develop policy as part of the
PROSCF Master Plan for evaluating and
purchasing available property
(particularly along major roadway
corridors) within the City of Southlake to
be used as open space or passive park
space for stormwater detention. (CS)
Quality
Development,
C3
4.2,
4.5,
4.10
CS, PDS 1 (Short‐
Term)
HW6
Promote design
that encourages
active living within
the work
environment, such
as more natural
light, more open
and green space,
areas for social
engagement, etc.
HW6.1 Consider incorporating an
"overall development wellness
checklist" into the Development Review
Committee (DRC) process at pre‐
submittal. (PDS)
If the determination is made that this
should be pursued, establish criteria and
parameters for which development
proposals would be compared against
the overall development wellness
checklist. When evaluating these criteria,
make sure to also include redevelopment
sites in the parameters.
Quality
Development,
C1
1.4,
1.11,
7.2,
7.3,
7.6,
7.7
PDS 1 (Short‐
Term)
Health & Wellness Master Plan 8
DRAFT Built & Natural Environment Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW7
Encourage the
mitigation of waste
and diverting trash
from the landfill.
HW7.1 Further develop programs
and/or partnerships that can be
implemented or supported by the City of
Southlake to help keep material out of
the landfill (example TerraCycle, textile
recycling). (CMO)
HW7.2 Further promote the existing
household hazardous materials
collection program and educate
residents on these opportunities.
Communicate regarding this topic twice
annually. (CMO)
HW7.3 Hold annual campaign to
promote responsible recycling and
decreasing contamination in the waste
stream. (CMO)
HW7.4 Meet goal of diverting 30% of
residential waste from the landfill.
(CMO)
HW7.5 Reach out to the non‐profit
organizations, such as the faith‐based
community about recycling partnership
or educational opportunities within the
City. (CMO)
HW7.6 Develop clear, concise and
aesthetically pleasant literature /
infographics to be distributed to
homeowners establishing trash and
recycling service that explains what and
what not to recycle, as well as provides
important contact information
regarding hazardous waste, bulk trash
pick‐up, and other special collections.
(CMO)
Performance
Management
& Service
Delivery, B1,
B2, B5, B6
7.2,
7.3,
9.3,
10.7
CMO 1 (Short‐
Term)
Health & Wellness Master Plan 9
DRAFT Built & Natural Environment Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW8
Maintain an
effective vector
control program
within the City of
Southlake.
HW8.1 Consider developing and
implementing a citizen reporter tool and
incorporate functionality that allows
residents to report standing water, or
other potential mosquito‐related issues.
(OPx)
HW8.2 Hold at least one (1) campaign
annually to educate Southlake residents
and corporate citizens about their
personal role and responsibility in vector
control. (FD)
HW8.3 Research and implement new
and/or natural techniques and best‐
practices for vector control in the City
such as mosquito‐eating fish, bat houses
or bird houses. (FD)
Safety &
Security,
Performance
Management
& Service
Delivery, C1,
B1, B5, B6
5.2,
5.7,
5.8
FD, OPx 1 (Short‐
Term)
HW9
Strategically
approach
environmental
issues in Southlake.
HW9.1 Consider creating a cross‐
departmental work group to determine
the City's approach to environmental
issues such as air and water quality.
(PW)
Such a group could be modeled after the
City's Office of Traffic Management
(OTM) where key staff are included to
discuss issues related to the
environment. Potential topics may
include monitoring and reducing
vehicular emissions from the City's fleet,
air quality, water quality, etc.
Quality
Development,
C3
7.2,
7.6,
7.7
PW,
PDS, CS,
FIN,
OPx
2
(Medium‐
Term)
HW10
Take steps to
increase the safety
and usability for
those utilizing the
City’s trail system.
HW10.1 Facilitate the georeferencing of
existing trail points within the City.
(OPx)
HW10.2 Develop, maintain, and make
digital trail maps easily and readily
available to residents, visitors and
businesses via a mobile application.
(OPx)
Quality
Development,
Infrastructure
, C2, B5, B6
1.5,
1.11,
10.8
OPx, CS
2
(Medium‐
Term)
Health & Wellness Master Plan 10
DRAFT Built & Natural Environment Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW11
Prepare and Adopt
an Intelligent
Transportation
Systems (ITS) Plan.
Implement
recommendations
of the plan that
improve driver,
bicyclist and
pedestrian safety.
HW11.1 Prepare and adopt an
Intelligent Transportation Systems (ITS)
study. (PW)
Implement recommendations of the plan
that improve driver, bicyclist and
pedestrian safety and efficiency.
HW11.2 Based on the recommendations
of the ITS Study, install technology that
enables the City to track critical data
related to mobility, as well as
technology that enables the City to
embrace the future possibilities of
mobility. (PW)
Improve the communication between
automobiles traversing Southlake and
the City’s infrastructure. The City should
also be considering changes related to
policy and emerging futuristic
technologies related to autonomous
vehicles and connected vehicles.
HW11.3 Develop metrics for which the
City can begin using to determine real
time levels of service for the movement
of traffic through Southlake. Tracking
these metrics may not be feasible until
the infrastructure is installed which
allows for the collection of traffic data.
(PW)
Mobility, C1,
C2, B1, B5, B6
3.1,
3.2,
3.5,
3.7
PW 1 (Short‐
Term)
Health & Wellness Master Plan 11
DRAFT Built & Natural Environment Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW12
Implement a
pedestrian safety
program.
HW12.1 Implement a pedestrian and
bicycle safety program that is addressed
on many fronts (e.g., driver and
pedestrian awareness and information
campaign and modifications to the
physical environment (companion
recommendation to AT2 in the Mobility
Master Plan). (PW)
HW12.2 Update the City’s existing Safe
Routes to School Plan (SRTS) as part of
the Southlake 2035 Mobility Master
Plan update. (PW)
HW12.3 Highlight and promote
completed continuous sidewalk
segments in the City that allow for
pedestrians to walk significant
distances. (PDS)
Quality
Development,
Mobility,
Safety &
Security, C1,
C2,
1.2,
1.5,
3.3,
3.5,
3.6,
5.8
PW,
PDS, FD,
PD
2
(Medium‐
Term)
HW13
Utilize GIS to track
geospatial data
related to
transportation and
safety and allow
for more data‐
driven decisions to
address
transportation‐
related efforts.
HW13.1 Utilize the Records
Management System (RMS) database as
well as Waze data and other sources to
map and/or dashboard vehicular
accidents and types, as well as accidents
involving bicyclists and pedestrians
throughout the City. (OPx)
HW13.2 Utilize GIS to track reported
vehicular accident locations and types
throughout the City. (OPx)
HW13.3 Maintain an up‐to‐date and
digitized map where this information
can be easily accessed by the public.
(OPx)
Safety &
Security,
Mobility,
Performance
Management
& Service
Delivery, C1,
C2, B6
3.1,
3.8,
5.2
OPx,
PD, PW
1 (Short‐
Term)
HW14
Take additional
steps to
demonstrate the
City's commitment
to a safe mobility
network.
HW14.1 Research requirements,
determine applicability, and consider
seeking recognition as a Vision Zero City,
or another possible program or initiative
that has a similar goal. (PW)
Mobility,
Safety &
Security, C1
3.2,
5.8 PW, PD 1 (Short‐
Term)
Health & Wellness Master Plan 12
DRAFT Mental & Physical Health Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW15
Leverage the City's
Geographic
Information Systems
(GIS) program to
support public health.
HW15.1 Utilize GIS to create an
interactive map that shows distances
from all City parks, and the best and
safest mobility / active
transportation routes to get to each
park. (OPx)
HW15.2 Obtain and implement or
partner with agencies such as the
North Central Texas Council of
Governments (NCTCOG) to provide
device and support infrastructure to
monitor air quality at various
locations within the City of
Southlake. (PW)
HW15.3 Utilize GIS to monitor air
quality within the City. Create maps
and/or dashboards where this
information can be seen in real time.
(OPx)
HW15.4 If a citizen reporter tool or
similar application is developed
implemented (see recommendation
8.1), add functionality that allows
residents to report other information
such as gaps in the sidewalk, trash in
the right‐of‐way, and other helpful
information. (OPx)
HW15.5 Develop a City of Southlake
Public Health dashboard based on
trackable and relevant metrics. (OPx)
Safety &
Security,
Infrastructure,
C1, B6
4.5,
7.2
OPx,
PW
Tier 2
(Medium
‐Term)
Health & Wellness Master Plan 13
DRAFT Mental & Physical Health Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW16
Encourage community
support of and access
to City park facilities.
HW16.1 As the City develops the next
PROSCF Master Plan, consider the
Trust for Public Land
recommendation that all residents of
Southlake are within a 10‐minute
walk to a park when planning future
park facilities. (CS)
HW16.2 Encourage community
participation in the Trust for Public
Land National Walk to a Park Day, or
similar event. (CS)
HW16.3 Encourage community
participation in the National
Recreation and Park Association Park
and Recreation Month. (CS)
Infrastructure,
C3
4.5,
8.1 CS 1 (Short‐
Term)
Health & Wellness Master Plan 14
DRAFT Mental & Physical Health Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW17
Hold education
campaigns to provide
information regarding
public health.
HW17.1 Add information to the City's
website with more information
about public health services offered
by Tarrant County and/or C.I.S.D.
Specific examples of topics include
but are not limited to vaccinations,
chronic disease prevention, nutrition
and environmental health. (FD)
HW17.2 Promote three (3) national,
state, school or other local initiatives
related to public health annually.
Reference the list generated in
HW18.1 for potential efforts. (FD)
HW17.3 Annually participate in
National Prescription Drug Take‐Back
Day. (PD)
HW17.4 Provide semi‐annual
updates to the Southlake community
about medication safety, storage
and disposal. Specifically note where
residents may dispose of unused or
expired medication. (PD)
HW17.5 Maintain a relationship with
the Carroll ISD School Health
Advisory Council (SHAC). Reach out
to this group annually to identify
opportunities to partner and create
synergy regarding health and
wellness topics in the community.
(PDS)
Safety &
Security, C1
5.6,
5.7,
5.8,
9.2
PD, FD,
PDS
1 (Short‐
Term)
HW18
Provide support and
resources to the
community in terms of
mental health.
HW18.1 Continue to partner with
groups and organizations such as
S.P.A.R.K. and C.I.S.D. to provide
educational workshops for parents
and students in the community on
topics such as but not limited to
healthy cooking and eating, stress,
anxiety, drug and alcohol abuse,
depression, suicide prevention,
exercise, and other mental health
topics. Hold at least one hands‐on or
interactive workshop annually. (PD)
Safety &
Security, C1
5.6,
5.7,
5.8,
9.2
PD, FD 1 (Short‐
Term)
Health & Wellness Master Plan 15
DRAFT Mental & Physical Health Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW19
Where appropriate,
assist CISD schools in
reaching health &
wellness initiatives.
HW19.1 Contact CISD administration
about the health goals for the school
district. Determine areas where the
City of Southlake may partner to help
accomplish those goals. (FD)
HW19.2 Reach out to CISD
administration regarding the
possibility of developing a policy for
idling vehicles at school drop‐off and
pick‐up locations and bolstering the
City's idling vehicle policy. (PDS)
HW19.3 Within three (3) years of
plan adoption, work with CISD to
help coordinate at least one national
walk & bike to school day event or a
walking school bus at one (1) school
at least (First Wednesday in October)
within Southlake. (PW)
Safety &
Security,
Partnerships &
Volunteerism,
C1, C5
5.6,
5.7,
5.8,
9.2
FD, PDS,
PW, PD
1 (Short‐
Term)
HW20
Consider possible
expansion of the
Southlake fitness and
wellness initiative
(LiveFit).
HW20.1 Research successful health
and wellness programs or projects to
determine if there are opportunities
where programs could be added to
the City's current list of offerings.
Explore partnerships to offset costs
associated with additional
programming. (CS)
Performance
Management
& Service
Delivery, C3,
B2
8.1 CS
Tier 2
(Medium
‐Term)
DRAFT Age-Friendly Community Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW21
Explore opportunities
to provide housing to
family members by
modifying the Family
Quarters regulations.
HW21.1 Modify the zoning ordinance
to address the provision for family
quarters in residential districts. (PDS)
Quality
Development,
CBO3
2.1 PDS 1 (Short‐
Term)
Health & Wellness Master Plan 16
DRAFT Age-Friendly Community Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW22
Continue to work with
City groups such as
the Southlake Senior
Advisory Commission
(SAC) to ensure that
Southlake is an Age‐
Friendly Community.
HW22.1 Survey the Senior Advisory
Commission or other City group
annually regarding items related to
being an Age‐Friendly Community in
order to best serve the aging
population of Southlake. (CS)
Partnerships &
Volunteerism,
Performance
Management
& Service
Delivery, C6,
B5
9.3,
12.4 CS 1 (Short‐
Term)
HW23
As part of the next
PROSCF Master Plan
Update, seek the
input of Southlake
seniors regarding
interests in terms of
recreational program
offerings.
HW23.1 Either through a survey, focus
group, or other method, seek the
input of the senior community in
Southlake regarding their desired
recreational programming. (CS)
Partnerships &
Volunteerism,
Performance
Management
& Service
Delivery, C6,
B5
9.3,
12.4 CS 1 (Short‐
Term)
HW24
Promote programs
that support,
encourage, and
promote safety,
health and wellness
for the aging
population, as well as
the youth population
and caregivers in the
community.
HW24.1 Promote programs annually,
specifically making efforts to reach
the senior community in Southlake.
Work with the senior center to ensure
reach of this communication is
broadened. (FD)
Examples of programs include but are
not limited to Carfit, Don't Die of
Doubt, Stop the Bleed, Stroke
Prevention, Car Seat adjustment
program for parents and grandparents
Safety &
Security, C1
5.7,
5.8
FD,
CS
1 (Short‐
Term)
HW25
Develop an age‐
friendly park facility,
or other age‐friendly
public amenity at an
appropriate location.
HW25.1 Develop an age‐friendly park,
trail, garden or other amenity possibly
near the Southlake Senior Activity
Senior within Bicentennial Park, or
other area as identified in the Parks,
Recreation and Open Space /
Community Facilities Master Plan. (CS)
While developing this facility or
amenity, staff should place a high
value on projects that increase the
likelihood of personal interaction for
the senior community.
Quality
Development,
Infrastructure,
C3
4.5 CS
2
(Medium‐
Term)
Health & Wellness Master Plan 17
DRAFT Age-Friendly Community Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW26
Engage Southlake's
senior community in
community issues and
projects being
developed by the City.
HW26.1 consider utilizing the Senior
Advisory Commission (SAC) or other
City group as focus group on a topic of
interest. (CS)
When appropriate, consult the Senior
Advisory Commission or other City
group as a focus group in community
initiatives being considered by the City.
Partnerships &
Volunteerism,
Performance
Management
& Service
Delivery, C6,
B5
9.3,
12.4 CS 1 (Short‐
Term)
HW27
Seek partnerships to
encourage comfort
and accessibility in or
near the public realm.
HW27.1 Conduct a survey to
determine interest, then consider
working with private businesses to
develop a local "Take a Seat"
campaign. (EDT)
HW27.2 For the next PROSCF update,
survey existing City parks to
determine whether there is adequate
seating, places for eating, restrooms,
etc. (CS)
This may include seating near trail
systems, sidewalks, or other park
areas.
Infrastructure,
Partnerships &
Volunteerism,
C3, C5
4.5,
4.6,
9.3
EDT,
CS
2
(Medium‐
Term)
HW28
Identify innovative
and unique ways to
activate City parks and
other public spaces in
a way that fosters
creativity and
encourages the
gathering of those
who choose to live,
work or play in
Southlake.
HW28.1 Activate a City park or other
public area by creating a public shared
outdoor working or collaboration
space, or similar concept in or near
the Southlake Downtown District. (CS)
Consider seeking public‐private
partnerships for the design and
funding of such a concept.
Infrastructure,
Quality
Development,
C3, B6
8.1 CS,
PDS
3 (Long‐
Term)
Health & Wellness Master Plan 18
DRAFT Community Resiliency Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW29
Leverage the City's
Geographic
Information Systems
(GIS) program to
support community
resiliency.
HW29.1 Evaluate applications for use
in bolstering the City's resiliency
and/or for emergency management.
(OPx)
Safety &
Security,
Infrastructure,
C1, B6
5.7,
5.8
OPx,
FD
2
(Medium‐
Term)
HW30
Enhance the City's
Emergency Operations
Center (EOC).
HW30.1 Research "future ready"
EOC's. (FD)
HW30.2 Develop needs assessment
plan for replacing the existing EOC.
(FD)
HW30.3 Amend the Community
Facilities Master Plan to include the
EOC. (FD)
Safety &
Security,
Infrastructure,
C1, B6
5.9
FD,
PD,
PDS,
IT,
FIN
2
(Medium‐
Term)
HW31
Offer programs that
familiarize residents
with the City's public
safety initiatives and
goals.
HW31.1 Continue offering a
Department of Public Safety (DPS)
Citizens Academy or similar program
once annually. (PD)
Safety &
Security,
Partnerships &
Volunteerism,
C1, C5
5.6,
5.8
PD,
FD
1 (Short‐
Term)
HW32
Pursue high standards
of building safety and
securing by preparing
for the City’s next
Insurance Service
Office (ISO) Building
Code Effectiveness
Grading Schedule
(BCEGS) audit.
HW32.1 Review the previous audit
and work to make identified
improvements based on capacity to
improve the City's rating for the next
audit. (PDS)
Safety &
Security, C1 5.4 PDS 1 (Short‐
Term)
HW33
Bolster the City's flood
control response and
resiliency related to
flooding.
HW33.1 Review existing flood control
measures to determine possible areas
of improvements. (PW)
HW33.2 Consider adopting technology
such as but not limited to flood
sensors that can alert motorists and
pedestrians about rising waters
and/or flood conditions. (OPx)
Infrastructure,
Performance
Management
& Service
Delivery, B5,
B6
1.4
PW,
OPx,
PDS
2
(Medium‐
Term)
Health & Wellness Master Plan 19
DRAFT Community Resiliency Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW34
Research and invest in
technology that
improves the City's
overall resiliency.
HW34.1 Implement measures to
increase disaster recovery and
business continuity. (IT)
HW34.2 Research and determine
benefit of investing in technology that
enables real‐time monitoring of traffic
conditions that further the City's
Intelligent Transportation System, or
technology that address other public
safety matters. (PW)
Potential applications include if
traction control systems on cars
activate, sand crews could be
dispatched, or cameras that detect a
stalled vehicle in an intersection which
could dispatch DPS.
Safety &
Security,
Infrastructure,
Performance
Management
& Service
Delivery, C1,
B6
3.3,
5.9
IT,
PW,
FIN,
OPx
1 (Short‐
Term)
HW35
Strive to foster a
sense of personal
emergency awareness
and preparedness for
Southlake residents.
HW35.1 Educational campaign for
National Preparedness Month
(September). (FD)
HW35.2 Host a preparedness fair for
National Preparedness Month. (FD)
HW35.3 Educational campaign for
Severe Weather Awareness Week.
(FD)
Safety &
Security, C1
5.7,
5.8 FD 1 (Short‐
Term)
HW36
Put structures in place
that increase the
City's overall resiliency
and emergency
response capabilities
through the use of
volunteers.
HW36.1 Based upon interest from the
community, resurrect the City's
Community Emergency Response
Team (CERT) program, modeling the
program after successful teams. (FD)
Safety &
Security,
Partnerships &
Volunteerism,
C1, C5
5.6,
5.7 FD 1 (Short‐
Term)
Health & Wellness Master Plan 20
DRAFT Table of Contents
Section 1 Introduction 23
1.1 Purpose of the Health & Wellness Master Plan 23
1.2 Why A Health & Wellness Master Plan? 24
1.3 Relationship to the Strategic Management System 25
1.4 Adoption Process 26
Section 2 Background 31
2.1 Demographics 31
2.2 Existing City Plans & Policy Documents 32
2.3 Public Input 33
Section 3 Built & Natural Environment 41
3.1 Built Environment 41
3.2 Natural Environment 44
3.3 Public Health & Safety 45
3.4 Environmental Stewardship 46
3.5 Transportation 48
3.6 Built & Natural Environment Recommendations 50
Section 4 Mental & Physical Health 59
4.1 Mental Health & Wellness 59
4.2 Physical Health & Wellness 62
4.3 Mental & Physical Health Partnerships 65
4.4 Mental & Physical Health Recommendations 68
Section 5 Age-Friendly Community 71
5.1 Community for All Ages 71
5.2 Social Connection 75
5.3 Age-Friendly Community Recommendations 77
Section 6 Community Resiliency 81
6.1 Overview of Possible Hazards 81
6.2 Preparedness 84
6.3 Response & Recovery 91
6.4 Community Resiliency Partnerships 92
6.5 Community Resiliency Recommendations 94
Health & Wellness Master Plan 22
DRAFT Table of Contents
Section 7 Evaluation, Prioritization and Implementation 97
7.1 Plan Evaluation and Implementation 97
7.2 Prioritization Schedule 97
Exhibit A Existing Comprehensive Plan Recommendations 99
Health & Wellness Master Plan 23
DRAFT Introduction
The City of Southlake is committed to providing high quality programs, services and facilities. One way the
City has been successful is through a strong comprehensive planning process. There are multiple plan
elements that have been adopted over time addressing topics such as mobility, water conservation, parks
and recreation, and more. With the next phase of comprehensive planning, Southlake 2035, a new plan
element has been identified; the Health & Wellness Master Plan.
The Health & Wellness Master Plan consolidates, codifies and in some cases, updates policies, programs and
even recommendations specifically related to health and wellness in the community.
The plan identifies policies, programs and projects for implementation and development, and guides
funding decisions. The Health & Wellness Master Plan is divided into the following sections:
1) Introduction
2) Background
3) Built & Natural Environment
4) Mental & Physical Health
5) Age-Friendly Community
6) Community Resiliency
7) Evaluation, Prioritization and Implementation
1.1 Purpose of the Health & Wellness Master Plan
The Southlake 2035 Health & Wellness Master Plan included the follow Merriam-Webster definition
regarding health and wellness as shown below.
The purpose of the Health & Wellness Master Plan is to establish clear goals and priorities for the next several
years related to encouraging overall community wellness and flourishing. More specifically, this plan will
identify opportunities for the City to further position itself as an advocate for the well-being of all residents,
visitors, and corporate citizens. The recommendations included within the Health & Wellness Master Plan will
provide a framework for pursuing initiatives such as considering the incorporation of “healthy” public
buildings or spaces into the City’s portfolio. To demonstrate the breadth of this plan, other
recommendations will focus more on the City’s overall resiliency, by further addressing flood control
Health: “the condition of being sound in body, mind
or spirit” especially “freedom from physical disease
or pain”
Wellness: “the quality or state of being in good
health especially as an actively sought goal.”
Health & Wellness Master Plan 24
response, or vector control. Some of the recommendations within this plan will provide City staff with clear
guidelines and measures to approaching identified objectives. There is no question that a wealth of
knowledge, experience and expertise exists in the City of Southlake. Leaning on an even forging new
partnerships can increase the opportunity for service delivery; which is especially important given the City of
Southlake does not have a department of public health. As has been mentioned, this master plan element
represents a first for Southlake. City leadership identified a need to address health and wellness issues with a
comprehensive and strategic approach.
According to the American Planning Association (APA) Healthy Plan Making analysis:
The issues facing cities and counties, and their neighborhoods and communities, continue to
change and become more complex and, at the same time, bring the planning profession back
to its roots in promoting public health. As planning has shifted toward sustainability, public
health has been identified as a core element of communities that thrive, so cities have begun
to integrate health into their comprehensive plans.
While many health and wellness topics are broad and can be applied to any community, the City recognizes
that there are also issues, challenges, and opportunities unique to Southlake. That said, this plan works to
codify recommendations in a unified document such that the City’s commitment to a healthy community is
documented, and that future policy decisions regarding these topics align with this adopted plan.
1.2 Why a Health & Wellness Master Plan?
According to the World Health Organization (WHO), “[h]ealth is a state of complete physical, mental and
social well-being, and not merely the absence of disease or infirmity.” This frame of mind is a large driving
force behind the Health & Wellness Master Plan as the Southlake City Council recognizes the importance of
not only physical health, but also the ability for anyone who lives, works, or plays in Southlake to flourish.
Additionally, the approach for pursuing this plan element was to cast a wide net. In this plan, not only do
topics such as public health education get mention, but even anticipatory efforts to bolster our resiliency
such as emergency preparedness receive attention. All these topics factor in to the health of not only the
people who choose to spend time in Southlake, but for the overall health of the City itself. As the
recommendations for this plan were being developed, staff held internal meetings to document the myriad
programs currently in place; from the opening of the City’s community recreation center, Champions Club at
The Marq Southlake to safety initiatives such as prescription drug take back, or the car seat installation
program. While there are many programs in place with a direct link to health and wellness, a single unifying
document tying everything together did not exist.
The Southlake City Charter states that certain components of the City’s comprehensive plan shall address a
planning horizon of at least ten years into the future, and these components are to be updated to reflect
changing City conditions and requirements every four years. While not on this same four-year review cycle,
the Health & Wellness Master Plan introduces a new comprehensive plan element. By emphasizing the
importance of health and wellness, the City demonstrates a commitment to its entire population, along with
other master plan elements such as mobility, sustainability, youth and more.
Health & Wellness Master Plan 25
Staff evaluated the current landscape of health and wellness programs, initiatives and opportunities
holistically. For example, conversations with staff members and the Health & Wellness Master Plan
Committee revealed that there may be opportunities to serve the City’s senior or caregiver population. By
engaging with City staff and leadership, stakeholders in the community and multiple boards and
commissions, a comprehensive understanding of existing strengths and opportunities is more clearly
defined. This plan will continue with a positive trajectory towards prioritizing and implementing policy that
achieves the goals defined by the citizens of Southlake.
1.3 Relationship to the Strategic Management System
Strategic planning is an ongoing
process where resources, critical
concerns, community priorities
and citizen needs are combined
to produce both a plan for the
future and a measure for results.
More specifically, Southlake’s
Strategic Management System
links the City’s day-to-day
activities to a comprehensive
long-term strategy for public
policy and management
decisions.
The Strategic Management
System identifies Strategic Focus Areas and Objectives to guide effective and efficient resource allocation
and provides benchmarks to assess performance. The Strategic Focus Areas and Objectives are driven by the
City’s Citizen Survey and are outlined in City’s Strategy Map shown above.
The Strategic Management System guided the development of the Southlake 2035 Vision, Goals and
Objectives (VGO), which define a desired direction for growth in the City. Adopted by Ordinance in June of
2017, all subsequent master plan elements developed will be linked back to this document.
Health is a state of
complete physical, mental
and social well-being, and
not merely the absence of
disease or infirmity.
-World Health Organization
Health & Wellness Master Plan 26
Results
City Activities and Operations
Comprehensive Plan Elements
Southlake 2035 Vision, Goals and
Objectives
Strategic Management System
Citizen Satisfaction Survey
The first task needed for the development of the Health &
Wellness Master Plan was to ensure the existing goals and
objectives relating to health and wellness initiatives were
applicable. All recommendations in the Southlake 2035 plans
are tied to at least one Strategic Focus Area from the Strategic
Management System and at least one objective from the
adopted Southlake Vision, Goals and Objectives. The
recommendations from the comprehensive plan elements
guide the development of the Capital Improvements Program
(a five-year plan for the purchase, construction or
replacement of the City’s physical assets) as well as
departmental business plans. In turn, the Capital
Improvements Program and departmental business plans
dictate the City’s day-today operations to ensure the City
works to achieve the community’s goals.
Further, the Southlake 2035 Comprehensive Plan assists the
City Council, Boards and Commissions in decision-making by
establishing a blueprint for the City’s future. For example, the
recommendations adopted with this plan element will
provide the framework used to determine the health and
wellness initiatives and programs that get pursued. Using the
plan as a guide helps to secure the community’s vision for
strong youth programs that engage all residents of Southlake.
1.4 Adoption Process
As will be further highlighted later in Section 2.3, Public Input, City Council appointed the Southlake 2035
Health & Wellness Master Plan Committee to oversee the development of the Health & Wellness Master Plan.
Based on recommendations from the Youth Master Plan adopted in 2018, City staff also sought comment
from the community’s youth through meetings with the Southlake Youth Action Commission (SYAC) and
the Southlake Kids Interested in Leadership (SKIL). Given that the plan contains a section titled “Age-Friendly
Community,” staff also met with the Southlake Senior Advisory Commission (SAC). Another group the City
met with was the Carroll ISD School Health Advisory Council (SHAC) on two separate occasions.
One of the first steps in the update to the Southlake 2035 Comprehensive Plan was to revisit the existing
goal and objectives. In June of 2017, City Council replaced the Southlake 2030 Vision, Goals & Objectives
with the Southlake 2035 Vision, Goals & Objectives (VGO). This critical document establishes the foundation
for the recommendations within not only the Health and Wellness Master Plan, but each adopted master
plan element. The revised VGO document reflects changes in the Southlake community since the Southlake
2030 iteration was adopted in 2009. The Southlake 2035 Vision, Goals & Objectives also address new and
future elements that will be included in the master plan. The Health & Wellness Master Plan represents one
of these new plan elements. The goals and objectives for this plan are illustrated on pages 28 and 29. Using
this as a foundation, the Committee then developed the recommendations for the plan.
Between meetings with the Health & Wellness Committee, SYAC, SKIL, SAC, and SHAC, the Health & Wellness
Master Plan was either discussed or presented at eleven (11) committee and group meetings.
Health & Wellness Master Plan 27
All meetings were open to the public and advertised on the City’s website. Once the plan was ready to
continue moving through the process, the Health & Wellness Committee made a recommendation to
forward the Southlake 2035 Health & Wellness Master Plan to the Planning & Zoning Commission (P&Z) for
consideration, public hearing, and recommendation in accordance with the City’s charter. After P&Z made
their recommendation to approve the Health & Wellness Master Plan, this element proceeded to City
Council for public hearing and final approval. On June ##, 2019, City Council adopted the Southlake 2035
Health & Wellness Master Plan as Ordinance No. 1219.
A Southlake Program for the Involvement of Neighborhoods (SPIN) Town Hall Forum was also held on May
14, 2019 in order to present the plan publicly before P&Z and City Council to gather additional public input.
The forum fosters open and timely communication between the citizens and city government regarding
programs and issues affecting the quality of life in the community, encouraging positive relations and a
stronger sense of community.
In summary, the approval process for the Health & Wellness Master Plan was as follows:
1) Health & Wellness Committee Meetings – August 2018 – May 2019
2) SPIN Town Hall Forum and Open House – May 14, 2019
3) Planning & Zoning Commission recommendation – XXXXXX ##, 2019
4) City Council 1st reading – XXXXXX ##, 2019
5) City Council 2nd reading (final plan approval) – XXXXXX ##, 2019
The following pages provide an overview of the goals and objectives used in the development of the Health
& Wellness Master Plan.
Health & Wellness Master Plan 28
Southlake 2035 Vision, Goals & Objectives
One of the first steps in developing the Health & Wellness Master Plan was reviewing the existing
adopted Vision, Goals & Objectives document, and ensuring there were adequate links to be made
between the proposed policy recommendations, and the established framework of the City’s
strategic management system. The objectives most relevant to this master plan element are
referenced below and on the following pages.
Goal 1: Quality Development
Promote quality development that is consistent with the Urban Design Plan and existing
development patterns, well- maintained, attractive, pedestrian-friendly, safe, contributes to an
overall sense of place and meet the needs of a vibrant and diverse community.
Objective 1.2: Create and preserve attractive pedestrian-friendly streets and pathways to encourage
transportation alternatives to the automobile.
Objective 1.4: Emphasize creativity and ensure environmental stewardship in the design of all
development and public infrastructure, maximizing the preservation of desirable natural features
such as trees, topography, streams, wildlife corridors and habitat.
Goal 3: Mobility
Develop an innovative mobility system that provides for the safe, convenient, efficient movement
of people and goods, reduces traffic congestion, promotes energy and transportation efficiency
and promotes expanded opportunities for citizens to meet some routine needs by walking or
bicycling.
Objective 3.3: In accordance with a need identified by the Citizen Survey, provide and promote a
continuous pedestrian pathways system that is user-friendly, efficient, safe, economical, and connect
parks, shopping, schools, work and residential areas.
Objective 3.4: Pursue opportunities to link Southlake’s pathways to systems in adjacent cities and
trails on the Corps of Engineers property.
Objective 3.6: Increase safe bicycle mobility when reasonably possible.
Goal 4: Parks, Recreation and Open Space
Support a comprehensive integrated parks, recreation and open space system for all ages that
creates value and preserves natural assets of the City.
Objective 4.1: Ensure that new development incorporates usable open space.
Objective 4.2: Ensure that parkland and open spaces include an integrated mix of developed and
natural areas with consideration of protecting the City’s ecosystem and wildlife corridors.
Objective 4.4: Utilize partnerships to create open space and recreation facilities.
Objective 4.5: Ensure an even geographic distribution of park facilities and recreation activities—
both active and passive—for citizens of all ages.
Objective 4.6: Provide a full range of park facilities and linear linkages that will accommodate the
current and future needs of the City’s residents and visitors.
Objective 4.7: Integrate passive recreational opportunities into preserved natural and drainage
areas.
Goal 5: Public Safety
Establish and maintain protective measures and policies that reduce danger, risk or injury to
property and individuals who live, work or visit the City.
Objective 5.4: Ensure that all buildings and public facilities are constructed in compliance with all
applicable federal, state, and local safety regulations and standards.
Health & Wellness Master Plan 29
Objective 5.6: Enhance and promote public safety through public-private partnerships and
utilization and training of volunteers.
Objective 5.7: Maintain a high level of community readiness through training and communications
among neighborhood and volunteer groups and city, county, state, and federal entities.
Objective 5.8: Develop and implement safety education programs that enhance the quality of life
and safety in the community.
Objective 5.9: Promote security of public buildings and infrastructure.
Goal 7: Sustainability
Encourage the conservation, protection, enhancement and proper management of the natural
and built environment.
Objective 7.1: Maintain and implement policies to reduce the use of nonrenewable resources,
such as energy in the heating, cooling, and operation and maintenance of city facilities.
Objective 7.2: Promote public awareness and education on such sustainability issues as public
health, energy and water conservation and overall environmental stewardship.
Objective 7.3: Promote sustainable public and private development practices and patterns,
building design, water-use reduction and waste reduction while maintaining the existing
character of the city.
Objective 7.6: Protect and enhance air quality in coordination with federal, regional and local
agencies.
Objective 7.7: Recognize the importance of and protect the biological diversity for the
ecological and aesthetic benefits to the community.
Goal 8: Community Facilities
Plan and provide quality community facilities and services that effectively meet the service needs
of Southlake's residents and businesses.
Objective 8.1: Provide a level of community facilities that meet the needs of both the existing and
projected population.
Objective 8.2: Encourage cooperation with the school districts in planning for and financing
community facilities to encourage the cost-effective provision of resources.
Goal 9: Partnerships
Fully utilize and coordinate with the City's many partners to address issues facing the area,
provide services and facilities, promote volunteerism, support events and programs and
encourage economic growth.
Objective 9.1: Partner with other government entities, non-governmental organizations and the
North Central Texas Council of Governments to address regional and local issues.
Objective 9.2: Continue mutually beneficial partnerships between the City and local school districts
to explore the provision of facilities, services, technology, and other opportunities through open
communication and close coordination.
Objective 9.3: Continue active partnerships with non-profit organizations, civic groups and local
businesses to create opportunities that benefit the community.
Objective 9.4: Partner with local school districts to educate Southlake’s youth in their municipality
and seek youth input when planning the future of our community.
Goal 12: Community Engagement
Promote and prioritize initiatives that involve and empower home owners associations, residents
and businesses to collaborate with the City of Southlake in achieving community objectives.
Objective 12.4: Engage with community groups to identify opportunities to enhance transparency
and encourage participation in local government.
Health & Wellness Master Plan 30
Health & Wellness Master Plan 31
DRAFT Background
Southlake is in North Central Texas, situated 23 miles
northeast of Fort Worth and 25 miles northwest of Dallas.
Dallas-Fort Worth International Airport is only a few short
miles to the southeast, and Lake Grapevine borders the city to
the north. State Highway 114 runs diagonally through the
middle of the City, heading east through Las Colinas and into
downtown Dallas and west toward the Alliance Airport
corridor. This corridor, along with Southlake Boulevard (FM
1709) and Davis Boulevard (FM 1938), are the primary
roadways that help fuel the City’s economic success.
The City of Southlake today consists of approximately 22
square miles of land and approximately 29,000 residents.
Southlake has grown and become a premier community in the Dallas-Fort Worth metropolitan area. The
City’s dedication to quality development, sound fiscal policies and effective strategic management has made
it an exemplary community. To continue this level of quality of life, it is important to have a plan for
economic sustainability to meet the needs and demands of Southlake’s residents now and in the future.
Although there are numerous existing policies and programs supporting health and wellness initiatives, City
Council recognized the need for consolidating these policies and programs into one cohesive document.
The following sections provide a framework for the plans, policies and programs which serve as the
foundation for the development of the Health & Wellness Master Plan.
2.1 Demographics
According to the US Census Bureau, the Dallas-Fort Worth-Arlington Metropolitan Statistical Area is the
fourth most populous in the country and the most populous in the state. In 2014, the Metropolitan Statistical
Area was also the second fastest growing area in the United States after the Houston region. From 2010 to
2014, the region added nearly 400,000 residents. Forecasts project that these growth trends will continue
through 2040.
2,808
7,065
13,350
21,519
24,900 26,575
28,568
0
5,000
10,000
15,000
20,000
25,000
30,000
1980 1990 1995 2000 2005 2010 2017
(est.)
Southlake Population
Southlake Population
6,417,724
10,676,844
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
1970 1980 1990 2000 2010 2017
(est.)
2040
(est.)
DFW Metroplex Population
DFW Metroplex Population
Health & Wellness Master Plan 32
Southlake experienced rapid population growth between 1990 and 2000. There was a 205 percent increase
in population during this time, among the highest in Texas. With economic recession and less land available
for residential development, this trend slowed significantly between 2000 and 2010. However, both
residential and commercial development activity has increased steadily since 2010. The ultimate buildout
population, estimated at 34,188, which should be reached by 2035.
Source: FY 2019 Adopted Budget
2.2 Existing City Plans & Policy Documents
The City of Southlake has a robust comprehensive plan with elements ranging from a Tourism Master Plan to
the Youth Master Plan. As mentioned, the Health & Wellness Master Plan represents a new document in the
City’s comprehensive plan. One of the early steps in the plan development process included combing
through existing plan documents to ensure that with the development of this new plan, unnecessary
redundancy was avoided. The recommendations adopted with each master plan element provide guidance
and policy direction for the City, into the future. The City goes to great lengths to not only develop the
comprehensive plan documents, but also implement the plan. Recommendations from master plan
documents have come into fruition throughout the City; such as the City’s community recreation center,
Champions Club at The Marq Southlake. At the end of the Health & Wellness Master Plan is an appendix
featuring many of the previously adopted plan elements related to health and wellness. Some of those items
have been implemented. Recommendations from master plan elements stay active until they are replaced
by a plan update. In Southlake, this cycle is repeated about every 4-5 years.
Many of the recommendations within the Health & Wellness Master Plan relate directly to physical health,
community resiliency, transportation, and other topics that may also be covered in other master plan
documents. That said, the purpose of the Health & Wellness Master Plan is not to stand in the way of those
existing documents, but rather to codify new and existing recommendations regarding health and well-
being in one place. Several of the recommendations within the Health & Wellness Master Plan will
specifically reference other plan elements through language such as, “as part of the next update to the
Mobility Master Plan…” The Health & Wellness Committee, along with other boards and commissions in
Southlake considered the sections and subsequent recommendations within this plan specifically through
De
m
o
g
r
a
p
h
i
c
P
r
o
f
i
l
e
Population by age: Under 19 years - 35% / 20-64 years - 57% / 65 years and older - 8%
Average people per household of 3.15
2017 median household income of $208,848
2017 average home sales price of $815,563
68% of residents 25 years and older have a bachelor’s degree or higher
Health & Wellness Master Plan 33
the lens of health and wellness. Throughout this plan will be references to existing programs. The purpose of
capturing these programs is to provide better context for the health and wellness landscape in Southlake.
2.3 Public Input
At their regular meeting on September 19, 2017, City Council
adopted Resolution No. 17-038 which appointed the Health &
Wellness Master Plan Committee to oversee the development of the
Health & Wellness Master Plan. Rather than appoint an existing board
to develop this plan, City Council opened the Committee to
applicants. On June 19, 2018 City Council made appointments to the
Heath & Wellness Master Plan Committee. This section highlights the
public input that was gathered in the development of this plan.
Health & Wellness Committee Meetings
August 8, 2018 – Health & Wellness Master Plan Kickoff Meeting
September 26, 2018
November 7, 2018
February 13, 2019
March 20, 2019
May 14, 2019 – Open House and Final Committee Meeting
In addition to meeting with the appointed Health & Wellness Master Plan Committee, staff also engaged two
separate youth organizations to obtain perspective on these topics from the high-school student
perspective, as recommended by the Southlake 2035 Youth Master Plan (YP8).
Southlake Youth Action Commission (SYAC)
November 12, 2018
Southlake Kids Interested in Leadership (SKIL)
January 7, 2019
Given the topics included in this master plan, staff also presented to other groups for comment as illustrated
below.
Senior Advisory Commission (SAC)
April 9, 2019
Carroll ISD School Health Advisory Council (SHAC)
November 1, 2018
March 21, 2019
Youth Involvement
The Southlake 2035 Youth Master Plan included a section on youth leadership & engagement. Among many
other policy recommendations, this document encouraged City staff to seek out the youth perspective when
developing certain comprehensive plan elements. The Health & Wellness Master Plan was identified as one
of these documents to engage with the youth. City staff met once with the Southlake Youth Action
Commission (SYAC) and once with the Southlake Kids Interested in Leadership to understand health &
Health & Wellness Master Plan 34
wellness priorities from the student perspective. These meetings are described in more detail in the
following pages.
SYAC
At the November 12, 2018 SYAC meeting, City staff separated the students into three separate groups,
assigning each group with two health & wellness topics each. The students were instructed to consider their
topics in the context of health and wellness and come up with ideas for the City of Southlake in terms of
those topics. The students then presented their ideas to the rest of the group. As each group discussed their
ideas, additional comments not initially included on the sheets were captured. Some of these ideas are
highlighted in the following table.
Topic Ideas
Mental &
Physical Health
Increase sidewalks
Group therapy / announcements
Build tracks surrounding playgrounds
Suicide Prevention
Announcements during Oktoberfest
Require vendors to post nutritional information about food during events
Age-Friendly
Community
Annual gardening event / car show event
Extra EMS unit for elderly
Orchestra
Health & Wellness Master Plan 35
Topic Ideas
Continue events like movies in the park
Have events for younger kids such as movies in the library
Built & Natural
Environment
Popularize neighborhood parks (similar structure to Bicentennial Park)
More open fields (recreational) near schools
Covered patios in park
Interactive trails (less for hiking)
More gardens for reading
Consider adding park facilities for disabled children
Get kids more involved in parks
Add a track around a park
Open fields for recreation
Consider park facilities from the high school perspective
Add more trails for those interested in nature
Include facts about plants and provide educational tours on trails
Transportation
Improve school shuttle system (difficult to get between schools)
Add bike lanes
Sidewalks around schools (Durham, CHS)
Public transportation (accessibility to trains to prevent emissions)
There are no sidewalks on Highland or Shady Oaks near the park
Neighborhoods are not connected
Bike share / electric scooter rental
Communication
Instagram / Snapchat posts about health and wellness (reach out to teenagers)
Awareness campaigns (how to recycle, pollution, recycling)
Seminars about how to be healthy
Community
Resiliency
Designated shelters (tornado, fire)
Make plans available on City website for natural disasters that help people know
what to do when they cannot get home / publish evacuation plans
Summer exercise program for all ages
Vaccine trucks
Porous roads that are less prone to flooding
Therapy pets
SKIL
The SKIL group convened on January 7, 2019 to discuss development, zoning and comprehensive planning.
Like at the SYAC meeting, members of SKIL split up into three separate groups. However, rather than
focusing on just two topics, the groups each took turns spending time coming up with ideas for all six
provided topics. The groups would discuss two topics at a time, and then each group would shift to another
set of topics where they would consider potential health and wellness initiatives in that context. Some of the
ideas from SKIL are illustrated in the following table.
Topic Ideas
Mental &
Physical Health
Mental health public information
Recreation sports for public at parks
Community field day
Open air architecture
Stairs
Encourage the outdoors
Health & Wellness Master Plan 36
Topic Ideas
Murals / art in public places (like Austin, Texas)
Nature-friendly community building and library
Community sponsored sports / physical activities
Community viewing events (movies, sports)
Drive-in movies
Library with mental health staff
Promote vaccines in a casual way
Age-Friendly
Community
Community field day
Social media campaigns
Surveys
Playground adjacent to Senior Center
Sensory garden
Technology petting zoo (3-D printers, etc.) / partner with CISD for new technology
Farmer’s Markets and more City-sponsored events like Celebrate Southlake
Built-in exercise playground available to public
Exercise equipment for elderly & playground for kids
Built & Natural
Environment
Plants on every balcony and buildings / rooftop gardens
Community gardens (everyone contributes)
More open space – nature / more natural light
Working fountain (Park Village) / clean current fountains / non-exuberant fountains
Silicon plastic ice rink
Klyde Warren Park
Activate Summit Park (playground, lights)
Food festival / flower and garden festival (maybe with Art in the Square)
Solar panels on buildings
Work with school for gardens and “green” incentives
Transportation
Electric scooters (necessary they be returned to racks)
Bike taxis / bike racks / bike share (pay and return) / bike lanes
Internet of Things (public transit, Uber)
Connect Town Square to Park Village (tunnels for pedestrians)
Ziplines in Town Square / rickshaw in Town Square
Communication
More use of social media (keep phone/landline communication for elderly)
Visual posters / billboard signs / regulated graffiti that promote healthy living
Mental health public info (not taboo)
Phone charging stations
Turn all functions of government social media into DPS’s Twitter
Community
Resiliency
More developed Emergency Operations Center
Prepared volunteers for specific disasters (make procedures)
More public resources for public safety / Health information in public places you can
take (like a card)
Emergency shelters – places where people can feel safe; promote and make widely
known within a feasible distance
Police (emergency) stands (call boxes) like at Universities
Defensible housing
Safe Dragon – Safe Southlake
Health & Wellness Master Plan 37
Question 1: How would you rate the current overall status of health and wellness
in Southlake?
Question 2: In your opinion, what strengths exist in Southlake regarding health
and wellness?
Question 3: In your opinion, what is the biggest health and wellness risk or threat
in Southlake?
Question 4: If you could choose for the City of Southlake to focus on one thing in
the community regarding health and wellness in the next year, what
would it be?
Question 5: If you woke up tomorrow and five (5) years had passed, and it was
suddenly the year 2023 in Southlake, what are a couple things you
hope are offered regarding health and wellness that may not be
offered today? This could include programs, facilities, amenities, etc.
Health & Wellness Committee Survey
Another method of engaging with the Health & Wellness Committee was using a survey. Staff used this tool
to obtain additional information from Committee members beyond what was discussed during meetings.
This survey gave the Committee additional time to think about Southlake in the context of health and
wellness. The survey first asked Committee members to provide a rating for the overall status of health and
wellness in the City of Southlake. The survey contained five separate prompts, all of which were open ended.
The information from the survey was beneficial for staff in the formalization of the plan because the
Committee provided direct and candid responses to each question. The survey below was sent to the
members of the Committee on October 16, 2018. The information was then presented to the Committee at
their November 7, 2018 meeting. There were ten (10) responses to the survey. Note: responses to this survey
represent verbatim comments.
Q1. How would you rate the current overall status of health and wellness in Southlake?
3.9 / 5 Average overall status of health and wellness in Southlake
Q2. In your opinion, what strengths exist in Southlake regarding health and wellness?
The commitment of city leadership
There are a lot of boutique fitness studios and gyms providing outlets for physical activity.
Faculty and administration.
We have many facilities/studios for physical exercise, definitely something for everyone as well as
grocery stores providing us with wonderful healthy fresh food options
It appears that community as a whole already has an eagerness to be healthy.
Healthy restaurants- lots of salad places. Building of the Marq- this will encourage physical activity.
There is a lot of encouragement for kids to be physically fit. I like that Southlake also encourages
physical activity with activities like the Super Hero 5k.
Strengths- safety, walking paths, grocery stores, education, affluence, recreation, fitness studios. We
Health & Wellness Master Plan 38
have access to what we need to become healthier.
I feel the info is there for community members in terms of locating resources for Health & Wellness, but I
think that community members amy not know how to access this info.
Location, wealth, well established community.
By in large, the population eats well and believes in physical fitness. They also have access to medical
care.
Q3. In your opinion, what is the biggest health and wellness risk or threat in Southlake?
nutrition in schools
In my opinion, the stay-at-home mother who feels guilty about working out or taking her fitness
seriously is a great threat. By ignoring her own health, she is setting the example in her home it's ok to
make excuses, allow unnecessary weight gain, or put herself last every single time. The mother needs to
have an hour to herself everyday to work on her health and fitness goals so she's better for her family
and have the energy to run a household. If the father also is putting his fitness on the back burner for his
job, it further shows the kids physical activity "isn't important" which is simply not true. If these habits
are created from youth it will carry over to adult lives. Those active adults will live healthier, more active
and longer lives.
Building a strong community of teens
Stress and anxiety for our students and for many parents too. Underage access to drugs and alcohol.
Mental health needs to be in open conversations and not behind closed doors. Keeping mental health
secret gives it a negative stigma.
Mental health for sure. Depression and suicide is a major concern.
Obesity, alcoholism and anxiety/depression
Conventional thinking about health and wellness is our greatest risk. Not having the guts to confront
the real issues that are often uncomfortable to discuss. Not wanting to disrupt the status quo. People
don't like change, because they don't want to change themselves. True health in our country is quite
revolutionary, and I am honestly not sure Southlake is willing to get uncomfortable with it's own values,
and issues...
I know that all of us have Health & Wellness concerns, but I feel that the teenaged population likely has
the most to risk/gain. I'm not convinced we are effectively reaching this community population.
An aging population, proximity to the airport possible risk of disease transportation. Mental health.
Once again, lack of vaccinations....and failure to take treats of medical epidemics (even the flu) seriously
until a crisis arises.
Q4. If you could choose for the City of Southlake to focus on one thing in the community regarding
health and wellness in the next year, what would it be?
nutrition in schools
I would choose to focus on the physical fitness component of health and wellness for parents. They set
the tone for children to follow in their footsteps. Our community has so many young families that I feel
this is a huge opportunity to make a shift. Many parents don't get to workout because of kids' activities
or feeling 'guilty' doing something for themselves. I think it is so valuable to make this a part of life...the
eating and overall wellness will follow suit if the adults are active and moving.
Parents/teens awareness to stress and anxiety and using mindfulness as a tool.
I would love to see more open and continuous education, discussions and access to resources around
current and major health issues - stress anxiety drinking, drugs, parenting issues, resiliency (CISD focus).
This looks something similar to SPARK but taking it to the next level with constant up to date links to
new articles, continuous social media feeds etc. perhaps community book reads speakers etc I would
like to see CISD and The City join forces on this endeavor uniting all of our families. This one site would
be a resource for any and all individuals to access information and resources.
Mental health
Healthy eating- this would benefit those who suffer from obesity and can benefit those who have
Health & Wellness Master Plan 39
anxiety/depression. Southlake could also link in discussion of healthy alcohol use which would help
prevent alcohol related disease.
Education and open dialogue
Effectively communicating with our teenaged population the available resources (and others that may
be forthcoming) that are currently available to them.
removing the stigma associated with mental health issues/teen suicide providing resources.
Vaccination at all age levels.
Q5. If you woke up tomorrow and five (5) years had passed, and it was suddenly the year 2023 in
Southlake, what are a couple things you hope are offered regarding health and wellness that
may not be offered today? This could include programs, facilities, amenities, etc.
Best in class nutrition in schools, Expanded programs in mental & physical health,
I would like a program for stay at home moms with littles who are too young for school to be able to
drop their kids off someplace safe and profession and they go workout with a partnering studio/gym. If
the new Champions Club childcare could partner with local fitness experts and offer their childcare for a
price so parents can workout elsewhere that would support the new club and small
businesses/boutique studios. Maybe a program like Adventure Kids Playcare could be the anchor for
such a program. Also, I do want to address the aging population and the ones who may be too
intimidated to workout with the masses; a place they would feel welcome and seen is so needed too.
Lastly, having a set bike/walking path that is clear and well marked in Southlake would be huge. It
would be neat to have an activity outside you could always count on...in Dallas I used to always walk the
Katy Trail or bike around White Rock Lake. The trails at Grapevine Lake are ok...but it's not Southlake.
Areas for teens to go on weekends. Carillon built and thriving.
Please see my answer to 4. I would like to see a continuous educational resource for our community.
This would be a joint effort and supported by many local organizations as well as the city of Southlake
and Carroll ISD.
A more accessible library. Exercise equipment in the parks. Restrooms in all the parks.
More education on healthy eating- more emphasis on restaurants who do healthy eating with more
plant-based diets.
I would love to see more education in the school system. More education about mindset, behavior
change, health, values, extrinsic vs intrinsic motivation. We don't teach our kids how to change or learn.
We are too focused on testing and results in schools and this is not really conducive to creativity, a love
for learning, or critical thinking. We have the means to change things, but again, will we?
In five years, my kids will be gone, and so I will be more concerned about programs for my parents who
will be in their early 80's. Therefore, I will hope that we have addressed increased opportunities for
elderly low-impact exercise, increased general population strength/exercise facilities (general
community wellness or exercise facility), and increased "green"or "open" spaces for the general
community.
enhance the number of free activities
Easier access to fitness, diet and medical advice....
The following page provides additional information about items of interest by the Health & Wellness
Committee, that were not included in the adopted plan as recommendations.
Health & Wellness Master Plan 40
Additional Discussions by the Health & Wellness Committee
Not all the items discussed by the Health & Wellness Committee were incorporated into the plan as
recommendations or implementation metrics. However, the Committee did want to capture these items as
possible items for inclusion in future master plan elements. While not formally adopted as
recommendations, the topics illustrated below represent important subjects to the Health & Wellness Master
Plan Committee that may be more appropriate for incorporation in other plan or policy documents at some
point in the future. The items shown below, sorted by topic area, may not have been included due to
financial constraints, current staffing levels, not fitting into the City’s current strategic direction, or other
reasons.
The City of Southlake does not have a public health department. In many cases the role of the City in terms
of health and wellness recommendations will be to support or provide information or resources provided by
other organizations, such as Tarrant County Public Health.
Mental & Physical Health
Discussions were held with the Committee about the potential for the City to develop and potentially
operate a track facility. The language for this recommendation was revised to remove the recommendation
for a City-developed track facility and instead now speaks to working with the school district (CISD) to ensure
that residents of Southlake have access to existing track facilitates at the schools. This could be done
through developing a policy which would grant access to these school track facilities to residents of
Southlake.
The Committee discussed reaching out annually to at least one organization working with victims of
domestic violence. However, after further discussions with the Department of Public Safety it was clear that
the Police Department is very involved in regularly working and coordinating with these types of
organizations to help locate resources for victims of domestic violence. In other words, the recommendation
to reach out annually is occurring much more frequently as a part of the Victim Liaison’s duties; this is a core
function of criminal investigations within the Police Department.
Another topic that was of interest to the Health & Wellness Committee was nutrition. The Committee had
discussions about incorporating nutritional components to the LiveFit Southlake program, such as
potentially developing a healthy eating guide, or other nutritional programming. While nutrition is a very
important component in overall health and wellness, recommendations regarding this topic were excluded
from the plan given that nutrition and dietary guidance is not part a current focus area in the Community
Services Department strategic direction and business plan. Additionally, it was recognized that there are
existing programs for this within the private sector.
Age-Friendly Community
The Committee had discussions about developing a program to automate and simplify wellness checks for
seniors in the City. This item was removed because the scope of the potential program does not fall within a
focus area of any City department. Additionally, the Police Department offers welfare checks to check on the
welfare or safety of individuals when requested.
The following sections delve into the primary focus areas on the Health & Wellness Master Plan, starting with
the Built & Natural Environment.
Health & Wellness Master Plan 41
DRAFT Built & Natural Environment
The built and natural environment represents a broad topic, spanning from infrastructure to open space
within Southlake. It would be easy to think of the built and natural environment just in terms of physical
structures or trees. However, a more comprehensive interpretation of these terms was used. In the
development of this section, the City thought not just on the benefits of sustainable building design, but
how building design can lead to greater overall public health. Further, the City thought about the benefits of
nature in relation to one’s well-being, but also extrapolated this into the personal responsibility we all share
as it relates to health and wellness.
This section of the Health & Wellness Master Plan explores the myriad ways our environment impacts our
individual daily lives, and the steps the City can take to promote overall wellness for the community.
3.1 Built Environment
Health and the Built Environment
According to the Centers for Disease Control and Prevention (CDC), the “built environment includes the
physical makeup of where we live, learn, work, and play—our homes, schools, businesses, streets and
sidewalks, open spaces, and transportation options. The built environment can influence overall community
health and individual behaviors such as physical activity and healthy eating.” In the report, Healthy Plan
Making, the American Planning Association (APA) provides information and analysis on case studies from
cities and counties across the country. The introduction to this document contains the following:
Improving the built environment in ways that promote active living, healthy eating, social and
mental health, and safe environmental conditions, among others, benefits the health of an entire
community. Planning is the first step toward reaching such benefits.
In developing this plan, the Health and Wellness Committee discussed this and other topics. Quickly, City
staff realized the amount of overlap between these various topics. Staff investigated several different
sources to inform this section, including information prepared by the Urban Land Institute (ULI). ULI initiated
the Building Healthy Places Initiative, which is described on their website as “a multifaceted program—
including research and publications, convenings, and advisory activities—to leverage the power of the
Institute’s global networks to shape projects and places in ways that improve the health of people and
communities.” One of the resources within this program is the Building Healthy Places Toolkit: Strategies for
Enhancing Health in the Built Environment. This toolkit is created for developers, owners, designers, etc.
However, the recommendations within this guide can be further explored to inform future development
related ordinances, and even in the design of future City parks and facilities.
Parking (HW1)
During the development of the Health & Wellness Master Plan possible development-related ordinance
amendments were identified. Some of these include reviewing existing parking standards to determine
relevancy, and even exploring reducing the number required parking spaces, possibly through the adoption
of parking “maximums” in addition to “minimums,” to encourage more open space within developments.
The Southlake 2035 Consolidated Future Land Use Plan already provides recommendations on the amount
of surface parking along the SH 114 Corridor; specifically stating that “surface parking along SH 114 is
discouraged unless adequately screened and buffered. Underground parking or structure parking is
preferred when development scale permits” (LU15) There may be opportunities to further this notion, by
Health & Wellness Master Plan 42
9
Foundations Ventilation
Air Quality Thermal
Health
Moisture Dust & Pests
Safety &
Security
Water
Quality
Noise Lighting &
Views
creating thresholds that require parking to go underground or vertical. As the City gets closer to build-out,
Southlake will move away from development, and will begin focusing on redevelopment. Knowing that and
understanding the role of ride sharing and the research currently going into developing autonomous
vehicles, the City should begin exploring
how to redevelop existing parking lots.
There are other opportunities in terms of
marking parking lots even more accessible
through requirements about clearly
identifying walking connections from
parking spaces to buildings, as shown in the
image to the right. There are also
opportunities to encourage sustainability by
considering requirements to include electric vehicle charging stations once a certain threshold of parking
spaces required, or even reducing the amount of parking spaces required if more landscaping is included in
a development proposal. Another possibly sustainable landscaping possibility would be through guidance
for applicants to include bioswales or other landscaping to help with stormwater retention and drainage.
Staff should also investigate and consider amending the off-street parking ordinance to allow a reduction in
parking if applicants incorporate aesthetically pleasant drop-off shelter points within developments. With
the proliferation of ride-sharing through companies like Uber and Lyft, a comfortable and covered shelter
may be helpful in situations where there is inclement weather. This design feature could possibly also lead to
a safer environment through a centralized pick-up and drop-off point.
Building Design (HW2, HW6)
Many resources exist on the topic of healthy building design, and this subject is important for several
reasons; one being due to how much time we spend inside of buildings. According to the EPA, “[i]n the last
several years, a growing body of scientific evidence has indicated that the air within homes and other
buildings can be more seriously polluted than the outdoor air in even the largest and most industrialized
cities. Other research indicates that people spend approximately 90 percent of their time indoors. Thus, for
many people, the risks to health may be greater due to exposure to air pollution indoors than outdoors.”
The Healthy Buildings Program from the Harvard T.H. Chan School of
Public Health includes the 9 Foundations of a Healthy Building, which
represents a “standardized, holistic approach to understanding how
buildings impact the people inside them. In any indoor space -
offices, homes, schools, airplanes - these foundations can be
assessed via Health Performance Indicators, or HPIs. Derived from
the business term Key Performance Indicators, HPIs are metrics that
provide insight into how a building is performing.” The 9
Foundations (shown to the right), or the previously referenced
We shape our buildings,
thereafter they shape us.
-Sir Winston Churchill
Health & Wellness Master Plan 43
Healthy Places Toolkit could be utilized by the City in a couple of different ways. First, when developing
future City facilities, such as if the Southlake Public Library relocates, these tools could serve as a reference
guide. Additionally, the City’s Development Review Committee (DRC) could begin looking at these
foundations, as well as other active living factors as part of the development submittal process. The City may
consider exploring the creation an “overall development wellness checklist” for which to review
development, or even proposals for redevelopment.
According to a National Geographic Article from 2017 titled Green Buildings Could Save Our Cities, some of the
health benefits associated with green buildings include productivity associated with noise reduction and
enhance ventilation, more regulated sleep cycles by way of maximizing natural light, and a reduction in
illnesses “caused by air quality issues” by allowing fewer air pollutants.
The Community Resiliency section of this plan will focus more on building safety, and the role of building
inspections and the enforcement of adopted building codes.
Walkability and Accessibility (HW2)
As we know from the 2017 City of Southlake Citizen Satisfaction Survey, the two gap issues (service
importance vs. satisfaction) are Manage Traffic Congestion and Provide Pedestrian Pathways, Sidewalks, and
Trails. The ULI Building Healthy Places Toolkit speaks to walkability. In fact, the third of twenty-one
recommendations within the toolkit is to “provide sidewalks and enticing pedestrian oriented streetscapes.”
The City has an adopted Pathways Master Plan. In most cases, the addition of sidewalk facilities to the City’s
trail network hinges upon development occurring. As the City continues to pursue a connected trail
network, it will be increasingly important to evaluate not only sidewalks, but all public spaces, from the
perspective of vulnerable populations in Southlake, such as the Alzheimer’s community and those with
cognitive disabilities. The American Planning Association Autism Planning and Design Guidelines 1.0
(July/August 2018) references data from the Centers for Disease Control and Prevention’s Autism and
Development Disabilities Monitoring Network (ADDM), which states that “one in 59 children lived with
autism in 2014, up from one in 150 in 2000. Autism’s increasing prevalence calls for planners to plan and
design the public realm to improve the quality of life for people with autism.” The memo goes on to speak
about the role of planners, stating the following:
Though planning’s scope is usually limited to effective tools such as comprehensive and
neighborhood planning and zoning, and while planning cannot solve major funding policy issues
associated with becoming an adult with autism, planners can improve our communities in targeted
ways so adults with autism can thrive.
The memo references the Six Feelings Framework, which in part found that “Planners should plan and
design around the feelings that adults with autism want to experience in the public realm. The goal of the
proposed guidelines was therefore to help adults with autism feel included in their communities in a built
environment where they can thrive. Six feelings constitute the framework for Autism Planning and Design
Guidelines 1.0. These six feelings combine to promote feelings of being included. When an adult with autism
is using public spaces or infrastructure, planning and design implementations should make him or her:
Feel connected – The public realm is easily reached, entered, and leads to destinations.
Feel free – The public realm offers relative autonomy and the desired spectrum of independence.
Feel clear – The public realm makes sense and is not confusing.
Feel private – The public realm offers boundaries and provides retreat.
Feel safe – The public realm diminishes the risk of being injured.
Feel calm – The public realm mitigates physical sensory issues associated with autism.
Health & Wellness Master Plan 44
Germany Park in the City of University Park, Texas
The memo notes that “planning through the lens of autism can benefit everyone.”
Mobility Network Design Guidelines (HW2)
Two organizations that provide guidelines regarding mobility network design include the American
Association of State Highway and Transportation Officials (AASHTO) and the National Association of City
Transportation Officials (NACTO).
AASHTO puts together guidelines for the geometric design of roadways purely from a roadway safety
perspective. These guidelines cover horizontal alignment (e.g., curves, clear space) and vertical alignment
(i.e., hills), sight distance, access management, drainage, lane width, speeds and other topics to minimize
vehicular crash risks. AASHTO publications include A Policy on Geometric Design of Highways and Streets and
Roadside Design Guide. They briefly touch on pedestrian and cyclist accommodations. NACTO guidelines go
further in terms of providing guidance to professionals toward complete streets and adequately addressing
multimodal concerns.
According to its’ website (nacto.org), NACTO’s mission “is to build cities as places for people, with safe,
sustainable, accessible and equitable transportation choices that support a strong economy and vibrant
quality of life.” NACTO does this in part by “raising the state of the practice for street design that prioritizes
people walking, biking, and taking transit.” The group offers design guidelines such as their Urban Bikeway
Design Guide and the Urban Street Design Guide.
While the Mobility Master Plan references the City should “consider designing, installing and/or constructing
any future bike facilities according to AASHTO / NACTO guidelines” (AT22), it does not speak to sidewalks
and streets. The City should potentially expand referencing these guidelines where applicable for a variety of
transportation modes, including walking as part of the next update to the Mobility Master Plan.
3.2 Natural Environment
Health and the Natural Environment
The American Planning Association published an article titled Metrics for Planning healthy Communities
(Ricklin and Shah, 2017), in which the authors ask the question: Why does environmental exposure matter to
population health? They state that “environmental exposure contributes to many of the leading causes of
death and disability in the U.S. Long-term exposure to air pollution has been linked to respiratory diseases
such as asthma and chronic obstructive pulmonary disease, as well as cardiovascular disease and stroke.”
Parks and Open Space (HW3, HW5)
The bulk of available,
undeveloped land in
Southlake lies primarily
along the SH 114 corridor.
There are, however,
pockets of open space
through the City. As the
City moves closer to
build-out, there is a desire
to maintain land as
passive open space, such
Health & Wellness Master Plan 45
as the land owned by the City at the site of the former Senior Activity Center. Land in Southlake does not
come cheap, however. The City should develop a policy to procure open space as part of the next Parks,
Recreation & Open Space / Community Facilities (PROSCF) Master Plan. This open space criteria should also
consider the ability of identified open space to assist in the provision of stormwater detention. Another
consideration that should be made with the development of the next PROSCF Master Plan is whether the
City has any opportunities in terms of providing additional or new facilities. Examples of this include the
possibility of additional sitting areas, pickleball, or even a bocce facility.
Another trend in parks is the provision of stationary exercise equipment. Currently, the City of Southlake has
this type of facility recommended with Liberty Park at Sheltonwood, but this may need to become a more
ubiquitous feature in the City’s park system. In terms of these exercise facilities, the City should consider the
types of equipment to provide from the perspective of multiple stakeholders. The senior community may
have different interests than the youth population, and all opinions are valid and should be considered.
Community Garden (HW4)
One area of possible exploration is the addition of a community garden within the City. The City does not
currently own and operate such a facility, and there may be opportunities to partner with local organizations
or even possibly the school district to develop such a facility. In keeping with the desire to maintain open
space within the City, a community garden may represent an opportunity to not only keep vegetation but
also provide opportunities to engage with residents in terms of nature. Along those lines, the City does not
currently operate or sponsor a farmer’s market. The City may further explore such a concept to determine
the potential of either operating or sponsoring such a concept. There may be opportunities to provide the
space and let another organization to run the program. Another opportunity lies within the regulation of
community gardens. In the future, City staff should evaluate the current regulations for permitting these
facilities and determine if any changes are needed to potentially clarify and/or simplify the process.
Strategic Approach to Environmental Issues (HW9)
As the environment and sustainability become increasingly important in Southlake, and technologies for
monitoring environmental issues continue to improve, the City should consider what strategic approach to
take with regarding to addressing issues such as air and water quality. The City has found success through
the implementation of an Office of Traffic Management (OTM - which will be discussed referenced again in
section 3,5), a cross-departmental work group that focuses on issues related to traffic and safety. Given the
breadth and complexity of environmental topics, the City may consider implementing a group like the OTM
that focuses on these matters.
Aging Population
While this topic will be discussed further in Section 5, staff wanted to refer to the aging population within
the built & natural environment section of the plan as a few comments during the plan development process
related to this topic specifically; one of the recommendations that will be further discussed in the Age-
Friendly Community section of the plan is an age-friendly park amenity within Bicentennial Park, or other
identified area.
3.3 Public Health & Safety
Vector Control (HW8)
Health & Wellness Master Plan 46
ESRI Citizen Problem Reporter
The City’s Office of Emergency Management (OEM) manages the City’s vector control program. The City
closely monitors and controls the mosquito population on public property by promoting effective drainage,
controlling vegetation, eliminating breeding sources, applying larvicides to stagnant water and spraying as
necessary for adult mosquitoes. Mosquitoes are caught and identified using a variety of traps that mimic
factors that mosquitoes find highly attractive. Through surveillance, we can also identify the areas of highest
threat, and target source reduction and other measures to control mosquito populations and protect our
residents from mosquito-borne illnesses.
The City works to educate and inform our community about mosquito control and prevention methods
using media and participation in community events. City staff is available to make presentations and site
visits as well as assist community members in searching for breeding sources around their property.
In addition to these precautions the City acts to reduce mosquito populations by utilizing EPA-approved
pesticides (adulticides). Adulticiding is more commonly known as “spraying.” Residents should be aware
spraying is only one component of an Integrated Vector Management Program and is only utilized when
staff deems it necessary to control the spread of disease.
The City should continue a vector control program, researching and implementing new techniques and best
practices for vector control in the City, such as populating ponds with fish that eat mosquitos. There is also a
large responsibility on the residents, visitors, and corporate citizens within Southlake. The City should hold
annual education campaigns to educate the community on their personal role in vector control.
As the City grows its GIS program, there
will be opportunities to move towards
GIS-based tools such as a citizen problem
reporter application, According to ESRI,
the GIS company that developed the
Citizen Problem Reporter application,
“Citizen Problem Reporter is a
configuration of the Crowdsource
Reporter application that allows the
general public to submit non-emergency
problems (for example, blight, graffiti,
trash, pothole, and flooding) in their
community from a smartphone, tablet,
and desktop computer.” The City should
look to develop and expand this program to
include emergency management applications when possible, such as vector control through enabling the
reporting of standing water as well. This will further bolster the role of those in the Southlake community to
maintain an effective vector control program.
3.4 Environmental Stewardship
Waste Mitigation (HW7)
There are cases to be made for keeping refuse
out of the landfill. The City of Southlake
adopted the Southlake 2030 Sustainability
Master Plan in 2015, which contains
recommendations about recycling, waste
Health & Wellness Master Plan 47
reduction, and even establishing an environmentally preferred purchasing policy. The purpose of the Health
& Wellness Master Plan is not to create unnecessary redundancy in terms of existing policy
recommendations. Rather, during discussions about existing policies and programs, the Health & Wellness
Committee discussed increasing communication regarding programs, such as the Crud Cruiser. What
residents may already know is that the City of Southlake conducts two household hazardous waste drop-off
days each year, typically one in the spring and one in the fall. Through a partnership with the Fort Worth
Environmental Center, residents of Southlake may bring acceptable items to the mobile collection center to
dispose of hazardous waste. What residents may not be aware of, however, is that in addition to the Crud
Cruiser events, residents may also drop off hazardous materials at the Fort Worth Environmental Collection
Center. Southlake residents do not need a voucher to drop off household hazardous waste (HHW) but
should take a current copy of their water bill to prove their residence in Southlake. Residents are not charged
for this participating in this service. While adding another Crud Cruiser event may be infeasible, there are
options that the City and residents can pursue to keep hazardous material out of the landfill.
Waste mitigation does not end with hazardous materials. The City’s current trash and recycling contract is
with Republic Waste Services. Residents within Southlake establish service with Republic when setting up a
water service account, while commercial businesses set up service on their own. Southlake via Republic uses
the Arlington Landfill for the disposal of trash, debris, or yard waste. While not in the City limits, the
Southlake community has a stake in the viability of this landfill, one from an environmental perspective, but
also, as the landfill gets closer to being full, this could have impacts on the rates charged to citizens.
According to the American Planning Association (APA) Policy Guide on Solid and Hazardous Waste
Management, “[t]here will always be waste. The issue is how we management that waste.” The findings of
the guide state the following:
1. In recent years, financial and environmental costs to dispose of municipal solid waste are
beginning to overwhelm North America's local and state governments. Public attitudes about
garbage are also changing in response to new information about costs and practices of solid waste
disposal. As our disposal sites are filled, new sites become harder to locate and standards for landfill
design require modifications in facilities, resulting in disposal becoming more complex,
controversial, and expensive.
2. Environmental concerns deal not only in locating new waste management facilities, but also in
posing the question of who is at risk of being exposed to the waste.
3. Although federal and state laws distinguish between "non-hazardous" and hazardous waste, the
lines between the two categories are sometimes blurred. Household waste may contain hazardous
constituents that pose environmental and health impacts if not properly discarded.
4. Medical and nuclear wastes need to be dealt with in a responsible fashion that does not jeopardize
human or ecosystem health.
With all of that being the case, the City of Southlake can encourage mitigating the amount of waste and
diverting trash from the landfill through educational campaigns and distribution of promotional materials
that speak to the existing offerings. Expanding outreach efforts to include non-profit organizations such as
the local faith-based community could possibly lead to partnership, which would enable the reduction of
waste in the landfill. The United States Environmental Protection Agency (EPA) hosts the website, Managing
and Transforming Waste Streams – A Tool For Communities. This tool contains “a table of 100 measures
communities can employ to reduce waste and recover materials.” Some of the measures include create a
high waste diversion goal, and single stream recycling. Some opportunities that may exist for Southlake
include exploring options such as textile recycling. In many cases, clothing cannot be donated due to stains,
tears or other wear. These materials end up in a landfill, when they could be recycled! Southlake does not
operate a landfill, but there are benefits of reducing and reusing waste. According to the EPA:
Prevents pollution caused by reducing the need to harvest new raw materials
Saves energy
Health & Wellness Master Plan 48
Reduces greenhouse gas emissions that contribute to global climate change
Helps sustain the environment for future generations
Saves money
Reduces the amount of waste that will need to be recycled or sent to landfills and
incinerators
Allows products to be used to their fullest extent
The City receives monthly tonnage reports from Republic Waste Services in terms of residential trash and
recycling. In 2017, Southlake residents diverted nearly 20% from the landfill through recycling! The City
should establish a goal of at least 30% for waste diversion and seek to educate residents on this target!
3.5 Transportation
The Southlake 2035 Consolidated Future Land Use Plan speaks to mobility within Southlake. Specifically,
along the FM 1709 and FM 1938 corridors, there is a recommendation to study and implement Intelligent
Transportation Systems to help mitigate the impact of traffic congestion in the City (M1). The City has
focused more on traffic issues in the last few years. Evidence of this is through the recently added Traffic
Management Division. This division consists of three members: Transportation Manager, a Traffic Supervisor,
and a Signal Technician. This team works closely with the City’s Office of Traffic Management, which is a
group comprised of department directors and experts committed to improving vehicular, pedestrian, and
bicycle safety and movement within the City Limits.
Intelligent Transportation (HW11)
As of August 2017, the Traffic Management Division oversees the maintenance and management of 8 traffic
signals, all school crosswalk signals, and more than 5,000 street signs. This division is tasked with overseeing
the Intelligent Transportation Systems Plan. The City is currently reviewing a draft "State of the Practice"
report that identifies what other successful transportation management agencies are doing to support their
ITS.
The goals of the Intelligent Transportation System Master Plan are to improve safety and security, provide
information directly to travelers, support regional connectivity and enhance mobility. The ITS will also
include the framework for a Traffic Management Center that will make incident and special event
management easier and will track traffic data such as volumes and delays so that future transportation
decisions will be better informed. The City should prepare and adopt an ITS plan, and implement the
recommendations included as feasible. This may include the installation of technology which would better
equip the City for monitoring mobility date in real time. To make improvements to the mobility system, the
City will need to establish, track, and evaluate metrics for which future decisions can be made.
Trails (HW10)
The City has a robust trail network, specifically in the
northern part of the City adjacent to Grapevine Lake (see
exhibit to the right). One thing that may increase the
comfort level of those either using, or wishing to use these
trails, may be through incorporating GIS into the City’s trail
network. An outcome of this could be through the possible
creation of a mobile application which can be quickly and
easily made available to anyone wishing to use the trails.
Pedestrian Safety (HW12, HW13)
Health & Wellness Master Plan 49
The Southlake Police Department tracks accident information currently.
There are opportunities to expand this data collection by working with the
City’s Office of Performance Excellence (OPx) to generate maps based on
this geospatial information. By tracking vehicular crashes, or those
involving bicyclists and pedestrians, possible decisions regarding
enforcement, safety or funding could be prioritized.
Along those same lines, the City should further explore implementing a
pedestrian and bicycle safety program. While there are currently
recommendations in place about education, there is not a specific program
in place to ensure that drivers, as well as cyclists and pedestrians know their
role in ensure a safety street network.
When the City’s Mobility Master Plan is next brought forward for update the
Safe Routes to School (SRTS) plan should also be included in this document.
According to Transportation.Gov, “Safe Routes to School (SRTS) is an
approach that promotes walking and bicycling to school through
infrastructure improvements, enforcement, tools, safety education, and
incentives to encourage walking and bicycling to school. Nationally, 10%–
14% of car trips during morning rush hour are for school travel. SRTS
initiatives improve safety and levels of physical activity for students. SRTS
programs can be implemented by a department of transportation,
metropolitan planning organization, local government, school district, or
even a school. Extensive resources are available through a national center,
including an SRTS Guide, parent surveys and student tallies, and simple strategies, such as the walking
school bus, that schools can use to support bicycling and walking.”
The City may also consider exploring opportunities for giving vulnerable pedestrians more time in
crosswalks using technology and mobile applications.
Commitment to a Safe Mobility Network (HW14)
One possible way the City can express a commitment to not only pedestrian safety, but safety for the entire
mobility network overall, is by researching the requirements of Vision Zero or another possible program, to
determine whether seeking recognition through this organization would be of value for Southlake.
According to their website, “The Vision Zero Network is a collaborative campaign helping communities
reach their goals of Vision Zero -- eliminating all traffic fatalities and severe injuries -- while increasing safe,
healthy, equitable mobility for all. As a nonprofit project, the Vision Zero Network is committed to defining,
building momentum, and advancing Vision Zero in communities across the U.S.”
“Vision Zero communities” are “those who are taking demonstratable
and significant actions to advance the principles of Vision Zero to ensure
safe mobility for all people.” The Vision Zero website outlines the criteria
for seeking recognition.
Following are the recommendations for the Built & Natural Environment
section.
Health & Wellness Master Plan 50
3.6 Built & Natural Environment Recommendations
DRAFT Built & Natural Environment Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW1
Update existing off‐
street parking
ordinance to
determine potential
modifications that
reduces the amount of
impervious coverage
and surface parking as
a way to encourage
sustainability and
preserve the natural
environment
HW1.1 Consider adopting an
amendment to the off‐street parking
section of the zoning ordinance that
would allow reduced parking
requirements for developments that
propose accessible, aesthetically
pleasant drop‐off shelter points
within the site (Transportation
Demand Management). (PDS)
HW1.2 Consider adopting an
amendment to the off‐street parking
section of the zoning ordinance that
reviews existing parking standards to
determine relevance, as well as set
"maximum parking space
requirements" in addition to
"minimums." (PDS)
HW1.3 Consider adopting an
amendment to the off‐street parking
section of the zoning ordinance that
requires parking go vertical once a
certain threshold of spaces is met,
and/or based on location within the
City. (PDS)
HW1.4 Consider developing
standards that guide the
development of existing parking lots
in terms of landscaping, bioswales,
etc. (PDS)
HW1.5 Amend zoning ordinance to
require easily identifiable walking
connections from the parking area to
the building(s). (PDS)
HW1.6 Evaluate amending the
zoning ordinance to require electric
vehicle charging stations once a
certain threshold of parking spaces
are met. (PDS)
HW1.7 Evaluate amending the
landscape ordinance to reduce the
amount of parking spaces allowed
until a parking island is required.
(PDS)
I.e., Not more than a certain number
of parking spaces in a row without a
parking island to break up the spaces.
Quality
Development,
C2
1.4,
1.5,
1.11
PDS 1 (Short‐
Term)
Health & Wellness Master Plan 51
DRAFT Built & Natural Environment Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW2
When designing or
building public spaces,
consider incorporating
design elements and
features to improve
public health and
encourage wellness.
HW2.1 When designing public
facilities (such as the new Southlake
Public Library) incorporate some of
the 'recommendations' from the
Urban Land Institute (ULI) Healthy
Places Toolkit. Examples include
designing well‐connected street
networks at the human scale,
provide sidewalks and enticing
pedestrian oriented streetscapes,
design visible enticing stairs to
encourage everyday use, use
materials and products that support
healthy indoor air quality, etc. (LIB)
HW2.2 When designing public spaces
(parks, City facilities) consider
incorporating elements from the
perspective of vulnerable
populations such as the Alzheimer's
community and those with cognitive
disabilities. (CS)
HW2.3 As part of the next update to
the Mobility Master Plan, consider
designing, installing and/or
constructing any future street
facilities (vehicular, pedestrian,
bicycle) according to AASHTO /
NACTO guidelines. There may be
opportunities to design future
identified roadways for multiple
modes of transportation, such as
Brumlow Ave. (PW)
Quality
Development,
Mobility, C3
1.5,
1.11,
3.3,
3.6,
4.5,
4.6,
7.2
CS, LIB,
PW
1 (Short‐
Term)
Health & Wellness Master Plan 52
DRAFT Built & Natural Environment Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW3
Evaluate existing City
of Southlake parks and
recreation facilities
and/or other City‐
owned property to
determine future plans
for centralized
exercise and/or
gathering areas.
HW3.1 As part of the Southlake 2035
Parks, Recreation & Open Space /
Community Facilities Master Plan
Update (PROSCF) update, evaluate
existing parks and recreation
facilities within Southlake to
determine needs, gaps, and priorities
regarding incorporation of these
elements into the City's parks.
Consider providing or partnering to
provide facilities in the inventory,
such as bocce, pickleball, or sitting
areas. (CS)
HW3.2 As part of the next PROSCF
update, consider working with the
Carroll Independent School District
(CISD) to develop a policy making
school track facilities available to the
public.
HW3.3 As part of the next PROSCF
update, evaluate the options for
locating a community garden within
the City of Southlake. Consider
options such as developing a
community garden, partnering with
an organization or organizations for
day‐to‐day operation, contracting
with an entity for day‐to‐day
operation, or other options. (CS)
HW3.4 Evaluate the current
regulations for permitting a
community garden to determine
whether the current process is
applicable, or if changes are
necessary to clarify and simplify the
process. (PDS)
Quality
Development,
C3, B4
4.4,
4.5,
4.6,
4.8,
4.10,
4.11
CS, PDS 1 (Short‐
Term)
HW4
Consider the addition
of new parks and
recreation equipment
facilities from the
perspective of the
youth and seniors.
HW4.1 As part of the PROSCF Master
Plan update, evaluate the addition of
exercise stations to City parks,
consider from the youth perspective
as well as the senior perspective. (CS)
Quality
Development,
C3
4.5,
4.6 CS 1 (Short‐
Term)
Health & Wellness Master Plan 53
DRAFT Built & Natural Environment Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW5
Create a policy to
procure Open Space
particularly along
major roadways as
part of the PROSCF
Plan update.
HW5.1 Develop policy as part of the
PROSCF Master Plan for evaluating
and purchasing available property
(particularly along major roadway
corridors) within the City of
Southlake to be used as open space
or passive park space for stormwater
detention. (CS)
Quality
Development,
C3
4.2,
4.5,
4.10
CS, PDS 1 (Short‐
Term)
HW6
Promote design that
encourages active
living within the work
environment, such as
more natural light,
more open and green
space, areas for social
engagement, etc.
HW6.1 Consider incorporating an
"overall development wellness
checklist" into the Development
Review Committee (DRC) process at
pre‐submittal. (PDS)
If the determination is made that this
should be pursued, establish criteria
and parameters for which
development proposals would be
compared against the overall
development wellness checklist.
When evaluating these criteria, make
sure to also include redevelopment
sites in the parameters.
Quality
Development,
C1
1.4,
1.11,
7.2,
7.3,
7.6,
7.7
PDS 1 (Short‐
Term)
Health & Wellness Master Plan 54
DRAFT Built & Natural Environment Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW7
Encourage the
mitigation of waste
and diverting trash
from the landfill.
HW7.1 Further develop programs
and/or partnerships that can be
implemented or supported by the
City of Southlake to help keep
material out of the landfill (example
TerraCycle, textile recycling). (CMO)
HW7.2 Further promote the existing
household hazardous materials
collection program and educate
residents on these opportunities.
Communicate regarding this topic
twice annually. (CMO)
HW7.3 Hold annual campaign to
promote responsible recycling and
decreasing contamination in the
waste stream. (CMO)
HW7.4 Meet goal of diverting 30% of
residential waste from the landfill.
(CMO)
HW7.5 Reach out to the non‐profit
organizations, such as the faith‐
based community about recycling
partnership or educational
opportunities within the City. (CMO)
HW7.6 Develop clear, concise and
aesthetically pleasant literature /
infographics to be distributed to
homeowners establishing trash and
recycling service that explains what
and what not to recycle, as well as
provides important contact
information regarding hazardous
waste, bulk trash pick‐up, and other
special collections. (CMO)
Performance
Management
& Service
Delivery, B1,
B2, B5, B6
7.2,
7.3,
9.3,
10.7
CMO 1 (Short‐
Term)
Health & Wellness Master Plan 55
DRAFT Built & Natural Environment Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW8
Maintain an effective
vector control
program within the
City of Southlake.
HW8.1 Consider developing and
implementing a citizen reporter tool
and incorporate functionality that
allows residents to report standing
water, or other potential mosquito‐
related issues. (OPx)
HW8.2 Hold at least one (1)
campaign annually to educate
Southlake residents and corporate
citizens about their personal role and
responsibility in vector control. (FD)
HW8.3 Research and implement new
and/or natural techniques and best‐
practices for vector control in the City
such as mosquito‐eating fish, bat
houses or bird houses. (FD)
Safety &
Security,
Performance
Management
& Service
Delivery, C1,
B1, B5, B6
5.2,
5.7,
5.8
FD, OPx 1 (Short‐
Term)
HW9
Strategically approach
environmental issues
in Southlake.
HW9.1 Consider creating a cross‐
departmental work group to
determine the City's approach to
environmental issues such as air and
water quality. (PW)
Such a group could be modeled after
the City's Office of Traffic
Management (OTM) where key staff
are included to discuss issues related
to the environment. Potential topics
may include monitoring and reducing
vehicular emissions from the City's
fleet, air quality, water quality, etc.
Quality
Development,
C3
7.2,
7.6,
7.7
PW,
PDS, CS,
FIN,
OPx
2
(Medium‐
Term)
HW10
Take steps to increase
the safety and
usability for those
utilizing the City’s trail
system.
HW10.1 Facilitate the georeferencing
of existing trail points within the
City. (OPx)
HW10.2 Develop, maintain, and
make digital trail maps easily and
readily available to residents, visitors
and businesses via a mobile
application. (OPx)
Quality
Development,
Infrastructure,
C2, B5, B6
1.5,
1.11,
10.8
OPx, CS
2
(Medium‐
Term)
Health & Wellness Master Plan 56
DRAFT Built & Natural Environment Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW11
Prepare and Adopt an
Intelligent
Transportation
Systems (ITS) Plan.
Implement
recommendations of
the plan that improve
driver, bicyclist and
pedestrian safety.
HW11.1 Prepare and adopt an
Intelligent Transportation Systems
(ITS) study. (PW)
Implement recommendations of the
plan that improve driver, bicyclist and
pedestrian safety and efficiency.
HW11.2 Based on the
recommendations of the ITS Study,
install technology that enables the
City to track critical data related to
mobility, as well as technology that
enables the City to embrace the
future possibilities of mobility. (PW)
Improve the communication between
automobiles traversing Southlake and
the City’s infrastructure. The City
should also be considering changes
related to policy and emerging
futuristic technologies related to
autonomous vehicles and connected
vehicles.
HW11.3 Develop metrics for which
the City can begin using to determine
real time levels of service for the
movement of traffic through
Southlake. Tracking these metrics
may not be feasible until the
infrastructure is installed which
allows for the collection of traffic
data. (PW)
Mobility, C1,
C2, B1, B5, B6
3.1,
3.2,
3.5,
3.7
PW 1 (Short‐
Term)
Health & Wellness Master Plan 57
DRAFT Built & Natural Environment Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW12
Implement a
pedestrian safety
program.
HW12.1 Implement a pedestrian and
bicycle safety program that is
addressed on many fronts (e.g.,
driver and pedestrian awareness and
information campaign and
modifications to the physical
environment (companion
recommendation to AT2 in the
Mobility Master Plan). (PW)
HW12.2 Update the City’s existing
Safe Routes to School Plan (SRTS) as
part of the Southlake 2035 Mobility
Master Plan update. (PW)
HW12.3 Highlight and promote
completed continuous sidewalk
segments in the City that allow for
pedestrians to walk significant
distances. (PDS)
Quality
Development,
Mobility,
Safety &
Security, C1,
C2,
1.2,
1.5,
3.3,
3.5,
3.6,
5.8
PW,
PDS, FD,
PD
2
(Medium‐
Term)
HW13
Utilize GIS to track
geospatial data related
to transportation and
safety and allow for
more data‐driven
decisions to address
transportation‐related
efforts.
HW13.1 Utilize the Records
Management System (RMS)
database as well as Waze data and
other sources to map and/or
dashboard vehicular accidents and
types, as well as accidents involving
bicyclists and pedestrians throughout
the City. (OPx)
HW13.2 Utilize GIS to track reported
vehicular accident locations and
types throughout the City. (OPx)
HW13.3 Maintain an up‐to‐date and
digitized map where this information
can be easily accessed by the public.
(OPx)
Safety &
Security,
Mobility,
Performance
Management
& Service
Delivery, C1,
C2, B6
3.1,
3.8,
5.2
OPx,
PD, PW
1 (Short‐
Term)
HW14
Take additional steps
to demonstrate the
City's commitment to
a safe mobility
network.
HW14.1 Research requirements,
determine applicability, and consider
seeking recognition as a Vision Zero
City, or another possible program or
initiative that has a similar goal.
(PW)
Mobility,
Safety &
Security, C1
3.2,
5.8 PW, PD 1 (Short‐
Term)
Health & Wellness Master Plan 58
Health & Wellness Master Plan 59
SAMHSA
Eight Dimensions of
Wellness
1) Emotional
Coping effectively with life
and creating satisfying
relationships
2) Environmental
Good health by occupying
pleasant, stimulating
environments that support
well-being
3) Financial
Satisfaction with current and
future financial situations
4) Intellectual
Recognizing creative abilities
and finding ways to expand
knowledge and skills
5) Occupational
Personal satisfaction and
enrichment from one’s work
6) Physical
Recognizing the need for
physical activity, healthy
foods, and sleep
7) Social
Developing a sense of
connection, belonging, and a
well-developed support
system
8) Spiritual
Expanding a sense of
purpose and meaning in life
DRAFT Mental & Physical Health
Mental and physical health each represents an important component in the City’s Health & Wellness Master
Plan. Both represent broad subjects, but in the context of overall health and wellness it is difficult to talk
about one without the other. This section will delve a bit deeper into these topics, providing some examples
of existing programs within the City of Southlake, as well as provide recommendations for future initiatives.
4.1 Mental Health & Wellness
MentalHealth.gov describes mental health in the following way:
Mental health includes our emotional, psychological, and social well-being. It affects how we think, feel, and
act. It also helps determine how we handle stress, relate to others, and make choices. Mental health is
important at every stage of life, from childhood and adolescence through adulthood.
Over the course of your life, if you experience mental health problems, your thinking, mood, and behavior
could be affected. Many factors contribute to mental health problems, including:
Biological factors, such as genes or brain chemistry;
Life experiences, such as trauma or abuse;
Family history of mental health problems.
Emotional Health
According to the Substance Abuse and Mental Health Services Administration (SAMHSA) there are eight
dimensions of wellness. SAMHSA explains wellness as “being in good physical and mental health. Because
mental health and physical health are linked, problems in one area can impact the other. At the same time,
improving your physical health can also benefit your mental health, and vice versa. It is important to make
healthy choices for both your physical and mental well-being.” The same description goes on to specify that
“wellness is not the absence of illness or stress” and that “you can still strive for wellness even if you are
experiencing these challenges in your life.”
Health & Wellness Master Plan 60
The website MentalHealth.gov addresses some of the myths and facts about mental health. Below are some
statistics from this resource:
Mental health problems are actually very common. In 2014, about:
One in five American adults experienced a mental health issue
One in 10 young people experienced a period of major depression
One in 25 Americans lived with a serious mental illness, such as schizophrenia, bipolar disorder, or
major depression
Suicide is the 10th leading cause of death in the United States. It accounts for the loss of more than 41,000
American lives each year, more than double the number of lives lost to homicide.
Risks to Emotional Health (HW18)
The City of Southlake recognizes the critical role of the Carroll Independent School District (CISD) about
addressing emotional risks to students within Southlake. The Health & Wellness Plan will also address some
of these issues to further call attention to their prevalence. The City does not aim to supplant the crucial role
the school district plays in addressing these topics, but rather, seeks to partner where possible to aid in
keeping students, and all other members of the community, safe and secure. The Students and Parents
Against Risks to our Kids (SPARK) program discussed previously represents a partnership between the City
and school district where involved parents are given an opportunity to engage with subject matter experts
on the threats facing youth. There may be opportunities to analyze the current role of SPARK, and possibly
expand their role in the community by offering more frequent meetings, hands-on workshops, or even
broadening the scope of the SPARK program itself.
It is worth mentioning that SPARK focuses on risks to kids.
However, emotional health does not end at childhood. As
such, the City of Southlake can look to identify appropriate
ways to support emotional health, possibly through
adding information about resources and support to the
webpage, promoting local or national initiatives related to
emotional health, engaging with the community on
prescription drug take-back, holding or supporting annual
informational or educational sessions about mental health
topics, and more. While this list is not comprehensive by any means, some emotional health risks are
discussed in more detail below.
Bullying
Bullying is more likely thought to coincide with a school environment, rather than a municipal environment.
In fact, the CISD has a bullying policy. Bullying, as defined by this policy, is explained below.
Bullying occurs when a student or group of students engages in written or verbal expression,
expression through electronic means, or physical conduct that occurs on school property, at a school
sponsored or school-related activity, or in a vehicle operated by the District and that:
1. Has the effect or will have the effect of physically harming a student, damaging a
student’s property, or placing a student in reasonable fear of harm to the student’s
person or of damage to the student’s property; or
Health & Wellness Master Plan 61
2. Is sufficiently severe, persistent, and pervasive enough that the action or threat creates
an intimidating, threatening, or abusive educational environment for a student.
This conduct is considered bullying if it:
1. Exploits an imbalance of power between the student perpetrator and the student victim
through written or verbal expression or physical conduct; and
2. Interferes with a student’s education or substantially disrupts the operation of a school.
Another form of bullying is called cyberbullying. StopBullying.gov defines this as “bullying that takes place
over digital devices like cell phones, computers, and tablets. Cyberbullying can occur through SMS, Text, and
apps, or online in social media, forums, or gaming where people can view, participate in, or share content.
Cyberbullying includes sending, posting, or sharing negative, harmful , f a l s e , o r m e a n c o n t e n t a b o u t
someone else. It can include sharing personal or private information about someone else causing
embarrassment or humiliation. Some cyberbullying crosses the line into unlawful or criminal behavior.”
Public Health – Mental Health
The City of Southlake does not have a public health department. In fact, many program offerings are a result
of a robust network of partnerships and agreements with third-party organizations. Due to limited staffing,
financial considerations, and the specificity of the health and wellness field, the City may not feel the need to
add personnel to the budget. The Mental & Physical health and wellness subsections (4.1 and 4.2) of this plan
will discuss programs and/or initiatives that would involve the community at-large.
Geographic Information Systems (GIS) Public Health Solutions (HW15)
The City of Southlake uses mapping software from a company called ESRI. They explain GIS in the following
way:
A geographic information system (GIS) is a framework for gathering, managing, and analyzing data.
Rooted in the science of geography, GIS integrates many types of data. It analyzes spatial location
and organizes layers of information into visualizations using maps and 3D scenes. With this unique
capability, GIS reveals deeper insights into data, such as patterns, relationships, and situations—
helping users make smarter decisions.
As the City expands its GIS program, there are opportunities to take advantage of this mapping technology
to achieve health goals. By tracking and mapping data, the City can make data-driven decisions in real-time.
Examples for incorporating GIS into public health include creating maps that demonstrate safe routes and
distances to and from park facilities. The Trust for Public Land promotes a standard that all people are within
a 10-minute walk from a park across the United States. Utilizing GIS could allow staff to conduct these
analyses for the City, which could then help inform the next Parks, Recreation & Open Space / Community
Facilities Master Plan. Additionally, there are opportunities for residents and visitors to provide
crowdsourced information to the City through mobile application. For example, if someone sees trash or a
gap in a sidewalk, they would be able to send that information to the City quickly, easily and precisely.
Further, the City should begin tracking and displaying environmental metrics such as air and soil quality. This
will require the City obtain and implement the necessary device and support infrastructure. Another
recommendation will be the development of a public health dashboard, where once key metrics have been
established, the City can keep track of progress and monitor Citywide health goals. An analysis of trackable
and relevant metrics should first be conducted.
Health & Wellness Master Plan 62
Prescription Drug Take Back (HW17)
The Drug Enforcement Agency’s (DEA) National Prescription Drug Take Back Day website
(https://takebackday.dea.gov/) states, “according to the 2016 National Survey on Drug Use and Health, 6.2
million Americans misused controlled prescription drugs. The study shows that a majority of abused
prescription drugs were obtained from family and friends, often from the home medicine cabinet.” This site
contains information about the National Prescription Drug Take Back Day event held twice annually,
including a site locator where collection sites can be identified based on zip code. The City should continue
participating in the annual National Prescription Drug Take Back Day. It is worth mentioning that during
lobby hours, Monday through Friday 8:00 AM to 5:00 PM anyone may anonymously drop-off unused or
expired prescription drugs at the DPS Headquarters facility located at 600 State St. in Southlake Town
Square. The DEA also hosts the Get Smart About Drugs website (https://www.getsmartaboutdrugs.gov/)
where parents, educators and caregivers can learn more about identifying drugs, drug trends, paraphernalia,
treatment and recovery, consequences, and more.
First Responders and Mental Health
The Southlake Police Department (PD) takes mental health and wellness in the community very seriously.
Oftentimes, police officers are called to assist or intervene with individuals who are experiencing a mental
health crisis or emergency; the goal of officers is to get the individual the help and resources they need. PD
works closely with county and community mental health agencies, such as My Health My Resources of
Tarrant County (MHMR) to coordinate this assistance.
The Southlake Police Department also provides ongoing training and education to its officers on how to
effectively handle these situations. This includes, but is not limited to, reality-based scenario training and the
use of de-escalation techniques to help calm these sometimes-volatile situations. In addition, the Texas
Commission on Law Enforcement (TCOLE), which is the state licensing agency for peace officers, offers a
Mental Health Peace Officer certification course, and the Southlake Police Department currently has several
certified Mental Health Peace Officers, as well as a trained civilian Victim’s Liaison, on staff.
4.2 Physical Health & Wellness
Mental health and physical health are correlated. The Center for Disease Control and Prevention (CDC) has a
webpage dedicated to Health-Related Quality of Life (HRQOL) where the concept of well-being is discussed.
The CDC answers the question of “Why is well-being useful for public health?” by providing a number of
examples. Below is a portion of the response to this question.
Well-being integrates mental health (mind) and physical health (body) resulting in more holistic
approaches to disease prevention and health promotion.
Well-being is a valid population outcome measure beyond morbidity, mortality, and economic
status that tells us how people perceive their life is going from their own perspective.
Well-being is an outcome that is meaningful to the public.
Results from cross-sectional, longitudinal and experimental studies find that well-being is associated
with:
o Self-perceived health.
o Longevity.
o Healthy behaviors.
o Mental and physical illness.
o Social connectedness.
o Productivity.
o Factors in the physical and social
environment.
Benefits of Physical Activity - CDC
Control Your Weight
Reduce Your Risk of Cardiovascular Disease
Reduce Your Risk of Type 2 Diabetes and Metabolic Syndrome
Reduce Your Risk of Some Cancers
Strengthen Your Bones and Muscles
Improve Your Mental Health and Mood
Improve Your Ability to do Daily Activities and Prevent Falls
Increase Your Chances of Living Longer
Well-being is associated with numerous health-, job-, family-, and economically-related benefits. For
example, higher levels of well-being are associated with decreased risk of disease, illness, and injury; better
immune functioning; speedier recovery; and increased longevity. Individuals with high levels of well-being
are more productive at work and are more likely to contribute to their communities.
The same CDC webpage referenced above later states: “In summary, positive mental health, well-being and
flourishing refer to the presence of high levels of positive functioning—primarily in the mental health
domain (inclusive of social health). However, in its broadest sense, well-being encompasses physical, mental,
and social domains.
In developing this plan, it was determined that both mental and physical health played majorly important
roles in the overall wellness of a person.
Physical Activity
The CDC states that “active people generally live longer and are at less risk for serious health problems like
heart disease, type 2 diabetes, obesity, and some cancers. For people with chronic diseases, physical activity
can help manage these conditions and complications.” The following graphic illustrates the benefits of
physical activity as explained by the CDC.
According to HealthyPeople.gov, “more than 80% of adults do not meet the guidelines for both aerobic and
muscle-strengthening activities. Similarly, more than 80% of adolescents do not do enough aerobic physical
activity to meet the guidelines for youth.”
Health & Wellness Master Plan 64
LiveFit (HW20)
The LiveFit Southlake Program represents the City of Southlake’s fitness and wellness initiative. Through a
variety of different programs and activities, the goal is to promote and encourage community health and
wellness while building both physical and mental strength, not only on an individual level but as a family.
The program seeks to encourage individuals and families to get out in their community, meet their
neighbors and get healthy. Some of the components of LiveFit include the LiveWell Lecture Series, Wellness
Challenge and activities for Childhood Obesity Awareness Month.
With the opening of The Marq Southlake and Champions Club specifically, new opportunities exist for
possible expansion of the LiveFit initiative. The City should monitor successful wellness programs and
projects such as LiveFit to determine potential additions. LiveFit should continue to grow its brand by
seeking partnerships with businesses or prospective sponsors in the community. The Marq Southlake should
continuously seek partnerships to offset costs associated with programming within the facility.
Public Health – Physical Health (HW17)
While the City does not staff a public health department, there are resources offered by Tarrant County that
the City can help promote. Based on conversations between City staff and the Health and Wellness Master
Plan Committee, it was discovered that many are simply unaware of the myriad programs that exist or are
offered in the community or region. Examples of this may include providing links from City webpages to
Tarrant County or Carroll ISD resources. Tarrant County Public Health provides information about emergency
preparedness, immunizations, living tobacco free, restaurant inspections, disease control and prevention,
nutrition, obesity, and more. The topic of diseases will more specifically will be highlighted later in the
Community Resiliency section of this plan.
The Tarrant County Public Health webpage on immunizations provides more information about vaccine
recommendations by age. This list is divided by age group, specifically showing recommended
immunizations for:
Children from birth through six (6) years of age;
Children seven (7) through eighteen (18) years of age; and,
Adults.
The City can also continue to promote local, state and national initiatives related to health and wellness
topics such as American Heart Month, Teen Dating Violence Awareness Month, Alzheimer’s and Brain
Awareness Month, National Safety Month, World Mental Health Day, American Diabetes Month, Lung Cancer
Awareness Month, and more.
Nutrition
According to HealthyPeople.gov, Americans with a healthy diet:
Health & Wellness Master Plan 65
Consume a variety of nutrient-dense foods within and across the food groups, especially whole
grains, fruits, vegetables, low-fat or fat-free milk or milk products, and lean meats and other protein
sources.
Limit the intake of saturated and trans fats, cholesterol, added sugars, sodium (salt), and alcohol.
Limit caloric intake to meet caloric needs.
The U.S. Department of Health & Human Services speaks to the importance of good nutrition, stating that
“good nutrition is an important part of leading a healthy lifestyle. Combined with physical activity, your diet
can help you to reach and maintain a healthy weight, reduce your risk of chronic diseases (like heart disease
and cancer), and promote your overall health.” The Centers for Disease Control and Prevention (CDC)
website mentions that “fewer than one (1) in ten (10) children and adults eat the recommended daily
amount of vegetables” and “only four (4) in ten (10) children and fewer than one (1) in seven (7) adults eat
enough fruit.”
When it comes to nutrition in the Southlake community, one way the City can get involved is through
promoting resources that exist which explain the health benefits of a healthy diet. For example, Tarrant
County Public Health operates an initiative called Live a More Colorful Life! According its webpage, this
initiative seeks to “educate consumers about the benefits of incorporating a wide and colorful array of fruits
and vegetables into their daily diets.” There may be other opportunities within some of the partnerships and
existing programs in Southlake. For example, the City may seek to expand the SPARK program to offer more
hands-on workshops regarding healthy cooking, meal preparation, and eating. Additionally, from a place of
employment standpoint, the City can make extra efforts to provide healthy meals during work events as well
as meetings with City boards and commissions.
Obesity (HW16)
The CDC maintains webpages on both childhood and adult obesity. According to the CDC, “Childhood
obesity is a serious problem in the United States putting children and adolescents at risk for poor health.
Obesity prevalence among children and adolescents is still too high.” In terms of the adult population, “the
prevalence of obesity was 39.8% and affected 93.3 million of US adults in 2015-2016.”
Currently, the LiveFit program recognizes National Childhood Obesity Awareness Month in September.
Several complimentary programs were offered in 2018 to get families moving, such as children’s yoga,
children’s mindfulness, and family yoga! Other opportunities for not only getting families outside, but also to
promote the Cities excellent parks, is through the encouraging community participation in events such as
National Walk to a Park Day and Park and Recreation Month.
4.3 Mental & Physical Health Partnerships
School Resource Officer (SRO) Program
Not mentioning the School Resource Officer (SRO) Program in the City of Southlake would be a major
misstep. At the beginning of the 2013-2014 school year, a SRO was placed in every CISD school. The City of
Southlake invests one million dollars ($1,000,000) per year to have an SRO placed at each CISD campus. The
SRO program also represents a partnership between the school district and the City of Southlake. The SRO
program is significant because SRO’s are committed to providing a safe campus and environment for
teachers and students. Along with providing enhanced security, SRO's are also dedicated to making a
positive impact on students by investing in their lives in a variety of ways. SROs work in partnership with the
Carroll Independent School District to provide students with important messages about bullying, cyber-
Health & Wellness Master Plan 66
bullying, alcohol and drug abuse, internet and chat room safety, bicycle helmet safety and much more. They
also serve as a positive role model to students through coaching and mentoring to help them make good
choices and learn about the consequences of negative behavior.
Carroll Independent School District and the City of Southlake (HW17, HW19)
The City of Southlake recognizes the important role that CISD has within the community. The City positions
itself as a valuable partner in terms of assisting the school district in terms of reaching health and wellness
goals. Some opportunities to create synergy between the City and school could be through annual
touchpoints between CISD administration and City staff. This discussion could lead to productive dialogue
about how the organizations may partner to support students and residents in the community. Given that
Carroll ISD appoints a School Health Advisory Committee (SHAC), this may represent a relationship the City
and school district could maintain for partnership opportunities regarding health and wellness initiatives,
and the City should contact this group annually.
There may also be opportunities to collaborate in programs and national initiatives such as National Walk &
Bike to School day, or even hold a Walking School Bus event at a CISD school. This type of program not only
helps students get outside and participate in active transportation, but also represents an opportunity to
facilitate camaraderie between members of the community.
Another potential area for collaboration between the City and the school district is by addressing idling
vehicles. According to the EPA:
Idling vehicles contribute to air pollution and emit air toxins, which are pollutants known or
suspected to cause cancer or other serious health effects. Monitoring at schools has shown elevated
levels of benzene, formaldehyde, acetaldehyde and other air toxics during the afternoon hour
coinciding with parents picking up their children. Children’s lungs are still developing, and when
they are exposed to elevated levels of these pollutants, children have an increased risk of developing
asthma, respiratory problems and other adverse health effects. Limiting a vehicle’s idling time can
dramatically reduce these pollutants and children’s exposure to them.
The EPA Idle-Free Schools Toolkit contains information that can be used t o r e d u c e t o x i n s f ro m ve h i c l e
exhaust. This may be a tool worth referencing if such a program is pursued.
Nonprofits and Other Third-Party Organizations
The City maintains partnerships with many organizations to provide some of the programs and services that
residents, employees, and visitors are accustomed to seeing. While some of these topics are likely to appear
in other locations within this plan, it is worth stressing the significance in maintaining strong relationships
with health and wellness providers in and around northeast Tarrant County to continue providing strong
public education programs. A few partnerships and programs are described below. This list is not
representative of all partnerships within the City of Southlake.
American Heart Association
Don’t Die of Doubt
o The American Heart Association (AHA) states that “there is no time for doubt with a heart
attack. Calling 911 at the first signs of a heart attack could save your life. Reducing time to
medical treatment is the primary factor in surviving a heart attack. Calling 911 is the fastest
way to get lifesaving treatment.”
Cardiopulmonary Resuscitation (CPR)
Health & Wellness Master Plan 67
o The fire department teaches an American Heart Association Heartsaver CPR/AED class the
third Saturday of each month.
Baylor Scott and White
A Matter of Balance
o A Matter of Balance is an award-winning program designed to manage falls and increase
activity levels.
o Free program for Tarrant County residents age 60 and over.
o Interactive sessions help reduce the fear of falling.
o Learn exercise to increase strength,
flexibility and balance.
Bicycle Safety / Helmet Safety
Car Seat Installation
Game Over
Stop the Bleed
o Stop the Bleed is a national awareness
campaign and call-to-action. Stop the
Bleed is intended to cultivate grassroots efforts that encourage bystanders to become
trained, equipped, and empowered to help in a bleeding emergency before professional
help arrives.
Fort Worth Environmental Center
Crud Cruiser
Safe Kids of Tarrant County
Drowning Prevention
Following are the recommendations for the Mental & Physical Health section.
A Southlake Fire Prevention Officer assists with a car seat installation in Southlake Town Square.
Health & Wellness Master Plan 68
4.4 Mental & Physical Health Recommendations
DRAFT Mental & Physical Health Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW15
Leverage the City's
Geographic
Information
Systems (GIS)
program to
support public
health.
HW15.1 Utilize GIS to create an interactive
map that shows distances from all City
parks, and the best and safest mobility /
active transportation routes to get to each
park. (OPx)
HW15.2 Obtain and implement or partner
with agencies such as the North Central
Texas Council of Governments (NCTCOG) to
provide device and support infrastructure to
monitor air quality at various locations
within the City of Southlake. (PW)
HW15.3 Utilize GIS to monitor air quality
within the City. Create maps and/or
dashboards where this information can be
seen in real time. (OPx)
HW15.4 If a citizen reporter tool or similar
application is developed implemented (see
recommendation 8.1), add functionality that
allows residents to report other information
such as gaps in the sidewalk, trash in the
right‐of‐way, and other helpful information.
(OPx)
HW15.5 Develop a City of Southlake Public
Health dashboard based on trackable and
relevant metrics. (OPx)
Safety &
Security,
Infrastructure,
C1, B6
4.5,
7.2
OPx,
PW
Tier 2
(Medium
‐Term)
HW16
Encourage
community
support of and
access to City park
facilities.
HW16.1 As the City develops the next
PROSCF Master Plan, consider the Trust for
Public Land recommendation that all
residents of Southlake are within a 10‐
minute walk to a park when planning future
park facilities. (CS)
HW16.2 Encourage community participation
in the Trust for Public Land National Walk to
a Park Day, or similar event. (CS)
HW16.3 Encourage community participation
in the National Recreation and Park
Association Park and Recreation Month. (CS)
Infrastructure,
C3
4.5,
8.1 CS 1 (Short‐
Term)
Health & Wellness Master Plan 69
DRAFT Mental & Physical Health Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW17
Hold education
campaigns to
provide
information
regarding public
health.
HW17.1 Add information to the City's
website with more information about public
health services offered by Tarrant County
and/or C.I.S.D. Specific examples of topics
include but are not limited to vaccinations,
chronic disease prevention, nutrition and
environmental health. (FD)
HW17.2 Promote three (3) national, state,
school or other local initiatives related to
public health annually. Reference the list
generated in HW18.1 for potential efforts.
(FD)
HW17.3 Annually participate in National
Prescription Drug Take‐Back Day. (PD)
HW17.4 Provide semi‐annual updates to the
Southlake community about medication
safety, storage and disposal. Specifically
note where residents may dispose of unused
or expired medication. (PD)
HW17.5 Maintain a relationship with the
Carroll ISD School Health Advisory Council
(SHAC). Reach out to this group annually to
identify opportunities to partner and create
synergy regarding health and wellness topics
in the community. (PDS)
Safety &
Security, C1
5.6,
5.7,
5.8,
9.2
PD,
FD,
PDS
1 (Short‐
Term)
HW18
Provide support
and resources to
the community in
terms of mental
health.
HW18.1 Continue to partner with groups and
organizations such as S.P.A.R.K. and C.I.S.D.
to provide educational workshops for
parents and students in the community on
topics such as but not limited to healthy
cooking and eating, stress, anxiety, drug and
alcohol abuse, depression, suicide
prevention, exercise, and other mental
health topics. Hold at least one hands‐on or
interactive workshop annually. (PD)
Safety &
Security, C1
5.6,
5.7,
5.8,
9.2
PD,
FD
1 (Short‐
Term)
Health & Wellness Master Plan 70
DRAFT Mental & Physical Health Recommendations
No. Recommendation
/ Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW19
Where
appropriate, assist
CISD schools in
reaching health &
wellness initiatives.
HW19.1 Contact CISD administration about
the health goals for the school district.
Determine areas where the City of Southlake
may partner to help accomplish those goals.
(FD)
HW19.2 Reach out to CISD administration
regarding the possibility of developing a
policy for idling vehicles at school drop‐off
and pick‐up locations and bolstering the
City's idling vehicle policy. (PDS)
HW19.3 Within three (3) years of plan
adoption, work with CISD to help coordinate
at least one national walk & bike to school
day event or a walking school bus at one (1)
school at least (First Wednesday in October)
within Southlake. (PW)
Safety &
Security,
Partnerships &
Volunteerism,
C1, C5
5.6,
5.7,
5.8,
9.2
FD,
PDS,
PW,
PD
1 (Short‐
Term)
HW20
Consider possible
expansion of the
Southlake fitness
and wellness
initiative (LiveFit).
HW20.1 Research successful health and
wellness programs or projects to determine
if there are opportunities where programs
could be added to the City's current list of
offerings. Explore partnerships to offset
costs associated with additional
programming. (CS)
Performance
Management
& Service
Delivery, C3,
B2
8.1 CS
Tier 2
(Medium
‐Term)
Health & Wellness Master Plan 71
DRAFT Age-Friendly Community
The City of Southlake is represented by residents of various ages. With a population hovering around
approximately 30,000 people, the City needs to consider policies from the vantage point of more than just
one age group. That said, rather than focusing on just one age demographic, this section of the master plan
will be inclusive of the full spectrum of ages. One refrain that has informed this plan comes from an
organization in Canada called 880 cities. Part of the vision for this group is they believe that “if everything we
do in our public spaces is great for an 8 year old and an 80 year old, then it will be great for all people.”
Southlake has taken this vision and used it to inform the Health & Wellness Master Plan.
While the 880 cities mission speaks to open spaces, the City of Southlake hopes to realize this basic notion
through the City limits, across several subjects. Some of the topics may focus more specifically on a particular
age group, such as the youth, or seniors because there may not necessarily be a one-size-fits-all approach to
handle each issue. While the youth is a significant population in Southlake, the City adopted a Youth Master
Plan in 2018. Therefore, most of the discussion in this section will have a bent towards to aging population.
5.1 Community for All Ages
The most recent American Community Survey (ACS) from the United States Census Bureau indicates that as
of 2017, the number of persons older than 65 years of age in Southlake is approximately 8.8%. The North
Central Texas Council of Governments estimates this number is closer to 10% as recently as 2018. On the
other side is the youth population. Again, according to the ACS from 2017 the population of persons under
18 years of age represents approximately 33% of the Southlake population. The strong Carroll ISD school
district attracts families to Southlake, and the community gives people a desire to stay in town long after
their children graduate.
There is no question that the population nationwide is aging. According to the US Census Bureau’s 2017
National Population Projections, “By 2030, all baby boomers will be older than age 65. This will expand the
size of the older population so that 1 in every 5 residents will be retirement age.”
The US Census Bureau in that same article titled Older People Projected to Outnumber Children for First Time in
U.S. History provides a couple of interesting predictions about the aging population in the USA:
Health & Wellness Master Plan 72
As the population ages, the ratio of older adults to working-age adults, also known as the old-age
dependency ratio, is projected to rise. By 2020, there will be about three-and-a-half working-age
adults for every retirement-age person. By 2060, that ratio will fall to just two-and-a-half working-age
adults for every retirement-age person.
The median age of the U.S. population is expected to grow from age 38 today to age 43 by 2060.
Age-Friendly Southlake (HW22, HW23, HW26)
These trends and shifts in the age of our population should impact the way the City approaches
infrastructure and capital planning such as future park facilities or pedestrian mobility. Still, there is a need to
address other possible needs such as regarding programming at City facilities, and other policies such as
land use and zoning regulations.
A good framework for determining whether a community is “age-friendly,” especially for older adults, is
through the lens of the World Health Organization (WHO) Eight Domains of Livability (listed in the box
below). The American Association of Retired Persons (AARP) utilizes these domains as a starting place for
establishing their Network of Age-Friendly Communities.
According to the WHO document, Global Age-friendly Cities: A Guide, an “age-friendly city encourages active
ageing by optimizing opportunities for health, participation and security in order to enhance quality of life
as people age. In practical terms, an age-friendly city adapts its structures and services to be accessible to
and inclusive of older people with varying needs and capacities. To understand the characteristics of an age-
friendly city, it is essential to go to the source – older city dwellers.”
The City can reference these established domains
of livability when developing the next iteration of
the Parks, Recreation & Open Space / Community
Facilities Master Plan, as well as the update to the
Mobility Master Plan to ensure that the perspective
of the aging population is included. Further, the
City can survey existing groups in the City such as
the Senior Advisory Commission (SAC) to better
understand the gaps, either perceived or actual,
that exist in terms of seniors considering Southlake
an “Age-Friendly Community”, as well as what
recreation program opportunities are desired.
Another opportunity for reaching obtaining input
from the City’s senior community is by reaching out to the Senior Advisory Commission or other body to be
used as a focus group on a topic of interest. Possible items that may be brought forward as a focus group
discussion could include initiatives the City is in the project of developing or implementing. Ensuring this
important demographic is included in the process represents an invaluable opportunity for optimal and
equitable service delivery.
Policy
Family Quarters (HW21)
Currently family quarters in the City can only be approved by the Zoning Board of Adjustments via the
issuance of a Special Exception Use (SEU) permit. According to the National Association of Home Builders
Domain 1: Outdoor Spaces and Buildings
Domain 2: Transportation
Domain 3: Housing
Domain 4: Social Participation
Domain 5: Respect and Social Inclusion
Domain 6: Civic Participation and Employment
Domain 7: Communication and Information
Domain 8: Community and Health Services
Health & Wellness Master Plan 73
(NAHB), custom builders are seeing an increasing need to build homes with separate living suites. One of the
trends the NAHB lists and defines is “Multigenerational Living.” Their website states:
Whether it’s aging parents moving in with their adult children or young adults living back with mom
and dad, multigenerational households have specific needs when it comes to a home.
Custom builders are seeing an increasing need to tailor homes to this lifestyle. A recent Pew
Research Center study shows that 39% of adults ages 18 to 34 have had to move in with their
parents. In the same year, the U.S. Census reported that 4.3 out of 76 million households were made
up of at least three generations.
Multigenerational families often build homes that include the traditional mother-in-law suite or even
feature a locked-off living space within the home. These apartment-style spaces can have their own
kitchenette, full bathroom and living areas to provide a sense of privacy and independence.
Homeowners want to ensure that their homes can support the needs of aging parents who may be staying
for an extended period and other visitors with accessibility needs. That said, the City may consider modifying
the zoning ordinance to address the provision for family quarters in residential districts.
Currently, the City’s zoning ordinance requires that Assisted Living Facilities provide certain amenities
(Section 45.8). These facilities must receive a Specific Use Permit to operate in the City, and this section of
the zoning ordinance regulates certain components of these facilities, such as that they must meet licensing
requirements of the Texas Department of Aging and Disability Services. Additionally, this section specific the
type of amenities that are required for a facility of this type, which includes but is not limited to
transportation service to local facilities, exercise room, personal care service for resident use only, etc.
Age-Friendly Amenities
Age-Friendly Garden (HW25)
The Urban Land Institute (ULI) Building Healthy Places Toolkit was
referenced previously in the Built & Natural Environment section,
specifically regarding the possible future expansion of the City’s public
library. One of the 21 identified strategies for “enhancing health in the
built environment” from the toolkit is to “provide high-quality spaces for
multigenerational play and recreation.” Because Bicentennial Park already
contains the City’s senior activity center, Legends Hall, this park would be
a natural fit for placement of an age-friendly park, garden or other
amenity. This recommendation is essentially a companion to HW4 listed
in the Built & Natural Environment section.
The paragraph below, speaking to some of the benefits of parks for elders,
comes from an article out of UCLA titled Placemaking for an aging
population: Guidelines for Senior-Friendly Parks:
In addition to their increased risk for social isolation, elders face more risk than other age groups for
deteriorating physical and mental health and sedentary lifestyles. According to the Administration
on Community Living (formerly Administration on Aging), about 30% of elders in 2010 were living
alone, and among women over the age of 75 that percentage was almost 50%. Social isolation can
lead to loneliness and mental health problems experienced by some elders, who also become more
vulnerable to physical health issues and early death. Parks can reduce the prevalence of social
isolation, provide opportunities for intergenerational interaction, and create a sense of place and
Health & Wellness Master Plan 74
Creating Parks and Public Spaces for People of All Ages - AARP, 8 80 Cities, The Trust for Public Land
•Well-placed and welcoming park seating is especially vital
for older adults.Create Comfortable Places
•Water fountains
•Restrooms
•Informative signage
•Trash / recycling bins
Provide Amenities
•Structures and equipment should appeal to users of diverse
ages, abilities and interests
Support Physical Activities for
People of All Ages
•Should be available and have equipment suitable for the
very young, school-age children (including teens) ad even
adults
•Outdoor table and field games
Playgrounds
•Walking paths with marked distances
•Should be wide enough to accomodate visitors with
strollers or using wheelchairs
Pedestrian Paths
•Can and should enable physical activies be people of all
agesFitness Lots
•Features, such as community gardens, can encourage
outdoor activities, local pride and intergenerational projectsNatural Design
•Allows for customizing spaces for different uses. An
example: a basketball court that becomes a skating rink in
the winter.
Flexible Design
attachment. Indeed, parks can offer a great deal more than simply a place to go outdoors. They
provide settings where elders can interact with other elders, exercise, visit together with their
families, or tend to their grandchildren.
The following table comes from the guide, Creating Parks and Public Spaces for People of all Ages. This specific
subsection of the guide provides strategies for designing these parks and public spaces for all. As the City
considers the recommendation regarding age-friendly amenities, these strategies may prove beneficial.
Take a Seat (HW27)
The World Health Organization document, Global Age-Friendly Cities: A Guide has a section focused on the
relationship of outdoor spaces and buildings and the characteristics of the “urban landscape and built
environment that contribute to age-friendliness.” One of the characteristics mentioned is “Somewhere to
rest.” The document notes that the “availability of seating areas is generally viewed as a necessary urban
feature for older people: it is difficult for many older people to walk around their local area without
somewhere to rest.”
Health & Wellness Master Plan 75
Nottingham, a City in the United Kingdom developed the Take a Seat initiative to “tackle issues of social
isolation and motivate older people to feel confident about leaving their homes and play an active part in
their local communities. It does this by encouraging local businesses and community premises to join the
campaign and offer people a chance to take a seat and ‘catch their breath’,” (www.ageing-
better.org.uk/take-seat). Participating businesses display a window sticker that lets older persons know they
are welcome inside to sit and catch their breath, without the pressure of needing to make a purchase.
Additionally, businesses will even go a step further and offer restroom facilities and beverages. The City of
Southlake may consider developing or partnering to develop a similar campaign. The benefit of such an
initiative would be communicating to those who need a seat that they are welcome inside.
Further, as part of the next Parks, Recreation & Open Space / Community Facilities Master Plan (PROSCF) the
City may consider taking an inventory of existing park benches to determine whether there are enough
dispersed throughout the parks system, and other public spaces within the City.
Safety
Caregivers (HW24)
The City’s Sustainability Master Plan discussed exploring options for promoting and/or expanding
availability of support groups for caregivers (recommendation CV11). This recommendation is referenced
due to its relevancy to the topic of caregivers. There may be opportunities to further promote some of the
existing programs out there for caregivers or family members of loved ones who may require special
assistance, such as the Take Me Home program. Additionally, the City may also consider how to reach family
members of these residents requiring this assistance who may live outside of the region, and therefore are
unable to quickly check-in on a loved one.
Section 4.3 listed programs and initiatives such as Stop the Bleed and Don’t Die of Doubt. The City should
work with the Senior Center to ensure the reach of these programs are as broad as possible. This may also
include working with local assisted living facilities, so staff could visit these residents who may not be as
mobile and provide information and educational materials about these important initiatives.
Promoting Safety, Health and Wellness
The list of partnerships and programs referenced previously in Section 4.3 of the Health & Wellness Master
Plan, such as Stop the Bleed, represent initiatives that benefit the entire City. The more individuals spending
time in Southlake who understand these life-saving techniques, the better. The City should promote these
programs annually. Not only in terms of information sharing, but also promoting classes offered where
people can learn important skills that may help them provide immediate care for someone while the first
responders are on their way.
5.2 Social Connection
The social connection subsection will largely focus on ways to activate existing spaces, plan for future
spaces, and consider site design from the perspective of encouraging the engagement of residents of and
visitors to Southlake in a meaningful way. The following paragraphs will also speak to the benefits from a
health and wellness standpoint of meaningful interpersonal relationships. While the City cannot make
people spend time together, the public realm can be designed to bolster and foster the notion of
“community.” This topic will largely be framed in the context of social isolation, or loneliness.
Third Places
Health & Wellness Master Plan 76
Outbox. Image: Silverspringdowntown.com/go/outbox
In the American Planning Association (APA) PAS report titled Planning Aging Supportive Communities a
section titled “The Public Realm and Public Services to Support Aging in Community” speaks to “Third
Places’” and Social Capital. The article states:
Many planners are familiar with third places, or third spaces, and the important role they play in the
development of a sense of place and a community’s livability. In The Great Good Place, Oldenburg
(1989) refers to people’s homes as first places, workplaces as second places, and public and semi-
public meeting places as third places, where more informal and creative interactions occur. He
identifies the characteristics as representative of these spaces:
They are free or inexpensive.
They are highly accessible, and within walking distance for many.
They involve regulars who habitually congregate there.
They are welcoming and comfortable.
Both new and old friends are found there.
While third places can certainly refer to private businesses, such as a coffee shop or restaurant, the more
fitting application here would be public spaces in Southlake, such as parks, open space and or even public
facilities such as the library or senior center. An article that was mentioned in the previous section titled
Placemaking for an aging population: Guidelines for Senior-Friendly Parks notes that “Parks represent valuable
assets for cities as they provide recreational opportunities, serve as places for social interaction and offer a
natural respite to urban dwellers. Parks can be particularly beneficial to older adults who may be at risk for
social isolation.” The discussion surrounding age-friendly amenities provides some of the guidance for the
creation, redevelopment, or evolution of these areas. When thinking about our public spaces, it will be
important to consider the impact these areas can have on improving the connectedness between residents
by offering these important third places.
Collaborative Space (HW28)
Silver Spring, Maryland got creative and found a way to activate some public space in the downtown district
of their community by placing an outdoor, collaborative workspace open during the warm months of the
year. According to the Silver Spring Downtown website, “this outdoor workspace features electricity, free
wifi, seating, tables, for out-of-office workers to use Monday through Friday every week in the summer.”
The City should seek innovative methods to activate existing parks, specifically those are Town Square where
people already gather.
In early 2018 an amendment to the Parks, Recreation
& Open Space / Community Facilities Master Plan was
adopted which sought to activate two parks near
Town Square. While a collaborative, shared workspace
was not specifically recommended, given the number
of patrons and office workers, as well as dining
options, this location represents a great opportunity
to not only bring people into the environment, but
encourage creativity and productivity, as well as the
opportunity to socialize while being outside.
Following are the recommendations for the Age-
Friendly Community section.
Health & Wellness Master Plan 77
5.3 Age-Friendly Community Recommendations
DRAFT Age-Friendly Community Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW21
Explore opportunities
to provide housing to
family members by
modifying the Family
Quarters regulations.
HW21.1 Modify the zoning ordinance
to address the provision for family
quarters in residential districts. (PDS)
Quality
Development,
CBO3
2.1 PDS 1 (Short‐
Term)
HW22
Continue to work with
City groups such as
the Southlake Senior
Advisory Commission
(SAC) to ensure that
Southlake is an Age‐
Friendly Community.
HW22.1 Survey the Senior Advisory
Commission or other City group
annually regarding items related to
being an Age‐Friendly Community in
order to best serve the aging
population of Southlake. (CS)
Partnerships &
Volunteerism,
Performance
Management
& Service
Delivery, C6,
B5
9.3,
12.4 CS 1 (Short‐
Term)
HW23
As part of the next
PROSCF Master Plan
Update, seek the
input of Southlake
seniors regarding
interests in terms of
recreational program
offerings.
HW23.1 Either through a survey, focus
group, or other method, seek the
input of the senior community in
Southlake regarding their desired
recreational programming. (CS)
Partnerships &
Volunteerism,
Performance
Management
& Service
Delivery, C6,
B5
9.3,
12.4 CS 1 (Short‐
Term)
HW24
Promote programs
that support,
encourage, and
promote safety,
health and wellness
for the aging
population, as well as
the youth population
and caregivers in the
community.
HW24.1 Promote programs annually,
specifically making efforts to reach
the senior community in Southlake.
Work with the senior center to ensure
reach of this communication is
broadened. (FD)
Examples of programs include but are
not limited to Carfit, Don't Die of
Doubt, Stop the Bleed, Stroke
Prevention, Car Seat adjustment
program for parents and grandparents
Safety &
Security, C1
5.7,
5.8
FD,
CS
1 (Short‐
Term)
Health & Wellness Master Plan 78
DRAFT Age-Friendly Community Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW25
Develop an age‐
friendly park facility,
or other age‐friendly
public amenity at an
appropriate location.
HW25.1 Develop an age‐friendly park,
trail, garden or other amenity possibly
near the Southlake Senior Activity
Senior within Bicentennial Park, or
other area as identified in the Parks,
Recreation and Open Space /
Community Facilities Master Plan. (CS)
While developing this facility or
amenity, staff should place a high
value on projects that increase the
likelihood of personal interaction for
the senior community.
Quality
Development,
Infrastructure,
C3
4.5 CS
2
(Medium‐
Term)
HW26
Engage Southlake's
senior community in
community issues and
projects being
developed by the City.
HW26.1 consider utilizing the Senior
Advisory Commission (SAC) or other
City group as focus group on a topic of
interest. (CS)
When appropriate, consult the Senior
Advisory Commission or other City
group as a focus group in community
initiatives being considered by the City.
Partnerships &
Volunteerism,
Performance
Management
& Service
Delivery, C6,
B5
9.3,
12.4 CS 1 (Short‐
Term)
HW27
Seek partnerships to
encourage comfort
and accessibility in or
near the public realm.
HW27.1 Conduct a survey to
determine interest, then consider
working with private businesses to
develop a local "Take a Seat"
campaign. (EDT)
HW27.2 For the next PROSCF update,
survey existing City parks to
determine whether there is adequate
seating, places for eating, restrooms,
etc. (CS)
This may include seating near trail
systems, sidewalks, or other park
areas.
Infrastructure,
Partnerships &
Volunteerism,
C3, C5
4.5,
4.6,
9.3
EDT,
CS
2
(Medium‐
Term)
Health & Wellness Master Plan 79
DRAFT Age-Friendly Community Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW28
Identify innovative
and unique ways to
activate City parks and
other public spaces in
a way that fosters
creativity and
encourages the
gathering of those
who choose to live,
work or play in
Southlake.
HW28.1 Activate a City park or other
public area by creating a public shared
outdoor working or collaboration
space, or similar concept in or near
the Southlake Downtown District. (CS)
Consider seeking public‐private
partnerships for the design and
funding of such a concept.
Infrastructure,
Quality
Development,
C3, B6
8.1 CS,
PDS
3 (Long‐
Term)
Health & Wellness Master Plan 80
Health & Wellness Master Plan 81
Strategies to Build Resilient Communities - HHS
Strengthen - and promote access to - public health,
healthcare, and social services
Promote health and wellness alongside disaster
preparedness
Expand communication and collaboration
Engage at-risk individuals and the programs that
serve them
Build social connectedness
Resilience is a word that people often think of in terms of a person, group, or team; if an individual is
described as resilient they have likely persevered through adversity of some kind. Communities in general,
and Southlake specifically must also be resilient. The National Institute of Standards and Technology (NIST)
defines this topic in the following way:
Community resilience is the ability to prepare for anticipated hazards, adapt
to changing conditions, and withstand and recover rapidly from disruptions.
Activities, such as disaster preparedness—which includes prevention,
protection, mitigation, response and recovery—are key steps to resilience.
The U.S. Department of Health & Human Services (HHS) (Public Health Emergency) explains the importance
of community resilience and claims that “addressing these threats calls for an approach that combines what
we know about preparing for disasters with what we know about actions that strengthen communities
every day. Community resilience focuses on enhancing the day-to-day health and wellbeing of communities
to reduce the negative impacts of disasters.” This same overview from HHS says, “resilient communities
promote individual and community physical, behavioral, and social health to strengthen their communities
for daily, as well as extreme, challenges.”
It is important to connect the term
“resiliency” back to “health.” The HHS
resource on community resilience also
connects these concepts by stating that
“health is a key foundation of resilience
because almost everything we do to prepare for
disaster and protect infrastructure is ultimately
in the interest of preserving human health and
welfare."
The Community Resiliency section will not focus
solely on potential disasters. There are several
topics that will be covered, ranging from the
enforcement of building codes to mosquito
vector control. It is worth pointing out that there
is overlap here with other sections in the
plan. For example, the Community
Resiliency plan section contains subjects
that would also be appropriate to cover
within the Built & Natural Environment section.
6.1 Overview of Possible Hazards
While it is not possible to predict exactly when, where and to what extend a potential emergency may arise,
the City plans to anticipate hazards, and mitigate the potential impact to the community. The North Central
Texas Region is exposed to many hazards, all of which have the potential to impact the City of Southlake,
DRAFT Community Resiliency
Health & Wellness Master Plan 82
causing casualties and damaging or destroying public and/or
private property. Below some of these identified hazards are
listed and defined to provide additional context into what the
City prepares for. All information regarding each of these topics
below, except for “diseases” comes from Ready.gov.
Extreme Heat
Extreme Heat often results in the highest number of annual
deaths among all weather-related hazards. In most of the
United States, extreme heat is defined as a long period (2 to 3
days) of high heat and humidity with temperatures above 90
degrees. In extreme heat, evaporation is slowed and the body must work extra hard to maintain a normal
temperature. This can lead to death by overworking the human body. Remember that:
Extreme heat can occur quickly and without warning.
Older adults, children, and sick or overweight individuals are at greater risk from extreme heat.
Humidity increases the feeling of heat as measured by a heat index.
Floods
Failing to evacuate flooded areas, entering flood waters, or remaining after a flood has passed can result in
injury or death. Flooding is a temporary overflow of water onto land that is normally dry. Floods are the most
common natural disaster in the United States. Floods may:
Result from rain, snow, coastal storms, storm surges, and overflows of dams and other water systems.
Develop slowly or quickly – Flash floods can come with no warning.
Cause outages, disrupt transportation, damage buildings, and create landslides.
Winter Storms
Winter storms create a higher risk of car accidents, hypothermia, frostbite, carbon monoxide poisoning, and
heart attacks from overexertion. Winter storms and blizzards can bring extreme cold, freezing rain, snow, ice,
and high winds. A winter storm can:
Last a few hours or several days;
Knock out heat, power, and communication services; and
Place older adults, young children, and sick individuals at greater risk.
Tornadoes
Tornadoes can destroy buildings, flip cars, and create deadly flying debris. Tornadoes are violently rotating
columns of air that extend from a thunderstorm to the ground. Tornadoes can:
Happen anytime and anywhere;
Bring intense winds, over 200 MPH; and
Look like funnels.
Words to Know - FEMA
Emergency: a time when something
serious happens and immediate help is
needed
Disaster: an emergency that causes
great harm to people or an area
Natural Disaster: something that
happens in nature, sometimes caused
by weather or climate, that can harm
our surroundings
Health & Wellness Master Plan 83
Hazardous Materials Incidents (HazMat)
Hazardous materials come in the form of explosives, flammable and combustible substances, poisons and
radioactive materials. Hazards can occur during production, storage, transportation, use or disposal. You and
your community are at risk if a chemical is used unsafely or released in harmful amounts into the
environment where you live, work or play.
Power Outage
Extended power outages may impact the whole community and the economy. A power outage is when the
electrical power goes out unexpectedly. A power outage may:
Disrupt communications, water, and transportation.
Close retail businesses, grocery stores, gas stations, ATMs, banks, and other services.
Cause food spoilage and water contamination.
Prevent use of medical devices.
Cybersecurity
Cybersecurity involves preventing, detecting, and responding to cyberattacks that can have wide ranging
effects on the individual, organizations, the community, and at the national level. Cyberattacks are malicious
attempts to access or damage a computer system. Cyberattacks can lead to loss of money, theft of personal
information, and damage to your reputation and safety. Cyberattacks are malicious attempts to access or
damage a computer system.
Cyberattacks:
Can use computers, mobile phones, gaming systems, and other devices;
Can include identity theft;
Can block your access or delete your personal documents and pictures;
Can target children; and
Can cause problems with business services, transportation, and power.
Diseases
There are several terms of used interchangeably regarding the level of disease. Below are some definitions
from the Centers for Disease Control and Prevention (CDC) to ensure a consistent use of these words.
Sporadic refers to a disease that occurs infrequently and irregularly.
Endemic refers to the constant presence and/or usual prevalence of a disease or infectious agent in
a population within a geographic area.
Hyperendemic refers to persistent, high levels of disease occurrence.
Cluster refers to an aggregation of cases grouped in place and time that are suspected to be greater
than the number expected, even though the expected number may not be known.
Epidemic refers to an increase, often sudden, in the number of cases of a disease above what is
normally expected in that population in that area.
Outbreak carries the same definition of epidemic, but is often used for a more limited geographic
area.
Pandemic refers to an epidemic that has spread over several countries or continents, usually
affecting a large number of people.
Health & Wellness Master Plan 84
Benefits of the Whole Community Approach - FEMA
Shared understanding of community needs and capabilities
Greater empowerment and integration of resources from across the
community
Stronger social infrastructure
Establishment of relationships that facilitate more effective
prevention, protection, mitigation, response, and recovery activities
Increased individual and collective preparedness
Greater resiliency at both the community and national levels
The Tarrant County webpage on Diseases in Tarrant County states that “part of Tarrant County Public
Health's responsibility is to monitor, track, control and prevent the spread of disease in our community.” The
page then mentions that “Tarrant County Public Health maintains regular surveillance of --and remains alert
to-- all disease threats.” Some of the diseases mentioned on this page include, but are not limited to
Influenza (Flu), Measles, West Nile Virus, Ebola, Tuberculosis, Mumps, and Zika.
The following section provides more information about how the City of Southlake prepares for emergencies
and hazards such as those mentioned previously.
6.2 Preparedness
The City of Southlake adheres to the Federal Emergency Management Agency’s (FEMA) Whole Community
philosophical approach in how to conduct the business of emergency management. According to FEMA,
“preparedness is a shared responsibility; it calls for the involvement of everyone — not just the government
— in preparedness efforts. By working together, everyone can help keep the nation safe from harm and help
keep it resilient when struck by hazards, such as natural disasters, acts of terrorism, and pandemics.”
The Whole Community approach represents the foundation for the City’s approach to emergency
management. This topic will resurface later in this section, specifically regarding partnerships between the
City and other community groups.
Accreditation
Before diving in to preparedness recommendations, it is important to first highlight some of the extensive
and behind the scenes work that goes in to a successful department of public safety. Accreditation is a
comprehensive self-assessment and evaluation model that enables organizations to examine past, current,
Health & Wellness Master Plan 85
and future service levels and internal performances. Thus, allowing agencies to compare themselves to
industry best practices. This process leads to improved service delivery for Southlake residents and business
owners. Both the Southlake Police Department (PD) and Fire Department (FD) have been accredited from
their respective accreditation organizations since 2000, and the Office of Emergency Management (OEM) is
currently in the process of becoming accredited. The City employs a full-time Accreditation Manager to
oversee the process for both the PD and the FD.
Police Accreditation
The Police Department holds the Commission on Accreditation for Law
Enforcement Agencies (CALEA) Gold Standard accreditation. The
Southlake Police Department received their initial accreditation award in
2000. Since 2015, the Police Department has received the highest award
of re-accreditation – “Certificate of Advanced Meritorious Accreditation
with Excellence” under the Gold Standard Assessment process.
The CALEA Accreditation seals are reserved for use by those public safety
agencies that have demonstrated and maintain compliance with CALEA Standards. Some examples of
chapters of best practices include but are not limited to law enforcement operations, role and authority,
disciplinary action, records keeping, as well as property and evidence control. According to the CALEA
website, some benefits of participation in accreditation include:
Increased Community Advocacy
Staunch Support from Government Officials
Stronger Defense Against Civil Lawsuits
Reduced Risk and Liability Exposure
Greater Accountability within the Agency
The Southlake Police Department was first accredited in 2000 and has been re-accredited since. The PD is up
for re-accreditation every four (4) years, with an annual compliance report submitted each year.
Fire Accreditation
Based in the United States, Center for Public Safety
Excellence (CPSE) is a credentialing and accreditation
entity. It validates emergency responders’ continuous
improvement in fire service agencies. CPSE developed a
process using National Fire Protection Association (NFPA)
criteria to allow public safety officials to improve their
organizations while working to earn and maintain the
public trust.
There are ten (10) categories in the CPSE accreditation model including but not limited to governance and
administration, assessment and planning, financial resources, physical resources, and training and
competency. CPSE's Accreditation Program, administered by the Commission on Fire Accreditation
International (CFAI) allows fire and emergency service agencies to compare their performance to industry
best practices to:
Determine community risk and safety needs and develop community-specific Standards of Cover.
Evaluate the performance of the department.
Health & Wellness Master Plan 86
Establish a method for achieving continuous organizational improvement.
The Southlake Fire Department was first accredited in 2000 and has been re-accredited since. The FD is up
for re-accreditation every five (5) years, with an annual compliance report submitted each year.
Emergency Management Accreditation
One way the City of Southlake is currently bolstering preparedness efforts is in the pursuit of certification
through the Emergency Management Accreditation Program (EMAP). According to the What is EMAP?
webpage, “EMAP, the voluntary standards, assessment, and accreditation process for disaster preparedness
programs throughout the country, fosters excellence and accountability in emergency management and
homeland security programs, by establishing credible standards applied in a peer review accreditation
process. EMAP was created by a group of national organizations to foster continuous improvement in
emergency management capabilities. It provides emergency management programs the opportunity to be
recognized for compliance with industry standards, to demonstrate accountability, and to focus attention on
areas and issues where resources are needed.”
The City of Southlake is currently in the process of pursuing this accreditation. The five steps to accreditation
include:
1) Subscription
2) Self-Assessment and Application
3) On-Site Assessment
4) Committee Review and Commission Decision
5) Accreditation and Maintenance
After becoming accredited the City must complete and submit an annual report, and the accreditation
would be valid for five years. Afterwards, the City would need to apply for reaccreditation. There are
currently only three local programs accredited by EMAP in the State of Texas: The Cities of Arlington, Austin,
and Dallas.
Staying Informed - @lert Southlake
@lert Southlake is an emergency notification system used to send rapid emergency notifications to residents
and businesses in the City of Southlake. @lert Southlake allows you to “opt-in” to receive emergency
notifications such as severe weather warnings, evacuation notices and public health alerts. This system may
also be used to deliver important public safety and community alert information to Southlake residents and
businesses, such as important law enforcement information or notices of significant road closures.
@lert Southlake is powered by Everbridge®, a web-based application that uses mapping technology to
provide notifications, and/or written text or email notifications to people in a precisely targeted geographic
area. Trained emergency officials can essentially “draw” an area on a map, record an emergency message,
and launch the alert to those in the affected area.
While the system is able to rapidly contact thousands of residents in one launch procedure, there may be
limitations. It is always important to remember that technology can sometimes fail. No single alert or tool
will provide enough warning to all residents in all situations. This system is only one part of a comprehensive
emergency warning program and should not be your sole means of emergency notifications. Anyone can
sign up to receive these alerts from the City of Southlake Office of Emergency Management website.
Health & Wellness Master Plan 87
When Does Southlake Activate
the Sirens?
•Tornado or funnel cloud
reported by trained SKYWARN
storm spotters
•Sustained winds in excess of 70
mph
•Reports of hail larger than 1.25
inches
•A tornado warning issued by the
National Weather Service
•Additional Warning Systems
Public Education (HW35)
There will always be a place for public education because one cannot be too prepared. The Youth Master
Plan contains a recommendation regarding promoting local or national programs and/or initiatives related
to youth safety (YP11) as well as promoting youth health and wellness (YP13); the Built & Natural
Environment section of this Health & Wellness Master Plan contains recommendations regarding
educational campaigns for items such as vector control (HW8), pedestrian safety (HW11); and the Mental &
Physical Health Section of this plan contains a recommendation regarding an educational campaign for
pushing information regarding public health (HW17).
Along those same lines, the City should also participate in deliberate
educational campaigns regarding emergency preparedness.
According to Ready.gov, “National Preparedness Month (NPM),
recognized each September, provides an opportunity to remind us
that we all must prepare ourselves and our families now and
throughout the year.” OEM should also look for additional
opportunities to engage in campaigns such as through Severe
Weather Awareness Week. An opportunity to engage with residents
and businesses is by holding a “preparedness fair” event. The City
should continue to find ways to engage with members of the
community in terms of being prepared.
Outdoor Warning Sirens
Southlake operates six outdoor warning sirens that sound
during severe weather events. The sirens are placed
strategically throughout the city and are designed to warn
people who are in common outdoor areas such as parks and
shopping centers. The sirens are not meant to be heard
indoors. The outdoor warning system will only be activated
when there is severe life threatening weather and not for
regular thunderstorms and small hail.
The City of Southlake highly recommends each home and
business have other means to receive severe weather warnings
and notifications, including internet, radio, television or a NOAA
weather radio which can be programmed with a code to activate when
there are storm warnings in our region.
In 2016, the City of Southlake introduced two new mobile warning outdoor sirens to provide an additional
layer to our existing comprehensive warning capabilities. The sirens are the first of their kind in North Central
Texas and are utilized during all major community events. These mobile sirens can act as loud speakers and
can provide event-specific warnings and information to large gatherings of people.
The City of Southlake tests its Outdoor Warning System on the first Wednesday of each month at 1:00 pm,
weather conditions allowing. If conditions are favorable for severe weather on a test day, the test will not be
conducted.
Health & Wellness Master Plan 88
Build a Kit
In the event of an emergency, would your household have enough supplies to last until aid arrives?
According to Ready.gov, “after an emergency, you may need to survive on your own for several days. Being
prepared means having your own food, water and other supplies to last for at least 72 hours. A disaster
supplies kit is a collection of basic items your household may need in the event of an emergency.” Below are
the recommended items (Ready.gov) to include in a basic disaster supplies kit.
Water - one gallon of water per person per day for at least three days, for drinking and sanitation
Food - at least a three-day supply of non-perishable food
Battery-powered or hand crank radio and a NOAA Weather Radio with tone alert
Flashlight
First aid kit
Extra batteries
Whistle to signal for help
Dust mask to help filter contaminated air and plastic sheeting and duct tape to shelter-in-place
Moist towelettes, garbage bags and plastic ties for personal sanitation
Wrench or pliers to turn off utilities
Manual can opener for food
Local maps
Cell phone with chargers and a backup battery
Continuing to push the public education component of emergency preparedness will be a major focus area
for the OEM moving forward.
Built Environment and Life Safety
While an entire section of the Health & Wellness Master Plan was dedicated to the built and natural
environment, there is a major connection between the life and safety issues related to building design and
inspections. Building safety may not be the first thing that comes to mind when thinking of community
resiliency, however it is critical that buildings are constructed according to building codes to keep people
safe. Whenever entering a restaurant for a meal, chances are you are not thinking about that structure
failing. That said, a lot of time and effort went in to ensuring that restaurant is safe enough for someone to
dine inside
Project Entitlement
An early step in the development process is the convening of the Development Review Committee (DRC),
earlier mentioned in the Built & Natural Environment section of this plan. DRC, which is composed of
representatives from several departments including Fire, Planning and Development Services, and Public
Works Engineering, reviews proposed development applications for compliance with adopted city standards
and regulations.
The role of the Fire Department during the DRC process specifically includes the office of the Fire Marshal.
The Fire Marshal or Fire Inspectors will review a plan submittal to determine if there are any life safety issues
present needing to be addressed before an applicant submits for a building permit. Applying the
International Fire Code, National Fire Protection Association (NFPA) Standards and Southlake amendments
allows the Fire Marshal to bring attention to possible discrepancies.
Health & Wellness Master Plan 89
Building Construction
After a building receives “entitlement” and moves beyond the planning and zoning steps in the
development process, they move on to the permitting and inspections phase. Several different City
departments and divisions are represented, depending on the scope of the project.
Once a building is permitted and construction begins, the office of the Fire Marshal begins spending time at
the project site for the initial underground fire line inspection and continues to monitor the project for
compliance such as but not limited to providing the necessary fire department access, fire lanes, and testing
all systems (such as elevators, fire suppression systems, fire alarm systems) installed throughout the project
until completion. A project cannot receive a certificate of occupancy or a temporary certificate of occupancy
until all life safety issues are addressed.
Further, throughout this process based on the type of construction or building permit requested, a building
inspector will conduct on-site inspections of the project to ensure accordance with adopted building codes.
There are multiple steps in this process that were not highlighted above, as well as additional staff involved
who were not mentioned. The purpose of this brief overview was to provide context into the work and
efforts that go into ensuring buildings within Southlake are safe for the public.
The City should continue to monitor and adopt updates to the various international building codes
applicable to Southlake.
ISO Rating – Fire Department
ISO stands for the Insurance Services Office, a private corporation that
evaluates industries for insurance rating purposes. For the fire service,
the ISO uses the Public Protection Classification (PPC) program, in
which the ISO conducts periodic audits of every fire department in
the United States on a constantly rotating basis, usually about every
10 years. The description about this program below comes from the
ISO webpage:
ISO's expert staff collects information about municipal fire protection efforts in communities
throughout the United States. In each of those communities, ISO analyzes the relevant data and
assigns a Public Protection Classification (PPC) — a number from 1 to 10. Class 1 generally represents
superior property fire protection, and Class 10 indicates that the area's fire suppression program
does not meet ISO's minimum criteria. Virtually all U.S. insurers of homes and business property use
ISO's Public Protection Classifications in calculating premiums. In general, the price of fire insurance
in a community with a good PPC is substantially lower than in a community with a poor PPC,
assuming all other factors are equal.
As of 2014 the Southlake Fire Department reached a Class 1 status - the highest rating possible - following a
comprehensive audit and evaluation. The ranking is based on a nationwide classification system that reflects
the community's fire protection capability for property insurance rating purposes. The impact on residents
and businesses is they can possible see a savings on insurance premiums.
Health & Wellness Master Plan 90
ISO Rating – Building Inspections Division (Planning and Development Services Department) (HW32)
Like how ISO provides a Public Protection Classification (PPC) rating for fire departments, ISO also provides
ratings for building services. According to the ISO website: “the Building Code Effectiveness Grading
Schedule (BCEGS) assesses the building codes in effect in a particular community and how the community
enforces its building codes, with special emphasis on mitigation of losses from natural hazards.” The BCEGS
has a similar classification range as for rating fire departments, with a grade of 1 being “exemplary
commitment to building code enforcement” to 10.
According to the ISO overview of the BCEGS:
The concept is simple: municipalities with well-enforced, up-to-date codes should demonstrate
better loss experience, and insurance rates can reflect that. The prospect of lessening catastrophe-
related damage and ultimately lowering insurance costs provides an incentive for communities to
enforce their building codes rigorously — especially as they relate to windstorm and earthquake
damage. The anticipated upshot: safer buildings, less damage, and lower insured losses from
catastrophes.
That said, the City’s Building Inspections division was audited most recently by ISO in 2017 and received a
BCEGS rating of 3 for both commercial and residential building code adoption and enforcement. According
to the 2015 National Building Code Assessment Report from ISO, the state of Texas BCEGS averages was class
5 for commercial and class 6 for residential. ISO reevaluates each community at least every five (5) years. City
staff should continue seeking high standards of safety as it pertains to building safety. Reviewing the
previous audit can provide insights for staff for possible implementation.
Community Resiliency Technology
Flooding (HW33)
While the natural environment was discussed previously, the potential impact of flooding represents a
potential hazard in our region. In September of 2018 a bridge located on N. White Chapel Blvd. was severely
damaged and closed for repairs because of heavy rainfall. Sometimes it may not be obvious when a motorist
should avoid driving in certain locations. Bexar County, Texas developed an innovative solution to assist
drivers during flash flood, they call it their HALT system (High-water Alert Lifesaving Technology).
According to the HALT webpage, “the Bexar County HALT system is a tool to warn drivers when there is too
much water over the road to drive through safely. HALT uses a sensor to detect rising water. Once the water
reaches a certain depth, the system will warn drivers to turn around with either flashing lights or a
combination of flashing lights and gates.” There are 52 HALT locations in Bexar County, and they also
produced an interactive map where interested parties may learn about road flooding conditions in real time.
In addition, anyone can sign up to receive notice of closures. The City of Southlake may consider looking into
innovative technologies and other GIS based solutions like HALT regarding natural disasters that can bolster
Health & Wellness Master Plan 91
the City’s ability to not only communicate important safety messages to residents and visitors, but also may
potentially keep a motorist from driving through fast-moving flood waters. Beyond reviewing possible
technologies, a comprehensive review of flood control measures could lead to possible identification of
areas for improvement.
Technology (HW29, HW34)
The capabilities and opportunities associated with the City’s GIS program have been discussed throughout
this plan document. In addition to GIS functionality related to flood response, the City should also evaluate
possible applications that could be used for the purposes of supporting overall community resiliency.
A critical component of resiliency is business continuity. If a disaster or emergency were to occur in
Southlake, the City still needs to be able to function. In addition to having a plan, certain technology and
infrastructure needs to be in place to ensure disaster recovery and business continuity can occur. The City
should evaluate its’ needs regarding these topics and implement measures which lead to a more resilient
Southlake.
6.3 Response & Recovery
To some extent there will be overlap between preparedness and response & recovery. For instance, the City
can provide information about how residents can get a flu vaccine before there is an outbreak. However, if
later there is a flu outbreak, the message may need to be tailored to fit that specific situation. This section
will more so focus on the reaction to an emergency scenario, but the significance of preparedness cannot be
overstated. The City’s OEM goes to great lengths to ensure the proper mechanisms are in place for when
such an event occurs.
Communication
Public education is incredibly important, especially
given that the City of Southlake does not have a
health department. The OEM communicates with
residents is through social media via Nextdoor as well
as the DPS Facebook and Twitter page. Additionally,
@lert Southlake is used to communicate emergency
notifications as needed. The OEM should continue to
engage with residents and businesses in the
community to ensure that in the event of an
emergency, everyone knows where to get informed.
Emergency Operations Center (EOC) (HW30)
The Office of Emergency Management (OEM) is planning a build out of the Department of Public Safety
(DPS) Headquarters building for a new EOC. The current space has size limitations as well as other audio-
visual and capacity issues, and security issues. The City is in the process of conducting a needs assessment
and taking tours of local facilities that are updated and future ready. One of the main goals is to add
technology and audio-visual equipment that will allow the City to remain situationally aware during any
event. Additionally, having more adequate servers and processors for EOC operations is crucial. Based on the
results of the needs assessment, a future EOC or redevelopment of the existing EOC should be included in an
update to the Community Facilities Master Plan.
Protect Yourself and Others from the Flu –
Tarrant County Public Health
Avoid close contact with people who are
sick.
Stay home from work, school and
errands when you are sick.
Cover your mouth with a tissue when
coughing or sneezing.
Wash your hands often with soap and
water.
Avoid touching your eyes, nose or
mouth.
Clean and disinfect commonly touched
surfaces, especially when someone is ill.
Health & Wellness Master Plan 92
6.4 Community Resiliency Partnerships
Whole Community
The significance of the role community organizations and groups in Southlake have in terms of
preparedness and response cannot be overstated. The Whole Community approach to emergency
management was referenced earlier in this section. Within their framework, whole community includes:
Individuals and families, including those
with access and functional needs
Businesses
Faith-based and community organizations
Nonprofit groups
Schools and academia
Media outlets
All levels of government, including state,
local, tribal, territorial, and federal
partners
Ready Southlake
Ready Southlake is an integral part of Southlake’s disaster response capabilities and creates a community
that is more resilient and connected with those around us. Ready Southlake serves as a mechanism to
engage faith-based community members, the city, and Voluntary Organizations Active in Disaster (VOADs)
to create a resilient and a better prepared community
Ready Southlake opens the line of communication between emergency management, the City, and faith-
based organizations. This allows the City to understand the capabilities and resources of each organization
specifically. With this understanding, emergency management can utilize each organization’s strengths
when coordinating disaster efforts and include these organizations in the local emergency response plan
and network. By joining Ready Southlake, faith-based organizations will see their house of worship and
congregation as a disaster response asset for the whole community.
Emergency Management can use faith-based organizations to pass out vital emergency notifications in the
event of natural or man-made disasters and/or events. Emergency Management can also communicate to
organizations what unmet needs exist, not only in local disasters but in wide-spread and remote disasters as
well. This allows Ready Southlake partners to align an organized effort of assistance, alleviating the
duplication of efforts.
Faith-based organizations interested in participating in Ready Southlake can fill out an interest survey! To
date, there are seven (7) faith-based organizations part of Ready Southlake. Two examples of how churches
in Southlake provide support to this program is through donations management and emergency volunteer
coordination.
Community Emergency Response Team (CERT) (HW36)
According to Ready.gov, the CERT program “educates volunteers about disaster preparedness for the
hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light
search and rescue, team organization, and disaster medical operations. CERT offers a consistent, nationwide
approach to volunteer training and organization that professional responders can rely on during disaster
situations, which allows them to focus on more complex tasks. Through CERT, the capabilities to prepare for,
respond to and recover from disasters is built and enhanced.”
Southlake has had CERT in the past, which is a program that has since been dormant. After many residents
expressed interest in the program, the OEM decided to revive the program. A survey was conducted using
the Nextdoor website. This survey returned 211 responses with 183 stating they would like to participate in
Health & Wellness Master Plan 93
the program. CERT is a Federal program and the Southlake program would
run like surrounding jurisdictions.
DPS Citizens Academy (HW31)
The Police and Fire Departments enjoy working with citizen volunteers. Their
time and dedication is invaluable; and the relationships and friendships that
are created are irreplaceable. The first step in being able to volunteer with the
Police or Fire Departments is to complete the Southlake DPS Citizens Academy.
Citizens Academy is designed to provide members of the community with a
working knowledge of the Police and Fire Departments. Academy graduates
gain valuable insight into each department while having fun and meeting new
people. Some of the volunteer opportunities through the Department of
Public Safety includes: Community Emergency Response Team (CERT), Citizens
on Patrol (COP), Volunteers in Police Services (VIPS), and Fire Rehab. The City
should continue offering a DPS Citizens Academy Annually, thereby increasing
the number of volunteers for DPS.
Other Relationships
The Office of Emergency Management in the City of Southlake is a member of the North Central Texas
Council of Governments (NCTCOG), where the Southlake Office of Emergency Management is involved with
two (2) NCTCOG working groups: Training & Exercise, and Emergency Management. Additionally, the City of
Southlake is part of the Northeast Fire Department Association (NEFDA). According to the NEFDA website,
this group was developed by a group of cities in Northeast Tarrant County, Texas, for the purposes of
combining manpower, ideas and education for specialty operations. The operational areas include:
Hazardous materials
Technical rescue
Swift water rescue
Mass casualty response
Explosive response
Currently NEFDA has fourteen (14) member cities. Members include:
Bedford
Colleyville
Euless
Grapevine
Hurst
Haltom City
Keller
North Richland Hills
Richland Hills
Roanoke
Southlake
Trophy Club
Watauga
Following are the recommendations for the Community Resiliency section.
Health & Wellness Master Plan 94
6.5 Community Resiliency Recommendations
DRAFT Community Resiliency Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW29
Leverage the City's
Geographic
Information Systems
(GIS) program to
support community
resiliency.
HW29.1 Evaluate applications for use
in bolstering the City's resiliency
and/or for emergency management.
(OPx)
Safety &
Security,
Infrastructure,
C1, B6
5.7,
5.8
OPx,
FD
2
(Medium‐
Term)
HW30
Enhance the City's
Emergency Operations
Center (EOC).
HW30.1 Research "future ready"
EOC's. (FD)
HW30.2 Develop needs assessment
plan for replacing the existing EOC.
(FD)
HW30.3 Amend the Community
Facilities Master Plan to include the
EOC. (FD)
Safety &
Security,
Infrastructure,
C1, B6
5.9
FD,
PD,
PDS,
IT,
FIN
2
(Medium‐
Term)
HW31
Offer programs that
familiarize residents
with the City's public
safety initiatives and
goals.
HW31.1 Continue offering a
Department of Public Safety (DPS)
Citizens Academy or similar program
once annually. (PD)
Safety &
Security,
Partnerships &
Volunteerism,
C1, C5
5.6,
5.8
PD,
FD
1 (Short‐
Term)
HW32
Pursue high standards
of building safety and
securing by preparing
for the City’s next
Insurance Service
Office (ISO) Building
Code Effectiveness
Grading Schedule
(BCEGS) audit.
HW32.1 Review the previous audit
and work to make identified
improvements based on capacity to
improve the City's rating for the next
audit. (PDS)
Safety &
Security, C1 5.4 PDS 1 (Short‐
Term)
Health & Wellness Master Plan 95
DRAFT Community Resiliency Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW33
Bolster the City's flood
control response and
resiliency related to
flooding.
HW33.1 Review existing flood control
measures to determine possible areas
of improvements. (PW)
HW33.2 Consider adopting technology
such as but not limited to flood
sensors that can alert motorists and
pedestrians about rising waters
and/or flood conditions. (OPx)
Infrastructure,
Performance
Management
& Service
Delivery, B5,
B6
1.4
PW,
OPx,
PDS
2
(Medium‐
Term)
HW34
Research and invest in
technology that
improves the City's
overall resiliency.
HW34.1 Implement measures to
increase disaster recovery and
business continuity. (IT)
HW34.2 Research and determine
benefit of investing in technology that
enables real‐time monitoring of traffic
conditions that further the City's
Intelligent Transportation System, or
technology that address other public
safety matters. (PW)
Potential applications include if
traction control systems on cars
activate, sand crews could be
dispatched, or cameras that detect a
stalled vehicle in an intersection which
could dispatch DPS.
Safety &
Security,
Infrastructure,
Performance
Management
& Service
Delivery, C1,
B6
3.3,
5.9
IT,
PW,
FIN,
OPx
1 (Short‐
Term)
HW35
Strive to foster a
sense of personal
emergency awareness
and preparedness for
Southlake residents.
HW35.1 Educational campaign for
National Preparedness Month
(September). (FD)
HW35.2 Host a preparedness fair for
National Preparedness Month. (FD)
HW35.3 Educational campaign for
Severe Weather Awareness Week.
(FD)
Safety &
Security, C1
5.7,
5.8 FD 1 (Short‐
Term)
Health & Wellness Master Plan 96
DRAFT Community Resiliency Recommendations
No. Recommendation /
Policy Implementation Metric Strategic
Link
VGO
Link Dept. Priority
Tier
HW36
Put structures in place
that increase the
City's overall resiliency
and emergency
response capabilities
through the use of
volunteers.
HW36.1 Based upon interest from the
community, resurrect the City's
Community Emergency Response
Team (CERT) program, modeling the
program after successful teams. (FD)
Safety &
Security,
Partnerships &
Volunteerism,
C1, C5
5.6,
5.7 FD 1 (Short‐
Term)
Health & Wellness Master Plan 97
DRAFT Evaluation, Prioritization,
Implementation
7.1 Plan Evaluation and Implementation
A plan is only as good as the methods by which it is used as a tool for the goal, implementation. The
Southlake 2035 Health & Wellness Master Plan Committee served as the committee which reviewed every
recommendation proposed in this plan. Each of the recommendations were reviewed and evaluated based
on information provided from numerous sources. Some of these include the tabletop exercises involving
SYAC and SKIL. In order gain a better understanding of existing programs, and opportunities for the future,
Planning and Development Services reached out to other City departments with expertise on some of these
topics. Examples of this include conversations between Planning staff and staff from Police and Fire about
safety initiatives and emergency management, as well as Public Works to learn more about transportation
management. Additionally, department directors were involved in discussions when the first drafts of the
recommendations were developed.
Once plan recommendations are
developed, the focus shifts
towards setting clear parameters
for successful implementation.
Developing a metric to measure
the completion of the
recommendation assists the
responsible department by
establishing the baseline for
completion. These metrics also
aid departments when it comes to providing status updates on all recommendations to City leadership.
These measures validate the importance of strategy to the community, provide motivation, and allow for
follow-through and sustained attention. For each recommendation in this master plan, an implementation
metric has been established to measure its effectiveness and to ensure the City can demonstrate the
implementation of the specific recommendation. In some cases, the implementation metric may contain
more descriptive language than even a recommendation.
7.2 Prioritization Schedule
For each specific recommendation, a relative tier ranking has been established to articulate the expected
implementation timeframe for that recommendation. Given that some recommendations require inclusion
in the City’s budget, Capital Improvements Program (CIP), or even a departmental work plan, the priority tier
for all recommendations cannot be the same. The Health & Wellness Committee confirmed the tier rankings
for all the recommendations during prioritization activities which were held for the various sections of the
Health & Wellness Master Plan. The tiers are divided into three different categories based on timeframe to
implement:
Tier 1: 1 to 3 Years (short-term)
Tier 2: 4 to 7 Years (medium-term)
Tier 3: 8 Years and beyond (long-term)
Health & Wellness Master Plan 98
The tier rankings are used in the development of department work plans as well as the Capital
Improvements Program. In fact, the Capital Improvements Program (CIP) planning process begins and ends
with projects recommended by all master plans in the City’s comprehensive plan. Annually, as part of the
City’s budget process, city staff analyzes the adopted master plans and develops a comprehensive list of
projects with preliminary cost estimates for inclusion in the proposed departmental budgets and the CIP.
The proposed departmental budgets and CIP are submitted to the City Manager’s Office and the CIP
Technical Committee (department directors), who evaluate requests based on several City Council priorities
including this master plan. The priority tiers that were developed during this master plan will help guide
future members of the City’s boards and City Council when making decisions related to the adoption of the
City’s annual operating budget and the CIP.
While these tiers provide the ideal order of implementation and desired priority for the Health & Wellness
Master Plan recommendations, all recommendations are subject to available funding during the given
budget year.
Next is an overview of existing recommendations adopted through other master plan elements related to
health and wellness. These existing recommendations, included in the gray shaded table, are separated by
the respective section of this master plan document.
Health & Wellness Master Plan 99
Exhibit A – Existing Comprehensive Plan
Recommendations
The following recommendations were included in this plan to illustrate some of the existing programs
currently in place regarding the built and natural environment. Specifically, these items were highlighted to
avoid redundancy in the comprehensive plan. In addition, a member of a City board, commission or
committee may have referenced one of these programs during meetings to develop the Health & Wellness
Master Plan. Please see the entire comprehensive plan element listed for additional information.
It is also worth mentioning the City has a Mobility Master Plan that contains the Pathways Master Plan Map,
the Sidewalk Construction Priority List, and all thoroughfare and active transportation recommendations.
While some of these items are included below, the entirety of current mobility recommendations can be
found in the Southlake 2030 Mobility Master Plan (Ordinances No. 1075, 1075A and 1075B).
Existing Built & Natural Environment Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
BNE
2
Built
Environment
Consider implementing a
green building or LEED
(Leadership in Energy and
Environmental Design)
incentive program.
Research similar
programs in other
communities. Refer to
DSIRE (Database of
State Incentives for
Renewables &
Efficiency). Provide
incentives, such as
project certification, for
meeting minimum green
building standards, or
offering expedited
permitting and a
reduction in permit fees.
Southlake
2030
Sustainability
Master Plan
PDS 1
BNE
4
Built
Environment
Consider allowing credits for
landscaping, impervious
coverage and open space
when green/living roofs are
used in development projects.
Also consider credits for using
native and/or adaptive plants,
reducing turf grass, and using
perennials in place of annuals.
Allow for a certain
percentage of credit to
be given for the use of
green/living roofs within
the zoning and
landscape ordinance for
commercial
development. Also allow
credits for native plants,
adaptive plants, and use
of perennials instead of
annuals.
Southlake
2030
Sustainability
Master Plan
PDS 1
Health & Wellness Master Plan 100
Existing Built & Natural Environment Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
BNE
5
Built
Environment
Consider adopting a carpool
parking space ordinance for
large office developments.
Research and develop
an ordinance for larger
office developments
that would require a
minimum amount of
carpool parking spaces
near the building.
Southlake
2030
Sustainability
Master Plan
PDS 2
BNE
6
Built
Environment
Provide incentives for projects
that reduce their development
footprint in order to reduce
the urban heat island effect.
Modify the Zoning
Ordinance to allow for
different incentives on
projects that reduce
their development
footprint such as but
not limited to allowing
for a greater height or
number of stories
permitted and reduce
surface parking area.
Southlake
2030
Sustainability
Master Plan
PDS 2
CV2 Partnerships
Continue to explore options
for partnerships with local
hospitals, health care
providers, and athletic/fitness
businesses for education and
outreach on health and
wellness topics for City staff as
well as the community.
Continue to provide
health and wellness
events for City staff.
Explore options for
expanding outreach on
health and wellness to
the community. For
example, expand
participation by health
and wellness providers
at City‐sponsored
events, such as
Southlake Summer
Kickoff.
Southlake
2030
Sustainability
Master Plan
HR,
CS,
PDS
1
Health & Wellness Master Plan 101
Existing Built & Natural Environment Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
CV4
Community
Garden /
Farmer’s
Market
Explore opportunities to
encourage community and
backyard gardening.
Research level of citizen
interest in participating
in community gardens.
Provide education to
citizens on community
and backyard gardens.
Garden types may
include vegetable, herb,
butterfly, and drought‐
tolerant ornamental
gardens.
Southlake
2030
Sustainability
Master Plan
CS 1
CV6 Natural
Environment
Explore options to promote
nature programs at the Bob
Jones Nature Center.
Staff Note: The City now
manages this facility. When
the Sustainability Master Plan
was adopted, the facility was
not managed by the City of
Southlake.
Communicate with the
Bob Jones Nature
Center regarding
partnership
opportunities, or ways
to get the word out on
the programs offered at
the nature center.
Southlake
2030
Sustainability
Master Plan
CS 1
CV9 Built
Environment
As the character of the City
changes due to tourism and
more visitors come into the
City, consider options for
maintaining and improving
safety.
Research and consider
options, such as Crime
Prevention Through
Environmental Design
(CPTED) and expansion
of safety outreach
programs, such as the
Business Safety Series.
Southlake
2030
Sustainability
Master Plan
PD 3
WM
1
Waste
Mitigation
Establish a formal
environmentally preferred
purchasing policy.
Review the City’s
purchasing policy and
consider adding
elements where
appropriate and cost
comparable that include
preferred
environmentally
sustainable vendors.
Southlake
2030
Sustainability
Master Plan
FIN 1
Health & Wellness Master Plan 102
Existing Built & Natural Environment Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
WM
2
Waste
Mitigation
Facilitate partnerships in
composting.
Staff Note: The City now
manages this facility. When
the Sustainability Master Plan
was adopted, the facility was
not managed by the City of
Southlake.
Continue to work with
the Bob Jones Nature
Center in promoting the
composting classes
offered at the center.
Consider partnerships
with school districts or
other organizations to
expand composting
locally.
Southlake
2030
Sustainability
Master Plan
CS 1
WM
3
Waste
Mitigation
Increase educational
programs and continue to
encourage recycling and
waste diversion.
Work with other local
agencies such as CISD
and promote within the
City to the residents,
information about
recycling programs,
products and other
practices to encourage
waste reduction.
Southlake
2030
Sustainability
Master Plan
CS,
PW,
PDS
2
WM
4
Waste
Mitigation
Promote construction and
demolition (C&D) waste
reduction and recycling.
Facilitate partnerships
between the development
community and C&D recyclers.
Promote awareness to
the development and
construction industry in
the City regarding
savings and benefits in
recycling construction
byproducts and
providing information
and guidance on
providers.
Southlake
2030
Sustainability
Master Plan
PDS,
PW 2
WM
5
Waste
Mitigation
Work with local businesses to
explore options for reducing
the use of plastic bags and
disposable carry‐out food
containers. Options may
include distribution of
reusable shopping bags, a
Southlake cup for discounted
refills at local restaurants, etc.
Evaluate potential
opportunities with local
businesses on ways of
reducing typical wastes
associated with business
operations including
shopping bags, carry‐out
containers, cups, etc.
Southlake
2030
Sustainability
Master Plan
ED,
PDS 2
Health & Wellness Master Plan 103
Existing Built & Natural Environment Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
WM
6
Waste
Mitigation
Consider using regionally
sourced or recycled content
materials for infrastructure
projects.
Evaluate the feasibility
in costs and benefits of
using locally sourced
materials for
infrastructure projects
within the City’s Capital
Improvements Program.
Southlake
2030
Sustainability
Master Plan
CS,
PW 3
FM
M1 Transportation
Study and implement ITS to
help mitigate the impact of
traffic congestion in the City.
Tier 1 – Update the
2035 Mobility Plan to
include an ITS section
and recommended
implementation
schedule.
Southlake
2035 FM 1709
– FM 1938
Corridor Plan
PDS,
PW 1
Health & Wellness Master Plan 104
Existing Built & Natural Environment Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
C-
LU1
Parks / Open
Space
Retain Low Density Residential
land use designation. Evaluate
the potential of these
properties as future park land
and consider amending the
land use plan to Public/Semi‐
Public. If the properties are
developed residentially
instead of as park land the
following should be evaluated
as part of the development
design:
If possible, properties should
be master planned or
developed in a coordinated
manner.
Development should occur in
a manner that preserves and
integrates the natural tree
cover. The large tree area
located in the northeast
portion of the property should
be maintained or consider to
be part of a future open space
area.
The property should be
developed in a walkable
manner and provide a
pedestrian connection to the
F.M. 1938 trail system.
Create buffering or screening
from the future residential to
the industrial uses to the east.
Evaluate the potential for the
developer to provide a public
roadway along the current
Gifford Ct (Currently a private
street) alignment to allow
vehicular access to FM 1938 at
a full median opening.
Tier 1 – Evaluate options
for these properties as
future park land as part
of the Southlake 2035
Parks, Recreation &
Open Space/Community
Facilities Master Plan.
Tier 2 ‐ Consider
executing a right of first
refusal on the purchase
of the properties if
warranted. Ongoing –
Evaluate residential
development proposals
per the
recommendations
listed.
Southlake
2035 Land Use
Sector Plan
PDS,
CS 1, 2
Health & Wellness Master Plan 105
Existing Built & Natural Environment Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
N-
LU1
Parks / Open
Space
Consider these properties as
future park land if they are
sold.
Tier 1 – Evaluate the
desirability and
feasibility of attempting
to acquire these
properties for future
park land as part of the
2035 Parks, Recreation,
Open Space and
Community Facilities
Plan.
Tier 1 – If deemed
desirable to purchase
evaluate the possibility
of attempting to
execute a right of first
refusal agreement with
the current property
owners.
Southlake
2035 Land Use
Sector Plan
CS 1
E1 Parks / Open
Space
Consider purchasing right of
first refusal on identified
properties along the SH 114
corridor in the event that
these properties become
available for purchase.
Tier 1 ‐ Further discuss
the program with City
Council and make a
recommendation.
Southlake
2035 SH 114
Corridor Plan
CS 1
P8 Parks / Open
Space
Explore opportunities of
adding exercise stations along
trails in City parks where
appropriate.
Add exercise stations
along trails where
appropriate.
Southlake
2030 PROSCF
(Ord. No.
1060)
CS 3
P16
Community
Garden /
Farmer’s
Market
Explore opportunities to
implement the operation of a
community garden in the City
where appropriate.
Evaluate potential sites
and co‐operation
opportunities to operate
a community garden
Southlake
2030 PROSCF
(Ord. No.
1060)
CS 3
8 Walkability
Evaluate the feasibility of a
pedestrian bridge across
FM1709 from Central Park to
Rustin Park.
Central Park (Shops of
Southlake)*
Southlake
2030 PROSCF
(Ord. No.
1060A)
CS 3
Health & Wellness Master Plan 106
Existing Built & Natural Environment Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
13 Parks / Open
Space
Consider installation of
exercise stations along the
trail.
Liberty Park at
Sheltonwood*
Southlake
2030 PROSCF
(Ord. No.
1060A)
CS 3
18 Parks / Open
Space
City would be receptive to a
skate park owned and
operated privately, or
developed by the City.
Southlake Sports
Complex*
Southlake
2030 PROSCF
(Ord. No.
1060A)
CS 3
P17 Parks / Open
Space
City would be receptive to a
skate park owned and
operated privately, or
developed by the City.
Consider the installation
of a skate park if
proposed by a private
owner and operator, or
developed by the City.
Southlake
2030 PROSCF
(Ord. No.
1060A)
CS 3
AT2 Transportation
Develop an education
campaign to improve safety
for motorists, pedestrians and
bicyclists. Provide education
on the purpose of sharrows
prior to or concurrent with
their installation.
Active Transportation*
Southlake
2030 Mobility
Master Plan
(Ord. No.
1075)
DPS,
PDS,
PW
1
AT9 Walkability
Consider elevated pedestrian
crossings at all 4 corners of
the intersection of Carroll
Avenue and Southlake
Boulevard.
Active Transportation*
Southlake
2030 Mobility
Master Plan
(Ord. No.
1075)
PW,
PDS 3
AT
21 Walkability
Promote the linkage from
Southlake to the Cotton Belt
Trail.
Active Transportation*
Southlake
2030 Mobility
Master Plan
(Ord. No.
1075B)
PDS,
PW 1
AT
22 Transportation
Consider designing, installing
and/or constructing any
future bike facilities according
to AASHTO / NACTO
guidelines
Active Transportation*
Southlake
2030 Mobility
Master Plan
(Ord. No.
1075B)
PW 3
Health & Wellness Master Plan 107
Existing Built & Natural Environment Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
WC-
1
Natural
Environment
Develop and implement a
School/Youth education
program promoting water
conservation. Develop and
implement a program focused
on educating the City’s youth
in partnership with local
school districts, private
schools and other youth
oriented organizations.
Develop and implement
a School/Youth
education program
promoting water
conservation. Develop
and implement a
program focused on
educating the City’s
youth in partnership
with local school
districts, private schools
and other youth
oriented organizations.
2030 Water
Conservation
Master Plan
CMO,
PW,
CS
1
WC-
2
Natural
Environment
Develop and implement a
Residential Consumer
Education Program on water
conservation.
Develop a strategy and
implement a program to
provide water
conservation
information to the
public through various
means such as websites
and media
2030 Water
Conservation
Master Plan
CMO,
PW,
CS
1
WC-
3
Natural
Environment
Develop an outreach program
to licensed irrigators and
construction trades. Develop
an outreach program for
water conservation that
includes training opportunities
targeted for the City’s licensed
irrigators, landscapers,
plumbers, pool builders and
contractors.
Develop an outreach
program to licensed
irrigators and
construction trades.
Develop an outreach
program for water
conservation that
includes training
opportunities targeted
for the City’s licensed
irrigators, landscapers,
plumbers, pool builders
and contractors.
2030 Water
Conservation
Master Plan
PW,
PDS 1
WC-
4
Natural
Environment
Develop a Business and
Property Owner/Manager
Relations Program. Develop a
program that promotes best
practices information and
training opportunities to
property managers and
business owners.
Develop a Business and
Property
Owner/Manager
Relations Program.
Develop a program that
promotes best practices
information and training
opportunities to
property managers and
business owners.
2030 Water
Conservation
Master Plan
PW,
PDS 1
Health & Wellness Master Plan 108
Existing Built & Natural Environment Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
WC-
5
Natural
Environment
Continue to seek out
partnerships with other
agencies that help promote
water conservation. Partner
with other agencies such as
TWDB, TRWD, Fort Worth
Water Utilities to jointly
promote water conservation.
Continue to seek out
partnerships with other
agencies that help
promote water
conservation. Partner
with other agencies
such as TWDB, TRWD,
Fort Worth Water
Utilities to jointly
promote water
conservation.
2030 Water
Conservation
Master Plan
PW,
PDS 1
*Implementation metric not established
Note: existing recommendations (as shown below in gray) listed in other sections of the Health & Wellness
Master Plan have not been relisted, to avoid unnecessary duplication. However, it is worth noting that there
is overlap in terms of items that could logically fall into multiple categories, especially those regarding
Mental & Physical Health and Community Resiliency.
It is also worth noting here that recommendations from the Economic Development and Tourism Master
Plan elements are not shown below. Land use recommendations pertaining to the creation of medical /
wellness overlays were not included, nor were items specifically recommending the promotion of Southlake
as a medical hub, or a health and wellness destination. While relevant, these recommendations lie beyond
the scope of the Health & Wellness Master Plan.
Existing Mental & Physical Health Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
CV1 Physical Health Identify and promote healthy
dining options within the City.
Research options for
promoting healthy
dining options and
gauge interest of local
restaurants. Research
and establish criteria for
“healthy” designation.
Southlake
2030
Sustainability
Master Plan
ED,
PDS 1
Health & Wellness Master Plan 109
Existing Mental & Physical Health Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
CV3 Mental &
Physical Health
Create a health and wellness
webpage with links to local
resources.
Compile a listing of
health and wellness
resources within the
City, which may be
developed by expanding
SouthlakeBuisnesses.co
m to include a
health/wellness
category. Consider
subcategories such as
fitness and health care
providers.
Southlake
2030
Sustainability
Master Plan
ED,
PDS,
CS,
HR
1
CV8 Physical Health
Consider establishing an
annual Citywide fitness
challenge (Ex: PHIT America
Mayors Fitness Challenge).
Research similar
programs held in other
communities. Assess
benefits/costs and
determine if such a
program should be held
in Southlake.
Southlake
2030
Sustainability
Master Plan
CS,
HR 2
CV
10 Resources
Promote existing educational
opportunities for all age
groups and explore options to
expand postsecondary
educational opportunities.
Compile and provide
information on existing
educational programs,
such as but not limited
to preschools, available
enrichment programs
for preschool and school
age children, and adult
education
opportunities. Consider
options for expanding
post‐secondary
educational
opportunities.
Southlake
2030
Sustainability
Master Plan
ED,
CS 3
Health & Wellness Master Plan 110
Existing Mental & Physical Health Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
CV
11 Resources
Explore options for promoting
and/or expanding availability
of support groups for
caregivers.
Compile and provide
information on existing
support groups for
caregivers. Examples
may include groups for
children of aging
parents and groups for
parents of children with
special needs.
Southlake
2030
Sustainability
Master Plan
CS 3
Health & Wellness Master Plan 111
Existing Mental & Physical Health Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
YP
11
Mental &
Physical Health
Promote local or national
programs and/or initiatives
related to youth safety.
YP11.1: Promote safety
programs and
initiatives by providing
information and
resources to the public.
Participate in safety
campaigns annually.
(FD)
Examples of safety
programs and initiatives
include drowning
prevention and water
safety, bicycle and
helmet safety, heat
safety, distracted driving
and car seat safety.
YP11.2: Develop an
annual public safety
communication plan.
(FD)
Determine the reach of
these communication
efforts by tracking web
analytics, participation
in events, and other
measurable items.
YP11.3: Establish
communication targets
and communication
goals for each of the
identified safety
campaigns for future
efforts based on the
initial benchmark in
YP11.2. (OMC)
YP11.4: Annually use
the City’s various
communication
channels to promote
the Southlake SRO
program, and other
youth safety programs.
(OMC)
Southlake
2035 Youth
Master Plan
FD,
PD,
OMC
, FIN,
PDS
1
(Short‐
Term)
Health & Wellness Master Plan 112
Existing Mental & Physical Health Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
YP
12
Mental &
Physical Health
Identify opportunities to add
new and/or expand youth
health & wellness
programming offered by the
City of Southlake.
YP12.1: If economically
viable, add a minimum
of two (2) new youth
health & wellness or
recreation focused
programs one year
after the grand opening
of The Marq Phase 2
(Champions Club). (CS)
As Phase 2 of The Marq
Southlake (Champions
Club) opens, research
and implement
programming
specifically for the youth
related to health &
wellness. YP12.2:
Increase the marketing
effort for the existing
LiveFit program to
youth. Establish a goal
that within three (3)
years of opening
Champions Club, at
least 20% of LiveFit
program participants
annually are youth. (CS)
YP12.3: Produce a
report annually that
details participation in
youth programming by
Southlake residents.
(CS)
Evaluate the
involvement and
engagement in youth
programming offered by
the City of Southlake to
determine future
expansion.
Southlake
2035 Youth
Master Plan
CS,
OMC
1
(Short-
Term)
Health & Wellness Master Plan 113
Existing Mental & Physical Health Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
YP
13
Mental &
Physical Health
Promote local or national
programs and/or initiatives
related to youth health and
wellness.
YP13.1: City staff should
participate in and
promote health and
wellness programs and
initiatives by providing
information and
resources to the public.
Participate in health
and wellness campaigns
annually. (CS)
Examples of health and
wellness programs and
initiatives include
Childhood Obesity
Month, National
Physical Fitness and
Sports Month, National
Parks and Recreation
Month, etc.
YP13.2: Develop an
annual health and
wellness
communication plan.
(CS)
Determine the reach of
these communication
efforts by tracking web
analytics, participation
in events, and other
measurable items.
YP13.3: Establish
communication targets
and communication
goals for each of the
identified safety
campaigns for future
efforts based on the
initial benchmark in
YP13.2. (OMC)
Southlake
2035 Youth
Master Plan
CS,
OMC
1
(Short-
Term)
Health & Wellness Master Plan 114
Existing Mental & Physical Health Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
YP
16
Mental &
Physical Health
Working with youth
leadership and advisory
groups in the City of
Southlake, host a forum that
focuses on safety and/or
health and wellness topics.
YP16.1: Host a Youth
Forum. (CMO)
YP16.2: Partner with
other City boards &
commissions,
community groups, and
CISD to gain feedback,
input and support.
(CMO)
Before hosting the
forum, reach out to
these and/or similar
organizations to
determine their interest
level.
Southlake
2035 Youth
Master Plan
CMO
, PD,
FD,
CS,
PDS,
FIN
2
(Mediu
m ‐
Term)
Health & Wellness Master Plan 115
Existing Mental & Physical Health Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
YP
20
Mental &
Physical Health
Seek partnerships to promote
youth safety programs and
initiatives
YP20.1: Work with area
school districts to
promote youth safety
initiatives – hold at
least two (2) events
annually in partnership
that focus on youth
topics such as safety,
wellness, etc. (FD)
This could be a
companion to
recommendation YP11.
An Example of a
previously held event
with CISD is the “Game
Over” demonstration
focused on the dangers
of driving while
impaired.
YP20.2: Keep an active
inventory / database of
existing partnerships.
(CS)
Create and maintain
relationships with non‐
profits, hospitals, CSA’s,
private businesses and
other municipalities to
expand the reach of
youth safety programs.
YP20.3: Apply for grant
funding at least once
annually that could be
used in part to support
youth safety programs
and initiatives. (FD)
Southlake
2035 Youth
Master Plan
FD,
PD,
CS,
FIN
1
(Short‐
Term)
Health & Wellness Master Plan 116
Recommendation CV11 below was also included in the Mental & Physical Health section of this plan,
however, due to the applicability to the Age-Friendly Community section of this plan it is also shown below.
Existing Age-Friendly Community Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
CV
11 Resources
Explore options for promoting
and/or expanding availability
of support groups for
caregivers.
Compile and provide
information on existing
support groups for
caregivers. Examples
may include groups for
children of aging
parents and groups for
parents of children with
special needs.
Southlake
2030
Sustainability
Master Plan
CS 3
Note: existing recommendations (as shown below in gray) listed in other sections of the Health & Wellness
Master Plan have not been relisted, to avoid unnecessary duplication. However, it is worth noting that there
is overlap in terms of items that could logically fall into multiple categories, especially those regarding
Mental & Physical Health and Community Resiliency.
Within the Southlake 2030 there are several recommendations related to safety in terms of mobility and
active transportation. These recommendations include but are not limited to references to sidewalks,
intersections, pedestrian crossings, and specific efforts regarding bicycle safety. These items have not been
shown below, but all plan elements, including recommendations, can be found at Southlake2035.com.
Some of these existing recommendations were, however, referenced in the Mental & Physical Health section
of this plan.
Existing Community Resiliency Recommendations
No. H&W Topic
Area Recommendation / Policy Implementation Metric Comp. Plan
Element Dept. Priority
Tier
YP
15 Preparedness
Educate the youth on the role
of public safety in the City of
Southlake.
YP15.1: Annually
coordinate and host a
youth academy related
to public safety in the
community.
Examples of possible
topics include the role
of police and fire in
terms of community
safety, as well as other
identified health and
wellness initiatives.
Southlake
2035 Youth
Master Plan
PD,
FD
1
(Short‐
Term)