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Item 6A Draft Health & Wellness Master Plan DRAFT 6.10.19 An Element of the Southlake 2035 Comprehensive Plan Adopted by Southlake City Council Ordinance No. 1219 June 18, 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  community groups and  organizations, such as C.I.S.D., to  provide educational workshops for  parents and students in the  community on topics such as but not  limited to stress, anxiety, drug and  alcohol abuse, depression, suicide  prevention, 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 18, 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 – May 23, 2019 4) City Council 1st reading – June 4, 2019 5) City Council 2nd reading (final plan approval) – June 18, 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. 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 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:   Health & Wellness Master Plan 61 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 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. 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   Health & Wellness Master Plan 62 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. 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.   Health & Wellness Master Plan 63 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 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.” 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.   Health & Wellness Master Plan 64 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:  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.   Health & Wellness Master Plan 65 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. 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- 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   Health & Wellness Master Plan 66 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) 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.   Health & Wellness Master Plan 67 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 community  groups and organizations, such as C.I.S.D., to  provide educational workshops for parents  and students in the community on topics  such as but not limited to stress, anxiety,  drug and alcohol abuse, depression, suicide  prevention, 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)