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Strategic Plan

The City of Colleyville's six core strategic goals—operate transparently, deliver high- quality core ser vices, assure adequate
infrastructure, enable responsible development , safeguard our unique identity, and govern effectively—ser ve as the
foundation for both long- term and shor t- term decision-making. These goals were established during a strategic planning
workshop in June 2018 , facilitated by a consultant , with input from the City Council and senior management . This
workshop also de{ned Colleyville’s vision, mission, and values, creating a philosophical framework that guides the City ’s
actions and decisions.

Vision: A tranquil urban oasis characterized by its upscale neighborhoods, family-friendly atmosphere, and unmatched
community spirit .

Mission: Colleyville is a model neighborhood-focused city, sensitive to our history, stewards of our resources, and dedicated
to our residents. We are committed to providing continuously improving, citizen-valued ser vices to ensure the enjoyment
of our small- town quality of life with pride, honor, and dignity.

Values: Integrity, Communication, Excellence, Transparency.

Each year, the City Council and senior management meet to review the strategic plan and set new strategies and priorities
for the current budget cycle. While this process is aligned with the overall strategic plan, it also re|ects evolving priorities
that may emerge from current events or community needs. These annual meetings are open to the public , and citizens
are encouraged to attend and offer input .

2025-2026 Council Priorities include projects such as continued beauti{cation initiatives across the city, updating the City's
website for better communications, and recreation center and open space site improvements, including a splash pad,
walking trail, fencing, and voting building. These priorities re|ect the city ’s commitment to both long- term strategic goals
and addressing emerging challenges.

Colleyville faces several long- term challenges, including aging infrastructure, restrictions on proper ty taxes imposed by
state law, and leveling off sales tax revenues. Additionally, the Tax Increment Financing (TIF) district will expire in 2030,
which will fur ther limit the City ’s ability to cash fund capital projects, possibly requiring a shift toward debt-funded options,
especially for general infrastructure improvements such as streets and parks. The City is also nearing build- out , so future
development will focus on remodeling and renovations, which may necessitate adjustments to fee structures in
community development .

To address these challenges, the City has developed speci{c strategies aligned with its goals. For example, under the
infrastructure goal, the City is actively investing in the repair and replacement of roads and water systems. Similarly, under
the {scal responsibility goal, Colleyville strives to maintain a fund balance of over 100 days and avoid debt whenever
possible, targeting a transfer of at least $1.5 million from the General Fund to the Capital Projects Fund annually.

While the strategic plan provides a philosophical framework , the City develops a {ve -year capital plan to address
infrastructure and capital needs. Each depar tment aligns its annual goals with these city-wide priorities, with depar tment
heads receiving guidance following the City Council’s review of the strategic plan. The annual priorities distributed from
these meetings ser ve as the foundation for building annual depar tmental budgets.

Colleyville continuously explores new ways to involve citizens in its decision-making processes. In addition to open public
meetings, citizens are encouraged to express their views directly to their elected of{cials, and the City is committed to
increasing community engagement where possible.

FY 2025-2026 Annual Budget | Colleyville Page 32