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Consultants unveil high‑level draft of Southwest Ranches 2026–2031 strategic plan
Summary
Consultants from ETW Consulting presented a high‑level overview of a proposed five‑year strategic plan focused on infrastructure, town services and technology; the plan links priorities to the town’s budget process and recommends KPIs, a balanced‑scorecard reporting system and an implementation timeline phased across five years.
Consultants from ETW Consulting delivered a high‑level overview of a proposed five‑year strategic plan for the Town of Southwest Ranches that would cover 2026–2031, emphasizing measurable outcomes and stronger links between strategic priorities and the town’s budget process.
Daniel Roseman, the lead consultant, said the engagement combined internal and external outreach — a March kickoff, a council visioning retreat on April 4, a town‑hall community meeting and a resident questionnaire — and drew on prior town data to shape the plan’s framework. "Plan your work and work your plan," Roseman quoted during the presentation to summarize the approach.
The consultants recommended the town concentrate resources on three strategic resource allocations: infrastructure, town services and technology. They proposed tying annual budget requests to those focus areas, aligning department performance reviews with strategic goals, and implementing a balanced‑scorecard reporting mechanism to monitor key performance indicators.
Roseman and colleague Jim Lee said the plan is intended to be practical and staged. The consultants presented a phased implementation: a transition year (FY 26‑27) to align budget and process, an implementation year, subsequent years to scale projects and standardize processes, and a final phase aimed at continuous improvement and outcome measurement by FY 30‑31.
As examples of near‑term outcomes tied to budget approval, consultants listed pilot equestrian programming, a trails master plan contract, deployment of an enterprise financial system, and digital workforce management and HR improvements; for infrastructure they proposed developing a funding strategy to accelerate roadway resurfacing toward a five‑year goal.
Council members asked about deliverables and review sessions. Roseman said the presentation was not the final report and that the consultants will deliver a detailed plan to the town administrator; staff (Katherine) and the administrator (Russell) will review it before the council receives it for formal adoption. The consultants also recommended the town draft a contingency plan for possible impacts from pending state legislation noted in the presentation.
Next steps: staff will receive and review the final plan, work with consultants if needed, and bring a final draft to council for adoption and budget alignment.
