Irma Sanchez, President & CEO, Westchase District

In an interview with Invest:, Irma Sanchez, president and CEO of Westchase District, discussed infrastructure investment, quality of life, public safety, and the district’s long-range planning. “We want to provide a community that makes people want to work, live, and shop here,” Sanchez said.

How does Westchase District contribute to Houston’s economy and business environment?

Houston has so much to offer in terms of opportunity and economic activity. Westchase District sees itself as one of the vital economic engines of the city, along with areas such as Spring Branch, the Energy Corridor, and Uptown Houston. People often think we compete, and we do to a certain degree, but a win in any of those areas is for the greater good of the city. We work to ensure that business investment remains in the Houston region.

We do that by investing in infrastructure, maintaining relationships with property owners, and working to attract new owners. Our work includes improving roadways and enhancing quality of life through parks, trails, and landscaping projects. It is about defining a community within the city of Houston.

What is driving companies to choose Westchase District?

Planning has been a major factor. For many years, we were planning, and then we moved into implementation. The broader Westchase area was developed in the late 1970s and early 1980s, so the infrastructure has aged. It was also built for a different level of density and a time when people primarily traveled by single-occupancy vehicles. Today, people want public transportation and the ability to walk or bicycle to work. As we replace infrastructure, we are incorporating those needs so we can retain residents, employees, employers, and companies while attracting new investment. Employers today are evaluating the experience their employees will have around the office building. Here, they find accessibility, housing, parks, trails, retail and restaurants, and public safety programs.

In 2025, we had a home run year for companies relocating either their headquarters or their Houston operations to Westchase District. Time and again, we heard that the quality of the community was a deciding factor. That includes retail, public safety, parks, and housing opportunities ranging from modest housing to Class A apartment communities. Companies can move west knowing their employees have options to live close to work.

How are infrastructure projects preparing the district for redevelopment?

We have to retrofit an established area creatively and work within limited space. In 2023, we completed a $20 million reconstruction of a one-mile roadway of Walnut Bend Lane. The project replaced storm, water, and sewer utilities so they can support higher-density development. The original utilities could not have sustained a four-story apartment community, for example. A developer considering redevelopment can now see that the infrastructure can support the project.

We also saw immediate effects along the reconstructed roadway. By the time the project was complete, every apartment community lining it had made some type of repair or improvement, from repainting buildings to updating patio rails and landscaping. We do not control what happens in the private sector, but our public-sector work can influence what happens on the other side of the property line.

How does long-range planning guide investment decisions?

Westchase District was founded in 1995 with a five-year service plan. When that plan was nearing expiration, our board challenged us to think bigger. We developed a 20-year vision plan that was adopted in 2006 and considered how properties would age and how our work could influence private investment.

The plan identified underused utility corridors and drainage channels where we could build hike-and-bike trails and add amenities that were not part of the area’s original development. It has guided how and where we implement projects. Because we cover 4.2 square miles and have limited funds, we assess where we can secure funding, where owner participation is available, where a project can have the greatest impact, and which infrastructure has the greatest need. We also work to balance improvements across the district because every property owner contributes and should receive value. Our partnership with the City of Houston via the WD 380 Program has been instrumental in implementing components of the Long Range Plan.  

What services does the district provide for residents and businesses?

We have built two parks in the last three years. Many apartment communities here do not have the amenities found in a master-planned community, so we see the parks as their backyard. We provide free community programming year-round, including educational and fitness classes for everyone from young children to senior citizens.

Camden Park, which we opened in April 2025, is an example of how strategic investment in public space can transform the experience of an area. This is why it was recognized with a prestigious ULI award. We also hold signature events such as a fall festival, a Christmas festival, an Easter celebration, and summer movie nights. Sponsors make these programs free for participants, and many local companies support them because they want to be good community partners.

Public safety is also essential. Our off-duty Houston Police Department officers and security team augment the city’s service. Our public safety director meets routinely with property owners, responds to problems, and checks in proactively. In some cases, the team provides a visible presence in parking lots near businesses that close late so employees feel comfortable walking to their cars. People tell us they choose this area because they feel safe here.

How has remote work affected Westchase District?

The post-COVID shift to remote work has left office buildings less full than they were before the pandemic. Some people are returning because they have learned that collaboration can be lost when everyone works remotely. We represent a community, so our team needs to be in the community. Whatever employers decide about hybrid work, our job is to make working in Westchase feel like a perk and compelling enough that employees want to come in. Having employees in offices is a ‘win-win’ for all businesses operating in the district.

When office buildings are not full, employees are not patronizing restaurants, staying in hotels for business travel or training, or filling nearby apartments. Office property values are also affected by occupancy. A building at 50% occupancy does not have the same value as one at 90% to 100%, which was more common before COVID-19. We want to provide a community that makes people want to be here. Working in Westchase should feel like a perk because employees can jog on trails, visit a park, or patronize a restaurant while they are at work.

What are the district’s priorities over the next three to five years?

We have started another long-range planning effort to confirm whether the recommendations established in 2006 remain relevant. Most of them do, but we also need to identify what has emerged over the past two decades and what we should address next. As recommendations come forward, we want to keep engaging the partners that have made improvements possible.

From 2013 through 2023, we funded slightly more than $100 million in public infrastructure projects. That was primarily possible through a program with the city of Houston that allowed us to use tax revenue growth captured in the area. Having those funds also enabled us to bring in outside funding, primarily federal funds, and leverage local resources. The new planning process will take about 10 months, and we hope the resulting plan will continue to attract outside funding.

What recent activity gives you confidence in the district’s outlook?

From late 2025 into 2026, we have seen significant growth and interest in the area. As some properties reach the end of their original economic life, they can be positioned for reinvestment, adaptive reuse, or redevelopment. Part of our role is to make sure the infrastructure and surrounding environment support whatever the market determines as the best use. To me, owner occupancy demonstrates faith in the area and reflects a long-term decision to remain here.

Activity was somewhat stagnant from 2020 through 2024. Seeing movement return gives us confidence as we move into future years. What we are seeing now is a new cycle of investment in Westchase. Companies are relocating here, properties are changing hands, owners are reinvesting and we are seeing opportunities to reposition older properties for new uses. That momentum reinforces our long-term future.