Page 129 - Southlake FY20 Budget

Strategic Direction

adhering to financial management principles and budget, investing to provide and maintain high-quality public assets,
achieving fiscal wellness standards and establishing and maintaining effective internal controls. You’ll note that each
of these objectives is referenced by a letter and number. These references can be found throughout this document,
demonstrating the continued focus on connecting the City’s strategy to its operations.

One additional step the City has taken to further connect its strategy with its operations is to work with each
Department to create a departmental strategy map. These maps demonstrate each Department’s core services which
are organized by the same perspectives as the City’s Strategy Map. Furthermore, each core service is connected to a
Corporate Objective and all departments have their own Critical Business Outcomes that support those shown on the
City’s map. See the City Department Overview section to view these departmental maps.

Performance Measures
Performance measures hold government departments accountable. By updating and maintaining performance
measures, citizens receive information about City services annually. Because performance measures are determined
according to the Strategy Map, it becomes evident how each department aligns with City goals, and how well
departments are meeting the expectations set by the Strategy Map.

The City uses “Key Accountability Indicators,” (KAIs) to measure performance. These performance measures help
determine the quantity and quality of our work, as identified in our plans. We consistently evaluate our work and
review our performance quarterly because we firmly believe that what gets measured, gets done.

In addition to monitoring these performance measures, the City of Southlake also desires the opinion of its citizens.
Every two years Southlake undertakes a broad citizen survey designed to measure government performance
and gauge the current and future needs of residents. This survey is an incredibly useful tool within the strategic
management system, and it allows City services to be tailored based upon citizen attitudes.

The City of Southlake not only surveys its citizens, but also its employees. We believe strong employee engagement
is a critical component of high-performance management and service delivery. Every two years, Southlake conducts
an employee engagement survey, which is created and administered by research and consulting firm Gallup. The
Gallup Organization defines engaged employees as those who are involved in and enthusiastic about his or her work.

128 www.CityofSouthl ake.com