Page 140 - Southlake FY20 Budget

Strategic Direction

City of Southlake City-Wide Scorecard

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Data
Measurement Measurement Current Measure- Target Unit Source Timing
ment
Period Period
% change in hotel EDT Master
2.3.3 occupancy tax 5.1% 12.1% 10.5% > 3% % Indicator Annual
revenue File
2.4 Provide high quality services through sustainable business practices (B4)

Rating
2.4.1 Bond Rating AAA AAA AAA = AAA Rating Agencies: Annual
(April)
Fitch / S&P
Financial Man-
2.4.2 agement Assess- Strong Strong Strong = Strong Rating S&P Annual
(April)
ment
2.5 Enhance service delivery through continual process improvement (B5)
Lean/process 2 4 2 > 2 # CMO Annual
improvement
2.5.1
Manage the Business 2.5.2 SMS Assessment 3.80 4.06 4.20 > 4 # sessment (March)
projects
Composite Score
SMS As-
Annual
(average of all
categories)
Six Sigma Green
Belt certifica-
Human
tions on staff as
2.5.3
percentage of
(Munis)
employee popu- n/a 3% 2% TBD TBD TBD Resources Annual
lation
NEW TBD: Six
Sigma outcomes
2.5.5 TBD TBD TBD TBD TBD TBD TBD TBD
(meeting project
goal(s))
2.6 Optimize use of technology (B6)
Overall health of IT Score-
2.6.1 100% 100% 100% > 95% % Quarterly
IT Department card
% IT Governance
Committee Proj- IT Work
2.6.2 100% 100% 100% > 75% % Quarterly
ects implemented Plan
as planned

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