Page 142 - 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
4.1 Ensure our people understand the strategy & how they contribute to it (L1)
Motivate to
make strategy SMS As- Annual
4.1.1 3.2 3.5 3.7 > 4.0 #
everyone's job sessment (March)
(SMS)
Q12 Survey: Q08 Employee
- The mission or Engage-
purpose of my or-
4.1.2 No data 3.99 4.17 > or = 4.5 # ment Biennial
ganization makes Survey
me feel my job is (City-wide)
significant
SMS certifi-
cations as a
4.1.3 percentage of TBD TBD TBD TBD TBD TBD TBD TBD
employee popu-
lation (TBD)
Promote Learning & Growth 4.21 Q11 - In the No data 3.40 3.79 > or = 4.5 # (City-wide) Biennial
4.2
Enhance leadership capabilities to deliver results (L2)
Q12 Survey:
Employee
last six months,
Engage-
someone at
ment
work has talked
Survey
to me about my
progress.
Leadership train-
ing program
Human
evaluation over-
4.2.2
all satisfaction
score 100% 100% 97% > 90% % Resources Annual
Average City-
wide Perfor- Annual
4.2.3 4.30 4.08 4.21 > or = 4.5 # NEOGOV
mance Evalua- (TBD)
tion Score

4.3 Attract, develop & retain a skilled workforce (L3)
Annual
Voluntary turn- Human (October
4.3.1 8.3% 8.9% 8.9% < 8.0% %
over rate Resources for Prior
Fiscal Year)

Annual
Benefits as % of Human
4.3.2 total compensa- 28.80% 29.92% 30.38% < 30% % Resources / (after audit
comple-
tion Finance
tion)

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