Page 162 - Southlake FY20 Budget

City Department Overview

ECOnOMIC DEVELOPMEnT & TOURISM

Department Core Services

Tourism will enhance the quality of life for residents and the sustainability of City businesses
through the promotion of the tourism, convention and hotel industry in the City.

Quality Partnerships &
Development Volunteerism

City Corporate Objectives

C4 Attract & keep top-tier businesses to B3 Enhance resident quality of B4 Provide high quality services through
C6 Enhance sense of community by providing excellent

drive a dynamic & sustainable economic customer service and citizen engagement opportunities life & business vitality through sustainable business practices
environment tourism
CBO1 – Maintain a strong financial position and
implement plans and policies to ensure future F1 Adhere to financial management

financial strength. B6 Optimize use of technology principles & budget L6 Foster positive employee engagement

CBO5 – Improve quality of life through progressive
implementation of Southlake’s Comprehensive Plan
recommendations.
TC1 Manage programs that support the health and TC2 Maximize visitor retention and engagement TB4 Incorporate emerging mobile
economic vitality of Southlake’s tourism assets (C4) by providing an optimal visitor experience (C6) trends and state of the art technology
to attract and retain visitors (B6)

TB1 Acquire visitors from targeted visitor segments using TB2 Engage the community and TB3 Engage in strategic foresight to anticipate, evaluate

strategic sales and branded marketing that results in top of other third parties as brand and address future challenges and opportunities that
TCBO1 Facilitate strategic investment of Hotel mind awareness, interest and conversion (B3) advocates (B3) may impact the City and department (B4)
Occupancy Tax Funds in alignment with adopted
expenditure guidelines ​(CBO1)

TCBO2 Develop and enhance partnerships and TF1 Provide high value services through efficient

programs that provide a financial return or value- management of resources (F1)
added service to the community​ (CBO1)

TCBO2 Implement recommendations in the
Southlake 2035 Tourism Master Plan (CBO5)

TL1 Build a strong, productive & engaged workforce that
supports the City’s mission and strategic goals (L6)

City Critical Business Outcomes Department Critical Business Outcomes
CBO1 – Maintain a strong financial position and implement TCBO1- Facilitate strategic investment of Hotel Occupancy Tax Funds in
plans and policies to ensure future financial strength. alignment with stated fund goals (CBO1)
CBO2 – Enhance mobility through aggressive traffic TCBO2 Engage in strategic foresight to anticipate, evaluate and address future
management initiatives and capital project implementation. challenges and opportunities that may impact the City and division (CBO1)

CBO4 – Optimize the City’s commercial tax base by attracting TCBO3 Develop and enhance partnerships and programs that provide a
high quality new businesses to reduce the tax burden on financial return or value-added service to the community (CBO1)
residential taxpayers.
TCBO4-Implement recommendations in the Southlake 2035 Tourism Master
CBO5 – Improve quality of life through progressive Plan (CBO5)
implementation of Southlake’s Comprehensive Plan
recommendations.

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