Page 140 - Southlake FY22 Budget

STrATEGIC DIrECTIOn

Focus areas
The focus areas were established by City Council as thematic goals to set the direction for our organization and to
provide clarity for implementation plans. These are key areas in which we must excel in order to achieve our mission
and vision, and deliver value to customers. Currently, there are six strategic focus areas and each is described below.

The establishment and maintenance of protective measures and
saFety & policies that reduce danger, risk or injury to individuals who live,
security work or visit the City of Southlake and their property.

The efficient movement of pedestrians and vehicles from place to
moBility place within Southlake through means such as roads, sidewalks, and
trails.

Capital assets that provide City services within Southlake such
inFrastructure as parks, buildings, water, sewer, drainage systems, sidewalks and
roadway systems.

The skillful preparation and thoughtful execution of plans
quality and policies ensuring an attractive, safe, financially viable and
development sustainable community for Southlake residents and businesses.

The active promotion of alliances through community involvement
partnerships & focused on giving time, energies, or talents to individuals and groups
volunteerism for the enrichment of the Southlake community and its strategic
affiliations.

The formalized, results-oriented method used to apply best
perFormance management practices and fact-based decision making to measure,
management & monitor, and improve performance toward meeting strategic
service delivery objectives, providing services, and enhancing accountability.

corPorate objectiVes and critical business outcomes
Objectives are strategy components; continuous improvement activities that must be done to be successful. Objectives
are the building blocks of strategy and define the organization’s strategic intent. Good objectives are action-oriented
statements, are easy to understand, represent continuous improvement potential and are usually not ‘one-off’ projects
or activities. The City has identified twenty-two Corporate Objectives (pictured opposite) across the four perspectives.

The City has also identified six Critical Business Outcomes which are short-term, one to three year priorities. In contrast
to Corporate Objectives, these outcomes are less strategic and more action-oriented.

leadershiP structure
Some may notice that our organizational structure (shown on the previous page) looks quite different than other
organizations. Traditionally each city department reports directly to the City Manager or an Assistant City Manager—
and this was the practice in Southlake for many years. As part of the City’s ongoing strategic evolution to get the best
possible results for our citizens, we restructured our organizational framework in 2016 to provide a more focused
leadership approach.

BUDGET BOOK | FY 2022 City of Southlake 139
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