Page 143 - Southlake FY22 Budget

STrATEGIC DIrECTIOn

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.
Engaged employees are 100% committed to their roles and contribute to the organization in a positive manner.
Since our first survey in 2013, the City’s engaged workforce has increased from 39% to 53%, moving us from the
38th percentile to the 81st percentile in comparison to other organizations who have taken the survey.
Southlake’s performance measures are continually evolving. As we have improved our ability to gather and mine
data about our work, we have been able to add performance measures to the departmental business plans as a
gauge of sucess. These departmental measures are reported on each department’s scorecard, then feed into the
city-wide scorecard to give an overall picture of the City’s performance. As the City continues to develop these
scorecards, measurement units, data sources, and targets will be refined. Through quarterly performance reviews,
departmental performance is documented. Trends are also tracked over time through department dashboards
which are currently under development. The city-wide scorecard is presented later in this section and departmental
scorecards are provided in the City Department Overview section of this budget document.

In 2020, the International City/County Management Association recognized the City’s performance measurement
work, awarding Southlake with a Certificate of Achievement in Performance Management for the fourth consecutive
year. As one of the 60 jurisdictions recognized nationwide, this certificate is awarded to organizations who foster a
performance culture by utilizing data to manage performance and make decisions.

imPlementation Plans
The next elements of the SMS are implementation plans. These plans are developed by
departments and divisions to identify clear actions, timing, and resources needed to demonstrate
that the strategy is being successfully implemented.

The first level of implementation plans includes our long range comprehensive plan, such as
Southlake 2035. Southlake 2035 is the comprehensive master plan that includes all elements
(master plans) of the City’s planning efforts, such as land use, parks, trails, thoroughfares,
community facilities, etc. Staff has set up a real-time data tracking and visualization system to ensure proper
implementation of each plan’s priorities. Operationally, each department maintains the status information on
items for which they are assigned responsibility. Accountability is established through regular reporting to the City
Council as well as Boards and Commissions who oversee projects related to plan elements.

142 FY 2022 City of Southlake | BUDGET BOOK
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