Page 150 - Southlake FY22 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
Percent of
citizens agree-
ing completely
or somewhat
1.6.4 that employee 87% 87% 87% > 90% % Citizen Biennial
Survey
showed pride
and concern for
the quality of
work
Percent aver-
age reduction
in gap between 6% 4% 4% > -6% % Citizen Biennial
importance and
Serve Our Customers 1.6.5 Survey gap issues Citizen
Survey
satisfaction for
identified Citizen
During their
time living in
Southlake, per-
cent of citizens
believing that,
1.6.6
as a community
in which to live,
Southlake has 59% 59% 59% > 75% % Survey Biennial
improved

Vote participa-
tion in last mu- Elections
1.6.7 nicipal election 25% 87% 43% > 20% % Administra- Annual
(May)
as a percentage tor
of eligible voters
Q12 Survey: Q09 Employee
- My coworkers Engage-
1.6.9 are committed 4.24 4.25 4.24 ≥ 4.50 # ment Biennial
to doing quality Survey
work Success- (City-wide)
Achieve best-in-class status in all City disciplines (B1)
Manage the Business 2.1 Scorecard Hall of TBD 81.0 TBD = ful imple- n/a Paving As- (August)
Obtain Balanced
TBD
2.1.2
Annual
n/a
Fame designa-
menta-
tion
tion
Pavement Qual-
Annual
Annual
2.1.3
82.6
82.0
ity Index (PQI)
≥
#
7.8
Street Rating
sessment
BUDGET BOOK | FY 2022 City of Southlake 149
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