Page 225 - Southlake FY22 Budget

CITY DEPArTMEnT OVErVIEW
PLANNING & DEvELOPMENT SERvICES

Department Core Services

The PDS Department will promote rational, economical, and environmentally efficient use of land that allows Southlake to grow and develop in a
manner that preserves the quality of life, ensures protection of the natural environment, promotes economic prosperity, and maintains the health
and safety of the community.

Safety & Mobility Infrastructure Quality Performance
Security Development Management
CITY CRITICAL BUSINESS
OUTCOMES B4 Provide high quality services C5 Promote opportunities
C1 Achieve the highest C3 Provide attractive & unique C6 Enhance sense of community by
CBO5 – Improve quality of life through standards of safety & security spaces for enjoyment of providing excellent customer service through sustainable business for partnerships & volunteer
progressive implementation of personal interests and citizen engagement opportunities practices involvement
Southlake’s Comprehensive Plan
recommendations. L1 Ensure our people understand
B6 Optimize use of F1 Adhere to financial management F4 Establish and maintain the strategy and how they L6 Foster positive
CBO3 – Engage in thoughtful planning technology principles & budget effective internal controls contribute to it employee engagement
to ensure continued high quality
development that is integrated well
into the current built environment.
CBO2 – Enhance mobility through
aggressive traffic management PDSC1 Provide guidance and resources for the orderly and cost PDSC2 Develop, manage and communicate planning PDSC3 Promote public awareness/understanding of
initiatives and capital project efficient development of the City that is attractive, safe and consistent efforts to support the City’s vision and address the and participation in the planning process (C6)
implementation. with the comprehensive plan (C1) Citizen Survey results (C3)

PDS CRITICAL BUSINESS
PDSB1 Manage, oversee and PDSB3 Utilize volunteers in a manner that assists PDSB4 Engage in strategic foresight to
OUTCOMES communicate/educate the public on PDSB2 Provide data and geographical in the management of the business but provides anticipate, evaluate and address future
entitlement, permitting and inspection information that is accurate, informative, an educational or learning benefit to the challenges and opportunities that my impact
PDSCBO1 – Develop & adopt 2035 process (B4) easily communicated and obtainable (B6) participant(B4/C5) the City and department (B4)
plan elements & implement
recommendations from the 2030
and 2035 plan elements (CBO5)
PDSCBO2 – Implement efficiency PDSF1 Provide high value services through the efficient PDSF2 Comply with adopted financial controls and ensure
improvements identified in the 2015 management of resources (F1) fiscal accountability at all levels (F4)
LEAN Process Improvement exercise
(CB03)
PDSCBO3 – Effectively communicate
development related information
(capital projects, agendas, processes PDSL1 Provide a solutions oriented, well-trained, customer PDSL2 Build a positive, productive and engaged workforce PDSL3 Create a formalized training and mentoring
and projects) (CBO2 & 3) oriented and certified workforce (L3) that supports the City’s mission and strategic goals (L6) program to ensure smooth succession planning (L6)

City Critical Business Outcomes Department Critical Business Outcomes

CBO2 – Enhance mobility through aggressive traffic PDSCBO1 – Develop & adopt 2035 plan elements & implement
management initiatives and capital project implementation. recommendations from the 2030 and 2035 plan elements (CBO5)
CBO3 – Engage in thoughtful planning to ensure continued high PDSCBO2 – Implement efficiency improvements identified in the 2015 LEAN
quality development that is integrated well into the current Process Improvement exercise (CB03)
built environment.
PDSCBO3 – Effectively communicate development related information (capital
CBO5 – Improve quality of life through progressive projects, agendas, processes and projects) (CBO2 & 3)
implementation of Southlake’s Comprehensive Plan
recommendations.

224 FY 2022 City of Southlake | BUDGET BOOK
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