Page 147 - Southlake FY23 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
4.1 Ensure our people understand the strategy & how they contribute to it (L1)

Q12 Survey: Q08
- The mission or Employee
purpose of my Engage-
4.1.1 organization 4.50 4.23 4.27 > or = 4.5 # ment Biennial
makes me Survey
feel my job is (City-wide)
significant
4.2 Enhance leadership capabilities to deliver results (L2)

Q12 Survey:
Q11 - In the Employee
last six months, Engage-
4.2.1 someone at 3.73 3.94 3.94 > or = 4.5 # ment Biennial
work has talked Survey
to me about my (City-wide)
progress. 100% 97% 97% > 90% % Resources Annual
Promote Learning & Growth 4.2.3 all satisfaction 4.24 4.26 4.27 > or = 4.5 # NEOGOV Annual (TBD)
Leadership
training program
Human
evaluation over-
4.2.2
score
Average City-
wide Perfor-
mance Evalua-
tion Score
4.3
Attract, develop & retain a skilled workforce (L3)

Human
Voluntary turn-
ber for Prior
4.3.1
over rate 10.8% 13.2% 12.1% < 8.0% % Resources Annual (Octo-
Fiscal Year)
Benefits as % of Human Annual (after
4.3.2 total compensa- 30.70% 29.70% 29.10% < 30% % Resources audit comple-
tion / Finance tion)

Desired market 70th Per- 70th Per- Human
4.3.3 60th Percentile 60th Percentile = % Biennial
position centile centile Resources

Q12 Survey: Q03 Employee
- At work, I have Engage-
4.3.4 the opportunity 4.27 4.29 4.35 > or = 4.5 # ment Biennial
to do what I do Survey
best every day. (City-wide)

146 FY 2023 City of Southlake | BUDGET BOOK
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