Page 152 - Southlake FY23 Budget
P. 152
CITY DEPARTmEnT OvERvIEw
CITY mAnAGER'S OFFICE
City Manager's Office
City Manager’s Office
The City Manager’s Office pledges to provide our residents exceptional municipal services by promoting a
progressive, efficient, responsive, and community-focused organization.
City Leadership &
adMinistratiOn
City Manager’s
OffiCe gOvernanCe
speCiaL prOjeCts
7.0 $1,106,236 2.3%
OF THE TOTAL
FTE GENERAL FUND GENERAL FUND
BUDGET
Cit
y Mana
tegy Map
City Manager’s OffiCe strategy Map
ger’s Offi
e
s
C
tra
The City Manager’s Office pledges to provide our residents exceptional municipal services by promoting a progressive, efficient,
responsive, and community-focused organization.
Quality Performance Partnerships &
Mobility Development Management Volunteerism
CBO1 – Maintain a strong financial position and
implement plans and policies to ensure future C2 Provide travel C4 Attract & keep top-tier businesses C5 Promote opportunities for C6 Enhance the sense of community by B1 Achieve best-in-
financial strength. convenience within City & to drive a dynamic & sustainable partnerships & volunteer providing excellent customer service and class status in all
region economic environment involvement citizen engagement opportunities City disciplines
CBO2 - Enhance mobility through aggressive traffic
management initiatives and capital project
implementation. B4 Provide high quality services F1 Adhere to financial F3 Achieve fiscal L1 Ensure our people L4 Recognize & L6 Foster positive
through sustainable business management principles & wellness standards understand the strategy & how reward high employee engagement
CBO4 – Optimize the City’s commercial tax base by practices budget they contribute to it performers
attracting high quality new businesses to reduce the
tax burden on residential taxpayers.
CBO5 – Improve quality of life through progressive
implementation of Southlake’s Comprehensive Plan CMOC1 Enhance mobility and CMOC2 Strengthen the City’s CMOC3 Promote citizen involvement CMOC4 Deliver an exceptional customer
recommendations. experience for residents, visitors, tourists and
transportation options (C2) business climate and economy (C4) and governmental transparency (C5) businesses (C6)
CMOB3 Facilitate good governance through strong
CMOCBO1 – Ensure a sustainable financial position CMOB1 Advance the principles of a CMOB2 Deliver added value through a leadership model designed to decision-making that provides high quality services
improve corporate leadership and departmental management of
by implementing sound policies that support the high performance organization (B1) business activities (B4) (B4)
community’s needs. (CBO1)
CMOCBO2 – Expand mobility options through
facilitative leadership. (CBO2)
CMOCBO3 – Advance a diversified, vibrant and CMOF1 Provide high value services through efficient CMOF2 Ensure a strong and sustainable financial
sustainable economy through the continued management of resources (F1) condition for the City (F3)
attraction and support of desired businesses (CB04)
CMOCBO4 – Implement the Southlake 2030/2035
Comprehensive Plan to address quality of life and
improve long-term financial and economic CMOL1 Translate strategy into operational terms to CMOL2 Align personal incentives CMOL3 Build a positive, productive, and engaged workforce
conditions. (CBO5) promote employee commitment (L1) with strategic goals (L4) that supports the City’s mission and strategic goals (L6)
BUDGET BOOK | FY 2023 City of Southlake 151
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