Page 153 - Southlake FY23 Budget

CITY DEPARTmEnT OvERvIEw

CITY mAnAGER'S OFFICE

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City-wide goal: Strengthen strategic planning and management efforts as a means of determining resource
allocation priorities and to ensure performance targets are adequately defined.
Department goal: Establish accountability for focused and results oriented performances that are balanced with a
tolerance for innovative experimentation.
Implementation Strategy:
• Ensure strategic management planning efforts reflect the community’s desired outcomes provided through
the biennial Citizen Satisfaction Survey, and update our Balanced Scorecard to better measure outcomes
and successes so they may be communicated clearly.
• Strengthen the strategic culture by actively associating business unit groups and individual employees
to the critical role they play in implementing the Strategic Management System. This is accomplished
through various means including Corporate Matrix Teams initiatives, Tuesday Tidbits, and other internal
communication channels.

City-wide goal: Ensure that organizational norms and traditions reflect the community’s profile.
Department goal: Promote ethical and value driven decision making, guide day-today work, and ensure an
outstanding work environment.
Implementation Strategy:
• Cultivate and define organizational culture that aligns with the City’s aspirational culture, as a fundamental
management tool through quarterly accountability meetings and periodic reviews of scorecard results.
• Establish cultural attributes throughout all City departments and divisions by defining and training on
our desired organizational culture, we will achieve this by using tools such as roundtable discussions and
everyday interactions.

City-wide goal: Maintain strong financial management through established methods to continue achieving
operational and financial goals while focusing future plans on expanding organizational capacity.
Department goal: Provide high-value municipal services that balance conservative financial management goals with
strong customer experience considerations.
Implementation Strategy:
• Use financial trend data to proactively understand customer environmental, management, and financial
factors that may affect city finances, and to transparently report financial information to the public.
• Apply financial guiding principles to the budget process by ensuring structural balance, strong reserves,
conservative debt management, and other key budgetary policy directives are met.
• Recognize the potential for a changing financial landscape by developing new revenue sources as needed.

City-wide goal: Integrate a formal risk management program that accounts for corporate and business unit risk
factors throughout all levels of the organization.
Department goal: Actively pursue necessary process changes and improvements to establish a learning culture and
encourage continuous risk evaluation.
Implementation Strategy:
• Facilitate the ongoing examination of risk environments at the corporate and department levels and work
with the Corporate and Executive Leadership Team to proactively address high priorities.
• Communicate the City’s risk management framework and reward employees for their work in reducing risk
to the city and its operations.
• Pursue “Best in Class” recognition for organizational risk mitigation by implementing industry best
practices, policies and procedures.

152 FY 2023 City of Southlake | BUDGET BOOK
WWW.CITYOFSOUTHLAKE.COM