Page 159 - Southlake FY23 Budget

CITY DEPARTmEnT OvERvIEw

COmmUnITY SERvICES

departMent gOaLs
d ep ar t M ent gO a L s

City-wide goal: Provide high-value municipal services, balancing conservative financial management goals with
strong customer experience considerations.
Department goal: Maintain cost recovery for The Marq operations at 71% annually
Implementation Strategy:
• Focus on member acquisition and retention through implementation of the membership acquisition and
retention plan, which includes multiple membership campaigns
• Strong sales strategy for Legends Hall bookings and events
• Manage facility expenses through the implementation of a facility asset replacement plan

City-wide goal: Improve accountability structures for stronger efficacy by streamlining systems and reinforcing
strategic alignment throughout all levels of the organization, through implementation tools such as departmental
business/work plans, business unity scorecards, comprehensive planning, and other accountability mechanisms.
Department goal: Implement Comprehensive Plan recommendations from the Southlake 2035 Parks, Recreation &
Open Space Master Plan, and the Public Arts Master Plan.
Implementation Strategy:
• Finalize design and complete construction and opening of the Southlake Pickleball Complex at Bicentennial
Park
• Complete enhancements to the Aria Amphitheater audio/visual capacity at Legends Hall
• Install new art at Liberty Gardens and plan for new art at the Municipal Service Center

City-wide goal: Develop a highly qualified, motivated, well-trained, and innovative work force to serve the needs
of an evolving community by solidifying a learning culture and implementing recommendations from the City of
Southlake’s Organizational Learning and Development Strategic Operations Plan.
Department goal: Through the Safety and Training Matrix Team, develop the Onboarding Subcommittee to create a
comprehensive departmental onboarding strategy
Implementation Strategy:
• Develop Onboarding Subcommittee
• Analyze current onboarding processes across Community Services Divisions
• Provide Recommendations for process improvement
• Implement onboarding recommendations

C
O
e Measures
M
r
an
erf
perfOrManCe Measures
p
fy 2022
fy 2020
fy 2021
perfOrManCe Measure aCtuaLs aCtuaLs prOjeCtiOn fy 2023
target
Marq Cost Recovery
61.00% 65.84% 71.00% 72.00%
The Marq Net Promoter Score
58 82 75 60
Community Services Net Promoter Score
64 81 73 60

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