Page 169 - Southlake FY23 Budget

CITY DEPARTmEnT OvERvIEw

HUmAn RESOURCES

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

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: Develop and implement effective employee engagement, employee inclusion, and employee
wellbeing strategies that foster a positive workplace culture and employee experience resulting in a fully engaged
workforce that exerts discretionary effort to move the organization towards its defined mission and goals.
Implementation Strategy:
• Administer the biennial 2022 Employee Wellbeing and Inclusion Survey to evaluate employee wellbeing
and inclusion and partner with the Employee Value Proposition matrix team to obtain additional feedback
and publish the post-survey report and action plan.
• Implement elements of the Learning and Development Strategic Operations plan to promote employee
development and learning.
• Develop and implement a roll-out strategy for the Employee Value Proposition statement.

City-wide goal: Attract, develop, and retain highly qualified employees through the creation and implementation
of an innovative and strategic recruitment and retention plan which ensures a diverse applicant pool, promotes
personal growth, fosters employee engagement, and includes a dynamic and inclusive training environment
throughout an employee’s career.
Department goal: Develop talent acquisition and retention programs that result in a positive employee experience
through all stages of the employee lifecycle: recruitment, onboarding, development, retention, and exit.
Implementation Strategy:
• Implement the FY 2023 people initiatives including identified compensation and benefits programs in
support of the City’s employer of choice strategy.
• Administer the 2023 employee benefits survey to understand employee needs and sentiments regarding
the City’s comprehensive benefits program.

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: Identify, evaluate, and implement process improvements to gain efficiencies that utilize
technology solutions, integrate new and emerging trends, and improve customer service.
Implementation Strategy:
• Evaluate existing technology solutions and operational procedures for process improvements and software
enhancements including Laserfiche, Munis, NeoGov and Smartsheet, specifically regarding payroll and
talent acquisition.
perfOrManCe Measures
p erf O r M an C e Measures

perfOrManCe Measure fy 2020 fy 2021 fy 2022 fy 2023
aCtuaLs aCtuaLs prOjeCtiOn target
Full-time Voluntary Turnover Rate
13.20% 12.10% 16.50% 8%

Time-to-Fill Vacant Positions
117 Days 141 Days 150 Days 90 Days

Value of Volunteer Time $258,229
$752,821 *impacted $457,113 $600,000
by pandemic

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