Page 148 - Southlake FY24 Budget
P. 148
City Manager’s Office - Department Goals
CITY-WIDE GOAL: Strengthen strategic CITY-WIDE GOAL: Maintain strong financial
planning and management efforts as a means management through established methods to
of determining resource allocation priorities continue achieving operational and financial
and to ensure performance targets are goals while focusing future plans on expanding
adequately defined. organizational capacity.
Department goal: Establish accountability for Department goal: Provide high value municipal
focused and results oriented performances that services that balance conservative financial
are balanced with a tolerance for innovative management goals with strong customer
experimentation. experience considerations.
Implementation Strategy: Implementation Strategy:
• Ensure strategic management planning efforts • Use financial trend data to proactively
reflect the community’s desired outcomes understand customer environmental,
provided through the biennial Citizen management, and financial factors that may
Satisfaction Survey, and update our Balanced affect city finances, and to transparently report
City Department Overview
Scorecard to better measure outcomes and financial information to the public.
successes so they may be communicated • Apply financial guiding principles to the
clearly. budget process by ensuring structural
• Strengthen the strategic culture by actively balance, strong reserves, conservative debt
associating business unit groups and individual management, and other key budgetary policy
employees to the critical role they play in directives are met.
implementing the Strategic Management • Recognize the potential for a changing
System. This is accomplished through various financial landscape by developing new revenue
means including Corporate Matrix Teams sources as needed.
initiatives, Tuesday Tidbits, and other internal
communication channels.
CITY-WIDE GOAL: Integrate a formal risk
management program that accounts for
CITY-WIDE GOAL: Ensure that organizational corporate and business unit risk factors
norms and traditions reflect the community’s throughout all levels of the organization.
profile.
Department goal: Actively pursue necessary
Department goal: Promote ethical and values- process changes and improvements to establish
driven decision making, guide day-to-day work, a learning culture and encourage continuous risk
and ensure an outstanding work environment. evaluation.
Implementation Strategy: Implementation Strategy:
• Cultivate and define organizational culture • Facilitate the ongoing examination of risk
that aligns with the City’s aspirational culture, environments at the corporate and department
as a fundamental management tool through levels and work with the Corporate and
quarterly accountability meetings and periodic Executive Leadership Team to proactively
reviews of scorecard results. address high priorities.
• Establish cultural attributes throughout all • Communicate the City’s risk management
City departments and divisions by defining framework and reward employees for their
and training on our desired organizational work in reducing risk to the city and its
culture, we will achieve this by using tools operations.
such as roundtable discussions and everyday • Pursue “Best in Class” recognition for
interactions. organizational risk mitigation by implementing
industry best practices, policies and
procedures.
148 FY 2024 City of Southlake | Budget Book
