Page 165 - CityofSouthlakeFY25AdoptedBudget

City Manager’s Office - Department Goals

• Implement digital platforms and systems that • Conduct a comprehensive review of current
capture real-time data and feedback from workflows and processes to identify areas
residents, ensuring that government services for improvement and eliminate inefficiencies.
remain closely aligned with community needs Introduce lean management techniques and
and expectations. Utilize this data to make digital solutions that streamline operations,
informed adjustments to programs and policies, freeing up capacity and resources to focus on
maintaining a “finger on the pulse” approach higher-value activities to improve service delivery, City Department Overview
to service delivery that enhances customer support faster response times, and achieve better
satisfaction and trust. outcomes for the community.

Performance Measures

FY 2022 FY 2023 FY 2024 FY 2025
Performance Measure
Actuals Actuals Projection Target

Bond Rating - Fitch/S&P/Moody’s AAA AAA AAA AAA

Overall Employee Engagement Mean 4.22 N/A 4.10 4.50
(Gallup Q12)

Percent of citizens opinion on the overall
quality of life in Southlake (Citizen 96% 98% 98% 95%
Satisfaction Survey)

Internal Financial Risk Mitigation - overall 0 0 0 0
number of fraud incidents

FY 2025 City of Southlake | Budget Book 165