Page 187 - CityofSouthlakeFY27Budget

TABLE OF CONTENTS

City Manager’s Office - Department Goals

CITY-WIDE GOAL: Ensure Southlake’s future readiness by embracing adaptability
and innovation and maintaining the capacity to effectively respond to emerging
challenges and opportunities in the community.

Department Goal: Position the organization for long-term resilience by advancing innovation, operational
agility, and workforce development across all areas of municipal service. City Department Overview

Implementation Strategy:
• Integrate emerging technologies, including AI tools and automation, across key government
functions to streamline processes, improve decision-making, and automate routine tasks, allowing the
organization to respond more quickly to community needs, optimize resource allocation, and reduce
operational costs, enhancing overall efficiency and service delivery.
• Conduct a city-wide review of workflows and processes to identify inefficiencies and apply lean
management techniques that enhance productivity, responsiveness, and overall performance.
• Foster a culture of continuous improvement and innovation to ensure Southlake remains agile,
competitive, and well-prepared for future challenges.

Performance Measures

FY 2024 FY 2025 FY 2026 FY 2027
Performance Measure
Actuals Actuals Actuals Target

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

Overall Employee Engagement Mean 4.06 4.15 4.15 4.50
(Gallup Q12)
Percent of citizens’ opinion on the
overall quality of life in Southlake 98% 98% 98% > 95%
(Citizen Satisfaction Survey)
Percent of citizens’ opinion on
the value for taxes paid (Citizen N/A 96% 96% > 90%
Satisfaction Survey)

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

Safety & Security Satisfaction 91% 96% 96% > 95%

GFOA Triple Crown Received Received Received Received

FY 2027 City of Southlake | Budget Book 187