Loading...
FY 2018 Budget - Strategic DirectionStrategic Direction 132 Strategic Direction www.CityofSouthlake.com It’s good to be in Southlake! And we are always working to make it better. The continued quality and success of this community does not happen without the diligent effort of a committed team of residents, businesses, community leaders, and staff. Years of consistent planning and strategic thinking has brought Southlake where it is today. Since 2005, the City Council has worked closely with staff to adopt a Strategic Management System based on the Balanced Scorecard framework. The Strategic Management System (SMS) was developed to help the City direct its own destiny rather than allow future events to do so. Through sound business principles embodied in the SMS, the City is able to more effectively provide services to the citizens of Southlake, increasing both efficiency and customer satisfaction. Ultimately, it guides the way the City does business and helps us determine how we should invest our time and resources. In the budget process, the SMS allows for increased transparency and accountability, providing the City a framework for demonstrating results. Balanced Scorecard and Southlake’s Strategic Management System The Balanced Scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. In short, it is a tool that organizations use to ensure that their work meets the goals of the organization in a measurable way, i.e. “You said…we did…” It connects organizational strategy to the work people do on a day-to-day basis. The graphic at the right illustrates the Balanced Scorecard approach and the following pages of this section demonstrate how Southlake has aligned its SMS with this framework. Components of the Strategic Management System include the Vision, Mission, Values, Perspectives, Focus Areas, Strategy Map, Performance Measures and Implementation Plans. Each element of the SMS is critical to the success of the organization and helps us evaluate and communicate our performance. Vision The City’s vision statement outlines what we strive to be. The vision statement, adopted by City Council in 2005, reads: Southlake iS a vibrant, attractive, Safe, healthy and fiScally Sound community that epitomizeS both economic and environmental SuStainability. We offer quality neighborhoodS and a high Standard of living, With abundant opportunitieS for learning, Shopping, Working, recreation and enjoyment of open SpaceS. 133 Strategic Direction www.CityofSouthlake.com Upholding such a statement is a task that requires effort on multiple levels. The SMS system will help ensure that the Vision of the City remains true in the years to come. Mission The mission statement describes what must be done to achieve the adopted vision. City Council has adopted the following Mission statement for the City: t he c ity of Southlake provideS municipal ServiceS that S upport the higheSt quality of life for our reSidentS, bu SineSSe S, and vi SitorS. W e do thi S by being an exemplary model of balancing efficiency, fi Scal reS pon Sibility, tranS parency , and S u Stainability . Values Underlying the SMS and driving how the City accomplishes its work are our corporate values. These are the principles that we hold important and standards by which the organization operates. These values, as adopted by the City Council, form the cornerstones of the SMS and are designed to guide City staff in their day to day work and the Council as it conducts its business: integrity Being worthy of the public’s trust in all things. We deal honestly and respectfully with each other and the public at all times. Do the right thing. innovation Valuing progressive thinking, creativity, flexibility and adaptability in service delivery. Think outside the box. accountability Taking personal responsibility for our actions or inaction while putting the interests of the taxpayer first. Own it. excellence Behaving responsively in our delivery of service to the public. Our work is characterized by its quality and by the diligence with which it is carried out. We proactively seek to solve problems in advance. Go above and beyond. teamWork Recognizing the importance of working together to meet our citizen’s needs, communicating clearly, sharing resources and information freely. Work together. Perspectives A Perspective is a view of an organization from a specific vantage point. Four basic perspectives are traditionally used to encompass a Balanced Scorecard organization’s activities. The City’s business model, which encompasses mission, vision, and strategy, utilizes the four Balanced Scorecard Perspectives as a framework: Serve our cuStomerS manage the buSineSS provide financial SteWardShip promote learning & groW th 134 Strategic Direction www.CityofSouthlake.com Focus Areas The focus areas were established by City Council as thematic goals to set the direction for our organization and to provide clarity for implementation plans. These are key areas in which we must excel in order to achieve our mission and vision, and deliver value to customers. Currently, there are six strategic focus areas and each is described below. Corporate Objectives and Critical Business Outcomes Objectives are strategy components; continuous improvement activities that must be done to be successful. Objectives are the building blocks of strategy and define the organization’s strategic intent. Good objectives are action-oriented statements, are easy to understand, represent continuous improvement potential and are usually not ‘one-off’ projects or activities. The City has identified twenty-two Corporate Objectives (pictured opposite) across the four perspectives. The City has also identified six Critical Business Outcomes which are short-term, one to three year priorities. In contrast to Corporate Objectives, these outcomes are less strategic and more action-oriented. Strategy Map In order to set the course for the work we do each year, we utilize a document called a Strategy Map. The Strategy Map captures the City’s strategy in a single diagram and identifies those things that are necessary to achieve the mission. The City’s adopted Strategy Map (pictured opposite) includes the Mission, Values, and Focus Areas, and it incorporates four Perspectives, five Critical Business Outcomes, and twenty-two Corporate Objectives. Our Strategy Map tells the story of not only what our strategic focus is but also how we intend to meet those goals. For example, if you look at the “Provide Financial Stewardship” Perspective, you will see that the City intends to do this by adhering to financial Safety & Security The establishment and maintenance of protective measures and policies that reduce danger, risk or injury to individuals who live, work or visit the City of Southlake and their property. mobility The efficient movement of pedestrians and vehicles from place to place within Southlake through means such as roads, sidewalks, and trails. infraStructure Capital assets that provide City services within Southlake such as parks, buildings, water, sewer, drainage systems, sidewalks and roadway systems. quality development The skillful preparation and thoughtful execution of plans and policies ensuring an attractive, safe, financially viable and sustainable community for Southlake residents and businesses. partnerShipS & volunteeriSm The active promotion of alliances through community involvement focused on giving time, energies, or talents to individuals and groups for the enrichment of the Southlake community and its strategic affiliations. performance management & Service delivery The formalized, results-oriented method used to apply best management practices and fact-based decision making to measure, monitor, and improve performance toward meeting strategic objectives, providing services, and enhancing accountability. 135 Strategic Direction www.CityofSouthlake.com 1 2 3 4 5 6 4 5 6 f oc u S a re a S c ri t i c a l b u S in e SS o ut c o m e S c or p o r a t e o bj e c t i v e S 1 2 3 v al u e S m i SS io n b al a n c e d S co r e c a r d p er S pe c t i v e S 3 3 3 136 Strategic Direction www.CityofSouthlake.com management principles and budget, investing to provide and maintain high-quality public assets, achieving fiscal wellness standards and establishing and maintaining effective internal controls. You’ll note that each of these objectives is referenced by a letter and number. These references can be found throughout this document, demonstrating the continued focus on connecting the City’s strategy to its operations. One additional step the City has taken to further connect its strategy with its operations is to work with each Department to create a departmental strategy map. These maps demonstrate each Department’s core services which are organized by the same perspectives as the City’s Strategy Map. Furthermore, each core service is connected to a Corporate Objective and all departments have their own Critical Business Outcomes that support those shown on the City’s map. See the City Department Overview section to view these departmental maps. Performance Measures Performance measures hold government departments accountable. By updating and maintaining performance measures, citizens receive information about City services annually. Because performance measures are determined according to the Strategy Map, it becomes evident how each department aligns with City goals, and how well departments are meeting the expectations set by the Strategy Map. The City uses “Key Accountability Indicators,” (KAIs) to measure performance. These performance measures help determine the quantity and quality of our work, as identified in our plans. We consistently evaluate our work and review our performance quarterly because we firmly believe that what gets measured, gets done. In addition to monitoring these performance measures, the City of Southlake also desires the opinion of its citizens. Every two years Southlake undertakes a broad citizen survey designed to measure government performance and gauge the current and future needs of residents. This survey is an incredibly useful tool within the strategic management system, and it allows City services to be tailored based upon citizen attitudes. Southlake’s performance measures are continually evolving. As we have improved our ability to gather and mine data about our work, we have been able to add performance measures to the departmental business plans as a gauge of success. These departmental measures are reported on each department’s scorecard, then feed into the city-wide scorecard to give an overall picture of the City’s performance. As the City continues to develop these scorecards, measurement units, data sources, and targets will be refined. Through quarterly performance reviews, departmental performance is documented. Trends are also tracked over time through department dashboards which are currently under development. The city-wide scorecard is presented later in this section and departmental scorecards are provided in the City Department Overview section of this budget document. In 2017, the International City/County Management Association recognized the City’s performance measurment work, awarding Southlake with a Certificate of Achievement in Performance Management. As one of the 57 jurisdictions recognized nationwide, this certificate is awarded to organizations who foster a performance culture by utilizing data to manage performance and make decisons. Implementation Plans The next elements of the SMS are implementation plans. These plans are developed by departments and divisions to identify clear actions, timing, and resources needed to demonstrate that the strategy is being successfully implemented. The first level of implementation plans includes our long range comprehensive plan, such as Southlake 2030. Southlake 2030 is the comprehensive master plan that includes all elements (master plans) of the City’s planning efforts, such as land use, parks, trails, thoroughfares, community facilities, etc. There are 676 recommendations included within the twenty plan elements. Over the last year staff has worked to set up a real-time data tracking and visualization system to ensure proper implementation of each plan’s priorities. Operationally, each department maintains the status information on items for which they are assigned responsibility. Accountability is 137 Strategic Direction www.CityofSouthlake.com Marc A. Ott ICMA Executive Director Lee Feldman ICMA President Southlake, TX This Certificate of Achievement is presented to in recognition of its use of performance data in local government management, including training, verification and public reporting. Presented at the 103rd ICMA Annual Conference in San Antonio/Bexar County, Texas 23 October 2017 138 Strategic Direction www.CityofSouthlake.com City of Southlake City-Wide Scorecard Previous Measurement Period Previous Measurement Period Current Measure- ment Target Unit Data Source Timing Se r v e O u r C u s t o m e r s 1.1 Achieve the highest standards of safety & security (C1) 1.1.1 Percent citizens rating the City's performance in achieving the highest stan- dards in safety and security ("Ex- cellent" or "Very Good") 71%80%82%>95%%Citizen Survey Biennial 1.1.2 UCR Part 1 Nonviolent Crimes per 1,000 residents 0.08 0.07 0.08 <TBD #/1000 Police De- partment Quarterly 1.1.3 UCR Part 1 Vio- lent Crimes per 1,000 residents 0.01 0.02 0.02 <TBD #/1000 Police De- partment Quarterly 1.1.4 Dollar value to dollar loss (fire)60%83%94%>80%%Fire Dept Scorecard Monthly 1.1.5 Response Time (Fire - Travel Time) 355 319 <390 sec Fire Dept Scorecard Monthly 1.1.6 Percent citizens who are satisfied with the City's performance in preparing the city for emergencies ("Very Satisfied" or "Somewhat Satisfied") 69%81%81%>95%%Citizen Survey Biennial 1.1.7 % volunteer background checks completed prior to volunteer service 100%100%100%=100%%Volgistics Annual (TBD) 1.1.8 Q12 Survey: Q02 - I have the mate- rials and equip- ment I need to do my work right No data 4.22 4.39 > or =4.50 # Employee Engage- ment Survey (City-wide) Biennial established through regular reporting to the City Council as well as Boards and Commissions who oversee projects related to plan elements. The second level of implementation plans includes our departmental business plans. Departments prepare their business plans following an analysis of their department’s strengths, weaknesses, opportunities and threats and with the goal of implementing best practices associated with the services they provide. These plans are prepared biennially each spring and are the basis for budget submittal. Additionally, departments prepare annual work plans which articulate both the connection to the business plan as well as clearly outlining what the department is planning to do, how they are planning to do it and when they project the work will be complete. Southlake’s Strategic Development / Budget Cycle Establishing a link between a City’s strategy and budget is fundamental to effective public budgeting. Southlake works hard to connect the SMS to the budget process. Incorporating the Strategy Map into resource allocation decisions ensures the City budget reflects the priorities of City Council. The illustration below depicts the annual process of developing the City’s budget in conjunction with the Strategic Management System. The budget process, like the Strategy Map, connects each department to the organization as a whole. At the micro level, City departments work to provide quality services to the citizens of Southlake. At the macro level, departments use the Strategy Map to make budgetary requests so that these services can be performed. As the Budget Cycle illustration indicates (below), the process never ceases. At the beginning of each fiscal year, in October, we conduct or review the results from the most recent citizen survey, this aids staff in focusing its work for the coming year. Then a meeting with City Council in January provides an opportunity to review the strategic direction, followed by the creation of departmental business plans in April and budget development in August. In order for funding to be allocated, departments must follow the Strategy Map to align requests with the goals, mission, and vision of Southlake. Strategic planning plays an integral role in the development of each year’s budget and ensures the City’s ability to meet the needs of a growing community. To be effective, the City must direct resources to those areas most essential to the community’s priorities. The aim of the City’s Strategic Management System, with its many integrated parts, does just that.