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WS Item 4Managing for Results *Fail-Safe Leadership by Linda L. Martin & Dr. David G. Mutchler Values Initiatives Team Leader Approach Employee Newsletter Focus I2ACTion Program I2ACTion Awards Recognize, validate and value Recognize employees who demonstrate values at work Reward action that is above and beyond their normal job duties Results Program implemented in July, 2006 and nominations began in October. October: 6 Awards November: 6 Awards December: 10 Awards Awardees Innovation Daniel Ford – creative use of GIS to map crime data. Clayton Comstock – creative solution reduced costs by more than 80%. Awardees Integrity, Accountability Ashleigh Douglas, Stacey Black – maintained confidentiality to ensure validity and faith in process. Holly Blake – followed suspicion with further research and diligence. Awardees Commitment to Excellence Dianna Brawner – stayed after normal business hours for late customer. Manuel Alvarez – exceptional attitude and reliability. Michael Bedrich – extraordinary effort to ensure success of National Night Out. Awardees Commitment to Excellence Kevin Northcutt – worked holiday to ensure new business received Certificate of Occupancy. Andy Alvarado – immediate and unhesitating response to unexpected situation. Awardees Commitment to Excellence Karen Webster – took on additional workload and performed admirably. Lance Montee – extraordinary service and willingness to help. Awardees Teamwork Valerie Malta, Kerry McGeath, Jesse Ephraim–willingness to assist other departments and the professionalism exhibited throughout. Awardees Teamwork Mark Cisneros – unexpected delays handled in stride and with a great attitude. David Aldridge – willingly accepted additional duties and performed exceptionally well and with great attitude. Awardees Teamwork Gary Aguirre, Anthony Blain, Tim Hackrott, David Louallen, Steve Stokes – willingly assisted another department above and beyond what they had been asked to do. Southlake Strategy Where are we today? Vision 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. Where are we today? Mission The City of Southlake provides municipal services that support the highest quality of life for our residents and businesses. We do this by delivering outstanding value and unrivaled quality in everything that we do. Mobility Improve pedestrian connectivity Participate in regional and local transit activity Ensure safety, efficiency, access and flow on the roadway systems High Performance Management & Service Delivery Conservatively manage resources Adhere to adopted statement of financial principles Implement strategic management system Quality Development Define “quality development” Strategize economic development efforts Adhere to established standards Emphasize parks and open space Community Partnerships and Volunteerism Revitalize the city volunteer program Implement community awareness and education programs Community Safety and Security Community initiatives and education Increase visibility of DPS Utilize CPTED standards You Asked For… Enhanced Capital Infrastructure Ensure funding for infrastructure projects Apply quality standards to capital projects We Delivered: completed citizens survey ● implemented pw management study ● implemented cs management study ● implemented it management study ● implement finance business assessment ● implemented code of business conduct ● bond rating upgrade ● improved financial reporting ● established a statement of financial principles ● switched 3,000 transponders ● sold pearson land ● created shops of southlake agreement ● established southlakesites.com and southlake business.com websites ● received txapa comp plan award ● received txapa dept. of planning excellence award ● received cross timber urban forestry award ● received tree city usa award ● received boat award of excellence ● received gfwba spotlight award ● held a lean event for planning and development ● implemented a new tree preservation ordinance ● created an on-line development activity report ● secured numerous grants ● created interpersonal purchasing agreements ● made improvements to scada ● created a digital file structure for records ● rebid employee insurance ● revamped the new employee orientation ● made improvements to facility maintenance program ● installed a new library automation system ● created two virtual library branches ● underwent police reaccredidation ● established a community initiatives unit ● installed an am radio station ● underwent and eoc exercise ● revamped the dps promotional process ● made numerous enhancements to park system ● revamped employee newsletter ● forged a partnership with sabre ● implemented the daily cc update ● improved cc meeting packet ● installed wireless cameras in public areas ● held commercial developer roundtables Fire Services Fire services business plan Operational results & strategic linkages Community Services Management study results Strategic plan linkages Planning and Development Services Where are we going in FY 2008? Balanced scorecard KAI refinement Departmental business plan development Departmental Business Plans New Strategic Component – Strategy Map Provides a visual representation Powerful communication tool Adds new perspectives Four Perspectives City of Southlake Strategy Map The City of Southlake provides municipal services that support the highest quality of life for our residents and businesses. We do this by delivering outstanding value and unrivaled quality in everything that we do. Fulfill Our Mission Promote Learning and Growth Provide Financial Stewardship Serve Our Customers Live Our Core Values Manage the Business Safety Mobility Infrastructure Performance Management Quality Partnerships and Security and Service Delivery Development and Volunteerism Deliver on Our Focus Areas Key Accountability Indicators C1 – Achieve the highest standards of safety and security. Council Discussion Does the strategy map achieve your vision and goals? Council Discussion Do you have questions about the links between operations and your strategic direction? Questions?