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WS Item 4City of Southlake, Texas MEMORANDUM January 31, 2007 To: Shana Yelverton, City Manager From: Ben Thatcher, Assistant to the City Manager Subject: FY 2008 Strategic Plan Action Requested: The Southlake City Council sets the strategy for the organization through the annual Council retreat/work session. City Council approval of City Manager's proposed strategic plan. Background Information: In the City of Southlake we have been diligently working in directing city wide service delivery into a strategic management system that combines the needs of the community with the resource allocation process. Fiscal Year 2006 was no exception. Much was accomplished as a result of the strategic direction Council gave us coupled with the work commitment by each of the departments. Below is summary of key achievements from FY 2006: • Completed Citizens Survey • Southlake Businesses Website • Management Study • Awards Implementations - o TxAPA Comp Plan Award • Public Works Ops o TxAPA Department — Planning • Community Services Excellence • Finance o Cross Timber Urban Forestry • IT Award • Implemented Code of Business o Tree City USA Conduct o BOAT Award of Excellence • SMS Development o GFWBA — Spotlight Award • Bond Rating Upgrade • Lean Event • Improved Financial Reporting • New Tree Preservation Ordinance • Statement of Financial Principles • On -line Development Activity • Switched 3,800 transponders Report • Sold Pearson land • Secured numerous grants (TC Bond, • Shops of Southlake Agreement etc.) • Marketing • Rehabs (3) w /Tarrant County • Southlake Site Website • Interlocal Purchasing Agreements • SCADA improvements • 2 New cellular contracts • Records, Records, Records • Digital File Structure • Conflict disclosure implementation • Compensation study • Bid - employee insurance • Neo revamps • Recognition program • Facility maintenance; improvements • New library automation system • Virtual libraries • Police reaccreditation • Established community initiatives unit • Traffic revamps • AM Radio station • EOC exercise • Promotional process revamp • Numerous park enhancements • Special events • Community Programs • Project designs • Revamped employee newsletter • City Council workshop • Hired Bob Price • Numerous problem solving exercises (Tom Stephen) • Grand Avenue + 114 Supplement — DBJ • Perry lawsuit • Forged Sabre Partnership • SVE breakfast/lunches • NTMA training • List Webb work • IT Quick Hits • Manager's messages + Killed TCEQ column • Administrative professionals honored • United Way event • Recycling proceeds program • Implemented daily update • Packet PPT presentations • FM 1938 + Log Cabin Committee • Garbage Issues + Wireless /Cameras • D Magazine • Budget — Public information • Commercial developer RT • Building Services move to Town Hall • Central Market underground utilities Each year the City Council identifies focus areas, objectives, and initiatives to meet community needs. This process begins with an annual retreat or work session in January or February. During this time, Council agrees on the objectives and goals for strategic focus areas. Council also establishes priorities initiatives. Once the City Council sets the strategy, staff begins working on the plans to implement the strategy. On February 6, City Council will meet during their work session for this very purpose. This report will highlight our proposed strategic direction for FY 2008. The City of Southlake is a strategy focused organization. In 2005, the City Council created its first strategic plan which joined the formulation of long -term planning and the direction of operations. For FY 2008 the City Manager's Office would like to propose a new concept to the City's strategic direction. Toward the end of 2006 Wendy Skinner, Director of Business Process Reengineering at Sabre, met with the strategic leadership team and facilitated the development of a strategy map. The strategy map articulates specific macro level objectives the organization must achieve, and it helps to visualize the City's strategy so that everyone understands their role in the implementation of that strategy. The strategy map concept introduces four perspectives to the strategic formula that help answer critical service delivery questions. This will provide us the balance that we need to measure performance. The four perspectives are: • The customer perspective. Managers must know if the organization is meeting citizen needs. They must determine the answer to the question: Is the organization delivering the services customers want? • The internal process perspective. Managers need to focus on those critical operations that enable them to satisfy citizens. Managers must answer the question: Can the organization improve upon a service by changing the way a service is delivered? • The financial perspective. Managers must focus on how to meet service needs in an efficient manner. They must answer the question: Is the service delivered at a good price? • The learning and growth perspective. An organization's ability to improve and meet citizen demands ties directly to the employees' ability to meet those demands. Managers must answer the question: Is the organization maintaining technology and employee training for continuous improvement? The strategic leadership team is proposing 18 objectives for the strategy map. Each of the 18 objectives is broadly defined so that it provides context for what the organization is to achieve, and they are based off of the 17 objectives from the previous two strategic plans. This relationship between the six focus areas, the four perspectives and the 18 objectives will constitute the blueprint for strategic action and individual employee activity. Once City Council adopts the strategy map each department will develop a strategic business plan based on that strategy map. The strategic business plan will indicate the specific initiatives, resources and challenges in meeting the different objectives of the strategy map. The departments will then develop their budget requests in conjunction with their strategic business planning to achieve integration of business planning and budgeting. Financial Considerations: N/A Citizen Input/ Board Review: N/A Legal Review: N/A Alternatives: City Council is welcome to make any changes or additions as they see fit. Supporting Documents: Proposed FY 2008 Strategy Map. Staff Recommendation: Approval of the City Manager's proposed FY 2008 Strategy Map. 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