7. City of Southlake Strategy Map
The City of Southlake provides municipal services that support the highest quality of life for our
Fulfill Our
Mission
residents and businesses. We do this by delivering outstanding value and
unrivaled quality in everything that we do.
Deliver on Our Safety and Quality Partnerships Performance Management
Mobility Infrastructure
Focus Areas Security Development and Volunteerism and Service Delivery
C1 Achieve the C2 Provide travel C3 Provide attractive C4 Attract and keep top-tier C5 Promote opportunities
Serve Our highest standards convenience within and unique spaces for businesses to drive a for partnerships and
Customers of safety and City and region enjoyment of personal dynamic and sustainable volunteer involvement
security interests economic environment
B5 Improve
B1 Achieve best- B2 Collaborate with B3 Enhance resident B4 Provide high
Manage the performance of B6 Optimize
in-class status in select partners to quality of life and quality customer
delivery and use of
Business all City disciplines implement service business sustainability service
operational technology
solutions through tourism
processes
Provide F1 Adhere to financial F2 Invest to provide and F3 Achieve fiscal F4 Establish and
Financial management principles maintain high quality public wellness standards maintain effective
Stewardship and budget assets internal controls
Promote L1 Ensure our people L2 Enhance L3 Attract, L4 Recognize L5 Empower
understand the leadership develop and and informed decision-
Learning retain a skilled
strategy and how they capabilities to reward high making at all levels in
and Growth deliver results workforce performers the organization
contribute to it
Live Our Core Values
Integrity Innovation ● Accountability ● Commitment to Excellence ● Teamwork
8. • Created first • Conducted
strategy map citizens survey • Implement
• Implemented • Began working on strategic
• CC developed VMV, dept. business Focus Area communications
& Focus Areas planning citywide metrics plan
• Dept. Workplans • Aligned budget • Implement High • Create a city wide
created with strategy map Performance scorecard
• Conducted citizens • Conducted Organization • Conduct citizen
Survey citizens survey Model survey
2005 2006 2007 2008 2009 2010 2011 2012
• Implemented • Introduced Focus • Developed • Create a
employee values Area Cabinets strategic comprehensive
communications workforce
recognition • Developed
program plan strategy
performance
• Started Business contracts for • Revamped Focus • Create an
Plan pilot program Directors Area Cabinets Employee Value
Proposition
• Conducted first • Created values
Lean process teams • Create first annual
improvement performance
report
10. Current Southlake HPO Model
Employee
Involvement
Process Self-directing
Improvement Work Teams
Customer
Needs
Organizational Integrated
Learning Technologies
24. Employee Self-directing Integrated Organizational Process
Empowerment Work Teams Technologies Learning Improvement
• Flat and lean • Empowered • Focus on • Organizations • Strong
hierarchy to make providing gather commitment
• Heavy team decisions flexibility in information to high quality
emphasis about service to anticipate results,
throughout planning, delivery future continuous
organization doing, and • Involves job changes improvement,
• Paper work evaluating design and • Encourage and meeting
minimized their work information personal customer
• Sometimes technology learning, needs
• Rapid
decision called self- • Key renewal, • Encourage
making managing or components growth, and employees to
emphasized self-leading are real time change do their own
work teams or on demand • Requires quality
• People are
• Utilizes systems seeking and planning and
empowered
employees’ • Make using checking
to do
“whatever it expertise and strategic use feedback • Redesign,
takes” to get knowledge of technology • Benchmark reengineer,
the job done • Need for • Need to be and study and reinvent
employees to willing to “best key strategies,
• Provide
manage change at an practices” structures,
knowledge,
themselves accelerated • Values and systems
skills, and
information pace creativity and • Complete
to make good innovation tasks right the
decisions first time
Editor's Notes
3 things from presentation
The concept of high performing organizations was developed in the early 1990s and has been evolving ever since.
This question requires us to do a thorough analysis of our organizational environment. Really quickly I imagine everyone is probably answering this question by answering City Council, Boards & Commissions (provide us with funding and policy direction), and our citizens – (our beneficiary customers).
But what about the other people and entities inside and outside our organization with whom we must work to produce value for our beneficiary customers? In addition, customers may include other stakeholders that can influence us in sometimes positive and negative ways. These customers are the press/media, regulatory agencies, investigative agencies, etc.
Organizations seeking high performance must, as a part of understanding what high performance is, address a second question: How would we know if we were high performing? This question implies a system of measurements that will let us know if we are moving in our intended direction.Laundry example…
How good are we at it?Are we efficient as we can be in delivering services?Do we have the right strategy in place?Is our organizational structure sound?Are our systems and processes best- practice? Are our systems and processes executed flawlessly?
Although this presentation has not been a full treatment of the HPO model, it has tried to lay out a good deal of the thinking required to drive organizational improvement. As we work with our departments, let me share several additional tips with you. Sending employees to training will not, by itself, lead to performance improvement. Instead, improvement requires a concerted effort by management to make it happen.Further, members of leadership teams (especially top teams like the Executive team) must adopt a “stewardship” mindset, in which their focus is on the success of the whole, rather than just their units. Stewardship must be treated as a leadership competency.
The amount of decision making delegated to workers at all levels.
Integrated Technologies – The effective use of technology to enable people and teams to execute critical work processes, communicate information, and share knowledge with all stakeholders.
Continuous Improvement – A focused enterprise-wide effort to modify work processes, technology, and skills to consistently meet customer requirements and win in the marketplace.
