Page 28 - Ord 866 Adopting a revised Fiscal Year 17-18 and new proposed Fiscal Year 18-19 budget

Section 1 Executive
Strategic Plan

BALANCED SCORECARD
STRATEGIC PLANNING & MANAGEMENT SYSTEM

The Town Council and staff utilize the “ Balanced Scorecard " method to implement and review our
existing strategic framework, along with the mission, vision, and values statement of the Town. The
balanced scorecard system is designed to communicate our strategy throughout the
organization/ community with our stakeholders, align our daily work activities to the overall vision,
serve as the framework for prioritizing services, and utilize performance measures to evaluate our
successes and opportunities.

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 businesses use to ensure that their work meets their goals in a measurable
way by connecting organizational strategy to the work people do on a day-to-day basis, i.e. “You
said…we did…”

The graphic at the right illustrates the Balanced
Scorecard approach and the following pages of this
section demonstrate how Westlake has aligned with
this framework.

Components include the
o Vision, Mission, Values
o Perspectives
o Themes and Results
o Strategic Objectives
o Measures and Targets
o Strategic Initiatives

Each element is critical to the success of the
municipality and helps us evaluate and
communicate our performance.

Upon review of the existing mission and vision
statements, the Council provided feedback to the
Town staff and requested an updated version for
review. Staff reviewed the previous version and
created a more succinct statement that identifies the unique service programs, describes our
commitment to personal customer service, and outlines the financial stewardship component,
which is important to our community. After the staff analyzed the Town’ s strengths/ weaknesses, as
well as the opportunities/ threats we face (SWOT), the information was presented to the Council
during a retreat in May of 2013. The following was created as a result of the discussions in 2013
along with annual review as necessary.

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