Page 30 - Ord 866 Adopting a revised Fiscal Year 17-18 and new proposed Fiscal Year 18-19 budget

Section 1 Executive
Strategic Plan

The four perspectives of the plan, which were customized by the Council, are as follows:
Citizens, Students, Financial Municipal and People, Facilities,
and Stakeholders: Stewardship: Academic Operations: Technologies:
viewed through the eyes Financial oversight; focuses on processes that involves, work culture,
of our customers and effective use of resources create value for the innovation, leadership,
stakeholders customers and governance, tools and
stakeholders technology necessary to
provide services

STRATEGIC THEMES AND RESULTS
The Council grouped this information along with the major components of our previous strategic
plan and ranked the importance of the concepts according to each area of concern. The final
activity involved the formation of our “ strategic themes” for the municipal services.

Preserve and maintain a perfect blend of Town staff then constructed strategy
Natural Oasis
the community’ s natural beauty. maps for each theme, identified a
We set the standard by delivering strategic result, populated the maps
Exemplary Service
unparalleled municipal and educational with strategic objectives and created
Governance
services at the lowest cost. an objective commentary document.
High Quality We are a desirable, well planned, high- All of this sets the framework for a
Planning, Design, quality community that is distinguished by
comprehensive Tier One map for the
Development exemplary design standards.
municipal program of services. The
Westlake is an international educational
Exemplary current Balance Scorecard was
leader where everyone’ s potential
Education adopted by Council in September
is maximized.
2014.
The Town Council has worked closely with staff to adopt a management system based on the
Balanced Scorecard framework. This was developed to help the Town direct its own destiny rather
than allow future events to do so. Through sound business principles the Town is able to provide
services more effectively to the citizens of Westlake, increasing both efficiency and customer
satisfaction.

Ultimately, it guides the way the Town does business and helps us determine how we should invest
our time and resources. In the budget process, this allows for increased transparency, clarity, and
accountability, providing the Town a framework for demonstrating results. 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 Westlake where it is today.

OBJECTIVES AND PERFORMANCE MEASURES

Performance measures hold government departments accountable. While allowing them to
recognize their successes and adjust programs of service that are under performing. Because
performance measures are determined according to the Strategy Map, it becomes evident how
each department aligns with Town goals, and how well departments are meeting the expectations
set by the Strategy Map.

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