Page 36 - City of Westlake FY20 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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