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HomeMy WebLinkAboutObjective Commentary Results and MeasuresTier 1 Organization: Town of Westlake Date: May 19, 2014 © 2014 Balanced Scorecard Institute, a Strategy Management Group company. All rights reserved. 1 Tier 1 Objective Description Intended Results Potential Performance Measures Increase CSS Satisfaction Westlake municipal and academic services are high performing with a strong return on investment and value proposition for citizens, students, and stakeholders. - Retention of residents & Academy families - Attrition rate - Average length of time in Westlake - Stable business occupancy rate - % of leavers (businesses) - Award winning community - # of external validation points (awards) per year - Neighborhood / community pride - DF Survey Responses - Adherence to development standards - # of violations / notices issued to residents Preserve Desirability & Quality of Life Westlake maintains its unique quality of life, by balancing its natural beauty and safe, small- town feel with high quality development and a top-ranked IB school. - CSS feel safe - DF Survey Responses - Open space view corridors - High-quality ‘built’ development - Increased alignment between comprehensive plan, zoning, & development regulations - - High quality public school options for residents - # or % of exemplary school options - - Demand greater than capacity at Westlake Academy - Enrollment capacity vs. wait list - # of Westlake residents on wait list - Students perform at or above grade level on state, national and international exams - STAAR, ISA, SAT/ACT, AP, DP, IB Exams; internal summative assessment - Students achieve individual growth and academic progress - % students enrolled at secondary educational level Tier 1 Organization: Town of Westlake Date: May 19, 2014 © 2014 Balanced Scorecard Institute, a Strategy Management Group company. All rights reserved. 2 Tier 1 Objective Description Intended Results Potential Performance Measures Increase Financial Capacity & Reserves Town staff continually seeks to provide the highest quality of services with the lowest cost while maintaining accountability. - Maintain fiscal stability - Increased financial accountability and transparency - Increase in regional participation (IL agreements) - Fund Balance - Quarterly Reports Increase Revenue Streams Developing an increasing and stable portfolio of revenues is important due to fluctuations in state education funding as well as sales and use taxes, which may result in budget short-falls. - Increased Blacksmith contributions - Increased number of volunteer hours - Increased external grantors (i.e. not WAF/HOC) - Increased financial participation with affiliates (WAC/HOC/WAF) - Increased sales tax base - Increased property tax base - Increased property valuations - Increase fee driven activities - Local revenues - Percent of revenues budgeted Tier 1 Organization: Town of Westlake Date: May 19, 2014 © 2014 Balanced Scorecard Institute, a Strategy Management Group company. All rights reserved. 3 Tier 1 Objective Description Intended Results Potential Performance Measures Increase Transparency Accessibility And Communication Provide personal and professional services as well as accurate, accessible information through various methods such as: * websites; specific to audience * targeted emails * meetings * media outreach * personal communications - Increased CSS participation in surveys/community - Increase in completed CSS survey instruments. - Employee (annual) - Resident (bi-annual) - Academy (bi-annual) - Increased CSS usage of various communication methods - Effectiveness of Town communications (bi-annual in survey document) - Email statistics (monthly) - Website statistics (monthly) - Employee survey (annual) - Code Red - Efforts of Town to keep residents informed about meetings, events, etc. (bi-annual survey) - Opportunities provided for public input (bi-annual survey) - Availability/accessibility of Town records (bi-annual survey) - More Residents serving on Boards (volunteers) - Increased CSS attendance at events. - Cross referenced with performance measure for Encourage Westlake’s Unique Sense of Place (% stakeholder participation in events/meetings) Tier 1 Organization: Town of Westlake Date: May 19, 2014 © 2014 Balanced Scorecard Institute, a Strategy Management Group company. All rights reserved. 4 Tier 1 Objective Description Intended Results Potential Performance Measures Encourage Westlake’s unique sense of place Involving citizens, students, and stakeholders to help create development and environmental goals and support systems to preserve and protect Westlake’s natural beauty. - Attract high end development projects that meet the towns environmental and development goals - % of first submission plans that meet the towns environmental and development goals - Increased Stakeholder participation - Everyone should speak, be appreciated, involved, and benefit - % of stakeholder participation at events/meetings such as:  council  neighborhood  parent  boards/committees  Community events Maximize Efficiencies & Effectiveness Continually assess operational processes and services to improve effectiveness and efficiency (e.g., policy development, training, education, public safety, water, court, administration, etc). - We have formal policies which provide structure to our procedures are accurate and updated in a timely manner - More time is spent on Q2 actions - We know the priorities and get them done during the workday (not at night – weekend to promote work life flow) - % of time spent in Q2 planning and implementation - Improvement of operational processes - Number of policies and procedures updated and passed each quarter - % of policy/procedural updates triggered by external input completed on time - Services delivered in a responsive manner and on-time - CSS are receiving higher quality service through the employee’s use of innovative ideas and tools. - Increased employee productivity Tier 1 Organization: Town of Westlake Date: May 19, 2014 © 2014 Balanced Scorecard Institute, a Strategy Management Group company. All rights reserved. 5 Tier 1 Objective Description Intended Results Potential Performance Measures Attract, Recruit, Retain & Develop the Highest Quality Workforce Attract, recruit, retain and develop motivated high quality employees who are aligned with the organizations culture - More qualified candidates (Skills and certifications match the job requirements) - Number of applicants exceeding minimum qualifications / total applicants - Reduced recruiting cycle time and cost - Time to fill - Diverse staff - Demographic data - Offer quality training opportunities to staff members that is organizational in scope - Number of annual training opportunities per employee each fiscal year - Improved retention rate - Percent of Employee turnover - WA - Municipal - Employees feel their ideas are valued - Employee Survey Results Improve Technology, Facilities & Equipment Improving technology will allow our staff to be more efficient and effective. We will maintain and plan our facilities and equipment needs and uses to provide exceptional and cost-effective services. - Reduced man-hours - Overtime / Comp Time - Fewer CIP surprises (spikes/variances) - Critical infrastructure downtime - Staff have the tools they need to perform their job - Employee Survey Results - More options for customers to access academic and municipal information - Cross Referenced with PM objective from Increase Transparency, Accessibility, & Communications (effectiveness of Town communications) - More assets achieve life expectancy (equipment lasts as long as it should last) - Decreased maintenance costs - Cost of repairs vs. replacement cost Tier 1 Organization: Town of Westlake Date: May 19, 2014 © 2014 Balanced Scorecard Institute, a Strategy Management Group company. All rights reserved. 6 Tier 1 Objective Description Intended Results Potential Performance Measures - Facilities are adequate for our needs - Projected CSS growth Optimize planning and development capabilities As development workload increases, professional planning and development skills will be needed to process the complex planning and zoning cases that will result in the high quality development desired in the Town of Westlake. Educating all stakeholders about the existing development/zoning regulations will help them to become informed and engaged in the future update processes. This will also create a sense of ownership in the future development within the community. - Adequate staff and resources to process complex planning and zoning cases - DF Stakeholder survey results - Stakeholders understand current zoning rights and development standard. - Deadline compliance