FY 25-26 BSC Mid-Year Report - Town of Stallings Balanced Scorecard

Sep 12, 2026

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FY 2025-2026 Mid-Year Report outlines Stallings’ Balanced Scorecard approach, branded as “Forward Stallings,” linking vision, mission, Council priorities, departmental actions, and performance measures. It explains how the strategy map and scorecards, combined with budget information, align time, money, and resources to key objectives and support ongoing “report card” learning. The report emphasizes early identification of successes and failures, structured discussion on whether strategies should change or be maintained, and accountability shared with citizens, media, elected officials, and staff.

LanguageEnglish

CategoryPresentations

FormatPDF

Pages20

Reading Time7 min

AccessFree to download

FY 25-26 Mid-Year Report

A Balanced Scorecard Approach for the Town of Stallings

What is the Balanced Scorecard?

Rationale and Benefits of the Balanced Scorecard

Organizational Perspectives

Enclosed Materials

A Balanced Scorecard Approach for the Town of Stallings FY 25-26 Mid-Year Report March 5, 2026 A Report to Citizens, Council, & Staff – FY 2025-2026 The Town’s system of linking its vision, mission, Council’s top priorities, departmental actions, and performance measures to achieve the desired results is a balanced scorecard system called Forward Stallings. The Town strategy map, scorecards, top departmental priorities, and budgetary information are blended together to better align the Town’s time, money, and resources with its top priorities. In essence, this annual report is both a “report card” and a “strategic learning tool” that should be used to help assess how well the Town is doing in pursuing its key objectives. One of the main purposes of thereport is to generate discussion, like a post-game analysis, to determine whether particular strategies being used to accomplish objectives and initiative should be 1. ) changed, 2. ) abandoned, or 3 .) maintained (i.e. ,“stay the course”) . The next opportunity to analyze results and discuss possible changes to strategy will be at the Council’s regular board meeting on March 9 , 2026. At this meeting, the Manager will officially submit the FY 25-26 Mid-Year Report. The willingness to experiment by using new or innovative ideas is critical to continuously improving operations. At the same time, a learning organization must be able to identify both potential successes and failures early enough to adjust accordingly to changing conditions. This is a major benefit of this system – it provides a reality check, accommodates changes in direction, helps everyone make well informed decisions, and creates accountability by sharing the results (whether good or bad) with the citizens, media, elected officials, and Town employees. In instances where it appears the Town is being successful, the Council, staff and public should still be willing to challenge the status quo and suggest strategies that may allow an even higher standard of service to be delivered. This is the key to avoiding complacency. On the other side of the coin, just because an initiative missed its target does not necessarily mean a change in strategy is needed. As the old saying goes, “the devil is in the details.”Hence, asking probing questions to gain an understanding of the many factors affecting outcomes compared to the desired target can help clarify the performance picture and uncover a greater ability to assess what (if anything) should be done in response. It is also important to ORGANIZATIONAL PERSPECTIVES Community – Managers must know if the Town is meeting citizen needs. They must determine the answer to the questions: Is the organization delivering the services the community wants? Financial – Managers must focus on how to meet service needs inan efficient manner. They must answer the question: is the service delivered at a good price? Internal Business – Manager must focus on those critical operations that enable them to satisfy citizens. Managers must answer the question: Can the organization improve upon a service by changing the way a service is delivered? Develop Know-How – What skills, tools, and organizational climate do our employees, elected officials, appointed officials, and volunteers need to meet the community’s needs while achieving the mission and vision? remember that departments often set “stretch targets” that are multi-year goals intended to help make a breakthrough by encouraging creative thinking, results-oriented problem solving and/or escaping the comfort zone. Enclosed please find: 1. ) Our Balanced Scorecard Policy. 2. ) Our Strategy Map. 3. ) Individual Department Reports. 4. ) Individual Department Scorecards. I am grateful to Council and staff for being willing to try something new. This is our sixth year, and this has been/will be a continuous learning experience for all of us. However, I am confident that we will be able to use the lessons learned

FAQs

What is the purpose of the FY 25-26 Mid-Year Report for Stallings?

To support discussion and assessment of how well key objectives are being pursued, including whether strategies should be changed, abandoned, or maintained.

How does the Balanced Scorecard (Forward Stallings) connect strategy to performance?

It links the Town’s vision and mission to Council priorities and translates them into a strategy map, scorecards, departmental priorities, and performance measures aligned with budget information.

How do Organizational Perspectives guide management in the report?

They prompt managers to evaluate community needs, service delivery efficiency and price, critical internal operations for service improvement, and employee/official/volunteer capability to meet the mission and vision.

Sep 12, 2026

Upload by Mabel