HomeMy WebLinkAboutBroken Arrow MERCER SAMPLE1
Strategic
Action
Plan
FY
2014-‐2016
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THE
CITY
OF
BROKEN
ARROW
\
(Top
Row)
Councilman
Johnnie
Parks,
Councilman
Richard
Carter
(Front
Row)
Mayor
Craig
Thurmond,
Councilman
Mike
Lester,
Councilman
Jill
Norman
Thomas
M.
Moton
City
Manager
Jeff
Jenkins
Assistant
City
Manager
TABLE
OF
CONTENTS
Page
Introduction
5
Leadership
Team
7
Organization
Chart
10
City
of
Broken
Arrow
11
Vision
Statement
13
Mission
Statement
14
Core
Values
15
Strategic
Focus
Areas
Workbook
16
Proposed
Focus
Areas
Fiscal
Sustainability
19
Economic
Growth
21
City
Organization
23
Community
Quality
of
Life
27
Infrastructure
29
Performance
Measurements
31
Four
Square
Management
34
Integrated
Strategic
Plan
38
Sustainable
Strategic
Plan
39
5 BROKEN ARROW STRATEGIC PLAN
The
City
of
Broken
Arrow
has
received
an
exceptional
rating
from
its
citizens
for
the
services
it
provides
and
the
city
organization.
These
results
have
been
accomplished
in
an
environment
that
has
operated
with
staffing
levels
significantly
below
its
comparable
peers.
The
City’s
lean
environment
has
provided
very
little
time
to
plan
strategically
and
address
specific
operational
needs
for
improvement.
City
leadership
has
not
had
a
tool
for
“managing
the
horizon”
and
looking
at
its
long
term
needs
for
staffing,
projects,
policies
and
other
key
measures
to
continue
its
excellent
record
of
providing
services
to
citizens.
This
Strategic
Action
Plan
establishes
a
road
map
for
activities
and
initiatives
that
will
achieve
the
vision
for
the
City
and
ensure
that
Broken
Arrow
is
poised
to
capitalize
on
opportunities
to
advance
key
initiatives.
This
plan
is
a
flexible
tool
to
guide
and
assist
decision-‐makers
with
proactive
policy
development,
and
to
achieve
results
that
will
be
enjoyed
by
current
residents
and
future
generations.
The
plan
is
designed
to
highlight
key
activities
and
goals
for
the
city
over
a
period
of
three
fiscal
years.
This
action
plan
is
aligned
with
many
other
planning
documents
used
by
the
City.
These
current
and
future
plans
of
the
city
can
be
linked
to
the
focus
areas,
guiding
principles
and
projects
included
in
the
strategic
plan.
The
Strategic
Action
Plan
focuses
specifically
on
activities
outside
of
the
day-‐to-‐day
operational
services
that
the
City
provides.
The
tactics
included
in
the
Strategic
Action
Plan
are
specific,
measurable,
on
a
timetable,
and
assigned
to
a
responsible
department/division
within
the
City.
The
Action
Plan
may
also
be
used
as
a
mechanism
to
provide
status
updates
on
the
progress
of
activities
at
regular
intervals.
As
the
economy
stabilizes
and
improves,
the
City
now
has
a
strategic
compass
to
continuously
make
strategic
decisions
on
maintaining
and
improving
its
Core
Functions,
City
Organization,
Employee
Development,
Financial
Sustainability,
and
Sustainable
Growth
Opportunities.
THE
STRATEGIC
PLANNING
PROCESS
The
goal
of
the
strategic
plan
is
to
build
an
alignment
of
strategies,
projects
and
performance
measures
to
address
focus
areas
and
core
principles
that
are
included
in
the
this
document.
The
development
of
a
new
strategic
plan
for
the
City
of
Broken
Arrow
has
the
following
goals:
1. Focus
on
citizen
expectations
and
priorities.
2. Build
on
the
City’s
strengths
and
address
opportunities
for
improvement.
3. Continue
to
provide
an
organizational
environment
committed
to
delivering
exceptional
service
to
citizens,
promoting
best
practices,
innovation
and
cost
effectiveness.
4. Valuing
employees
and
creating
an
exceptional
work
environment.
5. Evaluating
“life
cycle”
costs
of
city
initiatives
and
impacts
on
core
services.
INTRODUCTION
6 BROKEN ARROW STRATEGIC PLAN
6. Measuring
city
services
for
results.
7. Improving
development,
financial,
human
services
and
infrastructure
policies,
procedures
and
practices.
ENVIRONMENTAL
SCAN
The
key
foundation
to
developing
the
strategic
action
plan
was
the
Environmental
Scan.
An
environmental
scan
was
conducted
from
March
24
–
April
7,
2014,
to
judge
the
current
“condition”
of
the
City
and
to
provide
important
information
and
data
from
the
Mayor
and
Council,
and
the
Leadership
Team
to
set
the
alignment
and
foundation
for
building
the
strategic
plan.
Individual
meetings
were
held
with
the
Mayor,
Council
and
the
Leadership
Team
on
Wednesday
April
23
and
Thursday
April
24
to
discuss
the
results
of
the
Alignment,
Strengths,
Weaknesses,
Opportunities
and
Threats
(SWOT)
surveys;
Vision,
Mission
and
Values
Statements;
and
the
Baldrige
survey
results.
A
confidential
online
survey
was
sent
to
the
Mayor,
Council
and
Leadership
Team
prior
to
these
meetings
to
analyze
the
strengths
and
opportunities
to
improve
the
City,
set
priorities
for
the
City,
and
to
suggest
strategic
projects
and
performance
measures.
INTRODUCTION
7 BROKEN ARROW STRATEGIC PLAN
“the
bad
leader
is
he
who
the
people
despise;
the
good
leader
is
he
who
the
people
praise;
the
great
leader
is
he
who
the
people
say,
"We
did
it
ourselves”
―
Peter
M.
Senge,
The
Fifth
Discipline:
The
Art
&
Practice
of
The
Learning
Organization
The
development
of
the
City
of
Broken
Arrow’s
strategic
plan
was
an
inclusive
process
that
involved
extensive
levels
of
leadership
in
the
organization.
Typically,
strategic
plans
are
developed
in
concert
with
the
elected
Board
and
senior
leadership
of
the
city.
This
excludes
mid-‐level
management
that
is
critical
for
the
success
of
the
plan
when
“the
rubber
meets
the
road”
and
projects
have
to
be
successfully
implemented.
The
disconnect
that
can
sometimes
develop
between
the
goals
of
upper
management
and
the
implementation
at
the
middle
management
and
first
line
supervisor
levels
can
result
in
significant
time
and
energy
to
communicate
the
importance
of
the
plan,
in
relation
to
other
day
to
day
priorities
and
inevitable
emergencies
that
arise
from
time
to
time.
The
Mayor
and
Council
and
City
Manager
Thom
Moton
recognized
the
need
to
make
the
city’s
strategic
plan
a
document
all
levels
of
leadership
in
the
organization
own.
They
involved
the
Leadership
Team,
comprised
of
senior
managers,
mid-‐level
managers
and
first
line
supervisors,
to
develop
the
strategic
plan.
The
Leadership
Team
was
approximately
60
individuals
that
worked
on
developing
the
Focus
Areas,
Guiding
Principles
and
the
projects
that
are
included
in
this
document.
In
developing
this
document
the
Leadership
Team
of
the
city,
for
potentially
the
first
time,
started
to
recognize
their
connectivity
with
one
another.
Seeing
the
complete
landscape
of
projects
in
this
plan
and
what
it
will
take
to
get
them
done
was
an
excellent
opportunity
for
the
Leadership
Team
to
build
cohesion
as
a
“real
team”.
In
this
process,
the
team
discovered
that
they
were
no
longer
limited
by
the
barriers
of
departments,
but
instead
were
able
to
work
across
these
boundaries
to
continue
to
make
Broken
Arrow
a
premier
community.
Broken
Arrow
is
a
lean
organization,
and
the
time
commitment
of
the
Leadership
Team
in
developing
this
document
is
a
real
testimony
to
their
desire
to
not
just
settle
for
being
good,
but
to
strive
to
be
a
great,
organization.
The
“true
north”
on
the
compass
has
been
set
by
the
strategic
plan
for
this
journey.
The
Mayor
and
Council
and
City
Manager’s
support
for
this
effort
will
ensure
that
the
Leadership
Team
will
reach
the
destination.
LEADERSHIP TEAM
8 BROKEN ARROW STRATEGIC PLAN
Name
Title
James
Annas
Jr.
Acting
Fire
Chief
Steve
Arant
Director,
Street
and
Stormwater
Olen
Bailey
Utilities
Supervisor,
Sewer
Rick
Baker
Traffic
Signal
Manager,
General
Services
Scott
Bennett
Police
Major,
Police
Brandon
Berryhill
Deputy
Chief
of
Police
Jeff
Bigby
Stormwater
Manager
David
Blue
Events
Coordinator
David
Boggs
Chief
of
Police
Mike
Bradley
Fleet
Manager,
General
Services
Liza
Bryce
City
Clerk
&
Municipal
Court
Clerk
Derriel
Bynum
Team
Leader,
Utilities
-‐
Water
Bill
Cade
Sanitation
Manager,
General
Services
Tom
Caldwell
Director,
Finance
-‐
Accounting
Barney
Campbell
Assistant
Utilities
Director,
Utilities
-‐
Water
Tom
Cook
Jr.
Controller,
Finance
-‐
Accounting
Anthony
Daniel
Utilities
Director,
Utilities
-‐
Water
Farhad
Daroga
City
Planner,
Development
Services
-‐
Planning
Larry
Dearing
Construction
Division
Manager,
Eng
Construction
Roger
Edwards
Building
Maintenance
Manager,
General
Services
Scott
Esmond
Director
of
Parks
&
Recreation,
Parks
-‐
Park
&
Rec
Tom
Evans
Utilities
Supervisor,
Utilities
-‐
Water
Richard
Fisher
Fire
Training
Major,
Fire
Russell
Gale
Human
Resources
Director,
HR
Russell
Gray
Development
Services
Manager
-‐
One
Stop
LEADERSHIP TEAM
9 BROKEN ARROW STRATEGIC PLAN
David
Handy
Waste
Water
Plant
Manager,
Utilities
-‐
Waste
Water
Jerry
Hanewinkel
Utilities
Supervisor,
Utilities
-‐
Sewer
Pat
Harrison
Purchasing
Manager,
General
Services
Jay
Heinrichs
Finance
Services
Manager,
Finance
-‐
Accounting
Jimmy
Helms
Water
Plant
Manager,
Utilities
Tom
Hendrix
Acting
City
Engineer,
Eng_Construction
Lori
Hill
Director
of
Tourism,
Parks
-‐
Farmer's
Market
Phil
Hink
Parks
Maintenance
Manager,
Parks
-‐
Park
&
Rec
Lindi
Hoyt
Deputy
Court
Clerk
Roger
Hughes
Acting
City
Engineer,
Eng
Construction
Mark
Irwin
Major,
Police
Officer,
Police
Steven
Jarrett
Deputy
Chief,
Fire
Jeff
Jenkins
Assistant
City
Manager
Tom
Kimbrough
Crew
Supervisor,
Utilities
-‐
Sewer
Deano
Klein
Sexton,
General
Services
-‐
Cemetery
Ryan
Lawson
EMS
Training
Major,
Fire
Kevin
Marks
Police
Major,
Police
Jannette
McCormick
Compensation
and
Benefits
Manager,
HR
Shannon
McKee
Plant
Mechanic,
Utilities
-‐
Waste
Water
Thomas
Moton
Jr.
City
Manager
John
Myers
Stormwater
Superintendent,
Stormwater
Lesli
Myers
Deputy
City
Attorney,
Legal
Philip
Reid
Acting
Assistant
Fire
Chief,
Fire
Thor
Rooks
Acting
Recreation
Division
Manager
Michael
Skates
Director
of
Development
Services
-‐
One
Stop
Larry
Springs
Street
Superintendent,
Street
Norman
Stephens
Economic
Development
Director,
City
Manager
Stephen
Steward
Director
of
Information
Services
James
Suddath
Deputy
Chief,
Fire
Paul
Thompson
Fire
Marshal,
Fire
Steven
Torres
Risk/Safety
Manager
Beth
Anne
Wilkening
City
Attorney,
Legal
Joe
Williford
Chief
Building
Inspector,
Development
Services
Lauren
Wilson
Pretreatment
Coordinator,
Utilities
-‐
Waste
Water
Lee
Zirk
General
Services
Director,
General
Services
-‐
Admin
LEADERSHIP TEAM
10 BROKEN ARROW STRATEGIC PLAN
ORGANIZATION CHART
11 BROKEN ARROW STRATEGIC PLAN
General
The
City
of
Broken
Arrow,
Oklahoma
is
primarily
located
in
southeastern
Tulsa
County,
the
second
most
populated
county
in
Oklahoma.
A
portion
of
the
City
also
lies
in
Wagoner
County
adjacent
to
Tulsa
County.
The
2010
Census
reports
the
population
of
the
City
at
98,850,
an
increase
of
32.05%
over
the
2000
population
of
74,859,
making
Broken
Arrow
one
of
the
fastest
growing
incorporated
municipalities
in
the
state.
The
2010
Census
populations
for
Tulsa
County
and
Wagoner
County
were
603,403
and
73,085,
representing
an
increase
over
the
2000
population
of
7.1
2%
and
27.12%,
respectively.
Broken
Arrow
was
originally
platted
as
a
township
in
1903
and
operates
under
a
Council-‐
Manager
form
of
government.
The
City
is
located
adjacent
and
southeast
of
Tulsa,
Oklahoma,
along
the
Broken
Arrow
Expressway
that
connects
Tulsa
with
the
Muskogee
Turnpike,
the
main
route
to
Interstate
40
and
points
eastward.
Broken
Arrow
encompasses
approximately
fifty-‐
five
square
miles.
The
legislative
and
policy-‐making
body
consists
of
a
five-‐member
City
Council,
elected
by
wards
with
staggered
terms
for
a
period
of
four
years.
The
Mayor
is
elected
within
the
Council
membership.The
City
Manager
is
responsible
for
the
day-‐to-‐day
operations
of
City
government.
The
major
public
school
system
in
the
City
is
the
Broken
Arrow
School
District
(Tulsa
County
Independent
School
District
No.3)
with
an
enrollment
of
just
over
16,700
students.
The
school
system
is
comprised
of
fourteen
elementary
schools,
·∙five
middle
schools,
two
intermediate
high
schools
and
a
senior
high
school.
A
portion
of
the
City
also
overlies
the
Union
Public
School
District
that
has
approximately
15,000
students.
Higher
educational
opportunities
are
available
nearby
in
the
City
of
Tulsa,
including
the
University
of
Tulsa,
Tulsa
Junior
College,
Oral
Roberts
University
as
well
as
branches
of
other
Oklahoma
colleges
and
universities.
In
August
2001,
Northeastern
Oklahoma
State
University
opened
its
Broken
Arrow
Campus.
Medical
facilities
available
to
the
community
include
the
recently
opened
St.
John
Broken
Arrow
Hospital.
The
facility
is
affiliated
with
St.
John
Health
system
in
Tulsa,
a
major
regional
medical
facility.
The
major
area
employers
for
the
City
of
Broken
Arrow
are
presented
below.
CITY OF BROKEN ARROW
12 BROKEN ARROW STRATEGIC PLAN
Major
Area
Employers
TYPE
OF
BUSINESS
#
EMPLOYED
1.
Broken
Arrow
Public
Schools
Public
Education
Services
2,090
2.
Walmart
Stores
Retail
900
3.
Flight
Safety
International
Flight
Simulators
715
4.
City
of
Broken
Arrow
Government
Services
661
5.
Zeeco
Industrial
Gas
Burners
487
6.
Oklahoma
Healthcare
Services
Home
Health
&
Infusion
460
7.
Exterran
Inc.
Gas
Processing
&
Treating
Plants
350
8.
MicahTek,
Inc.
Data
Processing
&
Preparation
350
9.
McDaniel
Technical
Services
Engineering
Services
325
10.
AG
Equipment
Company
Wholesale
Industrial
Machinery
&
Equip
322
Source: Broken Arrow Economic Development Corporation
CITY OF BROKEN ARROW
13 BROKEN ARROW STRATEGIC PLAN
The
City
of
Broken
Arrow
will
set
the
standard
by
providing
the
best
municipal
programs
and
services
in
our
region,
while
promoting
a
positive
environment
for
families,
businesses,
community
organizations
and
visitors.
Broken
Arrow
will
continue
to
be
a
community
that
we
are
proud
to
call
home.
Explanation:
The
City's
Vision
Statement
focuses
the
effort
of
the
entire
organization
on
a
desired
direction.
The
Vision
Statement
can
serve
as
a
strong
motivational
tool
for
managers
and
employees
so
that
all
see
the
purpose
and
meaning
of
our
jobs.
It
is
a
future-‐oriented
statement
that
provides
a
goal
to
reach
for.
The
City
of
Broken
Arrow
will
set
the
standard
by
providing
the
best
municipal
programs
and
services
in
our
region…
The
leaders
of
the
Broken
Arrow
municipal
organization
desire
to
set
a
lofty
standard.
We
want
to
establish
goals
that
will
take
hard
work
and
perseverance
to
attain.
Some
of
our
programs
and
services
are
already
judged
at
or
nearly
the
best
in
the
State
of
Oklahoma.
In
order
to
set
high
expectations,
we
want
to
be
the
best
not
only
in
Oklahoma,
but
also
in
the
region.
…while
promoting
a
positive
environment
for
families,
business,
community
organizations
and
visitors.
It
is
important
that
the
City
serve
all
sectors
of
the
community.
The
City
will
provide
a
healthy
and
safe
environment
that
continues
to
attract
more
families.
Business
will
be
encouraged
to
start
up,
locate
or
grow
here.
The
City
will
support
community
organizations
such
as
social
service
agencies,
clubs
and
churches
in
their
efforts
at
community
betterment.
Visitors
to
Broken
Arrow
will
find
a
variety
of
attractions
and
will
be
welcomed
to
our
community.
Broken
Arrow
will
continue
to
be
a
community
that
we
are
proud
to
call
home.
Broken
Arrow
is
currently
home
to
over
102,000
residents.
It
is
attractive
for
many
reasons,
some
of
which
are
low
crime,
good
schools
and
affordable
housing.
Broken
Arrow
has
a
downtown,
is
easy
to
get
around
in
and
is
clean.
There
are
many
reasons
to
like
living
in
Broken
Arrow.
As
Broken
Arrow
continues
to
grow,
and
its
population,
housing
mix
and
land
uses
diversify,
it
will
retain
the
characteristics
that
make
it
an
attractive
residential
community.
VISION STATEMENT
14 BROKEN ARROW STRATEGIC PLAN
The
Mission
of
the
City
of
Broken
Arrow
is:
• To
lead
with
Character
and
Excellence;
• To
provide
Exceptional
Services
in
a
Responsive,
Caring
Manner
with
a
Professional
Attitude;
• To
establish
an
environment
that
fosters
growth
and
enhances
the
quality
of
life
for
all
citizens.
Explanation:
Our
Mission
Statement
captures
the
purpose
of
the
organization
today.
The
Statement
represents
a
commitment
to
our
stakeholders
and
communicates
the
ideals
or
the
City
organization.
The
Statement
will
help
guide
"internal"
decisions
and
focus
the
efforts
of
the
entire
organization.
To
lead
with
character
refers
to
all
the
traits
that
make
up
good
character
and
that
the
City
will
be
incorporating
a
character
program
within
the
organization.
Excellence
is
an
attitude
that
is
pervasive
in
the
organization.
We
strive
to
excel
in
all
we
do.
We
provide
services
that
exceed
expectations
in
terms
of
quality
and
quantity.
We
listen
and
respond
to
the
needs
of
the
community.
We
care
about
and
serve
our
citizens.
Our
demeanor
is
always
professional:
we
know
our
jobs
and
perform
them
according
to
City
policies
and
standards.
Growth
is
a
key
element
in
the
character
of
Broken
Arrow.
We
see
as
a
primary
responsibility
maintaining
Broken
Arrow
as
an
attractive
place
to
live
and
work
and
raise
a
family.
We
need
to
continue
to
provide
an
environment
that
encourages
different
types
of
growth,
that
is,
office,
commercial
and
industrial
development
in
addition
to
residential.
Enhancing
the
quality
of
life
for
all
citizens
means
listening
to
and
understanding
citizen's
wide
ranging
needs
and
issues
and
being
responsive
in
addressing
them.
MISSION STATEMENT
15 BROKEN ARROW STRATEGIC PLAN
Our
Core
Values
describe
what
the
City
organization
values.
They
define
our
ethical
behavior
and
represent
criteria
upon
which
decisions
can
be
evaluated.
Excellence
refers
to
an
attitude
that
is
pervasive
in
all
we
do.
We
strive
to
excel
in
our
provision
of
programs
and
services,
to
do
and
be
the
best
we
can.
Superior
quality
is
our
goal.
Character
encompasses
all
the
many
traits
that
make
up
good
character.
It
also
refers
to
the
Character
program
that
the
City
adopted
several
years
ago
and
incorporated
into
everyday
work
habits.
Leadership
relates
to
the
value
of
striving
to
be
the
organization
that
others
look
to
for
solutions.
We
want
to
be
on
the
cutting
edge
in
terms
of
resolving
problems,
finding
innovative
and
creative
solutions.
The
City
government
organization
will
take
charge
and
guide
the
community
into
the
future
EXCELLENCE
CHARACTER
LEADERSHIP
CORE VALUES
16 BROKEN ARROW STRATEGIC PLAN
Definitions
Strategic
Focus
Area
–
This
is
the
intersection
of
the
City’s
Mission,
Vision
and
Values
with
the
needs
of
its
residents
and
the
City’s
organizational
competency.
These
focus
areas
are
designed
to
keep
the
organization’s
priorities
from
getting
distracted
by
what
may
appear
to
be
competing
opportunities.
This
strategic
focus
will
drive
policy
decisions
and
priorities
for
the
city.
Guiding
Principles
–
The
strategies
guiding
the
consistent
execution
of
projects,
policies
and
programs
that
continuously
work
toward
achieving
the
goals
expressed
in
the
strategic
focus
areas.
Strategic
Focus
Areas
and
Guiding
Principles
Strategic
focus
is
a
systems
view
that
is
consistent
with
several
similar
concepts
such
as:
Peter
Drucker's
theory
of
business,
Gary
Hamel
and
C.K.
Prahalad’s
strategic
intent,
Jim
Collin's
Hedgehog
Concept,
and
Michael
Porter's
fit
and
position.
The
four
“systems”
views
that
should
drive
every
organization
are:
purpose,
function,
process,
and
structure.
The
strategic
focus
areas
will
tie
to
three
of
these
–
The
city’s
Mission,
Vision
and
Core
Values,
one
of
the
foundations
for
the
focus
areas,
tie
to
Purpose;
the
needs
of
the
city,
which
are
articulated
in
the
focus
areas
are
linked
to
function,
and
the
organizational
competency
expressed
in
the
focus
areas
are
aligned
with
Process.
Structure
is
not
related
to
an
element
of
the
strategic
focus
areas
or
goals,
because
structure
answers
the
"how"
question.
The
purpose,
function,
and
process
elements
are
essentially
""what""
questions.
In
strategy
development,
the
“what”
questions
drive
the
"how"
question.
The
“How”
is
represented
by
the
guiding
principles
under
focus
area.
Although
an
organization
can
operate
without
this
strategic
focus,
there
is
strong
evidence
to
indicate
that
organizations
that
develop
and
have
the
discipline
to
adhere
to
a
strategic
focus
have
significant
long-‐term
sustainability.
STRATEGIC FOCUS AREAS AND
GUIDING PRINCIPLES
17 BROKEN ARROW STRATEGIC PLAN
City
of
Broken
Arrows
Strategic
Action
Plan
was
created
by
using
the
information
contained
in
the
environmental
scan
to
create
five
strategic
focus
areas
to
serve
as
a
foundation
for
specific
initiatives
and
activities
over
a
three-‐year
period
to
advance
these
priority
areas.
The
Strategic
Focus
Areas
were
developed
through
consensus
of
the
Leadership
Team
in
May,
2014.
While
there
are
many
existing
programs
and
practices
that
support
these
focus
areas
and
goals,
the
Strategic
Action
Plan
is
intended
to
highlight
key
elements
and
activities
of
City’s
operational
plans.
Strategic
Focus
Areas
1.
Fiscal
Sustainability
The
City
of
Broken
Arrow
will
maintain
a
strong
financial
environment
that
is
structurally
balanced
and
transparent
to
all
stakeholders.
The
city
shall
bolster
financial
policies,
procedures
and
practices
that
support
core
services
that
provide
an
outstanding
quality
of
life
and
a
rewarding
and
productive
work
environment
for
its
employees.
In
order
to
effectively
manage
it’s
fiscal
and
human
resources,
the
City
will
implement
recognized
best
practices
and
policies
and
benchmark
its
financial
condition
and
metrics
to
peer
communities
for
evaluation
and
continuous
improvement.
2.
Economic
Growth
The
City
of
Broken
Arrow
will
seek
to
develop
a
sustainable,
diverse,
high
quality
destination
community,
and
will
foster
local
job
growth
through
the
strategic
pursuit
of
high-‐paying
industries
consistent
with
its
economic
development
goals.
Business
investments
and
sustainability
will
be
fostered
through
streamlined
development
processes
and
procedures.
The
City
will
continue
to
provide
an
environment
that
encourages
growth.
3.
City
Organization
The
City
of
Broken
Arrow
will
implement
programs
and
develop
projects
aimed
at
providing
exceptional
municipal
services
that
rival
comparable,
benchmark
cities.
Elected
officials
and
city
leadership
value
city
employees
and
will
provide
compensation,
benefits
and
a
working
environment
sufficient
to
attract
and
retain
a
professional,
honest,
and
dedicated
workforce.
The
City
of
Broken
Arrow
and
its
employees
are
committed
to
providing
excellent
service
at
an
exceptional
value
to
its
citizens.
4.
Community
Quality
of
Life
The
City
of
Broken
Arrow
will
provide
a
healthy
and
safe
community
that
continues
to
attract
citizens
in
various
stages
of
life,
foster
growth,
and
enhance
the
quality
of
life
for
all
citizens.
The
City
will
implement
programs
and
projects
that
create
a
clean,
safe,
and
sustainable
environment
while
providing
gathering
places
and
events
where
the
community
can
come
together.
Sustainable
relationships
with
the
community
will
be
cultivated
through
citizen
engagement,
outstanding
customer
service,
and
clear,
open
communication.
STRATEGIC FOCUS AREAS AND
GUIDING PRINCIPLES
18 BROKEN ARROW STRATEGIC PLAN
5.Infrastructure
The
City
of
Broken
Arrow
will
identify
and
implement
programs
and
projects
for
maintaining
our
existing
infrastructure.
The
City
will
strategically
plan
for
future
infrastructure
needs
that
support
the
community's
quality
of
life
and
economic
development
goals.
Future
and
existing
infrastructure
needs
will
consider
short
and
long
term
goals
and
sustainability.
The
following
pages
reflect
the
principles
and
actions
under
each
strategic
focus
area.
The
Responsibility
column
reflects
the
division
or
manager
to
oversee
the
project.
The
Time
Frame
column
reflects
when
the
initiative
will
be
underway
and
not
intended
to
reflect
a
completion
date.
STRATEGIC FOCUS AREAS AND
GUIDING PRINCIPLES
19 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
1:
Demonstrate
fiscal
responsibility
through
sound
financial
policies,
procedures
and
budgeting
practices.
The
city
will
maintain
financial
standards
of
excellence
that
meet
the
benchmark
for
financial
reporting
requirements
established
by
the
Governmental
Finance
Officer
Association
(GFOA)
and
the
Government
Accounting
Standards
Board
(GASB).
Action
Item
Description
Responsibility
Timeframe
a.
Implement
GFOA
standards
for
budget
and
financial
reporting
Improve
transparency
of
city
financial
condition
and
benchmarking
Finance
FY
15-‐16
b.
Review
current
practices
and
revise
to
provide
maximum
transparency
to
stakeholders
Improved
transparency
model
to
include
Sunshine
Rating
Communications
Dir.
(CM)
FY
15
to
FY
17
c.
Global
review
and
update
of
fees
and
income.
Manual
of
fees
Improved
revenue
streams
City
Manager
FY
15
d.
Establish
a
policy
regarding
fee
waivers
Review
current
practices
and
update
City
Manager
FY
15
e.
Develop
and
Implement
best
practices
and
financial
policies
Research
and
adopt
best
practices
&
policies
Finance
FY
15-‐16
Guiding
Principle
2:
Implement
business
processes
and
efficiencies
to
streamline
the
costs
of
government.
Identify
the
cost
of
services
and
implement
cost
recovery
policies.
Action
Item
Description
Responsibility
Timeframe
a.
Identify
new
revenue
streams.
Improve
transparency
of
city
financial
condition
and
benchmarking
New
revenue
sources
are
needed
City
Manager
-‐
All
FY
14
b.
Consider
flat
rate
utility
fee
for
food
establishments
Fees
on
fats,
oils
and
grease
and
go
to
BAMA
for
costs
Utilities
FY
15
c.
Study
EMS
cost
of
service
Evaluate
current
EMS
cost
of
service
Finance
FY
15
d.
Evaluate
internal
cost
savings
opportunities
Evaluate
current
practices
and
revise
-‐
program
evaluation
Human
Resources
FY
15
to
FY
16
e.
Implement
project
based
budgeting
Budgeting
by
projects
and/or
budgets
City
Manager
FY
17
FISCAL SUSTAINABILITY
20 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
3:
Implement
a
proactive
staffing
plan
that
allows
the
city
to
maximize
recruiting,
training,
development
and
retention
of
a
highly
skilled
workforce.
Action
Item
Description
Responsibility
Timeframe
a.
Plan
for
employee
recruiting,
development,
retention
&
evaluations
Review
legal
aspects,
current
practice,
and
revise
to
meet
community
demands
Human
Resources
FY
16
Guiding
Principle
4:
Implement
innovative
technology
initiatives
to
support
city
business
processes,
customer
service
and
encourage
public-‐private
partnership
investments
and
opportunities.
Action
Item
Description
Responsibility
Timeframe
a.
Evaluate
feasibility
of
creating
broad
range
utility
provision
including
solar,
windmill,
etc.
Seeking
to
off-‐set
municipal
utility
use
City
Manager/General
Services
FY
16
to
FY
17
Guiding
Principle
5:
Maximize
city
resources
and
address
regional
issues
by
creating
and
pursuing
opportunities
for
collaboration
and
partnerships.
Action
Item
Description
Responsibility
Timeframe
a.
Garnish
tax
refunds
and
attach
to
other
civil
processes
for
unpaid
civil
penalties
Legislative
change
to
allow
practice
Legislative
Liaison
FY
16-‐17
FISCAL SUSTAINABILITY
21 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
1:
Establish
a
long-‐range
planning
vision
e.g.,
comprehensive
plan,
water
and
sewer
master
plan,
transportation
master
plan,
land
use
plan,
that
incorporates
citizen
and
stakeholder
input
for
strategic
economic
development,
infrastructure
and
budget
planning.
Action
Item
Description
Responsibility
Timeframe
a.
Storm
water
management
“Stoneridge”/Elm
drainage
Engineering
and
Construction
1-‐2
years
b.
Develop
East
BA
water
system
policy/legislation
Meet
fire
suppression
needs
City
Council
2-‐4
years
c.
Update
Comprehensive
Plan
Current
data
from
1995,
adopted
1997
Development
Svc
1-‐3
years
d.
Water/Sewer
Study
“Old
Town”
district
and
identify
other
life
cycle
challenges
Utilities/Engineering
and
Construction
<1
year
e.
Enhance
Regional
Collaboration
Water,
tourism,
development
Economic
Development
(CM)
2-‐5
years
Guiding
Principle
2:
Focus
on
strategic
economic
development
pursuits
that
will
increase
local
jobs,
create
demand
for
supporting
businesses
and
generate
additional
revenue.
Action
Item
Description
Responsibility
Timeframe
a.
Design
and
construct
a
conference
center
Enhanced
Tourism/Econ
Development
City
Manager
office
1-‐2
years
b.
Continued
implementation
of
Master
Plan
for
access,
cultural
and
recreational
aspects
Chisholm
Trail
Park
RPCAT
1-‐3
years
c.
Recruitment
Regional
Retail
Destination
Economic
Development
1–2
years
d.
Study
the
extension
of
Main
St.
North
to
BA
Exp.
Economic
Development
3-‐5
years
ECONOMIC GROWTH
22 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
3:
Foster
support
of
local
businesses
through
the
quality
service
program,
to
ensure
city
policies
and
priorities
support
their
long-‐term
success.
Action
Item
Description
Responsibility
Timeframe
a.
b.
Guiding
Principle
4:
Refine
and
expand
the
economic
gardening
strategy
with
local
Main
Street
businesses
to
ensure
economic
sustainability
through
the
creation
and
implementation
of
a
Main
Street
business
district.
Action
Item
Description
Responsibility
Timeframe
a.
Pursue
Main
St.
Sustainability
through
business
improvement
district
Main
St.
Business
District
Economic
Development/
BAEDC
1-‐2
years
b.
Design
&
Construction
Streetscape
IV
Engineering
&
Construction
2-‐4
years
Guiding
Principle
5:
City
departments
will
collaborate
to
actively
encourage
and
support
local
economic
growth
through
efficient
policies
and
procedures.
Action
Item
Description
Responsibility
Timeframe
a.
Develop,
refine
and
improve
internal
committees
Facilitate
new
development
policies
and
procedures
to
aid
development
Economic
Development
(CM)
<1
year
ECONOMIC GROWTH
23 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
1:
Establish
and
develop
initiatives
to
foster
clear,
effective,
and
transparent
communication.
Action
Item
Description
Responsibility
Timeframe
a.
Establish
quarterly
meetings
with
employees
from
City
Management
(CM,
Dept
Dir)
Improve
communication
with
employees
to
update
them
on
current
events
All
<1
Year
b.
Install
Electronic
Message
Boards
Install
and
utilize
Electronic
Message
Boards
for
communication
of
information
to
employees
Human
Resources
1
year
c.
Survey
employees
to
determine
preferred
methods
of
communication
Conduct
an
in-‐depth
analysis
and
survey
of
employees
to
determine
which
methods
of
communication
are
most
effective
Human
Resources
Department
<1
year
d.
Evaluate
technology
resources
Analyze
and
evaluate
technology
resources
to
determine
multiple,
effective
methods
of
communicating
with
employees
Human
Resources
1
year
e.
Communicate
changes
and
trends
in
the
law
Provide
oral
and
written
information
to
employees
on
changes
and
trends
in
the
law
through
periodic
department-‐
specific
training
and
newsletters
Legal
Department
Ongoing
f.
Institute
an
employee
newsletter
Provide
employees
with
a
monthly
newsletter
Director
of
Communications
FY
15
g.
Develop
a
comprehensive
employee
communication
plan
Improves
employee
knowledge
and
awareness
Director
of
Communications
FY
14-‐15
CITY ORGANIZATION
24 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
2:
Ensure
employees
have
the
necessary
intellectual
and
physical
resources
to
efficiently
and
effectively
perform
their
jobs
and
provide
excellent
customer
service
by
empowering
employees
to
make
decisions
and
create
and
maintain
a
culture
of
ownership.
Action
Item
Description
Responsibility
Timeframe
a.
Empower
employees
Train
managers
on
effective
methods
to
empower
employees
Human
Resources
1
year
b.
Evaluate
the
City’s
organizational
structure
and
resources
to
ensure
effectiveness
Evaluate
the
structure
of
the
City
to
ensure
that
departments
are
operating
effectively
City
Manager–
perhaps
outside
consultant
Ongoing
c.
Evaluate
City
Wide
Training
Programs
Mandate
formal
and
informal
training
opportunities
for
employees
to
meet
or
exceed
minimum
standards
Human
Resources
1
year
Guiding
Principle
3:
Implement
programs
and
develop
projects
that
create
a
professional,
safe,
value-‐oriented,
responsive
work
environment
with
opportunities
for
education,
advancement,
job
fulfillment,
and
accountability.
Action
Item
Description
Responsibility
Timeframe
a.
Develop
and
Implement
a
succession
planning
program
Obtain
independent
consultation
and
follow
through
with
recommendations
for
succession
planning
Human
Resources
FY
15
b.
Update
the
classification
and
compensation
system
For
non-‐union
employees.
Last
study
conducted
in
2006
Human
Resources
FY
15
c.
Develop
and
Implement
a
new
performance
evaluation
system
Implement
a
new
performance
evaluation
system,
train
all
employees
and
managers
on
its
use,
and
require
implementation
Human
Resources
FY
15
CITY ORGANIZATION
25 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
4:
Provide
programs,
gatherings,
and
opportunities
to
create
a
sense
of
community
cultivated
through
effective
communication,
employee
and
citizen
engagement.
Action
Item
Description
Responsibility
Timeframe
a.
Provide
funding
for
employee
activities
Host
quarterly
events
and
activities
to
bolster
employee
morale
Human
Resources
2
years
b.
Enhance
participation
in
public
events
between
city
leaders
and
the
public
Provide
opportunities
for
elected
officials,
department
directors,
and
managers
to
interact
with
the
public
Communications
(CM)
1
year
Guiding
Principle
5:
Promote
a
climate
of
mutual
understanding
and
respect.
Articulate
clear
management
objectives
to
employees
and
promote
a
culture
of
trust,
ethical
behavior
and
cooperation
between
all
work
groups.
Action
Item
Description
Responsibility
Timeframe
a.
Re-‐evaluate
the
City’s
ethics
policy
Re-‐evaluate
the
City’s
ethics
policy
and
ensure
compliance
Legal
FY
15
b.
Encourage
employee
participation
in
professional
organizations
Encourage
employee
participation
in
professional
organizations
that
provide
opportunities
for
access
to
information
and
training
All
Ongoing
CITY ORGANIZATION
26 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
6:
Develop
systems,
policies
and
training
that
promote
continuously
improving
governance
and
teamwork
between
the
council
and
city
manager,
and
between
the
city
manager
and
the
leadership
team.
Action
Item
Description
Responsibility
Timeframe
a.
Encourage
teamwork
within
all
aspects
of
City
government
Encourage
an
environment
of
teamwork,
professionalism
and
responsiveness
All
Ongoing
b.
Ensure
continuity
of
operations
through
SOP’s,
policies
and
administrative
procedures
Written
documentation
of
“how”
the
work
is
completed
in
the
event
of
unplanned
vacancies
All
Ongoing
CITY ORGANIZATION
27 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
1:
Support
and
create
partnerships
with
all
educational
institutions
and
local
school
leadership.
Provide
youth
development
programs
to
ensure
quality
educational
and
recreational
opportunities
for
local
youth.
Action
Item
Description
Responsibility
Timeframe
a.
Initiate
dialog
with
Union
and
Bixby
School
Districts
Shared
resource
opportunities
through
building
relationships
City
Manager/
Recreations
,Parks
and
Culture
1-‐2
years
b.
Explore
Tulsa
and
Wagoner
County
Parks
Partnership
Regional
park
planning
City
Manager/
Recreations
,Parks
and
Culture
FY
14
Guiding
Principle
2:
Create
an
enhanced
connection
with
neighborhoods
through
focused
outreach
and
strategic
utilization
of
various
communication
methods.
Action
Item
Description
Responsibility
Timeframe
a.
Develop
Marketing
plan
to
promote
City
services
and
programs
Create
marketing
plan
that
utilizes
social
media,
website,
and
public
television
station
to
communicate
City
services
and
programs
Communications
(CM)
Human
Resources
(IS)
1
year
(completed
FY
16)
Guiding
Principle
3:
Identify
and
improve
city
business
processes,
methods
and
programs
that
ensure
a
safe
community.
Action
Item
Description
Responsibility
Timeframe
a.
Develop
Seasonal
Education
awareness
programs
Proactively
communicate
upcoming
community
needs
Fire
Department
FY
14
–
FY
15
COMMUNITY QUALITY OF LIFE
28 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
4:
Support
initiatives,
programs,
and
events
that
enhance
the
quality
of
life
for
all
citizens.
Action
Item
Description
Responsibility
Timeframe
a.
Enhance
trail
system
Connect
trails
throughout
region
and
to
local
gathering
places
by
incorporating
INCOG
and
City
Parks
Master
Plan
Recreation,
Parks
and
Culture
1
year
for
main
trail
plan
(INCOG)
(completed
FY
17)
4-‐5
years
to
establish
internal
trail
system
(completed
FY
20)
b.
Attain
Certified
Healthy
Community
Designation
The
OK
Turning
Point
Council
awards
this
certification
to
communities
that
strive
to
enhance
the
quality
of
life
for
its
citizens
Human
Resources
(Tulsa
Transit)
1
year
(completed
FY
16)
c.
Update
the
Parks
Master
Plan
Last
plan
was
conducted
in
2008
Recreation,
Parks
and
Culture
2-‐3
years
Guiding
Principle
5:
Foster
environmentally
conscious
initiatives,
city
regulations
and
operations,
which
support
a
clean,
well-‐maintained
and
sustainable
community.
Action
Item
Description
Responsibility
Timeframe
a.
Graduated
implementation
of
a
recycle
program
(curbside
and
green
waste)
Promote
expanded
recycling
efforts,
implement
policies
to
reward
businesses
for
recycling
efforts
and
offer
recycling
program
to
citizens
General
Services
2
years
(completed
FY
17)
for
recycle
center
and
business
rewards
3+
for
citizen
program
COMMUNITY QUALITY OF LIFE
29 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
1:
Utilize
best
practices
and
industry
standards
to
maintain
the
existing
infrastructure
assets
to
meet
the
requirements.
Action
Item
Description
Responsibility
Timeframe
a.
Conduct
an
Asset
Condition/Value
Assessment
Inventory
Capital
Assets
&
Condition.
Consider
ongoing
program
when
complete
City
Manager
FY
16
b.
Conduct
a
Cost
of
Maintenance
Analysis
Cost
associated
with
Infrastructure
Maintenance
(sanitation)
General
Services
FY
16
c.
Create
an
Asset
Maintenance
Plan
Update
the
Parks
Master
Plan
Identify
Maintenance
Requirements
&
Cost
Steering
Committee
FY
16
d.
Maintenance
Plan
Implementation
Maintain
Assets
Individual
Departments
FY
17
–
FY
19
e.
Conduct
Risk
Assessment
Predicting
impact
of
not
maintaining
Asset
All
FY
15
Guiding
Principle
2:
Identify
and
adopt
successful
programs,
technologies
or
resources
to
complement
current
operational
practices
that
ensure
the
sustainability
of
existing
and
future
infrastructure.
Action
Item
Description
Responsibility
Timeframe
a.
Incorporate
into
the
CIP
and
budget
an
Asset
Preservation
Plan
Aggressive
Preventive
Maintenance
Plan
prevents
premature
life
cycle
end
General
Services
FY
15
b.
Implement
and
develop
a
“Complete
Streets”
policy
to
include
all
Applicable
Infrastructure
Policy
direction
is
needed
to
implement
the
program.
Applicable
infrastructure
includes
bike,
pedestrian
access,
water,
Sewer
&
Utilities
City
Council
–
Policy
and
Engineering
&
Construction
–
implement
FY
15
–
FY
17
INFRASTRUCTURE
30 BROKEN ARROW STRATEGIC PLAN
Guiding
Principle
3:
Establish
long-‐term
planning,
prioritization
and
replacement
strategies
for
existing
and
future
infrastructure
while
being
financially
sustainable.
Action
Item
Description
Responsibility
Timeframe
a.
Plan
for
including
dark
fiber
conduit
throughout
the
city
Increased
capabilities
for
use
of
technology
for
city
facilities
Informational
Services
FY
14
–
FY
15
INFRASTRUCTURE
31 BROKEN ARROW STRATEGIC PLAN
A
performance
measure
is
a
numeric
description
of
an
organization’s
work
and
the
results
of
that
work.
Performance
measures
are
based
on
data,
and
tell
a
story
about
whether
an
organization
or
activity
is
achieving
its
objectives
and
if
progress
is
being
made
toward
achieving
policy
or
organizational
goals.
In
technical
terms,
a
performance
measure
is
a
quantifiable
expression
of
the
result
of
activities
that
indicate
how
much,
how
well
and/or
at
what
level
services
are
provided
during
a
given
time
period.
Quantifiable
means
the
description
can
be
counted
more
than
once
or
measured
using
numbers
while
results
are
what
the
city's
work
is
intended
to
achieve
or
accomplish
for
its
residents.
There
are
several
reasons
to
measure,
monitor
and
report
performance
of
our
work.
There's
an
old
saying,
“if
it's
not
measured
it's
not
done”.
Performance
measurement
tells
managers
something
important
about
the
organization's
services
and
processes.
Performance
measures
are
a
tool
to
help
understand,
manage,
and
improve.
In
short,
performance
measurement
provides
data
and
information
necessary
to
make
informed
decisions
while
providing
a
snapshot
of
current
performance
capabilities
and
the
ability
to
track
whether
actual
performance
is
getting
better
staying
the
same
or
getting
worse
over
time.
The
best
performance
measures
start
conversations
about
organizational
priorities,
the
allocation
of
resources,
ways
to
improve
performance,
and
offer
an
honest
assessment
of
effectiveness.
Although
performance
measures
may
have
a
number
of
characteristics,
these
have
been
established
by
the
Governmental
Accounting
Standards
Board
and
are
used
in
almost
every
kind
of
performance
audit.
Performance
Measures
should
be:
• Relevant
measures
matter
to
the
intended
audience,
and
clearly
relate
to
the
activity
being
measured.
Logic
models
are
a
way
of
establishing
relevant
measures.
• Understandable
measures
are
clear,
concise,
and
easy
for
a
non-‐specialist
to
comprehend.
This
applies
to
language
used
in
the
title
and
description,
and
to
technical
aspects
of
the
measure.
• Timely
measures
have
information
available
frequently
enough
to
have
value
in
making
decisions.
• Comparable
measures
have
enough
data
to
tell
if
performance
is
getting
better,
worse
or
staying
about
the
same.
They
also
provide
the
reader
with
a
frame
of
reference
or
context
to
tell
if
current
performance
meets
or
exceeds
expectations.
• Reliable
measures
have
data
that
is
verifiable,
free
from
bias,
and
an
accurate
representation
of
what
it
is
intended
to
be.
• Cost-‐effective
measures
justify
the
time
and
effort
to
collect,
record,
display,
and
analyze
the
data
given
the
measure’s
value.
Another
aspect
of
cost-‐effectiveness
is
feasibility.
For
instance,
an
ideal
metric
may
require
data
collection,
the
scope
and
scale
of
which
is
far
beyond
its
potential
usefulness.
PERFORMANCE MEASUREMENTS
32 BROKEN ARROW STRATEGIC PLAN
Performance
measures
may
have
other
desirable
characteristics,
too:
• Useful
measures
help
people
doing
the
work
understand
what
is
happening
with
their
business
process,
and
how
to
get
better
results
for
customers.
• Influence
relates
to
the
ability
of
an
agency
to
influence
a
measure,
to
“move
the
needle
on
the
dial
when
they
push
on
the
pedal.”
Some
measures
are
important
enough
to
society
that
we
want
to
track
them,
even
though
a
single
agency’s
influence
on
them
may
be
difficult
to
discern.
These
are
often
called
indicators.
• Significant
measures
are
those
that
are
most
important
to
representing
performance.
For
instance,
we
can
measure
an
almost
infinite
number
of
things
about
our
body
(weight,
bicep
size,
body
mass,
resting
heart
rate,
etc.)
but
medical
science
has
identified
a
significant
few
that
are
appropriate
to
use
under
given
circumstances.
• Feasible
measurable
data
is
on
hand
or
the
department
can
reasonably
expect
to
collect
it.
Reference:
Government
Accounting
Standards
Board
(GASB),
Performance
Reporting
for
Government,
Characteristics
Performance
Information
Should
Possess,
adapted
from
GASB
Concepts
Statement
No.
2,
Service
Efforts
and
Accomplishments
Reporting
(2008):
http://www.seagov.org/aboutpmg/characteristics.shtml
There
are
four
types
of
typical
performance
measures
that
are
quantifiable
and
results
oriented:
• Output
Measures
(workloads)
o The
amount
of
work
performed
(bean
counting)
• Efficiency
Measures
o Work
performed
vs.
resources
needed
to
do
it
• Outcome
Measures
(effectiveness)
o “Quality
of
performance”
or
achieving
objectives
o Response
times,
citizen
satisfaction
are
examples
o Productivity
Measures
• Combined
efficiency
and
effectiveness
–
rarely
used
The
Leadership
Team
will
develop
3-‐5
performance
measures
for
each
department
that
meet
the
characteristics
described
above
and
tell
the
story
of
what
they
do
for
the
city.
Departments
should
focus
on
developing
their
own
measures
while
keeping
in
mind
the
proposed
strategic
focus
areas
and
guiding
principles
previously
agreed
upon.
Below
are
examples
of
performance
measurements
for
each
strategic
focus
area
to
assist
departments
in
developing
their
performance
measures.
PERFORMANCE MEASUREMENTS
33 BROKEN ARROW STRATEGIC PLAN
Fiscal
Sustainability
• Compliance
with
newly
established
financial
policies
• Five
Year
Revenue
and
Expenditure
Projections,
updated
Annually
o Monitor
accuracy
of
projections
• GFOA
Financial
and
Budget
Reporting
Awards
–
Annually
• Maintain
City
Reserve
Fund
Balance
–
Annually
(Fund
balance
per
capita)
• Cost
of
service
and
cost
recovery
policies
Economic
Growth
• Sales
tax
revenues
quarterly
• Number
of
new
business
licenses
quarterly
• Processing
time
of
plan
reviews
and
permits
• Number
of
new
prospects
opened
compared
to
success
rate
City
Organization
• Annual
Baldrige
Survey
Results
• Annual
compliance
with
mandated
training
• Number
of
internal
communications
to
maintain
“open
book”
management
• Bi-‐annual
Citizen
Satisfaction
Survey
and
EE
Satisfaction
Survey
(select
metrics
from
surveys)
Community
Quality
of
Life
• Types
of
calls
for
Public
Safety
services
and
location
within
city
• Cost
effectiveness
of
Emergency
Medical
Services
• Crime
statistics
by
FBI
type
• Types
and
participation
of
recreational
programs
• Readership
of
City
generated
communications
• Effectiveness
of
environmental
(including
sanitation)
programs
• Number
of
inspections
–
fire,
building,
code,
etc.
Infrastructure
• Annual
roadway
condition
reports
• Annual
water
loss
• Number,
location
and
severity
of
water
main
breaks
• Cost
effectiveness
of
each
city
owned
building
• Cost
effectiveness
of
city
owned
vehicle
maintained
roads-‐Annually
• Water
service
disruptions
• Sanitary
sewer
overflows
(#
of
unpermitted
discharges)
PERFORMANCE MEASUREMENTS
34 BROKEN ARROW STRATEGIC PLAN
Building
Collaborative
Leaders
Using
Four
Square
Management
The
City
of
Broken
Arrow
will
be
using
the
Four
Square
Management
as
a
project-‐planning
tool
to
implement
strategic
plan
projects.
The
tool
is
designed
to
provide
a
checklist
for
the
city
management
to
use
to
make
sure
all
aspects
of
implementing
the
projects
successfully
have
been
covered.
The
role
of
leaders
has
changed
significantly.
From
the
early
days
of
Fredrick
Taylor
to
the
ground
breaking
works
of
Tom
Peters
and
Jim
Collins,
defining
leadership
has
been
an
evolving
and
difficult
road
to
fully
navigate.
This
evolution
of
leadership
continues.
Leadership
for
the
21st
Century
requires
a
focus
on
building
collaborative
strategies,
systems
and
structures
to
address
complex
problems
that
are
not
completely
linear
in
nature.
Leaders
in
the
past
relied
more
on
hierarchy
and
predictable
approaches
to
address
problems.
As
an
example,
the
building
of
the
infrastructure
for
the
explosive
urban
and
suburban
growth
after
the
Second
World
War
was
far
less
complicated
than
today’s
problem
of
balancing
sustainability
with
the
need
for
economic
growth
in
communities.
Problems
leaders
confront
today
require
more
collaboration
success
than
in
the
past.
Making
Leadership
Work
Management
and
leadership
are
complicated
and
involve
both
strategic
and
tactical
execution
on
new
initiatives
for
success.
In
the
early
1990s,
private
sector
companies
started
to
use
the
balanced
scorecard
to
develop
a
more
strategic
approach
to
their
operations.
The
balanced
scorecard
helps
organizations
improve
the
articulation
and
understanding
of
their
strategies.
The
balanced
scorecard
provides
a
framework
for
building
strategies,
for
addressing
financial
issues,
customer
service
perspectives,
creating
internal
processes
aligned
to
customer
needs
and
creating
an
environment
supporting
technology,
organizational
learning,
and
continuous
change.
The
components
of
the
balanced
scorecard
are:
v Financial
–
The
strategy
for
improving
revenue
diversification
and
excellence
in
financial
reporting.
v Customer
–
The
strategy
for
improving
customer
service.
v Internal
Business
Processes
–
The
strategy
for
creating
efficient
and
effective
internal
processes
focused
on
customer
satisfaction.
v Learning
and
Growth
–
The
strategy
for
creating
an
organizational
climate
that
promotes
change,
innovation,
and
continuous
learning.
FOUR SQUARE MANAGEMENT
35 BROKEN ARROW STRATEGIC PLAN
Leaders
in
the
public
sector
need
a
scorecard
tailored
to
their
unique
needs
and
challenges.
The
scorecard
should
serve
as
a
compass
for
aligning
strategy
with
tactical
implementation
of
new
initiatives
and
promote
collaborative
decision-‐
making.
The
vacuum
that
is
often
created
without
this
alignment
can
result
in
new
initiatives
that
create
unexpected
consequences
when
implemented.
A
simple,
but
impactful
example
of
unexpected
consequences
is
when
a
governing
board
acts
on
a
policy,
but
the
staffing
and
long-‐term
financial
resources
to
effectively
implement
the
policy
are
not
considered.
Using
a
tool
that
provides
a
clear
compass
to
guide
an
organization
through
avoiding
the
potential
pitfalls
of
these
unintended
consequences
is
critical
to
more
effective
governance.
Staying
on
course
is
not
easy
in
the
public
sector.
Public
sector
environments
have
significantly
more
transparency
than
the
private
sector.
The
actions
of
governing
boards
that
direct
management
are
conducted
in
a
proverbial
“fish
bowl”
of
public
opinion,
which
is
increasingly
being
shaped
by
print
and
social
media.
This
can
result
in
reactionary,
instead
of
strategic
decisions.
Four
Square
Management
provides
a
checklist
for
public
sector
leaders
to
use
as
a
compass
when
developing
and
implementing
new
initiatives.
The
key
to
success
when
implementing
new
initiatives
is
finding
the
balance
among:
v Stakeholder/customer
expectations
v Governing
Boards
desire
to
meet
those
expectations
through
policy
direction
v Capacity
to
implement
the
policy
v Capacity
of
members
to
execute
the
policy
for
the
stakeholders/customers
FOUR SQUARE MANAGEMENT
36 BROKEN ARROW STRATEGIC PLAN
Four
Square
Management
is
a
tool
to
strategically
and
tactically
guide
the
city
through
a
measured
process
of
improving
the
effectiveness
of
implementing
new
initiatives
or
projects.
How
does
Four
Square
Management
work?
Prior
to
implementing
any
new
initiatives,
the
following
questions
should
be
addressed
under
each
of
the
categories:
Stakeholder/customer
expectations
v Is
this
initiative
consistent
with
our
Vision
and
Mission
statement?
v Is
it
one
of
our
stated
priorities
or
strategic
focus
areas?
v Does
it
resolve
an
immediate
and
pressing
problem
that
is
appropriate
for
the
organization
to
address?
v If
funding
is
involved,
can
this
initiative
be
sustained
over
the
next
five
years
with
other
competing
budget
priorities?
Governing
Board’s
desire
to
meet
those
expectations
through
policy
direction
v What
are
the
outcomes
we
will
use
to
determine
if
this
initiative
is
successful?
v When
will
the
initiative
be
reviewed
to
determine
how
it
is
being
implemented?
v Do
we
have
existing
policy
direction
from
an
approved
plan
to
undertake
this
initiative?
v What
are
the
best
practices
for
this
initiative?
Management
capacity
to
implement
the
policy
v Do
we
have
the
necessary
operational
procedures
to
implement
the
initiative?
v If
the
initiative
requires
technology,
is
it
in
place
or
do
we
have
to
purchase
it?
v Is
a
performance
measurement
system
in
place
to
track
the
outcomes
or
results
of
the
initiative?
v Do
we
have
the
necessary
structure
and
supervisory
capacity
to
implement
the
initiative?
v Do
we
need
a
field
trip
to
an
organization
that
has
developed
and
implement
the
initiative?
v What
are
contingency
plans
if
the
initiative
has
problems
while
being
implemented?
v What
is
our
communication
strategy
for
the
initiative
and
the
spokesperson?
4 Square Management
Executive Leadership
(Tactical)
Employees
(Tactical)
Governing Board
(Strategic)
StakeholdersCustomers
(Strategic)
Prioritize
4 Square Management
Prioritize
Do
Do
FOUR SQUARE MANAGEMENT
37 BROKEN ARROW STRATEGIC PLAN
Capacity
of
employees
to
execute
the
policy
for
the
stakeholders/customers
v Has
input
from
first
line
members
been
received
on
how
to
implement
the
initiative
effectively?
v Is
member
training
required
to
implement
the
initiative?
v How
will
implementing
this
initiative
impact
current
work
cycles
for
services?
v How
will
implementing
this
initiative
affect
timelines
on
implementing
any
other
initiatives
directed
by
the
governing
board?
The
Four
Square
Management
model
can
provide
the
platform
for
implementing
a
more
collaborative
approach
for
leaders.
This
simple
template
for
governing
boards
and
management
to
use
should
not
delay
the
development
of
new
initiatives.
It
will
help
to
make
sure
the
initiative
has
run
the
gauntlet
for
its
successful
implementation.
FOUR SQUARE MANAGEMENT
38 BROKEN ARROW STRATEGIC PLAN
The
strategic
plan
should
be
updated
and
reviewed
annually
during
the
budget
development
process.
Projects
in
strategic
plan
requiring
funding
over
the
next
fiscal
year
should
be
identified.
Strategic
work
plan
projects
should
also
be
updated
and
reviewed
at
this
time.
New
strategic
projects
should
also
be
identified
and
included
in
the
work
plan
for
the
fiscal
year
or
subsequent
year.
City
performance
measures
should
be
reviewed
and
updated
during
this
process.
In
adopting
the
budget
for
future
fiscal
years,
the
City
should
include:
v Any
strategic
projects
requiring
funding
v The
strategic
staff
work
plan
for
the
year
included
in
the
updated
Strategic
Action
Plan
v Performance
measurement
adjustments
included
in
the
updated
Strategic
Action
Plan
INTEGRATED STRATEGIC PLAN
39 BROKEN ARROW STRATEGIC PLAN
The
annual
updating
of
the
Strategic
Action
Plan
is
necessary
to
ensure
continuous
improvement
that
is
aligned
with
the
city’s
Focus
Areas
and
Guiding
Principles.
The
Strategic
Action
Plan
is
a
living
document
that
can
be
sustained
over
time
by
the
city
as
part
of
its
annual
budgeting
process.
The
Sustainable
Strategic
Plan
procedures
provide
a
process
for
annually
updating
the
plan.
The
sustainable
strategic
plan
relies
on
four
simple
steps.
Resources-‐
Use
the
vision
and
mission
statements,
focus
areas,
and
performance
data
to
provide
information
for
brainstorming
new
projects
under
the
plan.
Identifying
Projects-‐
Under
each
one
of
the
focus
areas,
potential
projects
for
the
next
12
months
or
longer
should
be
identified
through
brainstorming.
At
this
point
all
projects
will
be
considered
until
they
are
prioritized.
Prioritizing
Projects-‐
Using
the
Payoff
Matrix
and
to
prioritize
the
list
of
identified
projects
and
determine
the
work
plan
for
the
next
12
months
or
longer.
Work
Plan-‐
Projects
in
the
work
plan
and
current
or
new
performance
measures
are
finalized
for
the
annual
strategic
plan
update.
SUSTAINABLE STRATEGIC PLAN
40 BROKEN ARROW STRATEGIC PLAN
• Priorixzing
Projects
• Work
Plan
• Idenxfying
Projects
• Resources
STEP
1:
Use
vision,
mission,
core
values,
performance
measures,
benchmarking
data,
focus
areas,
guiding
principles
for
updaxng
STEP
2:
Brainstorm
new
projects
under
each
focus
area
STEP
3:
Use
Payoff
Matric
STEP
4:
Update
Strategic
Plan
projects
and
performance
measures
for
next
12
months
or
longer
PERFORMANCE
SUSTAINABLE STRATEGIC PLAN
41 BROKEN ARROW STRATEGIC PLAN
THE
PAYOFF
MATRIX
The
“Payoff
Matrix”
provides
a
tool
for
identifying
projects
that
are
either
easy
or
difficult
to
implement,
but
result
in
a
high
impact
on
the
organization.
The
purpose
of
the
matrix
is
to
stay
in
quadrants
1
and
2.
Easy
to
Accomplish
Difficult
to
Accomplish
High
impact
on
the
organization/community
1
2
Low
impact
on
the
organization/community
3
4
SUSTAINABLE STRATEGIC PLAN