NEXT

Home » NEXT

Overall progress

60% average completion across all strategic priorities

Tracking 34 goals: 23 on track, 1 some disruption, 1 major disruption, 9 completed.

Goals by status

Goals by status
Status Goals
On track 23
Some disruption 1
Major disruption 1
Completed 9
Discontinued 0

Completion by strategic priority

Completion by strategic priority
Strategic priority Average completion
Financial Strength & Operational Excellence 71%
Economic Vitality 40%
Community Collaboration 44%
Effective Infrastructure Network 34%
Quality of Life 73%

Strategic priorities in detail

Financial Strength & Operational Excellence 71%

Financial Strength & Operational Excellence

Focus on staff recruitment, retention, development, department collaborations, and safety programs to improve workplace culture and morale. 77%

  • Participate in and measure the success of four (4) recruitment opportunities per year. (HR to lead)

    On track 50% Human Resources

    This is a two year initiative so we are on track to complete at 100% next year.

    Updated April 23, 2026

  • Implement a periodic new hire orientation. (HR to lead)

    Completed 100% Human Resources

    This has been implemented. The first orientation will be held on July 6, 2026.

    Updated June 25, 2026

  • Incorporate job shadowing into our new job swap program to increase utilization and success of program. (HR to lead)

    Completed 100% Human Resources

    Program and Policy is in final form and complete.

    Updated August 13, 2026

  • Research plans to increase and maintain employee morale, and overall employee buy in of the City's vision and culture. (HR to lead)

    Completed 100% Human Resources

    HR Staff has begun the review process of the Employee Engagement Survey and started looking at some different ideas to increase and maintain employee morale.

    Updated June 25, 2026

  • Review tax and budget impacts of providing City branded clothing for non-labor employees. (A&F to lead)

    Completed 100% Accounting & Finance Department

    Next step would be for a potential City Wide Policy to be drafted outlining parameters falls in line with an HR function.

    Updated April 26, 2026

  • Evaluate and update employee rules and regulations handbook. (HR to lead)

    On track 5% Human Resources

    Foundation for this has started. New HR Director will start on 9/8/26 and take on the rest of this process.

    Updated August 26, 2026

  • Implement a standard consistent brand policy for all operations, buildings, uniforms, equipment, vehicles, and other relevant areas using existing logo. (Admin to lead)

    On track 85% City of Bartlesville

    An employee City Store just launched to help keep consistent branding for apparel worn by city employees. The rest of the branding plan is now with the communications and marketing team to be implemented into a style and branding guide to be shared with city employees and outside representatives seeking logo use.

    Updated July 29, 2026

Improve and modernize our workplace including seeking accreditations for operational excellence, developing a performance and reward-based evaluation process, and furthering integration of IT systems into our operating departments. 76%

  • Best practices committee will identify and begin implementation of best practices and accreditation programs in at least two areas. (Administration to lead)

    Completed 100% City of Bartlesville

    The Tobacco Free City Ordinance was adopted at the June City Council meeting and staff is ready to submit the application for Certified Healthy Oklahoma in August which will satisfy program #1. The second program will be implemented July 1st.

    Updated June 25, 2026

  • Evaluate effectiveness of existing performance and reward-based evaluation process for general and police department employees. (HR to lead)

    Completed 100% Human Resources

    Some valuable feedback has been received and we will work to make improvements and adjustments based on what was received.

    Updated August 13, 2026

  • Evaluate asset management system to determine how we can integrate this system into our operating departments. (Engineering/Water to lead)

    On track 35% Engineering Department

    Working through functionality of the software to see if it warrants use for other departments

    Updated August 18, 2026

  • Revise and update utility billing and integrations to improve citizen satisfaction and e-gov capabilities. (A&F and IT to lead)

    On track 80% Accounting & Finance Department

    Testing and preparation are underway as the team moves toward go‑live.

    Updated September 2, 2026

  • Explore and create a plan for Artificial Intelligence (AI) initiatives and potential implementation. (Admin to lead)

    On track 65% City of Bartlesville

    We are still implementing the pilot program for a software that will better serve the citizens on questions they may have or assistance they may need. The committee has met to address what is being used in each department, what opportunities there are to be more effective or efficient as well as looking at policy. The group will meet again on 9/8/26.

    Updated August 26, 2026

Develop annual communications and feedback systems to include a standard report to citizens, community survey, and employee survey. 83%

  • Continue to publish annual report on overall City and departmental achievements, progress, and goals. Summary of report to be circulated by various means. (Admin to lead) - 1 year

    On track 75% Communications

    The FY 2025-26 annual report is in production with data currently being finalized from all departments and design/layout is currently underway. Final reviews and publication expected toward the end of August or first of September 2026.

    Updated August 26, 2026

  • Continue to distribute surveys to obtain citizen feedback and requests for all City departments. Individual departments may also be surveyed individually as part of a larger survey plan. (Admin to lead) - 1 year

    On track 80% Communications

    Staff is working on draft for digital survey. This is getting closer for publication.

    Updated August 26, 2026

  • Continue to distribute annual survey for employees to rate their department and the City as an overall employer. (HR to lead) - 6 months

    Completed 100% Human Resources

    The Employee Engagement Survey has been distributed to all City employees and will close soon.

    Updated May 19, 2026

  • Utilizing existing feedback cards, develop a formal plan for collection and review of all customer and citizen input to include frequency of review, contacting those who have requested it, and making recommendations to address areas of weakness. (Admin to lead) - 1 year

    On track 75% City of Bartlesville

    Staff is working to get the digital survey up and running for this.

    Updated June 25, 2026

Adopt governance best practices and update municipal criminal code. 18%

  • Investigate and where appropriate implement additional tools for citizens to have the ability to obtain financial data in an effort to be as financially transparent as possible. (A&F to lead) - 2 years

    On track 30% Accounting & Finance Department

    Additional vendor research is underway, and the team is coordinating a full demo of the Tyler product to evaluate next steps.

    Updated September 2, 2026

  • Review and update the municipal criminal code utilizing a consultant to remove outdated and obsolete language, ensure cohesion with State and U.S. criminal codes, and add any missing sections related to laws necessary to ensure the safety of the public. (Legal to lead) - 2 years

    On track 5% City of Bartlesville

    Reached out to Oklahoma Municipal League (OML) to get contacts of consultants that provide this service for municipalities.

    Updated March 17, 2026

Economic Vitality 40%

Economic Vitality

Reevaluate our development regulatory policies to ensure all rules, regulations, and processes align with best practices and reflect the character of our community. 76%

  • Update zoning, subdivision, and other ordinances and codes which regulate private development and land use following the updated comprehensive land use plan. (Community Development to lead) - 1 year

    On track 76% Community Development Department

    Stakeholders and the Planning Commission have been provided updates on the project, and an update for City Council is anticipated to be provided by video. The draft has completed internal staff review and has been returned to the consultant team for revisions. Staff and the consultants continue to refine the document and improve its clarity, consistency, and usability. Following these revisions, draft sections will be released incrementally for stakeholder and public input before proceeding through the formal adoption process.

    Updated August 27, 2026

Collaborate with economic development partners and experts to optimize development. 29%

  • Convene quarterly meetings of economic development partners and other interested stakeholders to discuss primary jobs, retail development, and housing development opportunities and challenges. (Community Development to lead) - 1 year

    On track 34% Community Development Department

    Community Development is working toward developing a coordinated approach with BDA, BRTA, City staff, and City Management to identify available data and resources related to primary job growth, retail development, and housing. Continued coordination and outreach will help establish the information needed to guide the project’s next steps.

    Updated August 27, 2026

  • Convene quarterly meetings of tourism development partners and other interested stakeholders to discuss visitation trends, opportunities, and events. (Community Development to lead) - 2 years

    On track 23% Community Development Department

    Community Development is working toward establishing regular coordination with key tourism partners to strengthen collaboration on visitation trends, events, and tourism opportunities. Initial outreach is underway, with the goal of creating a consistent forum for sharing information and identifying future priorities.

    Updated August 27, 2026

Explore strategies to retain and attract young professionals and families to Bartlesville. 25%

  • Work with economic development partners to understand young professionals' and families' needs to strengthen recruitment and retention in this area. (Admin to lead) - 1 year

    On track 25%

    We have reached out to our two largest employers to schedule a meeting. We decided to focus on data that is readily available via an HRIS system to make it easier to obtain information necessary to conduct an analysis of the extent of the issue.

    Updated May 18, 2026

Community Collaboration 44%

Community Collaboration

Partner with community groups to discuss, evaluate and report on existing needs and potential solution that address: Child Care, Housing, Homelessness, and Others to be Determined. 44%

  • Child Care: Attend meetings with local groups to discuss childcare needs, issues, and barriers. (Admin to lead) - 1 year

    On track 35%

    ICM Sanders has been added to the Childcare Taskforce group and there is an upcoming meeting scheduled for September 2026 that she will attend to assist with this initiative.

    Updated August 26, 2026

  • Housing: Use current housing study to develop plans to incentivize and encourage development of housing that helps to fill the identified gaps. (Community Development to lead) - 1 year

    On track 45% Community Development Department

    Community Development staff has completed its review of the draft comprehensive housing plan and returned comments to the consultant. The consultant is currently making revisions and coordinating with subcontractors to further develop the plan and its recommendations. At the same time, staff is working with a separate consultant on the pattern zoning initiative, including development of pre-approved housing designs and standards to support compatible infill development. Together, these efforts are intended to address identified housing gaps and provide practical tools to encourage new housing and neighborhood reinvestment.

    Updated August 27, 2026

  • Homelessness: Monitor and evaluate the Park and Mental Health Co-Response Units' activities and results to determine if patrolling of the park areas is meeting our expectations in preventing crime and enhancing the public's trust in the safety of our public spaces, particularly as it relates to the unsheltered population. (Admin to lead) - 1 year Provide crisis intervention training to at least 90% of our officers, so they can more effectively address the challenges presented by the unsheltered and other suffering from mental illness. (Police Department to lead) - 18 months

    On track 74% Police Department

    Our public safety survey is now complete, with 250 community members participating, and the feedback was very encouraging. A strong majority of respondents said they feel safe in our parks, and many believe safety has improved over the past year. Participants also shared that a visible police presence helps prevent crime and increases their confidence in the safety of our public spaces, reinforcing the importance of proactive patrol and community-oriented policing. At the same time, we recognize there is always room for improvement, and respondents provided helpful suggestions such as improving lighting in certain areas and continuing strong community engagement during patrols, which are practical steps to further enhance safety and maintain public trust moving forward.

    Updated April 22, 2026

  • Recreational sports and programming

    On track 22% Community Development Department

    No Status Update

    Updated August 27, 2026

Effective Infrastructure Network 34%

Effective Infrastructure Network

Develop Asset Management Program for infrastructure. 35%

  • The intent of the asset management program is to compile age, material, condition, and service life of the City's infrastructure (facilities, airport, streets, storm drain, wastewater, water, signals, signs, etc.) into ESRI's GIS software to aide in planning improvement priority and capital needs. Select consultant to collect and populate data into ESRI. (Engineering to lead) - 1 year Facilities, streets, storm drains, wastewater and water - (Engineering to lead) - 1 year from completion of first step Signs and signals - (Engineering to lead) - 2 years from completion of first steps

    On track 35% Engineering Department

    Continued coordination with GIS Coordinator to use ESRI to compile age, condition, material type, and service life of various infrastructure

    Updated August 18, 2026

Improve road conditions as captured by Pavement Condition Index (PCI). 65%

  • Improve road conditions as captured by Pavement Condition Index (PCI).

    On track 65% Engineering Department

    2020 GO Bond Street projects are complete. Approximately half of the PM streets funds in sales tax have been utilized. 2026 Asphalt Preservation project is under construction and should wrap up in early October. First tranche of 2023 GO Bond monies have been issued and Engineering staff are coordinating design of $4.810MM in street projects to be constructed in spring/summer 2027. PCI updated as street projects are completed.

    Updated August 18, 2026

Develop storm sewer system improvement plan. 18%

  • Evaluate condition of current storm sewer system. (Engineering to lead) - 18 months

    On track 25% Engineering Department

    WSB proposal to evaluate Corrugated Metal Pipe (CMP) system anticipated end of October 2026.

    Updated August 18, 2026

  • Update storm water master plan. (Engineering to lead) - 12 months after completion of first step

    Major disruption 10% Engineering Department

    WSB provided budgetary information. No budget currently available for the study.

    Updated August 18, 2026

Quality of Life 73%

Quality of Life

Explore opportunities to embrace the unique cultures of our community. 100%

  • Continue coordinating a multi-cultural group to highlight the diverse cultures in our community. (Library to lead) - 1 year

    Completed 100% History Museum

    This event was held as part of Unityfest.

    Updated December 22, 2025

Develop and maintain healthy lifestyle options as a segment of our parks, recreation and transportation systems. 45%

  • Update a Trails/Multi-modal plan that incorporates existing assets and plans such as bicycle plan. (Community Development is lead) - 1 year

    Some disruption 45% Community Development Department

    Community Development has received the GIS data from the contracted firm and is currently reviewing and analyzing the information for relevant insights. The findings will be provided to the Trails Committee to assist with evaluating future trail locations, usage patterns, connectivity opportunities, and priorities for continued expansion of the trail network.

    Updated August 27, 2026

Ensure and maintain clean, bright, vibrant community spaces. 73%

  • Evaluate effectiveness of existing security measures in parks and community spaces. (Public Works/PD is the lead) - 1 year

    Completed 100% Public Works Department

    Bartlesville PD has one officer assigned to the "Parks Unit" on day and evening shifts. This officer spends their full 8-hour shift patrolling the city parks and pathfinder trail. Their job is to be visible, talk with citizens, and handle any issues in those areas. The officer has access to a mini truck, bicycle or a patrol car. The choice depends on daily needs and weather conditions. 12 park restrooms have security alarms and fire alarms installed. They are monitored 24hrs a day and automatically lock at night. While some vandalism is still occurring, it did eliminate the issue of people staying in them at night.

    Updated February 19, 2026

  • Coordinate citizen volunteer efforts to supplement our maintenance efforts and to improve the appearance of our City. These could include periodic clean up days, adopt a mile program, adopt a path program, etc. (Community Development to lead) - 1 year

    On track 45% Community Development Department

    Community Development continues to coordinate with Keep Bartlesville Beautiful (KBB) on current and future beautification efforts. KBB is evaluating potential projects, volunteer opportunities, and community cleanup initiatives, with staff providing ongoing support as priorities and next steps are identified.

    Updated August 27, 2026