HomeMy WebLinkAboutPR 24529: ADOPTION OF THE 2025-2030 CITY OF PA STRATEGIC PLAN City of
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www.PortArthurTx.gov
OFFICE OF THE CITY MANAGER
INTEROFFICE MEMORANDUM
Date: September 15, 2025
To: The Honorable Mayor and City Council
From: Ronald "Ron" Burton, CPM, City Manager
RE: P.R. NO. 24529—Adoption of the 2025-2030 City of Port Arthur Strategic
Plan
Introduction:
This agenda item seeks the City Council's approval of Proposed Resolution No.
24529, adopting the 2025-2030 City of Port Arthur Strategic Plan, including the City's
Mission, Vision, and Core Values.
Background:
On July 16, 2024, the Port Arthur City Council approved Resolution No. 24-299,
authorizing the execution of a contract with Berry Dunn, McNeil & Parker, LLC (Berry
Dunn), of Portland, Maine, for the development of a comprehensive citywide five-year
strategic plan.
As part of this process, Berry Dunn facilitated extensive community engagement
through public forums held at the Robert A. "Bob" Bowers Civic Center on October 23-
24, 2024. Citizens were invited to participate in presentations, surveys, polls, idea
boards, and interactive discussions. Input was also solicited through mailings, the City's
official website, and social media channels to ensure broad participation across all age
groups and neighborhoods.
In addition, strategic planning workshops were conducted with City Council, City
Leadership, Stakeholders, and Staff to establish shared priorities and align the plan with
the City's mission, vision, and values. The resulting plan defines strategic goals,
outlines objectives, and sets measurable performance standards to guide municipal
operations and community development over the next five years.
"Remember,we are here to serve the Citizens of Port Arthur."
P.O.Box 1089 X Port Arthur,Texas 77641-1089 X 409.983.8101 X FAX 409.982.6743
By adopting the 2025-2030 Strategic Plan, the City Council will also formally adopt the
Mission, Vision, and Core Values of the City of Port Arthur. These values emphasize
respect, honesty, collaboration, responsibility, knowledge sharing, inspiration, and
strong personal foundations.
The Plan identifies six (6) Strategic Priorities that will serve as the City's roadmap for
the future:
1. Operating Infrastructure—sustainable public facilities, streets, drainage, water,
wastewater, and solid waste systems.
2. Community Vitality —fostering an inclusive, engaged, and resilient community.
3. Economic Vitality — promoting workforce development, tourism, and business
growth.
4. Financial Sustainability — ensuring long-term fiscal stability and responsible
resource allocation.
5. Organizational Excellence — advancing innovation, customer service, and
workforce development within the organization.
6. Embrace Diversity — cultivating inclusivity and cultural awareness across the
community.
Adoption of the strategic plan will establish the official guiding framework for municipal
governance, aligning decision-making, resource allocation, and departmental planning
with the City's long-term goals.
Budget Impact:
There is no budgetary impact associated with the adoption of the 2025-2030 Strategic
Plan.
Recommendation:
It is recommended that the City Council approve Proposed Resolution No. 24-529,
adopting the 2025-2030 City of Port Arthur Strategic Plan, including the Mission, Vision,
and Core Values for the City of Port Arthur, Texas.
"Remember,we are here to serve the Citizens of Port Arthur."
P.O. Box 1089 X Port Arthur,Texas 77641-1089 X 409.983.8101 X FAX 409.982.6743
P.R.NO.24529
09/15/2025 PDL
PAGE 1 OF 4
RESOLUTION NO.
A RESOLUTION ADOPTING THE 2025-2030 STRATEGIC PLAN FOR
THE CITY OF PORT ARTHUR, TEXAS; PROVIDING AN EFFECTIVE
DATE
WHEREAS, the City of Port Arthur, Texas, recognizes the importance of long-
range planning to guide municipal services, infrastructure investments, and community
priorities; and
WHEREAS, pursuant to Resolution No. 24-299, the Port Arthur City Council
authorized a contract between the City of Port Arthur and Berry Dunn, McNeil & Parker,
LLC (Berry Dunn), of Portland, Maine, to assist in the development of a comprehensive
five-year Strategic Plan; and
WHEREAS, community engagement was prioritized in the development process,
including community forums held at the Robert A. "Bob" Bowers Civic Center on October
23-24, 2024, which welcomed citizens of all ages to provide input on the future of the
City; and
WHEREAS, citizens participated in short presentations, interactive sessions, and
provided feedback through surveys, polls, idea boards, and forum questions that were
mailed and posted on the City's official website and social media platforms to maximize
participation and inclusivity; and
WHEREAS, workshops were also conducted with City Leaders, Stakeholders, and
Staff to ensure that the Strategic Plan reflects organizational priorities, operational
realities, and community aspirations; and
WHEREAS, a Municipal Strategic Plan serves as a roadmap that defines the City's
priorities, establishes key goals, and sets the direction for how the City of Port Arthur will
achieve its objectives over the next five years, shaping the services provided, the projects
prioritized, and the milestones pursued collectively; and
WHEREAS, the Strategic Plan identifies six (6) Strategic Priorities that will guide
Port Arthur's future:
1. Operating Infrastructure — developing reliable and sustainable infrastructure,
including public facilities, streets, drainage, water, wastewater, and solid waste
systems.
2. Community Vitality — fostering a vibrant, inclusive, and resilient community
through partnerships, civic pride, and cultural initiatives.
3. Economic Vitality—strengthening workforce development, tourism, and business
growth to ensure long-term prosperity.
4. Financial Sustainability—ensuring long-term economic stability through effective
resource allocation, grants, and fiscal accountability.
P.R.NO.24529
09/15/2025 PDL
PAGE 2 OF 4
5. Organizational Excellence — advancing innovation, customer service,
technology, and workforce development within City operations.
6. Embrace Diversity— cultivating inclusivity, cultural awareness, and respect for all
residents.
WHEREAS, by adopting the 2025-2030 City of Port Arthur Strategic Plan, as
delineated in Exhibit "A", the City Council also adopts the Mission, Vision, and Core
Values of the City of Port Arthur, which reflect the principles of respect, honesty,
knowledge sharing, collaboration, responsibility, inspiration, and strong personal
foundations.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
PORT ARTHUR, TEXAS:
Section 1. That the City Council hereby adopts, attached in substantially the same
form as Exhibit "A", the 2025-2030 City of Port Arthur Strategic Plan as the official
roadmap for municipal governance, operations, and community development for the next
five years.
Section 2. That by adopting this Plan, the City Council also affirms and adopts the
Mission, Vision, and Core Values of the City of Port Arthur.
Section 3. That this resolution shall be effective immediately upon passage.
Section 4. That a copy of the caption of this Resolution be spread upon the Minutes
of the City Council.
READ, ADOPTED, AND APPROVED this the day of September, A.D.
2025, at a Regular Meeting of the City Council of the City of Port Arthur, Texas, by the
following vote: AYES: Mayor:
COUNCILMEMBERS:
Charlotte M. Moses, Mayor
ATTEST:
Sherri Bellard, TRMC, City Secretary
P.R.NO.24529
09/15/2025 PDL
PAGE 3 OF 4
APPROVED AS TO FORM:
Roxann Pais Cotroneo, City Attorney
APPROVED FOR ADM ISTRATION:
Ronald "Ron" Burton, M, City Manager
P.R.NO.24529
09/15/2025 PDL
PAGE 4 OF 4
EXHIBIT "A"
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Table of Contents
Letter From the City Council 3
How Did We Arrive at This Plan? 4
Vision, Mission, and Core Values 6
Plan at a Glance 7
I
Strategic Priorities 8
Operating Infrastructure 8
Community Vitality 10
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Economic Vitality 12
Financial Sustainability 14
Organizational Excellence 16
Embrace Diversity 18
ota
Why Strategic Planning Matters 20
Our Commitment to You 21
. What's Next? 22
Acknowledgments 23
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Letter from the
Strategic plan
City Council2025-2030
Dear Residents of the City of Port Arthur,
With great optimism and a deep sense of responsibility,we are pleased to share the City of Port Arthur's
Five-Year Strategic Plan—a comprehensive vision that will guide our city's growth and development
from 2025 through 2030.
This plan is the result of meaningful collaboration among local stakeholders, city staff,elected officials,
and you—our residents. It reflects your voices,your concerns, and your aspirations.Together,we've
identified the priorities that matter most to our community and laid out a path toward progress that
is both bold and achievable.
Over the next five years,this plan will direct our efforts toward expanding economic opportunities,
supporting job creation and training, and strengthening our local industries. It outlines necessary
investments in our city's infrastructure, ensuring safer roads, improved drainage, and enhanced
resilience in the face of severe weather.
As we move forward,we remain firmly committed to enhancing the overall well-being of our
community by prioritizing quality of life and pursuing thoughtful, incremental revitalization efforts
throughout the city. Equally vital is our dedication to transparency and civic trust—we will continue
to strengthen public confidence by ensuring that city government operates in a manner that is open,
accessible,and responsive to the needs of all residents.
This Five-Year Strategic Plan is more than a document—it is a roadmap to a better Port Arthur.
With your partnership and continued engagement,we are confident in our ability to meet our goals
and create a stronger city for generations to come.
As we begin this next chapter,we invite all residents to stay engaged, share feedback,
and walk with us on this journey of growth.
Thank you for your continued support and belief in the future of our city.
Sincerely,
City of Port Arthur City Council
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Charlotte M.Moses Harold Doucet,Sr. Thurman Bartie
Mayor Mayor Pro Tern Former Mayor
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Willie Lewis,Jr. Tiffany L. Doneane Beckcom Thomas Kinlaw,Ill Donald Frank,Sr.
Councilmember Hamilton Everfield Councilmember Councilmember Councilmember
Councilmember
3
How Did We
Arrive at This Plan
AUGUST — SEPTEMBER 2024
• Project Initiation and Planning
OCTOBER 2024 — JANUARY 2025
• Community engagement website
l • Interviews and focus groups
• Community forums
• Statistically valid community survey
FEBRUARY 2025
• City Council strategic planning workshop
• City staff strategic planning workshop
MARCH — MAY 2025
/4...)
• Development of mission, vision, values,
strategic priorities, goals, objectives
and performance measures
I
J U N E 2025 ��,
• Presentation of strategic plan draft
to City Council �� \
A) DULY — AUGUST 2025
• Development of final strategic plan
• Implementation planning
SEPTEMBER 2025 „
• Strategic plan launch
I 4
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How Did We
Strategic Plan
Arrive at This Plan — - 2025-2030
ctill 411P90
Online Interactions Number of Comments
With Social Pinpoint Contributed to
1 , 156 Social Pinpoint
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Community Survey Community Forum Interview
Responses Participants Participants
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City Council City Leadership
Engagements Engagements
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Mission , Vision , Values
OUR MISSION
•
Port Arthur is committed RESPECT
to an inclusive community We prioritize treating everyone with respect and
through service excellence,
embrace diverse perspectives, cultivating a
leadership approach that is centered around people.
transparency, fiscal
responsibility, innovation, Honesty
and community engagement,
We uphold integrity and transparency in all our actions,
maintaining humility and pride in our ethical standards.
enhancing quality of life
and ensuring public Knowledge Sharing
We foster a culture of continuous learning and
health and safety.
open communication, encouraging humble
collaboration and pride in our collective achievements.
OUR VISION
Collaboration
Port Arthur strives We work together, leveraging our collective strengths
to achieve common goals, with a focus on
to be a vibrant city
people-centered leadership and mutual respect.
with well-maintained
neighborhoods, dedicated Responsibility
We are good stewards of the city's resources,
to enhancing community
timely in our responses, accountable for our actions and
well-being through committed to the well-being of our community, taking
upgraded infrastructure, pride in our responsibilities, and leading with humility.
diverse recreational
Inspiring
opportunities, strong We strive to motivate and uplift each other,
community efforts, fostering a community where everyone
public-private feels empowered to achieve their best.
partnerships and Strong Personal Foundations
accountable leadership. We build on the principles of family, faith,
and personal integrity, ensuring a solid foundation
for personal and community growth.
6
Strategic Plan
Plan at a Glance 2025-20_30
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Operating Infrastructure
OUR GOAL
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• Develop and implement comprehensive plans to maintain and
Develop reliable and improve streets, water, wastewater, drainage, and solid waste
infrastructure.
sustainable infrastructure, • Develop maintenance and replacement plans for all public facilities
to be safe, modern, and provide space to support City staff.
including public facilities,
• Develop a plan for replacement and additions of public safety
facilities to support the growth of the community and serve the
streets, water, needs of the residents.
wastewater, drainage, • Continue to contribute and adhere to the regional comprehensive
hazard mitigation plan to support the City and contributing partners
to make the community safer and deliver high-quality services.
and solid waste,
to meet and support
the needs of a
vibrant community.
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Strategic Plan
2025-2030
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• Set a minimum Pavement Condition Index (PCI)to maintain streets. - -- _
• Complete three drainage projects (El Vista Project, Port Acres,
and Stone Gate by December 2026). f of
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I • Develop a city solid waste master plan by December 2025. , A- 4 = qi gi •. '
• Number of maintenance activities completed. "' ' ' ~ 4.i W
• Number of public facilities improvement projects completed. °°-
• Replace two fire stations (station 3 by March 2026) and `+, ,
1 (station 2 by June 2027).
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• Citizen Satisfaction Survey results indicating satisfaction r `
levels of residents and businesses with the enhanced
infrastructure. -4.
• Number of actionable items from the Regional
Comprehensive Mitigation Plan implemented or
supported by the City annually. r
• Improvement in response times and effectiveness
during hazard events.
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Community Vitality
OUR GOAL Objectives
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• Increase community awareness and participation in maintaining
Foster a vibrant, inclusive, a clean and litter-free city by enhancing solid waste service
efficiency, reliability, and communication and promoting shared
and resilient community responsibility among residents and businesses.
• Promote community pride and engagement through educational
where residents and campaigns, volunteer clean-up efforts, civic initiatives, and
strengthened partnerships with local organizations and businesses,
supported by consistent and effective code enforcement.
businesses thrive through
• Revitalize and enhance the downtown district by investing in
collaborative partnerships, infrastructure upgrades, walkable streetscapes, and attractive public
spaces that foster economic activity, cultural expression, and social
connection.
equitable opportunities,
• Preserve and celebrate Port Arthur's unique heritage by supporting
and a shared commitment historic preservation projects, cultural programs, and public art
initiatives that connect the past to future growth, attract tourism
and strengthen community identity.
to service, integrity,
• Strengthen local workforce development and civic education
by partnering with schools, colleges, and training institutions to
and quality of life. create pathways in skilled trades, industry, and public service,
and encouraging youth to build meaningful careers in Port Arthur.
• Strengthen relationships between the city and its residents through
inclusive and transparent dialogue, sponsoring initiatives that build
trust, encourage active participation in local governance and
decision-making, and informing residents about city functions.
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'� ' Strategic Plan
' 2025-2030
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Outcomes, Outputs and Pei i,), „ �� £
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• Increase public participation in clean-up events and �. d
awareness campaigns by 25% within two years. r «` °%
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• Reduce litter and illegal dumping by 30% over three years, :
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with 95% on-time solid waste collection. a►,x,
• Complete at least three downtown and neighborhood
infrastructure projects within two years. .,
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• Success in completing the projects on the City's CIP list that _. '`
improve downtown. , —1 fifrf
• Support two cultural or historic preservation initiatives annually. - ‘,
•• Establish three new partnerships with educational and industry
partners each year. 7
• Number of residents participating in a citizen's academy. . `''
• Increase in residents accessing the City's social media platforms. ' 1 .
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Economic Vitality
OUR GOAL C;
• Foster, develop, and implement creative tourism initiatives through
Foster collaboration communications to highlight local attractions, cultural heritage,
and unique experiences that boost visitor engagement and
among industries,
economic impact.
• Partner with internet service providers to expand broadband
businesses, and services for underserved areas, enabling residents and businesses
to fully participate in the digital economy and enhance their quality
of life.
community stakeholders
• Promote the creation and retention of local jobs by encouraging
to drive innovation, business development to foster a business-friendly environment.
• Modernize essential downtown infrastructure, including roads,
workforce development, utilities, and public spaces, to support economic growth and
improvement.
and sustainable • Encourage economic growth and improvement of downtown to
bring new business and support the community's overall functionality
growth, ensuring and appeal.
• Collaborate with businesses, industries, educational institutions,
long-term prosperity and community organizations to drive economic development and
enhance workforce skills to create a vibrant, sustainable community.
and competitiveness
• Implement a marketing strategy that emphasizes the City's brand
story and identity to promote Port Arthur to developers, businesses,
in the community. and investors.
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r 2025-2030
Outcomes, Outputs ,i�i ° 4r
• Increase in the number of tourists visiting local attractions atje.,r 'R R -l-
and cultural sites. , �` .. 4e r 14.1 4`' '
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• Growth in tourism-related revenue for local businesses.
i -.0k," 4$00•01"1""ftivits. i.--,t:
• Track social media and website traffic quarterly with the goal of
increasing social media engagement and website traffic yearly.
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tr • Percentage increase of the City that has internet service.
• Number of meetings with private sector internet providers. � ,
• Number of meetings with collaborating partners for workforce ,
development and skills.
ei:iiirimair'• Amount of training dollars committed for workforce . --,„ '
development and skills.
• Number of new jobs created in the local economy.
• Increase in the number of new businesses established. .
• Percentage of local businesses that remain t `-
operational after one year. � '''
• Percentage completion of the downtown it
revitalization plan. ��r , -. �� - � .
• Complete the Woodworth streetscape project �� I ,` _ , i� 1
by December 2025. {' � � _
• Citizen Satisfaction Survey results indicating resident y �.i
and business satisfaction with downtown improvements. MOTIVA , MQ VA •
• Number of City participants in workforce training and ~
skill development programs. -
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Financial Sustainability
OUR GOAL Object'
• Take advantage of grant opportunities and potential fee-based
Achieve financial services to increase revenue streams.
• Implement cost-saving measures and streamlining processes,
sustainability by including procurement, to reduce expenditures without
compromising quality to optimize operational efficiencies.
ensuring long-term
• Develop comprehensive long-term financial plan and budget
that align with strategic goals that will adapt to changing economic
economic stability, conditions and address the City,
s aging infrastructure.
optimizing resource • Provide training to city leadership and staff to improve financial
decision-making and accountability to ensure stability during
economic downturns and unexpected challenges.
allocation, and
fostering responsible
financial practices.
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Strategic Plan
tc- ' 2025-2030
Outcomes, Outputs and Perfor-
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• Percentage of grant applications submitted and awarded.
• Annual measurement of revenue generated by fee-based , GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
services and programming.
• Increase in number of fee-based opportunities. Budget Presentation
• Reduction in the number of complaints for late payments Award
from Accounts Payable. PRr,r��FD�„
• Number of on time financial reports provided. City of Port Arthur
Texas
• By January 2026 develop a plan for financial training, r.rr the I Bud Ycar BOZUMmg
including budgeting and purchasing (once implemented, October 01,2024
the measure will be the number of employees participating
in the training).
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Organizational Excellence
OUR GOAL
� • Develop a new comprehensive IT plan to chart a future course
Be a leader in the for the City's technology systems.
• Develop a comprehensive cybersecurity plan to ensure the safety
provision of efficient and security of the City's IT systems and finances.
municipal services, • Review all departmental processes and activities to find and
implement opportunities for automation.
implementing • Encourage the use of modernized technology to reduce the use of
paper process and implement the software used by departments to
state-of-the-art effectively support the needs of staff.
• Develop an equipment management plan to ensure the effective
technology, innovative maintenance, replacement, and modernization of city assets.
human resource • Review and adopt innovative human resources programming
regarding talent selection.
programming, ideal • Implement at project management framework and discipline
throughout the City organization to ensure accountability for
customer service, and progress on and completion of City projects.
• Implement programming that supports effective team building,
effective leadership. professional and organizational culture development to support
growth and retention of the City's employees.
• Improve leadership performance using performance metrics,
professional development, and leadership competency
enhancements.
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2025-2030
• Complete a new comprehensive IT plan by January 2026.
• Complete a cybersecurity plan by June 2026. 4
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• Implementation of identified automation projects across
departments annually.
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• Increase in the quality and diversity of candidates that
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apply through the City's HR process. $ Ar
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• Reduction in time-to-hire.
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• Increase the professional development and team building ----
opportunities for staff. __
• Number of employees participating in professional I'`
development programs.
• Survey results indicating improvements in employee
satisfaction and organizational culture. u-„ In3 ` et Be
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• Develop new performance evaluation for leadership 1 d}rr�u un;ties.
by January 2026.
• Number of leaders completing at least one r, ti. A oili ,,^+►
approved leadership development course annually. ; tL! L'
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Embrace Diversity
OUR GOAL
s • Recognize, encourage, and host cultural events to promote cultural
Foster an inclusive, awareness that celebrate the city's diverse heritage, encourage
cross-cultural engagement, and strengthen social cohesion.
cohesive, and culturally • Communicate information to the public about our diverse cultures,
utilizing media, social platforms, and community outlets to
aware community encourage open and respectful dialogue.
• Provide employee cultural and sensitivity training to promote better
where everyone feels dialogue and acknowledge barriers between citizens and staff.
respected and valued to • Establish a diversity and inclusion committee of employees and
community members to be the liaisons to support and guide the
initiative.
strengthen relationships
within the City.
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2025-2030
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• Number of people reached and engaged through media, ,
social platforms, and community outlets. t .,
• Number of communications sent through media, �` y
social platforms, and community outlets. .t+43 14 f;:
• Number of cultural information posts and updates ': ,., .
shared per month. }
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• Percentage increase of communications in a variety , ,,;, , Y r- :, 'vs
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• Citizen Satisfaction Survey results indicating increased cam';
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• Number of cultural programs and events.
• Number of participants and attendance at events.
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• Number of employees who complete cultural
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19
Why Strategic Planning Matters
Providing local government services is an increasingly complex and expensive task. It takes intentional,
ongoing planning to maximize resources and make wise long-term investments. Strategic planning creates
an environment where we can focus on the highest priority needs of the community while also encouraging
multidisciplinary thinking and problem-solving by making decisions and long-term investments collaboratively.
This strategic plan is more than just a document. It is a guiding framework designed to ensure the City of Port
Arthur thrives both now and in the future. The plan provides:
The plan outlines our shared goals and the steps needed to achieve them, ensuring that all efforts are
aligned and focused.
Structured Progress and Accountability
The plan includes measurable outcomes and timelines for our goals and objectives. This structured
approach allows us to track our progress, making it easier to stay on course and adjust as necessary.
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This plan will help us allocate resources more effectively. By understanding our priorities clearly, we can
direct our budget, time, and efforts toward specific initiatives. This efficient use of resources will enable
us to do more and achieve better results for our residents.
This plan promotes collaboration among different departments, community groups, and residents.
By working together toward common goals, we foster a sense of unity and shared purpose.
Adaptability and Resilience
In an ever-changing world, it is essential to remain adaptable and resilient. Our plan is a living document,
capable of evolving as new challenges and opportunities arise. This flexibility ensures that we are always
prepared to meet the needs of our community, no matter what the future holds.
Long-term Impact
The actions we take today will have lasting effects on our city's future. With a strategic plan,
we are making deliberate choices to secure a sustainable future for generations to come.
Transparency and Communication
The plan enhances transparency and communication with our residents. By clearly communicating our
goals and progress, we create and encourage ongoing dialogue and engagement with the community,
which is vital for the City of Port Arthur's success.
The 2025 —2030 City of Port Arthur Strategic Plan represents our collective vision, hard work, and dedication
to making the City of Port Arthur a wonderful place where we preserve our historic charm while striving to
provide exceptional service to the community.
20
#1•trategic Plan
Our Commitment to You 2025-2030
The Strategic Plan serves as a contract with the community of the City of Port Arthur, creating a partnership
with laser focus on a few priorities and intentional work. We listened to the City of Port Arthur residents and,
through a collaborative process with City and community leaders, created this Plan together.
This Plan is our promise to you. We will do what we are able to in order to help realize your dream of a
high quality of life, where each community member can thrive in ways they find to be most fulfilling. The Plan
clearly communicates what we intend to do, so our intended goals and actions are clear for everyone to see,
and you can hold us accountable for what we say we will do. We will direct City resources and energy toward
the priorities in this Plan and make budget decisions that align with the goals and objectives. In areas where
the City does not have direct authority or resources, we will work creatively and collaboratively with community-
based organizations, businesses, and government partners to leverage our resources and use our influence to
make progress together.
We will keep you informed of our successes and areas for improvement. Our efforts and our results will be
transparent, so you can have confidence that we are fulfilling our commitments.
Roles and Responsibilities
Thriving communities rely on residents, government officials, and community partners working together.
When we all collaborate effectively, our combined strengths allow us to address complex challenges,
implement innovative solutions, and create a more inclusive and resilient community for all residents.
Residents • Be engaged! Share issues and needs that will help keep the plan relevant
to the needs of our evolving community.
11110 • Complete future City surveys that will measure City performance.
• Hold City government and community partners accountable for their
approach to collaboration and diversity, ensuring that community resources
are deployed effectively.
City Government • Manage resources wisely and deliver services, programs and capital
investments that will fulfill the goals in the plan.
maim■ oom • Develop City Department Work Plans that align to the Strategic Plan.
• Measure and report progress on the goals and objectives found within
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the Strategic Plan.
Community Pa • Share expertise and knowledge on how to improve outcomes across
the City.
R • Advocate for the interests and needs of the individuals you serve.
• In partnership with residents and the City, identify gaps in current programs
1 and services and help design new and innovative approaches to meet
y.: community needs identified in the strategic plan.
21
What's Next?
Putting the Flan i
Now that the strategic plan is adopted, the implementation phase begins. This involves translating the outlined
strategies into actional steps, assigning responsibilities, and establishing timelines. Regular monitoring and
evaluation methods will be put in place to assess progress and adjust as needed. Regular communication will
also be established to help ensure continuous improvement and alignment with the City's overarching goals.
Successful execution of the strategic plan will require adaptability, clear communication, and a commitment to
achieving the defined objectives.
The strategic plan's goals and objectives will also be incorporated into the City's annual budget development
process. You will see specific plan components used to guide funding decisions that drive the City's future.
Keeping Track of Progress
MONTHLY
City staff will evaluate and discuss progress on Strategic Plan goals.
TWICE A YEAR
The City staff will provide an update to City Council for each strategic plan goal, including significant
wins and challenges.As plan implementation unfolds, this reporting will also include status updates to
performance measures, the addition of new performance measures as baselines are set, and the completion
of key milestones.
ANNUALLY
The City staff will prepare a year end update detailing progress on each strategic plan goal.
The report will be shared annually with City Council.
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Strategic Plan
Acknowledgments h 2025-2030
Plan Devei,
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The City of Port Arthur's Strategic Plan reflects a shared commitment
to continuous improvement, innovation, and service excellence.
We acknowledge and appreciate the contributions of all staff,
stakeholders, and community members who participated in
the development of this strategic plan.
`::ity Council
Charlotte Moses, Mayor
Harold Doucet, Sr. — Mayor Pro-Tern/District 4
Willie "Bae" Lewis, Jr. — District 1
Tiffany Hamilton Everfield— District 2
Doneane Beckcom — District 3
Thomas Kinlaw, Ill —At-Large Position 5
Donald Frank, Sr. —At-Large Position 6
Thurman "Bill" Bartie — Former Mayor
Strategic Planning Committee
Ronald Burton, City Manager
Pamela Langford,Assistant City Manager—Operations
Shanell Perkins,Assistant to the City Manager— Special Projects
Darlene Pierre—Code Compliance Manager
Steven Williams— Director of Library Services
Trameka Williams— Director of Human Resources
BerryUunn Consulting Team
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• Seth Hedstrom, Principal
• Michelle Kennedy, Project Manager and Lead Facilitator
• Maddison Powers Spencer, Research Analyst
23
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