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Sep 21, 2022 •307 likes •889 views

TulStat WIN, Planning & Development, Parks, Economic Development Well-Being Opportunity The City Experience May 26, 2017 Mission Statement The Mission of TulStat is to create a platform for department leaders to share accurate

  1. TulStat WIN, Planning & Development, Parks, Economic Development Well-Being Opportunity The City Experience May 26, 2017

  2. Mission Statement The Mission of TulStat is to create a platform for department leaders to share accurate information , create strategies , deploy resources and provide for regular follow-up on progress toward goals .

  3. How Do We Accomplish this Mission? • Identify the issue • Identify a goal • Use data to provide us with a current state • Formulate strategies based on the data

  4. The Process 1. Identify the Issue you’re trying to solve 5. 2. Measure the Determine how results and to Measure the Refine the outcome strategy 4. 3. Identify, test, and Set a Goal for implement the improvement Strategy

  5. Well-Being 1. Improve Tulsan’s overall health , with a focus on reducing health disparities 2. Support financial stability for Tulsa’s residents (income) 3. Address mental health issues for Tulsa’s residents

  6. The City Experience 1. Increase tourism 2. Decrease traffic fatalities and violent crime 3. Create and facilitate quality entertainment options 4. Provide a quality transportation network of streets and sidewalks

  7. Opportunity 1. Increase the graduation rate in Tulsa’s high schools 2. Grow Tulsa’s population 3. Increase the rate of adults with bachelor’s degrees 4. Add new jobs to the local economy 5. Provide access to jobs through public transportation 6. Grow Tulsa’s workforce

  8. Inside City Hall 1. Foster a culture that promotes positive morale for employees 2. Ensure employees have up to date training to do their jobs excellently

  9. Economic Development May 26, 2017

  10. Issue & Context The ISSUE - – Assist developers that qualify for incentive through established processes The GOAL - – Ensure all applicants that qualify for incentive receive the assistance they need to be successful The CONNECTION - – Connected to Well-Being, Opportunity, and City Experience (growing Tulsa’s population with new development that add jobs and value to local economy)

  11. ABATEMENT PLACEHOLDER Mayor/Council Goals Status What it means Tax abatements have an average difference Well-Being from beginning value to expected end of $33MM. Total beginning values for the 13 Support financial stability for developments since 2014 is $13.5MM and Tulsa’s Residents the expected increased amount is $147.5MM

  12. Strategic Direction Action Plan / Strategy By When Hurdles Next Steps Increase Property Target specific Bi-annually MOED is Values by areas and overburdened and Assisting developments for must be aware of Development incentive rumored Downtown application expansions and new developments that may be able to succeed only with the incentive

  13. Issue & Context • The ISSUE - – Attracting and retaining above median household income producing jobs in the Tulsa area • The GOAL - – Attract 208 >$50,000/year jobs and 167 <$50,000/year each month • The Connection - – Connected to Well-Being, Opportunity, and City Experience (growing Tulsa’s population with new jobs and businesses added to local economy)

  14. Data visualization with goal Chart, graph, or map Mayor/Council Goals Status What it means Number of announced and/or reported new Opportunity jobs created as part of the Tulsa’s Future program in the Tulsa MSA. The targeted 5- Add new jobs to the local year goal is 2,000 annually (208 monthly) for economy >$50,000 and 2,500 annually (167 monthly) for <$50,000 jobs.

  15. Strategic Direction Action Plan / Strategy By When Hurdles Next Steps Attraction Target specific Quarterly MOED must increase sectors outreach efforts Retention Identify what type of Quarterly MOED must be assistance is needed aware of rumors of from City by company changes coordinating with appropriate Departments, Trusts, Authorities, and partners Expansion Identify what type of Quarterly MOED must be assistance is needed aware of rumors of from City by company changes coordinating with appropriate Departments, Trusts, Authorities, and partners

  16. Planning & Development May 26, 2017

  17. Issue & Context The ISSUE - – The need to improve tracking of commercial building permit timelines The GOAL - – Track review time* by permitting – Keep review time to <35 days The CONNECTION - – Opportunity – new jobs, labor force participation rate – Planning – population growth – Well-Being - per capita income * Review time includes only time where City of Tulsa has documents for review, not the time where the applicant is making revisions

  18. Commercial Building Permits by Type 2016-2017 700 600 500 400 641 300 476 200 280 233 100 121 61 57 0 REPAIR USE CHANGE EXTERIOR ADDITION OTHER NEW INTERIOR ALTERATION ALTERATION Mayor/Council Goals Status What it means Opportunity N/A Only 25% of building permits are for New Jobs new construction. Population Growth

  19. Tracking Time to Process Permits Today 41 days (average: 2010-17) COT Review Return with COT Review Applicant revisions Revisions Permit Permit application Issued Example with EnerGov 6 days 6 days 7 days 7 days 9 days Applicant COT Review Return with COT Review COT Review Revisions revisions Permit Permit application Issued <=35 days Goal: + + COT Review COT Review COT Review

  20. Average Number of Days Commercial Permits From Application to Issue 120 100 80 # of days per project Average Days per project 60 Goal 40 Average 12 per. Mov. Avg. (Average Days per project) 20 0 Jun-10 Sep-10 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Dec-13 Mar-14 Jun-14 Sep-14 Dec-14 Mar-15 Jun-15 Sep-15 Dec-15 Mar-16 Jun-16 Sep-16 Dec-16 Mar-17 Month Mayor/Council Goals Status What it means Opportunity - Goal: <35 days from application to issue - 2010-17: Achieved goal 37% of the time, New Jobs month-to-month - Currently includes time that applicant is responding to review items Population Growth - Review times have increased

  21. Strategic Direction Action Plan / Strategy By When Hurdles Next Steps Accurately track Deploy EnerGov Spring 2018 On track permit review timelines Committing to Change Spring 2018 Quickly EnerGov management adjusting to new effort system and realignment

  22. Planning: Tracking Growth City of Tulsa BRT Study Area Mayor/Council Goals Status What it means Sustained planning in corridor. (7 active plans) Opportunity Denser part of Tulsa New Jobs Many new projects planned and funded Population Growth BRT is growth catalyst worth watching

  23. Planning: Tracking Growth Household Density: Progress towards 2030 Growth Target Goal 100.00% 95.00% 90.00% 85.00% Citywide 80.00% Peoria Corridor 75.00% Citywide Peoria 70.00% 1.7 6 Current 65.00% HH/ Acre HH/Acre 2.1 8 60.00% Goal HH/ Acre HH/ Acre 55.00% 2000 2005 2010 2015 2020 2025 2030 Mayor/Council Goals Status What it means Peoria corridor is a growth area (1/4 of Tulsa’s Opportunity new households 2010-15) New Jobs Will hit citywide 2030 growth targets in 2098. Enough tax revenue to cover costs? Fiscal Population Growth sustainability unlikely

  24. Strategic Direction Action Plan / Strategy By When Hurdles Next Steps Catalyst: Coordinate Spring 2019 Folding together Implement funded implementation projects and projects from schedule objectives from adopted plans multiple sources near Peoria Ave and departments Preparing for BRT Voluntary rezoning 2017-19 Outreach and launch in 2019 program benefits Public information 2017-19 Requires campaign marketing and PR strategies

  25. Working in Neighborhoods May 26, 2017

  27. Issue & Context The ISSUE – - An increased expectation by citizens to address nuisances faster. The GOAL – - To reduce response time of all nuisance complaints by 25% and maintain an 85% voluntary compliance rate. The CONNECTION – - By eliminating health and safety issues throughout the city, this issue and goal connects to both Well-Being and The City Experience.

  28. What it means Well-Being Mayor/Council Goals Status Illustrates the total number of Improve cases reported per calendar year. overall health Data is not readily available for The City voluntary compliance, however Experience EnerGov will allow this data to be Decrease tracked. violent crimes

  29. 2015-2016 % change -28% -31% +3% -63% -40% *This graph only shows cases that are Closed and doesn’t include any still open/pending cases. What it means Status Well-Being Mayor/Council Goals Illustrates an overall decrease in the average time to resolve cases which Improve overall health includes the periods allotted for monitoring, appeals, court action and The City Experience abatement. t Decrease violent crimes

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