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AIM Plan Community Performance Indicators

The AIM Plan establishes 16 AIMs or goals for the Tulsa community where the services provided by the City of Tulsa will have an impact. For each AIM, the City has identified strategies and measurable actions for executing our strategies and achieving our community-wide AIMs. Elected Officials and Senior Leaders will use the Community Performance Indicators and Strategies to allocate resources and measure whether our work is having the intended impact.

Read the AIM Plan

Status Indicators
- Positive Status
- Neutral Status
- Negative Status
Education - Foster and encourage completion of education necessary to succeed in a skilled labor market

High School Graduation

Positive Status
Trend

Update - 2/16/2018

Data Source: Tulsa Public Schools.  Data for 2016-2017 cohort should be available May 2018.  

What the data says to us:  Graduation rates at Tulsa Public Schools are improving.  Other data we've reviewed shows us that educated citizens realize greater economic prosperity and help us attract businesses and jobs to Tulsa.  The City does not play a direct role in delivering education to students, but our elected officials and senior leaders are committed to ensure the services we deliver support and elevate education in Tulsa to help continue to increase the graduation rate and improve opportunities for our citizens.

AIM Strategies to increase high school graduation rates:

A. Increase third grade reading scores

B. Decrease school absenteeism

C. Encourage and support utilization of programs that help individuals attend and graduate from post-secondary schools

D. Offer internships and job shadowing to students

Bachelor's Degree Attainment

Positive Status

Update - 2/16/2018

Data Source: American Community Survey 5-Year Estimates (Table S1501) – Educational Attainment

Why we are tracking this metric:  An educated and skilled workforce is vital to attracting businesses which bring jobs to our city.  It is a metric that companies look at when deciding where to locate so it is something we should focus on if we want to build our workforce environment in Tulsa.  This metric tells us how many of our citizens are prepared for jobs that require at least a Bachelor’s Degree and even more advanced degrees.

What the data says to us:  Educational attainment takes time for people and a bachelor’s degree can typically take at least four years for a full-time student.  This is a metric we expect to gradually increase over time and the upward trend we’ve seen is a positive trend for Tulsa.  Though the City does not deliver education services, we do play a role in educating our employees and in supporting educational initiatives that encourage college and technical school attendance and support financing of the costs.

AIM Strategies to foster and encourage completion of education necessary to succeed in a skilled labor market:

  1. Increase third grade reading scores
  2. Decrease school absenteeism
  3. Encourage and support utilization of programs that help individuals attend and graduate from post-secondary schools
  4. Offer internships and job shadowing to students

Associates & Higher Education Attainment

Update - 2/16/2018

Data Source: American Community Survey 5-Year Estimates (Table S1501) – Educational Attainment

Why we are tracking this metric:  An educated and skilled workforce is vital to attracting businesses which bring jobs to our city.  It is a metric that companies look at when deciding where to locate so it is something we should focus on if we want to build our workforce environment in Tulsa.  It does not necessarily give us the total count of citizens who have certificates or specialized training, but it is an indicator of that level of achievement for our city.

What the data says to us:  Educational attainment takes time for people.  This is a metric we expect to gradually increase over time and the upward trend we’ve seen is a positive trend for Tulsa.  Though the City does not deliver education services, we do play a role in training our employees and in supporting educational initiatives to encourage college and technical school attendance and support financing of the costs.

AIM Strategies to foster and encourage completion of education necessary to succeed in a skilled labor market:

  1. Increase third grade reading scores
  2. Decrease school absenteeism
  3. Encourage and support utilization of programs that help individuals attend and graduate from post-secondary schools
  4. Offer internships and job shadowing to students
Jobs - Add jobs and grow the workforce

Per capita income

Positive Status

Update - 3/7/2018

Data Source:  2012-2016 American Community Survey 5-Year Estimates (Table DP03)

Why we’re tracking this metric:  Per capita income is calculated by dividing the available income in the area by the population of the area.  It allows us to measure the stability and wealth within the City.  If the per capita income increases, we can infer that our citizens are more prosperous.  If it decreases, we can infer that the standard of living has gone down.  A higher per capita income also indicates our City has higher purchasing power as a community, a factor that matters to businesses when looking for where to locate.  Ultimately, we don’t want to just add jobs to our workforce, we want them to be jobs that contribute to increasing this factor and improving prosperity of our citizens.

What the data says to us:   Income continues to grow in Tulsa. When we compare this data to cities of comparable location and size (Albuquerque, NM, Kansas City, MO, Oklahoma City, OK) our per capita income is higher.  We believe this is a result of the work and commitment we’ve made to improving other areas of Tulsa like quality of life which helps to attract businesses.  Our target for 2019 is a realistic and attainable target given the work happening today.

AIM Strategies to increase add jobs and grow the workforce

A. Provide a development framework that promotes clear and predictable processes 

B. Review and align city economic development tools and incentives to job creation goals and industry targets

C. Ensure Tulsa has adequate real estate options for primary job growth sites prepared for development

D. Support small business creation and expansion

E. Target existing and new businesses for job growth and expansion opportunities utilizing business intelligence

Transportation - Provide access to jobs with accessible transportation options

% of the population commuting to work via public transportation

Positive Status
Trend

Update - 2/16/2018

Data Source: American Community Survey – Means of Transportation to work by selected characteristics

What the data says to us:  Just under half of our citizens are of working age and need to commute to work, but since 2005 the average percentage of commuters using public transit is 1.06%, leaving nearly 99% of commuters utilizing different methods of transportation.  This places a large burden on our road infrastructure and increases likelihood of traffic delays.  The ability to have reliable transportation to and from work is a key for upward economic mobility and is also an indicator of the level of access citizens have to other services like health care and education opportunities.  Providing reliable public transportation is core to our mission.

AIM Strategies to provide access to jobs with accessible transportation options:

  1. Increase frequent bus availability
  2. Improve transit connectivity between housing, jobs and services
  3. Ensure that City transportation infrastructure and policies can support evolving mobility options
Grow Tulsa's Population

City of Tulsa Population

Positive Status

Update - 2/16/2018

Data Source: US Census Annual Estimates of the Resident Population

Why we’re tracking this metric:  With an AIM to grow our population we’re fortunate that the Census Bureau publishes these estimates every year.  It gives us frequent data on the specific thing we’re trying to achieve. 

What the data says to us:  The upward trend of our population is a positive sign, but the targets for population growth set in the PLANiTULSA process had us hoping for a greater rate of growth than we’ve seen so far. Given this trend we think we have plenty of room to grow but we’ve set a target we think we’re likely to achieve. We are competing with hundreds of other cities for people to decide where to live and when our population increases it says the work we are doing is paying off and more people are noticing that Tulsa is a great place to live all around. 

AIM Strategies to increase the population:

  1. Conduct small area planning to encourage infill development in underdeveloped areas
  2. Align city processes and policies to support the development of a sufficient stock of affordable and attainable housing to meet the needs of the existing and growing population
  3. Support and sustain the growth of Tulsa’s immigrant population by promoting integration and welcoming in Tulsa
Physical Health - Improve Tulsans' overall health with a focus on reducing health disparities

% of residents who are overweight or obese

Negative Status
Target: 61
Trend

Update - 2/16/2018

Data Source: Oklahoma Statistics on Health Available for Everyone (OK2SHARE).

Why we are tracking this metric:  We’re relying on medical professionals who routinely refer to excess weight as a contributing factor in illnesses such as diabetes and heart disease – two health concerns greatly impacting our community – and using this as a proxy for overall physical health of our residents.

What the data says to us:  The upward trend of citizens reporting they are overweight or obese is not indicative of a healthy population.  Though we do not provide direct health services we do provide services that can be a factor in improving health.  One of our largest services in this area is parks and recreation centers which are located throughout the City.  

AIM Strategies to Improve Tulsans’ overall health with a focus on reducing health disparities:

  1. Enforce policies geared toward health and equality
  2. Increase walkability and bikeability of Tulsa
  3. Increase utilization of parks facilities by groups and individuals for activities that promote health
  4. Improve park conditions by maintaining the quality or level of existing parks
Mental Health - Address mental health issues for Tulsa's residents

Suicide rate

Negative Status

Update - 3/9/2018

Data Source: OK2Share Detailed Mortality Statistics - Tulsa County, Intentional self-harm (suicide) death rate based upon population

Why we’re measuring this:  People who commit suicide are only a fraction of the numbers of people being treated for mental health related issues.  We know this statistic doesn’t tell us everything we need to know about mental health like the number of patients seeking treatment or the availability of treatment for anyone with needs.  We’re looking at this as a proxy for those other factors which we rely on our partners in the community to track and communicate with us about what needs to be done in this area.

What the data says to us:  When compared to the suicide rate for the entire United States, Tulsa County is doing poorly.  The US suicide rate for 2016 was 13.42 while Tulsa County’s rate was 19.  This tells us there is a lot of work to do to improve as a community.  Our partners in the community are spending significant time and resources in identifying the right strategies and actions to tackle this very complex issue and we will lead in the areas we have control over like criminal justice and as we learn more about the policies we have we will update those to improve outcomes.

AIM Strategies to address mental health for Tulsa’s residents:

  1. Improve outcomes of those who interact with first responders and need mental health treatment
  2. Utilize alternatives to incarceration for non-violent offenders and increase quality treatment options

Homeless Shelter Usage

Neutral Status

Update - 2/16/2018

Data Source: Homeless Management Information System (HMIS) submitted to HUD for the Annual Homeless Assessment Report (AHAR) one year count of individuals using non-domestic violence emergency shelter at least one night.

Why we’re measuring this:  This tells us how many individuals were served by an emergency shelter at least one night in a 12-month period.  We believe that a fundamental component of mental health is the ability to take care of one’s primary needs including the need for shelter.  Though this doesn’t tell us everything it is a good indicator of how many of our residents are struggling with that basic level of care.

What the data says to us:  These counts are relatively steady.  That tells us we haven’t seen a major increase in the number of individuals using emergency shelter, but we also haven’t seen a major decrease.  We aren’t sure what that means though because we don’t provide these types of services.  But we’re working closely with partners who do provide services related to housing and are aware of the services we provide where we are most likely to interact with at least some of the homeless population.  We’re working closely with them to learn more about the data and to test out strategies that will leverage existing resources and get our residents to the services that will help them the most.

AIM Strategies to address mental health for Tulsa’s residents:

  1. Improve outcomes of those who interact with first responders and need mental health treatment
  2. Utilize alternatives to incarceration for non-violent offenders and increase quality treatment options
Decrease traffic fatalities and injury crashes

Severe Injury and Fatality Collisions

Positive Status

Update - 3/16/2018

Data Source: Tulsa Police Department and SAF-T Collision Database for collisions occurring on City of Tulsa streets.  Data does not include collisions occurring on state highways.

Why we are tracking this metric:  The ability to travel safely is an important measure of quality of life for residents and visitors and impacts their overall feeling of safety.  Several factors impact traffic safety – the built environment, traffic law enforcement, attentiveness of drivers, and driver education.  We have the ability to control or influence many of these and think that our work in those areas should have a direct impact on collision rates.

What the data says to us:   When looking at collisions since 2008 both types are showing downward trends which is positive.  We are looking at more than just these datasets and evaluating many factors in crashes – presence of alcohol, pedestrian or bicycle involvement, time of day, weather conditions, etc.  The overall numbers are important but our staff is working to evaluate more in depth and identify targeted strategies based upon more specific trends they see in collisions.

AIM Strategies to improve traffic safety:

  1. Improve physical conditions at high-crash locations
  2. Target unsafe driving behavior
Increase tourism

Annual occupancy tax

Update - 2/16/2018

Data Source: City of Tulsa Finance Department

Why we’re tracking this metric:  The Occupancy tax or Hotel/Motel tax is charged for rental of a room in a hotel located within City limits.  Increases to the collection of this tax indicate an increase in the number of nights people stay in hotel rooms.  We realize this does not capture the full extent of tourism in Tulsa, but this is a measure we can track to show at least a portion of tourists visiting our city.

What the data says to us:  Collections to this tax have continued to increase year of year.  This tells us that the work our organization is doing along with the commitment by citizens and our partners in the community to make Tulsa a place people want to visit is working.

AIM Strategies to increase tourism:

  1. Increase the number of conventions and events hosted in Tulsa to showcase the City of Tulsa
  2. Ensure continued prioritization of downtown development and progression
  3. Develop and promote destination districts across the city to increase length of stay of tourists
Core Services - Deliver high quality core services that citizens expect from municipal government

911 Answer Times

Negative Status

Update - 2/21/2018

Data Source: Police Department – 911 Division

Why we are tracking this metric:  Our ability to respond to citizens in times of emergency is vital to our mission.  The target to answer 90% or more of calls in 10 seconds or less is based emergency call taking standards established by the National Emergency Number Association (NENA).   

What the data says to us:   A variety of factors impact the time it takes to answer a 911 call including the volume of calls at a given time, level of training for call takers, technology tools available.  The data tells us we have improvements to make to meet our targets.  We need to not only increase our trained call takers but to also reduce turnover in this highly stressful position.  We also need to minimize non-emergency calls to 911 by better educating the public on the right number to call for non-emergency situations (918-596-9222).  We are working on analyzing additional data around these factors and identifying innovative solutions that will improve our ability to take emergency calls quickly.

AIM Strategies to deliver high-quality core services that citizens expect from municipal government:

  1. Continuously monitor and improve core services
Inside City Hall - Foster a culture that promotes positive morale for employees

Employees Satisfaction Survey Results

Neutral Status

Update - 3/7/2018

Data Source: Mayor’s All Employee Survey Results

Why we’re measuring this:  We’re committed to making Tulsa a globally competitive world class city.  We can’t control what happens outside the organization, but we can control how we treat our employees and the environment we provide them.  We have many initiatives designed to make the City a great place to work.  Only our employees can answer whether those initiatives are working.

What the data says to us:  Our employees enjoy their jobs.  With reports of low morale and lower agreement that the City is a great place to work, we think we have improvements to make in the benefits offered and the culture we offer to employees.  The Mayor’s Office has initiated many projects to address workplace satisfaction and progress on those can be viewed here.  We know we have more work to do and will continue to engage employees in the conversations and work to improve.

AIM Strategies to foster a culture that promotes positive morale for employees:

  1. Recognize great employee achievements
  2. Provide ways for employees to stay engaged by giving feedback and sharing satisfaction regularly
  3. Offer quality benefits that support and promote employee well-being
  4. Continuously provide employees with information and tools necessary to perform their jobs well and develop professionally
Inside City Hall - Responsibly manage resources through continuous improvement and collaborative partnerships

OSHA reported injuries

Positive Status

Update - 3/7/2018

Data Source: City of Tulsa Human Resources Department

Why we’re measuring this:  As one of the largest employers in Tulsa we have a great civic responsibility to take care of our employees.  To manage this responsibility, we must provide a safe place for our employees to work every day.  OSHA recordable injuries are work related injuries that require medical treatment beyond first aid.  The number of these injuries tells us how we’re doing at training our employees about safe work practices, providing appropriate safety equipment, and creating a safe workplace and culture.

What the data says to us:  Through a strong emphasis on safety transformation in our culture, we’ve seen great improvements in this metric.  For example, in 2017 we recorded only 42% of the injuries recorded in 2010.  We have seen some upward trend in 2015-2017 but are using that as a reminder that safety must be a constant priority that we focus on regularly.  Departments have created their own safety steering committees to do more work to evaluate causes of injuries and identify innovative ways to avoid repeating those injuries in the future.  This comes from training and continuous focus at all levels of the organization.

AIM Strategies to responsibly manage resources through continuous improvement and collaborative partnerships:

  1. Make it easy to do business with the City and pay for City services, fees and fines
  2. Invest cash reserves responsibly
  3. Enhance safety programs to reduce organizational risk
  4. Continuously evaluate existing revenue efficiencies and identify new revenue opportunities
  5. Enhance effectiveness through performance, quality and innovation initiatives

General Fund revenue growth

Update - 2/16/2018

Data Source: City of Tulsa Finance Department

Why we’re measuring this:  The General Fund is the account that we use for most of our operations expenditures.  The amount of the funds available depends upon sales tax revenues and fees collected.  A large portion of our operating expenditures is payroll and benefits for our employees.  It’s important to us to grow this revenue so that we can continuously improve services and offer competitive benefits to attract and retain great employees.  With rising costs it’s important to us that we generate sufficient income to cover those costs. 

What the data says to us:  The fund size has trended upwards, but not at the same rate as our costs.  We’ve set a target of 3% growth based upon historical data around increased costs.  It’s important to us that we not only increase sales tax collections but that we also charge the appropriate fees to recover costs for services we provide.  We think we can do better at evaluating our costs and recovering expenses for delivery of services and we think this is an important part of responsible management of our resources.

AIM Strategies to responsibly manage resources through continuous improvement and collaborative partnerships:

  1. Make it easy to do business with the City and pay for City services, fees and fines
  2. Invest cash reserves responsibly
  3. Enhance safety programs to reduce organizational risk
  4. Continuously evaluate existing revenue efficiencies and identify new revenue opportunities
  5. Enhance effectiveness through performance, quality and innovation initiatives