VISION 3 TARGET 3.1
VISION 3 TARGET 3.1
Action 3.1.5: Launch an enterprise data platform and data literacy education program Develop and deploy a central platform for organizing and correlating data across city and regional partners. By providing a universal location for data access in the region, the partners will be able to simplify access to government data and will be able to create an analytical foundation that greatly speeds the discovery, application, and insights possible when accessing computer readable data streams. Currently access to authoritative data sets is extremely time consuming and error prone as no single source of information exists. Once the City has established this platform, it will deploy additional analytical tools that will enable better discovery and visualization of trends and patterns irrespective of the source system capturing the relevant information. Access to this new data platform will be complimented by a free data literacy education program for community members. Identifying community assets that speak to a community's health and wellness enables community members to identify strengths, weaknesses, opportunities, and threats in their community thus empowering communities to advocate for, prioritize, and fund proposed projects with data. Furthermore, this platform will better support long-term neighborhood planning. Numerous groups in the region have requested access to this system for academic research, nonprofit application development, intergovernmental cooperation, and commercial development purposes. In addition to the community data literacy program, the City will partner with Commercial Improvement Districts (CIDs) to develop customized dashboards and tools to aide CIDs in monitoring mission success.
City of Atlanta Department of Planning’s Atlanta City Studio. Photo Credit: City of Atlanta
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Resilience Value to Atlantans: Primary Driver Promotes Cohesive & Engaged Communities Secondary Driver Empowers a Broad Range of Stakeholders Secondary Driver Fosters Long-Term & Integrated Planning Lead Implementing Partners: CoA Information Management, Microsoft Corporation, Georgia Institute of Technology Potential Metrics/Measures of Success: • # of internal data sources available on the platform • # of external data sources available on the platform • # of unique hits on the platform • # of customers on the platform • # of applications developed against the platform • Volume of data accessed per month from the platform • # of data literacy training courses • % improvement in community member’s data literacy before and after courses, measured through assessments Funding: Partially Funded; City of Atlanta
Action 3.1.6: Expand the Anti-Displacement Tax Fund to mitigate gentrification market forces Expand the Anti-Displacement Tax Fund to at least three neighborhoods identified by the the Housing Needs Assessment and housing resilience strategy being developed by the City of Atlanta’s Office of Housing and Community Development. Currently the Tax Fund will cover the cost of qualifying homeowners’ property tax increases in the English Avenue, Vine City, Ashview Heights, and Atlanta University Center neighborhoods. The program is designed to help ensure that current homeowners are not displaced due to rising property values and therefore rising property taxes, spurred by economic development projects such as the Atlanta BeltLine and Mercedes-Benz Stadium. The existing fund, administered by the Westside Future Fund and sourced from philanthropic donations, will operate as a grant for individuals and will not require participants to reimburse any funds received.
Resilience Value to Atlantans: Primary Driver Fosters Economic Prosperity Secondary Driver Promotes Cohesive & Engaged Communities Lead Implementing Partners: Westside Community Retention Collaborative Potential Metrics/Measures of Success: • # of homeowners issued grants • % decrease in displacement of homeowners in target neighborhoods. • # of additional qualifying neighborhoods added to fund coverage Funding: Arthur M. Blank Family Foundation, Chick-fil-A Foundation, Georgia Power Foundation, Cox Enterprises, Pulte Group, Delta Air Lines, Georgia-Pacific, Tommy Holder — Chairman and CEO of Holder Construction Company
Action 3.2.1: Expand transit service routes throughout Metro Atlanta, especially in low-income, low-access communities Engage in a planning process for new, highcapacity transit routes with a specific focus on the City of Atlanta as well as Clayton, DeKalb, and Fulton Counties to ensure equitable access and mobility throughout the core Metro region. The Mayor of the City of Atlanta, as a Board Member of the Atlanta Regional Commission, will actively promote the benefits of a robust integrated regional transportation system, such as increased mobility options and greater access to job centers and will support the expansion of MARTA into other core Metro counties including Cobb, Gwinnett, and Douglas Counties. In Fall 2014, Clayton County voters approved, with over 70 percent of the vote, to expand MARTA into their jurisdiction. Bus routes are already operating in the County and discussions are taking place to implement high capacity transit service. Additionally, the City will identify ways to address first /last mile connectivity to mass transit in low-income, low-access communities.
Resilience Value to Atlantans: Primary Driver Provides Reliable Communication & Mobility Secondary Driver Fosters Long-Term & Integrated Planning Lead Implementing Partners: Metropolitan Atlanta Rapid Transit Authority, Atlanta Regional Commission, CoA Department of City Planning Potential Metrics/Measures of Success: • # of transit riders in new counties and stations • Reduction in total travel time on transit • Increase in access to jobs and resources Funding: Partially Funded; T-SPLOST, MARTA sales tax 77