# General plan documents — tulsa-oklahoma Assembled by OpenPublica from the documents it serves for this government. Each section below is a separate publication by the government; page anchors (``) refer to pages of that section's own source PDF, linked in its heading. **Contains 1 document.** OpenPublica has pinned these slots for this government: combined. That is what we have looked for, not a statement that the government publishes nothing else — a plan element absent here may simply not have been reviewed yet. Last reviewed 2026-08-21. --- ## Complete Plan — planitulsa, Tulsa's Comprehensive Plan - Source: https://tulsaplanning.org/plans/planitulsa/2023-planitulsa.pdf - Pages: 499 - Covers: circulation, combined, conservation, ej, housing, land_use, noise, open_space, safety <

> # planitulsa ### tulsa's comprehensive plan CITY OF Tulsa A New Kind of Energy. TULSA PLANNING OFFICE <

> This plan is dedicated to the memory of Katie Ulrey Wing. Katie’s thoughtfulness, serenity, and creativity continue to inspire all who knew her to persevere through life’s challenges. **Adoption Information** Adopted by Tulsa Metropolitan Area Planning Commission on May 3rd, 2023, and approved by Tulsa City Council on June 14th, 2023. **Tulsa Planning Office** 175 E. 2nd St., Suite 480 Tulsa, OK 74103 918.596.7526 tulsaplanning.org TABLE OF CONTENTS **Introduction** ........................................................................................................................................ **i-xxiv** **Chapter 1: Development Review Guide**................................................................................................ **1-58** **Chapter 2: Future Land Use**............................................................................................................ **59-108** **Chapter 3: Transportation**.............................................................................................................. **109-154** **Chapter 4: Economic Development**.............................................................................................. **155-200** **Chapter 5: Housing & Neighborhoods**......................................................................................... **201-242** **Chapter 6: Communities**................................................................................................................ **243-278** **Chapter 7: History, Culture, & Creativity**...................................................................................... **279-328** **Chapter 8: Parks & Recreation** ..................................................................................................... **329-370** **Chapter 9: Environment & Natural Resources**............................................................................. **371-418** **Chapter 10: Public Services** ......................................................................................................... **419-475** # ACKNOWLEDGMENTS ### Mayor & City Council G.T. Bynum - *Mayor* Vanessa Hall-Harper - *District 1* Jeannie Cue - *District 2* Crista Patrick - *District 3* Laura Bellis - *District 4* Grant Miller - *District 5* Christian Bengel - *District 6* Lori Decter-Wright - *District 7* Phil Lakin - *District 8* Jayme Fowler - *District 9* ### Tulsa Metropolitan Area Planning Commission Michael Covey - *Chairperson* Joshua Walker - *First Vice Chairperson* Luisa Krug - *Second Vice Chairperson* John Shivel - *Secretary* Shane Hood - *City of Tulsa Appointee* Brian Humphrey - *City of Tulsa Appointee* Matthew Zalk - *City of Tulsa Appointee* Robert Whitlock - *Tulsa County Appointee* Stacey Bayles - *Tulsa County Appointee* Michael Craddock - *Tulsa Commissioners’ Designee* Cassia Carr - *Mayor’s Designee* ### Contributing Tulsa Planning Office and INCOG Staff Rich Brierre - *INCOG Director* Susan Miller - *Tulsa Planning Office Director* Dwayne Wilkerson - *Principal Planner* Paulina Baeza - *Principal Planner*[^p4-1] John Tankard - *Senior Planner*[^p4-2] Nathan Foster - *Senior Planner*[^p4-1] Daniel Jeffries - *Senior Planner* Dennis Whitaker - *Senior Planner* Felicity Good - *Historic Preservation Officer* Samantha Extance - *Destination Districts Manager* Daniel Te - *Neighborhood Planner* Samiul Haque - *Urban Design Planner* Austin Chapman - *Planner* Kendal Davis - *Planner* Dylan Siers - *Planner* Preslie Anderson - *Assistant Planner* Andrea Craig - *Assistant Planner* Roshita Taylor - *Assistant Planner* Ty Simmons - *Principal GIS Analyst* ### Contributing Former Staff: Travis Hulse - *Principal Planner* Luisa Krug - *Destination Districts Manager*[^p4-1] Jed Porter - *Historic Preservation Officer* Emma Oakes - *Urban Design Planner* Payton Wynes - *Urban Design Planner* Emily Scott - *Neighborhood Planner*[^p4-1] Amy Ulmer - *Planner*[^p4-1] J.T. Paganelli - *Planner*[^p4-1] Amber Wagoner - *Planner* Jani Wertin - *Assistant Planner* Jake Landry - *Assistant Planner* Alex O'Connell - *Assistant Planner* Katie Wing - *Assistant Planner* Adriane Jaynes - *Clean Cities Coordinator* Charlotte Adcock - *Transportation Programs Planner* Emily Smith - *Alternative Fuels Planner* Helen Foster - *GIS Specialist* ### City of Tulsa Offices and Departments Mayor’s Office Mayor’s Office of Resiliency and Equity City Council Office Office of Performance Strategy and Innovation Housing Policy Director Asset Management Communications Customer Care Center Development Services Engineering Services Metropolitan Tulsa Transit Authority Municipal Courts Park, Culture, & Recreation Streets & Stormwater Tulsa Authority for Economic Opportunity Tulsa Fire Department Tulsa Police Department Water & Sewer Working in Neighborhoods [^p4-1]: Chapter Lead [^p4-2]: Project Lead ### Thank you to the following organizations for contributing to the plan through the community engagement process: 100 Black Men 1st Step 36 Degrees North ahha Tulsa Align Design American Indian Chamber of Commerce American Waste A Way Home for Tulsa Blue Cross and Blue Shield of Oklahoma Be Well Community Development Corporation Birth Through Eight Strategy Tulsa (BEST) Black Wall Street Chamber of Commerce Black Wall Street Art Gallery Bob Dylan Archive CAP Tulsa Capital Homes Casa de la Cultura Center for Individuals with Physical Challenges Cherokee Nation Film Office Cherokee Nation City Lights Foundation of Oklahoma Civic Ninjas Coalition of Hispanic Organizations Code for Tulsa Crossover Community Impact CUBES Dennis R. Neill Equality Center Downtown Tulsa Partnership Dream Action Oklahoma Dress for Success EduRec Fab Lab Tulsa Family and Children’s Services Family Promise of Tulsa County Financial Empowerment Center Gathering Place George Kaiser Family Foundation Gilcrease Museum Goodwill Tulsa Greater Tulsa Association of Realtors Green Country Habitat for Humanity Green Country Sierra Club Greenwood Chamber of Commerce Greenwood-Unity-Heritage Citizen Advisory Committee Group M Investment Growing Together Hearts for Hearing Hemphill Create Hispanic Leadership Institute Home Builders Association of Greater Tulsa Irani Center for the Creation of Economic Wealth Impact Tulsa INCOG Area Agency on Aging INCOG Community and Economic Development INCOG Energy and Environmental Sustainability INCOG Transportation Indian Healthcare Resource Center J Griffin Design John Hope Franklin Center for Reconciliation Jones Design Studio Key Plus Properties Kitchen 66 Leadership Tulsa League of Women Voters Legal Aid Services of Oklahoma LIFE Senior Services M Development McNellie’s Group Meals on Wheels of Metro Tulsa Mental Health Association of Oklahoma MET Cares Foundation Method Group Neighborhood Alliance of Central Oklahoma Nelson + Stowe Developers North Tulsa Community Coalition North Tulsa Minister’s Conference OK Vote Oklahoma Manufacturing Alliance Oklahoma Arts Council Oklahoma Corporation Commission Oklahoma Department of Commerce Oklahoma Department of Environmental Quality Oklahoma Department of Wildlife Conservation Oklahoma Policy Institute Oklahoma Sustainability Network Oklahoma Water Resources Board Oklahoma Women’s Coalition Oklahoma Works Philbrook Museum of Art Price Family Properties Program Management Group Public Service Company of Oklahoma Resonance River Parks Authority Rose Rock Development Partners Rudisill Regional Library SCORE Tulsa Select Design Sikes Abernathie Architects Soul City Southwest Tulsa Chamber of Commerce Still She Rises Strong Neighborhoods Initiative The Church Studio The Forge The Links The M.e.t. The Muscogee Nation The Parent Child Center of Tulsa The Sustainability Alliance TCC McKeon Center for Creativity TSHA Tulsa Airports Investment Trust Tulsa Artist Fellowship Tulsa Arts Commission Tulsa Audubon Society Tulsa Bicycle/Pedestrian Advisory Committee Tulsa CASA Tulsa Changemakers Tulsa Council of the Blind Tulsa County Election Board Tulsa County Parks Tulsa City-County Library Tulsa Development Authority Tulsa Economic Development Corporation Tulsa Health Department Tulsa Historical Society & Museum Tulsa Housing Authority Tulsa Innovation Labs Tulsa Latin American Chamber of Commerce Tulsa Ports Tulsa Public Schools Tulsa Regional Chamber Tulsa Route 66 Commission Tulsa Symphony Tulsa Theater TYPROS Business Development Crew TYPROS Leadership TYPROS Urbanist Crew Up With Trees Urban Land Institute US Army Corps of Engineers US Environmental Protection Agency US Fish and Wildlife Services Vernon A.M.E. Church Visiting Angels Tulsa Vive Investments W Design Women in Recovery Woody Guthrie Center Youth Services of Tulsa YMCA of Greater Tulsa YWCA Tulsa # PLAN CHAPTER DESCRIPTIONS <

> ### Chapter 1: Development Review Guide All components of the comprehensive plan that are relevant to the development review process (excluding actions from other plan chapters) are contained in this chapter in order to ensure all interested parties can easily use the plan. <

> ### Chapter 2: Future Land Use The vision for future land use development in Tulsa is outlined in this chapter. This includes how new development occurs in relation to existing development, as well as how the development review process is conducted by the City. <

> ### Chapter 3: Transportation This chapter consolidates the transportation planning recommendations from a variety of plans adopted since 2010. All types of transportation are covered in the chapter as well as recommendations to prepare for transportation innovations. <

> ### Chapter 4: Economic Development This chapter contains recommendations to achieve the economic development vision of the City of Tulsa. Business retention and expansion, entrepreneurship, and economic mobility are all covered in this chapter. <

> ### Chapter 5: Housing & Neighborhoods This chapter identifies approaches to ensure a variety of housing options in Tulsa with a diverse range of price points. Housing affordability, neighborhood characteristics, and addressing homelessness are addressed in this chapter. <

> ### Chapter 6: Communities This chapter outlines ways the City of Tulsa and local residents can engage with each other. Encouraging public participation, building strong community partnerships, and ensuring City communications are accessible are topics covered in this chapter. <

> ### Chapter 7: History, Culture, & Creativity Tulsa’s historical, cultural, and artistic environment differentiates it from other communities. This chapter identifies ways the City of Tulsa can support and promote these valuable community assets through programming, promotion, and funding. <

> ### Chapter 8: Parks & Recreation Tulsa’s parks and recreation facilities are valuable community assets. This chapter outlines the vision for a successful parks system, including how to connect residents with opportunities to exercise, strengthen community, and commune with nature. <

> ### Chapter 9: Environment & Natural Resources Tulsa’s place in Green Country comes with a wide array of environmental assets and risks. This chapter covers preparedness for flooding, pollution, energy resources, and the conservation of valuable habitat and tree canopy coverage. <

> ### Chapter 10: Public Services This chapter compiles the planning goals for several City departments that provide public services to the residents of Tulsa. It also considers the most efficient and effective ways to ensure consistent public service distribution. ### PLAN CHAPTER COMPONENTS All chapters of this plan except for the Development Review Guide follow the same structure. The sections include: **Introduction** A summary of the chapter’s content scope and details of existing conditions in Tulsa related to a given chapter’s content. **Key Ideas** Ideas generated through discussions with subject matter experts and community engagement efforts that serve as the basis for goals, strategies, and actions for the chapter. **Goals & Strategies** High-level description of each of the chapter’s overarching goals, and each overarching goal’s strategies. These pages are meant to be used to quickly reference what the intent of the chapter is. **Action Table** A detailed collection of overarching goals, general strategies, and specific actions for each chapter. These tables include the type of each action and what City departments or partner organizations would be involved in order to implement the recommendation. **Selected City Comparison** Selected cities from across the United States compared to Tulsa using metrics related to the content of a given plan chapter. **Equity and Resilience Considerations** Issues related to a chapter’s content that have implications for equity and resilience and recommendations for improvement. **Health and Wellness Considerations** Issues related to a chapter’s content that have implications for public and individual health and wellness and recommendations for improvement. **Funding Considerations** Key funding needs as identified through engagement with subject matter experts and the broader public. **Regional Considerations** Issues related to how Tulsa fits into a regional context related to a given chapter’s content. Each plan chapter’s Action Table contains recommendations structured into three tiers of specificity: Overarching Goals, General Strategies, and Specific Actions. The Action Tables also identify each Specific Action’s type in order to better organize plan recommendations for implementation. The items in each Action Table include the following: **Overarching Goal** An aspirational and visionary statement that sets the intent for related strategies and actions. **General Strategy** A general approach to achieving an Overarching Goal focused on outcomes. **Specific Action** An actionable recommendation that helps achieve a general strategy. Actions are grouped into 12 categories that require different approaches to initiate: Advocacy - Coordinated local support for an issue communicated to a higher authority. Analysis - An action that necessitates data gathering and analysis. Capital - An action related to capital funding needs. Code Changes - An action that will require changes to City ordinances. Engagement - An action related to interaction with community partners and the general public. Incentives - Funding, fee waivers, or other mechanisms to stimulate greater outcomes or investments. Partnership - An action that will result in a partnership between the City and another entity. Personnel - An action related to staffing and training needs. Planning - An action that includes direction for future planning efforts. Policy - An action that leads to a change in the way the City of Tulsa or a specific department conducts their work. Program - An action related to or leading to the creation of a City program. Technology - An action related to technological innovations that would help achieve goals. (blank page) # introduction ### What is a Comprehensive Plan? Oklahoma State Statutes enables cities, towns, counties, and metropolitan areas to develop and adopt comprehensive plans in order to accomplish several things: *for the purpose of bringing about a coordinated physical development in accordance with the present and future needs of such area,* *to conserve the natural resources of the area,* *to ensure efficient expenditure of public funds, and* *to promote the health, safety, convenience, prosperity, and general welfare of the people of the area and the state.* *19 OK Stat § 19-863.7 (2014)* This statutory guidance further identifies topics such as economic conditions, regionalism, residential density, transportation networks, environmental concerns, and context-specific problems as being within the purview of the comprehensive plan. Each plan can incorporate approaches to these considerations in any number of ways, and the plan should be tailored to the respective community. This is accomplished through public engagement and input into the development of the comprehensive plan to establish a community vision for the future of land use decisions. ### When is an amendment to the Comprehensive Plan needed? The comprehensive plan Land Use Plan Map and text can be amended through a process that requires adoption by the Tulsa Metropolitan Area Planning Commission (TMAPC) and approval by City Council. When a property owner wants to change the future use of their property to something that is not consistent with the Land Use Plan Map, the property owner can apply to change the Land Use Plan Map designation to have the Tulsa Metropolitan Area Planning Commission (TMAPC) and City Council determine if the requested change is appropriate. Tulsa Planning Office staff can also propose maps amendments to better align with the comprehensive plan or those that are corrective in nature. The other type of amendment is a change to the text within the comprehensive plan, which can modify recommendations or other content to align with priorities. ### What is planitulsa? In 2005, then Tulsa Mayor, Bill LaFortune, and the Tulsa City Council established a Comprehensive Planning Process Task Force. This group was formed in order to update the City's comprehensive plan, which had not substantively changed since 1976. The task force determined that in order to get the kind of comprehensive plan they wanted, there would need to be substantial investment by the community. By studying comprehensive planning efforts in other communities, the task force came up with a desired project timeline of two to five years, depending on the scope of services involved. With a coherent vision for the development of a plan, Fregonese Associates were hired in the late fall of 2007 to be the lead consultant. Fregonese Associates brought a team of seven sub-consultants, including TIP Strategies for economic analysis, Kimley-Horn for transportation planning, Collective Strength for values research, J-Quad for housing analysis, RExPR for public involvement, Sienna Architecture for urban design, and Urban Insight for online public involvement. Upon completion of the contract, the planning process began in 2008 with a great deal of engagement work with organizations related to land development and real estate, economic development, and neighborhood organizations. This outreach expanded to include large-scale events where more than 4,000 residents of the Tulsa area were engaged to set the vision for the future of the city. Throughout the plan process, stakeholders were engaged for feedback on the final plan document, and by 2010 a draft plan was completed for final review for internal City departments, external organizations, and the general public. Once the review was complete, the final plan was adopted. <

> The Tulsa Comprehensive Plan, commonly referred to as “planitulsa”, was adopted in 2010. In 2016 a progress report was produced to evaluate which recommendations of the plan were being implemented. The final plan included an introduction chapter entitled “A Vision for Tulsa” which summarized the findings from the community into a narrative description of the Tulsa that residents aspire toward. Additionally, there were five chapters that contained Priorities, Goals, and Policies to achieve the vision established through the planning process. These chapters include: 1. Land Use 2. Transportation 3. Economic Development 4. Housing 5. Parks, Trails, & Open Space Implementation of the plan began with the appointment of a new Planning director, tasked with carrying the vision of the plan forward and continuing to engage the community in ways that would refine plan recommendations for more specific locations around the city. In 2016 a progress report was produced internally by the City of Tulsa Planning Department. This report found that at the time of the progress report 74% of the planitulsa implementation was underway, with 219 Action Items identified as In Process, Ongoing, or Complete. ### Why are we doing an update? As more than a decade has passed since the adoption of planitulsa, there has been a desire to update the plan to reflect modern conditions in Tulsa, as well as to incorporate ideas and topics that were not a part of the original plan. Data analysis and best practices have evolved since the original planning process, which means there are new approaches and insights that can help to ensure that progress on plan implementation is continuing in the most effective ways. Additionally, new ideas and new input from the community can complement the great deal of input received in the original planning process. Respecting the foundation of input and the vision established by the community in the development of the 2010 plan was a primary goal of the planning team during the update process. Rather than hiring a consultant to do the plan update, the City elected to complete the process in-house in the newly formed Tulsa Planning Office. Founded in 2019, the Tulsa Planning Office is the newly-combined planning function for the City of Tulsa. While the Tulsa Metropolitan Area Planning Commission (TMAPC) at the Indian Nation Council of Governments (INCOG) has served as the development review function for the City of Tulsa since the 1970s, long-range planning activities have always been housed at the City itself. This changed during the formation of the Tulsa Planning Office, and for the first time in many years, Tulsa’s planning functions are all in one place, allowing for a more streamlined and coherent approach to the planning process, both short-term and long-range. ### What was the process for the update? The Tulsa Planning Office undertook the update of the plan with several goals in mind. Firstly, as the plan update was completed in-house without outside consultants, it was important that staff be trained on best practices in comprehensive planning. Training sessions, webinars, and internal meetings took place to ensure that planning team members were knowledgeable about techniques in comprehensive planning and policy development that have evolved since the adoption of the original plan in 2010. The planning team also reviewed more than 30 comprehensive plans from across the United States in order to glean ideas for plan structure, formatting, content topics, and specific recommendations. Findings from these plans were consolidated into reference guides that served as supplemental information for the development of planitulsa topic chapters. The planning team also reviewed plans that have been completed in Tulsa, particularly since 2010. Recommendations from these plans were identified for inclusion in the plan update to respect the processes and engagement that occurred during the development of those plans. Once the planning team had completed the preliminary review steps, engagement activities began in order to identify what additional content was needed in the plan. Engagement for the plan included numerous public meetings, surveys, informational updates, and correspondence. Across all engagement processes prior to the review of the final plan, more than 5,000 Tulsa residents contributed their ideas, aspirations, and thoughts on where the City of Tulsa should focus efforts. The planning team put extra emphasis on reaching community members that were underrepresented in the development of the 2010 plan by working with community organizations to promote surveys and other engagement activities. The approach to engagement was impacted by the COVID-19 pandemic, but all effort was taken to ensure multiple accessible ways to participate. Engagement with subject matter experts was also highly important for the update of the plan. Community organizations, parallel government agencies, and internal City departments all contributed to the content of the plan by sharing their expertise and understanding of specific issues in Tulsa. More than 200 subject matter expert organizations were engaged by the planning team. After the engagement activities were completed, staff organized all of the input to develop the plan recommendations. These recommendations were reviewed internally by Tulsa Planning Office leadership, City Legal Department staff, City of Tulsa department directors, the Mayor’s Office, and the City Council. Additionally, the draft plan was translated into Spanish, making it one of the first completely bilingual comprehensive plans in the country. Once internal review was completed, the draft plan was made public for review, accompanied by a series of public meetings in each City Council district. Feedback from the public was incorporated into the final version of the plan prior to the initiation of the plan adoption process and approval by the Tulsa Metropolitan Area Planning Commission (TMAPC) and the Tulsa City Council. ### What’s New? The plan has been restructured to make it easier to use by focusing plan chapters on recommendations, with a layout that lends itself to use as a reference guide. ### Plan Chapter Topics The list of topic chapters of the plan has been expanded to include subject matter that was not considered in the original development of the plan. Modifications include: * Renaming the Housing chapter to Housing & Neighborhoods and including greater consideration of how housing fits into a neighborhood context. * Dividing the Parks, Trails, and Open Space chapter into Parks & Recreation and Environment & Natural Resources to clearly delineate between plan recommendations related to recreation and programmed outdoor places and recommendations related to environmental conditions and natural assets. * Adding a chapter named Communities that considers how the City can best engage with the diverse populations in Tulsa to promote civic involvement. * Adding a chapter named History, Culture, & Creativity, which provides recommendations for how the City can best support the preservation of history, both physical and social, be a welcoming community regardless of cultural background, and enhance the artistic and creative environment in the city. * Adding a chapter named Public Services that includes planning recommendations for a broad spectrum of City departments that provide public services to residents. <

> Additionally, each chapter has several contexts applied to them for a broader understanding of potential impacts on the Tulsa community. For each chapter the following concepts were evaluated (full descriptions can be found on page vii): * Selected City Comparisons * Equity and Resilience Considerations * Health and Wellness Considerations * Funding Priorities * Regionalism Considerations ### Development Review Guide Since a primary function of a comprehensive plan is to provide guidance for new development, most components of the plan that are used in the development review process have been moved to a new section entitled the “Development Review Guide.” This section of the plan outlines the process of development review, contains the Land Use Plan Map and associated development guidance, and has an up-to-date online interface where anyone can see exactly what plan guidance there is for any property in the city. The use of technology to operationalize the plan will increase consistency and efficiency in the development review process, as well as making the process easier to understand and more broadly accessible. ### Updated Land Use Plan Map The Land Use Plan Map that was developed as a part of the 2010 plan has been updated to enhance usability and clarify distinctions between individual Land Use Designations. There are now eight Land Use Designations, reduced from the twelve designations previously established in the plan. The changes include: * Combining Downtown Neighborhood, Existing Neighborhood, and New Neighborhood into one new designation, “Neighborhood”. Distinctions between neighborhoods in different parts of the city are now identified in the Development Era Map (see next page). * Mixed-Use Corridor has been renamed “Multiple Use” as the characteristics of this designation are not necessarily limited to corridors, and the use of “Mixed-Use” created confusion between the Land Use Designations and mixed-use zoning districts. * The previous version of the plan had three levels of Centers: Regional Center, Town Center, and Neighborhood Center. Confusion has arisen over the distinctions among these three Land Use Designations, particularly between Neighborhood Center and Town Center. In order to simplify this structure and remove confusion, these have been changed to “Regional Center” and “Local Center”, where Regional Centers are based around a use of regional significance (hospital, university, major shopping areas, etc.), and Local Centers are primarily intended to serve the needs of surrounding neighborhoods. <

> * The Main Street Land Use Designation has been removed from the Land Use Plan Map, and all properties that were designated Main Street have been changed to Multiple Use. Main Street is now identified on the Major Street and Highway Plan Street Type map. This ensures that the historical context of Main Streets are preserved and modifications to that designation would include more stakeholders. The simplification of this Land Use Designation system will ensure more consistent and predictable recommendations for development review cases where the comprehensive plan is referenced. ### Development Era Map One of the challenges of using planitulsa in development review has been a lack of clarity regarding distinctions between what type of development is appropriate in different parts of the city. What is appropriate for greenfield development near the city limits is not necessarily what’s most appropriate for infill development in a neighborhood near the downtown that developed in the 1920s. More and more development is occurring in older parts of the city as subdivisions have largely been built to the city limits in most areas. The way the city develops has changed several times since Tulsa was established. In particular, innovations in transportation changed the way Tulsans were able to move around, and as an effect, changed the organization of urban form. When Tulsa was first established along the St. Louis and San Francisco Railroad, people got around primarily on foot or by horse-drawn carriage. Then in the early 20th century, streetcars expanded beyond what is thought of as downtown today into the city’s first streetcar suburbs. Eventually the automobile and buses overtook the streetcar, and the city’s footprint grew as individual mobility expanded. Finally, with the introduction of the interstate highway system and major annexation activities in the 1950s and 1960s, Tulsa expanded more rapidly than ever. Today, Tulsa still maintains each of these types of urban development, emanating from the downtown in a concentric pattern, having not existed long enough for any of these areas to fully redevelop like in older cities. It was important that the update to planitulsa considers this trend and incorporate ways of distinguishing the appropriate type of development for a given place in the city. <

> The introduction of the Development Era Map allows for the development review process to be sensitive to the different historical contexts in Tulsa. Land Use Designations are paired with the different Development Eras to identify common elements with regard to residential density, commercial format, mixed use orientation, urban form, land use diversity, parking orientation, screening, and signage. Areas identified as Future Growth are likely to benefit from land use planning to guide the patterns of development in these areas. See the Development Review Guide portion of this plan for a full explanation of the distinctions raised in the map. ### Selected City Comparisons In order to better understand Tulsa, it is useful to look at other cities across the United States and compare and contrast them. For each of the nine topic chapters, staff teams reviewed comprehensive plans from 30 selected cities across the country. Recommendations from these plans were gathered and consolidated into reference guides to help in the development of local policy recommendations. For each chapter, the planning teams identified six benchmark cities for comparisons of key performance indicators. These cities were selected for their similarity to Tulsa in terms of population, size, economy, and climate region, or were selected as cities that had desirable approaches to a chapter topic that Tulsa can model. Metrics for comparison were selected to align with the content of a given chapter and should be tracked over time to evaluate progress toward achieving plan goals and improving Tulsa's performance in comparison to cities across the country. <

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> 1830 1840 1850 1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 Passenger Train Service (1882- 1967) Streetcar Service (1906- 1936) Private-run bus service (1927- 1968) Major Events & Population Growth Early Settlement (1836) Creek Nation chief picks a site under a large oak tree near the banks of the Arkansas River for councils First Post Office (1879) A post office is established on the pony mail route through Indian Territory Oil discovery at Red Fork (1901) Tulsa's first park, Owen Park, created (≈1904) Tulsa Police Department officially established (1907) Parks Department established (1909) PSO established (1913) City incorporation (1898) University of Tulsa opens (1920) Tulsa race massacre (1921) First zoning code adopted (1922) Mohawk Park established (1924) Spavinaw Lake Water Source established (1924) Route 66 established (1926) Federal Housing Act (FHA) passed (1934) Tulsa Opera and Tulsa Philharmonic founded (1948) Water supply expanded from Lake Eucha and Lake Spavinaw (1952) Utica Square shopping center opened (1952) TMAPC established (1953) Golden Driller Statue built (1953) | | | | | | | | | | :--- | :--- | :--- | :--- | :--- | :--- | :--- | :--- | | Land Use | Transportation | Economic Development | Housing & Neighborhoods | Communities | History, Culture, & Creativity | Parks & Recreation | Environment & Natural Resources | <

> <

> Tulsa Transit bus service (1968- Present) | | | |---|---| | **Tulsa Urban Renewal Authority established (1959)** | | | **Tulsa Convention Center opens (1964)** | | | **Tulsa City-County Library Central Library opens (1965)** | | | **Oral Roberts University established (1965)** | | | **102 sq. mi. Annexation (1966)** | | | **Tulsa Housing Authority founded (1967)** | | | **River Parks Authority established (1974)** | | | **Vision2000 adopted (1978)** | | | **Greater Tulsa Hispanic/ Latinx Affairs Commission established (1979)** | | | **Oxley-Yetter Interpretive Center opened (1979)** | | | **Memorial Day Flood (1984)** | | | **First Historic Preservation District in Tulsa (Gillette) (1989)** | | | **Mayor’s Commission on the Status of Women established (1989)** | | | **MET opens first recycling center (1993)** | | | **City website goes online for the first time (1999)** | | | **planitulsa adopted (2010)** | | | **Sustainability Plan adopted (2011)** | | | **GoPlan adopted (2015)** | | | **Greater Tulsa African-American Affairs Commission established (2017)** | | | **Tulsa Planning Office established (2018)** | | | **Gathering Place opens (2018)** | | | **AERO BRT service starts (2019)** | | | **Tulsa becomes majority-minority (2020)** | | | **Neighborhood Infill Overlay adopted (2021)** | | <

> City changes to Mayor-Council system of governance (1989) Public Services City Limit Population Growth # DEMOGRAPHIC PROFILE AND TRENDS Tulsa’s population has changed in several ways since the original adoption of planitulsa in 2010. While many of the changes are aligned with changes at the national level, a few key changes are distinct to Tulsa. ### Aging Population Since 2010, the median age in Tulsa has increased from 34.8 years to 35.3 years. While 0.5 years may seem rather insignificant, the proportion of Tulsans that are 65 years or older has increased by 18% since 2010. This trend aligns with global trends of the Baby Boomer generation aging out of the workforce and entering into retirement years. The city’s labor force participation rate has also declined, mirroring the shift in median age. ### Increasing Diversity According to the results of the 2020 Decennial Census, Tulsa has become a majority-minority city for the first time in its history. This means that minority racial groups make up a majority of the city’s population, whereas the city has been majority White in every previous Census. Tulsa’s Hispanic or Latin American population has increased to more than 19%, or roughly one in every five households. The percentage of the population that identifies as Asian or Pacific Islander increased by 54% between 2010 and 2021, to roughly one in every 20 households. Tulsa’s Black and American Indian populations had slight decreases in the past decade; however, Tulsa’s White population had by far the largest decrease. Additionally, the percentage of the population identifying as Two or More races nearly tripled since 2010. In fact, Oklahoma had the highest increase in individuals that identify as Two or More Races of any state in the country. The Census Bureau and demographers across the country have identified several reasons why this is the case. Firstly, the questions regarding racial identity were different in the 2020 and 2010 censuses, with the 2020 format facilitating a deeper description of an individual’s racial make-up. Other contributing factors include an actual increase in multi-racial births, and shifts in the way individuals identify themselves for a variety of personal reasons. The Census Bureau anticipates additional shifts in the terminology used to classify racial group affiliation as time continues. It will be important to be cognizant of these classification changes in order to effectively use racial data for informed decision making. ### Greater Educational Attainment One of the most promising statistical trends for Tulsa is the increase in the percentage of the population who have completed a college degree. In 2010 35.9% of Tulsans had completed an Associate’s, Bachelor’s, or Graduate degree, and that has increased to 39.3% according to the latest Census data. An educated population can be an attractor for businesses, particularly those that pay higher wages and offer more benefits for their employees. ### Industry Sector Shifts Since 2010 Tulsa has seen some notable shifts in the distribution of employment by the various economic sectors. Tulsa saw modest growth in manufacturing and healthcare and social assistance jobs, but saw more volatile shifts in other sectors. The retail trade sector declined, consistent with national trends, and was heavily disrupted by the COVID-19 pandemic. The administration and support sector saw the steepest decline, dropping by nearly 12%, while the accommodation and food service sector saw a large increase of 11%. As Tulsa’s population continues to increase its educational attainment, additional shifts in the predominant industry sectors are likely as well. Efforts by Tulsa agencies and organizations to stimulate economic development will need to foster these changes. ### Housing Trends Since 2010 Tulsa has trended steadily toward a 50/50 split between owner-occupied housing units and renter-occupied housing units. The rate of vacancy has declined substantially, as the increase in available housing units has not fully kept up with the increase in population. The total number of housing units increased 2.8% and the total population increased 5.4% during the same time period. This, coupled with supply chain constraints leading to severe inflation, has led to a steep increase in housing costs in Tulsa since 2021. New housing development in Tulsa should respond to these trends. | Demographics | | 2010 | 2021 | | :--- | :--- | :---: | :---: | | <

> | Population | 391,906 | 413,066 | | | Male | 48.7% | 48.8% | | | Female | 51.3% | 51.2% | | | Median Age | 34.8 | 35.3 | | | Persons under 18 | 24.4% | 23.4% | | | Persons 65 and over | 12.6% | 14.9% | | **Demographics** | Marital Status | | | | | Married | 45.5% | 45.2% | | | Never Married | 33.1% | 34.0% | | | Divorced/Widowed | 21.4% | 20.8% | | <

> | White | 62.6% | 51.8% | | | Black | 15.9% | 14.9% | | | Asian/Pacific Islander | 2.4% | 3.7% | | | American Indian | 5.3% | 5.2% | | | Other | 8.0% | 9.8% | | **Race, Ethnicity & Ability** | Two or more | 5.9% | 14.6% | | | Hispanic/Latin American | 14.1% | 19.1% | | | People with Disabilities | 15% | 21.9% | | | Limited English Proficiency | 4% | 4.6% | | | Foreign Born Population | 9.3% | 11.2% | | <

> | Total Households | 163,975 | 163,801 | | | People per Household | 2.36 | 2.42 | | | Median Household Income | $39,817 | $49,611 | | | Low Income Household | 17.2% | 17.5% | | | Single Parent Household | 13.1% | 12.9% | | **Households** | Vehicles Available per Household | | | | | Zero Vehicles | 7.9% | 8.4% | | | One Vehicle | 41.4% | 40.9% | | | Two+ Vehicles | 50.8% | 50.7% | | <

> | Units | 185,073 | 190,223 | | | Occupied | 88.6% | 90.0% | | | Owner-Occupied | 53.8% | 51.7% | | | Renter-Occupied | 46.2% | 48.3% | | | Vacant | 11.4% | 10.0% | | **Housing** | Average rent cost | $692 | $846 | | | Average property value | $163,689 | $198,905 | | | Type of Housing | | | | | Single family | 64.4% | 63.4% | | | Missing Middle | 10.2% | 10.1% | | | Multi family | 25.4% | 26.4% | | <

> | Less than High School | 13.2% | 12.5% | | | High School Diploma/GED | 26.7% | 25.4% | | | Some College | 24.2% | 22.8% | | **Highest Level of Education (Age 25+)** | Associate Degree | 6.6% | 7.6% | | | Bachelor Degree | 18.8% | 20.6% | | | Graduate Degree | 10.5% | 11.1% | | Economy | | 2010 | 2021 | | :--- | :--- | :---: | :---: | | <

> | Age 16+ in Labor Force | 64.6% | 63.4% | | | Employed | 91.3% | 94.2% | | | Per Capita Income | $26,426 | $33,182 | | **Workforce** | Type of Workers | | | | | Blue Collar | 38.7% | 40.4% | | | White Collar | 61.3% | 59.6% | | <

> | Total Businesses | | 22,930 | | | Retail | | 4,025 | | | Dining | | 1,283 | | | Office | | 4,703 | | | Lodging | | 135 | | **Businesses** | Full Service Grocery Store | | 57 | | | Convenience Store/Gas | | 190 | | | Manufacturing | | 1,517 | | <

> | Total Jobs | 245,209 | 256,388 | | | By Age | | | | | 29 or younger | 24.8% | 23.6% | | | 30 - 54 | 55.6% | 52.6% | | | 55 or older | 19.6% | 23.8% | | **Employment** | By Monthly Earnings | | | | | $1,250 or less | 20.7% | 17.0% | | | $1,251 - $3,333 | 43.2% | 34.7% | | | $3,334 or more | 36.1% | 48.3% | | | Healthcare & Social Assistance | 16.5% | 17.2% | | | Retail Trade | 10.8% | 10.1% | | **Top 5 Industry Sectors** | Administration & Support | 10.4% | 9.2% | | | Accommodation and Food Service | 7.2% | 8% | | | Manufacturing | 7.7% | 7.8% | | | TIF Districts | | 26 | | **Incentives & Districts** | Destination Districts | 0 | 4 | | | Opportunity Zones | 0 | 19 | # planitulsa VISION (2010) ### Guiding Principles These principles were identified in the development of the 2010 plan and served as the basis for the chapter content of the plan. #### Economy * Downtown Tulsa should act as a thriving economic engine and cultural center for the entire region. * Entrepreneurs, small businesses and large employers should find Tulsa an easy place to do business. * Business owners are able to easily find adequate and attractive space for expanding businesses into downtown, along main streets, or in employment centers. * The city invests in the critical infrastructure necessary to develop a robust and diversified economy. #### Transportation * A variety of transportation options serve the city, so that all Tulsans can go where we need to go by driving if we want, but also by walking, biking or using public transit. * The transit system is designed as a consumer good and attracts people without a vehicle, as well as people who have a vehicle and choose to use an alternative. * Employment areas are accessible to services such as child care, grocery stores, restaurants, and other amenities. #### Community and Housing * Newcomers feel welcome to move to Tulsa, find a home and join the community. * Future development protects historic buildings, neighborhoods and resources while enhancing urban areas and creating new mixed-use centers. * Tulsa has pockets of density to provide for a more livable, pedestrian-friendly and cost-efficient community. * Tulsa permits opportunities for a full range of housing types to fit every income, household and preference. * The arts as well as cultural and historic resources are celebrated. #### Equity and Opportunity * The disparity in life expectancy between areas of the city is eliminated by addressing access to services and public health issues. * Tulsa is a cohesive city where we have the ability to create safe, healthy lives for ourselves and our families. * Tulsa’s civic, business and government institutions ensure that everyone has equal opportunity and access to housing, employment, transportation, education and health care, regardless of background, ethnicity, or neighborhood. * Schools are safe, easy to walk to, and part of a world-class education system. #### Environment * Tulsa becomes a leader in sustainability and efficiency. * Residents have easy access to parks and natural areas. * City parks provide open space, available to each neighborhood, with access to fields, natural areas and greenways for outdoor relaxation and recreation. * New buildings meet high standards for energy and water efficiency and deliver high quality spaces and architectural design. #### Planning Process * City planning and decision-making is an inclusive and transparent process. * Once adopted, city-wide and neighborhood plans are funded, implemented and monitored for performance. * Development and zoning policies are easily understood, workable and result in predictable development. * Residents have a voice in solving their community’s problems today and are a part of planning for tomorrow. <

> # Vision Map The planitulsa Vision Map was developed during public engagement workshops and laid the foundation for the Land Use Plan Map. Centers for development and transportation vision elements are included in the map and are reflected in the Land Use Plan Map. This map is not used in the development review process and is only meant to capture the feedback from the planning process and illustrate broad conceptual ideas related to the future of land use and transportation in Tulsa. (blank page) planitulsa <

> # development review guide # TABLE OF CONTENTS ### 3 INTRODUCTION ### 4-11 THE DEVELOPMENT REVIEW PROCESS 4-5 Development Review Process Overview 6 Role of Council, Boards, and Commissions 7-9 Overview of Application Types 10-11 Relevant Codes and Planning Documents 12-13 Engagement Expectations ### 14-19 THE LAND USE PLAN ### 20-33 DEVELOPMENT ERAS ### 34-35 MAJOR STREET & HIGHWAY PLAN ### 36-57 CONTEXT MAPS 36-37 Arterial Traffic 38-39 Transit-Oriented Development Areas 40-41 Commercial Revitalization Areas 42-43 Economic Incentive Areas 44-45 Industrial Employment Suitability 46-47 Neighborhood Statistical Areas 48-49 Parks and Open Space Areas 50-51 Tree Canopy 52-53 Flood Areas 54-55 Small Area Plans 56-57 Zoning Overlay Districts # chapter 1 development review guide ## INTRODUCTION ### Purpose of this Guide This guide is a collection of the information for the implementation of the comprehensive plan through the development review process. The different sections of the guide cover procedural components of the process, as well as maps and land use guidance to determine the appropriateness of new development across the city. This information is intended to help clarify the development review process for residents, applicants, government staff, and decision makers to arrive at a more consistent, predictable, and efficient process. ### Relationship to Other Chapters of the Plan In addition to the content of this guide, planitulsa’s nine topic chapters have recommendations that can be relevant to the development review process. These recommendations are found in each chapter’s “Action Table” and describe how staff should conduct business and what considerations are important to ensure development is consistent with the vision established by the community in the comprehensive plan. All of the goals, strategies, and actions of the plan are derived from engagement with the Tulsa community and subject matter experts, past planning efforts conducted by the City of Tulsa and partner agencies, best practices from cities across the United States, and research and data analysis conducted by Tulsa Planning Office staff. ### Online Interface All of the information contained within the maps of this guide are available through an online interface accessible through the Tulsa Planning Office website. This interface facilitates searching properties by their address and returning the relevant information regarding Land Use Designation, Development Era, Major Street & Highway Plan Designation, and all Context Maps, as applicable. This interface will be updated regularly, and it should serve as the primary source for up-to-date maps that are used in the process of development review. ### Sections of this Guide #### Development Review Process Overview The Development Review Process Overview outlines the development review process. It includes descriptions of relevant authorities, legal frameworks, planning guidance, and the expectations for public engagement during the development review process. #### The Land Use Plan Map The Land Use Plan Map reflects the community vision for future growth. The Land Use Plan Map identifies eight Land Use Plan Designations, and each property in the city is assigned a Land Use Plan Designation. The Land Use Plan Designation of a property provides guidance on the type of development that is appropriate for the property, based on existing conditions and planned future growth. Decision makers considering development applications review the Land Use Plan Designation of a property together with the Development Era Classification of the property with the objective that new development is compatible in use, form, and orientation with existing conditions. #### Development Era Map The Development Era Map divides the city into five areas according to when the areas were originally developed and assigns a Development Era Classification to each of the five areas. This distinction is intended to provide guidance that allows for new development to be consistent with and sensitive to existing development in the area. Guidance is also provided for undeveloped areas of the city. #### Context Maps A series of Context Maps is included for additional consideration by decision makers when reviewing development applications. These maps include data gathered to prepare other chapters of this comprehensive plan and provide information on topics such as transportation, economic development, neighborhoods, parks & recreation, environment & natural resources, public services, and history, culture, & creativity. # DEVELOPMENT REVIEW PROCESS OVERVIEW ### Development Review Introduction The City’s development review process is in place to ensure that the regulations of the zoning code and other applicable regulations are followed and that the goals of the comprehensive plan and other adopted guiding documents are realized. Over the next several pages, this section of the Development Review Guide will provide useful information for understanding the City’s development review process. ### Does The Current Zoning Permit The Proposed Use? When a property owner proposes a new use of existing construction or new construction on or development of a property, the first question to ask is “Does the current zoning permit the proposed use?” The answer to this question will determine what steps are needed to gain approval for a development application. Members of the public can check a property’s zoning classification by consulting the Zoning Map on the INCOG website. Permitted uses within the zoning classification are shown in the applicable Use Regulation table in the City of Tulsa Zoning Code. ### Zoning Clearance Review If after preliminarily assessing the existing zoning the proposed use appears to be permitted, then the next step is to submit the appropriate application to the Development Services Department’s Permit Center. There, staff will initiate a series of reviews. Normally, the first review conducted is a Zoning Clearance Review to determine whether the existing zoning of a project site permits the proposed use. If the existing zoning classification permits the proposed use, other reviews will be conducted before a Building Permit or a Certificate of Occupancy can be issued. If the Zoning Clearance Review concludes that the proposed use is not permitted by the existing zoning classification, an application to the Tulsa Metropolitan Area Planning Commission (TMAPC) for rezoning or to the City Board of Adjustment (BOA) for a special exception or variance, as appropriate, should be filed in the Tulsa Planning Office before permitting reviews can be continued. ### Working with the Tulsa Planning Office If the existing zoning classification of a property does not permit the proposed use, the Tulsa Planning Office can help to determine the best course of action to obtain zoning approvals. Before an application is made to the TMAPC or the BOA potential applicants will have the opportunity to meet with Tulsa Planning Office staff to determine the most appropriate path forward. ### Commission and Board Hearing Process Detailed descriptions of TMAPC and BOA, as well as the types of applications they hear, can be found on pages 6-9 in this guide. Many of the TMAPC or BOA application types can be administratively approved or can receive a final determination with that respective body after one public hearing. Rezoning applications are sent with a TMAPC recommendation for final approval by the Tulsa City Council. When an applicant files an application to TMAPC, Tulsa Planning Office staff will prepare a staff report with a recommendation for approval or denial. When an application is made to the BOA, Tulsa Planning Office staff prepares a case report, outlining the facts of the case and all relevant information, but does not include a recommendation. Notice must be given of the hearing on an application to the TMAPC or BOA. For more information about noticing requirements, refer to pages 12-13 of this guide. Once a rezoning application has been filed, it will then be on the agenda of a TMAPC meeting, which will include a public hearing and discussion from the Commissioners. This results in a vote on whether to recommend approval of the case or not. If TMAPC recommends approval, the case is sent to the City Council for final approval. The rezoning application appears on Council agendas three times. First, at a Council committee meeting, where Tulsa Planning Office staff gives and explains the TMAPC recommendation and consistency with policy and intent of the comprehensive plan. This appearance is only discussion between Councilors and staff with no vote or public comment. The next appearance is at the City Council meeting, where public input is heard. City Council votes either to approve the application, approve with modifications, or deny. In most cases the application needs a simple majority to pass. At the following City Council meeting the application appears again for Council adoption of an ordinance rezoning the property. <

> *Rezonings and certain Special Exceptions require platting or a Subdivision Compliance Review. See 70.080-B in Title 42 (Tulsa Zoning Code) for a list of applicable Special Exceptions ### Further Review and Certificate of Occupancy After any necessary approval by the City Council, TMAPC, the BOA, or the Tulsa Preservation Commission, the Development Services Permitting staff can resume other development reviews. Staff will evaluate the details of engineering and architectural components of the application and issue a Letter of Deficiency (LOD) if revisions are needed for compliance with adopted codes. Once all necessary stages of the permitting and development review process have been satisfactorily completed, including building permit issuance and a final inspection, a Certificate of Occupancy will be issued to approved applications. This certificate indicates that the use is allowed, and that the structure is fit for occupancy and verifies compliance with all relevant codes. # ROLE OF COUNCIL, BOARDS, AND COMMISSIONS ### Tulsa City Council The Tulsa City Council is the final decision-maker on zoning map amendments (rezoning) and Zoning Code text amendments. Applications reviewed by Tulsa City Council: * Zoning Code Text Amendments * Zoning Map Amendments (rezoning), including Major Amendments of PUDs and of other Development Plans * Comprehensive Plan and Amendments * Subdivision Plats ### Tulsa Metropolitan Area Planning Commission (TMAPC) TMAPC’s mission is to provide unbiased advice to the Tulsa City Council and the Tulsa County Board of Commissioners on development and zoning matters; to provide a public forum that fosters public participation and transparency in land development and planning; to adopt and maintain a comprehensive plan for the metropolitan area; and to provide other planning, zoning, and land division services that promote the harmonious development of the Tulsa Metropolitan Area and enhance and preserve the quality of life for the region’s current and future residents. TMAPC is composed of 11 members. 7 members are appointed by the City of Tulsa, and 4 members are appointed by Tulsa County. Applications reviewed by TMAPC: * Zoning Map Amendments (rezoning), including Major Amendments of PUDs and of other Development Plans * Minor Amendments of PUDs and of other Development Plans * Zoning Code Text Amendments * Preliminary and Minor Subdivision Plats * Type 2 Lot Splits and Lot Line Adjustments * Accelerated Release of Building Permits * Modifications to Subdivision and Development Regulations * Change of Access on recorded subdivision plats * Comprehensive Plan Amendments * Text Amendments * Map Amendments Applications reviewed by staff on behalf of TMAPC: * Type 1 Lot Splits and Lot Line Adjustments * Exempt Land Divisions * Final Subdivision Plats * Subdivision & Development Regulations – Compliance Reviews ### City of Tulsa Board of Adjustment (BOA) The City of Tulsa Board of Adjustment is authorized to grant variances and special exceptions in accordance with the provisions of the Tulsa Zoning Code. The City BOA is composed of five members appointed by the Mayor. Applications reviewed by BOA: * Variances of zoning code requirements * Special Exceptions authorized in the zoning code Applications reviewed by staff on behalf of BOA: * Administrative Adjustments as authorized by the zoning code ### Tulsa Preservation Commission The Tulsa Preservation Commission promotes Tulsa’s welfare through the preservation and protection of historic resources. The commission is composed of eleven members who have demonstrated an interest in historic preservation. The Preservation Commission reviews and approves applications for Historic Preservation Permits, as required by the Tulsa Zoning Code for properties located in Historic Preservation Overlay Districts. Projects requiring review include, exterior alterations, additions, new construction, and demolition of buildings. The Preservation Commission also reviews zoning map amendments that establish or change the boundaries of HP Overlay Districts. This process includes a public hearing, and recommendations are sent to TMAPC for review and then to the Tulsa City Council for a final decision. Applications reviewed by Tulsa Preservation Commission: * Historic Preservation Permit * Zoning Map Amendments that establish or change the boundaries of HP Overlay Districts # OVERVIEW OF APPLICATION TYPES ### Applications reviewed by the TMAPC: **Rezonings, also known as Zoning Map Amendments**, change the zoning classification of a property and are adopted by ordinance. Staff reviews and makes recommendations on rezoning requests to the TMAPC who will then make a final recommendation to the Tulsa City Council. If approved, a new ordinance will be published that changes the official zoning map. The rezoning process typically takes ~120 days. Applicants should expect to pay fees to initiate the application, and those costs can be found at tulsaplanning.org. Owner-initiated rezoning may include adoption of a development plan, which is mandatory in some instances and voluntary in others (Optional Development Plan). **Preliminary Subdivision Plats** A subdivision plat is required by statute when a tract is divided into 5 or more lots. New right of way and easements are dedicated to the public by means of the plat, and access management is addressed. A preliminary plat must be reviewed and approved by the TMAPC for compliance with the Tulsa Metropolitan Area Subdivision and Development Regulations. Preliminary plats are first reviewed by the Technical Advisory Committee, which include representatives of the following: * Tulsa Planning Office * City of Tulsa Development Services Department * City of Tulsa Public Works Department * Private utility companies * Tulsa Airports Improvement Trust * Neighboring Communities Following review by the Technical Advisory Committee, a set of conditions and required revisions is provided to the TMAPC to be incorporated in its approval of the preliminary plat. **Authorizations for Accelerated Release of Building Permits** in conjunction with property required to be platted. When a property is required to be platted certain permits may not be issued until the plat is complete. Applicants may request an accelerated release of building permits while the plat is being processed if components of the plat are not required to meet other code requirements and development needs. Applications for accelerated release of building permits are reviewed by the Technical Advisory Committee and may only be submitted in conjunction with, or following approval of, a preliminary subdivision plat. **Modifications to Subdivision and Development Regulations** If a project faces a unique circumstance or demonstrates an inability to meet certain criteria of the Subdivision & Development Regulations, a modification to the regulations may be applied for. Applications for modification are reviewed by the Technical Advisory Committee before a hearing by the TMAPC. **Change of Access** on recorded subdivision plats. Access restrictions are frequently imposed by plats. If a previously platted site is being redeveloped and revisions to the existing access are needed, applicants must request a change to platted limits of access. Change of Access applications must be reviewed and approved by the City Traffic Engineer before being submitted to the Tulsa Metropolitan Area Planning Commission for final approval. **Comprehensive Plan Amendments** **Text Amendments** Text amendments are necessary on occasion if there is a need to change a goal, strategy, or action in the comprehensive plan. Text amendments are initiated by either the TMAPC or the City Council. The process to amend comprehensive plan text includes a hearing by the TMAPC to consider adoption of the amendment, followed by a Council Committee meeting for discussion, then a Council meeting to determine if the adopted amendment should be approved. **Land Use Map Amendments** Land Use Map amendments are necessary if a development proposal is inconsistent with the map designation. Land Use Map amendments can be initiated by either the affected property owner, TMAPC, or City Council. The process to amend a map designation includes a hearing by the TMAPC to consider adoption of the amendment, followed by a Council Committee meeting for discussion, then a Council meeting to determine if the adopted amendment should be approved. # OVERVIEW OF APPLICATION TYPES (cont.) ### Lot Line Adjustments Lot line adjustments are used to combine multiple, existing abutting lots into a single lot. They can also be used to alter a single boundary between or reconfigure the shapes of existing abutting lots given that more lots are not created than the number of lots that existed before the adjustment. New lots created as the result of a lot line adjustment must conform to all zoning requirements and requirements of the Subdivision and Development Regulations. Lot line adjustments requiring no modification of the Subdivision and Development Regulations or action of the BOA are reviewed and can be administratively approved by the Tulsa Planning Office. Lot line adjustments requiring modification of the Subdivision and Development Regulations or action of the BOA are reviewed and approved by the TMAPC. Applications are also reviewed by applicable City departments. ### Lot Splits Lot splits are land divisions of platted or unplatted property that result in the creation of no more than 4 lots, including the parent tract and any remainder tracts. New lots created as the result of a lot split must conform to all zoning requirements and requirements of the Subdivision & Development Regulations. Lot splits requiring no modification of the Subdivision and Development Regulations or action by the BOA are reviewed and can be administratively approved by the Tulsa Planning Office. Lot splits requiring modification of the Subdivision and Development Regulations or action of the BOA are reviewed and approved by the TMAPC. Applications are also reviewed by applicable City Departments. ### Exempt Land Divisions Pursuant to state statutes, certain land divisions do not require a subdivision plat or lot split approval and are exempt from the subdivision and lot split procedures found in the Subdivision & Development Regulations. Exempt Land Divisions are those land divisions in which all lots to be created are more than 5 acres in area and no more than 4 lots are being created, including the parent tract and any remainder tracts. Exempt Land Divisions are reviewed and administratively approved by the Tulsa Planning Office. ### Final Subdivision Plats Final plats are submitted following the approval of a preliminary plat. Final plats must reflect any requirements determined at the time of preliminary plat review and must receive final approval from all relevant parties prior to administrative approval by TMAPC staff and forwarding to the City Council for approval. ### Subdivision & Development Regulations – Compliance Reviews The Tulsa Zoning Code requires compliance with the Subdivision and Development Regulations for properties that have been rezoned by the property owner and for specific uses identified in Section 70.080 of the Code. For properties already in compliance either by previous platting or other instruments, a compliance review can be requested as an alternative to the plat process. Compliance Reviews are reviewed and administratively approved by the Tulsa Planning Office. ### Applications reviewed by BOA: #### Variances of zoning code requirements A Variance is a grant of relief from strict compliance with the regulations of the Tulsa Zoning Code. The intent of a variance is to alleviate unnecessary hardships or practical difficulties caused by strict enforcement of the code. Variances are not intended to provide relief for inconveniences or financial burdens. #### Special Exceptions authorized in the zoning code A Special Exception is a grant of permission for a particular use or development feature authorized by regulations of the Tulsa Zoning Code if approved by the Board of Adjustment. The Board of Adjustment must find that the requested Special Exception would be in harmony with the spirit and intent of the zoning code, and it will not be injurious to the neighborhood or otherwise detrimental to the public welfare. #### Appeals of decisions of administrative officials or the Tulsa Preservation Commission Appeals to the Board of Adjustment of administrative decisions may be filed by any person who alleges errors in determinations made by staff in the administration, interpretation, or enforcement of the zoning code. Appeals from decisions of the Tulsa Preservation Commission may also be made to the Board of Adjustment. **Administrative Adjustments** as authorized by the zoning code Administrative Adjustments provide a streamlined approval procedure for minor modifications to specific zoning code regulations and are reviewed and approved by the Tulsa Planning Office. Authorized administrative adjustments are defined by the Tulsa Zoning Code. **Applications reviewed by Tulsa Preservation Commission:** **Historic Preservation Permit** An Historic Preservation Permit (HP Permit) is the document issued by the Tulsa Preservation Commission to approve proposed work within Historic Preservation Overlay Districts. An HP permit is required for demolition, new construction, or changes to existing buildings, structures, or lots within HP Overlay Districts. Some changes, such as interior alterations, the planting of vegetation, or ordinary maintenance, are exempt from the requirement for an HP Permit. Complex projects, such as proposals for new construction, are reviewed by the Historic Preservation Permit Subcommittee in a workshop format before being forwarded to the Tulsa Preservation Commission for review and approval. <

> # RELEVANT CODES AND PLANNING DOCUMENTS Several documents regulate and guide development in Tulsa. These include codes, regulations, policies, and plan recommendations, all of which work together to realize the community’s vision for land use development. City of Tulsa and Tulsa Planning Office staff will refer to all of these documents during different stages of the development review process. **Statute** State-level laws passed by the legislature. **Ordinance/Codes** City-level laws passed by the City Council. **Regulation/Standard** Rules adopted by appointed authorities and City departments, including design standards. **Policy/Procedure** An established way of conducting business within City departments. **Plan Recommendation** A recommended action adopted by TMAPC and affirmed by City Council in order to change ordinances, regulations, or policies. **Guideline** Voluntary supplemental guidance for regulations, policies, and procedures. | Document | Description | | :--- | :--- | | <

> | State statute enables cities, towns, and counties to develop and adopt non-regulatory comprehensive plans to achieve long-term planning goals related to land use, government operations, and capital improvements. All land use decisions made by staff, TMAPC, BOA, or City Council should conform to the guidance outlined in the comprehensive plan. The Land Use Plan Map identifies what Land Use Designation is assigned to each property in the city, and the characteristics of those classifications should inform the determination of appropriateness. Other associated maps may provide additional contextual consideration to be evaluated for each application to modify the zoning code. Where there is a discrepancy between the comprehensive plan and the desired result of an applicant, amendments to the plan may be pursued to change the Land Use Plan Map or other components of the plan to be congruent with the desired change. | | **Comprehensive Plan** | | | <

> | Small area plans (SAPs) have been developed and adopted by the City of Tulsa as amendments to the comprehensive plan. These SAPs have recommendations that are specific to a defined boundary within the city limits but use the same land use classifications when recommending changes to the Land Use Plan Map. Policy recommendations from SAPs are considered in addition to policy recommendations from the comprehensive plan and allow for decision-making that is tailored to the desires of the residents of the bounded SAP area. | | **Small Area Plans** | | | Document | Description | | :--- | :--- | | <

> | The Tulsa Zoning Code (Title 42 of the Municipal Code) is adopted as an ordinance and used for the purpose of protecting and promoting the public health, safety, and general welfare. It is the primary tool for implementing the policies and goals of the comprehensive plan and other relevant adopted plans of the City. All properties within the city limits of Tulsa have a zoning designation that relates to the use and form of the structures on that property. A building or structure may not be erected, located, moved, reconstructed, extended, or structurally altered except as allowed by this zoning code. | | **Zoning Code** | | | <

> | The Subdivision & Development Regulations is adopted as a regulation by the Tulsa Metropolitan Area Planning Commission to regulate the division of land in the City limits and ensure that newly created lots comply with all requirements of the Tulsa Zoning Code and are served by essential utilities and infrastructure for the purposes of being developed. Design criteria as well as review and approval procedures are major components of the adopted set of regulations. | | **Subdivision Regulations** | | | ### Unified Design Guidelines | The Unified Design Guidelines are the basis on which the Tulsa Preservation Commission and its staff review HP Permits. The guidelines offer a set of standards for the treatment of historic properties within HP Overlay Districts. | | ### Infrastructure Design Regulations (Engineering Standards) | This manual of standards serves as a guide for the successful completion of infrastructure improvements constructed in the public Right-of-Way, easements, and other areas of interest to the City of Tulsa. It is intended for use by anyone involved in the infrastructure development process required for constructing improvements within the city. This ensures that all public improvements are constructed to City Standards, durable, dependable, orderly, sustainable, maintainable, do not jeopardize the public safety and welfare, and do not unduly increase development costs. This manual includes all privately funded and constructed infrastructures that will become public property upon formal acceptance by the City. | | ### Major Street & Highway Plan | The Major Street and Highway plan identifies the major street and highway classifications within the City of Tulsa for the purposes of right-of-way requirements and proposed design. The plan makes recommendations on street design pertaining to lane widths, sidewalk widths, bike lanes, street trees, and other right-of-way improvements. | # ENGAGEMENT EXPECTATIONS ### Recommended Neighbor Engagement The Tulsa Zoning Code requires that notice be given of the hearing on certain applications, and the type of notice required varies according to the application to be considered. Communication between the applicant and surrounding property owners and residents is not required but is highly recommended. The Tulsa Zoning Code encourages applicants to engage the neighboring property owners and residents and provides: 1. Neighbor communications are encouraged by the board of adjustment, planning commission and city council to help: * educate applicants and neighbors about one another's interests; * resolve issues in a manner that respects those interests; and * identify unresolved issues before initiation of formal public hearings. 2. Applicants are encouraged to submit a summary of their neighbor communication activities at or before the first required public hearing. The recommended content of such summaries is as follows: * Efforts to notify neighbors about the proposal (how and when notification occurred, and who was notified); * How information about the proposal was shared with neighbors (mailings, workshops, meetings, open houses, fliers, door-to-door handouts, etc.); * Who was involved in the discussions; * Suggestions and concerns raised by neighbors; and * What specific changes (if any) were considered and/or made as a result of the neighbor communications. Although communication with neighbors is not required, many cases have been delayed late in the approval process to permit the neighbors to meet with the applicant to learn about the proposed project and to provide feedback to the applicant on the possible impact to the community. Applicants should use their best judgment to determine how much engagement is needed to adequately communicate intent, and to generate local buy-in on the proposed project. Engagement is recommended to occur prior to entering the development review process, as well as after discussions with the Tulsa Planning Office staff. See the diagram on page 5 for more information. ### Required Notice Tulsa Planning Office staff are required by ordinance to provide notice of pending cases. The requirements differ by the type of case. Details of notice requirements are outlined in the table on page 13. #### Newspaper Notice A notice of public hearing for a TMAPC or BOA agenda item is published in the Tulsa World. This notice includes the case number, applicant name and contact information, action requested, location of the subject property, legal description, current and proposed zoning, links to the application and associated zoning categories, and information about how and when to attend the public hearing or to leave comments in lieu of in-person participation. #### Mailed Notice A notice of public hearing for a TMAPC or BOA agenda is mailed to property owners surrounding the location of a development application. The notice radius depends on the type of application, and will either be only to adjacent neighbors or to neighbors within a 300' radius of the property line. This notice includes all of the details that are included in the Newspaper Notice with the addition of a site map. #### Posted Notice All meeting agendas for TMAPC are physically posted at City Hall in a visible location on the exterior of the building on 2nd St. It is also required that information regarding the pending case is posted on a sign on the property. In addition to these three notices, Tulsa Planning Office notifies neighborhood associations adjacent to a proposed development, and all agendas are shared on the Tulsa Planning Office website and social media accounts. # NOTICE REQUIREMENTS | Acting Body | Action Type | Newspaper Notice | Mailed Notice, Radius | Posted Notice | Days in Advance | | :--- | :--- | :---: | :---: | :---: | :---: | | **TMAPC** | Zoning Map Amendments (including major amendments to PUDs and development plans) | Yes | Yes, 300’ | Yes | 20 | | **TMAPC** | Minor Amendment to Development Plans | No | Yes, 300’ | No | 20 | | **TMAPC** | Comprehensive Plan Amendment | Yes | Yes, 300’ | Yes* | 15 | | **TMAPC** | Preliminary Plat | No | Yes, Adjacent Neighbors | No | 10 | | **TMAPC** | Minor Subdivision Plat | No | Yes, Adjacent Neighbors | No | 10 | | **BOA** | Variances | Yes | Yes, 300’ | No | 10 | | **BOA** | Special Exceptions | Yes | Yes, 300’ | Yes** | 10 | | **BOA** | Minor Special Exceptions | No | Yes, Adjacent Neighbors | No | 10 | | **BOA** | Administrative Adjustment | No | Yes, Adjacent Neighbors | No | 10 | \*If concurrent with a rezoning application \*\*Only Special Exceptions involving a use require a posted notice. # LAND USE PLAN MAP ### Introduction The Land Use Plan Map designates the preferred land use types for all areas within the city limits. It is used during the development review process to evaluate if rezoning cases are consistent with the vision established by the community during the development of the comprehensive plan. The land use plan map is updated based on amendments made to the plan, either through individual development applications, through land use planning exercises, or through routine housekeeping updates conducted by Tulsa Planning Office staff. ### Approach The Land Use Plan for Tulsa focuses on preserving what exists today while accommodating needed growth. While the Downtown area functions as a central location for the city, centers are distributed across the city to serve the needs of residents near their homes. Employment lands are located along major highways, railways, and around the Tulsa International Airport. Parks and Open Space designations protect existing outdoor recreational and natural areas, while special focus is given to the land use development along the Arkansas River to ensure it remains an asset for all members of the Tulsa community. ### Origin and Modifications Tulsa’s Land Use Plan Map incorporates the vision established by the community during the planning processes between 2008 and 2010 that led to the adoption of planitulsa. This map has been modified as a part of the 2022 plan update to simplify some concepts for easier interpretation and implementation. In particular a handful of changes have been made to the Land Use Plan Designations. In the previous version of the plan there were three neighborhood designations including: Downtown Neighborhood, Existing Neighborhood, and New Neighborhood. These have been combined into a single “Neighborhood” designation, and the distinction between different areas of the city is re-established in the Development Era Map. Similarly, the previous version of the plan had three levels of centers: Regional Centers, Town Centers, and Neighborhood Centers. Over years of reviews, the distinction between Town Center and Neighborhood Center has been difficult to establish in a consistent way, therefore these have been re-categorized into two designations: Regional Center and Local Center. The distinction between these two designations is whether the Center serves a local area or a larger regional area, based on existing land uses. The previous version of the plan included a designation called “Mixed-Use Corridor”, and that has been modified to “Multiple Use” in order to allow for areas that are not strictly along a given corridor to have that designation applied, as well as to differentiate the land use designation from mixed-use zoning. Finally, the Main Street land use designation from the previous version of the plan has been removed and replace with Multiple Use. The Main Street designation remains in the Major Street and Highway Plan, and any properties in a Multiple Use Land Use Designation along a street that is designated Main Street will be held to the same standards as the previous plan. This was done in order to ensure that Main Streets in Tulsa exist in their entirety for future generations. More detailed description of each of the Land Use Plan Designations can be found in the next several pages of this guide. All land use changes that were established in small area plans have been carried over to this updated land use plan map, and any changes are consistent with the modifications described above. # Land Use Plan Map <

> ### Neighborhood Neighborhoods are “Mostly Residential Uses” which includes detached, missing middle, and multi-dwelling unit housing types. Churches, schools, and other low-intensity uses that support residents’ daily needs are often acceptable, particularly for properties abutting Multiple Use, Local Center, or Regional Center land use areas. Multi-dwelling unit housing that takes access off of an arterial is considered Multiple Use, Local Center, or Regional Center. If a multi-dwelling unit housing property takes access off of a lower-order street separated from the arterial, then it would be considered Neighborhood. <

> ### Multiple Use Multiple Use areas are “Mostly Commercial or Retail Uses” which include restaurants, shops, services, and smaller format employment uses. This land use designation is most common in areas of the city from earlier development patterns, with Local Centers being more commonplace in newer parts of the city. For single properties that are commercial but surrounded by Neighborhood, Multiple Use is the preferred designation. <

> ### Local Center Local Centers serve the daily needs of those in the surrounding neighborhoods. This designation implies that the center generally does not serve an area beyond the nearby neighborhoods. Typical uses include commercial or retail uses that serve the daily needs of nearby residents. In order to introduce a regional trip generator, the entire local center designation should be amended to be Regional Center with significant input from all affected properties and nearby neighborhoods. <

> ### Regional Center Existing regional trip generators define the Regional Centers in contrast to Local Centers. These centers should be the most connected land use pockets outside of downtown for public transit access and high-capacity arterial streets. New regional trip generators should be permitted in the area with special consideration given to the transportation access and circulation. Regional trip generators include universities, malls, large medical campuses, casinos, big-box shopping centers, and very large churches. # LAND USE PLAN DESIGNATIONS <

> ### Employment The employment designation is intended to accommodate offices, warehousing and storage, manufacturing and assembly, and industrial processes. The “Industrial Site Suitability” map corresponds to the Employment land use designation and indicates where uses that are potentially incompatible with sensitive land uses are best suited to locate. This directs industrial uses to particular areas of the city while discouraging industrial in close proximity to Neighborhood areas. <

> ### Downtown The area within the Inner Dispersal Loop (IDL) highway is generally understood to be the downtown area of Tulsa. This area has fewer development limitations than most areas of the city, and a high density of employment, residential, mixed-use, commercial, retail, and institutional uses. Land uses and transportation infrastructure in this area should be primarily pedestrian-oriented, with parking either on street, behind buildings, or in structured parking garages. <

> ### Park and Open Space The Park and Open Space designation includes parks, trails, public sports complexes, country clubs, stormwater facilities, forests, and cemeteries. While these individual uses differ greatly, the general goal of this designation is to ensure these areas remain in their current undeveloped state, and that new development in near proximity does not encroach in ways that undermine the purpose of the property. Active parks and open space should be further activated by development that faces these uses. <

> ### Arkansas River Corridor The Arkansas River Corridor comprises a mix of uses - residential, commercial, recreation, and entertainment - that are well connected and primarily designed for the pedestrian. This Corridor is characterized by a set of design standards that support and enhance the Arkansas River Corridor as a lively, people-oriented destination. The Corridor connects nodes of high-quality development with parks and open space. The natural habitat and unique environmental qualities are amenities and are respected and integrated as development and redevelopment occur. The future development of this Corridor is intended to complement the adjacent thriving neighborhoods by providing appropriate transitions and connections to the Arkansas River. # DEVELOPMENT ERA MAP ### Introduction At an area of 224 Sq. Mi., Tulsa is a city whose urban form covers the full spectrum of urban environments, from the high-density downtown area to the newly developed suburban neighborhoods on the city’s edge. While all part of the same city, these areas require different approaches to ensure land use decisions are appropriate for their context. How neighborhoods are developed, buildings are designed, streets are engineered, and public spaces are managed all can depend on the existing context. Growth is inevitable, in all parts of the city, and it is the goal of this section to ensure the right approach for the right part of town. ### Interaction with Land Use Plan The Land Use Plan Designations described on previous pages are universally applied across the city. The Development Era framework allows for a differentiation within each Land Use Plan Designation by the area of the city it falls within. Therefore, if a property is designated as “Neighborhood” on the Land Use Plan, and “Early Automobile Era” on the Development Era Map, it would be identified as “Neighborhood - Early Automobile Era”. This allows for a more tailored approach to land use planning than just using the Land Use Plan Designations. ### Development Era Considerations The way the city developed in each defined era is differentiated by several characteristics. Growth occurred in ways that maintained connections to key destinations of the city, and transportation infrastructure innovations led to changes in the pattern of development. As time progressed Tulsans transitioned from walking and horse-drawn carriages, to streetcars, to the adoption and proliferation of the automobile. These changing transportation systems had a significant effect on the organization of both transportation infrastructure and land use in the city. Each Development Era area retains the historic underlying street grid and block layout, and it is important that development decisions reflect and preserve the functionality of those underlying systems. ## Development Era Classifications Overview ### Downtown Era - late 1800s-1910s Downtown is the oldest part of the city and developed prior to the advent and proliferation of the automobile. This area is limited to the land inside of the Inner Dispersal Loop (IDL), as this forms a distinct boundary between Downtown and the surrounding areas. ### Streetcar Era - 1910s-1930s The Streetcar Era area is the second level of the Development Era Map and encompasses those areas of the city that also predate the proliferation of the automobile and maintain a highly walkable urban form. These areas emerged as the streetcar suburbs and commercial main streets prior to World War II. ### Early Automobile Era - 1930s-1950s The Early Automobile Era area includes those parts of the city that developed prior to and after World War II but prior to the major annexations of the 1960s. These neighborhoods developed during the rise of the automobile, but generally maintain a rectilinear street grid with homes on smaller lots. ### Late Automobile Era - 1950s-present In the late 1950s and early 1960s the suburbs grew at a tremendous rate in the Tulsa metropolitan area. It was at this time that surrounding communities, such as Broken Arrow, began to grow at a rapid pace. At this time, the City of Tulsa annexed more than 100 square miles, and neighborhood subdivisions began to proliferate from the core of the city toward the suburban communities. ### Future Growth Some areas of the city have yet to be developed, and it is important to consider the impacts of converting land from a rural or natural setting to that of a developed area. These areas should be ready for growth to occur with regard to infrastructure, the distribution of public services, and the fiscal and economic realities of the region. ### Development Era Map <

> **LEGEND** | | | |---|---| | | Downtown (late 1800s-1910s) | | | Streetcar Era (1910s-1930s) | | | Early Automobile Era (1930s-1950s) | | | Late Automobile Era (1950s to present) | | | Future Growth | # DEVELOPMENT ERAS ### Introduction Over the next several pages the five Development Era Classifications are described in detail in order to inform the review of development proposals for their appropriateness in different parts of the city. Tulsa’s development pattern has responded to the technologies and sensibilities of different time periods. In the four graphics below, examples of the predominant pattern of development are shown for each Development Era Classification except for Future Growth. Moving from the earliest era, Downtown, to the latest era, Late Automobile, three key differences are apparent: 1. Straight streets become more curvilinear; 2. The level of connectivity decreases; 3. Residential uses become more separated from other uses. None of these development patterns is superior to the other, and each facilitates different lifestyles that suit the needs of different Tulsans. As the general pattern of development in the city continues to move towards infill, these distinctions can help ensure that new development is appropriate for its context. <

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> **Downtown Era Street Pattern** <

> **Streetcar Era Street Pattern** <

> **Early Auto Era Street Pattern** <

> **Late Auto Era Street Pattern** Non-Residential or Mixed-Use Residential Only ### Relationship to Land Use Plan Designations Land Use Plan Designations that are affected by the Development Era Map include: Downtown, Neighborhood, Multiple Use, Local Center, Regional Center, and Employment. Land Use Map designations that are not affected by the Development Era Map include: Arkansas River Corridor Overlay and Parks and Open Space. The next several pages provide descriptions for each affected Land Use Plan Map designation by each corresponding Development Era classification. ### Characteristics Explanation Combinations of Land Use Plan Designations and Development Era Classifications (LU-DE) have differing urban form characteristics. These characteristics were defined by the predominant real-world conditions of each LU-DE combination in the city today, and these should be considered along with the immediate surrounding context of any development project. ### Residential Density Residential density ranges were developed based on the densities permitted for different housing types in the most common zoning categories in each Development Era Classification. The graphic below illustrates the full range of recommended densities by the three categories of housing types. 1. Detached Housing - This category includes Detached Houses and Patio Houses as defined in the Tulsa Zoning Code. 2. Missing Middle Housing - This category includes Townhouses, Cottage House Developments, Duplexes, and Multi-Unit Houses, and small Apartments and Condominiums as defined in the Tulsa Zoning Code. 3. Multi-Dwelling Unit Housing - This category includes medium and larger Apartments and Condominiums as defined in the Tulsa Zoning Code. <

> ### Commercial Format Commercial Format describes the most appropriate size of commercial development for a given LU-DE. These include: small format, such as what would be found on historic main streets; medium format, such as a medium-sized grocery store; and large format, such as big-box stores. ### Industrial Intensity Industrial Intensity describes the appropriate level of industrial development based on its potential impact on surrounding land uses. ### Urban Form Urban Form includes descriptions of appropriate setbacks, common block lengths, and block shapes. ### Land Use Diversity Land Use Diversity describes what mixing of uses is appropriate in each LU-DE, with high, medium, and low levels of diversity. ### Mixed-Use Orientation Mixed-Use Orientation describes whether a property with multiple uses including a residential component should have those stacked vertically or positioned adjacent to each other horizontally. ### Connectivity Connectivity describes what modes of transportation should be prioritized and to what degree a given LU-DE should be physically connected to its surroundings. ### Parking Each LU-DE has descriptions of preferred parking orientation, with types including on-street, structured parking, behind a structure, beside a structure, or between a structure and the road. This category also includes recommendations on driveway widths, including narrow, medium-width, and larger-width. ### Screening This section describes recommended levels of screening between uses of differing types. ### Signage In this section the most acceptable forms of signage are described for each LU-DE. ## DETACHED HOUSING Freestanding residential buildings, typically occupied by a single family who are either the owners or are tenants under contract with the owner. In the Tulsa Zoning Code, two building types fall into this category: Detached House and Patio House. <

> **Detached House** <

> **Patio House** ## MISSING MIDDLE HOUSING Missing Middle Housing refers to house-scale buildings with multiple units, and are often “missing” in cities like Tulsa that have high concentrations of detached housing and multi-dwelling unit housing. These housing types have been more difficult to develop due zoning regulations that exclude these building types or have site design requirements that make these housing types impractical, as well as difficulty with financing due to the limited number of properties that can be used for comparison. In the Tulsa Zoning Code, five building types fall into this category: Townhouse, Duplex, Multi-Unit House (triplex, quadplex, etc.), Cottage House Development, and small Apartment/Condominiums (10 or fewer units). <

> **Townhouse** <

> **Cottage House Development** <

> **Duplex** <

> **Multi-Unit House** <

> **Small Apartments** ## MULTI-DWELLING UNIT HOUSING A classification of housing where multiple housing units are contained within one building or multiple buildings within a complex or community. In the Tulsa Zoning Code one building type falls into this category: Apartment/Condominium (More than 10 units). <

> **Medium Apartments** <

> **Large Apartments** # DOWNTOWN ERA - late 1800s to 1910s ### Description Downtown Tulsa began as a small town that sprung up around the Frisco railroad. This is evident in the orientation of the street grid within downtown that is not aligned by compass directions, as the rest of the city is, but by the orientation of the railroad corridor. Throughout Tulsa’s history, the downtown area has remained the primary location for intensive development, major employment uses, and tourism destinations. While the downtown area originally developed during the first few decades of Tulsa’s existence, there are many more structures that were built during the 1970s and 1980s, corresponding to the clearing of city blocks during Urban Renewal and the fluctuations of the oil and gas industry. Over the decades, the infrastructure of downtown has been retrofit to accommodate commuter traffic, with the introduction of the Interstate Highway System, one-way streets, and large areas of surface parking. In recent years, however, there have been efforts to return the downtown to a more pedestrian and bicycle friendly condition by converting one-way streets to two-way streets, promoting infill development of underutilized blocks, and the enhancement of pedestrian and bicycle infrastructure. ### Characteristics * Developed prior to the full streetcar system and the proliferation of the automobile * Full integration of land uses with a vertical mix of uses * High-density residential development * Major destinations drawing large numbers of visitors ### Priorities * Walkability * Urban Design * Revitalization of Historic Properties * Housing Type Variety * Mixed-Use and High-Rise Development * Major Employment and Headquarters Uses * Parking Lot Infill/Parking Strategies <

> ### DOWNTOWN ERA CHARACTERISTICS BY LAND USE DESIGNATION | | Downtown | | :--- | :--- | | **Detached Housing Density** | N/A | | **Missing Middle Housing Density** | Unlimited | | **Multi-Dwelling Unit Housing Density** | Unlimited | | **Commercial Format** | Small, Medium, Large | | **Industrial Intensity** | Low | | **Urban Form** | No Setbacks, 325’ block length, Square blocks | | **Land Use Diversity** | High | | **Mixed-Use Orientation** | Vertical | | **Connectivity** | Access for all modes of transportation, prioritizing non-auto users | | **Parking** | On-street, behind buildings, structured, narrow driveways | | **Screening** | N/A | | **Signage** | Smaller signs oriented toward non-auto users, Digital signs discouraged. Wall signs on high-rises. | # STREETCAR ERA - 1910s to 1930s ### Description Upon the implementation of streetcar alignments in Tulsa, new neighborhoods began to develop beyond the Downtown area. While this area's urban form was initially determined during the time period between 1910 and 1930, growth has been somewhat continuous throughout history, with a good deal of infill development occurring each decade. This Development Era contains some of Tulsa’s oldest residential areas, and there are great examples of how different housing types, different architectural styles, and land uses that support residents’ daily needs and lifestyles can exist in proximity to each other. Alterations to the urban form have occurred, primarily to accommodate automobile access, with the introduction of highways that disconnected pre-existing streets. ### Characteristics * Developed prior to the proliferation of the automobile * Streetcars facilitated growth beyond the downtown * Full integration of land uses or somewhat separated uses on a half-mile grid * Mix of housing options from large detached homes, small lot detached homes, townhomes, duplexes, triplexes, quadplexes, small apartment buildings, large apartment buildings, vertical and horizontal mixed-use ### Priorities * Walkability, Bikeability, and Public Transit Access * Historic Preservation * Housing Type Variety * Mixed-Use Development/Transit-Oriented Development (TOD) * Commercial Districts * Streetscapes <

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> ### STREETCAR ERA CHARACTERISTICS BY LAND USE DESIGNATION | | Neighborhood | Multiple Use | Local Center | Regional Center | Employment | | :--- | :--- | :--- | :--- | :--- | :--- | | **Residential Density\* - Detached Housing** | 6 to 13 units/acre | N/A | N/A | N/A | N/A | | **Residential Density\* - Missing Middle Housing** | 9 to 48 units/acre | N/A | 9 to 48 units/acre | N/A | N/A | | **Residential Density\* - Multi-Dwelling Unit Housing** | 25 to 108 units/acre | 25 to 108 units/acre | 25 to 108 units/acre | 25 to 108 units/acre | N/A | | **Commercial Format** | N/A | Small | Small, Medium | Small, Medium, Large | Small, Medium | | **Industrial Intensity** | N/A | N/A | N/A | N/A | Low intensity | | **Urban Form** | Minimal Setbacks, 300' block length, Square or short rectangular blocks, Some alleys | Buildings built to the street. Some alleys present. | Buildings built to the street. Bottom floors activated by transparency and individual street-facing entrances. Some alleys present. | Allows for tallest buildings outside of the downtown area. Buildings built to the street. Bottom floors activated by transparency and street-facing entrances. Some alleys present. | Buildings are built up to the street. Some alleys present. | | **Land Use Diversity** | Medium | High | High, Few if any passive uses (surface lots, mini-storage, etc.) | High, Few if any passive uses (surface lots, mini-storage, etc.) | Medium | | **Mixed-Use Orientation** | Vertical, mixed into the overall area or on or near edges as appropriate | Vertical | Vertical | Vertical | Vertical | | **Connectivity** | Access for all transportation modes prioritizing non-auto users, including pedestrians, cyclists, and transit users. Well connected to surrounding commercial areas. | Access for all transportation modes prioritizing non-auto users, including pedestrians, cyclists, and transit users. Well connected to surrounding neighborhoods. | High level of internal connectivity for all modes of transportation with an emphasis on non-automobile users other than emergency services. Connectivity to all surrounding streets. | High level of internal connectivity for all modes of transportation with an emphasis on non-automobile users other than emergency services. Connectivity to all surrounding streets. | Uses are integrated into the existing street grid | | **Parking** | On-street, structured, shared, behind buildings, narrow driveways | On-street, structured, shared, behind buildings | On-street, structured, shared, behind buildings | On-street, structured, shared, behind buildings | On-street, structured, shared, behind buildings | | **Screening** | N/A | Screen for light and sound using minimal techniques. | Screen for light and sound using minimal techniques. | Screen for light and sound using minimal techniques. | Screen for light and sound using moderate techniques. | | **Signage** | N/A | Smaller signs oriented toward non-auto users. Digital signs discouraged. | Smaller signs oriented toward non-auto users. Digital signs discouraged. | Smaller signs oriented toward non-auto users. Digital signs discouraged. Wall signs on high-rises. | Smaller signs oriented toward non-auto users. Digital signs discouraged. Wall signs on high-rises. | \* Residential density ranges based on densities permitted for different housing types in the most common zoning categories in each Development Era Classification. # EARLY AUTOMOBILE ERA - 1930s to 1950s ### Description As automobile use began to supplant the use of streetcars in cities across the country, the pattern of urban development changed. From the time of the Great Depression, through World War 2, and prior to the development of the Interstate Highway System, Tulsa’s land use pattern became more centered around the mile-by-mile grid of major streets that follows the boundaries of the township and range system. During this time period, Tulsa saw some of the fastest growth that has occurred in the city’s history, consistent with population growth across the United States. Detached house neighborhoods with a variety of architectural styles proliferated through the area, and a relatively low level of redevelopment has occurred over time as compared to the Downtown Era and the Streetcar Era. ### Characteristics * Mostly commercial, office, industrial, and other active uses along major streets * Residential and neighborhood-based uses (schools, churches, community centers) within the areas bounded by major streets * High degree of connectivity from neighborhood streets to the arterial network * Mix of housing options from large detached homes, small lot detached homes, townhomes, and duplexes. Triplexes, quadplexes, small and large apartment buildings, vertical and horizontal mixed-use along transit corridors ### Priorities * Walkability, Bikeability, and Public Transit Access * Historic Preservation * Housing Type Variety * Mixed-Use Development * Commercial Revitalization * Compatibility of Scale for Neighborhood Development * Tapered Transitions Between Commercial Corridors and Residential Areas <

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> ### EARLY AUTOMOBILE ERA CHARACTERISTICS BY LAND USE DESIGNATION | | Neighborhood | Multiple Use | Local Center | Regional Center | Employment | | :--- | :--- | :--- | :--- | :--- | :--- | | **Residential Density\* - Detached Housing** | 2 to 8 units/acre | N/A | N/A | N/A | N/A | | **Residential Density\* - Missing Middle Housing** | 9 to 40 units/acre | N/A | 9 to 40 units/acre | N/A | N/A | | **Residential Density\* - Multi-Dwelling Unit Housing** | 15 to 40 units/acre | 15 to 40 units/acre | 15 to 40 units/acre | 15 to 40 units/acre | N/A | | **Commercial Format** | N/A | Small, Medium | Small, Medium | Small, Medium, Large | Small, Medium, Large | | **Industrial Intensity** | N/A | N/A | N/A | N/A | Low and medium intensity | | **Urban Form** | Medium Setbacks, 600' block length, Short rectangular and curvilinear blocks | Buildings with small setbacks | Buildings with small setbacks. Entrances are a mix of street-facing and interior-oriented entrances. Outparcels present. | Allows for tallest buildings outside of the downtown area. Buildings with small setbacks. A mix of street-facing and interior-oriented entrances. | Buildings with small setbacks | | **Land Use Diversity** | Medium | Medium | Medium | High | Integrated into a mix of uses, but separated from predominantly residential areas | | **Mixed-Use Orientation** | Vertical or Horizontal, On or near the edges of the neighborhood | Vertical or Horizontal | Vertical or Horizontal | Vertical or Horizontal | Vertical or Horizontal | | **Connectivity** | A balance of different modes of transportation, with a priority on public transit access. Somewhat distinct from surrounding commercial areas. | A balance of different modes of transportation, with a priority on public transit. Somewhat distinct from surrounding neighborhoods. | High level of internal connectivity with a balance of different modes of transportation, with an emphasis on public transit. Connectivity to arterials and collectors. | High level of internal connectivity with a balance of different modes of transportation, with an emphasis on public transit. Connectivity to arterials and collectors. | Uses are integrated into the existing street grid | | **Parking** | Behind, beside, or in front of buildings, medium-width driveways | On-street, behind, or beside buildings. In front along arterials. | On-street, shared, behind, or beside buildings. In front along arterials. | On-street, structured, shared, behind, or beside buildings. In front along arterials. | Shared, behind, beside, or in front of buildings | | **Screening** | Fences, landscaping | Screen for light, sound, and access using moderate techniques. | Screen for light, sound, and access using moderate techniques. | Screen for light, sound, and access using moderate techniques. | Screen for light and sound using moderate techniques. | | **Signage** | N/A | Medium-sized signs visible from a moving vehicle. Digital signs sometimes appropriate. | Medium-sized signs visible from a moving vehicle. Digital signs sometimes appropriate. | Medium-sized signs visible from a moving vehicle. Digital signs sometimes appropriate. Wall signs on high-rises. | Medium-sized signs visible from a moving automobile. Digital signs sometimes appropriate. Wall signs on high-rises. | \* Residential density ranges based on densities permitted for different housing types in the most common zoning categories in each Development Era Classification. # LATE AUTOMOBILE ERA - 1950s to present ### Description Beginning in the late 1950s and the 1960s major changes occurred to the urban form of Tulsa. Two significant interventions include the introduction of the Interstate Highway System and the annexation events in the 1960s that more than doubled the size of Tulsa. This area of Tulsa has developed simultaneously with the development of surrounding communities, such as Broken Arrow, Owasso, Jenks, and Bixby. Though the growth of this area has been consistent for more than 60 years, the vast majority of developable land has been developed, leading to a decline in the number of properties being built each decade since the 1970s. ### Characteristics * Developing since the mainstreaming of automobile-centric lifestyles * High degree of separation between residential and non-residential uses * Low levels of street connectivity, with no continuous pattern of subdivision streets * Transportation is nearly exclusively concentrated on the mile-by-mile grid. * Major streets are often both transportation corridors and destination corridors, which can lead to traffic congestion. * Non-residential uses are predominantly organized into centers at the intersections of major arterial streets. ### Priorities * Commercial Revitalization * Placemaking * Community Gathering Opportunities * Conservation of Natural Areas * High Degree of Privacy * One-Stop Shopping * Commuting Routes <

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> ### LATE AUTOMOBILE ERA CHARACTERISTICS BY LAND USE DESIGNATION | | Neighborhood | Multiple Use | Local Center | Regional Center | Employment | | :--- | :--- | :--- | :--- | :--- | :--- | | **Residential Density\* - Detached Housing** | 0.5 to 8 units/acre | N/A | N/A | N/A | N/A | | **Residential Density\* - Missing Middle Housing** | 9 to 40 units/acre | N/A | 9 to 40 units/acre | N/A | N/A | | **Residential Density\* - Multi-Dwelling Unit Housing** | 15 to 40 units/acre | 15 to 40 units/acre | 15 to 40 units/acre | 15 to 40 units/acre | N/A | | **Commercial Format** | N/A | Small, Medium, Large | Small, Medium, Large | Small, Medium, Large | Small, Medium, Large | | **Industrial Intensity** | N/A | N/A | N/A | N/A | Low, medium, and high intensity | | **Urban Form** | Deep Setbacks, 1000' block length, Long rectangular and curvilinear blocks | Buildings with varied setbacks | Buildings with varied setbacks. Entrances oriented to interior parking (office park style.) Outparcels are present. | Allows for tallest buildings outside of the downtown area. Buildings with varied setbacks. Entrances are oriented to the interior parking of the center (office park style). Outparcels are present. | Buildings have large setbacks from major streets. | | **Land Use Diversity** | Low | Medium | Medium | Medium | Low level of diversity with industrial uses focused in specific geographic areas | | **Mixed-Use Orientation** | Horizontal, On edges of the neighborhood | Horizontal | Horizontal | Horizontal | Horizontal | | **Connectivity** | Auto-oriented with accommodation of alternative modes of transportation. Separated from surrounding commercial areas. | Auto-oriented with accommodation of alternative modes of transportation. Separated from surrounding neighborhoods. | High level of internal connectivity. Auto-oriented with accommodation of alternative modes of transportation. Connectivity to arterials. | High level of internal connectivity. Auto-oriented with accommodation of alternative modes of transportation. Connectivity to arterials. | Uses are accessed from major arterials and may have some internal street connectivity | | **Parking** | In front or beside buildings, larger width driveways | Behind, beside, or in front of buildings | Shared, behind, beside, or in front of buildings | Shared, behind, beside, or in front of buildings | Shared, behind, beside, or in front of buildings | | **Screening** | Fences, landscaping | Screen for light, sound, and access using significant techniques. | Screen for light, sound, and access using significant techniques. | Screen for light, sound, and access using significant techniques. | Screen for light, sound, and access using significant techniques. | | **Signage** | N/A | Full-scale highway-visible signs. Digital signs sometimes appropriate. | Full-scale highway-visible signs. Digital signs sometimes appropriate. | Full-scale highway-visible signs. Digital signs often appropriate. Wall signs on high-rises. | Full-scale highway-visible signs. Digital signs often appropriate. Wall signs on high-rises. | \* Residential density ranges based on densities permitted for different housing types in the most common zoning categories in each Development Era Classification. # FUTURE GROWTH ### Description These areas of the city have yet to developed beyond agricultural uses and present opportunities to ensure the pattern of development is efficient and fiscally responsible. The two primary regions that have yet to develop are the northwest corner of the city, which is all located within Osage County and where the Gilcrease Expressway will connect, and the far east area of the city from roughly 145th E Ave. to beyond the Creek Turnpike. ### Characteristics * Predominantly agricultural uses * No subdivision streets or connectivity beyond the mile-by-mile grid * A lack of public service distribution (fire, police, public transit, etc.) * A lack of utility infrastructure (water, sewer, broadband, etc.) * Exposed bedrock and extreme slope in some areas ### Priorities * Ability to provide public services, such as fire response, law enforcement, parks and recreation, transportation, water, and sewer * Implementation of the planned streets in the Major Street and Highway Plan * Land use planning to establish frameworks for decision making * Conservation of natural areas <

> ### FUTURE GROWTH CONSIDERATIONS FOR LAND USE PLAN DESIGNATIONS | | | | :--- | :--- | | **Neighborhood** | Neighborhood development in Future Growth areas should be well connected to the arterial network and setup with street stubs to accommodate future connectivity to surrounding subdivisions. Higher density is only preferred when adjacent to developed areas, e.g. “leapfrog” subdivisions should be low density to not strain public service distribution. | | **Multiple Use** | In general, commercial and retail uses in Future Growth areas should be located on arterial streets or on existing or planned streets that are easily accessed by the arterial street grid. Where development is occurring at the intersection of significant streets, local center is the preferred designation. | | **Local Center** | Local Center is the primary land use designation for commercial and retail development in Future Growth areas, where businesses and offices are co-located in nodes at the intersection of arterial streets. To compensate for the lack of transportation network connectivity, these areas should share transportation access across property lines, moving automobiles through the center without requiring a trip on an arterial street. | | **Regional Center** | A Regional Center in a Future Growth area represents an opportunity for a significant planned development approach where rezoning and site assembly are pursued to tailor the future growth of the area to support uses of regional significance. | | **Employment** | Economic development projects in Future Growth areas should be serviceable by infrastructure and public services (police, fire, asset management, etc.), whether by existing capacity or public investment through incentives. These uses can be established as the first step in land use development, and co-location or business park development are highly encouraged. | # MAJOR STREET & HIGHWAY PLAN ### Introduction The Major Street and Highway Plan identifies the street type for all functionally classified streets in Tulsa. Functional classification refers to streets that move road users across the city’s network of streets. Neighborhood streets are not included in the classification. Streets that are part of the functional classification are eligible for federal funding in the form of grants from a variety of programs. The street types in the Major Street and Highway Plan include: * Freeway * Parkway * Scenic Drive * Primary Arterial * Secondary Arterial * Urban Arterial * Residential Collector * Commercial/Industrial Street * Commercial/CBD/Industrial Street In the plan each of these street types has a corresponding cross-section that illustrates the amount of right-of-way needed for the street, as well as the different modes of transportation that the street type is designed to support, such as automobiles, buses, cyclists, and pedestrians. The 2010 version of planitulsa added a layer to the Major Street and Highway Plan for the consideration of land uses along streets. This map was developed as a part of the visioning process for the plan, and includes three categories: ### Main Street Main Streets are the streets whose land uses have maintained their historic or urban characteristics. Buildings have minimal setbacks, pedestrian infrastructure is safe and comfortable, and many buildings have a mix of uses, whether multiple storefronts, or a combination of retail and residential on different floors of the building. On-street parking, bicycle lanes, pedestrian islands, and curb extensions are used to slow traffic to a speed that is safe for pedestrians and cyclists. These streets are prime candidates for economic development and community development investment efforts. New construction and renovations of existing properties should be consistent with the existing characteristics of the Main Street, and maintain a high degree of pedestrian accessibility. Setbacks should be minimal, and parking should be located on street, on the side of a building, or behind the building. Uses should be predominantly mixed-use, commercial, or higher density residential. Connectivity should be maintained to surrounding neighborhoods, but transitions between Main Street and Neighborhood areas should be considerate of potential compatibility issues, such as noise, light, and parking. Interactions between Main Streets and neighborhoods should be identified and mitigated, but should not cause a decrease in quality of either environment. ### Multi-Modal Street Multi-modal streets support commercial and residential development along major arterial streets. These streets align with the recommendations for on-street bicycle infrastructure established in the 2015 GO Plan, and they should be evaluated for feasibility with regard to the reallocation of street space for bicycle facilities. ### Commuter Street Commuter streets prioritize the efficient movement of large numbers of automobiles, with access management techniques utilized to minimize the frequency of turning movements along the corridor. This reduces the chance of collisions that could lead to congestion. Other transportation modes, such as public transit and pedestrian infrastructure, are provided and designed in ways that protect the users from dangerous interactions with the automobile traffic. Medians and pedestrian islands are appropriate for increased pedestrian safety, as well as separation between traffic heading in each direction. Bicycle infrastructure is not recommended on Commuter Streets unless it is a multi-use path separated from the street. # Street Types <

> # ARTERIAL TRAFFIC ### Introduction Increased traffic congestion is one of the most common concerns raised by residents and decision-makers during rezoning and at other points in the development process. Tulsa has a substantial arterial grid generally aligned with the township and range boundaries, that is along a 1-mile by 1-mile grid. This arterial network provides a significant level of redundancy, particularly in the older parts of the city where the street grid between the arterial grid also provides alternative routes for road users. Congestion is not commonplace across the city, but for sections of South Tulsa, where street connectivity is minimal except for arterials, and where automobile reliance rates are the highest in the city, traffic congestion does occur. ### Causes of Traffic Congestion in Tulsa Areas of the city that were developed since the 1960s have been designed with very little street redundancy, with mid mile connector streets being uncommon. Additionally, uses are separated such that destinations, like commercial, retail, and employment uses, are all concentrated along the arterial streets. This organization of transportation infrastructure and land uses leads to streets that are both meant to serve as mobility corridors and corridors to access destinations, causing congestion. This is especially pronounced during times of the day when large numbers of drivers are commuting to and from work, or when schools are doing drop-off and pick-up. Where possible, new developments should be required to provide useful connectivity that adds alternative routes to the street grid. This can be designed in ways that do not significantly change the area, but this requires consistent implementation of connectivity goals by City of Tulsa and Tulsa Planning Office staff when subdivisions and other development projects are submitted for approval. ### Purpose The purpose of this Arterial Traffic map is to add context to discussions about the traffic impacts of new development. The City of Tulsa Traffic Operations Division of the Public Works Department gathers traffic counts on a recurring basis. These counts have been joined to the arterial grid, averaged for each individual segment, and then divided by the number of lanes for each segment. This results in a count of Average Annual Daily Traffic (AADT) per lane. Using standardized values from the Federal Highway Administration (FHWA) for the level of AADT that constitutes congestion, the map is classified in four levels: **Dark Blue (Less than 2,500 AADT per lane)** - These arterials have significant excess capacity and very low congestion levels. These arterials are likely suitable for reallocation of space for other transportation modes. New development is very unlikely to have a noticeable impact on traffic. **Light Blue (Between 2,500 and 5,000 AADT per lane)** - These arterials have low levels of congestion. These arterials may be suitable for reallocation of space for other transportation modes. New development is unlikely to have a noticeable impact on traffic. **Orange (Between 5,000 and 7,500 AADT per lane)** - These arterials have a medium level of congestion. They are not suitable for reallocation of space for other transportation modes. New development may have a noticeable impact on traffic. Further study may be warranted to inform the decision-making process. **Red (Greater than 7,500 AADT per lane)** - These arterials have a high level of congestion. They are not suitable for reallocation of space for other transportation modes, and expansion projects are warranted. Traffic studies may be necessary to ensure new development does not significantly increase traffic congestion on the arterial. Mitigation approaches related to the intensity of a development or the type of use may be needed. # Arterial Traffic <

> | Traffic Counts per Lane | | | :--- | :--- | | — | 0 - 2,500 per lane | | — | 2,500 - 5,000 per lane | | — | 5,000 - 7,500 per lane | | — | 7,500 or more per lane | # TRANSIT-ORIENTED DEVELOPMENT AREAS ### Introduction The City of Tulsa and the Metropolitan Tulsa Transit Authority (MTTA) have made significant investments in enhanced public transit service in the past decade. Several plans have been adopted that outline the vision for public transit service in Tulsa, including the Fast Forward Regional Transit Plan (2012), and Connecting Progress (2018). The Fast Forward Regional Transit Plan identified potential corridors for bus rapid transit (BRT) in Tulsa, which led to the establishment of the Peoria Aero BRT and the Route 66 Aero BRT alignments. The Connecting Progress comprehensive operations analysis led to the re-routing of MTTA's transit lines to create a grid system rather than the preexisting hub-and-spoke system. As a part of this re-routing several "Sub-Hubs" were identified to serve as connections among multiple transit routes. These locations include: 1. 36th St. N. and N. Peoria Ave. 2. E. Admiral Pl. and Memorial Dr. 3. E. 21st St. and S. 145th E. Ave. 4. E. 33rd St. and S. Memorial Dr. 5. S. Olympia Ave. at Tulsa Hills 6. E. 81st St. and S. Lewis Ave. 7. E. 71st St. and S. Memorial Ave./S. Mingo Ave. In order to align land use planning with the transit investments, the City of Tulsa offers incentives to property owners to create transit-oriented development. The City Council initiated a Mixed-Use Rezoning program, for property owners along BRT routes to rezone their properties to mixed-use at no cost. In tandem with this rezoning program, the City has made all commercial properties along the BRT alignments eligible for Commercial Revitalization Revolving Loan Fund program dollars to rehabilitate properties. These monies are available for all commercial properties, but those properties that pursue the Mixed Use Rezoning program become eligible for a higher loan amount from the Commercial Revitalization Revolving Loan Fund program. ### Purpose The Federal Highway Administration (FHWA) and the United States Department of Transportation (USDOT) define transit-oriented development (TOD) as: "...compact, mixed-use development near transit facilities providing high-quality walking environments. It usually includes new residential development, office space, and other service amenities that are within a half-mile of public transportation and easily commutable by other means such as walking and biking." Tulsa's BRT alignments and transit sub-hubs present an opportunity to encourage TOD in strategic places that make getting around without an automobile more feasible. ### TOD Principles * Promote compact development with sufficient density to support transit ridership located within easy walking distance of transit stops. * Promote mixed-use development that accommodates pedestrian activity and connections to and from transit stations. * Include engaging, high quality public spaces, such as small parks or plazas, as organizing features and gathering places for the neighborhood. * Encourage a variety of housing choices near transit facilities to accommodate a wide range of ages and incomes. * Ensure compatibility and connectivity with surrounding neighborhoods. * Low-density, auto-oriented development patterns should be minimized where feasible. * Automobile parking should be oriented on sites such that it does not separate the pedestrian realm from building entrances. ### Transit-Oriented Development Areas <

> #### LEGEND | | | | --- | --- | | <

> | TOD Areas around BRT Routes and Transit Sub-Hubs | | <

> | Existing MTTA Bus Routes | # COMMERCIAL REVITALIZATION AREAS ### Purpose The purpose of this Commercial Revitalization Areas map is to identify what properties would be potentially eligible for Commercial Revitalization Revolving Loan funds and other commercial revitalization opportunities. If a property is located along one of the BRT corridors, within a Destination District boundary, or within one of the 13 priority locations identified in the City of Tulsa Retail Market Study and Strategy pertinent information about each program is made available to connect applicants with the relevant opportunities. ### Specific Program Opportunities #### Revolving Loan Fund The Tulsa Authority for Economic Opportunity (TAEO) manages a Commercial Revitalization Revolving Loan Fund program to provide funding to rehabilitate commercial properties along established bus rapid transit (BRT) alignments in Tulsa. This program is also available to properties within the boundaries of the Destination Districts program and the 13 priority locations identified in the City of Tulsa Retail Market Study and Strategy. These areas represent a special focus for redevelopment support by the City of Tulsa, and property owners who pursue rezoning or other development review procedures should be made aware of what opportunities are available to them to assist in their redevelopment efforts. #### Retail Redevelopment and Development Fund The Retail Redevelopment and Development Fund is a Revolving Loan Fund (RLF) intended to provide low-cost capital to retail entrepreneurs and developers. For retail entrepreneurs, the loans can be used to fund tenant improvements, purchase equipment, etc. For developers, the loans are intended to encourage the redevelopment and development of commercial properties and incentivize the proliferation of Transit Oriented Development (TOD). Individuals or businesses who use the funds must open a business or redevelop/develop property along the Bus Rapid Transit (BRT) lines or in one of the 13 priority locations identified in the City of Tulsa Retail Market Study and Strategy. The loan terms are recommended to the City of Tulsa by the Tulsa Economic Development Corporation (TEDC), who administers the program. Because developers and entrepreneurs can use the RLF, there are no set limitations on the loan amounts or terms, which will be determined on an individual basis; however, the terms of the loan reflect the City’s intention to provide low-cost capital to individuals who contribute to commercial revitalization and transit-oriented development. #### Development Fee Reimbursement Program The Development Fee Reimbursement Program is intended to offset the costs of opening a brick and mortar businesses along Tulsa’s Bus Rapid Transit (BRT) system. The fees associated with opening a business are frequently overlooked and can prove determinative of a business’ success. Eligible program users include individuals or businesses who have opened a business along Tulsa’s bus rapid transit system after January 1, 2019, and have paid any fees levied by the City of Tulsa in full. #### Destination District Program This program was designed with the understanding that some of Tulsa’s most unique retail assets exist within neighborhood commercial districts. Frequently, the success of these neighborhood centers is dependent upon district management organizations that secure community buy-in, synthesize a unified community vision for the district, and help implement that vision through programs and events within the neighborhood. The success of this approach is illustrated by Kendall Whittier Main Street. While this program will not directly benefit retail entrepreneurs and businesses, it will indirectly benefit them by ensuring a vibrant, walkable, and successful neighborhood. Commercial revitalization funding for Destination Districts is transmitted through an annual allocation to the program manager to facilitate a collective approach to revitalization in these areas. # Commercial Revitalization Areas <

> | LEGEND | | | :--- | :--- | | ![red box] | Destination Districts/ Main Street Areas | | ![green box] | Priority Locations in Retail Market Study | | ![blue line] | BRT Routes | # ECONOMIC INCENTIVE AREAS ### Introduction Several tax incentives are available to enhance development in different parts of Tulsa. In particular, these incentive areas are focused in low- to moderate-income areas with the intention of supporting revitalization that improves the quality of life for local residents. To ensure that incentives are taken advantage of when available, applicants for development review should be made aware of the opportunities available. ### Purpose The purpose of the Economic Incentive Area maps is to identify where development incentives are available to applicants in the development review process. These maps show four incentive types; in some locations incentive opportunities overlap. For projects that fall within these boundaries, information will be available to connect applicants to these incentive programs. ### Incentive Types **New Market Tax Credits** The New Market Tax Credit program is a federal incentive program established in 2000 to increase the level of private investment in low-income communities. The program is designed to allow qualified community development entities (CDEs) to use their local knowledge and expertise to decide which businesses to invest in or lend to with the funds they raise with the new market tax credits. Most businesses located in low-income communities could qualify for loans or equity. Typical firms could include: small technology firms, inner-city shopping centers, manufacturers, retail stores, or micro-entrepreneurs. Residential rental property does not qualify as a qualified active low-income business. The process for accessing New Market Tax Credits for businesses is a competitive application process administered by the federal government. **Opportunity Zones** Opportunity Zones, much like New Market Tax Credits, are intended to increase investment in low-income communities. Instead of there being dedicated funds for a competitive process, Opportunity Zones are established so that Opportunity Funds, which are repositories for unrealized capital gain investment, are invested by at least 90% into Opportunity Zone areas. New development within these areas may be eligible for funding through these Opportunity Funds, and can be established by the developer themselves, or developers can access existing Opportunity Funds to finance their project. Applicants whose projects are within an Opportunity Zone should connect with the Tulsa Authority for Economic Opportunity (TAEO) to learn what options are available to them. **Tax Increment Financing Districts** Tax Increment Financing (TIF) districts are created pursuant to State statutes (Local Development Act, Title 62 O.S. sec. 850 and following.) Any increases in property taxes generated above the level of taxes at the onset of the TIF district are defined as an “increment” which can be reinvested into the area in any number of ways. Similarly, a portion of sales tax generated within the TIF boundaries above the base rate could be eligible for reinvestment into the area. Each TIF district has a unique set of rules, and applicants that are seeking to develop property in these areas should connect with TAEO to learn what opportunity exists. **Low Income Housing Tax Credits** The Low-Income Housing Tax Credit (LIHTC) subsidizes the acquisition, construction, and rehabilitation of affordable rental housing. The federal government issues tax credits to state and territorial governments, then State housing agencies award the credits to private developers of affordable rental housing projects through a competitive process. Developers generally sell the credits to private investors to obtain funding. Once the housing project is placed in service, investors can claim the LIHTC over a 10-year period. Many types of rental properties are LIHTC eligible, including apartment buildings, detached houses, townhouses, and duplexes. Project income requirements include: * At least 20% of the project’s units are occupied by tenants with an income of 50% or less of area median income (AMI) adjusted for family size. * At least 40% of the units are occupied by tenants with income averaging no more than 60% of AMI, and no units are occupied by tenants with income greater than 80% of AMI. <

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> # INDUSTRIAL EMPLOYMENT SUITABILITY ### Introduction Cities should be well positioned to attract businesses from a broad spectrum of industries. This requires that land be identified for future business development, and that distinctions are made between areas that are more or less suitable for different employment types. Access to major infrastructure, the capacity to expand local infrastructure and public services, as well as access to financial incentives all increase the desirability of sites for economic development purposes. Some industries are less suitable in proximity to sensitive land uses, such as residential neighborhoods and sensitive natural habitat. Zoning and other regulations are in place to mitigate the potential negative impacts associated with industrial uses. ### Purpose The purpose of the Industrial Suitability map is to add distinction to the Land Use Plan Map regarding where industrial uses are most suitable. This map applies criteria to evaluate industrial suitability in the Employment land use designation. Within these areas there is variability regarding what properties are more or less suitable for industrial uses. In general, heavy industrial uses are uncommon within the city limits; however, light and medium industrial uses exist, and as new development of this intensity arises, having distinction between Employment areas that are more or less suitable will ensure efficient economic development, stable quality of life for residents, and adequate public service and infrastructure availability for employers. ### Criteria for Suitability The Industrial Site Suitability map includes four criteria categories: #### 1. Incentives What incentive are available that will facilitate industrial development? * Opportunity Zones * New Market Tax Credit areas * TIF Districts #### 2. Infrastructure Investment Required What infrastructure exists for a given property, and how costly would it be to serve a currently unserved property? * Arterial Street Capacity * Railroad Access * Public Transportation Access * Water and Sewer Access #### 3. Proximity to Existing Major Infrastructure How close is a site to major transportation infrastructure? * Access to Highways * Access to the Tulsa International Airport * Access to the Tulsa Port of Catoosa and Tulsa Port of Inola #### 4. Residential Proximity How close is a property to residential areas? * Proximity to Residential Areas ### Suitability Classification Areas designated “Most Suitable” have many or all of the criteria used in this analysis, indicating that incentives and infrastructure are in place to support new development and that these areas should be prioritized for industrial development. Areas designated “More Suitable” may lack certain incentive opportunities or have fewer infrastructure options than Most Suitable areas but are still priority locations for industrial development. “Somewhat Suitable” areas are either located in relative proximity to existing residential areas or lack utility infrastructure and incentives. These areas may be better for non-industrial employment uses that require less infrastructure or have reduced impacts on adjacent properties. Areas that are designated “Less Suitable” lack many of the basic requirements for industrial development and should be reserved for non-industrial uses employment uses unless significant infrastructure, utility, and public service investments are undertaken. “Least Suitable” areas include all Land Use Designations other than Employment and are not well suited for employment development. Industrial corridors in older parts of the city should continue to develop industrial uses, but with enhanced consideration of compatibility concerns with nearby residential uses. <

> # PARK FACILITIES AND OPEN SPACE AREAS ### Introduction Tulsa’s parks, trails, and recreational facilities set it apart from the other cities in Oklahoma. Ensuring assets that exist today endure for future generations is of equal importance to enhancing and expanding the network of facilities to increase the number of residents who can safely recreate, commune with nature, and gather with their community. ### Purpose The purpose of the Park Facilities and Open Space Areas map is to identify park and open space areas that may need to be considered during the development review process. Where a development project is occurring in adjacent to one of these areas, different recommendations from this plan may apply. ### Facility Type and Recommended Actions #### Natural Areas Tulsa’s development throughout the past century has reduced the amount of natural areas in the city; however, there are still significant stands of forest, either in managed recreational areas, such as Turkey Mountain or Mohawk Park, or stormwater management areas, such as along the Mingo Creek corridor. Development adjacent to these areas should have minimal impact, and development intensity should be limited, particularly where flooding concerns exist. #### Golf Courses In general golf courses in Tulsa are surrounded by developed areas. In some cases residential uses are integrated into the golf course, and in other instances the courses are fully separated from surrounding uses. Where permitted and desired, residential integration into golf courses is encouraged. Consideration should be given to future transportation connectivity in cases where golf courses change uses. #### Regional Parks Development that occurs adjacent to a regional park should compliment the regional park without damaging the existing experience of the park. Residential areas should be oriented toward the park, and access for pedestrians, cyclists, and automobiles should be maintained to a high degree. #### Neighborhood Park Much like regional parks, development adjacent to a neighborhood park should seek to minimize environmental changes to the park setting. Residential properties should be oriented to face the park, and access to the park from neighboring residential areas should be maintained. #### River Parks The River Parks system is among the most treasured community resources in Tulsa. Development adjacent to these parks should follow the guidance of the Arkansas River Corridor Land Use Designation (see page 19[^]). #### Stormwater Areas Development adjacent to stormwater areas that are used for recreational purposes should treat those like any other park facility. #### Cemetery Development that occurs adjacent to cemeteries should be at all times respectful of the character of the cemetery. Buffering should be used for any uses more intense than detached and missing middle development. #### Sports Complex New development adjacent to existing public sports complexes should seek to be connected to the complex without obstructing access to and from the facility. Buffering between uses should be sought to guard residential areas from bright stadium lights, and complex attendees from adjacent commercial or industrial uses. #### Existing Trails New development that abuts an existing trail should create an access point from the property to the trail. The development should not create an uncomfortable or unsafe environment on the trail (e.g. long blank walls.) #### Planned Trail New development that occurs where a future multi-use trail is planned will be required to dedicate a portion of the site through an easement to accommodate the future trail right-of-way. The development of the site should be done in such a way that the future trail is easily accessed and does not negatively impact the users of the developed property. # Park Facilities and Open Space Areas <

> # TREE CANOPY COVERAGE ### Introduction Tulsa sits in the middle of Green Country, and the lush foliage and tree canopy are key features that residents care greatly about. Tree canopy is well known to enhance quality of life and property values, to mitigate environmental concerns, as well as to increase visitation of commercial areas. Loss of tree canopy is a constant concern heard in the development review process, for all of the reasons listed above, as well as for the maintenance of wildlife habitat. ### Purpose This purpose of the Tree Canopy Coverage map is to identify the amount of tree canopy coverage for each Census block, to allow for consideration during the development review process. This map uses the land cover dataset produced by the United States Geological Survey (USGS) and has been joined to the Census block geometry, which closely aligns with Tulsa’s street grid. As streets are natural separations between areas where trees can grow, the city blocks between the streets each function as a patchwork piece of the urban tree canopy. Where tree canopy is abundant, the goal is to maintain it, and where tree canopy is sparse, to enhance it. ### Existing Conditions According to the dataset from USGS, the average Census block in Tulsa has a 16% tree canopy coverage. In residential areas this value ranges between 0% in some locations near downtown, to as high as 80% in some partially developed fringe areas of the city. The downtown and surrounding neighborhoods in particular lack tree canopy coverage. Coupled with higher than average amounts of impervious surface, these areas would reap significant benefits from an increase in tree canopy. Historic and affluent areas of the city tend to have the highest levels of tree canopy. ### Recommended Approaches For areas on the map that are in the bottom two categories, preserving the limited existing canopy should be encouraged, as well as measures to increase the canopy through landscaping. Street-lining trees in particular should be encouraged to spread the benefit of the tree canopy to the pedestrian realm. For areas on the map with between 20% and 50% canopy coverage, significant effort should be given to the preservation of mature stands of trees. Tree canopy removal should be minimized, and replacement of trees that need removing should be encouraged. Areas of the map with greater than 50% tree canopy coverage are mostly undeveloped sections of the city. Development will naturally have an impact on tree canopy, but all effort should be taken to preserve a substantial portion of the tree canopy in these areas. These areas should have the highest level of preservation to maintain the existing habitat and recreational places in the city. Future land use planning for Future Growth areas should include the goal of tree canopy preservation. # Tree Canopy Coverage <

> ### % Canopy Coverage | | | |---|---| | <

> | Greater than 50% | | <

> | Between 30% and 50% | | <

> | Between 20% and 30% | | <

> | Between 10% and 20% | | <

> | Less than 10% | # FLOOD AREAS ### Introduction Tulsa is well known for the substantial investments made into stormwater infrastructure to handle the frequent flooding events that are commonplace in communities adjacent to prairie rivers. In 2019 there were unprecedented flows in the Arkansas River from releases from the Keystone Dam that tested the viability of the levee system. Flooding occurred in areas of the city near Brookside, while numerous neighborhoods located behind levees were evacuated. Significant flooding also occurred in Bird Creek in North Tulsa, which unearthed decades-old landfills in Oxley Nature Center within Mohawk Park. These events not only create an elevated risk of loss of life, but could have substantial ramifications for property damage as well. Development in Tulsa should always consider the potential impacts of flooding. Tulsa is one of only two cities in the United States to achieve a Class 1 rating in the National Flood Insurance Program’s Community Rating System. This achievement is due to the diligence of City departments to ensure proper flood mitigation, and represents a major shift from the 1980s when Tulsa was number one in the number of federally declared disasters. ### Purpose The Flood Areas map is intended to identify where the different flood-prone areas of the city are located to inform the development review process. If an applicant’s property is thought to be within one of the floodplains, they should consult the City of Tulsa Public Works Department for a Flood Zone Determination. This process will determine what floodplain type a property is in, as well as what associated regulatory requirements are applicable. All new construction and substantial improvements (investing 50% or more of the property’s initial value in rehabilitation or expansion) are required to pursue the Flood Zone Determination. These investments in properties relative to initial value are calculated on a 10-year rolling basis, such that any aggregate investment of 50% or greater would trigger the process. There are four flood areas shown on the map with differing implications for development activity: **Floodway** The floodway is the primary conveyance area of a waterway where water is actively flowing on a continuous or periodic basis, such as river and creeks. The floodway must remain open in order to allow flood waters to pass. Development of any kind is not appropriate within this region. **City Regulatory Floodplain** The City Regulatory Floodplain in Tulsa is based upon the floodplains delineated in the studies conducted for each of the City’s drainage basins. It is drawn at the 1% per year storm event, commonly referred to as the 100-year floodplain. For new construction or substantial improvements, all uses will be required to follow City regulations to build up above the regulatory floodplain level. **FEMA 100-Year Floodplain** The Federal Emergency Management Agency (FEMA) has designated areas of high risk for flood using the estimate of an event that has a 1% chance of occurring each year. Properties within this area are required to follow the guidelines established by FEMA in order to qualify for the National Flood Insurance Program (NFIP). Because the FEMA 100-Year Floodplain overlaps with the City Regulatory Floodplain, it is largely unshown on the map on page 53. **FEMA 500-Year Floodplain** FEMA has also designated areas of lower but still possible risk of flooding using the estimate of an event that has a 0.2% chance of occurring each year, referred to as the 500-year floodplain. Restrictions on development in these areas only applies to uses that are part of critical emergency response efforts in a flooding event, such as fire stations or emergency operations centers. ### Flood Areas <

> | LEGEND | | | :--- | :--- | | | Floodway | | | Regulatory Floodplain | | | FEMA 100-year | | | FEMA 500-year | # SMALL AREA PLANS ### Introduction The City of Tulsa has developed several plans for small areas of the city throughout the past several decades. These plans were developed through coordination with stakeholders that are local to these areas in order to identify and plan for the best ways to address issues that are particular to a given area. These plans are referenced during the development review process, and the recommendations inform decisions made about the appropriateness of new development projects. Additionally, recommendations from Small Area Plans are used in the development of voter-approved capital improvement packages. ### Plan Status Explanation As Small Area Plans age, at a certain point recommendations from the plan are no longer used in the determination of voter-approved capital improvement programs. Generally, this is because the recommendations have been completed or they are no longer relevant to the local context. However, these plans are still used during the development review process for land use decisions. This means that there are two types of Small Area Plans in practice, Active Plans, and Plans for Development Review Only. These include the following: #### Active Plans 1. 36th Street North Small Area Plan (2013) 2. Berryhill Land Use Plan (2019) 3. Brady Arts District Small Area Plan (2013) 4. Crosbie Heights Small Area Plan (2019) 5. Crutchfield Small Area Plan (2019) 6. Downtown Area Master Plan (2010) a. Arena District Master Plan (2019) b. Walkability Analysis (2018) 7. Eugene Field Small Area Plan (2013) 8. Kendall-Whittier Sector Plan (2016) 9. Pearl District Small Area Plan (2019) 10. Plan66 (2020) 11. Sequoyah Area Neighborhood Implementation Plan (2007) 12. Southwest Tulsa Neighborhood Revitalization Plan (2009/2011) 13. Unity Heritage Neighborhoods Plan (2016) 14. Utica Midtown Corridor Small Area Plan (2013) 15. West Highlands/Tulsa Hills Small Area Plan (2014/2019) #### Plans for Development Review Only 16. Brookside Infill Development Design Recommendations (2002) 17. Charles Page Boulevard Plan (1996/2000) 18. East Tulsa Neighborhood Implementation Plan (2006/2007) 19. Riverwood Neighborhood Plan (2008) ### Plan Implementation Each year, the Tulsa Planning Office releases an Implementation Report that documents the progress made toward the implementation of each of the active Small Area Plans. As of the adoption of this plan and the most recent Implementation Report, There are currently 15 active small area plans, with 1,271 plan recommendations. Among all recommendations, 566 (44.5%) are Complete (235) or Ongoing (331), representing a 7% increase over the previous year. 250 recommendations (20%) are In Progress. 414 recommendations (35%) have not been initiated, a decline of 7%. Finally, 41 (3%) have been identified as obsolete. <

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> SMALL AREA PLANS <

> | Small Area Plan Status | | | :--- | :--- | | ![yellow square] | Active Plan | | ![red square] | Plan for Development Review Only | | ![dotted line] | Plan66 Alignment | # ZONING OVERLAY DISTRICTS ### Introduction Zoning overlay districts provide specific regulations for certain areas of the city with the intention of achieving goals that aren’t addressed by the base regulations of the Tulsa Zoning Code. In some cases, overlay districts increase restrictions to favor one type of development over another. In other cases restrictions are alleviated by an overlay district to encourage more development activity in general and to broaden the scope of permitted development types in an area. Zoning overlays are also a tool used to preserve and enhance the historic characteristics of places. All zoning overlays can be found in Chapter 20 of Title 42 of the Tulsa Code of Ordinances. Neighborhood Character Overlays are a new type of overlay that are defined in the Tulsa Zoning Code, but no overlays have been established as of the adoption of this plan. ### Purpose The purpose of the Zoning Overlay Districts map is to identify the areas of the city that have regulatory overlay districts. When a project application is for a location within one or more of these areas, Tulsa Planning Office staff will reference the corresponding ordinances during the development review process. Information on each overlay will be made available to applicants to ensure understanding. ### Area Descriptions #### Neighborhood Infill Overlay The Neighborhood Infill Overlay was approved by City Council in 2021 in order to facilitate the development of infill housing in the neighborhoods surrounding downtown. This is an implementation item of extensive surveying and planning to achieve housing affordability in Tulsa. The overlay provides relief from lot area and parking requirements, and allows new housing types to be built by right on residentially zoned property. These adjustments allow for increased density in areas that were built to accommodate it but have been constricted by zoning code regulations more well-suited for suburban development styles. #### Route 66 Overlay The Route 66 overlay alleviates restrictions on signage, allowing business and property owners to construct signs that are larger than are typically permitted, and that extend into the right of way and above the roof line of their structure. #### Historic Preservation Zoning Overlay Districts There are seven Historic Preservation Overlay Districts in Tulsa as of the adoption of this plan. Applicants whose projects are located within these geographic areas will be required to pursue approval of the Tulsa Preservation Commission for most projects that involve new construction, addition, or modification to the building exterior. For projects that are strictly rezoning, no review from Tulsa Preservation Commission is required, but stakeholders will be notified of the proposed changes. #### River Design Overlay The purpose of the River Design Overlay is to govern the form, function, design, and use for properties located within the defined boundaries, with the goal of maintaining and promoting the river as a valuable asset for economic development and quality of life. This is achieved through the addition of supplemental zoning standards to existing zoning districts. The overlay includes three zones: 1. A zone that overlays River Parks land directly connected to the river. This zone is intended to protect recreational uses, and only allows limited development that is compatible or complementary to park uses. 2. A zone that includes areas that abut the river but are not public or park land. This zone will require new development to be oriented toward the river and abutting streets. 3. A zone for areas on the east of Riverside Drive, which would require structures to be built up to the right of way with special requirements for landscaping and parking orientation. #### Healthy Neighborhoods Overlay The Healthy Neighborhoods Overlay was approved by the City Council in 2018 to restrict the development of small box discount stores. This is achieved by a dispersal requirement that all new discount stores must be built at a minimum of one mile from any existing discount stores. Stores may be exempt from these requirements if they are over 12,000 sq. ft. or if they dedicate at least 500 sq. ft. to the sale of fresh meats, fruits and vegetables. The overlay also encourages access to healthy foods by permitting the sale of food products from community gardens without a Board of Adjustment approval. Additionally, parking requirements are reduced by 50% for full-service grocery stores constructed within the overlay boundary. # Zoning Overlay Districts <

> | LEGEND | | | :--- | :--- | | ![red box] | Historic Preservation Overlay Districts | | ![teal box] | RT66 Overlay | | ![hatched box] | Neighborhood Infill Overlay | | ![orange box] | River Design Overlay | | ![yellow box] | Healthy Neighborhood Overlay | (blank page) planitelsa # future land use # TABLE OF CONTENTS ### 61-63 INTRODUCTION ### 64-73 GOALS & STRATEGIES ### 74-91 ACTION TABLE ### 92-99 CONTEXTS a. selected city comparison b. equity & resiliency c. health & wellness d. funding priorities e. regionalism ### 100-105 GLOSSARY ### 106-107 SOURCES & REFERENCES # chapter 2 future land use ## INTRODUCTION ### Looking Back The patterns of growth and urban development throughout Tulsa’s history have led to the city we live in today. Through episodes of extreme growth in the 1920s and 1950s, Tulsa became and remains one of the 50 largest cities by population in the country. With a land area of more than 200 square miles, Tulsa is also one of the 50 largest cities by geography. In order to accommodate this growth throughout the decades, as well as to ensure Tulsa’s stature among the other municipalities in the region and the state, the city limits of Tulsa have grown through annexation such that development has been able to continue to occur on the fringes of the city, creating vast areas of suburban development. Until the last 20 years, the abundance of greenfield sites suitable for development easily facilitated the proliferation of residential subdivisions, first expanding to North Tulsa, then to East Tulsa, and most recently to South Tulsa. ### Where We Are Today As greenfield sites become fewer and less desirable due to restrictive site conditions, there has been a significant and continuous shift in the development pattern toward infill development. In the decade between 2010 and 2020 roughly 50% of new development occurred in areas of existing development. From 2000 to 2010, 40% of new development was infill, and from 1990 to 2000, 20% of new development was infill. These figures represent numerically the physical reality that Tulsa’s growth has <

> Tulsa Planning Office staff reviewing a submitted plat for compliance with regulations. reached the city limits in most areas of the city, and now development has doubled back to occur in areas with existing development. This trend towards infill development illuminates the need for land use regulations that are accommodating of new growth in existing areas with enhanced consideration of how development can occur in ways that are sensitive to existing uses, neighborhoods, and residents. While the continuous growth of Tulsa through previous decades has created an abundance of housing that has led to Tulsa having one of the most affordable housing markets in the United States, this has come at a significant cost with regard to the distribution of public infrastructure and public services. The relatively low density of residential development in Tulsa, as well as limitations on operational funding for municipalities in Oklahoma, has created an environment where maintenance of streets, utilities, and other infrastructure lags due to a lack of capacity and funding. Similarly, public services, such as public transit, police, and fire services, have been continuously stretched thinner and thinner to serve new development though revenues and budgets have grown more slowly. It is generally agreed upon by all Tulsans that land use decisions should be made in ways that promote fiscal responsibility for the City of Tulsa, and in a period of modest population growth, with a significant natural shift towards infill development, the opportunity to align land use decisions and fiscal responsibility has never been more within reach. Since the adoption of planitulsa in 2010, there have been significant changes in the structure and processes of land use regulation. In 2019 the Tulsa Planning Office was established at INCOG to bring together the “Current Planning” function of development review and the “Long Range Planning” function focused on plan development and implementation. Prior to this merger the Long Range Planning function was a part of the City of Tulsa, while the Current Planning function has been housed at INCOG since the 1970s. Now that the two offices have been combined into one, plans can be more closely developed in coordination with the staff that implement plan recommendations through land use regulation. This unification provides a more consistent approach to developing recommendations to the Tulsa Metropolitan Area Planning Commission and the City of Tulsa Board of Adjustment for informed land use decision making. ### Looking Forward Land use decisions are only as effective as the scope of the impacts evaluated through the development review processes utilized by the City. Residents routinely express concerns over the impact new development will have on things like traffic, flooding, the impact on wildlife and habitat, neighborhood characteristics, and many other things. Ensuring that land use decisions are made based on the consideration of these concerns, fiscal and economic policy, as well as health and equity considerations can help improve the quality of life for all residents of Tulsa. <

> Effective land use planning balances the interests of private property owners, the broader community vision, the preservation of historic places, and the conservation of natural resources. The way land uses are designated in the comprehensive plan has significant implications for what development is permissible in a given area of the city. Designations that lack specificity can cause confusion among different stakeholders as to what the “plan” is for an area, but designations that are too specific may restrict reasonable growth. Striking a balance is important for informed and consistent decision making for land use changes and development. The update to planitulsa has led to a simplified list of land use designations and introduced the concept of the Development Era Map. What planning decisions are best for suburban edges of the community are not necessarily the right approach for areas of the city near downtown. That is the goal of the Development Era Map – to provide guidance on what types of development are most appropriate given the surrounding physical context. Changes to the Land Use Designation system include the following. Downtown Neighborhood, Existing Neighborhood, and New Neighborhood have been combined into one “Neighborhood” designation, and distinctions are made for neighborhoods based on their Development Era Map classification. Mixed Use Corridor has been changed to Multiple Use to account for areas with a mix of uses that are not necessarily along a corridor alignment and to differentiate the designation name from mixed-use zoning categories and building types. Main Street has been removed and replaced with Multiple Use, and the streets that were designated Main Street are now reflected in the Major Street and Highway Plan. This change will ensure that Main Street areas are not chipped away over time by comprehensive plan amendments. Regional Center, Town Center, and Neighborhood Center have been changed to Regional Center and Local Center, as there were not clear ways to distinguish among the three classifications. Regional Centers are centralized areas based around land uses that have a "regional" draw, while Local Centers are centralized areas that nearly exclusively serve surrounding neighborhoods. # KEY IDEAS ### Subject Matter Experts The Tulsa Planning Office staff team met with all of the government employees who work in the land use approval realm to identify what steps ought to be taken to improve the current approach. Subject matter experts were also engaged to determine what new issues have arisen since the adoption of planitulsa in 2010 that should be included in the updated plan. Key ideas raised in these discussions include: * Land Use decisions should promote economic vitality in equitable ways. * Land use decisions should promote fiscal responsibility within the service distribution approach of the City of Tulsa. * Permitting and approval processes should be transparent and predictable. * Special focus should be given toward infill development and the sensitivities needed to protect existing neighborhoods. * Revitalization efforts should be well-planned and include significant community involvement. * Neighborhoods and commercial areas should be well-connected through a wide variety of transportation systems. * Historic buildings and neighborhoods should be protected and preserved. * Land Use decisions should promote environmental sustainability. ### Community Members Through numerous public engagement efforts, residents of Tulsa provided a great deal of input, much of which was in alignment with what was heard from subject matter experts. Key ideas heard through community engagement include: * There should be more engagement and open communication between developers, the City, and Tulsa residents regarding new development. * More mixed-use and transit-oriented development (TOD) would benefit the city. * Bike and pedestrian travel should be a consideration in land use decisions. * Development review and permitting processes should be transparent and consistent. * Historic buildings and neighborhood characteristics should be preserved. * Sustainable development practices should be prioritized in land use decisions. # Goal 1 ## Tulsa’s land use decisions promote fiscal stability and move the city towards the community’s vision. The Land Use Plan Map and other development review related policies of the plan should guide development in a way that both facilitates the use of property while considering and achieving broader community goals and objectives. Fiscal stability refers to the ability of the City of Tulsa to fulfill its responsibilities of public service and infrastructure, as well as the facilitation of economic activity associated with land use policy. ### Strategy 1.1 Continuously evaluate and update existing regulations, policies, or plans that guide the implementation of land use policies. ### Strategy 1.2 Ensure that public projects in the right-of-way are context sensitive and urban design elements align with existing regulations, policies, and plans for the City of Tulsa. ### Strategy 1.3 Ensure that future development and policy recommendations align with the categories in the Land Use Plan Map and the Development Era Map. ### Strategy 1.4 Ensure a transparent and accessible process of City decision-making on land use, development approvals, and capital improvement plans. <

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> # Goal 2 ## Tulsa’s development review process is transparent, efficient, timely, and consistent. The process of development review should be easy to understand for the public and clearly communicated between staff, decision makers, the development community, and the community at-large. Consistency in the process and the decision-making will lead to a more coherent process and built environment product. ### Strategy 2.1 Each department involved in development review maintains a website with clear application instructions and checklists for each application. ### Strategy 2.2 Departments involved in development review should provide accessible notices, materials, and assistance throughout the development review process. ### Strategy 2.3 Reviewers should be cross-trained in different aspects of review to maintain service in the absence of other reviewers or during times of attrition. ### Strategy 2.4 Encourage early and ongoing communication between the development community and the public. # Goal 3 ### Economic development is facilitated at the neighborhood, city, and regional scales. The land use framework for the city should accommodate economic growth at all levels of development scale. This includes designating areas for local business development, large-scale employment centers, industrial areas, and highway and rail corridor uses. ### Strategy 3.1 Strategically leverage public infrastructure, land, and investments to support and spur economic development. ### Strategy 3.2 Focus regional investments along major transportation corridors, including highways and public transit routes. ### Strategy 3.3 Ensure there is an adequate supply of pad-ready sites for the full range of employment land uses. ### Strategy 3.4 Encourage continued growth and investment in downtown as a major center for jobs, transit, services, and civic and cultural institutions for the entire city and region. ### Strategy 3.5 Promote quality Local Centers which serve the needs of the surrounding neighborhood population. ### Strategy 3.6 Encourage development that fills existing market gaps and provides for the necessities of life. ### Strategy 3.7 Ensure the land use environment is capable of providing spaces for entrepreneurs to thrive. <

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> # Goal 4 ## Redevelopment, revitalization, and enhancement programs are focused in areas that have been economically disadvantaged. Public funding to promote redevelopment and revitalization should be spent in areas of the city that have been historically excluded from economic growth. These efforts should be informed by engagement with the community, occur with sensitivity to the existing land use context, and provide a benefit to the surrounding residents. ### Strategy 4.1 Use the Tulsa Planning Office’s Strategic Planning approach to prioritize planning interventions with a focus on addressing spatial and socioeconomic disparities. ### Strategy 4.2 Incorporate public and community benefits requirements into development activities that use public assistance. ### Strategy 4.3 Consider displacement effects of public plans or investments, and work with community members to mitigate potential negative impacts. ### Strategy 4.4 Promote the adaptive reuse and rehabilitation of vacant or underutilized structures and buildable land to aid the revitalization of area neighborhoods and development of affordable housing. ### Strategy 4.5 Support and strengthen the capacity of community development corporations (CDCs) and other community investment organizations. # Goal 5 ### Tulsa’s neighborhoods are recognized for distinct characteristics, and development occurs with sensitivity to local context. As development trends in Tulsa have shifted from predominantly greenfield to a balance with infill development, it is imperative that new development in existing areas is sensitive to existing context and residents. Neighbors should be empowered to organize and advocate on behalf of their interests. ### Strategy 5.1 Establish Neighborhood Character Overlays to preserve neighborhood characteristics through urban design standards. ### Strategy 5.2 Use Historic Preservation Overlays to ensure changes made in the area are consistent with the historic and architectural characteristics of the neighborhood. ### Strategy 5.3 Ensure appropriate transitions are provided between nonresidential and residential uses. ### Strategy 5.4 Promote the Tulsa Planning Office’s Neighborhood Toolkit to empower neighborhoods to better manage their built environment. <

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> # Goal 6 ## Commercial areas and activity centers complement their surrounding neighborhoods. Tulsa’s commercial districts and corridors are hubs of economic activity and should be easily accessed by all Tulsans. As commercial areas grow, they should develop in ways that are consistent with the surrounding existing commercial development and in ways that are beneficial to surrounding neighborhoods. ### Strategy 6.1 Accommodate reasonable commercial development along Main Streets and other commercial corridors. ### Strategy 6.2 Encourage transit-oriented commercial, mixed-use, and residential development along existing and planned bus rapid transit (BRT) routes. ### Strategy 6.3 Coordinate with surrounding municipalities and counties to ensure consistent land use planning and development requirements along highways. ### Strategy 6.4 Implement access management standards to ensure safe transportation connections to and through commercial areas. # Goal 7 ## Residential and mixed-use areas are well connected to surrounding land uses. Areas that are predominantly residential or mixed-use should have adequate transportation infrastructure for residents to easily access the land uses that surround them. In addition to automobile connectivity, public transit, sidewalks, and bicycle infrastructure should all facilitate safe, efficient, and enjoyable access from neighborhoods to commercial areas, natural areas, and other neighborhoods. ### Strategy 7.1 Ensure the street grid has a suitable level of connectivity to reduce the need to travel solely on arterial streets. ### Strategy 7.2 Encourage multi-modal transportation infrastructure as a part of new subdivision development. ### Strategy 7.3 Strategically locate new multi-modal infrastructure in developed areas of the city to better connect existing neighborhoods to their surroundings. ### Strategy 7.4 Incorporate appropriate uses that support residents’ daily needs into predominantly residential areas. <

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> # Goal 8 ## Tulsa’s natural and architectural assets are preserved and enhanced. Tulsa’s place as the major city in Green Country sets it apart from other cities in Oklahoma because of the wealth of lush natural landscapes and the Arkansas River. This location facilitated rapid growth in the early 20th century, and the city we inherit today includes countless architectural assets from the past. This natural and historical context should be protected and enhanced by the changes made in the city today. ### Strategy 8.1 Identify assets for protection and preservation, and initiate measures through regulatory changes or partnerships with appropriate agencies. ### Strategy 8.2 Develop guidelines for development near natural assets including recommendations for design, buffers, appropriate uses, and mitigation. ### Strategy 8.3 Enhance landscaping, including tree preservation and planting, when establishing development plans for undeveloped areas. ### Strategy 8.4 Enhance publicly-held properties within floodplains and natural areas for public use. # Goal 9 ## Tulsa is a leader in sustainable development practices. Global climate change has many long-term consequences for the Tulsa area. While issues like sea level rise will not affect the region, the increase in the frequency and intensity of major flooding events, as well as the increase in the number of very hot days, has significant implications on the resilience of Tulsa’s distribution of stormwater and other utility services. By incorporating more natural design elements such as tree canopy and landscaping, mitigation of these negative impacts of climate change is possible. ### Strategy 9.1 Enhance guidance for low-impact development (LID), and incentivize LID approaches in development. ### Strategy 9.2 Support and incentivize adaptive reuse of buildings, infill development, and brownfield redevelopment. ### Strategy 9.3 Encourage the use of native landscaping to ensure longevity of life and appropriate habitat for native species. ### Strategy 9.4 Use sustainable development practices during public development and infrastructure projects. ### Strategy 9.5 Explore and promote applicable grants, tax credits, and other programs to encourage LID. <

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> # Goal 10 ## Future growth is balanced with the ability of the City to provide public services, utilities, and infrastructure. In order for Tulsa to maintain today’s standard of living, new development must be serviceable by the full suite of public services and infrastructure provided by the municipal government. When the rate of development outpaces the City’s ability to provide these services, the quality of public safety, utilities and infrastructure maintenance, and quality of life services is degraded for all residents. ### Strategy 10.1 Define development guidelines for areas that are difficult to serve with public safety, utility, or transportation infrastructure. ### Strategy 10.2 Prioritize compact development and infill development for more efficient use of existing infrastructure and services. ### Strategy 10.3 Seek ways to increase funding for government services by diversifying funding sources. # ACTION TABLE This table includes the goals and strategies outlined in the previous pages with specific actions that will help to achieve the intent of the goals and strategies. Each specific action includes what type of action it is and what parties should be involved in order to implement the action. All of these goals, strategies, and actions are derived from engagement with the Tulsa community and subject matter experts, past planning efforts conducted by the City of Tulsa and partner agencies, best practices from cities across the United States, and research and data analysis conducted by Tulsa Planning Office staff. Any action taken to implement a specific strategy or action included in this table or a policy recommended elsewhere in this chapter will be in accord with Oklahoma law. | OVERARCHING GOAL | | :--- | | **GENERAL STRATEGY** | | **SPECIFIC ACTION** | <

> Most Favorable | Least Favorable | Metric | Units | Tulsa, OK | Portland, OR | Denver, CO | Oklahoma City, OK | Minneapolis, MN | Nashville, TN | Tampa, FL | | :--- | :--- | :--- | :--- | :--- | :--- | :--- | :--- | :--- | | **Population Growth (2010-2020)** | % Change | 6.4% | 15.1% | 23.8% | 20.8% | 13.3% | 17.3% | 15.5% | | **Employment Growth (2010-2021)** | % Change | 6.8% | 20.1% | 31.0% | 18.8% | 14.7% | 19.8% | 35.5% | | **Residential Density** | Units per Acre | 1.46 | 3.22 | 3.42 | 0.71 | 5.24 | 0.99 | 1.55 | | **Employment Density** | Jobs per Acre | 3.59 | 13.83 | 16.67 | 1.67 | 53.41 | 3.34 | 13.51 | # FEATURED METRIC ## Population Growth <

> Tulsa has experienced growth in the past decade; however, it has the lowest percentage of population growth when compared to the selected cities. At 6.4%, this is less than half of the growth of the cities identified in Table A. The rest of the Tulsa Metropolitan Statistical Area (MSA) grew at more than double the rate of Tulsa proper, at a rate of 13.8%. This illustrates the continued suburban growth pattern than has extended beyond Tulsa’s city limits. Within the city limits there are pockets of growth and decline in the past decade. The areas that have grown the most (in blue) include the area north of Broken Arrow, Tulsa Hills, and Downtown. The areas that have lost the most population in the past decade include the neighborhoods surrounding the Gathering Place, West Tulsa, North Tulsa, and areas surrounding the University of Tulsa campus. This could be caused by a number of things; for example, several multi-dwelling unit housing complexes have been removed from some of these areas in the past decade. ### Employment Growth When compared to the selected cities, Tulsa also has the lowest percentage of Employment growth. Tulsa’s number of employed residents increased from 178,581 in 2010 to 190,755 in 2020, an increase of 12,174 or 6.8%. Recognizing potential job centers and proactively planning for new employment uses is crucial to providing heightened employment growth. ### Residential Density Tulsa ranks in the middle among the selected cities for residential density, with approximately 1.46 housing units per acre. Lower density limits the City’s ability to efficiently provide public services and infrastructure to Tulsa residents. It is important to prioritize infill development in the future to increase density and make City services more efficient for everyone. ### Employment Density Tulsa has an Employment Density of 3.56 jobs per acre and is on the low end among the selected cities. Increasing employment density will encourage more people to migrate towards Tulsa from the surrounding suburbs and even cities outside of the MSA. # EQUITY & RESILIENCE CONSIDERATIONS ### FOOD INSECURITY Nutrition is a significant component of individual physical health and well-being. Despite this, many geographies and communities do not have easy access to grocery stores or other venues to purchase nutritious foods. Moreover, the affordability of healthy options in comparison to less healthy options can present a barrier for low-income residents. In addition to geographic access and cost, the amount of time needed to complete the task of purchasing groceries, particularly in the context of long trips with limited public transit and pedestrian infrastructure, reduces the likelihood that healthy foods can be incorporated into a consistent routine. Without adequate time and education on meal preparation, healthy eating habits can be difficult to maintain. According to the USDA Food Access Atlas, food deserts in Tulsa are present in north Tulsa and along the Charles Page Boulevard corridor, and 1 in 4 Tulsans live within a defined food desert. In contrast, south Tulsa and Midtown have numerous options at various price points. #### Recommendations *LU.ER.1* Incentivize grocery store development in underserved regions of the city. *LU.ER.2* Invest in transportation and mobility options that target food access for marginalized people groups. *LU.ER.3* Support mobile grocery distribution services, particularly to serve older adults and other Tulsans with mobility limitations. *LU.ER.4* Permit and facilitate the development of alternative options for healthy foods including urban agriculture, community gardening, food forests, and farmers' markets. ### URBAN/SUBURBAN SPRAWL Tulsa's large area and relatively low density development pattern require residents to travel substantial distances to accomplish their daily needs of food access, healthcare access, employment access, and more. The sprawling infrastructure and public service areas also lead to difficulties in maintaining streets and utilities, as well as adequate service levels for public safety, public transit, park and recreation options, and public school districts. Tulsa's geographic context also includes significant disparity in terms of wealth and health outcomes based on where a household is located, as well as persistent segregation by race and ethnicity. This creates a significant opportunity gap that favors Tulsans with means over historically underserved communities. #### Recommendations *LU.ER.5* Ensure that new development can be adequately served by infrastructure and public services provided by the City. *LU.ER.6* Promote new housing and other developments in existing areas of the city, particularly along bus rapid transit (BRT) and other transit alignments. *LU.ER.7* Increase transportation options and availability in areas where automobile access is limited. *LU.ER.8* Permit mixed-use development that colocates many uses to reduce the number of and length of trips required to access goods and services. ### INCOMPATIBLE LAND USES Land use decisions are often made in order to ensure land uses that present some level of incompatibility are separated. Incompatibility can arise due to environmental hazards such as air, soil, water, noise, or light pollution. Industrial uses and highways are two examples of uses that are often incompatible with more sensitive land uses, such as neighborhoods, parks, or schools. While zoning and land use plans provide much of the needed guidance to ensure separation is adequate, there are disparities in Tulsa with regard to what communities bear the burden of living in proximity to potential harmful land uses. These include west Tulsa, whose proximity to heavy industrial uses presents risks associated with air quality. Where these dynamics exist presently, mitigation efforts can be pursued to reduce the associated risks to local residents. #### Recommendations *LU.ER.9* Discourage the development of sensitive land uses in close proximity to highways and industrial areas. *LU.ER.10* Pursue landscaping and other buffering between existing sensitive land uses and high-intensity uses. <

> ### GEOGRAPHIC DISPARITIES The above map identifies areas where land uses associated with daily needs are concentrated, as well as areas where those uses are absent. While some areas on the edges of the city have low access, they generally have low or low-density population. Locations such as Crutchfield, Dawson, and neighborhoods south of the airport, which contain significant populations, have few land uses associated with residents’ daily needs. The downtown area, Brookside, and neighborhoods east of downtown have nearly all daily needs in close proximity. ### INDICATORS USED IN MAP * Proximity to Schools * Proximity to Healthcare * Proximity to Social Services * Proximity to Financial Services * Proximity to Eating Places * Proximity to Libraries * Proximity to Parks * Proximity to Retail * Proximity to Social Clubs * Proximity to Places of Worship * Proximity to Arts/Entertainment * Proximity to Healthy Food Sources ### RELEVANT EQUALITY INDICATORS* * INDICATOR 5: Existing Jobs by Geography * INDICATOR 43: Food Deserts by Geography ### RELEVANT RESILIENT TULSA ACTIONS** * ACTION 12: Incentivize grocery store development in underserved communities. * ACTION 26: Establish an Innovation District and Prototyping Zone ### VULNERABLE POPULATION GROUPS * Low-Income households * Racial and ethnic minority populations * Older adults * Youth * Persons with physical and/or cognitive disabilities * Suburban populations with lack of pedestrian, bicycle, and public transit infrastructure * Justice-involved persons * Households without access to an automobile \*Equality Indicator reports are issued annually by the City of Tulsa. \*\*Resilient Tulsa Strategy was adopted by the City of Tulsa in 2018. # HEALTH & WELLNESS CONSIDERATIONS ## Urban Density | Health Impact | Associated Health Outcome | | :--- | :--- | | Higher levels of physical activity associated with less driving | Reduction in obesity, cancer, diabetes, and cardiovascular disease | | Stress and social isolation associated with low urban density | Increase in anxiety and depressive disorders | ### Tulsa Context Tulsa does not have a traditional concentric density pattern where higher density residential is located near the urban core of the city. In fact, some of Tulsa's highest levels of residential density are located near the city limits, where apartment complexes have clustered along major arterial corridors like Memorial Rd. and Garnett Rd. The urban form of the areas near the urban core are more well-suited to accommodating residential density, with greater levels of street connectivity, more walkable infrastructure, and a more varied mix of land uses. Despite this condition, there is relatively little Missing Middle housing and multi-family housing in this area when compared to cities of similar size. ### Policy Recommendations *LU.HW.1* Ensure development density is supported by the ability to provide public services in a given area. *LU.HW.2* Prioritize development density along public transit corridors in ways that are sensitive to neighboring areas. *LU.HW.3* Increase density near the downtown area in ways that do not significantly alter the experience of living in such neighborhoods. ## Urban/Suburban Sprawl | Health Impact | Associated Health Outcome | | :--- | :--- | | Low levels of physical activity | Increase in obesity, cancer, diabetes, and cardiovascular disease | | Poor air quality from increased automobile usage | Increase in asthma and other respiratory or cardiovascular diseases. | ### Tulsa Context Tulsa has a long history of annexation and expansive growth. In the last 10 years the proportion of greenfield subdivision development to infill development has flipped. This is due in large part to exhausting the available supply of undeveloped land. The remaining greenfield development in Tulsa is focused in two areas. First is the Tulsa Hills/ West Highlands area, where there is still room to grow, but recent zoning initiatives reflect a desire to leave the area less developed. Second, development from the north of Broken Arrow has spilled into east Tulsa through a part of the Broken Arrow School District. Continued expansion puts pressure on the City's ability to adequately provide and maintain infrastructure and public services. ### Policy Recommendations *LU.HW.4* Define development guidelines for areas that are difficult to serve with public safety, utility, or transportation infrastructure. *LU.HW.5* Collaborate with school districts on site selection based on new growth. *LU.HW.6* Support and incentivize adaptive reuse of buildings, infill development, and brownfield redevelopment. # Transit-Oriented Development (TOD) | Health Impact | Associated Health Outcome | | :--- | :--- | | Higher levels of physical activity associated with less driving | Reduction in obesity, cancer, diabetes, and cardiovascular disease | | Reduced automobile collisions associated with less driving | Reduction in severe injury, fatality, and post-traumatic stress | | Affordability associated with public transportation use | Increased capacity to spend money on healthy choices | ### Tulsa Context The development of the Peoria bus rapid transit (BRT) route and the upcoming Route 66 BRT route, in conjunction with the “transit sub-hubs” identified in Tulsa Transit’s Connecting Progress report, provide new opportunities to incorporate transit-oriented development (TOD) in Tulsa. The existing Mixed-Use zoning incentive program along both the Peoria BRT corridor and the upcoming Route 66 BRT corridor promotes development that best uses the investments in public transit. ### Policy Recommendations *LU.HW.7* Encourage TOD around existing transit and BRT routes. *LU.HW.8* Incentivize rezoning to Mixed-Use zoning as a tool to achieve TOD. *LU.HW.9* Develop incentives to support TOD in areas with higher percentages of low-income residents and residents who use transit. *LU.HW.10* Develop policies for these incentives that ensure continued affordability of housing as part of TOD. *LU.HW.11* Acquire land (public entities) in strategic locations (certain stops, subhubs, etc.) to develop equitable TOD. *LU.HW.12* Develop funding sources or programs to support existing residents in areas that will likely be impacted by TOD to mitigate concerns of displacement. # Highway Pollutants and Sensitive Land Uses | Health Impact | Associated Health Outcome | | :--- | :--- | | Poor air quality from proximity to highway automobile emissions | Increase in asthma and other respiratory or cardiovascular diseases | ### Tulsa Context Sensitive land uses, such as parks, schools, and residential areas are at risk of negative health outcomes associated with air pollution that emanates from highway traffic in the form of ground-level ozone or particulate matter. The Los Angeles Health Department as a part of their response to non-attainment determined that these uses are potentially unsafe within 500’ of a highway corridor. In Tulsa 62 schools, 35 parks, and significant amounts of residential land fall within this 500’ buffer of local highway corridors. ### Policy Recommendations *LU.HW.13* Establish a highway zoning buffer and discourage new development of sensitive land uses, such as schools, parks, and neighborhoods, within the buffer without appropriate landscaping or buffering interventions. *LU.HW.14* Partner with Up With Trees to prioritize an increase in urban canopy coverage for areas with sensitive land use in proximity of a highway. *LU.HW.15* Partner with Tulsa Public Schools to understand potential for filtering or altering air-inlet locations of existing schools in proximity of a highway. # HEALTH & WELLNESS CONSIDERATIONS (cont.) ### Food Deserts | Health Impact | Associated Health Outcome | | :--- | :--- | | Lack of access to healthy foods | Reduction in obesity, cancer, diabetes, and cardiovascular disease | | Reduced automobile collisions associated with less driving | Reduction in severe injury, fatality, and post-traumatic stress | | Affordability associated with public transportation use | Increased capacity to spend money on healthy choices | **Tulsa Context** Roughly one in four Tulsa households are in a food desert, where grocery stores are not locating due to market considerations. This requires residents of food desert locations in Tulsa to either travel long distances to access quality groceries or to settle for foods with lower nutritional value. To address food deserts, the City of Tulsa has partnered with community partners on a variety of initiatives, including the subsidizing of a new grocery store in North Tulsa. Additionally, having the opportunity to participate in urban agriculture can help to mitigate the negative impacts of food deserts and decrease the reliance on processed foods. **Policy Recommendations** LU.HW.16 Continue to incentivize grocery store development in areas of the city that qualify as food deserts. *LU.HW.17* Reduce barriers to fresh food by creating a tool and resource sharing program available to urban agriculture uses. * Collect tools that can be checked out by community garden groups. * Establish a program to promote and educate groups on the availability of urban agriculture within residential areas. *LU.HW.18* Promote the availability of community gardens and community supported agriculture in residential land use zones in recognized food deserts. # FUNDING PRIORITIES The departments that are most involved in the development review process and the administration of the City of Tulsa’s land uses are Development Services and the Tulsa Planning Office. Capital costs are relatively low in comparison with other functions of the City; however, there are needs that would help to streamline processes to facilitate a more efficient experience for applicants that engage in the development review process. In the Development Services Department there is a specific need to increase staff for zoning clearance reviews. This stage of the process is intended to precede the other permitting stages. Zoning clearance reviews can result in an applicant being diverted to the Tulsa Planning Office before being approved for other necessary permits. Adding more reviewers when feasible will ensure greater efficiency in the process for applicants. Additionally, the Development Services Department has need for capital investment in technology upgrades for outward-facing digital information. This information would assist applicants with the process by connecting them with tools and resources to ensure their applications are complete when beginning the process. The Tulsa Planning Office has need for funding to facilitate community engagement. This funding would go toward technological tools such as survey services, data mapping interfaces, as well as translation services and physical marketing materials to reach broader audiences to participate in planning processes. # REGIONALISM CONSIDERATIONS Due to the large city limits of Tulsa, and the expansion of housing subdivisions in greenfield areas of the region, the City of Tulsa is limited in its ability to maintain needed infrastructure and public service distribution at levels expected by residents of the city. Suburban development patterns emanating from neighboring communities such as Broken Arrow, Bixby, and Jenks are crossing into the City of Tulsa despite often being marketed as part of the neighboring communities, and residents in those subdivisions, for all intents and purposes, believe they are in those communities. In order to properly serve these areas, the City of Tulsa should seek development phasing of these areas to ensure that infrastructure and public service distribution are available at appropriate levels. The Land Use Plan for the City of Tulsa should be aligned with the land use plans of unincorporated Tulsa County and the municipalities that abut the city limits. Where there are opportunities to enhance commercial retail areas adjacent to neighboring communities, these locations should be developed in ways that attract customers into the city limits of Tulsa to support local economic development goals. # GLOSSARY OF TERMS **Access Management** - The practice of planning and regulating driveways or other access points along streets to improve safety, facilitate traffic flow, and reduce conflicts along transportation routes. **Ad Valorem** - A type of tax whose amount is based on the value of real estate or other goods or transactions. **Adaptive Reuse** - The restrained alteration of a historic resource to accommodate uses for which the resource was not originally constructed, but in such a way so as to maintain the general historical and architectural character. **Affordable Housing** - Housing on which the occupant is paying no more than 30% of gross income for housing costs, including utilities. **Air Quality** - The degree to which air in a location is polluted, usually measured by an index. **Alley Activation** - The conversion of an alley into a public space through cleanup efforts and the installation of art, lighting, seating, or other amenities. **Annexation** - The act of formally including property in the corporate limits of a municipality. **Arterial (Street)** - A major street designated on the Major Street and Highway Plan as an arterial, parkway or scenic drive. **Attrition** - A reduction in staff within an organization as employees leave and are not replaced. **Block Length** - The distance between property lines at opposite ends of a block in a subdivision. **Broadband Infrastructure** - A network of telecommunications equipment and technology necessary to provide high speed internet and other telecommunication services for end-user (e.g. cables, fiber optics, wiring). **Brownfield Sites** - A property, the expansion, redevelopment, or reuse of which may be complicated by the presence or potential presence of a hazardous substance, pollutant, or contaminant. **Buffer** - A barrier or distance between objects. **Built Environment** - The various constructed facilities that, combined, define the boundaries of where people live, work, play, and learn. **Bus Rapid Transit (BRT)** - A bus-based public transport system designed to have better capacity and reliability than a conventional bus system. **Business Improvement District (BID)** - A defined area within which businesses are required to pay an additional tax in order to fund projects within the district's boundaries. **Capital Assets** - Physical things owned by the City. **Capital Improvements Plan (CIP)** - A community planning and fiscal management tool used to coordinate the location, timing, and financing of physical construction projects or permanent structural alterations or repairs to existing City assets. **Catchment Area** - The geographical area from which students are allowed to attend a specific school. **Climate Change** - Refers to the expected frequency of weather patterns over long periods of time that relates to interactions between Earth's systems (e.g. a change in weather patterns over a 100 year period). **Community Benefits Agreement** - A contract signed by community groups and a real estate developer that requires the developer to provide specific amenities and/or mitigations to the local community or neighborhood. **Community Development Block Grant (CDBG)** - A program of the U.S. Department of Housing and Urban Development, which funds local community development activities with the stated goal of providing affordable housing, anti-poverty programs, and infrastructure development. **Community Development Corporations (CDCs)** - A not-for-profit organization incorporated to provide programs, offer services and engage in other activities that promote and support community development. CDCs usually serve a geographic location such as a neighborhood or a town. **Community Garden** - Plots of land, usually in urban areas, that are a shared, semi-public space where people in the surrounding neighborhood share the opportunity of maintaining a garden space to provide physical and social benefits. **Community Housing Development Organizations (CHDOs)** - A private nonprofit, community-based, service organization that has, or intends to obtain staff with the capacity to develop affordable housing for the community it serves. **Community Investment Organization** - An organization that lends money to build vibrant communities, strengthen local businesses, and provide homes for families. **Community Investment Trust** - A wealth-building approach that offer residents the opportunity to purchase equity shares in a project and benefit financially from new development in their neighborhood. **Compact Development** - A land use and design concept that promotes relatively high-density residential development with mixed land uses, an efficient public transport system, and an urban layout that encourages active transportation, low energy consumption, and reduced pollution. # GLOSSARY OF TERMS **Connectivity** - The density of connections in path or road networks, and the directness of links. A well-connected network has many short links, numerous intersections, and minimal dead-ends. **Conservation Area** - Areas of land that are protected to preserve the environmental, architectural, or historical interests of a place. **Corridor** - Pathways connecting places and spaces together (e.g. Interstate 35 is a main corridor through several states.) **Courtyard** - An unroofed area that is either completely or mostly enclosed by walls of buildings. **Cul-de-sac** - A local street that is permanently terminated at one end by a vehicle turnaround. **Detached House** - A principal residential building, other than a manufactured housing unit or mobile home, that contains only one dwelling unit and that is located on a single lot that is not occupied by other principal residential buildings. **Developer** - A person, or persons, who buys and prepares land for residential, commercial, or industrial use. **Development** - Any man-made change to improved or unimproved real estate. **Development Plan** - The plan and drawings submitted for planning review by an applicant in order to gain approval to pursue development of a property. **Development Review** - The process of local government evaluating development plans; from the density, zoning use, to the physical and social impacts of development in the city. **Disparity** - A noticeable and usually significant difference or dissimilarity. **Displacement** - When residents of an area of forced to leave due to increases in housing costs that make the area unaffordable. **Easement** - A grant by a property owner for the use property by a public authority or private entity for a specific purpose. **Easement** - A grant by a property owner for the use property by a public authority or private entity for a specific purpose. **Equity** - Just and fair inclusion into a society in which all can participate, prosper, and reach their full potential. **Floodplain** - A low-lying region adjacent to rivers or streams in which during times of flooding stretches beyond the banks of the river/stream channels. **Food Desert** - Areas that are characterized by poor access to healthy and affordable food. **Food Forest** - A diverse planting of edible plants that attempt to mimic the ecosystem and patterns found in nature. **Form** - The physical shape of a building, set of buildings, site layout, or layout of a buildings along a corridor or in a specific area. **Gateway Signage** - A road sign at the border of the city, district, or neighborhood that introduces visitors to the area. **Greenfield Sites** - Land that has not previously been developed beyond an agricultural intensity. **Ground-Level Ozone** - Also known as Tropospheric Ozone, it is formed when pollutants emitted by cars, power plants, industrial boilers, refineries, and other sources chemically react in the presence of sunlight. **HOME Investment Partnership Program (HOME)** - Funding to states and localities to be used exclusively for affordable housing activities to benefit low-income households. **Implementation** - The process of putting a decision or plan into effect. **Incentivize** - To provide things that motivate or encourage one to do something; to provide with a payment or concession to stimulate greater output or investment. **Infill Development** - New construction in existing areas of the city, particularly older parts of the city. **Infrastructure** - The basic physical and organizational structures and facilities (e.g. buildings, roads, power supplies) needed for the operation of a society or enterprise. **Infrastructure Review (Engineering Review)** - Preliminary review of proposed public infrastructure developments and improvements. **Innovation District** - Zones in cities where public and private actors work to attract entrepreneurs, startups, business incubators, generally with the aim of revitalizing depressed downtown areas. **Justice Involvement** - The state of being or having been arrested, put to trial, incarcerated, or any other type of involvement with the justice system. **Land Bank** - A governmental or nongovernmental nonprofit entity established, at least in part, to assemble, temporarily manage, and dispose of vacant land for the purpose of stabilizing neighborhoods and encouraging re-use or redevelopment of urban property. **Land Trust** - A legal entity that takes ownership of, or authority over, a piece of property at the will of the property owner. **Land Use** - A term used to describe the human uses of land, such as economic and cultural activities, that are practiced at a given location. # GLOSSARY OF TERMS **Lead-Based Paint** - Paint containing lead, which is a highly toxic metal that may cause a range of health problems if exposed. **Local Center, Regional Centers, Multiple Use Areas** - Designations included in the Land Use Plan Map of this comprehensive plan (see Development Review Guide for details.) **Low Impact Development (LID)** - A land planning and engineering design approach to manage stormwater runoff as part of green infrastructure, emphasizing conservation and use of on-site natural features to protect water quality. **Low-Moderate Income Households** - Families and individuals whose Annual Incomes do not exceed eighty percent (80%) of the median family income or such other income limits as determined by HUD. **Main Street Organization** - An organization dedicated to helping revitalize older and historic commercial districts. **Mass** - Refers to the volume of space occupied by a built structure, as well as the relationship between multiple structures, open space, and adjacent structures. **Median Income** - The income amount that divides a population into two equal groups, half having an income above that amount, and half having an income below that amount. **Metropolitan Statistical Area (MSA)** - A region that consists of a city and the surrounding communities that are linked by social and economical factors. **Micro-Loan** - A small sum of money lent at a low interest rate to a new business. **Missing Middle Housing** - Housing types with densities between detached houses and apartment buildings, such as duplexes, triplexes, quadplexes, and small apartment buildings. **Mixed-Use Zoning** - Zoning that permits a kind of urban development that blends multiple uses, such as residential, commercial, cultural, institutional, or entertainment, into one space, where those functions are to some degree physically and functionally integrated. **Multi-Dwelling Unit Housing** - A classification of housing where multiple housing units are contained within one building or multiple buildings within a complex or community, used in this plan to describe medium and large apartment and condominium structures. **Multi-Modal Transportation Infrastructure** - Transportation infrastructure where more than one form of transportation is accommodated. **Municipality** - A city or town that has corporate status and powers of self-government. **National Register of Historic Places** - Authorized by the National Historic Preservation Act of 1966, the National Park Service’s National Register of Historic Places is part of a national program to coordinate and support public and private efforts to identify, evaluate, and protect America’s historic and archeological resources. **Neighborhood Character Overlay** - A zoning overlay that establishes zoning regulations that are intended to promote the development of compatible infill housing in established neighborhoods. **Neighborhood Real Estate Investment Trust** - Investment partnerships that connect and enable residents to become shared owners of properties in their communities. **Neighborhood-Scale** - The size, height, and other physical metrics that are commonplace for buildings and urban design in a given neighborhood. **Non-Attainment** - Not meeting national standards for surrounding air quality. **Pad-Ready Sites** - A site that has all necessary utilities, infrastructure, zoning, and other conditions that make it immediately suitable for development. **Parking Minimum** - Local laws that requires commercial and residential complexes to have a minimum number of off-street parking spaces. **Parklet** - A small platform that takes the place of one or multiple on-street parking spaces and that extends the sidewalk to provide space for seating, tables, or other public amenities. **Particulate Matter** - All liquid and solid particles suspended in the air, many of which are hazardous. **Plan Reviewer** - A person who oversees the permitting process of a project to make sure plans comply with building and other codes before construction. **Plat** - A graphical representation of a subdivision showing the division of land into lots, blocks, streets, alleys, or other divisions and dedications. **Plaza** - An open public square, or marketplace, usually located near urban buildings. **Pocket Park** - A small outdoor space, usually no more than ¼ of an acre, most often located in an urban area surrounded by commercial buildings or houses. **Pop-up Commercial Use** - A temporary retail space that is typically used to introduce a new product line, test a new market or generate awareness for a product or cause. **Preservation Easement** - A legal document between a private property owner and a governmental entity to protect a specific historical property or element of a property. ### GLOSSARY OF TERMS **Public Safety District** - An assessment district that funds public safety services (law enforcement, emergency response, etc.) for the area within the district. **Redevelopment** - The process of constructing new development typically after demolishing previously existing development. **Rehabilitation** - The process of recreating a historic resource to a state of efficiency or soundness by repair or alteration designed to encourage its continued use, but without noticeably changing the exterior appearance of the historic resource. **Rehabilitation Loan Program** - A program that provides loans to moderate to very low-income residents to assist with structural and interior home repairs, weatherization, energy efficiency, etc. **Remediation (Environmental)** - The removal of pollution or contaminants from environmental media such as soil, groundwater, sediment, or surface water. **Retail Incentive Policy** - The City of Tulsa approach to the distribution of public funding to promote the development of retail establishments. **Retrofit** - The refurbishment of an existing building to change its use or make it more energy efficient. **Revitalization** - The act or process of giving new life or fresh vitality or energy to someone or something. **Right-of-Way (ROW)** - Land dedicated or acquired for use as a public way, in which public infrastructure, utilities, and services are distributed. **Scale** - Refers to the size or level of something. **Screening** - Physical barriers, such as fencing and landscaping, between land uses that minimize auditory and visual interactions. **Sensitive Land Use** - Land that is sensitive to emissions from industry and infrastructure (e.g. residential development, hospitals, parks, schools). **Sidewalk Café** - An open-air, fenced-in seating area located on a sidewalk directly adjacent to a business. **Site Assembly** - The joining of adjacent properties in order to create a larger site for development. **Strategic Planning** - Process used by organizations to identify their goals, the strategies necessary to accomplish those goals, and the internal performance management system used to monitor and evaluate progress. **Street Tree** - A tree (or trees) planted in the public right of way, either in the space between the sidewalk and road, or in the absence of sidewalks. **Streetscape** - The natural and built fabric of the street, or the design quality of the street and its visual effect. **Stub Street** - A street that is temporarily terminated, but that is planned for future continuation. **Sub-Hub** - For Tulsa Transit, where several transit routes converge, facilitating transfers to transit services that reach a variety of locations in the city. **Subdivision** - Any division of land resulting in in the creation of 5 or more lots, parcels, tracts, or areas, or any division of land involving the right-of-way or alignment of an existing or proposed street or highway. **Suitability Analysis** - An analysis that establishes the suitability of a location based on a set of criteria. **Sustainability** - Managing resources to meet the needs of the present without compromising the ability of future generations to meet their own needs. **Tax-Increment Financing (TIF) Districts** - A public financing method that is used as a subsidy for redevelopment, infrastructure, and other community-improvement projects in a defined area. **Transit-Oriented Development (TOD)** - A type of urban development that maximizes the amount of residential, business, and leisure space within walking distance of public transport. **Tree Canopy** - The layer of leaves, branches, and stems of trees that cover the ground when viewed from above. In urban areas, tree canopy can refer to the amount of tree canopy coverage a city has. **Underutilized Structure** - A building or structure that is characterized by vacancy, partial vacancy, deterioration, or safety hazards that limit its use. **Urban Agriculture** - The practice of cultivating, processing, and distributing food in, or around, towns, cities, metropolitan areas. **Urban Design** - Urban design involves the arrangement and design of buildings, public spaces, transport systems, services, and amenities. **Walkability** - The extent to which the built environment is safe and inviting for pedestrians and for the presence of people living, shopping, visiting, enjoying or spending time in an area. **Wayfinding** - The process or activity of ascertaining one's position and planning and following a route. **Zoning Code and Map** - The municipal ordinances that regulate land use and property design and the map that identifies the applicable zoning district for properties governed by the zoning code. ### RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Asset Management Department** - A department of the City of Tulsa that manages and maintains City-owned facilities, fleet, and equipment. **Communications Department** - A department of the City of Tulsa that aims to facilitate open and accountable access to city government for the citizens of Tulsa and assist in communicating the prioritized initiatives set by the administration and all other City departments. **Community Development Division** - A division of the Department of City Experience that administers community and economic development programs and initiatives, supporting residents in creating economically viable and sustainable communities through neighborhood partnerships, housing programs, and community development initiatives. **Current Planning** - Refers to a division of the Tulsa Planning Office that reviews development proposals, rezonings, subdivisions, special exceptions, variances, and ensures new development occurs in conformance with the comprehensive plan and other planning documents. **Destination Districts** - The Department of City Experience’s program to stimulate economic development, foster authentic cultural expression, develop civic pride, and deepen the connections to places in order to retain talent, attract new residents, and increase tourism opportunities. **Development Era Map** - A map contained within the Development Review Guide of this plan that indicates the era when different parts of Tulsa developed in order to ensure new development is consistent with context. **Development Review Guide** - A chapter of this plan that contains the main guidance for development to be considered during the development review process in order to ensure all interested parties are informed about the process. **Development Services Department** - A department of the City of Tulsa that promotes safety, livability, and economic growth through efficient and collaborative application of building and development codes. **Economic Development Administration (EDA)** - A federal government administration dedicated to facilitating regional economic development efforts in communities across the nation. **Emergency Repair Grant Program** - A program that provides grants to very low income residents to make emergency repairs to conditions that threaten the health and safety of occupants. **Equality Indicators** - An annual report created through partnership between the City of Tulsa and the Community Service Council to measure and track disparities among subgroups of Tulsans over time. **Finance Department** - A department of the City of Tulsa that maintains the finances of the City. **Historic Preservation Overlay** - An overlay that supplements underlying zoning with the goal of preserving historical characteristics of an area. Substantial changes and new development have design guidelines in addition to the regulations of the underlying zoning, and cases are heard by the Tulsa Preservation Commission. **Housing Opportunity Partnership (HOP)** - A City of Tulsa program to address more than 300 vacant, abandoned, and uninhabitable properties that are in such disrepair they constitute a public nuisance and are eligible for renovation or demolition. **Indian Nations Council of Governments (INCOG)** - The Indian Nations Council of Governments provides short and long range planning services for specific towns, counties and Tribal governments. **INCOG Transportation** - As a function of the Metropolitan Planning Organization (MPO) for the Tulsa area, INCOG Transportation facilitates a cooperative effort with federal, state, and local governments and other transportation agencies to assess the area’s transportation requirements and to develop comprehensive, multi-modal plans and programs that address the needs and goals of the region. **Land Use Plan Map** - A map included in the Development Review Guide of this plan that depicts the planned land use designations that provide guidance regarding the appropriate characteristics of new development in different parts of the city. **Legal Department** - The City Attorney and the Legal department provide all the City’s municipal legal services. The department prepares and reviews ordinances, resolutions, executive orders and contracts, while handling litigation, claims and controversies involving the City. **Long-Range Planning** - Refers to the function of the Planning and Design division of the Tulsa Planning office, including the development and implementation of plans across a variety of topics, as well as the management of programs associated with the implementation of plans. **Major Street and Highway Plan** - The plan that identifies the major street and highway classifications and City of Tulsa street designations for purposes of right-of-way allocation, potential street design/layout, and eligibility for certain federal funds. **Mixed-use Zoning Incentive Program** - An initiative to encourage pedestrian and transit oriented redevelopment along Peoria and Route 66 Bus Rapid Transit corridors. ### RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Neighborhood Toolkit** - A toolkit created by the Tulsa Planning Office that offers information on how to organize a neighborhood, launch projects, celebrate with neighborhood events, access resources, and more. **Oklahoma Department of Transportation (ODOT)** - A State of Oklahoma transportation department that seeks to provide safe, economical, and effective transportation networks for the people, commerce and communities in Oklahoma. **Public Works Department** - A department of the City of Tulsa that is responsible for planning, directing and coordinating the construction and maintenance of streets and public facilities, managing all related engineering services, and maintaining stormwater systems. **Recommended and Prohibited Tree Species List** - A guide for which species of trees satisfy the tree planting requirement of the Tulsa Zoning Code. **Resilient Tulsa Strategy** - A planning report created by the Mayor’s Office of Resilience & Equity in 2018 to outline approaches to enhance Tulsa’s resilience to social and environmental shocks and stressors. **Subdivision and Development Regulations** - A set of regulations governing the design, improvement, creation of subdivisions and additional developments. **Tulsa Authority for Economic Opportunity (TAEO)** - The merger of five public entities to create a single, independent organization to lead the City of Tulsa’s community and economic development efforts. **Tulsa City-County Library** - A government entity serving Tulsa County that strives to promote lifelong learning and literacy in all forms. **Tulsa Development Authority (TDA)** - A City of Tulsa authority that partners with the Tulsa Authority for Economic Opportunity (TAEO) to revitalize areas and encourage private and public reinvestment to support economic growth. **Tulsa Fire Department** - A department of the City of Tulsa that provides fire safety and paramedic services to Tulsa residents. **Tulsa Metropolitan Area Planning Commission (TMAPC)** - A joint city-county commission that makes recommendations for zoning requests, plans, and ordinances for the City of Tulsa and unincorporated areas of Tulsa County. **Tulsa Parks** - A department of the City of Tulsa that aims to create, provide, and preserve quality parks and recreation opportunities that meet community needs for the health and wellbeing and for all Tulsans. **Tulsa Planning Office** - A division of the Department of City Experience that administers the zoning and planning process for the City of Tulsa. **Tulsa Police Department** - A department of the City of Tulsa that provides law enforcement and safety services to Tulsa residents. **Tulsa Port of Catoosa/Tulsa Port of Inola** - An inland multi-modal shipping complex and 2000-acre industrial park located at the head of navigation for the McClellan-Kerr Arkansas River Navigation System. **Tulsa Preservation Commission** - The Tulsa Preservation Commission runs the City of Tulsa’s historic preservation program through the preservation and protection of Tulsa’s many historic resources. **Tulsa Transit (MTTA)** - The public transit system operating buses and paratransit for Tulsa metropolitan area. **Up With Trees** - An organization that plants trees and promotes the preservation of tree canopy in Tulsa. **Vibrant Neighborhoods Partnership (VNP)** - The Department of City Experience’s community-driven program to holistically improve neighborhood infrastructure and enjoyment through targeted public support and service delivery in collaboration with neighborhood residents. **Water & Sewer Department** - A department of the City of Tulsa that manages, operates, and maintains the City’s water and wastewater systems. **Zoning Clearance Review/Permit** - A review by the City of Tulsa that may result in a permit that affirms that an applicant’s desired land use is appropriate given the zoning of the applicant’s property. # SOURCES AND REFERENCES ### Subject Matter Experts Tulsa Planning Office Planning and Design Tulsa Planning Office Current Planning Tulsa Planning Office Implementation City of Tulsa Development Services Tulsa Metropolitan Area Planning Commission City of Tulsa Board of Adjustment Local Builders, Architects, and Engineers ### Community Engagement Activities Housing and Neighborhoods Policy Survey Local Homebuilder Roundtable Discussions Neighborhood Infill Public Meeting Resident Input Sessions Resident Input Survey Resident Input Emails and Phone Calls ### Plans Reviewed and Incorporated Route 66 Master Plan (2003) Arkansas River Corridor Master Plan (2004) Peoria Avenue BRT Land Use Framework (2017) Retail Market Study (2018) Plan66 (2020) Small Area Plans (36th Street North Corridor, Brady Arts District, Crutchfield, Crosbie Heights, Kendall-Whittier, West Highlands/Tulsa Hills, Eugene Field, Pearl District, Utica Midtown, Arena District Master Plan) ### Peer City Metrics American Community Survey DP04 - 2019 1-Year Estimates American Community Survey DP05 - 2019 1-Year Estimates Bureau of Labor Statistics Local Area Unemployment Statistics - https://beta.bls.gov/dataViewer/view/timeseries/LAUCN401430000000005;jsessionid=C507BB807494FA819604918A408B7369 Bureau of Labor Statistics Employment Projections 2020-2030 - https://www.bls.gov/news.release/pdf/ecopro.pdf ### Equity and Resilience Considerations & Health and Wellness Considerations Kent, Jennifer. “Higher-Density Living Can Make Us Healthier, but Not on Its Own.” The Conversation, 31 Aug. 2021, https://theconversation.com/higher-density-living-can-make-us-healthier-but-not-on-its-own-34920. Croucher, Karen, et al. “The Influence of Land Use Mix, Density, and Urban Design on Health: A Critical Literature Review”, 2012. https://www.gcph.co.uk/assets/0000/3519/Review_of_infleunce_of_land_use_mix_density_and_urban_design_on_health_final.pdf. Accessed 17 Nov. 2021. Evans, Gary W. “The built environment and mental health.” Journal of urban health : bulletin of the New York Academy of Medicine vol. 80,4 (2003): 536-55. doi:10.1093/jurban/jtg063 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3456225/ Thompson, Susan, and Gregory Paine. ”What’s Equity Got to Do With Health in a Higher-Density City?” The Conversation, 23 Aug 2017. https://theconversation.com/whats-equity-got-to-do-with-health-in-a-higher-density-city-82071 Haigh, Fiona, et al. “Housing Density and Health: A Review of the Literature and Health Impact Assessments”, 2011. https://www.researchgate.net/publication/235918507_Housing_density_and_health_A_review_of_the_literature_and_Health_Impact_Assessments Hutch, Daniel J et al. “Potential strategies to eliminate built environment disparities for disadvantaged and vulnerable communities.” American journal of public health vol. 101,4 (2011): 587-95. doi:10.2105/AJPH.2009.173872 Highway System Conditions, 2021. ohttps://www.ok.gov/odot/Highway_System_Conditions.html Improving Health in Communities Near Highways: Design Solutions from a Charrette, 2015. https://sites.tufts.edu/cafeh/files/2011/10/CAFEH-Report-Final-2-26-15-hi-res1.pdf Health and Environmental Effects of Particulate Matter (PM). https://www.epa.gov/pm-pollution/health-and-environmental-effects-particulate-matter-pm Pratt, Gregory C et al. “Traffic, air pollution, minority and socio-economic status: addressing inequities in exposure and risk.” International journal of environmental research and public health vol. 12,5 5355-72. 19 May. 2015, doi:10.3390/ijerph12050355 Mikati, Ihab, et al. “Disparities in Distribution of Particulate Matter Emission Sources by Race and Poverty Status.” American Journal of Public Health, vol. 108, no. 4, 2018, pp. 480–485., https://doi.org/10.2105/ajph.2017.304297. County of Los Angeles Public Health. (2019, March). PUBLIC HEALTH RECOMMENDATIONS TO MINIMIZE THE HEALTH EFFECTS OF AIR POLLUTION ASSOCIATED WITH DEVELOPMENT NEAR FREEWAYS AND HIGH-VOLUME ROADS. County of Los Angeles Public Health. Retrieved from http://www.publichealth.lacounty.gov/place/docs/DPH%20Recommendations%20to%20Minimize%20Health%20Effects%20of%20Air%20Pollution%20Near%20Freeways_Final_March%202019.pdf Oklahoma Department of Environmental Quality 2018 OKLAHOMA PM2.5 Highest 24 Hour Averages, 2018. https://applications.deq.ok.gov/webdata/aqd/monitoring/charts/PM25_24hr_2018.htm Burchell, Robert, et al. Sprawl Costs Economic Impacts of Unchecked Development. Island Press, 2013. Ewing, Reid, et al. “Relationship between Urban Sprawl and Physical Activity, Obesity, and Morbidity.” American Journal of Health Promotion, vol. 18, no. 1, Sept. 2003, pp. 47–57, doi:10.4278/0890-1171-18.1.47. James, Peter, et al. “Urban Sprawl, Physical Activity, and Body Mass Index: Nurses’ Health Study and Nurses’ Health Study II.” American Journal of Public Health, vol. 103, no. 2, Feb. 2013, pp. 369-375. https://doi.org/10.2105/AJPH.2011.300449 Bereitschaft, B., & Debbage, K. “Urban Form, Air Pollution, and CO2 Emissions in Large U.S. Metropolitan Areas. Professional Geographer, 65(4), 612-635, 2013. https://doi.org/10.1080/0033 0124.2013.799991 Chi, G. C., et al. "Individual and Neighborhood Socioeconomic Status and the Association between Air Pollution and Cardiovascular Disease". Environmental Health Perspectives, vol. 124 no.12, December 2016, 1840–1847. https://doi.org/10.1289/EHP199 Besser, L, and A Dannenberg. “Walking to Public TransitSteps to Help Meet Physical Activity Recommendations.” American Journal of Preventive Medicine, vol. 29, no. 4, 2005, pp. 273–280., https://doi.org/10.1016/j.amepre.2005.06.010. Shephard, R.J. “The Effect of Light Rail Transit on Body Mass Index and Physical Activity.” Yearbook of Sports Medicine, vol. 2011, 2011, pp. 110–111., https://doi.org/10.1016/s0162-0908(10)79784-1. “How Much Physical Activity Do Adults Need?” Centers for Disease Control and Prevention, Centers for Disease Control and Prevention, 7 Oct. 2020, https://www.cdc.gov/physicalactivity/basics/adults/index.htm. “Transit Oriented Development.” Transit.dot.gov, https://www.transit.dot.gov/TOD. Wen, Li Ming, et al. “The Effect of Active Transport, Transport Systems, and Urban Design on Population Health.” Journal of Environmental and Public Health, vol. 2013, 2013, pp. 1–2., https://doi.org/10.1155/2013/457159. ### Photos Jeffries, Daniel. Tulsa Skyline. Tulsa, OK. 2021. Page 2. Jeffries Daniel. Tulsa Planning Staff. Tulsa, OK. 2021. Page 3. Foster, Nathan. Boston Avenue. Tulsa, OK. 2021. Page 6. O’Connell, Alex. Development Review. Tulsa, OK. 2021. Page 7. Jeffries, Daniel. Kendall Whitter. Tulsa, OK. 2021. Page 8. Jeffries, Daniel. Construction. Tulsa, OK. 2021. Page 9. Tankard, John. Mix of Uses. Tulsa, OK. 2021. Page 10. Jeffries, Daniel. Cherry Street. Tulsa, OK. 2021. Page 11. Jeffries, Daniel. Single Family Homes. Tulsa, OK. 2021. Page 12. Foster, Nathan. Arkansas River. Tulsa, OK. 2021. Page 13. Jeffries, Daniel. Parking Lot. Tulsa, OK. 2021. Page 14. Jeffries, Daniel. Fire Truck. Tulsa, OK. 2021. Page 15. (blank page) planitulsa <

> # transportation # TABLE OF CONTENTS 111-113 INTRODUCTION 114-121 GOALS & STRATEGIES 122-139 ACTION TABLE 140-147 CONTEXTS a. selected city comparison b. equity & resiliency c. health & wellness d. funding priorities e. regionalism 148-151 GLOSSARY 152-153 SOURCES & REFERENCES # chapter 3 transportation ## INTRODUCTION Cities across the United States have made significant progress in diversifying the transportation options available to residents. In recent years, many have begun to recognize the deficiencies in our transportation systems as well as the negative externalities associated with high levels of automobile use. Things such as poor air quality, lack of physical activity, automobile congestion, and high rates of collision fatalities are all by-products of an overly auto-dependent urban environment. The City of Tulsa has recognized these issues, as well as the inequality this system presents for those who do not have access to a motor vehicle. In response to these concerns, several transportation plans have been developed and adopted over the past 10 years. ### Public Transit In 2013 the Fast Forward Transit Plan was adopted as an update of the public transit system managed by the Metropolitan Tulsa Transit Authority (MTTA or Tulsa Transit). This plan laid the groundwork for initiatives to improve transit system efficiency through modifications to transit routes and investment in enhanced public transit services such as bus rapid transit (BRT). In 2018, Tulsa Transit completed the Comprehensive System Analysis (CSA) that changed most alignments of existing transit routes. This was done to alter the “hub and spoke” layout that required most transit trips to include a transfer at the Denver Avenue transit center. The updated transit system now <

> Tulsa's This Machine bike share program is one of many options residents have for getting around town. has five “sub-hubs” where transfers can occur outside of the downtown area. These changes, along with the completion of Tulsa’s first bus rapid transit project, the Aero route on Peoria Ave., have transformed public transit in our community. New bus stop shelters have been deployed across the city, and more will be built through the upcoming years. These changes make transit a more viable option for many more Tulsa residents, and make the experience of using transit more safe, enjoyable, and dignified. ### Pedestrian Infrastructure With the adoption of the GO Plan in 2015, Tulsa has a blueprint for the future of active transportation investment. For pedestrians, the plan focuses on filling in gaps in the sidewalk network, particularly along major arterial streets. To date, funding for sidewalk improvements has been primarily limited to an accessory to street enhancement projects, or small projects responding to resident complaints. In order to realize the vision of the GO Plan and to ensure the sidewalk network is fully built, dedicated funding for pedestrian improvements should be allocated. ### Bicycle Infrastructure The 2015 GO Plan also identified which streets in Tulsa are suitable for on-street bicycle infrastructure and which facility type is most appropriate based on site characteristics. In contrast to the limited improvements for pedestrian facilities in Tulsa, bicycle infrastructure is of the highest quality in all of Oklahoma. Through strong planning, persistent advocacy, and cooperative relationships between engineers, planners, and the Tulsa Bicycle and Pedestrian Advisory Committee (BPAC), more bike lanes have been funded and completed in Tulsa than any other community in the state. These projects have created the first components of a full network of safe bicycle facilities. However, while there have been substantial successes in the implementation of bicycle infrastructure in Tulsa, there have been instances where newly-installed infrastructure was removed after public outcry. These removals signal that the process by which bicycle infrastructure is planned and implemented in Tulsa still has room for improvement. More direct communication with residents and users of the proposed facility is needed, and alternative routes should be evaluated to determine what is the best use of available funding. Additionally, the City’s use of the Multi-Modal Level of Service (MMLOS) analysis can help to ensure the correct project is selected for the correct place with regard to the design of the bicycle infrastructure. ### Automobile Infrastructure For decades, Tulsa’s streets fell further and further into disrepair. Maintenance funding rarely materialized as other priorities, were funded. This changed in recent years as the bulk of capital improvement package funding (such as Improve Our Tulsa and Fix Our Streets) went toward the repair and rehabilitation of existing roads, as well as widening roads where traffic congestion warranted increased capacity. These efforts are data-driven, using Pavement <

> Condition Index (PCI) and traffic data to prioritize improvements in the areas where there both high usage and maintenance needs. The Major Street and Highway Plan for Tulsa identifies all of the streets that are eligible for federal funding and organizes them into a “functional classification” system. These classifications inform future enhancement projects with regard to the required right-of-way needed and to what degree transportation modes other than automobiles need to be accommodated. The guidance from the Major Street and Highway Plan is intended to accommodate economic growth and the corresponding traffic that is generated. ### Transit-Oriented Development In order for development that surrounds transit facilities to change in ways that make it “transit-oriented”, it is essential that the land use planning for these areas reflect this desired outcome. In 2018, in preparation for the implementation of the Peoria Aero BRT, a Land Use Framework was prepared that identified properties along the BRT alignment that were suitable for rezoning to “Mixed Use” zoning classifications. Those properties that were identified were incentivized by a fee waiver by City Council for a potential rezoning application. This approach has been replicated along the upcoming Route 66 BRT alignment, and new guidance for the type of development that is desirable in these areas is reflected in the Transit-Oriented Development section of the planitulsa Development Review Guide. In addition to fee waivers for rezoning applicants, other incentive opportunities will be available to property owners along the BRT route. These incentives will assist with the funding of building revitalization and streetscape improvements to make the corridor more suitable for bus rapid transit service. ### Transportation Innovation Across the world new transportation innovations are emerging both in terms of new vehicles as well as new transportation systems. The City of Tulsa has commissioned a Mobility Innovation Strategy to identify policy and regulatory approaches to best position Tulsa to be at the forefront of this wave of innovation. This includes ensuring that both private and public initiatives lead to more equitable outcomes with regard to mobility. Electric vehicles, autonomous vehicles, micromobility options, and improved systems technology will become more commonplace in the future, and it is important that the City of Tulsa is ready to accommodate these changes in ways that improve the quality of life for all residents. # KEY IDEAS ### Subject Matter Experts The Tulsa Planning Office team coordinated with the professionals that were involved in the development of the numerous transportation plans that were completed in the past decade. These plans serve as the foundation for this comprehensive plan chapter and are enhanced by engagement with the broader community of Tulsa residents. These plans and policy guides include: * Mobility Innovation Strategy (2022) * Tulsa Regional Coordinated Public Transit-Human Services Transportation Plan (2020) * Connecting Progress – Transit Plan (2018) * Connected 2045 – Regional Transportation Plan (2017) * GO Plan - Bicycle and Pedestrian Master Plan (2015) * Complete Streets Procedural Manual (2013) * ADA Transition Plan (2012) * Fast Forward Regional Transit Plan (2011) * Major Street & Highway Plan (1968 - revised 2018) ### Community Members Through numerous public engagement efforts, residents of Tulsa provided a great deal of input, which helped to build off of the recommendations of the eight adopted plans listed above. Key ideas heard through community engagement include: * Transit commute times and wait times should be reasonable. * Management of infrastructure projects and private utilities should be improved to lessen adverse impacts on traffic congestion. * Employment and education access should be prioritized in transportation planning. * Drivers should be educated about bike lanes and other bike infrastructure. * Public engagement should be increased when bicycle infrastructure projects are being planned and implemented. * Public transit should have a regional approach to connect Tulsa with surrounding suburbs. * All pedestrian infrastructure and bus stops should be ADA accessible. * Traffic calming is needed in certain neighborhoods and areas of the city. * Business access is a concern when bicycle lanes are added to a commercial corridor. * The timing of signals in the city should minimize wait times at intersections. [THIS PAGE INTENTIONALLY LEFT BLANK] # Goal 1 ### Tulsa’s transportation networks and services are safe and accessible for everyone. Transportation-related injuries and fatalities can be an avoidable phenomenon with research of root causes, design, adequate alternatives, enforcement, and consistent educational messaging. All efforts should be taken to ensure that residents have a safe experience when getting around in Tulsa. #### Strategy 1.1 Work to incorporate the unique needs and safety considerations of Tulsa’s most vulnerable users across the transportation system. #### Strategy 1.2 Prioritize transit improvements in geographic areas with existing ridership and areas with the vulnerable populations. #### Strategy 1.3 Address affordability for transit riders by exploring funding opportunities and implementing pricing programs. #### Strategy 1.4 Create and promote inclusive and accessible education outreach programs that encourage safe multi-modal transportation. #### Strategy 1.5 Continue to ensure that transportation facilities comply with the Americans with Disabilities Act and the latest design guidelines. #### Strategy 1.6 Identify research-based improvements to significantly address the root causes of traffic-related fatalities and injuries. #### Strategy 1.7 Promote a pedestrian-friendly and bicycle-friendly culture through infrastructure, community and neighborhood development, and employment benefits. # Goal 2 ## Tulsa has a wide range of reliable transportation options that are properly planned, funded, and coordinated. Every Tulsan should have a reliable way to get to the places they need to go, whether that is for work, education, shopping, medical visits, or any other opportunity afforded by any mode of the transportation system. More effective transportation choices will lead to greater efficiency of the whole transportation system. ### Strategy 2.1 Implement the recommendations of transportation plans and policy guides including, but not limited to: * Mobility Innovation Strategy (2022) * Tulsa Regional Coordinated Public Transit-Human Services Transportation Plan (2020) * Connecting Progress (2018) - Transit Plan * Connected 2045 Regional Transportation Plan (2017) * GO Plan (2015) - Bicycle and Pedestrian Plan * Complete Streets Procedural Manual (2013) * ADA Transition Plan (2012) * Fast Forward Regional Transit System Plan (2011) * Major Street and Highway Plan (1968 - revised 2018) ### Strategy 2.2 Continue to ensure a high degree of coordination between all entities associated with transportation and infrastructure projects prior to the establishment of a project budget. ### Strategy 2.3 Ensure adequate funding for the implementation of transportation plan recommendations. <

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> # Goal 3 ## Existing transportation infrastructure is well maintained through strategic investments. Tulsa’s significant transportation networks require a great deal of ongoing maintenance in order to facilitate safe, accessible, and efficient travel. When funding becomes available it is critical that it is spent repairing and enhancing infrastructure that benefits the most residents and those residents experiencing transportation insecurity. Quantitative and qualitative analysis can inform what locations are priorities for investment and increases the transparency and accountability of fiscal management. ### Strategy 3.1 Optimize maintenance and repair of existing infrastructure to adequately meet the needs of the current and projected population. ### Strategy 3.2 Use monitoring and data collection to maintain and optimize current transportation systems. ### Strategy 3.3 Use data-driven approaches to optimize maintenance investments where needed, and explore alternative funding options. # Goal 4 ### New transportation infrastructure increases efficiency and equity, and is well-integrated into existing networks. As new infrastructure is needed and funded, it is imperative that it is implemented in ways that enhance the overall transportation system. Connecting to existing networks ensures that new infrastructure benefits everyone that has access to the network. This applies to transportation infrastructure constructed publicly and infrastructure funded privately as a part of new subdivisions or other development activity. ### Strategy 4.1 Ensure that the City’s transportation systems are integrated, efficiently planned, and coordinated with relevant stakeholders. ### Strategy 4.2 Continue to update existing transportation plans periodically to align policies and project implementation. ### Strategy 4.3 Prioritize the implementation of an accessible well-connected bicycle and pedestrian system throughout the city. ### Strategy 4.4 Develop a high-quality, multi-modal intercity freight system, while fostering partnerships and coordination with the appropriate authorities. ### Strategy 4.5 Promote street system patterns that improve connectivity, expand alternative modes of transportation, and reduce traffic demand on arterial streets. ### Strategy 4.6 Evaluate the incorporation of traffic calming treatments into transportation projects and the design of new subdivisions. <

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> # Goal 5 ### Transportation investments support the land uses they serve and increase access to places that Tulsans need to visit. Land use decisions drive the need for transportation infrastructure. Property owners expect accessibility from the street network, public transit service, and adequate parking for their employees and customers. These and other transportation options should be designed in ways that conveniently facilitate access to destinations. Conversely, where significant transportation investments have occurred or will occur, such as the bus rapid transit (BRT) routes on Peoria Ave. and 11th St., land use planning should be responsive and maximize access to and from the existing service route. ### Strategy 5.1 Establish Transit-Oriented Development (TOD) areas where high levels of transit service exist or are planned. ### Strategy 5.2 Ensure land use decisions are consistent with the transportation infrastructure context. ### Strategy 5.3 Establish standards for streetscaping projects that enhance safety, aesthetics, and promote placemaking. ### Strategy 5.4 Ensure that parking enhances the use of a site or corridor while considering the needs of people using other forms of transportation. ### Strategy 5.5 Ensure a high degree of connectivity in new development, and seek to restore connectivity when possible throughout the city. # Goal 6 ## Transportation solutions in Tulsa promote environmental sustainability. In recent decades new forms of more sustainable transportation have begun to change the way people get around. Enhanced walkability, bikeability, and innovations like electric vehicles have positive impacts on individual and public health through more active lifestyles and reductions in harmful pollution. Support from the City for changes like these will improve quality of life for Tulsa residents, and more benefit will be gained by prioritizing improvements for those who are presently most negatively affected by polluting transportation systems. ### Strategy 6.1 Improve air quality by supporting related programs and investing in the expansion of alternative modes of transportation. ### Strategy 6.2 Encourage Transportation Demand Management programs to maximize use of alternative modes of transportation and to increase multi-occupancy vehicle trips. ### Strategy 6.3 Consider environmental justice issues when developing and implementing transportation plans. <

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> # Goal 7 **The best new forms of mobility are embraced and integrated into existing transportation systems.** New technologies are developed to enhance mobility every year. Cities that are prepared and dynamic with the integration of new technologies will be best-suited for enhancing residents’ quality of life by reducing the time, cost, and stress of transportation. Tulsa should be prepared for emerging technologies like autonomous vehicles and electric vehicles, as well as micro-mobility options in addition to electric scooters. ### Strategy 7.1 Increase City staff knowledge of transportation best practices, and provide and encourage training about transportation innovations. ### Strategy 7.2 Proactively work with private transportation companies to bring innovations to Tulsa. ### Strategy 7.3 Improve transit services by incorporating technological innovations. ### Strategy 7.4 Encourage the use of electric vehicles and other clean fuel technologies. ### Strategy 7.5 Seek new revenue approaches that better match the actual maintenance and operational costs of the transportation system. # ACTION TABLE This table includes the goals and strategies outlined in the previous pages with specific actions that will help to achieve the intent of the goals and strategies. Each specific action includes what type of action it is and what parties should be involved in order to implement the action. All of these goals, strategies, and actions are derived from engagement with the Tulsa community and subject matter experts, past planning efforts conducted by the City of Tulsa and partner agencies, best practices from cities across the United States, and research and data analysis conducted by Tulsa Planning Office staff. Any action taken to implement a specific strategy or action included in this table or a policy recommended elsewhere in this chapter will be in accord with Oklahoma law. <

> Most Favorable | Least Favorable | Metric | Units | Tulsa, OK | Oakland, CA | Albuquerque, NM | Kansas City, MO | Minneapolis, MN | Nashville, TN | Indianapolis, IN | | :--- | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | | **Access to a Motor Vehicle** | % | 91.7% | 85.1% | 92.4% | 89.9% | 85.1% | 93.4% | 91.4% | | **Access to Public Transit** | % | 78.7% | 99.0% | 90.3% | 74.1% | 100% | 70.1% | 65.6% | | **Access to Bike Infrastructure** | % | 4% | 47% | 33.5% | 6% | 17.5% | 13% | 5% | | **Average Commute Time** | Min. | 18.6 | 34.4 | 22.5 | 22.2 | 24.1 | 25.1 | 24.1 | # FEATURED METRIC ## Access to a Motor Vehicle <

> Tulsa has one of the highest percentages for access to a motor vehicle among the selected cities. An estimated 91.7% of Tulsans have access to a vehicle. Tulsa is a very auto-dependent city, and it can be very difficult to get around without a vehicle. Increasing access to multi-modal transportation options will allow Tulsans to travel with ease. Decreasing dependency on independently owned vehicles will also lessen the city's carbon footprint. Presently, fewer residents of North Tulsa have access to an automobile than other parts of the city, with some Census tracts having nearly 40% of households without a motor vehicle. This emphasizes the importance of public transit service and accessible pedestrian infrastructure in order to ensure residents without access to a motor vehicle are able to enjoy the quality of life afforded to households that do have access to automobiles. ### Access to Public Transit Among the selected cities, Tulsa ranks in the middle for access to public transit. It is estimated that 78.7% of Tulsans live within a 1/2 mile of a bus stop. The introduction of Bus Rapid Transit (BRT) has provided efficient transit service along Peoria Ave., and BRT will soon be accessible along the Historic Route 66. For a city that is heavily dependent on vehicles, Tulsa is making intentional and significant improvements with regard to public transit access. ### Access to Bicycle Infrastructure Tulsa has the lowest population with easy access to bicycle infrastructure when compared to the selected cities. Percentages were calculated based on the amount of bicycle infrastructure compared to the total road network mileage, with special consideration given to high-stress corridors. The City has completed several new facilities in the past several years, and there have been a few instances of lanes being removed after public outcry. Improved engagement is needed for Tulsa to become competitive with peer cities along this metric. ### Average Commute Time Tulsa has the lowest average commute time among the selected cities. Tulsa's average commute time is 18.6 minutes. Tulsans are not spending as much time in rush hour traffic as residents from cities, and this makes driving a car even more attractive. Encouraging residents of Tulsa of the benefits of choosing to use multimodal transportation is a challenge; however, as options become available and improvements are made, Tulsans will be more apt to make different transportation decisions. # EQUITY & RESILIENCE CONSIDERATIONS ### INFRASTRUCTURE ACCESS Transportation systems provide people a means by which to accomplish their daily needs, pursue economic mobility, and decrease social isolation. The most common transportation option used by Tulsa residents is full reliance on automobile travel. While this lifestyle is an aspiration of many people, ensuring sufficient alternative transportation options creates a more equitable and resilient community. Public transportation, bicycle infrastructure, and pedestrian infrastructure all play a role in the diversification of our transportation systems to make sure everyone has access to the places they need to go and the people they need to visit. #### Recommendations *TR.ER.1* Utilize data-driven approaches to prioritize street improvement projects, public transit, bicycle infrastructure, and pedestrian infrastructure in areas with geographic disparities. *TR.ER.2* Ensure the boards and authorities that approve transportation infrastructure projects include representation from vulnerable communities and residents of areas with geographic disparities. ### TRAFFIC COLLISIONS The average motor vehicle has increased in size over the past 20 years, as mid-size SUVs and large pick-up trucks have replaced sedans and smaller pick-up trucks. Often these larger vehicles are marketed for their safety features, and indeed individual vehicles are safer to drive for their owners. Conversely, this increase in vehicle size and weight has led to more severe collisions with pedestrians and bicyclists. This manifests in part because of the increased momentum of vehicles, but also due to the taller geometry of vehicles which causes pedestrians or cyclists to be pushed under a colliding vehicle rather than going over the vehicle. Where safe pedestrian and bicycle infrastructure is missing, people are more vulnerable than ever to debilitating or fatal collisions. People of color, especially Black or African American and American Indian or Alaska Native people, are struck by vehicles at higher rates compared to White, Non-Hispanic, and Asian or Pacific Islander people. This corresponds with the higher rates of poverty and therefore lower access to an automobile that minority groups have in Tulsa. #### Recommendations *TR.ER.3* Prioritize pedestrian and bicycle safety improvements in areas with high rates of collisions. *TR.ER.4* Expand transportation safety campaign efforts in partnership with the INCOG Transportation division. Target these efforts to vulnerable populations and geographies using multi-lingual and accessible methods. *TR.ER.5* Evaluate the root causes for accidents in an area, and approach the solutions holistically, beyond traditional transportation planning efforts. ### TRANSPORTATION COSTS Owning and operating a motor vehicle can cost many thousands of dollars each year. Between monthly loan repayment, insurance costs, maintenance costs, fuel costs, licensing and registration costs, and even depreciation value, the convenience of automobile travel can come with a significant cost. Homebuyers and renters frequently trade off less expensive housing for a longer commute, and then find themselves trapped into spending more hours behind the wheel and more money on gas and vehicle maintenance. In 2016, in the US, the lowest earning 20% of the population earned an average of $11,933, and spent an average of $3497 (29%) on transportation costs. Additionally, among persons with a household income of $25,000+, minorities were generally more likely to report concern about having alternative transportation options to driving, whereas concern was consistently high among all racial/ethnic groups for those earning less than $25,000 annually. #### Recommendations *TR.ER.6* Increase the amount of affordable housing in areas served by public transit. *TR.ER.7* Increase public transit service by adding new lines, new BRT routes, lower headways, and more protective transit stops. <

> This map is generated using data from the Tulsa Planning Office’s Neighborhood Conditions Index (NCI). ### GEOGRAPHIC DISPARITIES The above map identifies where residents have access to sidewalks, trails, on street bicycle infrastructure, various levels of public transit service, the rate of injury causing collisions, and pavement conditions. Downtown and the neighborhoods to the north and south have high levels of access and few injury collisions, while areas surrounding the I-244 corridor and parts of Midtown do not have as many transportation options, are at a higher risk of injury causing collisions, or have poor pavement conditions. ### INDICATORS USED IN MAP * Access to Sidewalks * Access to Trails * Access to Bike Infrastructure * Access to Public Transit * Access to a Motor Vehicle * Streetlights * Automobile on Automobile Injury Collisions * Automobile on Cyclist Injury Collisions * Automobile on Pedestrian Injury Collisions * Arterial Streets Surface * Neighborhood Streets Surface ### RELEVANT EQUALITY INDICATORS* * INDICATOR 52: Bus stop concentration by geography * INDICATOR 53: Commute time by mode of transportation * INDICATOR 54: Vehicle access by race ### RELEVANT RESILIENT TULSA ACTIONS** * ACTION 20: Utilize Emergency Mobility Plan Technology * ACTION 35: Launch City-Hall-On-The-Go ### VULNERABLE POPULATION GROUPS * Households without access to an automobile * Low-Income households * Racial and ethnic minority populations * Residents with limited English proficiency * Older adults * Youth * Persons with physical and/or cognitive disabilities \*Equality Indicator reports are issued annually by the City of Tulsa. \*\*Resilient Tulsa Strategy was adopted by the City of Tulsa in 2018. # HEALTH & WELLNESS CONSIDERATIONS ## Pedestrian Infrastructure | Health Impact | Associated Health Outcome | | :--- | :--- | | Higher levels of physical activity associated with walking | Reduction in obesity, cancer, diabetes, and cardiovascular disease | | Lower levels of social isolation | Decrease in anxiety and depressive disorders | | Reduction in pedestrian/ automobile collisions | Reduction in pedestrian injuries and fatalities | ### Tulsa Context Tulsa, like many cities in the US, has an inconsistent sidewalk network. Areas of the city that developed prior to the proliferation of automobiles have a robust sidewalk network, with most streets having sidewalks on both sides. More modern development is required to construct sidewalks, and therefore Tulsa has a gap between the inner city and suburban areas where sidewalks are not commonplace. While some of these neighborhoods that do not have sidewalks are filled with affluent residents who rely on automobile travel, many of these areas are populated by lower income families, for whom automobile reliance may be cost-prohibitive. Tulsa has sidewalks along the majority of its arterial streets, which helps to facilitate the use of public transit, but obstructions are commonplace, and without connections from the surrounding neighborhoods, accessibility for people with physical disabilities is compromised. ### Policy Recommendations *TR.HW.1* Ensure that there is dedicated funding specifically for sidewalks and other pedestrian improvements. *TR.HW.2* Incorporate the principles in the Complete Streets Procedural Manual into project identification and implementation. ## Safe Crossings and Pedestrian/Automobile Collisions | Health Impact | Associated Health Outcome | | :--- | :--- | | Reduction in pedestrian/ automobile collisions | Reduction in pedestrian injuries and fatalities | | Increase in perceived level of safety for pedestrians | Higher levels of physical activity associated with more pedestrians | ### Tulsa Context In 2017 (the latest figures available), there were a total of 147 crashes involving pedestrians in INCOG’s Transportation Management Area, which includes Tulsa and surrounding areas. Of those collisions, 104 resulted in injuries and 13 were fatalities. In Tulsa there are substantial gaps between safe crossings for pedestrians on arterial streets. On average there is a gap of 1,552 feet between intersections where automobiles must come to a stop. 16% of the arterial street network is at least 1 mile from a safe crossing, while a full two-thirds of the arterial street network is more than 1/4-mile for a safe crossing. ### Policy Recommendations *TR.HW.3* Prioritize safe crossings in areas with pedestrian collisions. *TR.HW.4* Determine best practices for distances between safe crossings. *TR.HW.5* Ensure adequate lighting, especially at high-crash locations. # Transportation Costs | Health Impact | Associated Health Outcome | | :--- | :--- | | Lower levels of physical activity associated with less free time due to commuting | Increase in obesity, cancer, diabetes, and cardiovascular disease | | Less disposable income for health-improving choices | Obesity, malnutrition | ### Tulsa Context The cost of owning a motor vehicle in the United States for vehicles driven 15,000 miles per year is close to $8,500. This includes a car payment, insurance, gas, maintenance and repairs, as well as registration, taxes, and fees. 18% of Tulsa’s households live in poverty, and the cost of owning a car places a heavy burden on their ability to access their daily needs. Poverty rates among Black Tulsans are even higher, at 29%, as well as for Hispanic Tulsans, at 23%. For unemployed Tulsans, this figure jumps up to over 45%. In order for economic mobility to be available to these groups, physical mobility is critical. Despite these poverty figures, 96% of commute trips are made by automobile, and only 8% of households do not have access to a motor vehicle. ### Policy Recommendations *TR.HW.6* Extend the tiered transit fare system to correspond to the unique financial needs of vulnerable populations including older adults, school-age children, and low-income households. *TR.HW.7* Utilize the Tulsa Planning Office’s Strategic Planning approach to prioritize public transit investments in areas with higher populations of low-income residents. # Access to Public Transportation | Health Impact | Associated Health Outcome | | :--- | :--- | | Increased access to healthcare and healthy foods | Decrease in obesity, cancer, diabetes, and cardiovascular disease | | Improved air quality from less automobile usage | Decrease in asthma and other respiratory or cardiovascular diseases. | ### Tulsa Context In Tulsa 44% of residents live within a 1/4-mile walk of transit stop, while 75% of residents are within a 1/2-mile walk. With transit headways predominantly between 30 and 60 minutes, transit service is limited, which requires significant trip planning for transit riders. If a rider misses a bus, then they could very well be late for whatever they were traveling to. Because of this insecurity, many would-be transit riders will choose to drive. Moreover, the sidewalk networks around transit stops are inconsistent, and are not always accessible for those with physical disabilities. ### Policy Recommendations *TR.HW.8* Regularly evaluate route alignments for improvements. *TR.HW.9* Seek to increase service frequency. *TR.HW.10* Ensure transit stops are ADA-compliant and provide protection from environmental conditions. *TR.HW.11* Prioritize sidewalk projects that provide first/last mile connections to public transit, especially in areas of existing high transit usage and low-income households. *TR.HW.12* Ensure the Transit Advisory Committee and MTTA Board of Directors include transit system users. # HEALTH & WELLNESS CONSIDERATIONS (cont.) ### Bicycle Infrastructure | Health Impact | Associated Health Outcome | | :--- | :--- | | Higher levels of physical activity associated with less driving | Reduction in obesity, cancer, diabetes, and cardiovascular disease | | Improved air quality from less automobile usage | Decrease in asthma and other respiratory or cardiovascular diseases. | **Tulsa Context** 21.7% of Tulsa Households are within ¼ mile of on street bike facility (bike lanes, buffered bike lanes, bike routes). However, only 4.54% of Tulsa Households are within ¼ mile of a dedicated on street bicycle facility (bike lane, buffered bike lane). Where there are on-street bicycle lanes, maintenance of the roadway is a significant concern, where dirt and debris can cause bike lanes to be impassable for cyclists. **Policy Recommendations** *TR.HW.13* Utilize the Tulsa Planning Office’s Strategic Planning approach to prioritize bike and pedestrian infrastructure based on equity. *TR.HW.14* Engage with residents before, during, and after the implementation of bicycle projects to ensure community approval. *TR.HW.15* Prioritize investment in areas with collisions. *TR.HW.16* Identify tracking methods to better understand the demography of existing bicycle infrastructure user groups. *TR.HW.17* Have an emphasis on diversity and equity in the structure of the Bicycle and Pedestrian Advisory Committee (BPAC). # FUNDING PRIORITIES Transportation is one of the most capital intensive pieces of municipal infrastructure and services. Streets, sidewalks, buses, and more all have substantial costs associated with them, not only in the up-front capital investment, but also with regard to long-term maintenance. Presently, the majority of funding for transportation goes toward street resurfacing and arterial widenings to address traffic congestion. Most of Tulsa’s sidewalk funding is attached to street projects, so sidewalks are often built where street resurfacing is needed, not necessarily where the greatest needs for pedestrian improvements are located. In order to address this, transportation funding should be split into discrete buckets: * Dedicated funding for automobile infrastructure * Dedicated funding for pedestrian infrastructure * Dedicated funding for bicycle infrastructure * Dedicated funding for streetscapes (areas outside of the curbline) * New funding for additional bus rapid transit routes From an operational perspective, there is a need for a dedicated permanent funding source for Tulsa Transit operations. An additional operational need is for the maintenance and cleaning of existing bicycle lanes to ensure they are safe and usable. Finally, from a personnel perspective, the Traffic Operations Division of the Public Works Department has lost staff through the years, and with the greater present need to evaluate the impact of new development on traffic congestion, and the potential impacts of new modes of transportation on existing traffic, the need for additional staff in that office is significant. # REGIONALISM CONSIDERATIONS Residents of surrounding communities in the Tulsa Metropolitan Area commute in high numbers to Tulsa each day. For example, more than 50% of Broken Arrow workers commute into Tulsa utilizing highways and City streets. The transportation infrastructure that has been built throughout the past 50 years to accommodate suburban development patterns requires a great deal of funding to maintain, with road repairs accounting for 70% of the most recent Improve Our Tulsa package. This is on top of the $700M package “Improve Our Streets” in 2011. Despite this unprecedented fiscal focus on street repairs, satisfaction with city streets remains low. In order to relieve the City of Tulsa from sole responsibility for maintaining primary commuter corridors, funding partnerships should be sought with the surrounding communities whose residents benefit from the investments made by the City of Tulsa in years past. This can be achieved through local funding sources or by collaboration on state and federal transportation grant opportunities. Public transit service by Tulsa Transit represents an existing model of regional transportation where multiple communities in the region contribute to the funding and management of the service. Public transit should continue to expand services both within the city limits of Tulsa and in contributing surrounding communities. Similarly, any future action related to rail transit should be a collaborative arrangement with surrounding municipalities and Tulsa County. # GLOSSARY OF TERMS **Americans with Disabilities Act (ADA)** - A civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including jobs, schools, transportation, and all public and private places that are open to the general public. **ADA Accessible** - ADA is short for the Americans with Disabilities Act Standards for Accessible Design. Accessibility refers to the design of products, devices, services, vehicles, or environments so as to be usable by people with disabilities. **ADA Self Evaluation and Transition Plan** - An all-inclusive law that requires a municipality to review all aspects of its programs, services, and activities for compliance. **America Walks** - A national non-profit organization that advances walkable, equitable, connected, and accessible places in every community across the U.S. **Autonomous Vehicles** - Motor vehicles that uses artificial intelligence, sensors, and global positioning system coordinates to drive itself without the active intervention of a human operator. **Bicycle Facilities** - A general term denoting improvements and provisions made to accommodate or encourage bicycling, including parking facilities, all bikeways, and shared roadways. **Bike Lane** - A division of a road marked off with painted lines, for use by cyclists. **Capital Improvements Package** - A List of capital projects that will be funding pending a vote of the community. **Capital Improvements Plan (CIP)** - A community planning and fiscal management tool used to coordinate the location, timing, and financing of physical construction projects or permanent structural alterations or repairs to existing City assets. **Connectivity** - The density of connections in path or road networks, and the directness of links. A well-connected network has many short links, numerous intersections, and minimal dead-ends. **Conversely** - Introducing a statement or idea which reverses one that has just been made or referred to. **Demand-Responsive Parking Prices** - An approach to achieve the right level of parking availability by periodically adjusting meter and garage pricing to match demand. **Diversify** - Enlarge or vary a range of products or field of operation; make or become more diverse or varied. **Environmental Justice** - The fair treatment and meaningful involvement of all people, regardless of race, color, national origin, or income, with respect to the development, implementation, and enforcement of environmental laws, regulations, and policies. **Environmental Sustainability** - Responsibly interacting with the planet to maintain natural resources and avoid jeopardizing the ability for future generations to meet their needs. **Equity** - Just and fair inclusion into a society in which all can participate, prosper, and reach their full potential. **Functional Classification System** - The federal system of classifying groups of highways according to the intended character of service. **Greenfield Sites** - Land that has not previously been developed beyond an agricultural intensity. **Headway** - The length of time between transit vehicles arriving at a given transit stop. **Hub and Spoke Layout** - In public transit, when individual transit routes all come together at a centralized station hub and radiate to different parts of the city from the central location. This is in contrast to a grid-based system. **Impact Fees** - Typically a one-time payment imposed by a local government on a property developer to offset the financial impact a new development places on public infrastructure, such as roads, water and sewer, parks, and other services. **Incentivize** - To provide things that motivate or encourage one to do something; to provide with a payment or concession to stimulate greater output or investment. **Infrastructure** - The basic physical and organizational structures and facilities (e.g. buildings, roads, power supplies) needed for the operation of a society or enterprise. **Intercity Freight System** - A system of freight transportation (trucking, railroad, air, etc.) that connects cities to each other to facilitate commerce. **Infill Development** - New construction in existing areas of the city, particularly older parts of the city. **Land Use Framework** - A report that examines prevailing land use and real estate market trends, alongside anticipated changes to the transportation network, in order to develop policies and strategies that maximize return on public infrastructure investment. **Land Use Planning** - The process by which community leaders establish a policy for the use of land to facilitate the best land development for the general welfare of the area's residents. # GLOSSARY OF TERMS **Level of Service (LOS)** - A term used to qualitatively describe the operating conditions of a roadway based on factors such as speed, travel time, maneuverability, delay, and safety. **Limited English Proficiency (LEP)** - A term that refers to a person who is not fluent in the English language, often because it is not their native language. **Local Streets** - A street that is primarily used to gain access to the property bordering it; a local road that runs parallel to an expressway and allows local traffic to gain access to property. **Micro-mobility** - Broad term for a growing category of transportation vehicles, including electric scooters and bicycles, that provide an alternative to traditional transportation (cars, trains, buses) in cities and communities. Micro-mobility services usually leverage GPS and cellular connectivity to track vehicle locations, and are designed to fulfill first mile/last mile needs. **Mixed-Use Zoning** - Zoning that permits a kind of urban development that blends multiple uses, such as residential, commercial, cultural, institutional, or entertainment, into one space, where those functions are to some degree physically and functionally integrated. **Mobility** - The ability to move freely. **Mode Share** - The proportion of trips taken by various means of transportation. **Multimodal** - For infrastructure, where more than one form of transportation is accommodated. **Multi-Occupancy Vehicle** - Privately operated vehicle which has at least one occupant beside the driver. **Parking District** - A system that allows all vehicle users within a geographic area to use a consolidated parking facility that serves a variety of sites and land uses. **Pavement Condition Index (PCI)** - An evaluation metric for the pavement condition of a street, measured on a scale of 0 to 100 (where 100 means a newly paved road), that considers pavement age, climate and precipitation, traffic loads and available maintenance funding. **Placemaking** - Transforming public spaces to strengthen the connections between people and place. **Public-Private Partnerships** - An arrangement between two or more public and private entities of a long-term nature. Typically, this involves private capital financing government projects and services up-front, and then drawing profits from taxpayers and/or users over the course contract. **Quantitative** - Relating to, measuring, or measured by the quantity of something rather than its quality. **Right-of-Way** - Land dedicated or acquired for use as a public way, in which public infrastructure, utilities, and services are distributed. **Transit Route Alignments** - The paths that transit vehicles traverse on a repeating and pre-scheduled basis. **Strategic Planning** - Process used by organizations to identify their goals, the strategies necessary to accomplish those goals, and the internal performance management system used to monitor and evaluate progress. **Streetscape** - The natural and built fabric of the street, or the design quality of the street and its visual effect. **Sub-Hub** - For Tulsa Transit, where several transit routes converge, facilitating transfers to transit services that reach a variety of locations in the city. **Systemic** - Relating to the intrinsic structure of a system, often with regard to how the design or implementation of a system self-perpetuates conditions. **Tiered Transit Fare System** - A system that assigns a rate for transit fares depending on a person’s income. **Traffic Calming** - A range of methods to slow motor vehicles as they move through commercial and residential areas. **Transit-Oriented Development (TOD)** - A type of urban development that maximizes the amount of residential, business, and leisure space within walking distance of public transport. **Transportation Demand Management (TDM)** - The application of strategies and policies to reduce travel demand, or to redistribute this demand in space or in time. **Transportation Systems Technology** - Technologies used in systems that control or enhance transportation movements, such as traffic signals, and innovations that increase efficiency or safety, such as signal priority for public transit or traffic signal synchronization. **User Fees** - A fee paid to a facility owner or operator by a facility user as a necessary condition for using the facility. **Wayfinding** - The process or activity of ascertaining one’s position and planning and following a route, or the signage that facilitates a person’s orientation in a place. ### RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Asset Management Department** - A department of the City of Tulsa that manages and maintains City-owned facilities, fleet, and equipment. **Bicycle and Pedestrian Advisory Committee (BPAC)** - A committee administered through INCOG that provides guidance to government officials who are making decisions that impact bicycle and pedestrians and an ongoing process for resident input. **Communications Department** - A department of the City of Tulsa that aims to facilitate open and accountable access to city government for the citizens of Tulsa and assist in communicating the prioritized initiatives set by the administration and all other City departments. **Community Development Division** - A division of the Department of City Experience that administers community and economic development programs and initiatives, supporting residents in creating economically viable and sustainable communities through neighborhood partnerships, housing programs, and community development initiatives. **Community Health Improvement Plan (CHIP)** - The Tulsa Health Department's (THD) long-term, systematic effort to address public health problems in a Tulsa based on the results of community health assessment activities. **Development Services Department** - A report completed for the City of Tulsa in 2022 outlining strategies for transportation innovation readiness. **Downtown Tulsa Partnership (DTP)** - A partnership of property and business representatives, and civic leaders to advocate and champion the continued improvement of Downtown Tulsa. **Emergency Medical Services Authority (EMSA)** - A public trust of the Tulsa and Oklahoma City governments that ensures the highest quality of emergency medical service at the best possible price. **Federal Highway Administration (FHWA)** - A division of the United States Department of Transportation that specializes in highway transportation. **Finance Department** - A department of the City of Tulsa that maintains the finances of the City. **Fix Our Streets** – A 2008 City of Tulsa voter-approved funding package, approving 137 projects to fix the streets with $451.6 million in funding through the Third Penny Sales Tax and a General Obligation Bond Issue. **GO Plan** – The Tulsa region’s first comprehensive bicycle and pedestrian master plan with the vision to make Tulsa a great place for walking and biking for everyone. **Improve Our Tulsa** – A funding package for capital improvement projects approved by a vote of the people. These projects are focused on enhancing existing assets. **Indian Nations Council of Governments (INCOG)** - The Indian Nations Council of Governments provides short and long range planning services for specific towns, counties and Tribal governments. **INCOG Environment** - A department of INCOG that works with state and federal governmental agencies to implement clean water, air quality, and energy programs for the region. **INCOG Transportation** - As a function of the Metropolitan Planning Organization (MPO) for the Tulsa area, INCOG Transportation facilitates a cooperative effort with federal, state, and local governments and other transportation agencies to assess the area's transportation requirements and to develop comprehensive, multi-modal plans and programs that address the needs and goals of the region. **Major Street and Highway Plan** - The plan that identifies the major street and highway classifications and City of Tulsa street designations for purposes of right-of-way allocation, potential street design/layout, and eligibility for certain federal funds. **Mobility Innovation Framework** - A report completed for the City of Tulsa in 2022 outlining strategies for transportation innovation readiness. **National Association of City Transportation Officials (NACTO)** - A coalition of the Departments of Transportation in North American cities with the mission to build cities as places for people, with safe, sustainable, accessible, and equitable transportation choices that support a strong economy and vibrant quality of life. **Neighborhood Inspections** - A division of the Department of City Experience that enforces regulations that are a part of the zoning code or nuisance ordinances. **Office of Resilience & Equity** - An office within the Department of City Experience that works to achieve equality for all Tulsans through partnership building, education, cultural awareness, and advocacy. **Oklahoma Department of Transportation (ODOT)** - A State of Oklahoma transportation department that seeks to provide safe, economical, and effective transportation networks for the people, commerce and communities in Oklahoma. **Public Works Department** - A department of the City of Tulsa that is responsible for planning, directing and coordinating the construction and maintenance of streets and public facilities, managing all related RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS engineering services, and maintaining stormwater systems. **River Parks Authority** - An organization that aims to enhance community life through stewardship of parks and public spaces along the Arkansas River. **This Machine** - A nonprofit operated by Tulsa Bike Share that includes over 200 bikes and 45 stations, operating 365 days per year. **Transportation Research Board (TRB)** - A type of urban development that maximizes the amount of residential, business, and leisure space within walking distance of public transport. **Tulsa Authority for Economic Opportunity (TAEO)** - The merger of five public entities to create a single, independent organization to lead the City of Tulsa's community and economic development efforts. **Tulsa Fire Department (TFD)** - A department of the City of Tulsa that provides fire safety and paramedic services to Tulsa residents. **Tulsa Parks** - A department of the City of Tulsa that aims to create, provide, and preserve quality parks and recreation opportunities that meet community needs for the health and wellbeing and for all Tulsans. **Tulsa Planning Office** - A division of the Department of City Experience that administers the zoning and planning process for the City of Tulsa. **Tulsa Police Department (TPD)** - A department of the City of Tulsa that provides law enforcement and safety services to Tulsa residents. **Tulsa Transit (MTTA)** - The public transit system operating buses and paratransit for Tulsa metropolitan area. **Walk Bike Tulsa** - A transportation safety public service campaign administered by INCOG. **Working in Neighborhoods (WIN) Department** - A department of the City of Tulsa that focuses on housing, neighborhood services, code enforcement and animal welfare. # SOURCES AND REFERENCES ### Subject Matter Experts City of Tulsa Streets and Stormwater Department City of Tulsa Engineering Services Department City of Tulsa Bicycle and Pedestrian Advisory Committee (BPAC) INCOG Transportation INCOG Clean Cities Program ### Community Engagement Activities All engagement activities that went into the development of the following plans: * Mobility Innovation Strategy (2022) * Tulsa Regional Coordinated Public Transit-Human Services Transportation Plan (2020) * Connecting Progress (2018) - transit plan * Connected 2045 Regional Transportation Plan (2017) * GO Plan (2015) - bicycle and pedestrian plan * Complete Streets Procedural Manual (2013) * ADA Transition Plan (2012) * Fast Forward Regional Transit System Plan (2011) * Major Street and Highway Plan (1968 - revised 2018) Resident Input Sessions Resident Input Survey Resident Input Emails and Phone Calls ### Plans Reviewed and Incorporated Mobility Innovation Strategy (2022) Tulsa Regional Coordinated Public Transit-Human Services Transportation Plan (2020) Connecting Progress (2018) - transit plan Connected 2045 Regional Transportation Plan (2017) GO Plan (2015) - bicycle and pedestrian plan Complete Streets Procedural Manual (2013) ADA Transition Plan (2012) Fast Forward Regional Transit System Plan (2011) Major Street and Highway Plan (1968 - revised 2018) ### Selected City Metrics https://www.census.gov/acs/www/about/why-we-ask-each-question/vehicles/ https://alltransit.cnt.org/metrics/#equity Award Database | League of American Bicyclists (bikeleague.org) https://data.census.gov/cedsci/table?q=Commuting&g=1600000US0653000,1836003,2743000,2938000,3502000,4075000,4752006&tid=ACSST1Y2019.S0801&hidePreview=false ### Equity and Resilience Considerations & Health and Wellness Considerations “Overview.” MUTCD Overview - FHWA MUTCD, https://mutcd.fhwa.dot.gov/kno-overview.htm. “Pedestrian Safety.” Centers for Disease Control and Prevention, Centers for Disease Control and Prevention, 6 Mar. 2020, https://www.cdc.gov/transportationsafety/pedestrian_safety/index.html?CDC_AA_refVal=https%3A%2F%2Fwww.cdc.gov%2Fmotorvehiclesafety%2Fpedestrian_safety%2Findex.html. “Dangerous by Design.” Smart Growth America, 2019. https://smartgrowthamerica.org/wp-content/uploads/2019/01/Dangerous-by-Design-2019-FINAL.pdf. “2020-2045 Long Range Transportation Plan. Existing Inventory and Conditions Report.” Oklahoma Department of Transportation, March 5, 2020. Mistry, D, et al. “Statewide Personal Mobility Needs for Oklahoma 2018-2028.” Small Urban and Rural Transit Center, Upper Great Plains Transportation Institute, North Dakota State University, Fargo, 2018. https://oklahoma.gov/content/dam/ok/en/odot/documents/2018-2028-ok-transit-mobility-needs.pdf. “Healthy Places.” Centers for Disease Control and Prevention, Centers for Disease Control and Prevention, https://www.cdc.gov/healthyplaces/transportation/vmt_strategy.htm. Rioux, Christine L et al. “Residential traffic exposure, pulse pressure, and C-reactive protein: consistency and contrast among exposure characterization methods.” Environmental health perspectives vol. 118,6 (2010): 803-11. doi:10.1289/ehp.0901182 “VMT per Capita.” U.S. Department of Transportation, https://www.transportation.gov/mission/health/vmt-capita. “Ground-Level Ozone Basics.” Environmental Protection Agency, https://www.epa.gov/ground-level-ozone-pollution/ground-level-ozone-basics. “Commute Time: National Equity Atlas.” Commute Time | National Equity Atlas, https://nationalequityatlas.org/indicators/Commute_time#/. “Mid-Block Crossings.” Federal Highway Administration, https://safety.fhwa.dot.gov/PED_BIKE/univcourse/pdf/swless16.pdf “Pedestrians,” U.S. Department of Transportation, National Highway Traffic Safety Administration, https://crashstats.nhtsa.dot.gov/Api/Public/ViewPublication/812681 NACTO. *Urban Bikeway Design Guide.* Island Press, 2012. https://nacto.org/publication/urban-bikeway-design-guide/bike-lanes/buffered-bike-lanes/ Booth, G. L., et al. “Unwalkable Neighborhoods, Poverty, and the Risk of Diabetes among Recent Immigrants to Canada Compared with Long-Term Residents.” Diabetes Care, vol. 36, no. 2, 2012, pp. 302–308., https://doi.org/10.2337/dc12-0777. “Technical Air Pollution Resources.” EPA, Environmental Protection Agency, https://www.epa.gov/technical-air-pollution-resources#tables. “Ambient (Outdoor) Air Pollution.” World Health Organization, World Health Organization, 2011, https://www.who.int/en/news-room/fact-sheets/detail/ambient-(outdoor)-air-quality-and-health. “Changing Your Habits for Better Health.” National Institute of Diabetes and Digestive and Kidney Diseases, U.S. Department of Health and Human Services, 2008, https://www.niddk.nih.gov/health-information/diet-nutrition/changing-habits-better-health. “Public Transportation System: Introduction or Expansion.” Centers for Disease Control and Prevention, Centers for Disease Control and Prevention, 19 Oct. 2018, https://www.cdc.gov/policy/hst/hi5/publictransportation/index.html. “Public Transportation Facts.” American Public Transportation Association, 7 July 2021, https://www.apta.com/news-publications/public-transportation-facts/. Metro First/Last Mile. (n.d.). Retrieved April 6, 2020, from https://www.metro.net/projects/first-last/. Litman, T. “Evaluating Public Transportation Health Benefits”, American Public Transportation Association, 2020, https://www.vtpi.org/tran_health.pdf. “Physical Activity.” World Health Organization, World Health Organization, 23 Feb. 2018, https://www.who.int/news-room/fact-sheets/detail/physical-activity. “Health and Equity.” U.S. Department of Transportation, 17 Dec. 2013, https://www.transportation.gov/mission/health/health-equity. “The Hidden Health Costs of Transportation”, American Public Health Association, 2010m, https://www.apha.org/~/media/files/pdf/factsheets/hidden_health_costs_transportation.ashx#:~:text=Traffic%20crashes%20cost%20us%20%24180,making%20process%20and%20policy%20framework. Morency, Catherine, et al. “Walking to Transit: An Unexpected Source of Physical Activity.” Transport Policy, vol. 18, no. 6, 2011, pp. 800–806., https://doi.org/10.1016/j.tranpol.2011.03.010. Kotifani, Aislinn. “How Our Sidewalks, Cars, Trees, and Streets Affect Our Heart Health.” Blue Zones, Blue Zones, 28 Apr. 2021, https://www.bluezones.com/2019/04/how-our-sidewalks-cars-trees-and-streets-affect-our-heart-health/. Litman, Todd, et al. “Smart Growth Policies for Urban Affordability and Fertility.” Planetizen Blogs, 10 Feb. 2016, https://www.planetizen.com/node/83847/smart-growth-policies-urban-affordability-and-fertility. “The Congestion Con.” Smart Growth America, 2020, http://t4america.org/wp-content/uploads/2020/03/Congestion-Report-2020-FINAL.pdf “Addendum - Policy: Federal Highway Administration.” U.S. Department of Transportation/Federal Highway Administration, 1997, https://www.fhwa.dot.gov/policy/hcas/addendum.cfm#footnotes. “The High Cost of Transportation in the United States.” Institute for Transportation and Development Policy, 4 Sept. 2019, https://www.itdp.org/2019/05/23/high-cost-transportation-united-states/. ### Photos Jeffries, Daniel. Pedestrian Bridge. Tulsa, OK. 2021. Page 2. Jeffries, Daniel. Bike Share. Tulsa, OK. 2021. Page 3. Tankard, John. 11th Street. Tulsa, OK. 2021. Page 4. Jeffries, Daniel. Aero BRT. Tulsa, OK. 2021. Page 7. Jeffries, Daniel. Street Maintenance. Tulsa, OK. 2021. Page 8. Jeffries, Daniel. Transit Riders. Tulsa, OK. 2021. Page 9. O’Connell, Alex. Multi-Modal. Tulsa, OK. 2021. Page 10. Zeigler, Jane. Travel With Care. Tulsa, OK. 2021. Page 11. Zeigler, Jane. Bike Lanes. Tulsa, OK. 2021. Page 12. Zeigler, Jane. EV Charger. Tulsa, OK. 2021. Page 13. (blank page) planitulsa # economic development <

> # TABLE OF CONTENTS ### 157-159 INTRODUCTION ### 160-167 GOALS & STRATEGIES ### 168-183 ACTION TABLE ### 184-191 CONTEXTS a. selected city comparison b. equity & resiliency c. health & wellness d. funding priorities e. regionalism ### 192-197 GLOSSARY ### 198-199 SOURCES & REFERENCES # chapter 4 economic development ### INTRODUCTION Economic opportunity is a key component of quality of life for all Tulsans. Opportunity thrives in a healthy economy capable of providing accessible employment, equitable education, and a reliable revenue stream able to adequately pay for needed public services. Public policy affects economic activity, whether to support targeted industry growth, encourage entrepreneurship, or enhance vibrant commercial districts. Balancing the needs of the business sector, public sector fiscal realities, and the well being of all residents requires thoughtful policy development. The ease and success of opening of a new business is a strong indicator of equitable access to economic prosperity when evaluated across population groups. Starting and growing a business requires access to business connections, capital, and other resources that have historically been unattainable for minority populations. As Tulsa’s population continues to diversify over time, future economic success will depend on the pursuit of equitable economic development outcomes. Three major components will contribute to an economic development strategy that works best for all residents: 1. Growth in jobs that pay a living wage, 2. Growth in entrepreneurship and wealth, and 3. Enhanced opportunities for historically underserved areas and populations. <

> The Golden Driller is a beloved monument to the economic origins of Tulsa. Oil booms and busts shaped the landscape of the city throughout the 20th century. This approach, and the recommendations in this chapter, intend to: * Create an environment for local businesses to flourish, and for innovators and entrepreneurs to thrive, * Adequately plan for employment and industry retention and growth, * Promote the quality education, skills, and workforce development resources necessary for an opportunity rich economy, and * Support all Tulsans as they work toward financial security and prosperity with an emphasis on those experiencing historical and systemic vulnerabilities. #### Household Income In 2020, Tulsa’s median household income was $49,474 compared to the Oklahoma median income of $53,840, and the United States median income of $64,994. Tulsa’s mean income is $74,714, significantly higher than the median income, indicating income inequality whereby the highest income earners’ annual income creates an offset between the two values. For comparison, Tulsa’s median income is equal to 66.2% of the mean income, compared to 72.6% and 71.0% for Oklahoma and the United States respectively. While the cost of living is relatively low in Tulsa, there are still significant differences in economic prosperity across the city. **Demographic Trends** Planning for Tulsa’s future economic development requires acknowledgement of demographic and population trends. Tulsa has become a majority-minority city, with less than 50% of the population identifying as White Non-Hispanic in the 2020 Census. Since 2010 Tulsa’s non-Hispanic White population decreased by 11.8%, while the Hispanic population, Asian population, and population of two or more races increased by 43.1%, 58.6%, and 96.0% respectively. The Black and American Indian and Alaska Native populations had marginal decreases of 1.2% and 2.6% respectively. Tulsa’s growing diversity is expected to continue, and planning for the unique needs of a diverse population entails considerations for education, skills, workforce, and entrepreneurial support. A local economy is as strong as its residents, and the ability to access the tools and skills needed to be financially secure directly contributes to Tulsa’s economic success and resilience. **A Great Place to Live and Do Business** A major component of Tulsa’s economic development strategy is to increase the desirability of living within the city and the region. The more people who live in the area, the more opportunities there are for entrepreneurship and interest from national and international businesses. Many things contribute to a city where businesses want to locate, including quality schools, safe and attractive neighborhoods, interesting and engaging shopping districts, and convenient transportation options. Currently, Tulsa is home to a diverse mix of manufacturing, resource industry, aerospace, <

> Despite the impacts of the global COVID-19 pandemic, Tulsa is continuing to make great strides toward a more prosperous future. and shipping and logistics firms. Tulsa has also long been a hub for education and health care industries, and more recently, there has been renewed growth and focus in the information technology field. Steady growth in the economic sector has given rise to increased employment and gross domestic product, with Tulsa by 2019 producing over 33% of the goods and services that comprise Oklahoma’s economy. Maintaining this momentum and pursuing a more attractive quality of life are critical to Tulsa’s economic future. Businesses are more likely to locate where their employees will enjoy a high quality of life. To achieve this, Tulsa must pursue a spectrum of improvements. In particular, enhancements to the downtown and business districts across the city will set Tulsa apart from surrounding municipalities. Low-density development patterns have diminished the viability of many walkable areas to support robust economic activity. Programs like the Destination Districts program in the Tulsa Planning Office represent the City of Tulsa’s prioritization of supporting business organizations to enhance economic activity in areas of the city that have seen limited economic activity in recent decades. Economic development incentives, such as tax increment financing (TIF) districts and the Commercial Revitalization Revolving Loan Fund are among a suite of incentive opportunities meant to stimulate economic development in ways that are context-sensitive and support Tulsa’s entrepreneurial ambitions. Through partnerships with area school districts, colleges, and universities, the City of Tulsa seeks to enhance educational attainment and opportunity for all residents. When possible, aligning school curricula with industry needs can help to ensure Tulsans are well positioned for local employment. It is also important that the City of Tulsa supports school districts with transportation, co-location of resources, and shared decision-making regarding school site location and City infrastructure enhancements. ### A Structured Approach In 2021 the economic development function of the City of Tulsa was transferred to a new authority named the Tulsa Authority for Economic Opportunity (TAEO). This agency absorbed the responsibilities of the Mayor's Office of Economic Development, the Tulsa Industrial Authority, the Tulsa Parking Authority, and the Economic Development Commission. The authority comprises 13 members including the Mayor, seven mayoral appointees, and the five members of the Tulsa Development Authority. The mission of TAEO is to promote shared prosperity and racial equity through the administration of incentive programs, business attraction efforts, and economic development planning activities. By combining this grouping of authorities into one entity, economic development activities are conducted in a more streamlined manner than before, with redundant functions consolidated into one operating structure. This approach has been pursued in cities across the country, including Oklahoma City, to great success. This will lead to Tulsa being a stronger competitor in economic markets among peer cities, and being a more effective regional partner with surrounding municipalities, tribal governments, and the State. # KEY IDEAS ### Subject Matter Experts More than 30 stakeholder groups were engaged to understand economic development challenges and opportunities for the City of Tulsa. These included local financial wellness advocates, industry representatives, chambers of commerce, workforce development agencies, tribal economic development leaders, and entrepreneurial resource organizations. Key ideas from these conversations include: * Economic growth should provide opportunities for all Tulsans. * Local and prospective businesses should have easy access to needed economic development resources. * The City should support entrepreneurship at every scale. * New development should support vibrant, sustainable, and transit-oriented communities. * An adequate supply of developable industrial sites should be available and maintained. * Education and workforce development programs should be funded and supported by the City. * Tulsa's economic development practices should support sustainability, resource efficiency, and energy innovation. ### Community Members Through numerous public engagement efforts, residents of Tulsa provided a great deal of input, much of which was in alignment with what was heard from subject matter experts. Key ideas heard through community engagement include: * Ensuring equitable access to economic development should be a top priority. * Tulsa should be home to a diverse set of industries. * Sustainability should be a focus of the Tulsa's economic development strategy. * Transit-oriented development and mixed-use zoning should be used to spur economic development in Tulsa. * There should be more focus on local businesses, small businesses, and entrepreneurship. (blank page) <

> # Goal 1 ## Economic growth and development contribute to a prosperous and diverse economy capable of providing access to economic opportunity for all Tulsans. A goal of any economic development strategy is to improve the quality of life for the residents of Tulsa. Adaptability and preparedness for opportunity is critical to the successful growth of our local economy, and improvements should increase economic opportunity for populations that have been historically left out of economic prosperity. ### Strategy 1.1 Align strategic public investment and efforts to address systemic poverty and racial, ethnic, and disability-related disparities in employment opportunity. ### Strategy 1.2 Partner with and support the growth of transitional employment programs and organizations that provide experience, training, and pathways to employment for disadvantaged populations. ### Strategy 1.3 Work to ensure all residents have access to internet connectivity, hardware availability, and digital literacy resources. ### Strategy 1.4 Diversify the local economy by proactively targeting businesses and industries that are not currently located in Tulsa. ### Strategy 1.5 Ensure public investment initiatives support target industry clusters, and promote the development and growth of new industry clusters. ### Strategy 1.6 Sustain diverse and inclusive economic development institutions, boards, and commissions, and encourage active public participation in economic development policy and decision making. # Goal 2 ## Local and prospective businesses have easy access to a spectrum of economic development information and resources. Starting a business or locating a business in Tulsa should be easy to do. Information and guidance offered by the City of Tulsa can help facilitate business development, and incentives can ensure new economic opportunities in the community provide a net benefit to the residents of the city. ### Strategy 2.1 Connect local businesses to resources and information that are critical to investing and developing in Tulsa. ### Strategy 2.2 Frequently evaluate licenses and fines to understand potential impediments to business. ### Strategy 2.3 Maintain and promote access to economic development and revitalization tools, including tax-increment financing (TIF), business improvement districts, the Economic Infrastructure Fund, the Downtown Revolving Loan Fund, and the Property Assessed Clean Energy program. ### Strategy 2.4 Support the growth of small businesses in the region through municipal contracting and procurement programs. ### Strategy 2.5 Strengthen neighborhood business districts through organization, marketing, and business development. <

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> # Goal 3 ### The City encourages entrepreneurship and contributes to the support and expansion of entrepreneurial opportunity. Entrepreneurship is a critical component to a successful local economy. All large businesses began as entrepreneurial ventures, and Tulsa can be a hub of innovation and entrepreneurship to ensure the long-term resilience of the local economy. Support for prospective and new business owners can help to level the economic playing field for marginalized populations and create unique places where Tulsans and visitors want to spend their money. ### Strategy 3.1 Expand the network of capital to support the creation and growth of innovative local entrepreneurs. ### Strategy 3.2 Connect entrepreneurs and start-ups to networks and resources that support their business development. ### Strategy 3.3 Support immigrant, refugee, and minority business ownership and contract opportunities. ### Strategy 3.4 Encourage entrepreneurial and emerging business growth by fostering a startup ecosystem with places, mentors, peers, and systems to assist innovators and businesses. ### Strategy 3.5 Encourage residents and visitors to support Tulsa’s local businesses. # Goal 4 ## New development supports vibrant, sustainable, transit-oriented communities. Investments by the City into new infrastructure and public services create opportunities for efficient new growth. Where possible, new economic development initiatives should take advantage of existing public assets to allow the City to do more with less cost. This efficiency will allow for further investment of savings from capital and operational costs that are required to maintain infrastructure and increase public service distribution. ### Strategy 4.1 Encourage infill development in areas served by public transportation. ### Strategy 4.2 Ensure that new employment sites are well connected to existing multimodal transportation networks. ### Strategy 4.3 Establish and expand local programs and incentives that support the development of affordable housing. ### Strategy 4.4 Promote the revitalization of Regional Centers, Local Centers, and Multiple Use areas that have experienced disinvestment, with a focus on attracting businesses that support the needs of surrounding neighborhoods. ### Strategy 4.5 Ensure adequate infrastructure, utilities, and public safety services are in place for new and proposed development. ### Strategy 4.6 Foster the success of the downtown area and Destination Districts through targeted investment, incentives, and revitalization strategies. <

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> # Goal 5 ### An adequate and appropriate supply of developable land is maintained to meet local industrial and commercial needs. Major employment centers and industrial sites require access to transportation, utilities, public safety, and more. Ensuring tracts of land are available for business expansion and attraction is a critical component of any city’s economic development approach. Working with surrounding jurisdictions and tribes can strengthen efforts to create new employment opportunities. ### Strategy 5.1 Identify and designate “pad-ready” sites. ### Strategy 5.2 Support continued growth and development at the Tulsa Port of Catoosa and the Tulsa Port of Inola. ### Strategy 5.3 Support the continued expansion of industrial and commercial uses on sites adjacent to the Tulsa International Airport. ### Strategy 5.4 Establish economic development plans for rail, highway, and turnpike corridors. ### Strategy 5.5 Partner with regional and statewide economic development entities, including neighboring tribes and municipalities, to determine where interests align to maximize regional impacts. # Goal 6 ### Quality education and workforce development are prioritized for funding and support within the economic development vision of the City of Tulsa. In order for Tulsa to compete against cities across Oklahoma and the country as a whole, an educated workforce is required. Increasing the ability for residents and new Tulsans to achieve their higher education goals locally will decrease the number of residents who leave the region to seek higher education. Moreover, Tulsa’s local educational institutions can provide specialized learning tracks to prepare students for jobs available in the community. ### Strategy 6.1 Work cooperatively with local school districts to help maintain and enhance the quality of K-12 education. ### Strategy 6.2 Improve coordination among pre-K-12 schools, community colleges, and agencies providing workforce training to build comprehensive career pathways for youth. ### Strategy 6.3 Promote the development of initiatives that support immigrant workers and provide them equitable access to resources and opportunities to access the workforce. ### Strategy 6.4 Encourage collaboration among local education institutions to address educational attainment gaps and increase the attainment of post-secondary degrees that support the growth and competitiveness of the regional economy. ### Strategy 6.5 Collaborate with local technical and trade schools on initiatives to expand offered programs and services. <

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> # Goal 7 ### Sustainable economic development practices enable energy and resource efficiency while contributing to a safe, healthy, and resilient environment. Tulsa has been a leader in the energy industry for more than a century, and as new and more efficient forms of energy production are developed, Tulsa is again positioned to capitalize. With plentiful natural resources in the region, Tulsa has the opportunity to partner with state, municipal, and tribal governments, as well as industry leaders, to incentivize new investment in renewable energy production. Pursuing renewable energy and other ways of managing ecological impacts will ensure a higher quality of life for all residents. ### Strategy 7.1 Collaborate on initiatives to manage ecological impacts of industrial, freight, and port facilities. ### Strategy 7.2 Facilitate the adoption of new and innovative design technologies for industrial and commercial development. ### Strategy 7.3 Expand the local capacity of renewable energy as an opportunity for industry attraction, job growth, and long-term utility savings. ### Strategy 7.4 Balance the needs of industrial site development with the protection and management of environmental resources. (blank page) # ACTION TABLE This table includes the goals and strategies outlined in the previous pages with specific actions that will help to achieve the intent of the goals and strategies. Each specific action includes what type of action it is and what parties should be involved in order to implement the action. All of these goals, strategies, and actions are derived from engagement with the Tulsa community and subject matter experts, past planning efforts conducted by the City of Tulsa and partner agencies, best practices from cities across the United States, and research and data analysis conducted by Tulsa Planning Office staff. Any action taken to implement a specific strategy or action included in this table or a policy recommended elsewhere in this chapter will be in accord with Oklahoma law. <

> Most Favorable | Least Favorable | Metric | Units | Tulsa, OK | Rochester, NY | Portland, OR | Denver, CO | Minneapolis, MN | St. Louis, MO | Birmingham, AL | | :--- | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | | **Median Income** | $ | $49,474 | $37,711 | $76,231 | $75,646 | $65,899 | $47,176 | $36,753 | | **Cost of Living Coefficient** | Index Score Out of 100 | 62.58 | 70.79 | 77.52 | 72.91 | 81.11 | 67.34 | 75.04 | | **% Unbanked** | % | 11.3% | 2.40% | 5.00% | 5.20% | 4.50% | 8.00% | 12.3% | | **% Receiving EITC** | % | 33.0% | 41.0% | 26.0% | 27.0% | 27.0% | 40.0% | 49.0% | | **Unemployment Rate** | % | 6.40% | 14.0% | 6.50% | 4.50% | 5.70% | 9.50% | 10.2% | | **Labor Force Participation Rate** | % | 66.0% | 62.0% | 63.0% | 71.0% | 75.0% | 65.0% | 61.0% | # FEATURED METRIC ## Median Income <

> Tulsa ranks in the middle for median income when compared to the selected cities. Having a mid-range income comes with pros and cons. Tulsa is known for its affordability, but attracting talent from other cities can be difficult due to limited earning potential. Finding ways to maintain affordability while recruiting talent and economic development requires creative approaches to increasing the desirability of living in the city. Within Tulsa there is significant income disparity across the city, with areas of Midtown and South Tulsa having more than double the median income of areas in North Tulsa, West Tulsa, and northeast Tulsa. ### Cost of Living Coefficient Tulsa has the lowest Cost of Living Coefficient compared to the selected cities. This allows Tulsans to have more expendable income to stimulate the local economy. Ensuring that Tulsans are able to afford their needs is crucial to positive economic development. ### % Unbanked Tulsa has one of the highest percentages of unbanked residents. This is an unfortunate factor for Tulsans as many unbanked persons cannot use savings accounts for emergency funds or have the benefit of linking their accounts to pay bills. Ensuring that all Tulsans are financially secure is very important for improved quality of life and a thriving economy. ### % Receiving EITC EITC or Earned Income Tax Credit, provides a tax break for low-to-moderate-income workers and families. EITC can be used to reduce taxes someone owes or add to a tax refund. Tulsa ranks in the middle when compared to peer cities for this metric. ### Unemployment Rate Tulsa has one of the lowest unemployment rates among the selected cities. Low unemployment means that there are fewer workers available to fill job openings. This provides opportunities for others that may have had difficulties securing employment previously. While unemployment rates are a good indicator of persons employed; they primarily show those who are actively searching. ### Labor Force Participation Labor Force Participation Rate describes the proportion of the working-age population and the amount of people employed or actively seeking work. This is a more detailed look at employment rates and can provide more context alongside unemployment rates. Tulsa has one of the highest labor force participation rates among the selected cities. This paints a positive picture for the city and reinforces the unemployment data for the selected cities. As more working-aged Tulsans are employed or seeking work, the more they participate in the local economy and provide for themselves and their families. # EQUITY & RESILIENCE CONSIDERATIONS ### INCOME INEQUALITY Tulsa has a relatively high rate of income inequality, with the top quintile of earners making roughly 16.5 times as much as the bottom quintile. This equates to a Gini Index rating of 0.52, higher than Oklahoma City, OK, Portland, OR, Minneapolis, MN, or Denver, CO. The Gini Index ranges from 0 to 1, where 0 represents an income-equal place where individual incomes are representative of their proportion of total income. The higher the index, the more unequal the income distribution. To address the inequality, the goal is not to lower the incomes of those in the higher-earning categories but to raise the incomes of those in the lower-earning categories. Strategies should include connecting low-income and moderate-income households to employment opportunities, employers that provide meaningful benefits, and opportunities to pursue entrepreneurial ventures. Additionally, housing affordability and alternative transportation options are critical to ensure economic mobility. #### Recommendations ED.ER.1 Implement recommendations from the New Tulsans Initiative to ensure immigrants are welcomed, engaged, and integrated into the regional economy. ED.ER.2 Locate job and workforce readiness centers in accessible Local Centers, especially in low- and moderate-income communities. ### EDUCATIONAL ATTAINMENT One of the most significant indicators of economic wellness is educational attainment. In Tulsa there are significant differences in degree completion among racial and ethnic groups. 41.8% of White Non-Hispanic Tulsans have at least a Bachelor’s degree, followed closely by Asian Tulsans at 37.5%. This contrasts with the 25.3% of American Indian or Alaska Native Tulsans, 20.0% of Black Tulsans, and 11.1% of Hispanic Tulsans. This disparity leads to unequal economic opportunity in the city. As the demographic makeup of Tulsa continues to shift towards greater minority group representation, it is essential that efforts are made to connect racial minority groups with better educational attainment opportunities. The future of Tulsa’s economy is contingent on equitable education outcomes, as employers that pay high wages will look to locate in cities with a highly educated workforce ready to begin work. #### Recommendations ED.ER.3 Encourage local colleges and universities to develop bachelor’s degree opportunities. ED.ER.4 Coordinate curriculum and skills training to meet target industry needs, including aerospace, healthcare, education, and technology services. ### WEALTH INEQUALITY Wealth inequality is a substantial contributor to disparity in Tulsa. The Samuel DuBois Cook Center on Social Equity and Duke University released a report in November of 2021 that analyzed wealth disparities in Tulsa. The report found the average wealth in Tulsa, that is total assets minus liabilities, is $144,588; however, there is substantial variation by racial and ethnic group. White households had an average wealth of $213,075, while Black households were at $19,481, Hispanic households were at $82,204, and Native American households were at $189,173. This report also found that household wealth in Tulsa is largely driven by asset accumulation, not debt minimization. This implies that Black households, which have lower average wealth levels, may have similar levels of debt for all liability categories, leading to greater numbers of Black Tulsa households being in debt relative to White Tulsa households. The largest asset gap between White and Black households is home equity. Home values in predominantly Black Tulsa neighborhoods are substantially lower than those in predominantly White neighborhoods, often below the value at which traditional lenders will provide mortgage loans. This exacerbates the problem by making it more difficult to purchase a home in low-income areas than high-income areas. #### Recommendations ED.ER.5 Support and identify funding for the Financial Empowerment Center and its financial navigator program to provide individual financial wellness education and resources. ED.ER.6 Collaborate with traditional financial institutions to make lending practices more accessible, culturally inclusive, and aligned with targeted low- and moderate-income financing mechanisms. <

> This map is generated using data from the Tulsa Planning Office's Neighborhood Conditions Index (NCI). ### GEOGRAPHIC DISPARITIES The above map distinguishes areas of the city by a number of economic stability indicators, as well as indicators related to economic growth potential. Presently there is significant disparity in economic stability across Tulsa, with areas of north Tulsa, east of downtown, and west Tulsa having substantially lower economic stability when compared to parts of Midtown and south Tulsa. ### INDICATORS USED IN MAP * Population Growth * Educational Attainment * Employment Density * Labor Force Participation * Median Income * Health Insurance Coverage Rates * Employment Rate * Poverty Rate * Nearby Commercial Square Footage ### RELEVANT EQUALITY INDICATORS* * INDICATOR 1:Business Executives by Gender * INDICATOR 2: Business Executives by Race * INDICATOR 3: Payday Loans and Banks by Geography * INDICATOR 4: Unemployment by Race * INDICATOR 5: Existing Jobs by Geography * INDICATOR 6: High-Wage Occupations by Race * INDICATOR 7: Living Wage by Geography * INDICATOR 8: Median Household Income by Race * INDICATOR 9: Poverty by Educational Attainment ### RELEVANT RESILIENT TULSA ACTIONS** * ACTION 23: Empower Bank$afe Oklahoma in Tulsa. * ACTION 24: Partner with local institutions to address industry-specific skills gaps. * ACTION 25: Provide business support services to promote employment among adjudicated individuals. * ACTION 26: Establish an Innovation District and Prototyping Zone * ACTION 27: Market Tulsa for energy innovation * ACTION 41: Advocate for the reform of expungement practice and licensing restrictions ### VULNERABLE POPULATIONS * Low-Income households * Racial and ethnic minority groups * Immigrants and Individuals with limited English proficiency * Single-parent households * Older adults * People experiencing homelessness \*Equality Indicator reports are issued annually by the City of Tulsa. \**Resilient Tulsa Strategy was adopted by the City of Tulsa in 2018. # HEALTH & WELLNESS CONSIDERATIONS ## Educational Attainment | Health Impact | Associated Health Outcome | | :--- | :--- | | Lower earning potential associated with lower educational attainment | More difficulty finding employer-based health insurance, less money for healthful choices, reduced life expectancy, increased risk of chronic disease | ### Tulsa Context In Tulsa 86.6% of residents 18 and older are high school graduates or have the high school graduate equivalency, while 28.7% have a bachelor’s degree or higher. These rates are slightly lower than the national averages of 87.5% and 29.6% respectively. Among the different racial and ethnic groups, White Tulsans have the highest high school graduation rates at 89.9%, followed by Black Tulsans at 88.8%, Tulsans identifying as two or more races at 88.3%, American Indian Tulsans at 74.8%, and Asian Tulsans at 74.8%. Hispanic or Latino Tulsans, Native Hawaiian and Pacific Islander Tulsans, and Tulsans of other races all have below 60% high school graduation rates. Asian Tulsans and White Tulsans have greater than 35% of their population with a bachelor’s degree, while American Indian Tulsans and Tulsans identifying as two or more races are in the 20% to 30% range, and Black Tulsans and Hispanic or Latino Tulsans are in the 10% to 20% range. Native Hawaiian and Pacific Islander Tulsans and Tulsans from other races have less than 10% of their population with a bachelor’s degree or higher. ### Policy Recommendations *ED.HW.1* Work cooperatively with local school districts to help maintain and enhance the quality of K-12 education in city schools. *ED.HW.2* Establish a liaison responsibility within a city staffed role designed to connect and communicate with district leadership for economic and community development initiatives. *ED.HW.3* Advocate at the state and federal level for enhanced school funding. ## Health Insurance | Health Impact | Associated Health Outcome | | :--- | :--- | | Access to health services | Increase in life expectancy, Improved overall health | ### Tulsa Context According to the Census Bureau, 16.6% of Tulsans were uninsured in 2019. However, there are significant disparities by race and ethnicity. 30% of Hispanic or Latino Tulsans residents were uninsured, compared to 15.3% of White residents. Unsurprisingly, 52% of unemployed residents were uninsured. ### Policy Recommendations *ED.HW.4* Support and identify funding for the Financial Empowerment Center and its financial navigator program to provide individual financial wellness education and resources. *ED.HW.5* Promote health insurance informational events and opportunities for residents to learn more about what options are available to them. # Workforce Development | Health Impact | Associated Health Outcome | | :--- | :--- | | Access to workforce development services and supports | Increase in education and skills attainment, mental health, sense of self-actualization (confidence) and sense of belonging, financial well-being | ### Tulsa Context In Tulsa there is an overall labor force participation rate of 65.6%, compared to the national average of 63.4%, and the Oklahoma average of 61.2%. Among Tulsans between 20 and 64 years of age, 82.9% of men and 72.2% of women participate in the labor force. Until the COVID 19 pandemic, Tulsa’s unemployment rate was one of the lowest in the nation at 3.0%. This increased to a peak of 15.1% in April 2020, and has settled to 3.4% by July 2022. ### Policy Recommendations *ED.HW.6* Advertise and actively promote workforce services, such as job training or resume building, prioritizing areas and communities of highest need. *ED.HW.7* Promote and incentivize affordable and accessible wraparound employment support services. *ED.HW.8* Invest in workforce and employer connected transit networks and services, and actively encourage transit-oriented development and densities around transit networks to allow affordable and choice housing and services in proximity to transit lines. *ED.HW.9* Invest and expand education and workforce integration from Headstart/Pre-K through robust support of quality K-12 education with embedded connections to college and career readiness programming. # Poverty/Personal Financial Health | Health Impact | Associated Health Outcome | | :--- | :--- | | Negative quality of life impacts of poverty | Decrease in life expectancy/mortality; Increase in heart disease, stroke, diabetes, and other chronic diseases | | Lack of financial security | Increase in stress, depression, and poor physical heath | ### Tulsa Context The median earnings in the past 12 months from the 2019 American Community Survey for all Tulsans over age 25 is $36,371, but those without a high school diploma earn $24,601, those with only a high school diploma earn $30,254, those with a bachelor’s degree earn $47,610, and those with graduate or professional degrees earn $65,886. The disparity between male and female Tulsans’ earnings is significant, with the median earnings for women being 72.5% of that of men. Among the different racial and ethnic groups, White Tulsans earn a median income of $58,948, while American Indian Tulsans have a median income of $46,630, Asian Tulsans are at $43,818, Hispanic or Latino Tulsans are at $41,954, Tulsans with two or more races are at $39,639, Tulsans from some other race are at $35,057, and Black Tulsans are at $30,864. In 2019 18.6% of people in Tulsa lived below the poverty level, compared with 15.2% in Oklahoma and 16.8% in the United States overall. ### Policy Recommendations *ED.HW.10* Align strategic public investment and efforts to address systemic poverty and racial, ethnic, and disability-related disparities in income and employment opportunity. *ED.HW.11* Partner with transitional employment programs and organizations that work to help provide experience, training, and pathways to employment for disadvantaged populations. *ED.HW.12* Establish new and build upon existing local programs and incentives that support the development of affordable housing. (blank page) # FUNDING PRIORITIES The success of Tulsa’s local and regional economy depends on many factors, including effective collaboration between the City of Tulsa and partner agencies, competitive incentive programs, support for entrepreneurs, workforce development programs, and adequate infrastructure to accommodate physical development associated with business development. Capital funding for infrastructure improvements should be flexible to allow for tailored enhancements that suit the needs for a given business attraction effort. This is especially important for economic development initiatives in areas of the city that are not presently served by water and sewer infrastructure and lack adequate arterial street capacity for industrial levels of traffic. Other incentives that assist with construction, rehabilitation, remediation, and placemaking should be developed and funded to facilitate desired economic development activity. In addition to infrastructure and utility improvements, new economic development initiatives should include additional funding for public services departments. This includes allocations for Tulsa Fire Department, Tulsa Police Department, and Asset Management staff and resources to ensure that new sites are adequately served and that these departments’ budgets are not constrained in ways that limit their effectiveness to serve other areas of the city. # REGIONALISM CONSIDERATIONS Economic development decisions are considered at the regional level presently, whether through collaboration from the economic development functions of the City of Tulsa with Tulsa County, surrounding counties and municipalities, the State of Oklahoma, and tribal governments, or through the work of the Tulsa Regional Chamber. Regional hubs such as the Tulsa Ports, The Tulsa International Airport, and the Cherokee Industrial Park are emblems of the connectedness of the economy in the region. Matching the economic vision of the region with the fiscal responsibilities of the City of Tulsa leads to a more sustainable foundation for business attraction, quality of life improvements, and workforce development, all of which contribute to an attractive business environment. Investment in Tulsa creates a virtuous cycle of economic and fiscal benefit. The MidAmerica Industrial Park, located in Pryor, Oklahoma, is one of the largest industrial parks in the United States, and the largest in Oklahoma, at more than 9,000 acres. Presently, the MidAmerica Industrial Park has 85 businesses and expansion is all but constant. Tulsa is uniquely positioned to reap economic benefits due to the proximity of this industrial park. Finding ways to better connect it and Tulsa through business relationships, transportation systems, and other methods should be pursued. Other specific initiatives that could benefit from a regional approach include working with tribal governments to bring new forms of energy production to the region, such as wind and solar, expanding infrastructure and public service distribution to Inola and the Port of Catoosa, or working to bring a public university with a four year undergraduate curriculum. ## GLOSSARY OF TERMS **Administrative Incentives** – An approach to incentives where fees or other administrative requirements are reduced or waived in order to encourage activity that supports specific policy goals. **Affordable Housing** – Housing on which the occupant is paying no more than 30% of gross income for housing costs, including utilities. **Asset** – Things that are owned that have value, including the value of securities and funds held in checking or savings accounts, retirement account balances, trading accounts, and real estate. **Business Development** – A set of tasks and processes meant to develop and implement growth opportunities within (and between) organizations in a sustainable and profitable way. **Business Improvement District (BID)** – A defined area within which businesses are required to pay an additional tax in order to fund projects within the district's boundaries. **Business Incubator** – Organizations that help startup companies and individual entrepreneurs develop their businesses by providing a full range of services, including management training, office space, and venture capital financing. **Buy Local Campaigns** – Campaigns to encourage residents and visitors of a place to shop or visit businesses that are local to that place. **Capital** – A broad term that can describe any thing that confers value or benefit to its owner, such as a factory and its machinery, intellectual property like patents, or the financial assets of a business or an individual. **Capital Improvement Plan (CIP)** – A community planning and fiscal management tool used to coordinate the location, timing, and financing of physical construction projects or permanent structural alterations or repairs to existing City assets. **Chambers of Commerce** – Local associations that promote and protect the interests of the business community in a particular place. **Clean Energy** – The U.S. Department of Energy includes solar, wind, water, geothermal, bioenergy, nuclear, and hydrogen **Clean Fuel** – In transport clean fuels refers to biofuels that have lower greenhouse gas emission rates, such as ethanol, liquefied petroleum gas (LPG), or biodiesel. **Co-Location** – The act of placing multiple (sometimes related) entities within a single location. **Commercial Revitalization** – The enhancement of commercial activity in an area through targeted investments in infrastructure, street usability and appearance, and rehabilitation of existing commercial structures. **Community Development Block Grant (CDBG)** – A program of the U.S. Department of Housing and Urban Development, which funds local community development activities with the stated goal of providing affordable housing, anti-poverty programs, and infrastructure development. **Community Development Financial Institution (CDFI)** – Private financial institutions dedicated to delivering responsible, affordable lending to help low-income communities. **Connection Programs** – Programs that connect individuals, including those with disabilities, to employment opportunities through partnerships with employers. **Cost of Living Coefficient** – A theoretical price index that measures relative cost of living for areas in comparison to other areas. **Density Bonus** – An incentive-based tool that permits a developer to increase the maximum allowable development on a site in exchange for either funds or in-kind support for specified public policy goals. **Disinvestment** – The withdrawal or reduction of an investment. **Disparity** – A noticeable and usually significant difference or dissimilarity. **Earned Income Tax Credit (EITC)** – A refundable tax credit for low- to moderate-income working individuals and couples, particularly those with children. The amount of EITC benefit depends on a recipient’s income and number of children. **Ecological Impacts** – The effect of human activities and natural events on living organisms and their habitats. **Economic Development Incentives** – Cash or near-cash assistance provided on a discretionary basis to attract or retain business operations. **Economic Opportunity** – Support from a society that gives an individual the chance to thrive in an economic system. **Educational Attainment** – The highest level of education that a person has successfully completed. **Emerging Business** – Companies that are formed around a new product or idea that is in the early stages of development. **Entrepreneur/Entrepreneurship** – Someone who starts their own business, especially when this involves seeing a new opportunity. **Environmental Resources** – Natural habitats, sensitive species, sensitive habitat lands, wetlands, floodplains, significant prehistoric/historic sites, and/or agricultural lands. **Equity** - Just and fair inclusion into a society in which all can participate, prosper, and reach their full potential. ## GLOSSARY OF TERMS **Financial Institutions** – Business entities that provide services as intermediaries for different types of financial monetary transactions. **Financial Wellness Advocates** – Community members and organizations that connect people with resources for financial knowledge to attain financial security and prevent stress due to financial struggles. **Freight** – Goods transported in bulk by truck, train, ship, or aircraft. **Gini Index** – A statistical measure intended to represent the income inequality or the wealth inequality within a nation or a social group. **Grassroots Organization** – Organizations that are primarily made up of civilians advocating a cause to spur change at local, national, or international levels. **Gross Domestic Product** – The total value of goods produced and services provided in a country during one year. **Historically Underserved Populations** – Communities or groups of people who have historically faced additional barriers to the benefits of economic growth due to race, ethnicity, color, national origin, disability, primary language other than English, gender, age, sexual orientation, geographic location, immigration status, or poverty. **Home Equity** – The difference between a home’s fair market value and the outstanding balance of all liens on the property. **Home-Based Businesses** – A small business that operates from the business owner’s home office. **Impact Fees** – Typically a one-time payment imposed by a local government on a property developer to offset the financial impact a new development places on public infrastructure, such as roads, water and sewer, parks, and other services. **Income Inequality** – Disparity in the distribution of income between individuals, groups, populations, social classes, or countries. **Industrial Park** – An area zoned and planned for the purpose of industrial development. **Industry Cluster** – A geographic concentration of interconnected businesses, suppliers, and associated institutions in a particular field. Clusters are considered to increase the productivity with which companies can compete, nationally and globally. **Infill Development** – New construction in existing areas of the city, particularly older parts of the city. **Infrastructure** – The basic physical and organizational structures and facilities needed for the operation of a society or enterprise. **Innovation District** – Zones in cities where public and private actors work to attract entrepreneurs, startups, business incubators, generally with the aim of revitalizing depressed downtown areas. **Justice Involvement** – The state of being or having been arrested, put to trial, incarcerated, or any other type of involvement with the justice system. **K-12 Education** – Education between kindergarten and 12th grade, or primary and secondary education. **Labor Force Participation Rate** – The percentage of all people of working age who are employed or are actively seeking work. **Liability** – Debts, including personal loans, credit cards, student loans, unpaid taxes, and mortgages. **Living Wage** – A wage that is high enough to maintain a normal standard of living. **Local Business** – A company which provides goods or services to a local population. Though most often used when referring to a locally-owned business, the term may also be used to describe a franchise or corporate branch operating within a local area. **Low Impact Development (LID)** – A land planning and engineering design approach to manage stormwater runoff as part of green infrastructure, emphasizing conservation and use of on-site natural features to protect water quality. **Low Moderate Income Households** – Families and individuals whose annual incomes do not exceed 80% of the median family income or such other income limits as determined by the US Department of Housing and Urban Development (HUD). **Majority Minority** – When an area’s population has one or more racial, ethnic, and/or religious minority groups that makes up the majority of the local population. **Marketing** – The action or business of promoting and selling products or services, including market research and advertising. **Median Income** – The income amount that divides a population into two equal groups, half having an income above that amount, and half having an income below that amount. **Mixed-Use Zoning** – Zoning that permits a kind of urban development that blends multiple uses, such as residential, commercial, cultural, institutional, or entertainment, into one space, where those functions are to some degree physically and functionally integrated. ## GLOSSARY OF TERMS **Mobile Vending** – Any person who dispenses food or beverages from a food vending vehicle for immediate service and/or consumption. **Multimodal Transportation Networks** – Overlapping systems of transportation infrastructure, generally including automobiles, public transit, pedestrians, cyclists, and freight. **Municipal Contracting** – The establishment of contractual agreements between a city and a private or non-profit entity to complete work. **New Market Tax Credit (NMTC)** – A federal financial program that aims to stimulate business and real estate investment in low-income communities via a federal tax credit. **Opportunity Zones** – A designation and investment program created by the Tax Cuts and Jobs Act of 2017 allowing for certain investments in lower income areas to have tax advantages. **Pad Ready Sites** – A site that has all necessary utilities, infrastructure, zoning, and other conditions that make it immediately suitable for development. **Paratransit** – A transportation option for individuals who are unable to use fixed-route bus or rail systems serving their location. These services are flexible in their scheduling and routing, allowing them to accommodate the specific needs of their riders. **Payday Loans** – A short-term unsecured loan, often characterized by high interest rates. **Permitting** – The process to receive an official approval issued by the local government agency that allows a construction or remodeling project to proceed. **Place-Based Economic Development** – Economic development strategies that are specific to a geographic area. **Placemaking** – Transforming public spaces to strengthen the connections between people and place. **Pop-Up Commercial Uses** – A temporary retail space that is typically used to introduce a new product line, test a new market or generate awareness for a product or cause. **Post-Secondary Education** – The education level that follows the successful completion of secondary education,including universities and colleges, as well as trade and vocational schools. **Poverty** – A state or condition in which a person or community lacks the financial resources and essentials for a minimum standard of living. **Proactive Code Enforcement** – The act of investigating an area for code violations proactively rather than only when complaints are filed with the City. **Procurement** – The process of finding and agreeing to terms, and acquiring goods, services, or works from an external source, often via a tendering or competitive bidding process. **Property Assessed Clean Energy (PACE) Program** – A financing program used for financing energy efficiency upgrades, disaster resiliency improvements, water conservation measures, or renewable energy installations of residential, commercial, and industrial property owners. **Public Services** – Any service intended to address needs pertaining to the aggregate members of a community. Public services are available to people within a government jurisdiction as provided directly through public sector agencies or via public financing. **Remediation** – The action of remedying something, in particular of reversing or stopping environmental damage. **Revitalization** – The act or process of giving new life or fresh vitality or energy to someone or something. **Site Ready** – A program offered by the State of Oklahoma Department of Commerce to endorse properties as ready for investment based on criteria related to site readiness. **Soft Skills** – Attributes and personality traits that help employees interact with others and succeed in the workplace, such as the ability to communicate with prospective clients, coworker mentorship, leadership, negotiations, the ability to follow instructions, and get a job done on time. **Start-Up** – A company or project undertaken by an entrepreneur to seek, develop, and validate a scalable business model. **Streetscape** – The natural and built fabric of the street, or the design quality of the street and its visual effect. **Systemic** – Relating to the intrinsic structure of a system, often with regard to how the design or implementation of a system self-perpetuates conditions. **Tax Credits** – An amount of money that taxpayers can subtract directly from the taxes they owe. Unlike deductions, which lower the amount of taxable income, tax credits reduce the actual amount of tax owed. **Tax-Increment Funding (TIF) Districts** – A public financing method that is used as a subsidy for redevelopment, infrastructure, and other community-improvement projects in a defined area. **Technical Assistance** – The process of providing targeted support to an organization with a development need or problem. GLOSSARY OF TERMS **Technical, Trade, or Vocational School** – A postsecondary educational institution designed to train students for a specific job in a skilled trade career. **Transitional Employment Programs** – A strategy that places individuals in temporary jobs to prepare them for permanent job placement. **Transit-Oriented Development (TOD)** – A type of urban development that maximizes the amount of residential, business and leisure space within walking distance of public transport. **Transportation Demand Management (TDM)** – The application of strategies and policies to reduce or redistribute travel demand. **Unbanked** – An informal term for adults who do not use banks or banking institutions in any capacity. **Unemployment Rate** – The proportion of the labor force that is not currently employed but could be. **Vertical Take-Off Vehicles** – An aircraft that can hover, take off and land vertically without relying on a runway. **Watershed** – A region or area bounded peripherally by a divide and that drains to a particular watercourse or body of water. **Wealth Inequality** – Disparity in the distribution of wealth (total assets minus total liabilities) between individuals, groups, populations, social classes, or countries. **Workforce Development** – A component of economic development focused on preparing individuals for success in employment through skills training, financial and administrative assistance, and connections to employers, often with programs tailored to the needs of employers in the local region. **Workforce Navigation** – Programmatic assistance to help people successfully enter the workforce, tailored to the specific needs of individuals. **Workforce Readiness Center** – Facilities that offer services to prepare new workplace entrants to enter the workforce with the requisite knowledge, skills, abilities and attributes in order to engage in endeavors that will be required in their respective occupations. **Working-Age Population** – The range of ages at which people are typically engaged in paid or unpaid work, typically between 18 and 65 years of age. **Zoning Overlay** – A zoning district which is applied over one or more previously established zoning districts, establishing additional or stricter standards and criteria for covered properties in addition to those of the underlying zoning district. # RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Affordable Housing Trust Fund** – A city-wide fund for production or preservation of affordable housing through affordable rental housing development loans as well as grants for homebuyer assistance, landlord incentives, and rental assistance programs. **Asset Management Department** – A department of the City of Tulsa that manages and maintains City-owned facilities, fleet, and equipment. **Career Tech** – A State of Oklahoma system that contributes to the state’s economic development and quality of life by offering programs and services in 29 technology center districts operating on 59 campuses, 394 PK-12 school districts, 13 skills centers campuses that include three juvenile facilities, and 31 adult basic education service providers. **Cherokee Industrial Park** – A more than 1,300-acre industrial park outside of the Tulsa city limits in north Tulsa County. **Commercial Revitalization Revolving Loan Fund** – A City of Tulsa revolving loan fund intended to provide low cost capital to retail entrepreneurs and developers. **Communications Department** – A department of the City of Tulsa that aims to facilitate open and accountable access to city government for the citizens of Tulsa and assist in communicating the prioritized initiatives set by the administration and all other City departments. **Community Development Division** - A division of the Department of City Experience that administers community and economic development programs and initiatives, supporting residents in creating economically viable and sustainable communities through neighborhood partnerships, housing programs, and community development initiatives. **Development Services Department** – A department of the City of Tulsa that promotes safety, livability, and economic growth through efficient and collaborative application of building and development codes. **Destination Districts** – The Department of City Experience’s program to stimulate economic development, foster authentic cultural expression, develop civic pride, and deepen the connections to places in order to retain talent, attract new residents, and increase tourism opportunities. **Downtown Revolving Loan Fund** – A City of Tulsa economic development incentive fund used to encourage development and redevelopment within the downtown area. **Downtown Tulsa Partnership (DTP)** – A partnership of property and business representatives, and civic leaders to advocate and champion the continued improvement of Downtown Tulsa. **Economic Development Commission (EDC)** – The former commission that oversaw decisions made by the City of Tulsa related to economic development. **Economic Infrastructure Fund** – A City of Tulsa funding source that was created to assist with valid public infrastructure needs related to business retention, expansion, and attraction. **Finance Department** – A department of the City of Tulsa that maintains the finances of the City. **Financial Empowerment Center (FEC)** – A City of Tulsa and Goodwill Industries partnership that offers one-on-one financial counseling at no cost to all residents regardless of income and in a variety of languages. **Financial Navigator Program** – The Financial Empowerment Center’s program to counsel residents on financial wellness. **INCOG Economic Development** – A department of INCOG that provides grant writing and administration services to local governments related to programs for public infrastructure improvements, housing, and economic development projects. **INCOG Transportation** – As a function of the Metropolitan Planning Organization (MPO) for the Tulsa area, INCOG Transportation facilitates a cooperative effort with federal, state, and local governments and other transportation agencies to assess the area’s transportation requirements and to develop comprehensive, multi-modal plans and programs that address the needs and goals of the region. **Langston Tulsa** – The Tulsa campus for Langston University that offers upper division courses and graduate courses for students who have completed their associate’s degree and wish to pursue a bachelor’s degree or a master’s degree. **Local Center, Regional Centers, Multiple Use Areas** – Land Use Designations included in the Land Use Plan of the City of Tulsa’s comprehensive plan (see Development Review Guide for details.) **Mayor’s Office of Economic Development (MOED)** – The former organization responsible for the City of Tulsa’s economic development efforts. **Neighborhood Inspections** - A division of the Department of City Experience that enforces regulations that are a part of the zoning code or nuisance ordinances. **New Tulsans Initiative** – A City of Tulsa program that promotes social cohesion and shared prosperity by providing services and information to assist Tulsa’s immigrant populations. ### RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Office of Resilience & Equity** – An office within the Department of City Experience that works to achieve equality for all Tulsans through partnership building, education, cultural awareness, and advocacy. **OSU-Tulsa** – An extension of Oklahoma State University in Tulsa that works in conjunction with the main OSU campus in Stillwater, Oklahoma. **OU-Tulsa** – The Tulsa campus of Oklahoma University that offers a wide range of undergraduate, Master’s, and Doctorate level degrees, as well as graduate certificates. **Public Works Department** – A department of the City of Tulsa that is responsible for planning, directing and coordinating the construction and maintenance of streets and public facilities, managing all related engineering services, and maintaining stormwater systems. **Small Business Enterprise (SBE) Program** – A program is designed to create an environment in which small businesses have the opportunity to participate in the contracting of contract goods and services financed with local, state and/or federal funds. **Tulsa Airports Investment Trust (TAIT)** – The authority that administers, manages, and operates Tulsa International Airport and Tulsa Riverside Airport. **Tulsa Authority for Economic Opportunity (TAEO)** – The merger of five public entities to create a single, independent organization to lead the City of Tulsa’s community and economic development efforts. **Tulsa Community College (TCC)** – A public community college in Tulsa founded in 1970 and is the largest two-year college in Oklahoma, serving approximately 23,000 students per year in classes. **Tulsa Development Authority (TDA)** – A City of Tulsa authority that partners with the Tulsa Authority for Economic Opportunity (TAEO) to revitalize areas and encourage private and public reinvestment to support economic growth. **Tulsa Fire Department (TFD)** – A department of the City of Tulsa that provides fire safety and paramedic services to Tulsa residents. **Tulsa Health Department (THD)** – The primary public health agency for Tulsa County residents, including 13 municipalities and four unincorporated areas. **Tulsa Industrial Authority (TIA)** – The former authority responsible for promoting economic development within and near Tulsa through financing of various facilities. **Tulsa International Airport** – A civil-military airport five miles northeast of downtown Tulsa and Tulsa’s largest airport. **Tulsa Parking Authority (TPA)** – The former authority responsible for publicly-owned parking facilities in Tulsa. **Tulsa Planning Office** – A division of the Department of City Experience that administers the zoning and planning process for the City of Tulsa. **Tulsa Police Department (TPD)** – A department of the City of Tulsa that provides law enforcement and safety services to Tulsa residents. **Tulsa Port of Catoosa/Tulsa Port of Inola** – An inland multi-modal shipping complex and 2000-acre industrial park located at the head of navigation for the McClellan-Kerr Arkansas River Navigation System. **Tulsa Regional Chamber of Commerce** – The largest chamber of commerce in the Tulsa region, representing more than 2,150 member organizations, and providing programs and services designed to strengthen Tulsa-area businesses of all sizes. **Tulsa Transit (MTTA)** – The public transit system operating buses and paratransit for Tulsa metropolitan area. **Vibrant Neighborhoods Partnership (VNP)** – The Department of City Experience’s community-driven program to holistically improve neighborhood infrastructure and enjoyment through targeted public support and service delivery in collaboration with neighborhood residents. **Water & Sewer Department** – A department of the City of Tulsa that manages, operates, and maintains the City’s water and wastewater systems. # SOURCES AND REFERENCES ### Subject Matter Experts 36 Degrees North Black Wall Street Chamber of Commerce Cherokee Nation Fab Lab Goodwill Tulsa Hemphill Create INCOG Economic Development Kitchen 66 Muscogee Nation North Tulsa Community Coalition Economic Stability Task Force Oklahoma Department of Commerce Oklahoma Manufacturing Alliance Oklahoma Policy Institute SCORE Tulsa TEDC Creative Capital Tulsa Airports Improvement Trust Tulsa Authority for Economic Opportunity Tulsa Innovation Labs Tulsa Ports Tulsa Regional Chamber TYPROS Workforce Tulsa YWCA ### Community Engagement Activities Resident Input Sessions Resident Input Survey Resident Input Emails and Phone Calls All engagement activities that went into the development of the following plans: Gallup Citivoice Index Retail Market Study ### Peer City Metrics WorldPopulationReview.com 2013 and 2015 FDIC survey of survey of unbanked and underbanked households 2013; Brookings Institution tabulations of IRS administrative data) 2019 American Community Survey ### Equity and Resilience Considerations & Health and Wellness Considerations Olshansky, S. Jay, et al. “Differences in Life Expectancy due to Race and Educational Differences are Widening, and Many May Not Catch Up.” Health Affairs, vol. 31, no. 8, 2012, pp. 1803-13. doi:10.1377/hlthaff.2011.0746 Schiller, Jeannine S., et al. “Summary Health Statistics for U.S. Adults: National Health Interview Survey, 2011.” Vital and Health Statistics, series 10, no. 256, National Center for Health Statistics, 2012. “Health, United States, 2011: With Special Feature on Socioeconomic Status and Health.” National Center for Health Statistics, report no. 2012-1232, 2012. Christopher, Andrea S., et al. “The Effects of Household Medical Expenditures on Income Inequality in the United States.” American Journal of Public Health, vol. 108, no. 3, 2018, pp. 351-4. doi:10.2105/AJPH.2017.304213 Basch, Charles E. “Healthier Students Are Better Learners: A Missing Link in School Reforms to Close the Achievement Gap.” Equity Matters, research review No. 6, The Campaign for Educational Equity, 2010, New York. Rasberry Catherine N., et al. “The Association Between School-Based Physical Activity, Including Physical Education, and Academic Performance: A Systematic Review of the Literature.” Preventive Medicine, vol. 52, supplement 1, 2011, pp. S10-S20. doi:10.1016/j.ypmed.2011.01.027 “Access to Health Services.” Healthy People 2020 LHI Topics, U.S. Department of Health and Human Services Office of Disease Prevention and Health Promotion, www.healthypeople.gov/2020/leading-health-indicators/2020-lhi-topics/Access-to-Health-Services. Sohn, Heeju. “Racial and Ethnic Disparities in Health Insurance Coverage: Dynamics of Gaining and Losing Coverage Over the Life-Course.” Population Research and Policy Review, vol. 36, no. 2, 2017, pp. 181-201. doi:10.1007/s11113-016-9416-y Weida, Emily Brown, et al. “Financial Health as a Measurable Social Determinant of Health.” PLoS One, vol. 15, no. 5, 2020. doi:10.1371/journal.pone.0233359 Florant, Aria, et al. “The Case for Accelerating Financial Inclusion in Black Communities.” McKinsey & Company, 25 Feb. 2020, www.mckinsey.com/industries/public-and-social-sector/our-insights/the-case-for-accelerating-financial-inclusion-in-black-communities. Lopez, Mark Hugo, et al. “Financial and Health Impacts of COVID-19 Vary Widely by Race and Ethnicity.” Pew Research Center, 5 May 2020, www.pewresearch.org/fact-tank/2020/05/05/financial-and-health-impacts-of-covid-19-vary-widely-by-race-and-ethnicity. Cha, Amy E. and Robin A. Cohen. “Problems Paying Medical Bills, 2018.” National Center for Health Statistics Data Brief, no. 357, 2020, www.cdc.gov/nchs/products/databriefs/db357.htm. Chetty, Raj, et al. “The Association Between Income and Life Expectancy in the United States, 2001-2014.” Journal of the American Medical Association, vol. 315, no. 16, 2016, pp. 1759-66. doi:10.1001/jama.2016.4226 “Tulsa Equality Indicators Annual Report 2019.” Community Service Council, 2019, Tulsa, csctulsa.org/tulsaei. Khullar, Dhruv, and Dave A. Chokshi. “Health, Income, & Poverty: Where We Are & What Could Help.” Health Affairs, Health Policy Brief, 4 Oct. 2018. doi:10.1377/hpb20180817.901935 Marmot, Michael. “The Influence of Income on Health: Views of an Epidemiologist.” Health Affairs, vol. 21, no. 2, 2002, pp. 31-46. doi:10.1377/hlthaff.21.2.31 Braverman, P., and S. Egerter. “Overcoming Obstacles to Health: Report From the Robert Wood Johnson Foundation to the Commission to Build a Healthier America.” Robert Wood Johnson Foundation, Feb. 2008, www.rwjf.org/en/library/research/2008/02/overcoming-obstacles-to-health.html. “Poverty.” Healthy People 2020 Social Determinants of Health Topic Area, U.S. Department of Health and Human Services Office of Disease Prevention and Health Promotion, www.healthypeople.gov/2020/topics-objectives/topic/social-determinants-health/interventions-resources/poverty. “Social Determinants of Health.” Healthy People 2020, U.S. Department of Health and Human Services Office of Disease Prevention and Health Promotion, www.healthypeople.gov/2020/topics-objectives/topic/social-determinants-of-health. Sabbath, Erika L., et al. “The Long-Term Mortality Impact of Combined Job Strain and Family Circumstances: A Life Course Analysis of Working American Mothers.” Social Science & Medicine, vol. 146, 2015, pp. 111-9. doi:10.1016/j.socscimed.2015.10.024 Kalleburg, Arne L. Good Jobs, Bad Jobs: The Rise of Polarized and Precarious Employment Systems in the United States, 1970s to 2000s. Russel Sage Foundation, 2011. Berkman, Lisa F., et al. “Working Conditions and Health.” Social Epidemiology, edited by Lisa F. Berkman, Ichiro Kawachi, and Töres Theorell, Oxford University Press, 2014, pp. 153-81. doi:10.1093/med/9780195377903.003.0005 Burgard, Sarah A., and Lucie Kalousova. “Effects of the Great Recession: Health and Well-Being.” Annual Review of Sociology, vol. 41, 2015, pp. 181-201. doi: 10.1146/annurev-soc-073014-112204 Dooley, David, et al. “Health and Unemployment.” Annual Review of Public Health, vol. 17, 1996, pp. 449-65. doi:10.1146/annurev.pu.17.050196.002313 “How Does Employment—or Unemployment—Affect Health?” Health Policy Snapshot Series, Robert Wood Johnson Foundation, March 2013, www.rwjf.org/en/library/research/2012/12/how-does-employment-or-unemployment-affect-health-.html. Wilson, Franklin D., et al. “Race and Unemployment: Labor Market Experiences of Black and White Men, 1968-1988.” Work and Occupations, vol. 22, no. 3, 1995, pp. 245-70. doi:10.1177/0730888495022003002 Deode, Megan Sarah. “Black Jobs Matter: Racial Inequalities in Conditions of Employment and Subsequent Health Outcomes.” Public Health Nursing, vol. 33, no. 2, 2016, pp. 151-8. doi: 10.1111/phn.12241 ### Photos City of Tulsa. Ground Breaking. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 2. City of Tulsa. Tulsa Driller. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 3. City of Tulsa. Ribbon Cutting. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 4. Jeffries, Daniel. New Development. Tulsa, OK. 2021. Page 7. Foster, Nathan. Community Workshop. Tulsa, OK. 2021. Page 8. City of Tulsa. 36 Degrees North. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 9. Jeffries, Daniel. Campbell Hotel. Tulsa, OK. Page 10. City of Tulsa. PSO Oklahoma. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 11. City of Tulsa. OSU Tulsa. Facebook 2021. https://www.facebook.com/cityoftulsa/photos. Page 12. Fancher, John. Solar. Tulsa City-County Library. 2021. Page 13. (blank page) planitelsa <

> # housing and neighborhoods # TABLE OF CONTENTS 203-205 **INTRODUCTION** 206-213 **GOALS & STRATEGIES** 214-227 **ACTION TABLE** 228-235 **CONTEXTS** a. selected city comparison b. equity & resiliency c. health & wellness d. funding priorities e. regionalism 236-239 **GLOSSARY** 240-241 **SOURCES & REFERENCES** # chapter 5 housing and neighborhoods ## INTRODUCTION Housing is a basic human need and a critical component of community health and prosperity. Ensuring access to suitable housing for a growing and diverse population requires a holistic policy approach. Sound housing policy ensures choice, affordability, physical access, and access to incentives, programs, and partnerships. ### Historical Trends Since the City of Tulsa was established over a century ago, Tulsa has expanded outwards, driven by innovations in transportation. Initially, Tulsa’s urban form was built around pedestrians and horse-drawn carriages. Later, the city expanded as streetcars opened up new areas for residents to live while still being able to access the downtown core with ease. With more people using automobiles, Tulsa continued to expand, but at a faster and faster rate. Until the 2000s, the vast majority of new home construction in Tulsa’s corporate limits occurred in undeveloped greenfield areas. That growth has since extended to the city limits in most directions, though there are edges of the city in the east, northwest, and southwest yet to fully develop. This limitation on the availability of greenfield sites has led to a resurgence of development activity in older areas of the city. In order to accommodate greater demand for infill, sound land use and development policies pertaining to housing are necessary, particularly to ensure compatibility with existing contextual characteristics. <

> Tulsa has substantial architectural diversity in neighborhoods across the city, with examples from all eras of the 20th and 21st centuries. ### Housing Affordability Housing prices in Tulsa have increased significantly in the past several years, with especially steep increases since the beginning of the COVID-19 pandemic. Between April 2017 and April 2022 the median sale price for a detached house in Tulsa increased by 65% from $141,000 to $233,000. Over the same time frame, rental costs for studio, 1-bedroom, and 2-bedroom homes increased by 48.1%, 80.8%, and 60.1% respectively. More significant is the increase between June 2021 and June 2022 of 29% for a studio apartment, 58% for a 1-bedroom apartment, and 38% for a 2-bedroom apartment. These extreme increases are due in part to the market impacts of the COVID-19 pandemic; however, Tulsa’s increases far outpace those of Oklahoma City and are on par with increases seen in cities that Tulsa is not often associated with in conversations about housing, including Austin, TX, Miami, FL, and New York City, NY. The most recent American Community Survey results from 2020 show that 48.7% of Tulsa’s renting households are considered “housing cost-burdened.” This means that these households are spending 30% or more of their income on housing costs, leaving less money for other needs. In contrast, only 17.9% of Tulsa’s homeowners are considered housing cost-burdened. The recent increases in costs exacerbate these numbers and place homeownership further out of reach of many of Tulsa’s renting families. Homeownership is a well-established way to build generational wealth, and policies should be pursued to increase Tulsans’ ability to move from the rental market into a home of their own. Additionally, policies that stabilize the rental market are more important than ever. ### Evictions For many households, the burden of housing costs can be too much to bear, and they may find themselves facing eviction from their home. Despite the relatively affordable cost of living in Tulsa compared with many major cities, Tulsa’s eviction rate is consistently among the highest in the nation. A significant portion of the evictions in Tulsa are considered “serial evictions” where numerous eviction notices are filed against tenants in order to recoup overdue rent and fees. This places a burden on the courts system to process all of these cases, many of which end in default judgements with tenants paying their fines. This also can cause costs to stack up for tenants, leading to a cycle of fees and evictions, hurting families’ credit scores and trapping them in unstable housing situations. Data show that the bulk of evictions in Tulsa come from out-of-state companies, rather than local “mom-and-pop” landlords. Oklahoma also has very little legal recourse for tenants and does not prevent retaliatory evictions, creating situations where tenants may have to choose between living in unsuitable conditions or facing eviction and potential homelessness. Recognizing this reality, the City of Tulsa has made strides to address these issues through the establishment of the Gold Star Landlord Program to connect tenants <

> Providing a wide range of housing options at various price points is an important factor in housing and neighborhood equity. with quality landlords. This program and other associated efforts will help to mitigate against the current eviction crisis in Tulsa. ### Homelessness The steep increases in housing costs and the great number of evictions in Tulsa are among the conditions that have led many of Tulsa’s residents and families to be unhoused. According to the 2022 annual Point In Time (PiT) Count data provided through the Continuum of Care program, other major reasons for homelessness in Tulsa include COVID-19, domestic violence, criminal justice involvement, loss of income, mental health struggles, relationship breakdown, and substance abuse struggles. The PiT for 2022 showed little change in the total number of people experiencing any form of homelessness but an increase in those who are experiencing chronic homelessness. This refers to those who have experienced homelessness for more than a year or repeatedly, exacerbated by disabling conditions such as substance abuse disorders, serious mental illness, or physical disability. Nearly 48% of Tulsa’s unhoused residents are experiencing chronic homelessness, and nearly one-fourth of those surveyed during the PiT were youth or adults accompanied by children. Efforts by organizations in Tulsa’s Continuum of Care have helped many to get connected to resources to break the cycle of homelessness, but significant contributions are needed from others in order to alleviate the conditions faced by this group of Tulsans. Addressing housing affordability, the eviction crisis, and other factors that lead to homelessness should be a priority going forward, or it is unlikely that the rates of homelessness in the community will decrease. ### Plans and Policy Changes The City of Tulsa has completed several studies and policy changes to begin to address the issues of housing need in the community. In 2019 the Affordable Housing Strategy was completed, which establishes the direction for achieving a more sustainable and equitable housing environment in Tulsa. The Downtown and Surrounding Neighborhoods Housing Study was completed in 2020 as well, which identified the demand for housing in the downtown and the neighborhoods abutting the Inner-Dispersal Loop (IDL). This has led to the establishment of the Neighborhood Infill Overlay (NIO), which relaxes zoning regulations to permit more housing types, particularly those that belong to the "Missing Middle," such as duplexes, townhomes, multi-unit houses, and small multi-family buildings. This approach will alleviate some of the strain felt in the community, but further efforts will be necessary. Tulsa is not growing at an extreme rate, which indicates that dramatic change is not necessarily required to achieve our local goals. However, programs to mitigate against unfair renting practices, a diversification of housing types and price points, and enhanced programs to assist those experiencing homelessness are critical to ensure housing equity for all Tulsans. # KEY IDEAS ### Subject Matter Experts Tulsa Planning Office staff engaged with numerous community groups to determine what work in the realm of housing is ongoing, new ideas, and how the City can be a better partner going forward. Groups engaged included organizations with expertise in subsidized housing, home building, homelessness, evictions, neighborhoods, and community development. Key ideas from these discussions include: * Neighborhoods in Tulsa should have tools and training to self-determine community development. * Neighborhood revitalization efforts should be implemented holistically and sustainably. * Displacement in neighborhoods should be prevented. * Renovation and infill should be promoted to generate safe, sanitary, and affordable housing. * Homeownership should be made more accessible for all Tulsans. * Tulsans should be better protected from evictions. * Homelessness in Tulsa should be rare, brief, and non-recurring. * Tulsa's neighborhoods should be well-connected to things that support residents' daily needs. * The City should support the preservation of historic homes and neighborhood characteristics. * Tulsa should have a robust mix of housing types and sizes. ### Community Members Through numerous public engagement efforts, residents of Tulsa provided a great deal of input, much of which was in alignment with what was heard from subject matter experts. Key ideas heard through community engagement include: * Affordable Housing should be prioritized in new housing development. * "Housing first" policy should be emphasized to combat homelessness in Tulsa. * Neighborhoods should be walkable and safe. * Missing Middle Housing should be developed to provide more affordable housing options. * Resources should be provided for housing restoration to maintain quality housing in Tulsa. (blank page) <

> # Goal 1 ## Neighborhoods in Tulsa have the resources to successfully self-determine their community development efforts. Neighborhood revitalization is important in many areas across the city. It is often hard for neighborhood residents to find the resources they need to make improvements to personal property and common areas within neighborhoods. Tulsa should work with residents and provide resources to help enhance their community development efforts and address issues that affect the well-being of their neighborhoods. ### Strategy 1.1 Build cross-sector partnerships to deliver community development services and support to neighborhoods. ### Strategy 1.2 Address dilapidated structures, vacancy, and abandonment as priorities for improving the quality of neighborhoods. ### Strategy 1.3 Encourage the implementation of City-led neighborhood revitalization initiatives, and make other resources available to assist residents with neighborhood improvements. ### Strategy 1.4 Seek a variety of funding opportunities to encourage neighborhood revitalization. ### Strategy 1.5 Define neighborhood statistical boundaries to continuously monitor changes and outcomes in neighborhoods across the city. # Goal 2 ### Housing disruptions, including displacement and evictions, are reduced through the development and deployment of a variety of tools. Having a stable living situation is key to a higher quality of life, and historically, Tulsa has maintained some of the most affordable housing in the country. However, as prices have begun to increase sharply, strategies and initiatives are needed to assist those Tulsans that are facing eviction or are at risk of displacement due to increases in rent or property taxes. ### Strategy 2.1 Ensure protections are in place to minimize displacement as communities and neighborhoods experience redevelopment activity. ### Strategy 2.2 Explore community land trusts and land banks to maintain affordability in markets facing pressure of displacement. ### Strategy 2.3 Provide information, tools, and legal support for those who are being evicted or are at risk of being evicted. <

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> # Goal 3 ### Tulsa has a robust housing stock with an adequate mix of housing sizes, types, costs, and locations. It is important that a wide range of housing choices at different price points is available to support the diverse needs of Tulsa residents. Adequate land, programs, and incentives should be provided in order to maintain a balanced housing mixture throughout the city. ### Strategy 3.1 Ensure a regulatory environment that supports new housing to satisfy demand. ### Strategy 3.2 Ensure housing is well connected to basic services and land uses that support residents’ daily needs. ### Strategy 3.3 Encourage the development, preservation, and maintenance of well-constructed affordable housing. ### Strategy 3.4 Identify resources for local home builders to support a range of housing development types. # Goal 4 **Tulsa works to ensure equitable access to housing and homeownership by removing barriers and reducing disparities experienced due to race, color, religion, gender, sexual orientation, national origin, disability, income, and familial status.** Housing accessibility is crucial to mitigating housing insecurity and homelessness in the city. Tulsa should ensure that housing is accessible for all residents and work to overcome disparities by supporting existing organizations, as well as establishing new programs to meet the changing needs of the community. ### Strategy 4.1 Establish programs and identify funding to assist low- and moderate-income households with the purchase and maintenance of a home. ### Strategy 4.2 Strategically locate affordable housing in areas that most benefit from existing public infrastructure and services. ### Strategy 4.3 Identify and establish programs, partnerships, and funding to meet the evolving needs of affordable housing in Tulsa. ### Strategy 4.4 Prevent housing discrimination through City-initiated programs and the support of fair housing laws. ### Strategy 4.5 Identify programs providing legal assistance to resolve estate and title issues to permit succession of housing from one generation to the next, or from one family member to another. <

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> # Goal 5 ### All Tulsans have access to decent, safe, and sanitary housing. The condition of homes can be a significant indicator of physical health and overall quality of life. Tulsa should anticipate and minimize the potential threats to safe and sanitary living conditions by supporting incentives for landlords, empowering tenants with methods of recourse if they are treated unfairly, and ensuring that landlords have the needed support to maintain their homes. Homeowners should have access to resources for support related to home repairs and renovations, as well as educational resources to assist with the purchase and ownership of a home. ### Strategy 5.1 Incentivize quality landlords, and provide resources for landlords to promote responsible practices and to ensure accountability. ### Strategy 5.2 Improve tenant protections and support services for Tulsans who rent. ### Strategy 5.3 Provide assistance to vulnerable homeowners to maintain their homes in safe and healthy conditions. ### Strategy 5.4 Develop programs to facilitate older adults aging in place. # Goal 6 ### Homelessness in Tulsa is rare, brief, and nonrecurring. Tulsa should embrace partnerships with public and private organizations that provide paths to housing for those experiencing homelessness through shelters, temporary housing, and more permanent residence solutions. The City should provide resources to ensure that the community response is adequate to address changing needs. ### Strategy 6.1 Continue collaboration between public agencies and homelessness service providers to provide affordable housing, transitional housing, shelters, and services needed to support unhoused persons. ### Strategy 6.2 Support getting people into housing as a first priority to combat and end homelessness. ### Strategy 6.3 Identify funding to address the range of services and needs of the local homeless population. <

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> # Goal 7 ## Tulsa embraces the preservation of historic homes and neighborhood identity. Maintaining appropriate historic and cultural assets in neighborhoods will provide a true sense of place that past, present, and future residents can all appreciate. Tulsa should continue to work with federal, state, and local organizations that identify and preserve historically significant sites and work to equitably maintain and enhance neighborhood charm through zoning and community resources for residents. ### Strategy 7.1 Ensure that neighborhoods are identified for their unique characteristics, and expand opportunities for residents to engage in preservation efforts within their neighborhoods. ### Strategy 7.2 Encourage the use of zoning tools, such as overlay districts, to preserve the scale and character of distinct neighborhoods throughout the city. ### Strategy 7.3 In Historic Preservation (HP) districts, work to prevent and proactively address zoning code violations and building alterations that do not meet the HP Unified Design Guidelines. ### Strategy 7.4 Provide technical assistance to residents to explore home ownership for households at all income levels in overlay districts. (blank page) # ACTION TABLE This table includes the goals and strategies outlined in the previous pages with specific actions that will help to achieve the intent of the goals and strategies. Each specific action includes what type of action it is and what parties should be involved in order to implement the action. All of these goals, strategies, and actions are derived from engagement with the Tulsa community and subject matter experts, past planning efforts conducted by the City of Tulsa and partner agencies, best practices from cities across the United States, and research and data analysis conducted by Tulsa Planning Office staff. Any action taken to implement a specific strategy or action included in this table or a policy recommended elsewhere in this chapter will be in accord with Oklahoma law. <

> Most Favorable | Least Favorable | Metric | Units | Tulsa, OK | Spokane, WA | Portland, OR | Kansas City, MO | Minneapolis, MN | Indianapolis, IN | Rochester, NY | | :--- | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | | ***Median Home Value*** | $ | $165,000 | $373,000 | $558,000 | $209,000 | $320,000 | $199,000 | $196,000 | | ***Median Rent*** | $ | $827 | $1,005 | $1,450 | $950 | $1,215 | $951 | $995 | | ***Average Household Size-Owners*** | People Per Unit | 2.57 | 2.33 | 2.53 | 2.51 | 2.43 | 2.78 | 2.34 | | ***Average Household Size-Renters*** | People Per Unit | 2.24 | 2.17 | 1.98 | 2.09 | 2.11 | 2.21 | 2.19 | | ***% Own*** | % | 51.4% | 55.1% | 53.8% | 52.8% | 46.7% | 53.0% | 35.4% | | ***% Rent*** | % | 48.6% | 44.9% | 46.2% | 47.2% | 53.3% | 47.0% | 64.6% | | ***% Cost Burdened - Owners*** | % | 17.85% | 18.80% | 22.80% | 17.90% | 17.60% | 18.00% | 18.75% | | ***% Cost Burdened- Renters*** | % | 48.70% | 46.10% | 46.70% | 46.20% | 44.30% | 52.20% | 54.60% | ### FEATURED METRIC ### % Cost Burdened - Renters <

> Tulsa has one of the lowest percentages of cost-burdened homeowners but one of the highest percentages of cost-burdened renters. The results show that many tenants are paying above their means (30% or more of their monthly income in rent). This conclusion emphasizes the need for more housing options in Tulsa. Not only do housing types need to be diverse in composition, but they also need to be available at different price points. Within Tulsa, the distribution of the population that is housing cost burdened is not concentrated in any one area. This is an issue in all parts of the city, regardless of the cost of rent in those areas. ### Average Household Size Tulsa ranks second after Indianapolis, Indiana, in average household size for owners, and Tulsa ranks the highest for average household size for renters. A larger household size among renters indicates that more families with children are living in rental housing. This gives more importance to the development of missing middle housing types so that families have a variety of affordable options to choose from. ### % Own / % Rent Tulsa has the third highest percentage of ownership among the selected cities. 51.4% of Tulsa households own their home, while 48.6% of Tulsa households occupy rental units. It is common across almost all of the selected cities that ownership levels are higher than rent; however, in more dense cities like Rochester, New York, more residents rent their properties than own them. ### Median Rent Tulsa has the lowest median rent value, estimated at $827. Providing various options of rental property is important to serve the diverse housing needs of Tulsans. Missing middle infill development will allow for various rental options that are also consistent with the characteristics and scale of the neighborhoods in which they are located. Missing middle infill will also yield more diversity, affordability, and walkability within Tulsa neighborhoods. ### Median Home Value Tulsa’s median home value is estimated at $165,000, and is the lowest among the selected cities. While owning a home is still an obstacle for many, Tulsa remains quite affordable. The lower cost of owning a home is a unique and attractive feature of Tulsa; maintaining this into the future will ensure greater levels of homeownership and lower levels of housing cost burden. # EQUITY & RESILIENCE CONSIDERATIONS ## HOME APPRAISAL INEQUITY Since the 1930's, racial composition of neighborhoods was a major factor in determining the evaluation of home values in the United States. Although this direct practice was outlawed in the 60's and 70's, the association between home value and the composition of race in neighborhoods is still present today. A long history of discriminatory evaluations combined with contemporary appraisal practices have made appraisal inequities even stronger than before. This issue has been raised to prominence in recent years, as homeownership is well-known as a source of generational wealth. Research from Freddie Mac in 2021 using Census data found that 12.5% of home purchase appraisals in majority-Black neighborhoods and 15.4% in majority-Latino neighborhoods resulted in a value below the contract price (the amount a buyer is willing to pay for the property), compared to only 7.4% of appraisals in predominantly White neighborhoods. Given that appraisals include consideration of the value of surrounding properties, this can have a cascading effect for property values across entire neighborhoods. ### Recommendations *HN.ER.1* Encourage training programs for appraisers to combat implicit bias in the home appraisal process. *HN.ER.2* Ensure guidance provided by the United States Department of Housing and Urban Development (HUD) Action Plan to Advance Property Assessment and Valuation Equity is followed to address the issue. ## HOUSING COST BURDEN A household is considered to be housing cost burdened if they are paying more than 30% of their income on housing. Among homeowners in the United States, 26.6% of homeowners with a mortgage and 12.5% of homeowners without a mortgage are considered housing cost burdened. Of all renters in the United States, 48.5% are considered housing cost burdened. Cost burdened renter households outnumbered cost burdened homeowner households by over 3 million according to the 2019 American Community Survey. Nearly 50% of Tulsans are renters and half of those renters are cost burdened. Households experiencing these conditions are less resilient to chronic stressors and acute shocks and are less likely to be able to afford healthcare costs or create savings for retirement or entrepreneurship. With a quarter of residents struggling to pay rent and steep increases in house prices and rental costs, aggressive actions will need to be made to ensure affordable housing options for all Tulsans. ### Recommendations *HN.ER.3* Analyze residential zoning impediments frequently to ensure future housing demand can be accommodated within the service areas of existing infrastructure and services. *HN.ER.4* Conduct reviews of the City of Tulsa Zoning Code and Zoning Map to identify feasible amendments to facilitate an increase in development of affordable housing. *HN.ER.5* Encourage new and innovative housing types for affordability and sustainability. ## HOMELESSNESS Homelessness is a systemic problem facing cities across the United United States. It can be caused by lack of affordable housing for low income individuals, poverty, domestic violence, evictions, racial discrimination, addiction, and unemployment. Many factors can be determinants of homelessness or put someone at risk for becoming unhoused, and many of these factors have been historically unchanged, leading to homelessness being a devastating societal norm. Ensuring that there are sustainable housing resources for those experiencing homelessness, as well as providing sufficient affordable housing, are just some of the ways to address this issue. ### Recommendations *HN.ER.6* Support the Housing First approach to combat and end homelessness. *HN.ER.7* Provide information concerning assistance with finding and accessing housing available to households that are at risk of or experiencing homelessness. <

> This map is generated using data from the Tulsa Planning Office’s Neighborhood Conditions Index (NCI). ### GEOGRAPHIC DISPARITIES The above map identifies where neighborhoods are experiencing some level of instability. This was measured using data related to residents’ ability to afford their current housing costs, as well as the amount of violent crime in the area. Residents of downtown, the 61st and Peoria Ave. area, as well as neighborhoods in north Tulsa, northeast Tulsa, and east Tulsa have instability associated with housing costs and the presence of violent crime. ### INDICATORS USED IN MAP * % Housing Cost-Burdened - Renters * % Housing Cost- Burdened - Owners * Rate of Violent Crime * Occupancy Rate * Housing Density * Evictions * Code Violations (except at-large animals) * # of Police Calls (non-violent) ### RELEVANT EQUALITY INDICATORS* * INDICATOR 9: Homeownership by race * INDICATOR 20: Home purchase loan denials by race * INDICATOR 21: Housing cost burden by income * INDICATOR 22: Youth homelessness by race * INDICATOR 23: Homelessness by veteran status * INDICATOR 24: Homelessness by disability status * INDICATOR 25: Rent burden by income * INDICATOR 26: Evictions by race * INDICATOR 27: Housing complaints by geography * INDICATOR 43: Food deserts by geography * INDICATOR 46: Vacant housing by geography * INDICATOR 51: HOAs and NAs by geography ### RELEVANT RESILIENT TULSA ACTIONS** * ACTION 04: Pilot “Healthy Places” place-based initiative * ACTION 06: Invest in neighborhoods through Neighborhood Action Plans * ACTION 12: Incentivize grocery store development in underserved communities. * ACTION 13: Develop a healthy food environment coalition. * ACTION 38: Create a Tulsa Housing Policy Director position ### VULNERABLE POPULATION GROUPS * Low-Income households * Racial and ethnic minority populations * Residents with limited English proficiency * Single-parent households * Older adults * Youth \*Equality Indicator reports are issued annually by the City of Tulsa. \*\*Resilient Tulsa Strategy was adopted by the City of Tulsa in 2018. # HEALTH & WELLNESS CONSIDERATIONS ## Poor Housing Quality | Health Impact | Associated Health Outcome | | :--- | :--- | | Harmful chemicals (lead, asbestos, mold, etc.) | Respiratory disease, poisoning, developmental delays, neurological changes | | Stress and depression from adverse environmental conditions | Increase in anxiety and depressive disorders | ### Tulsa Context The Tulsa County Assessor's office designates each residential property with a level of housing quality based on the materials and construction expertise used to build a structure. This scale ranges from A - Excellent, to E - Low. In Tulsa, most residential properties fall into the C or D quality level, with areas of A and B in the historic Midtown and Brookside areas, as well as in the far southwest of the city. North Tulsa and the area around 61st St. and Peoria Ave. are predominantly level D and E. These designations inform the assessment of property value and the corresponding ad valorem taxes. ### Policy Recommendations *HN.HW.1* Develop and support programs locally that can leverage funding for multi-unit and low-income housing improvement, including Rental Assistance Demonstration and Affordable Housing Trust Funds. *HN.HW.2* Explore housing rehabilitation codes that can allow home and property owners to make repairs to existing homes without fully bringing them up to code. *HN.HW.3* Where homes are in need of substantial rehabilitation, explore incentives to encourage redevelopment that preserves their ongoing habitability. *HN.HW.4* Support and expand programs that include home safety inspections and abatement for health concerns, including lead. ## Violent Crime | Health Impact | Associated Health Outcome | | :--- | :--- | | Violent altercations | Physical injury, death, decreased quality of life | | Stress and depression from adverse environmental conditions | Increased substance abuse, increase in domestic violence, anxiety, depressive disorders | ### Tulsa Context In 2020, there were a total of 4,741 violent crimes (homicide, rape, aggravated assault, and robbery) in Tulsa. This reporting includes 84 homicides, 401 rapes, 758 robberies, and 3,498 aggravated assaults. The highest rates of violent crime by ZIP code in Tulsa are in 74106 (26.6 crimes per 1,000 residents), 74120 (22.6 crimes per 1,000 residents), and 74110 (20.3 crimes per 1,000 residents). These three ZIP codes are located in north and northeast Tulsa. The ZIP codes with the lowest per-capita violent crime are 74114, 74132, and 74137, at 2.5, 2.1, and 2.0 crimes per 1,000 residents respectively. These areas include the Maple Ridge area, Tulsa Hills, and far south Tulsa. ### Policy Recommendations *HN.HW.5* Collaborate with social services agencies and other City departments to address root causes that lead to individual and group criminal activity. *HN.HW.6* Increase partnerships with local community organizations and schools to facilitate an increased interface between TPD and the public that is not based on ordinary patrol activities. *HN.HW.7* Develop and implement Micro-Area Police Plans in areas of the city with high rates of crime and low trust of police to establish collaborative relationships with residents to address crime in their neighborhoods. # Homelessness | Health Impact | Associated Health Outcome | | :--- | :--- | | Exposure to inhospitable environmental conditions | Frostbite, hypothermia, hyperthermia, open wounds, parasitic infections | | Lack of access to healthcare and personal health accommodations | Skin disorders, dental and periodontal disease, venereal diseases, mental illness, diabetes, hypertension, tuberculosis | ### Tulsa Context The annual point-in-time (PIT) count conducted in Tulsa documents people experiencing homelessness and the current sheltering status, including people in emergency shelters, safe havens, transitional housing, treatment centers, and unsheltered people. In 2015 the Tulsa PIT Count found 783 people experiencing homelessness, with 129 (16.5%) of those unsheltered. In 2020 this total count had increased by nearly 40% to 1,089 individuals, and the unsheltered population more than doubled to 266 individuals, or 24.4% of the counted population. This sharp increase in the past 5 years indicates that homelessness in Tulsa is increasing, and these increases strain what limited resources exist to provide shelter and services for these individuals. The COVID-19 pandemic complicated shelter service with new requirements for social distancing. ### Policy Recommendations *HN.HW.8* Continue collaboration between public agencies and homeless service providers to provide affordable housing, transitional housing, shelters, and services needed to support homeless persons. *HN.HW.9* Support the Housing First approach to combat and end homelessness. *HN.HW.10* Acquire and assign funding to address the range of services and needs of the local homeless population. # Housing Affordability | Health Impact | Associated Health Outcome | | :--- | :--- | | Less disposable income for health-improving choices | Increase in obesity, diabetes, chronic diseases, and malnutrition | ### Tulsa Context In Tulsa 48.6% of residents rent their homes, and 51.4% own. The median rent in 2019 was $827, while the average home value was $152,700, or an average monthly payment of $692 with a 20% down payment an 30-year mortgage term. 48.7% of renters are cost-burdened, or spend 30% of their gross income or more on their rent, while only 17.9% of owners are cost-burdened. This indicates that the housing options available to those who are not able to save up for a down payment are higher than for those who can, exacerbating a lack of affordable housing and stifling many families’ ability to purchase a home. ### Policy Recommendations *HN.HW.11* Conduct review of City of Tulsa Zoning Code and Zoning Map to identify feasible amendments, which would facilitate an increase in development of affordable housing. *HN.HW.12* Remove barriers to the development of missing middle housing types. *HN.HW.13* Identify funding and programs to assist low- and moderate-income households with the purchase and maintenance of a home. *HN.HW.14* Strategically locate affordable housing in areas that most benefit from existing public infrastructure and services. *HN.HW.15* Embed affordable housing goals and funding into Tax Increment Financing (TIF) and other public incentives, particularly in areas of high need. (blank page) ## FUNDING PRIORITIES Concerns about housing affordability and homelessness have increased dramatically in the past several years in Tulsa. Additionally, enforcement of City codes is needed to ensure existing neighborhoods are stable, safe, and attractive. In order to address these concerns additional funding is needed for programs and the personnel to implement planned changes. The largest capital needs are associated with the Affordable Housing Trust Fund, which is funded by City of Tulsa contributions as well as private donations. Initial funding has been acquired, but as the program continues to grow, its success will depend on consistent funding contributions to expand the program’s influence. Capital needs related to neighborhoods include beautification programs, as well as infrastructure improvement funds for sidewalks and neighborhood street repairs. Finally, Tulsa Code Enforcement personnel have capital needs related to their fleet vehicles and technology to more efficiently handle issues across the city. Operational and personnel needs include a need for more Code Enforcement officers and additional Neighborhood Liaisons within the Community Development & Housing diviision, the go-to department for residents who have problems that need solving in their neighborhoods. Funding is also needed to support the Vibrant Neighborhoods Partnership as additional neighborhoods are accepted into the program. Ensuring that residents have plenty of resources available to them will lead to greater satisfaction with the City government and stronger neighborhoods. Funding through federal programs like CDBG and HOME should be focused into these efforts to enhance their likelihood of success. Finally, additional funding and new programs are needed to help Tulsans experiencing homelessness. As housing becomes less affordable it becomes more difficult for the unhoused population to break the cycle of homelessness. ## REGIONALISM CONSIDERATIONS New residential development in Tulsa has shifted from predominantly greenfield subdivisions to an even split between greenfield and infill projects. As the Tulsa region developed over the past 70 years in a sprawl pattern there are fewer locations to expand subdivisions in a cost-effective way for developers. This has not slowed the growth pattern for surrounding suburban communities such as Broken Arrow, Owasso, Bixby, and Jenks. Indeed, many of the developers who built subdivisions in Tulsa have now shifted their investments to these surrounding communities. This means that the rules that were in place to facilitate this development pattern no longer address the issues of most concern for the current development paradigm in Tulsa. Many residents are concerned with the impact of new housing or other uses in existing neighborhoods and feel like there are not enough measures in place to ensure that development is sensitive to pre-existing conditions that make these places attractive for development in the first place. Compromise is often achievable through meaningful engagement of residents by the developer, and further guidance can be established through existing mechanisms like Historic Preservation overlay districts, Neighborhood Character overlay districts, or covenants. Tulsa is in a phase of culturing, where increased investments in existing areas can help them flourish, but not without consideration of existing context. This presents the opportunity to attract residents from surrounding communities back into Tulsa for an enhanced quality of life and city-living experience. # GLOSSARY OF TERMS **Accessory Dwelling Units (ADUs)** - A smaller, independent residential dwelling unit located on the same lot as a stand-alone detached home. **Affordable Housing** - Housing on which the occupant is paying no more than 30% of gross income for housing costs, including utilities. **Appraisal** - A valuation of property, such as real estate, by the estimate of an authorized person. Appraisals are typically used for insurance and taxation purposes or to determine a possible selling price for an item or property. **Beautification** - The action or process of improving the appearance of a place. **Bus Rapid Transit** - A bus-based public transport system designed to have better capacity and reliability than a conventional bus system. **Capital Improvements Plan (CIP)** - A community planning and fiscal management tool used to coordinate the location, timing, and financing of physical construction projects or permanent structural alterations or repairs to existing City assets. **Chronic Homelessness** - Used to describe people who have experienced homelessness for at least a year, or repeatedly, while struggling with a disabling condition such as a serious mental illness, substance use disorder, or physical disability. **Community Benefits Agreement** - A contract signed by community groups and a real estate developer that requires the developer to provide specific amenities and/or mitigations to the local community or neighborhood. **Community Development** - A process where community members are supported by agencies to identify and take collective action on issues which are important to them. **Community Development Block Grant (CDBG)** - A program of the U.S. Department of Housing and Urban Development, which funds local community development activities with the stated goal of providing affordable housing, anti-poverty programs, and infrastructure development. **Community Development Corporations (CDCs)** - A not-for-profit organization incorporated to provide programs, offer services and engage in other activities that promote and support community development. CDCs usually serve a geographic location such as a neighborhood or a town. **Community Development Financial Institutions (CDFIs)** - Private financial institutions dedicated to delivering responsible, affordable lending to help low-income communities. **Community Housing Development Organizations (CHDOs)** - A private nonprofit, community-based, service organization that has staff with the capacity to develop affordable housing for the community it serves. **Community Land Trust** - A nonprofit corporation that holds land on behalf of a community, while serving as the long-term steward for affordable housing and other community assets. **Continuum of Care (CoC)** - A regional or local planning body that coordinates housing and services funding for homeless families and individuals. **Default Judgment** - A binding judgment in favor of either party based on some failure to take action by the other party. Most often, it is a judgment in favor of a plaintiff when the defendant has not responded to a summons or has failed to appear before a court of law. **Detached House** - A free-standing residential building. **Displacement** - When residents of an area of forced to leave due to increases in housing costs that make the area unaffordable. **Emergency Shelter** - Any facility, the primary purpose of which is to provide a temporary shelter for the homeless in general or for specific populations of the homeless and which does not require occupants to sign leases or occupancy agreements. **Employer-Assisted Affordable Housing** - Housing assistance provided by an employer that may include down payment grants or loans, homeownership counseling and education, rental subsidies or direct investment in the construction of rental housing. **Equity** - Just and fair inclusion into a society in which all can participate, prosper, and reach their full potential. **Eviction** - The court-ordered removal of a tenant from the property where they reside due to nonpayment of rent, damages, illegal activity, violation of the terms of a lease, or if the landlord wishes to take possession of the property. **Fair Housing Laws** - The Fair Housing Act protects people from discrimination when they are renting or buying a home, getting a mortgage, seeking housing assistance, or engaging in other housing-related activities. Additional protections apply to federally-assisted housing. **Historic Preservation Overlay** - An overlay that supplements underlying zoning with the goal of preserving historical characteristics of an area. Substantial changes and new development have design guidelines in addition to the regulations of the underlying zoning, and cases are heard by the Tulsa Preservation Commission. **Historic Tax Credits** - An indirect federal subsidy to finance the rehabilitation of historic buildings with a 20 percent tax credit for qualified expenditures. **Historically Significant Sites** - An official location where pieces of political, military, cultural, or social history have been preserved due to their cultural heritage value. # GLOSSARY OF TERMS **HOME Funding** - Funding to states and localities to be used exclusively for affordable housing activities to benefit low-income households. **Housing Cost-Burdened** - When a household pays more than 30% of its income toward housing expenses. A household is said to be severely cost-burdened when it pays at least 50% of its income toward housing. **Housing First** - A policy that offers permanent housing as quickly as possible to homeless people, and other supportive services afterward. **Housing Succession** - The process of settling a deceased person’s estate and distributing the property to those who inherit after the debts are paid. **Housing Voucher (Project-Based and Choice)** - A voucher that can be spent on rented housing, such as Section 8 public housing in the United States. **Inclusionary Zoning** - Ordinances that require a given share of new construction to be affordable by people with low to moderate incomes. **Land Bank** - A governmental or nongovernmental nonprofit entity established, at least in part, to assemble, temporarily manage, and dispose of vacant land for the purpose of stabilizing neighborhoods and encouraging re-use or redevelopment of urban property. **Landlord** - The owner, lessor, or sublessor of a dwelling unit or the building of which it is a part, manufactured or mobile home site, space, or lot. **Low-Moderate Income Households** - Families and individuals whose Annual Incomes do not exceed eighty percent (80%) of the median family income or such other income limits as determined by HUD. **Median Sale Price** - The middle point for real estate prices, where half of sale prices are higher and half are lower. **Micro-Housing Communities** - Any residential structure, foundation built or on wheels, with full utilities (electric, water, sewer, etc.) and living facilities (kitchen, bed, bath, etc.) designed for full time occupancy that accommodates occupants at less than 300 square feet per person. **Missing Middle Housing** - Housing types with densities between detached houses and apartment buildings, such as duplexes, triplexes, quadplexes, and small apartment buildings. **Mixed-Income Housing** - Developments that comprise differing levels of affordability, with some units at market rate and others available to low-income households at below-market rates. **National Register of Historic Places** - Authorized by the National Historic Preservation Act of 1966, the National Park Service’s National Register of Historic Places is part of a national program to coordinate and support public and private efforts to identify, evaluate, and protect America’s historic and archeological resources. **Neighborhood Revitalization** - A collaborative approach to improve the quality of life for all residents in a neighborhood. Focus areas can include beautification, community, housing, health, and safety. **Neighborhood Statistical Boundaries** - A collection of Census geographies associated with a specific area that allows for tracking trends over time. **Overlay District** - A district layered on another land use district that supersedes, modifies, or supplements the underlying land use regulations. **Owner-Occupied** - When a residential property is occupied as the primary residence by the person or household that owns it. **Permanent Support Housing** - An intervention that combines affordable housing assistance with voluntary support services to address the needs of chronically homeless people. **Point in Time (PiT) Count** - An annual survey of homeless individuals in the United States conducted by local agencies called Continuums of Care (CoCs) on behalf of the US Department of Housing and Urban Development. **Rent Assistance** - Monetary help with rent that can come from a government agency or a nonprofit. **Serial Evictions** - Eviction proceedings being initiated for the same tenant several times in sequence, often due to system automation of large property management companies. **Tax-Increment Financing (TIF) Districts** - A public financing method that is used as a subsidy for redevelopment, infrastructure, and other community-improvement projects in a defined area. **Tenant** - Any person entitled under a rental agreement to occupy a dwelling unit. **Transitional Campgrounds/Rest Areas** - Places for temporary accommodation and access to services for those experiencing homelessness. **Transitional Housing** - Temporary housing for certain segments of the homeless population, set up to transition residents into permanent, affordable housing. **Warming Center** - A short-term emergency shelter that operates when temperatures or a combination of precipitation, wind chill, wind and temperature become dangerously inclement. **Zoning Code and Map** - The municipal ordinances that regulate land use and property design and the map that identifies the applicable zoning district for properties governed by the zoning code. ### RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Affordable Housing Strategy** – A City of Tulsa document completed in 2020 that is designed to guide policy, process, and decision making for housing in Tulsa. **Affordable Housing Trust Fund** - A city-wide fund for production or preservation of affordable housing through affordable rental housing development loans as well as grants for homebuyer assistance, landlord incentives, and rental assistance programs. **Community Development Division** - A division of the Department of City Experience that administers community and economic development programs and initiatives, supporting residents in creating economically viable and sustainable communities through neighborhood partnerships, housing programs, and community development initiatives. **Development Services Department** – A department of the City of Tulsa that promotes safety, livability, and economic growth through efficient and collaborative application of building and development codes. **Downtown and Surrounding Neighborhoods Housing Study** - A City of Tulsa study to comprehensively assess housing needs downtown and in the surrounding neighborhoods, and craft a holistic development and policy framework to guide equitable housing investments in the area. **Equality Indicators** - An annual report created through partnership between the City of Tulsa and the Community Service Council to measure and track disparities among subgroups of Tulsans over time. **Finance Department** – A department of the City of Tulsa that maintains the finances of the City. **Green Country Habitat for Humanity** - A Tulsa nonprofit organization that provides an array of programs to assist households in the purchase of a home. **Gold Star Landlord Program** – A free and voluntary City of Tulsa program that provides rewards and incentives for landlords who engage in the best rental practices. **Housing Solutions Tulsa** – A 501(c)(3) organization dedicated to building systems that make homelessness rare, brief and non-recurring in Tulsa, Oklahoma. Housing Solutions is the lead agency for the Tulsa County HUD funded Continuum of Care (CoC). **Inner-Dispersal Loop (IDL)** - The highway system that wraps around Tulsa’s downtown core. **Lead-Based Paint Hazard Reduction Program** - A federal program to identify and control lead-based paint hazards in eligible privately owned housing for rental or owner-occupants. **Municipal Courts Department** - A court of record, authorized under City Ordinance and jurisdiction in the City of Tulsa that is responsible for misdemeanor traffic, parking, and criminal offenses, as well as code violations for health, fire, animal, and zoning violations. **Neighborhood Character Overlay** - A zoning overlay that establishes zoning regulations that are intended to promote the development of compatible infill housing in established neighborhoods. **Neighborhood Infill Overlay (NIO)** - A zoning overlay that modifies allowable building types and site design constraints in order to facilitate the development of missing middle housing. **Neighborhood Inspections** - A division of the Department of City Experience that enforces regulations that are a part of the zoning code or nuisance ordinances. **Neighborhood Liaisons** - Employees within the Working In Neighborhoods Department at the City of Tulsa who coordinate with neighborhoods and their representatives to connect them with City services and resources. **Neighborhood Toolkit** - A toolkit created by the Tulsa Planning Office that offers information on how to organize a neighborhood, launch projects, celebrate with neighborhood events, access resources, and more. **Office of Resilience & Equity** - An office within the Department of City Experience that works to achieve equality for all Tulsans through partnership building, education, cultural awareness, and advocacy. **Oklahoma Residential Landlord and Tenant Act** - The Oklahoma statute that outlines regulations for landlords and tenants. **Public Works Department** - A department of the City of Tulsa that is responsible for planning, directing and coordinating the construction and maintenance of streets and public facilities, managing all related engineering services, and maintaining stormwater systems. **Tax Delinquency Auction** - A recurring Tulsa County Treasurer’s auction for the sale of real estate for non-payment of ad valorem property taxes or non-payment of special assessments, such as cleaning and mowing. **Tulsa Authority for Economic Opportunity (TAEO)** - A 13-member authority, also known as Partner Tulsa, that merges the former Mayor’s Office of Economic Development, the Tulsa Industrial Authority, the Tulsa Parking Authority, and the Economic Development Commission which aims to provide a more efficient and effective economic development process for both the city and those hoping to do business in Tulsa. **Tulsa Health Department (THD)** – The primary public health agency for Tulsa County residents, including 13 municipalities and four unincorporated areas. RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Tulsa Housing Authority (THA)** - An agency that provides publicly assisted housing, including traditional public housing, mixed-finance sites and housing vouchers. Currently, THA provides assistance to more than 20,000 individuals, or 7,200 families. **Tulsa Planning Office** - A division of the Department of City Experience that administers the zoning and planning process for the City of Tulsa. **Unified Design Guidelines** - Guidelines for design for properties located in an historic preservation zoning overlay. **Vibrant Neighborhoods Partnership** - The Department of City Experience’s community-driven program to holistically improve neighborhood infrastructure and enjoyment through targeted public support and service delivery in collaboration with neighborhood residents. **Water & Sewer Department** - A department of the City of Tulsa that manages, operates, and maintains the City’s water and wastewater systems. # SOURCES AND REFERENCES ### Subject Matter Experts and Relevant Plans Tulsa Development Authority Tulsa Public Schools Tulsa Housing Authority Mental Health Association of Oklahoma Capital Homes Gurustu Communities Greater Tulsa Association of Realtors Legal Aid of Oklahoma Impact Tulsa Restore Hope Neighborhood Alliance OKC Crossover Community Impact Strong Neighborhoods, OKC Tulsa Historical Society Tulsa Health Department Growing Together Homebuilders Association of Greater Tulsa City Lights Green Country Habitat for Humanity Working In Neighborhoods Department (WIN) Leadership Tulsa Oklahoma Policy Institute ### Community Engagement Activities All engagement activities that went into the development of the following plans: * Affordable Housing Strategy (2020) * Downtown and Surrounding Neighborhoods Housing Study (2020) Housing and Neighborhoods Policy Survey Neighborhood Infill Public Meeting Local Homebuilder Roundtable Discussions Resident Input Sessions Resident Input Survey Resident Input Emails and Phone Calls ### Plans Reviewed and Incorporated Affordable Housing Strategy (2020) Downtown and Surrounding Neighborhoods Housing Study (2020) Statewide Affordable Housing Market Study (2015) City of Tulsa Consolidated Plan (2020) Resilient Tulsa Strategy (2018) Small Area Plans (Crutchfield, Southwest Tulsa, Unity Heritage Neighborhoods, Arena District Master Plan, Kendall-Whittier Sector Plan, Crosbie Heights, West Highlands/Tulsa Hills, Downtown Walkability Study, Pearl District) ### Selected City Metrics Table DP04 2019: ACS 1-year estimates data profiles ### Equity and Resilience Considerations & Health and Wellness Considerations Taylor, Lauren. Housing And Health: An Overview Of The Literature. 7 June 2018. . "The State of the Nation's Housing 2019." Joint Center for Housing Studies of Harvard University, 2019, https://www.jchs.harvard.edu/sites/default/files/Harvard_JCHS_State_of_the_Nations_Housing_2019.pdf. "The Long Wait for a Home." National Low Income Housing Coalition, 2016, https://nlihc.org/sites/default/files/HousingSpotlight_6-1_int.pdf. Braveman, Paula, et al. Housing and Health. Robert Wood Johnson Foundation, May 2011, https://www.rwjf.org/content/dam/farm/reports/issue_briefs/2011/rwjf70451. “Crime and Violence.” Crime and Violence | Healthy People 2020, Office of Disease Prevention and Health Promotion, 2020, https://www.healthypeople.gov/2020/ topics-objectives/topic/social-determinants-health/interventions-resources/ crime-and-violence. Neighborhoods and Violent Crime. US Department of Housing and Urban Development Office of Policy Development and Research, 2016, https://www.huduser.gov/portal/ periodicals/em/summer16/highlight2.html. “2018 Ahar: Part 1 - Pit Estimates of Homelessness in the U.S.” HUD Exchange, 2018, https://www.hudexchange.info/ resource/5783/2018-ahar-part-1-pit-estimates-of-homelessness-in-the-us/. “Housing.” National Alliance to End Homelessness, 27 Jan. 2020, https:// endhomelessness.org/homelessness-in-america/what-causes-homelessness/housing/. “Income.” National Alliance to End Homelessness, 19 Feb. 2020, https:// endhomelessness.org/homelessness-in-america/what-causes-homelessness/ incomeinequality/. “Domestic Violence.” National Alliance to End Homelessness, January 2020, https:// endhomelessness.org/homelessness-in-america/what-causes-homelessness/ domestic-violence/. “Racial Inequality.” National Alliance to End Homelessness, January 2020, https:// endhomelessness.org/homelessness-in-america/what-causes-homelessness/inequality/. “Health.” National Alliance to End Homelessness, March 2019, https://endhomelessness. org/homelessness-in-america/what-causes-homelessness/health/. Gambatese , Melissa, et al. “Programmatic Impact of 5 Years of Mortality Surveillance of New York City Homeless Populations.” American Journal of Public Health, U.S. National Library of Medicine, 20 Nov. 2013, https://pubmed.ncbi.nlm.nih.gov/24148068/. Institute of Medicine (US) Committee on Health Care for Homeless People. “Health Problems of Homeless People.” Homelessness, Health, and Human Needs., U.S. National Library of Medicine, 1 Jan. 1988, https://www.ncbi.nlm.nih.gov/books/NBK218236/. Bharel, Monica, et al. “Health Care Utilization Patterns of Homeless Individuals in Boston: Preparing for Medicaid Expansion under the Affordable Care Act.” American Journal of Public Health, U.S. National Library of Medicine, 2013, https://pubmed.ncbi.nlm.nih. gov/24148046/. Kulik, Dina M, et al. “Homeless Youth’s Overwhelming Health Burden: A Review of the Literature.” OUP Academic, Oxford University Press, 1 June 2011, https://doi. org/10.1093/pch/16.6.e43. “Children and Families.” National Alliance to End Homelessness, 31 Mar. 2021, https:// endhomelessness.org/homelessness-in-america/who-experiences-homelessness/ children-and-families/. Cutuli, J.J., et al. “Adversity and Children Experiencing Family Homelessness: Implications for Health.” Taylor and Francis Online, Journal of Children and Poverty, 3 July 2016, https://doi.org/10.1080/10796126.2016.1198753. “Effects of Poverty, Hunger and Homelessness on Children and Youth.” American Psychological Association, American Psychological Association, 2009, https://www.apa. org/pi/families/poverty. Braveman, Paula, et al. “Housing and Health.” Build Healthy Places, Robert Wood Johnson Foundation, May 2011, https://www.buildhealthyplaces.org/content/uploads/2017/09/ rwjf70451.pdf. Harkness, Joseph, and Sandra J Newman. “Housing Affordability and Children’s WellBeing: Evidence from the National Survey of America’s Families.” Taylor & Francis, Housing Policy Debate, 2005, https://www.tandfonline.com/doi/abs/10.1080/10511482 .2005.9521542. https://pave.hud.gov/sites/pave.hud.gov/files/documents/PAVEActionPlan.pdf ### Photos Jeffries, Daniel. Riverview Neighborhood. Tulsa, OK. 2021. Page 2. Jeffries, Daniel. Single Family. Tulsa, OK. 2021. Page 3. Jeffries, Daniel. Multi-Family. Tulsa, OK. 2021. Page 4. Pierson, Jamie. Tipton Garden Mural. Tulsa, OK. 2021. Page 7 Jeffries, Daniel. Eugene Fields. Tulsa, OK. 2021. Page 8. Jeffries Daniel. Apartments. Tulsa, OK. 2021. Page 9. O’Connell, Alex. Home For Sale. Tulsa, OK. 2021. Page 10. Jeffries, Daniel. Townhomes. Tulsa, OK. 2021. Page 11. O’Connell, Alex. Tulsa Day Center. Tulsa, OK. 2021. Page 12. Jeffries, Daniel. Tulsa Home. Tulsa, OK. 2021. Page 13. (blank page) planitulsa # communities <

> # TABLE OF CONTENTS ### 245-247 INTRODUCTION ### 248-253 GOALS & STRATEGIES ### 254-263 ACTION TABLE ### 264-271 CONTEXTS a. selected city comparison b. equity & resiliency c. health & wellness d. funding priorities e. regionalism ### 272-275 GLOSSARY ### 276-277 SOURCES & REFERENCES # chapter 6 communities ## INTRODUCTION Communities thrive on trust, access to information, and consistent opportunities for collaboration and feedback with their civic institutions. Strong communication and inclusive engagement locally contribute to a responsive government and an informed base of community members willingly and actively involved in decision-making processes. For Tulsans, the desire to contribute to the public process in a meaningful way is evident through a strong local base of neighborhood and advocacy organizations, as well as the recent initiatives of Resilient Tulsa and Equality Indicators, which gathered feedback and contributions from more than 2,000 Tulsans. These two recent strategic analyses and recommendations created a collaborative vision for addressing inequities across the city, while providing a statistical framework for evaluating progress. To further inform the community vision with strategies and specific actions for enhancing public participation, more than 40 local stakeholder groups, who advocate for civic involvement, social justice, and equitable public service delivery were consulted for recommendations. Through one-on-one conversations, innovative and unique ideas were shared on how to broaden engagement efforts and decision-making processes in an adaptable and Tulsa-specific way. <

> Tulsa has a wide diversity of communities representing many different cultures and histories. All of these communities deserve to feel represented by local government and to benefit from community investments. ### Accessible Civic Processes Local government is the most accessible level of government for most residents of the United States; however, there are still barriers to participation, particularly for vulnerable population groups. While much progress has been made to increase accessibility for people with disabilities since the passage of the Americans with Disabilities Act (ADA) in 1991, many limitations still exist. This is especially pronounced in digital spaces, where accessibility is more difficult to ensure than in the physical world, where standards for design manifest in facilities that are visible to everyone. Web-based interactions with local government present the opportunity for residents to engage with the City on their own timeframe, rather than traveling to City Hall or attending a public meeting. Title II of the ADA outlines guidance on what constitutes an accessible web-based interface. As many people with disabilities use assistive technology to use computers, such as screen readers, text enlargement software, and specialized software to allow people to control a computer by voice command, it is critical that the City’s websites are enabled to accommodate these tools. Images on websites should include a text equivalent, as assistive software cannot describe an image. This is not limited to photographs, but also graphs, charts, or any image that communicates pertinent data. Documents, such as agendas and plans, should be posted in accessible formats. Other technologies, such as hearing loops, can be installed in public facilities, especially meeting rooms and the City Council chambers, to allow people with hearing disabilities to more clearly understand conversations that affect their city. Ability is not the only limiting factor for accessibility in civic processes. Many Tulsans have limited English proficiency, and may speak Spanish, Zomi, Hmong, or any number of other languages in their home. Multi-lingual documents, surveys, agendas, and meetings can break down language barriers and allow residents for whom English is not their primary language to be more engaged and able to advocate for themselves, their neighborhoods, and their communities. Translation services are a substantial need, and as Tulsa continues to diversify, these services should be a part of the local government employee-base, rather than departments relying on outside contract services. Until that time, departments need funding to work with translation service providers in the community. The COVID-19 pandemic led to a new paradigm in public meetings, with online options becoming a much more viable approach for many activities. In some ways, Internet-based engagement is more accessible than in-person engagement. Travel costs, day care costs, and the amount of time needed to participate are dramatically reduced, making it easier for residents with Internet access to participate; however, not all Tulsans have access to the Internet, so more traditional formats, such as in-person meetings, still play an important role in engagement. <

> The City of Tulsa's naturalization ceremonies are a regular celebration of Tulsans of all origins become citizens of the United States. ### A Welcoming City The City of Tulsa, recognizing the consistent increases in foreign-born residents, has developed programs in order to become a more welcoming city. Immigrants make up a substantial portion of recent population growth in Tulsa, diversifying the local demographic, cultural, and employment landscape. More than 70% of Tulsa's immigrant population is between the ages of 25 and 64, the prime age to participate in the workforce. This contrasts with US-born residents, where only 50% are in this age group. The future of Tulsa's local economy depends heavily on immigration, and it is imperative that the city continues to be an attractive destination, with focused efforts to make immigrants feel welcome, included, and empowered to pursue economic mobility and civic participation. The New Tulsans Initiative was established to focus the City's efforts to be a welcoming place for immigrants. This program has a "Welcoming Plan," or a comprehensive road map to build a more cohesive and equitable Tulsa, that fosters connections between immigrants and long-term residents. The plan covers five key topics: civic engagement, economic development, education, health, and public safety. Key ideas in this plan include: promoting opportunities for immigrants to engage with and be a part of City of Tulsa authorities, boards, and commissions, as well as other leadership opportunities; connecting immigrants with employment opportunities and job training; ensuring health services and education are available in ways that accommodate language and cultural needs; and that public safety staff at the City should be prepared to engage immigrant communities using best practices. ### An Engaged Community Tulsa has an impressive array of community organizations that represent a variety of residents, many of whom are vulnerable to acute shocks and chronic stressors. Often, vulnerable population groups can be difficult for the City to reach, but the web of community organizations that provide services to these populations present opportunities for getting the word out and connecting government officials and staff with these residents. Through the update process for this plan, many new relationships were established that have already been shown to increase participation from difficult-to-reach groups; however, there are populations and geographic areas where engagement difficulties persist. City of Tulsa staff can use data analysis to identify areas where engagement efforts have been less successful, identify champions, and work with them to establish trust and lines of communication for future engagement efforts. Earnest effort on the part of the City of Tulsa is necessary to truly achieve an engaged community. # KEY IDEAS ### Subject Matter Experts The Tulsa Planning Office staff team met with more than 40 community organizations who represent vulnerable and historically under-represented populations to learn how the City can better communicate and engage with these groups. Key takeaways covered in these conversations include: * All residents should be able to fully participate in civic life by increasing access to leadership and decision-making spaces and processes. * Opportunities for civic participation should be accessible to all residents in terms of location, time, language, and accessibility. * Elections and democratic processes should be widely communicated, transparent, and accessible. * Municipal operations and processes should be effectively and equitably communicated to residents. * Tulsa should be a city that promotes the safety, prosperity, and integration of immigrants, refugees, and their families. * The City of Tulsa should foster meaningful partnerships with its community groups and local organizations. * The City of Tulsa should be accountable to the public by relying on thoughtful data and public input to continuously improve the process of civic engagement. ### Community Members Through numerous public engagement efforts, residents of Tulsa provided a great deal of input, much of which was in alignment with what was heard from subject matter experts. Key ideas heard through community engagement include: * Meeting times are a challenge for public participation. * The use of community centers and institutions for public meetings should be prioritized to increase public participation. * City communications can be difficult to navigate and should be simplified to improve community engagement. * Inclusive language and communications should be used to convey important information and while speaking in a public meeting. * Social media is a preferred platform to receive information from the City of Tulsa. * Transparency should be highly prioritized in City of Tulsa communications, policy making, and planning activities. # Goal 1 ### All residents are able to fully participate in civic processes by increasing access to decision-making spaces and embedding dignity and respect into civic interactions. To better reflect the ideals of the diverse populations in Tulsa, efforts should be made to ensure inclusivity. Public participation in civic processes is critical to civic processes, and decision-making spaces should be made accessible regardless of age, ability, race, ethnicity, gender, sexual orientation, income, immigration status, or neighborhood. ### Strategy 1.1 Maintain the highest standards of respect and dignity in conversations, civic processes, and interactions with community members. ### Strategy 1.2 Continue to increase diversity and inclusion in City leadership, staff, and on appointed authorities, boards, and commissions. ### Strategy 1.3 Prioritize public safety in civic spaces with an understanding of a range of community perceptions of safety and security. ### Strategy 1.4 Increase access to and awareness of public services that are available to residents. <

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> # Goal 2 ### Opportunities for civic participation are broadly available to all residents in terms of location, time, language, and accessibility. Tulsa’s diversity is a strength, and with that comes a need for creative approaches to engagement and civic involvement that thoughtfully accommodate the unique needs of different population groups. City of Tulsa departments should continue to make conscious efforts to engage with and increase participation from historically under-represented communities in Tulsa. This will lead to more equitable outcomes in the community, and a more informed decision-making process that better meets the needs of all Tulsans. ### Strategy 2.1 Work to improve and increase the outreach, engagement, and representation of all residents. ### Strategy 2.2 Develop procedures and standards for City departments to have meaningful engagement of traditionally disenfranchised populations experiencing barriers to participation. ### Strategy 2.3 Elevate community voices in the development of methods the City of Tulsa can use to engage residents of under-represented populations. # Goal 3 ### The City of Tulsa ensures that data is accessible, accurate, and secure, and that residents’ data privacy is respected. As technology and data become increasingly significant in the modern world, it is critical that the City of Tulsa ensures proper use of information to inform decision-making, improve fiscal management, and increase transparency and accountability to residents. Hacking and ransomware attacks have become an increasing threat to City operations, and it is essential that these efforts are averted. ### Strategy 3.1 Ensure that data given to the City by employees and residents is secure and that personal privacy is not compromised. ### Strategy 3.2 Strengthen data governance standards at the City that improve data access and organization, usage accuracy and efficiency, security, and provenance. ### Strategy 3.3 Increase transparency into City budgeting and operations through the publication of regular recurring data reports. ### Strategy 3.4 Strengthen defenses against the threat of unauthorized access, corruption, or theft of data held by the City. ### Strategy 3.5 Communicate the role and use of data within public decision making processes in an approachable and accessible manner. <

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> # Goal 4 ### Municipal operations, processes, and interactions are communicated equitably to residents through effective and appropriate platforms, tools, and communications systems. In order to achieve a more equitable Tulsa, it is critical that the City of Tulsa prioritizes accessible public events, processes, and information. This includes being prepared to accommodate residents of all abilities, as well as dedicating personnel and operational funding for multilingual communications. ### Strategy 4.1 Increase access to public hearings, processes, and documents through the production of communications materials in multiple languages. ### Strategy 4.2 Frequently review and update City of Tulsa communications resources for accessibility based on language and disability needs. ### Strategy 4.3 Develop internal guidance and resources to increase the consistency and reach of City of Tulsa communications. # Goal 5 ### The City of Tulsa works to ensure the welfare of its community members through strategies for social cohesion that are culturally responsive, accessible, and welcoming to all residents regardless of age, ability, race, ethnicity, gender, sexual orientation, income, immigration status, or neighborhood. The City of Tulsa should seek to increase mutual respect and solidarity among the residents of Tulsa. Community events and activities should encourage diverse groups of Tulsans to work together to reach common goals, strengthen community cohesion, and promote involvement among people of all backgrounds. #### Strategy 5.1 Support efforts that help neighborhoods thrive and bring communities together in public and private spaces. #### Strategy 5.2 Support initiatives for youth to meaningfully be involved in community and civic processes. #### Strategy 5.3 Provide opportunities for older residents to leverage their experience and contribute to their communities though volunteering and intergenerational engagement. #### Strategy 5.4 Encourage collaboration between diverse groups and public safety agencies to strengthen trust and ensure social stability, security, and justice. #### Strategy 5.5 Ensure that immigrants have equitable access to education, economic opportunity, support services, and opportunities for cultural expression. <

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> # Goal 6 ### The City of Tulsa cultivates meaningful, lasting, and effective partnerships with community groups and local organizations. No single organization can address all of the needs of vulnerable populations in Tulsa, but through collaboration and mutual respect, progress can be achieved. The City of Tulsa should continue to create lasting partnerships with a variety of community organizations to collaborate on City initiatives, while meaningfully engaging with Tulsans, especially those in communities that have been historically underserved. ### Strategy 6.1 Create and maintain a network of community partners for collaboration on City initiatives. ### Strategy 6.2 Maintain positive relationships with partners through transparency and open communication. ### Strategy 6.3 Prioritize partnerships and collaborative efforts that address the needs of traditionally underserved and vulnerable populations. # ACTION TABLE This table includes the goals and strategies outlined in the previous pages with specific actions that will help to achieve the intent of the goals and strategies. Each specific action includes what type of action it is and what parties should be involved in order to implement the action. All of these goals, strategies, and actions are derived from engagement with the Tulsa community and subject matter experts, past planning efforts conducted by the City of Tulsa and partner agencies, best practices from cities across the United States, and research and data analysis conducted by Tulsa Planning Office staff. Any action taken to implement a specific strategy or action included in this table or a policy recommended elsewhere in this chapter will be in accord with Oklahoma law. | OVERARCHING GOAL | | :--- | | **GENERAL STRATEGY** | | **SPECIFIC ACTION** | <

> | Action ID | Action Required | Action Type | Involved Parties | | :--- | :--- | :--- | :--- | | **CO 1** | **All residents are able to fully participate in civic processes by increasing access to decision-making spaces and embedding dignity and respect into civic interactions.** | | | | CO 1.1 | Maintain the highest standards of respect and dignity in conversations, civic processes, and interactions with community members. | Strategy | Multiple | | CO 1.1.1 | Develop and facilitate customer service standards and expectations for City staff and elected officials. | Policy | Communications
Office of Resilience & Equity | | CO 1.1.2 | Provide and continually assess training and resources for all City staff on equity, including topics such as cultural competency and implicit bias. | Policy | Office of Resilience & Equity | | CO 1.1.3 | Develop racial equity trainings and continue the facilitation of equity dialogues as a way to engage community members on topics of race, racism, and racial equity. | Engagement | Office of Resilience & Equity | | Action ID | Action Required | Action Type | Involved Parties | | :--- | :--- | :--- | :--- | | CO 1.2 | Continue to increase diversity and inclusion in City leadership, staff, and on appointed authorities, boards, and commissions. | Strategy | Office of Resilience & Equity | | CO 1.2.1 | Post and circulate openings for authorities, boards, and commissions to a maintained list of diverse and inclusive community organizations. | Policy | Office of Resilience & Equity | | CO 1.2.2 | Work with Title 5 Commissions and other community partners, including Oklahomans for Equality, the YWCA, and Leadership Tulsa to develop procedures for recruiting new and diverse members. | Partnership | Office of Resilience & Equity | | CO 1.2.3 | Ensure youth are involved in meaningful ways in City government, such as through the Youth Council or through involvement in the City’s authorities, boards, and commissions. | Program | Office of Resilience & Equity | | CO 1.2.4 | Develop goals for the makeup of authorities, boards, and commissions based on a variety of demographic and socioeconomic factors, and annually publish progress. | Policy | Office of Resilience & Equity | | CO 1.3 | Prioritize public safety in civic spaces with an understanding of a range of community perceptions of safety and security. | Strategy | Multiple | | CO 1.3.1 | Invest in training and programming for public safety staff on working with diverse populations, as well as incorporating trauma-informed care and processes. | Personnel | Tulsa Fire Dept. Tulsa Police Dept. | | CO 1.3.2 | Continue to prioritize individuals who are bilingual, and work to provide incentives for current City staff to expand language capacity as outlined in the Language Access Policy. | Personnel | City of Tulsa | | CO 1.4 | Increase access to and awareness of public services that are available to residents. | Strategy | Multiple | | CO 1.4.1 | Facilitate the Mobile City Hall program to provide access to City services and assistance in every Council district. | Program | Customer Care Center | | Action ID | Action Required | Action Type | Involved Parties | | :--- | :--- | :--- | :--- | | CO 1.4.2 | Research and develop exposure programs such as “meet your neighbor” to promote better information, education, and connections between community members of different backgrounds. | Program | Office of Resilience & Equity Communications | | CO 1.4.3 | Co-locate service and resource organizations in City facilities to increase access to community support services. | Policy | City of Tulsa | | **CO 2** | **Opportunities for civic participation are broadly accessible to all residents, in terms of location, time, and language, and support the engagement of individuals with a variety of abilities and limitations on participation.** | | | | CO 2.1 | Improve and increase the outreach, engagement, and representation of all residents. | Strategy | Multiple | | CO 2.1.1 | Identify, create and implement feedback mechanisms on the City of Tulsa’s communications strategies and operations. | Program | Office of Resilience & Equity Communications | | CO 2.1.2 | Create a database of translation services and support representatives from community organizations and within City departments for in-person, over-the-phone, and written material translation. | Policy | Communications | | CO 2.1.3 | Ensure all authorities, boards, and commissions have stated purposes, schedules, and restrictions on the City of Tulsa’s website and work to more regularly communicate about the City’s ABCs. | Policy | Mayor’s Office Communications | | CO 2.1.4 | Explore how to remove barriers for residents to increase community engagement in events and activities, such as child care, food, and translation services. | Policy | City of Tulsa | | CO 2.2 | Develop procedures and standards for meaningful engagement of traditionally disenfranchised populations experiencing barriers to participation. | Strategy | Multiple | | CO 2.2.1 | Encourage relevant City department to maintain a unique Community Involvement & Engagement Plan in collaboration with The Mayor’s Office of Resilience & Equity and the Communications Department. | Planning | Mayor’s Office Office of Resilience & Equity City Departments | | Action ID | Action Required | Action Type | Involved Parties | | :--- | :--- | :--- | :--- | | CO 2.2.2 | Pair digital opportunities for outreach and engagement with strategic in-person and printed opportunities to participate. | Policy | City Departments | | CO 2.3 | Elevate community voices in the development of methods the City of Tulsa can use to engage residents of under-represented populations. | Strategy | Multiple | | CO 2.3.1 | Work with community partners to identify new, unique, and culturally-accessible engagement techniques. | Policy | Communications
Office of Resilience & Equity | | CO 2.3.2 | Work with community partners to provide satellite locations, when feasible, where community members can can participate participate in online meetings if they do not have access to the Internet. | Policy | Communications | | **CO 3** | **The City of Tulsa ensures that data is accessible, accurate, and secure, and that residents’ data privacy is respected.** | | | | CO 3.1 | Ensure that data given to the City by employees and residents is secure and that personal privacy is not compromised. | Strategy | Multiple | | CO 3.1.1 | Minimize the collection and processing of Personally Identifiable Information (PII) to only what is needed to provide public services and conduct City business. | Policy | City of Tulsa | | CO 3.1.2 | Provide information and notice about how personal information is collected and used by the City. | Policy | OPSI | | CO 3.1.3 | Establish retention standards that define time frames after which personal information is deleted or deidentfied. | Policy | IT
OPSI | | CO 3.2 | Strengthen data governance standards at the City that improve data access and organization, usage accuracy and efficiency, security, and provenance. | Strategy | Multiple | | CO 3.2.1 | Clearly define what data belongs to what City department and establish access policies that require stated approval from the governing department. | Policy | OPSI
IT | | Action ID | Action Required | Action Type | Involved Parties | | :--- | :--- | :--- | :--- | | CO 3.2.2 | Establish clear protocols and information-sharing agreements with outside entities to follow the City’s own privacy standards. | Policy | OPSI | | CO 3.2.3 | Institutionalize a data governance oversight committee that ensures compliance with policies in each City department. | Policy | City of Tulsa | | CO 3.3 | Increase transparency into City budgeting and operations through the publication of recurring data reports. | Strategy | Multiple | | CO 3.3.1 | Establish metrics to evaluate City departments’ progress towards achieving publicly-stated objectives. | Analysis | OPSI City Departments | | CO 3.3.2 | Publicize recurring reports detailing departments’ progress towards established metrics. | Policy | OPSI | | CO 3.3.3 | Develop and facilitate educational and skills training programs for City staff to increase data use and performance capacity. | Personnel | OPSI | | CO 3.4 | Strengthen defenses against the threat of unauthorized access, corruption, or theft of data held by the City. | Strategy | IT | | CO 3.4.1 | Provide training to City employees to identify vulnerabilities, phishing and other scams, and how to report these instances to the appropriate authorities. | Personnel | IT | | CO 3.4.2 | If a breach occurs, take reasonable steps to investigate, and notify individuals whose information was affected, and provide guidance steps to take to limit further damage | Policy | IT | | CO 3.5 | Communicate the role and use of data within public decision making processes in an approachable and accessible manner. | Strategy | Multiple | | CO 3.5.1 | Consistently update available data on the Open Tulsa Data Portal, and frequently circulate open data suggestion opportunities. | Policy | City of Tulsa | | Action ID | Action Required | Action Type | Involved Parties | | :--- | :--- | :--- | :--- | | CO 3.5.2 | Continue to create accessible mapping services for the public to understand project descriptions, costs, and progress on locally funded projects. | Technology | Public Works
Tulsa Planning Office
OPSI
Communications | | CO 3.5.3 | Explain data and analysis terminology to streamline language and promote expanded understanding of how data is used in civic processes. | Policy | OPSI
Communications | | **CO 4** | **Municipal operations, processes, and interactions are communicated equitably to residents through effective and appropriate platforms, tools, and communications systems.** | | | | CO 4.1 | Increase access to public hearings, processes, and documents through the production of communications materials in multiple languages. | Strategy | Multiple | | CO 4.1.1 | Create a language access policy for all City departments. | Policy | City of Tulsa | | CO 4.1.2 | Assess language needs through analysis, interdepartmental coordination, and external stakeholder engagement. | Policy | Communications
Office of Resilience & Equity | | CO 4.1.3 | Evaluate the ability to expand the distribution of mailed notices of land use and zoning changes to include renters. | Policy | Tulsa Planning Office
Development Services | | CO 4.1.4 | Utilitze the City’s Language Access Policy to assess all points of contact (telephone, in-person, mail, electronic communication, etc.) staff has with the public and individuals with limited English proficiency to determine what documents and information are vital to be translated. | Policy | Communications
Customer Care Center | | CO 4.2 | Frequently review and update City of Tulsa communications resources for accessibility based on language and disability needs. | Strategy | Multiple | | CO 4.2.1 | Create a forum for non-English speakers and residents with disabilities to help identify areas for accessibility improvement on City of Tulsa websites. | Policy | Office of Resilience & Equity
Communications
City Departments | | CO 4.2.2 | Develop guidance and standards for City departments to update their websites in ways that increase accessibility. | Policy | Communications | | Action ID | Action Required | Action Type | Involved Parties | | :--- | :--- | :--- | :--- | | CO 4.2.3 | Update frequently used public communications systems, like 311, to enhance ease and convenience of access. | Policy | Customer Care Center | | CO 4.3 | Develop internal guidance and resources to increase the consistency and reach of City of Tulsa communications. | Strategy | Multiple | | CO 4.3.1 | Continue to utilize applicable social media platforms for public information and work to ensure collaboration across departments on messaging and branding. | Policy | Communications | | CO 4.3.2 | Continue to partner with community organizations to develop context-sensitive communication methods for dispersing information and receiving feedback from traditionally underserved or underreached populations. | Partnership | Communications Office of Resilience & Equity Community Development Tulsa Planning Office | | **CO 5** | **The City of Tulsa works to ensure the welfare of its community members through strategies for social cohesion that are culturally responsive, accessible, and welcoming to all residents regardless of age, race, ethnicity, gender, sexual orientation, income, immigration status, or neighborhood.** | | | | CO 5.1 | Support efforts that help neighborhoods thrive and bring communities together in public and private spaces. | Strategy | Multiple | | CO 5.1.1 | Analyze and address regulatory barriers to participatory public art, activities, and space activation. | Planning | Tulsa Planning Office | | CO 5.1.2 | Research, acquire, and disperse funding to support community and neighborhood-led activities and events. | Planning | Tulsa Planning Office Community Development | | CO 5.1.3 | Support continuous programming of festivals, cultural events, and occasions that celebrate all of Tulsa's many cultures. | Policy | City of Tulsa | | CO 5.2 | Support initiatives for youth to meaningfully be involved in community and civic processes. | Strategy | Multiple | | CO 5.2.1 | Work with youth-focused partners to increase youth involvement and engagement in public processes, including the dissemination of youth surveys and the planning of youth-focused events and activities. | Policy | Office of Resilience & Equity Communications | | Action ID | Action Required | Action Type | Involved Parties | | :--- | :--- | :--- | :--- | | CO 5.2.2 | Create programs that involve youth in civic and planning processes and projects, and encourage strategic public problem solving. | Program | Tulsa Planning Office Office of Resilience & Equity | | CO 5.3 | Provide opportunities for older residents to leverage their experience and contribute to their communities though volunteering and intergenerational engagement. | Strategy | Multiple | | CO 5.3.1 | Form a partnership between the City of Tulsa Park and Recreation Department and the INCOG Area Agency on Aging to create programming, events, and facilities for older adults to promote active lifestyles and community interaction. | Partnership | Tulsa Parks INCOG AAA | | CO 5.3.2 | Strengthen the Serve Tulsans program to connect residents with volunteer opportunities to assist and support older adults. | Program | Community Development | | CO 5.4 | Encourage collaboration between diverse groups and public safety agencies to strengthen trust and ensure social stability, security, and justice. | Strategy | Multiple | | CO 5.4.1 | Promote community policing through regular meetings between officers and the minority and immigrant neighborhoods they protect to discuss needs, build trust, and collaborate on strategy implementation. | Engagement | Tulsa Police Dept. | | CO 5.4.2 | Support efforts to recruit diverse, bilingual, and non-traditional candidates to the Tulsa Police Department. | Personnel | Tulsa Police Dept. | | CO 5.4.3 | Create an online forum for communicating and collecting feedback from community members regarding safety in their neighborhoods. | Technology | OPSI Tulsa Police Dept. Tulsa Fire Dept. Communications | | CO 5.4.4 | Create a program to educate immigrants about their rights and responsibilities under the law, including information on immigration law, relevant local codes, and enforcement. | Engagement | Office of Resilience & Equity Municipal Courts Tulsa Police Dept. Community Partners | | Action ID | Action Required | Action Type | Involved Parties | | :--- | :--- | :--- | :--- | | CO 5.5 | Ensure that immigrants have equitable access to education, economic opportunity, support services, and opportunities for cultural expression. | Strategy | Multiple | | CO 5.5.1 | Continue supporting naturalization efforts and citizenship ceremonies, including outreach specifically targeted to new residents’ voting participation, and a database for immigration legal support. | Program | Office of Resilience & Equity | | CO 5.5.2 | Promote the continuous implementation of strategies and actions included in the New Tulsans Initiative. | Policy | Office of Resilience & Equity | | CO 5.5.3 | Share successes and updates from the New Tulsans Initiative, prioritizing messaging that communicates the community-wide benefit of immigrant inclusion and a welcoming culture for all residents. | Engagement | Office of Resilience & Equity Communications | | **CO 6** | **The City of Tulsa cultivates meaningful, lasting, and effective partnerships with community groups and local organizations.** | | | | CO 6.1 | Create and maintain a network of community partners for collaboration on City initiatives. | Strategy | Multiple | | CO 6.1.1 | Create and maintain a distribution list of organizations that serve the community, including contact information and services provided, and facilitate the formation of partnerships between local groups by sharing the catalog on the City of Tulsa website. | Policy | Office of Resilience & Equity Community Development | | CO 6.2 | Maintain positive relationships with partners through transparency and open communication. | Strategy | Multiple | | CO 6.2.1 | Host “open houses” for organizations and groups to learn about, stay connected with, and get involved in civic processes. | Engagement | Office of Resilience & Equity Community Development | | CO 6.2.2 | Frequently circulate surveys to community organizations that assist with civic work to understand the quality of the working relationship with the City and identify ways to improve. | Engagement | Office of Resilience & Equity Community Development | | Action ID | Action Required | Action Type | Involved Parties | | :--- | :--- | :--- | :--- | | CO 6.3 | Prioritize partnerships and collaborative efforts that address the needs of traditionally underserved and vulnerable populations. | Strategy | Multiple | | CO 6.3.1 | Engage with church leaders, local non-profits, immigrant-owned businesses, and other identified community leaders to discuss needs, best outreach strategies, and partnerships. | Engagement | Office of Resilience & Equity Community Development Tulsa Planning Office | | CO 6.3.2 | Using the Tulsa Planning Office’s Strategic Planning approach, identify underrepresented groups to engage during planning projects, to serve on steering committees, and to advise on community engagement processes. | Analysis | Tulsa Planning Office | | CO 6.3.3 | Encourage local organizations, businesses, and non-profits to increase staff diversity and to offer services and programs in multiple languages when possible. | Partnership | City of Tulsa | # SELECTED CITY COMPARISON Tulsa Planning Office staff selected this set of 6 cities from the review of more than 30 comprehensive plans from across the United States. These cities range from the Pacific Northwest, to the Midwest, the South, and the Northeast, with varying degrees of similarity to Tulsa. The metrics selected were chosen to compare demographic shifts and the level of participation in local government elections. Only Fort Worth has a lower voter participation rate than Tulsa of the selected cities. Tulsa's foreign-born population and population speaking a language other than English at home are average for the selected cities, and Tulsa has the highest percentage of the population aged 65 or older. <

> Most Favorable Least Favorable | Metric | Units | Tulsa, OK | Nashville, TN | Portland, OR | Omaha, NE | Minneapolis, MN | Fort Worth, TX | Rochester, NY | | :--- | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | | ***Foreign-Born Population*** | % | 11.18% | 13.30% | 13.49% | 10.66% | 15.60% | 16.82% | 9.12% | | ***Voter Registration*** | % | 52.76% | 61.69% | 66.11% | 63.15% | 62.92% | 52.40% | 62.03% | | ***Persons 65+*** | % | 15.00% | 12.40% | 13.60% | 13.50% | 10.30% | 10.00% | 12.80% | | ***Language Other than English at Home*** | % | 18.10% | 19.40% | 22.30% | 16.40% | 17.70% | 32.90% | 20.50% | # FEATURED METRIC ## Foreign-Born Population <

> 11.18% of Tulsa’s population are foreign born. When compared to the selected cities, this percentage is average; however, since 2010 this population has increased by 12.36%. The distribution of this foreign-born population is not even across the city, with three places in particular having greater than 20% of the population being foreign-born. These include east Tulsa, Crutchfield and Sequoyah in north Tulsa, and the far south ends of Peoria Ave. and Lewis Ave. North Tulsa west of Highway 75 and most of Midtown have the lowest percentages of foreign-born population, averaging less than 3% of the population. Tulsa is becoming a more diversified city over time, and it is important that as more immigrants move to the city that they feel welcome. The City seeks to achieve this through the New Tulsans Initiative, a program launched to create a more equitable Tulsa that empowers new residents by assisting with immigration, economic development, and representation in leadership. ### Voter Registration Tulsa has one of the lowest percentages of registered voters when compared to the selected cities. It is important that the City aims to create accessible polling and civic participation outside of the polling booth. It is also important that information about local elections is widely communicated and accommodates all abilities and languages. ### Persons 65+ Tulsa has the highest percentage of persons 65 and older among the selected cities. Understanding the needs of the older adult population is key to providing all Tulsa residents quality of life. Aging in place is becoming a popular planning concept, and the City should prioritize providing infrastructure to support Tulsans as they age. This metric may also indicate that many young families are living in the suburbs, likely due to the cost of housing and the quality of schools. Investment in the city’s core is needed to attract young professionals and young families. ### Language Other than English at Home Tulsa has one of the lowest percentages of people speaking languages other than English at home when compared to other selected cities. It is very important to make sure City communications are inclusive to all languages and that City staff members can communicate in the languages being spoken by Tulsa residents. # EQUITY & RESILIENCE CONSIDERATIONS ## CIVIC DISENGAGEMENT AMONG MINORITIES To improve civic engagement, it is necessary to conduct planning that identifies and addresses weaknesses in current systems. Another component of this is understanding how and why current systems are not working for all communities and neighborhoods. Often, availability is an issue for public meetings and voting, as residents may not be able nor comfortable attending in-person meetings at certain times, dates, or locations. New methods of engagement on digital platforms, such as online meetings and surveys, can remove the barriers of availability, but may introduce new barriers for residents without access to the Internet. It is important to understand vulnerabilities, including language, disability, internet access, presence of structured neighborhood associations, time and place availability, and immigrant status that may be preventing Tulsans from accessing the civic process effectively and comfortably. Partnering with community organizations and seeking ways to facilitate and improve access based on issue identification is indispensable to ensure higher public participation during outreach and election events. ### Recommendations CO.ER.1 Provide and continually assess training and resources on the equitable delivery of City services for all City staff, including topics of cultural competency. CO.ER.2 Create a community involvement commission to provide ongoing input and feedback on communication strategies and operations. ## COMMUNICATION GAPS IN EMERGENCY PREPAREDNESS Communication is crucial in emergency response and awareness. Vulnerable populations in Tulsa are often the most affected due to barriers such as language, technology, mobility, disengagement, and disproportionate exposure to threats and unexpected events. Building resilience should be achieved through proper planning and partnerships among emergency response organizations. Collaboration with organizations that are active among vulnerable populations, such as non-profits and neighborhood associations, is also important as they work closely with community members and can provide communication and implementation support. Closing communication gaps can be achieved by using adequate tools in operation, making materials available in multiple languages, or engaging with the community to determine the best ways to get them life-saving information. ### Recommendations CO.ER.3 Prioritize hiring individuals who are bilingual, and provide incentives for current City staff to expand language capacity. CO.ER.4 Review and update City of Tulsa communications resources for accessibility based on language and disability needs. ## MINORITY REPRESENTATION IN LEADERSHIP As of the 2020 Census the majority of Tulsa’s population belongs to a minority group. The percentage of the population that identifies as White Non-Hispanic is less than 50% according to the 2020 Census. In fact, since 2010 the White Non-Hispanic population has declined by nearly 12%, contrasting with an increase of 43% for Hispanic or Latin American Tulsans. Similarly, there was an increase of 59% in the number of Asian Tulsans and a 96% increase of Tulsans identifying as Two or More Races. There were marginal decreases in the size of Tulsa’s Black and American Indian populations. These demographics shifts, however, have not been reflected in the composition of elected and appointed positions at the City of Tulsa. According to the 2020 Equality Indicators report, City of Tulsa authorities, boards, and commissions have 2.473 times more White Non-Hispanic members than Hispanic/Latin American members, and other racial and ethnic groups are also under-represented. While elected positions are more difficult to ensure proportional representation, diversity and balanced representation can be prioritized for appointed positions. ### Recommendations CO.ER.5 Work to increase diversity and inclusion in City leadership, staff, and on City-appointed authorities, boards, and commissions. CO.ER.6 Work with Title 5 Commissions and other community partners, including Oklahomans for Equality, the YWCA, and Leadership Tulsa to develop procedures for recruiting new and diverse membership. <

> This map is generated using data from the Tulsa Planning Office’s Neighborhood Conditions Index (NCI). ### GEOGRAPHIC DISPARITIES The above map identifies areas of the city where residents have access to community support organizations, where residents are more likely to be active voters, and where residents have access to the Internet. All of these contribute to the ease and ability to be civically engaged. In particular, downtown and many Midtown neighborhoods have excellent access to organizations and internet and are correspondingly civically engaged. Parts of north Tulsa, east Tulsa, and south Tulsa, however, have lower access to community organizations, lower rates of voter registration, and may lack consistent Internet access. ### INDICATORS USED IN MAP * Population Growth * Proximity to Social Services * Proximity to Places of Worship * Proximity to Social Clubs * Voter Registration * Internet Access ### RELEVANT EQUALITY INDICATORS* * INDICATOR 47: Internet Access by Race * INDICATOR 49: Government Representation by Race * INDICATOR 50: Voter Turnout by Geography ### RELEVANT RESILIENT TULSA ACTIONS** * ACTION 02: Launch race reconciliation conversations in partnership with the faith community. * ACTION 03: Increase city-wide participation and recognition of Native American Day * ACTION 05: Establish 918 Day * ACTION 07: Welcome immigrants into Tulsa’s communities * ACTION 34: Formalize the Citizen Advisory Board and Citizen Action Groups * ACTION 35: Launch City Hall-on-the-go. * ACTION 36: Improve City communications and engagement with all Tulsans. * ACTION 37: Develop linguistically accessible City documents. ### VULNERABLE POPULATION GROUPS * Households without access to an automobile * Low-Income households * Racial and ethnic minority populations * Residents with limited English proficiency * Persons with physical and/or cognitive disabilities * Older adults and youth \*Equality Indicator reports are issued annually by the City of Tulsa. \**Resilient Tulsa Strategy was adopted by the City of Tulsa in 2018. # HEALTH & WELLNESS CONSIDERATIONS ## A Welcoming City | Health Determinant | Associated Health Outcome | | :--- | :--- | | Increased tax revenues and economic benefits | Healthy choices available with increases in household income and public services. | | Stress, social isolation, and financial hardship associated with deportations | Increase in anxiety and depressive disorders | ### Tulsa Context From 2010 to 2015, more than 27% of Tulsa’s population growth can be attributed to immigrants. In Tulsa, immigrants are an inordinately large portion of those at a prime age to participate in the workforce: 72% of immigrants are between the ages of 25-64, whereas only 50% of US native-born residents are in this age bracket. Currently, there are more than 2,000 immigrant entrepreneurs in Tulsa, consistent with research that shows that immigrants are 76% more likely to start their own business. ### Policy Recommendations CO.HW.1 Implement recommendations from the New Tulsans Initiative to enhance the quality of life of domestic migrants and international immigrants. CO.HW.2 Support economic development opportunities that empower immigrant entrepreneurs. CO.HW.3 Pursue strategies that increase trust and understanding between immigrant populations and City of Tulsa services, including public safety, development and planning processes, and elected or appointed officials. ## Civic Participation | Health Determinant | Associated Health Outcome | | :--- | :--- | | Increase in individual and community social capital | Improved health outcomes in general from increased representation and advocacy power. Improved psychological and emotional well-being. | ### Tulsa Context According to the Citivoice Index produced in partnership between the City of Tulsa and Gallup, 68% of Tulsans have donated money to a charity in the past year, 77% helped a stranger, and 46% volunteered with an organization. While this demonstrates Tulsans’ inclination to engage as a community, percentages are much lower in terms of engaging with local government. Only 17% of residents said that they had voiced their opinion to a City official, and only 15% say they have attended a neighborhood association or City Council meeting in the past year. Young residents had the highest percentage representation in the first group of measures, and the lowest in the second. 60% of the Tulsa population voted in the 2016 Presidential election; however, less than 50% of north Tulsa residents and residents in neighborhoods surrounding the intersection of 61st St. and Peoria Ave. voted. Rates are lower in portions of east Tulsa as well. In general, wealthier, white populations had the highest turnout rates. ### Policy Recommendations CO.HW.4 Maintain the highest standards of respect and dignity in conversations, civic processes, and interactions with community members. CO.HW.5 Work to increase diversity and inclusion in City leadership, staff and on city-appointed boards, commissions, and taskforces. CO.HW.6 Develop procedures and standards for meaningful engagement of populations experiencing barriers to participation. CO.HW.7 Promote resources that facilitate increased participation in elections. ### Language Access in Communications | Health Determinant | Associated Health Outcome | | :--- | :--- | | Higher effectiveness of emergency preparedness efforts. | Reduction in injury or fatality in an emergency. | | Decrease in social isolation associated with language access. | Decrease in anxiety and depressive disorders. | **Tulsa Context** According to the 2020 US Census, 11.18% of the population within the city limits of Tulsa are foreign-born. Similarly, 19% of Tulsa’s households speak a language other than English in their home. Tulsa’s growth in recent years is largely dependent on immigration, and with that comes a need to identify what languages are best suited for communications. **Policy Recommendations** *CO.HW.8* Develop a Language Access Plan to assess existing needs and existing services offered to fill gaps and enhance staff to accommodate needs. *CO.HW.9* Update Disaster Preparedness Resource Guide on City’s website to include Vietnamese and Zomi. *CO.HW.10* Provide interpretation services on-site for all open hours of public city services. *CO.HW.11* Increase percentage of bi-lingual staff that serve as first responders. *CO.HW.12* Identify and continuously update primary language of LEP individuals that seek and receive programs and services across departments. *CO.HW.13* Regularly communicate and fund public awareness through varied channels on how to access assistance for LEP needs. [THIS PAGE INTENTIONALLY LEFT BLANK] # FUNDING PRIORITIES Positioning the City of Tulsa to be more effective at engaging and empowering residents to participate requires investment in the infrastructure, operations, and personnel needed to address the issues identified in this chapter. Capital needs include funding for improvements in accessibility, both in terms of physical built environment elements and virtual spaces. In particular funding is needed to complete the goals of the City of Tulsa ADA Transition Plan. Specific needs include accessibility improvements for existing facilities, with enhanced technological options for public meeting spaces at City Hall and in other facilities. For virtual spaces, an audit should be conducted for all websites to evaluate what weaknesses exist today, and then improvements should be compiled to receive funding in future funding packages. Ongoing engagement activities conducted by various City departments require funding in order to make activities accessible, inviting, and memorable. Each department that conducts outreach and engagement should have access to funding to assist in those activities. Operational funding should also be available for maintaining the City’s websites, with a focus on enhanced cyber security measures to protect the City from ransomware attacks and other forms of illegal hacking. Finally, as Tulsa continues to diversify in terms of race, ethnicity, and language needs, personnel decisions should reflect this. This will require hiring bi-lingual or multi-lingual individuals to help non-English speakers navigate complicated City processes. Translators and interpreters, if not on staff, should be retained through ongoing contractual relationships to be available to support staff efforts. The Communications Department requires additional staff to effectively provide support for departments that do not have their own dedicated Communications staff members. Communications continues to increase in importance, and the present number of dedicated staff are stretched to and beyond their limits. Without these increases, there is an enhanced risk of confusion, misinformation, and frustration from the public going forward. # REGIONALISM CONSIDERATIONS Communications about important events, particularly hazardous events like flooding, ice storms, and pandemics, is essential not just within the city limits of Tulsa, but across the region. Enhancing regional communication to be inclusive of those for whom English is not their primary language, Internet is not available, or those that live in areas of high risk should be a regional effort with collaboration by all levels of government. Making the region a safe and welcoming place for existing residents, domestic migrants, and international immigrants will enhance the Tulsa area’s competitiveness in the state and nationally. ## GLOSSARY OF TERMS **Americans with Disabilities Act (ADA)** - A civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including jobs, schools, transportation, and all public and private places that are open to the general public. **ADA Accessible** - ADA is short for the Americans with Disabilities Act Standards for Accessible Design. Accessibility refers to the design of products, devices, services, vehicles, or environments so as to be usable by people with disabilities. **ADA Self Evaluation and Transition Plan** - An all-inclusive law that requires a municipality to review all aspects of its programs, services, and activities for compliance. **Advocate** - To publicly recommend or support, or a person who publicly supports or recommends a particular cause or policy. **Assistive Technology** - Products, equipment, and systems that enhance learning, working, and daily living for persons with disabilities. **Census** - An official count or survey of the United States population conducted by the federal government. **Civic Engagement** - The participation and involvement of residents in their government. **Civic Life** - The public life of people concerned with the affairs of the community and nation as contrasted with private or personal life, which is devoted to the pursuit of private and personal interests. **Civic Processes** - The functions of government that include opportunities for involvement by members of the public, including voting, meetings of elected officials, and other interactive activities. **Community Cohesion** - Community cohesion refers to the aspect of togetherness and bonding exhibited by members of a community, the “glue” that holds a community together. This might include features such as a sense of common belonging or cultural similarity. **Community Involvement Commission** - A commission that advises a city’s departments on outreach and engagement activities. **Comprehensive Communications Plan** - A comprehensive communication plan outlines problems to be addressed, messages to be conveyed, target audiences, and methods to be used (email, news article, social media, digital signage, open forum). **Culturally Responsive** - The condition of an approach that is considerate of the nuances of a variety of cultural groups in order to more effectively and sensitively communicate the purpose of an approach. **Culturally-Accessible Engagement** - Engagement strategies that are tailored to the needs of differing cultural groups to promote inclusive civic engagement. **Data Analysis** - The process of inspecting, cleansing, transforming, and modelling data with the goal of discovering useful information, informing conclusions, and supporting decision-making. **Demographic(s)** - A particular sub-group of a population, defined by race, gender, age, or some other characteristic. **Digital Space(s)** - Refers to what is displayed on the screen of a digital device (e.g., laptops, computers, tablets, or smartphones). **Disengagement** - The action or process of withdrawing from involvement in a particular activity, situation, or group. **Diversify** - Enlarge or vary its range of products or field of operation; make or become more diverse or varied. **Economic Mobility** - Economic mobility is the ability of an individual, family or some other group to improve their economic status—usually measured in income. **Equity** - Just and fair inclusion into a society in which all can participate, prosper, and reach their full potential. **Foreign-Born** - Foreign-born (also non-native) people are those born outside of their country of residence. Foreign born are often non-citizens, but many are naturalized citizens of the country in which they live, and others are citizens by descent, typically through a parent. **Get Out the Vote** - “Get out the vote” or “getting out the vote” (GOTV) describes efforts aimed at increasing the voter turnout in elections. **Inclusive Language** - Inclusive language avoids biases, slang, or expressions that discriminate against groups of people based on race, gender, or socioeconomic status. **Language Access Plan** - A language access plan is a document that spells out how to provide services to individuals who are non-English speaking or have limited English proficiency. **“Meet Your Neighbor” Program** - An endeavor to introduce people who live in the same building or neighborhood through in-person meeting or online communications in order to strengthen connections among neighbors. **Mobile City Hall Program** - A program identified in Resilient Tulsa Strategy to mobilize City departments to high-need areas of town to strategically connect residents with City services. # GLOSSARY OF TERMS **Native American Day** – Native American Day, observed annually on the second Monday in October, celebrates the cultures and contributions of the many Native American tribes. The observance is also known as Indigenous Peoples’ Day. **Open House** – A day when members of the public are invited to visit a place or institution, especially one to which they do not normally have access. **Public Service** – Any service intended to address specific needs pertaining to the aggregate members of a community. Public services are available to people within a government jurisdiction as provided directly through public sector agencies or via public financing to private businesses or voluntary organization. **Social Cohesion** – The strength of relationships and the sense of solidarity among members of a community. **Social Justice** – In the context of inequality, social justice is the view that everyone deserves equal economic, political, and social rights and opportunities. **Socioeconomic Factors** – Socioeconomic status is the social standing or class of an individual or group. It is often measured as a combination of education, income, and occupation. **Solidarity** – Unity (as of a group or class) that produces or is based on community of interests, objectives, and standards. **Text Equivalent** – A phrase, sentence, or combination of phrases and sentences associated with a particular image, particularly to convey the content to a person with visual disabilities. **Trauma-Informed Care and Processes** – An approach to interventions by public safety professionals focused on sensitivity to traumatic experiences of the people involved in an event. **Under-Represented Populations** – An under-represented group describes a subset of a population that holds a smaller percentage within a significant subgroup than the subset holds in the general population. ### RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **918 Day** - A local holiday created as a way for Tulsans and people across Green Country to celebrate all the great things about the 918 area code, including local small businesses. **CitiVoice Index** - A survey conducted in Tulsa by the City of Tulsa in partnership with Gallup to evaluate a variety of sentiments towards government. **City of Tulsa Board of Adjustment (BOA)** - An appointed City of Tulsa Board that hears and acts on applications related to the Tulsa Zoning Code, including variances, special exceptions, and appeals of administrative decisions. **Communications Department** - A department of the City of Tulsa that aims to facilitate open and accountable access to city government for the citizens of Tulsa and assist in communicating the prioritized initiatives set by the administration and all other City departments. **Community Development Division** - A division of the Department of City Experience that administers community and economic development programs and initiatives, supporting residents in creating economically viable and sustainable communities through neighborhood partnerships, housing programs, and community development initiatives. **Community Response Team (CRT)** - A co-responder model for 911 mental health calls with collaboration between Tulsa Police Department, Tulsa Fire Department, Family and Children Services (F&CS), and Community Outreach Psychiatric Emergency Services (COPES). **Customer Care Center (311)** - The central point of contact for the City of Tulsa providing responses to citizens’ requests for information and assistance with services and programs. **Development Services Department** - A department of the City of Tulsa that promotes safety, livability, and economic growth through efficient and collaborative application of building and development codes. **Disaster Preparedness Resource Guide** - A guide for Tulsa residents to be prepared during natural disasters that includes checklists, planning templates, and insurance guidance. **Equality Indicators** - An annual report created through partnership between the City of Tulsa and the Community Service Council to measure and track disparities among subgroups of Tulsans over time. **INCOG Area Agency on Aging** - The INCOG Area Agency on Aging provides a range of options that allows older adults to choose the home and community-based services and living arrangements that suit them best. **Information Technology Department** - A department of the City of Tulsa that manages and provides for all of the technology needs of City departments. **Leadership Tulsa** - A Tulsa organization that provides leadership training and connects their members to positions of leadership in the community. **Municipal Courts** - A court of record, authorized under City Ordinance and jurisdiction in the City of Tulsa that is responsible for misdemeanor traffic, parking, and criminal offenses, as well as code violations for health, fire, animal, and zoning violations. **New Tulsans Initiative** - A City of Tulsa program that promotes social cohesion and shared prosperity by providing services and information to assist Tulsa’s immigrant populations. **Office of Performance Strategy and Innovation (OPSI)** - A City of Tulsa office that utilizes data to enhance and streamline City service distribution to residents. **Office of Resilience & Equity** - An office within the Department of City Experience that works to achieve equality for all Tulsans through partnership building, education, cultural awareness, and advocacy. **Oklahomans for Equality (OkEq)** - A local non-profit organization that seeks equal rights for LGBTQ+ individuals and families through intersectional advocacy, education, programs, alliances, and the operation of the Dennis R. Neill Equality Center. **Public Works Department** - A department of the City of Tulsa that is responsible for planning, directing and coordinating the construction and maintenance of streets and public facilities, managing all related engineering services, and maintaining stormwater systems. **Resilient Tulsa Strategy** - A planning report created by the Mayor’s Office of Resilience & Equity in 2018 to outline approaches to enhance Tulsa’s resilience to social and environmental shocks and stressors. **Serve Tulsans Program** - A volunteer-based City of Tulsa initiative that seeks to build up and coordinate local human capital in an effort to address the public problems. The hope is that by encouraging community members to join together in meaningful projects they will create lasting relationships, positively affect their neighborhoods and the city as a whole. **Title 5 Commissions** - A collective term for the following City of Tulsa Commissions: Human Rights Commission; Greater Tulsa Area African-American Affairs Commission; Greater Tulsa Area Indian Affairs Commission; Greater Tulsa Area Hispanic/Latinx Affairs Commission; and the Mayor’s Commission on the Status of Women. RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Tulsa Fire Department** - A department of the City of Tulsa that provides fire safety and paramedic services to Tulsa residents. **Tulsa Metropolitan Area Planning Commission (TMAPC)** – A joint city-county commission that makes recommendations for zoning requests and ordinances, and adopts plans for the City of Tulsa and unincorporated areas of Tulsa County. **Tulsa Parks** - A department of the City of Tulsa that aims to create, provide, and preserve quality parks and recreation opportunities that meet community needs for the health and wellbeing and for all Tulsans. **Tulsa Planning Office** – A division of the Department of City Experience that administers the zoning and planning process for the City of Tulsa. **Tulsa Police Department** - A department of the City of Tulsa that provides law enforcement and safety services to Tulsa residents. **Tulsa Transit (MTTA)** – The public transit system operating buses and paratransit for Tulsa metropolitan area. **Tulsa YWCA** – The Young Women’s Christian Association is a nonprofit organization with a focus on empowerment, leadership, and rights of women, young women, and girls in more than 100 countries. # SOURCES AND REFERENCES ### Subject Matter Experts and Relevant Plans CAP Tulsa Code for Tulsa Indian Health Care Resource Center Tulsa CASA Coalition of Hispanic Organizations Tulsa Changemakers Tulsa Council of the Blind New View Oklahoma Demanding a JUSTulsa TSHA Mental Health Association of Oklahoma Workforce Tulsa Dream Alliance Oklahoma The Center Birth Through Eight Strategy for Tulsa (BEST) Family Promise Tulsa Oklahomans for Equality (OKEQ) City Lights Leadership Tulsa North Tulsa Ministers Conference Tulsa League of Women Voters Power of Families Project Oklahoma Votes Growing Together Casa de la Cultura **Customer Care Center** Communications Mayor’s Office of Resilience and Equity (MORE) INCOG Area Agency on Aging Met Cares Office of Performance Strategy and Innovation Tulsa Parks, Culture and Recreation Tulsa County Election Board Tulsa Health Department Tulsa Public Schools Tulsa Regional Chamber of Commerce ### Community Engagement Activities Housing and Neighborhoods Policy Survey Resident Input Sessions Resident Input Survey Resident Input Emails and Phone Calls All engagement activities that went into the development of the following plans and reports: Resilient Tulsa Strategy Equality Indicators Gallup Citivoice Index ### Peer City Metrics https://oklahoma.gov/elections/voter-info/voter-registration-statistics.html https://www.census.gov/programs-surveys/popest/technical-documentation/research/evaluation-estimates/2020-evaluation-estimates/2010s-counties-total.html https://www.sos.state.mn.us/election-administration-campaigns/data-maps/voter-registration-counts/ https://www.elections.ny.gov/EnrollmentCounty.html https://sos.tn.gov/products/elections/election-statistics https://www.sos.state.tx.us/elections/historical/jan2021.shtml https://sos.nebraska.gov/elections/voter-registration-statistics ACS S0101 - 2019 1-Year Estimates ACS DP02 - 2019 1-Year Estimates ### Equity and Resilience Considerations & Health and Wellness Considerations Putnam RD. Bowling alone: America's declining social capital. Journal of Democracy. 1995;6(1):65-78. https://www.healthypeople.gov/2020/topics-objectives/topic/social-determinants-health/interventions-resources/social-cohesion Nelson, Christopher, Jennifer Sloan, and Anita Chandra, Examining Civic Engagement Links to Health: Findings from the Literature and Implications for a Culture of Health. Santa Monica, CA: RAND Corporation, 2019. https://www.rand.org/pubs/research_reports/RR3163.html. Also available in print form. Schur et al., Enabling Democracy: Disability and voter turnout, 2002. Albright et al., Smoking and (not) voting: the negative relationship between a health-risk behavior and political participation in Colorado, 2016. Musick MA, Wilson J. Volunteering and depression: the role of psychological and social resources in different age groups. Soc Sci Med. 2003;56(2):259-69. http://kirwaninstitute.osu.edu/wp-content/uploads/2016/05/ki-civic-engagement.pdf Bolin, R. and Stanford, L. (1998) The Northridge earthquake: Community-based approaches to unmet recovery needs. Disasters, 22, 21-38. doi:10.1111/1467-7717.00073 Common Language Access Questions, Technical Assistance, and Guidance for Federally Conducted and Federally Assisted Programs; Federal Coordination and Compliance Section Civil Rights Division U.S. Department of Justice, August 2011; https://www.lep.gov/sites/lep/files/resources/081511_Language_Access_CAQ_TA_Guidance.pdf “California’s Emergency Preparedness Efforts for Culturally Diverse Communities: Status, Challenges and Directions for the Future”; Drexel University, Center for Health Equality https://www.preventionweb.net/files/9463_CaliforniaPreparednessDiversityRepo.pdf Betancourt JR, Maina AW. The Institute of Medicine report “Unequal Treatment”: implications for academic health centers. Mt Sinai J Med. 2004;71(5):314-321. US Department of Health & Human Services ; Cultural and Linguistic Competency in Disaster Preparedness and Response Fact Sheet; https://www.phe.gov/Preparedness/planning/abc/Pages/linguistic-facts.aspx#_ftn7 https://telelanguage.com/the-impact-of-language-interpretation-for-government-agencies/ Bolin, R. and Stanford, L. (1998) The Northridge earthquake: Community-based approaches to unmet recovery needs. Disasters, 22, 21-38. doi:10.1111/1467-7717.00073 “California’s Emergency Preparedness Efforts for Culturally Diverse Communities: Status, Challenges and Directions for the Future”; Drexel University, Center for Health Equality https://www.americanimmigrationcouncil.org/sites/default/files/research/entrepreneurship_and_innovation_in_welcoming_cities.pdf https://www.welcomingamerica.org/ https://immigrationforum.org/article/immigrants-as-economic-contributors-immigrant-tax-contributions-and-spending-power/ https://smallbusiness.house.gov/sites/democrats.smallbusiness.house.gov/files/documents/economic%20impact%20of%20daca%20report.pdf https://www.communitypsychology.com/effects-of-deportation-on-families-communities/ https://www.bostonglobe.com/opinion/2019/08/14/the-racist-intent-trump-new-immigration-rule/nAMEEOTVWX5vla52rQRcnJ/story.html ttps://www.tulsaworld.com/opinion/editorials/tulsa-world-editorial-end-tulsas-involvement-with-the-federal-287-g-immigration-program/article_f9e629f6-bef1-5076-ad80-3f2602f689f0.html ### Photos Jeffries, Daniel. Tulsa Tough. Tulsa, OK. 2021. Page 2. City of Tulsa. Children Playing. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos Page 3. City of Tulsa. Naturalization Ceremony. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. 2021. Page 4. O’Connell, Alex. Everyone Is Welcome. Tulsa, OK. Page 7. Foster, Nathan. Engagement. Tulsa, OK. Page 8. City of Tulsa. Vote. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 9. City of Tulsa. Council Meeting. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 10. City of Tulsa. Naturalization. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 11. City of Tulsa. Pride Street. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 12. City of Tulsa. Data. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 13. (blank page) planitulsa <

> # history, culture, and creativity # TABLE OF CONTENTS **281-283 INTRODUCTION** **284-293 GOALS & STRATEGIES** **294-313 ACTION TABLE** **314-321 CONTEXTS** a. selected city comparison b. equity & resiliency c. health & wellness d. funding priorities e. regionalism **322-325 GLOSSARY** **326-327 SOURCES & REFERENCES** # chapter 7 history, culture, and creativity ### INTRODUCTION When people think about Tulsa, many things come to mind. Whether it be the places that have been built and rebuilt through the years, the famous museums and music scene, major public events, or the histories left to us through stories, architecture, or artwork, Tulsa’s ever-changing cultural landscape has positioned the region to be a leader in the arts, cultural appreciation, and historic preservation. Tulsa’s situation is unique from many cities, because of the opportunity to position the city as the center for arts and culture in a multi-state region. For decades, Tulsa has been able to attract performances from major musical groups, while neighboring cities have been unable to do so. Similarly, Tulsa’s rich history in the performing arts sets it apart from its peers. The Tulsa Performing Arts Center is host to renowned acts, such as the Tulsa Ballet, attracting and producing performances on par with cities much larger than Tulsa. These opportunities have manifested over decades of intentional efforts by the community, and as Tulsa moves forward, they represent a chance to cultivate economic activity through events and tourism. This sector of the regional economy could exclusively belong to Tulsa if proper support is continued. **Tulsa’s Histories** The City’s role related to history is two-fold: first, to preserve historical assets, such as architecture, neighborhoods, monuments, and <

> Tulsa is well known for attracting and producing creative people in all forms of artistic expression. memorials; and second, to illuminate histories of the various groups that make up Tulsa’s population. Historic Neighborhoods Tulsa has a wide array of historic neighborhoods whose architecture is held in high regard by residents and tourists alike. As these neighborhoods experience changes, it is of great importance that these changes are made in ways that do not diminish the historic characteristics of the area. Conversely, these historic neighborhoods exist in areas of the city that were well-designed for organic growth, so historic preservation should be balanced with the other goals of the city to achieve housing affordability, fiscal responsibility, and equitable transportation options. Route 66 Route 66 is widely recognized as a key driver of tourism opportunity in Tulsa. The “Mother Road” attracts tourists from around the globe who endeavor to travel the length of Route 66 from Chicago to Los Angeles. Tulsa has the opportunity to become one of the primary pit-stops for travelers, and through the work of the Route 66 Commission, state-level organizations, the business community, and local philanthropy, many investments have been made to generate the momentum needed to revitalize the route through Tulsa. Investmentsof in public transit and street redesigns, zoning adjustments, and commercial revitalization grant programs are among the myriad of ongoing efforts to honor the history of Route 66 while providing a modern and engaging experience for tourists. Greenwood Tulsa has a vivid history of booms and busts, success and tragedy, and the outcomes associated with historical events have not been experienced equally by all Tulsans. The Tulsa Race Massacre centennial occurred in 2021 and elevated the horrific event, which had formerly been obfuscated to undermine the very real suffering of Black Tulsans. The City of Tulsa has committed to working with the community to achieve equity for Greenwood and Black Wall Street, whether through capital investment in things like the Greenwood Community Center and Greenwood Rising, programs like the 1921 Graves Investigation and the Destination Districts program, or economic development incentives to stimulate and support local business owners. These efforts do not make up for the generational trauma experienced by Greenwood’s residents and the descendants of the Tulsa Race Massacre, and it is important that the City remains a committed partner in initiatives to improve outcomes for Greenwood residents. The efforts in Greenwood reflect an opportunity for the City to expand efforts to acknowledge and elevate the stories of other groups. ### Cultural Expression In the same way the City supports the historical contexts inherited from previous generations, the City can play a role in the promotion and celebration of different cultures in the community. No city in Oklahoma does events <

> Tulsa’s historic and cultural landmarks connect residents and visitors with the past and represent a broad spectrum of creativity. to quite the degree of Tulsa, with massive arts festivals like Mayfest, music festivals like the Juneteenth Blues and Jazz Festival, cultural festivals like Oktoberfest and Tulsa Pride Festival, the Tulsa State Fair, and major sporting events like the Tulsa Tough bicycle races. While having all of these events is in itself an impressive display of cultural vitality in Tulsa, this is significantly enhanced by the sheer energy brought by Tulsans to these events. For example, Crybaby Hill, which is the name of one of the race courses for Tulsa Tough, has been described as the Mardi Gras of bicycle races because of the large numbers of exuberant partiers that show up to cheer on the cyclists. This event, that has become beloved over the years, grew from the dreams of local Tulsan bicycle organizers who were able to raise excitement and spread joy and fun to others with no entry fee. This drive for community building is a cornerstone of Tulsa’s prowess in cultural expression. When seeking to find ways to create common ground for Tulsa’s diverse cultural groups, these events can serve as examples. The City should ensure that the process for hosting events that promote cultural expression, either through art, music, food, drink, or athletics, are widely accessible. Permitting, coordination with City staff, and siting needs should all be multi-lingual, and public gathering places should be promoted to community organizations. ### The Arts The City of Tulsa provides oversight, guidance, and management of arts programs and venues though the Tulsa Arts Commission, which is composed of a variety of arts and design specialists. The Arts Commission manages the Vision Arts program, which provides funding and support for organizations and activities that provide quality arts and cultural programming, as well as promoting and encouraging tourism and economic development activity. The Arts Commission also oversees the Percent for Art program, which allocates 1% of the cost of a public project toward a public art component for the project. Examples of Percent for Art projects include: artwork at the Cox Convention Center, Fire Station 33, and the BMX facility in Greenwood. The City also oversees several venues that are managed through contractual agreements. These include the Performing Arts Center (PAC), the Gilcrease Museum, the BOK Center, the Cox Business Center, the Route 66 Train Depot, and the Greenwood Cultural Center. In the past the PAC and Gilcrease Museum were staffed by City employees, but in recent years have been redefined to be operated through contractual agreements, enhancing the flexibility for fundraising and freeing operations from the fluctuations of sales tax receipts at the City. Through these existing structures, the City provides a great deal of support for the arts in Tulsa, but there are still significant opportunities to enhance this capacity. Many cities that are known for being cultural hubs have additional boards or commissions related to design, music, and other performing arts. As Tulsa seeks to maintain its place as a primary cultural destination in Oklahoma, effort should be made by the City to provide as much support as possible. # KEY IDEAS ### Subject Matter Experts The Tulsa Planning Office team engaged with numerous community organizations in the fields of the arts, historic preservation, cultural history, and venue management. These conversations identified ways in which the City of Tulsa can be a better partner going forward to promote efforts in the community that support exposure to history, culture, and creativity. Key ideas identified in these discussions include: * The City should support the people, places, and organizations who contribute to the historical, cultural, and creative landscape of Tulsa. * Tulsa should invest in the long-term resilience and sustainability of the creative community. * Tulsa should offer unique arts, cultural, and historical tourism opportunities for residents and visitors of all ages, races, ethnicities, and socioeconomic statuses. * Tulsa should support the exposure to arts from a young age in our public schools and youth programming. * The City should partner with arts organizations to elevate traditionally marginalized groups and events through highly intentional promotion and outreach. * Tulsa’s built environment should prioritize the preservation of built and natural beauty and be cognizant of cultural identity. ### Community Members Through numerous public engagement efforts, residents of Tulsa provided a great deal of input, much of which was in alignment with what was heard from subject matter experts. Key ideas heard through community engagement include: * Tulsa should own its history and make sure it is told in its entirety. * History, arts, and culture experiences in Tulsa should be inclusive to all Tulsans. * There should be prioritized focus on telling the full story of Greenwood and Black Wall Street. * More partnerships should be pursued between the City and tribal governments, and contributions by the tribes to City efforts should be recognized. * Opportunities for public art should be made more accessible. * There is a need for residents to have greater exposure to the many cultures in Tulsa. [THIS PAGE INTENTIONALLY LEFT BLANK] <

> # Goal 1 ### Tulsa acknowledges its past, celebrates its diverse cultural landscapes, and embraces opportunities to preserve historic landmarks and cultural resources in all parts of the city. Tulsa is a city that is rich in history. Whether architecture, monuments, or the various people groups in the city, there are countless tangible and intangible assets worth protecting. The City should work with all members of the community to document and preserve the historic assets and cultural histories. ### Strategy 1.1 Establish strategies to invite Tulsans, including communities that have been traditionally underrepresented, to engage in historic preservation efforts for the places that matter to them. ### Strategy 1.2 Encourage and facilitate shared storytelling, oral histories, research, and art to ensure that Tulsa’s intangible history and culture are documented and preserved. ### Strategy 1.3 Identify sites and districts of historic significance across Tulsa. ### Strategy 1.4 Prevent the loss of historically and architecturally significant structures by encouraging rehabilitation or adaptive reuse over demolition. ### Strategy 1.5 Continue coordinating with the State Historic Preservation Office, Oklahoma Archeology Survey, tribal governments, and federal entities to determine and measure the impacts of projects receiving federal funds on historic sites in Tulsa, as required by Section 106 of the National Historic Preservation Act. # Goal 2 ### Black Wall Street and the Historic Greenwood District are memorialized and strengthened through community-driven capital and programmatic initiatives that help to educate residents and visitors of the true historical context and events of the area. Black Wall Street and the Historic Greenwood District have endured generations of trauma, and the story of this area has not been fully told. Education surrounding the Greenwood District and its history should be emphasized, and community initiatives should be prioritized. ### Strategy 2.1 Support the Greenwood District economy through the promotion of entrepreneurship and targeted investment and programming through the Tulsa Planning Office’s Destination Districts program. ### Strategy 2.2 Ensure the development of vacant or under-used property is compatible with the Greenwood community vision. ### Strategy 2.3 Provide assistance to property owners in Greenwood to apply for grants and other funding sources to support renovations. ### Strategy 2.4 Evaluate approaches to removing physical barriers to reconnect Black Wall Street and the Greenwood-Unity-Heritage neighborhoods. ### Strategy 2.5 Continue to promote community-led placemaking initiatives. ### Strategy 2.6 Promote educational opportunities for residents and visitors to learn about the 1921 Tulsa Race Massacre and other historically significant moments in the history of Greenwood. <

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> # Goal 3 ### Tulsa reflects local American Indian tribes through cultural expression, historical awareness and education, and public art. Tulsa sits at the convergence of three tribal reservations. The Muscogee, Cherokee, and Osage Nations meet within the city’s limits, and each tribe has distinct histories, cultures, economic development strategies, and creative expressions. It is important that the City acknowledges its tribal history and culture through partnerships and celebration. #### Strategy 3.1 Support and recognize the arts and culture of the Cherokee, Muscogee, and Osage nations throughout the city. #### Strategy 3.2 Promote educational programs that increases the awareness of Cherokee, Muscogee, and Osage Nation language, arts, and culture. #### Strategy 3.3 Celebrate partnerships between the Cherokee, Muscogee, and Osage Nations and the City. #### Strategy 3.4 Encourage and acknowledge tribal investments in the community. # Goal 4 ### Route 66 is an accessible, inclusive, and diverse symbol of opportunity for all Tulsans and visitors. Route 66 is America’s Main Street and is a beloved community asset in Tulsa. It is important that the Route’s historic significance is preserved while the City and stakeholders seek to intentionally transform it into a destination for Tulsans, tourists, and future generations. ### Strategy 4.1 Preserve the Route’s historic significance and uniqueness through interventions that reflect its meaning, protect it, and make it timeless. ### Strategy 4.2 Revitalize the Route by transforming it into a world-class, multi-generational destination that offers a variety of opportunities for locals and visitors to explore and for local business to thrive. ### Strategy 4.3 Connect the Route by promoting multi-modal transportation with infrastructure that accommodates all users along the Route. ### Strategy 4.4 Celebrate the Route and position the corridor as a destination that draws a diversity of local residents and visitors to celebrate its historic significance and enjoy a variety of experiences. <

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> # Goal 5 ### Tulsa has a well-supported, diverse array of culinary options and is recognized as a destination for quality food, drink, and dining experiences. A city’s culture is often best experienced through food. As Tulsa continues to diversify demographically, more and more types of cuisine will add to the mosaic of options today. Tulsa’s local food and beverage scene should be preserved, enhanced, and celebrated, so that Tulsans and visitors can continue to taste Tulsa culture for generations to come. ### Strategy 5.1 Evaluate the need for modifications to code regulations and City processes to make it easier to own and operate food and drink establishments in Tulsa. ### Strategy 5.2 Design streetscapes to incorporate elements that support adjacent restaurants. ### Strategy 5.3 Support programs that help local restaurants get started, operate, and prepare for and respond to economic, environmental, and public health crises. ### Strategy 5.4 Enable mobile food vendors to easily locate in a variety of locations around the city as well as at special events. # Goal 6 ### Tulsa is recognized as the prime destination for performing arts, music, film, and festivals in Oklahoma. Tulsa’s music and performing arts venues have hosted many artists throughout history. Ensuring that modern and historic venues are preserved and maintained is crucial to supporting performing arts and attracting creative people to live and work in the city. ### Strategy 6.1 Honor Tulsa’s music history by preserving significant sites, venues, studios, and homes, and promote these places as musical tourism destinations. ### Strategy 6.2 Expand the City’s efforts to support performing arts in Tulsa through increased representation and coordination. ### Strategy 6.3 Continue to position Tulsa as the premier events center in Oklahoma through partnerships with major event organizers, and seek to streamline regulations to facilitate large-scale events more easily. ### Strategy 6.4 Elevate local celebrity performers, and work with them to promote Tulsa’s unique culture and history. ### Strategy 6.5 Create an inviting environment for the film industry through partnerships, promotion, and capital investment. <

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> # Goal 7 ## Tulsa supports artists and arts organizations through representation, funding opportunities, partnerships, and educational programing. Early development of artistic expression and appreciation is important for Tulsans. Providing resources for existing organizations, and encouraging mentorships, partnerships, and other programs will foster an intergenerational appreciation of arts for residents. ### Strategy 7.1 Support broader representation on boards, on commissions, and in public processes dedicated to the preservation and proliferation of arts and culture. ### Strategy 7.2 Ensure that Tulsa’s creative organizations and individuals have consistent funding opportunities and Tulsa remains an affordable place for creative ventures. ### Strategy 7.3 Develop partnerships to connect students of all ages with opportunities to learn about diverse forms of artistic and cultural expression. ### Strategy 7.4 Develop and invest in intergenerational art education partnerships and programming to provide lifelong exposure to the arts. # Goal 8 ### Tulsa’s unique places are enhanced through public art, activation of underutilized spaces, streetscape improvements, and other placemaking efforts. The enjoyment of exploring Tulsa is an important experience for residents and visitors. Through investment in artistic projects that highlight the beauty of Tulsa’s form, people will find a sense of place and see representations of the diverse backgrounds of the community. ### Strategy 8.1 Expand engagement with art through the strategic placement of art in the public and private realm. ### Strategy 8.2 Promote the full range of Tulsa’s cultural and historical assets to encourage tourism. ### Strategy 8.3 Encourage special events and activities across Tulsa to diversify the impact of tourism and expand the visibility of various parts of the city. ### Strategy 8.4 Attract visitors to Tulsa’s commercial districts by promoting their unique characteristics and highlighting their historical and cultural assets. ### Strategy 8.5 Invest in beautification initiatives that are sensitive to local contexts and reflective of cultural heritage. ### Strategy 8.6 Activate underutilized places and spaces into elements of local artistic and cultural expression. <

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> # Goal 9 ### Artists and arts organizations are supported by equitably distributed programming, funding opportunities, and guidance from the City. The City of Tulsa supports creativity in the community through a variety of approaches. Established City commissions and dedicated staff positions oversee the management of programs intended to expand public art and the capacity of arts organizations across the city. Over time, additional programs and dedicated positions should be established to reinforce Tulsa’s stature as the premiere destination for the arts in Oklahoma. ### Strategy 9.1 Maintain artistic, historic, and cultural assets within the city with a level of care consistent with other tangible infrastructure systems. ### Strategy 9.2 Actively partner in initiatives and activities that bring various groups together to expand capacity, share resources, and increase awareness and participation in arts and culture. ### Strategy 9.3 Support arts and cultural programs that engage communities of color, communities of diverse incomes, and indigenous communities. ### Strategy 9.4 Develop a maintenance program for the upkeep of existing public art features. # ACTION TABLE This table includes the goals and strategies outlined in the previous pages with specific actions that will help to achieve the intent of the goals and strategies. Each specific action includes what type of action it is and what parties should be involved in order to implement the action. All of these goals, strategies, and actions are derived from engagement with the Tulsa community and subject matter experts, past planning efforts conducted by the City of Tulsa and partner agencies, best practices from cities across the United States, and research and data analysis conducted by Tulsa Planning Office staff. Any action taken to implement a specific strategy or action included in this table or a policy recommended elsewhere in this chapter will be in accord with Oklahoma law. <

> Most Favorable Least Favorable | Metric | Units | Tulsa, OK | Fort Worth, TX | Boise, ID | Albuquerque, NM | Pittsburgh, PA | Nashville, TN | Birmingham, AL | | :--- | :--- | :--- | :--- | :--- | :--- | :--- | :--- | :--- | | ***Restaurants per Capita*** | U/ pop*10,000 | 274 | 184 | 281 | 267 | 613 | 278 | 360 | | ***Arts Government Support*** | Index Score out of 100 | 94* | 67* | 74* | 84* | 94* | 97* | 95* | | ***Arts Providers*** | Index Score out of 100 | 91* | 82* | 87* | 95* | 97* | 100* | 88* | | ***Arts Dollars*** | Index Score out of 100 | 92* | 67* | 75* | 83* | 99* | 98* | 84* | | ***Museums per Capita*** | U/ pop*10,000 | 0.40 | 0.23 | 0.35 | 0.44 | 0.73 | 0.35 | 1.01 | | ***Nationally Registered Historic Places per Capita*** | U/ pop*10,000 | 2.41 | 1.02 | 6.04 | 2.68 | 5.97 | 2.65 | 7.92 | *Values are from the SMU Arts Vibrancy Index and are for counties rather than cities. # FEATURED METRIC ## Restaurants per Capita <

> Restaurants per Capita indicates the number of eating places per 10,000 people in a city. Tulsa has 274 restaurants per 10,000 people and falls in the middle range among the selected cities. The distribution of restaurants is not uniform across Tulsa. In particular, downtown, Brookside, Tulsa Hills, and the 11th Street and Yale Avenue corridors have a high number of restaurants given the number of residents living in close proximity. By contrast, North Tulsa, far South Tulsa, and far eastern Tulsa lack restaurants in proximity to a relatively high number of residents. Restaurants are important social gathering spaces and can often show the cultural diversity of a city through cuisine. **Arts Government Support:** In the Southern Methodist University (SMU) Arts Vibrancy Index, Arts Government Support, Arts Providers, and Arts Dollars are measured by an index score out of 100. Government Support is calculated by looking at State and Federal arts dollars and Federal grants. Tulsa’s index score is 94 out of 100 and is one of the highest scores among the selected cities. This metric can indicate the demand for arts funding and the amount of art projects taking place in a city. **Arts Providers:** This metric is measured by the number of four categories of providers including: Independent Artists, Arts and Culture Employees, Arts and Cultural Organizations, and Arts, Culture, and Entertainment Firms. Tulsa has a score of 91 for Arts Providers which lies in the middle of the selected cities. The Arts Providers Metric can describe the economic and entrepreneurial presence of Arts, Culture, and Entertainment in a community. **Arts Dollars:** This metric is made up of four categories, including Program Revenue, Contributed Revenue, Total Expenses, and Total Compensation. Tulsa has a score of 92 out of 100 and this is among the highest scores when compared to the selected cities. The amount of arts dollars indicates the profits and income of arts businesses and employees. **Museums per Capita:** Museums per Capita shows the number of museums per 10,000 residents. Tulsa stands in the middle with 0.40 museums per 10,000 residents when compared to the selected cities. Museums are great spaces for people to view as well as learn about historical and cultural artifacts and artwork. **Nationally Registered Historic Places per Capita:** This metric is measured by the number of Nationally Registered Historic Places per 10,000 residents. Tulsa has 2.41 nationally registered historic places per 10,000 residents and stands in the middle when compared to the selected cities. This metric shows the amount of documented historic places in a city. Historic places give cities character and provide a unique experience for residents and visitors. # EQUITY & RESILIENCE CONSIDERATIONS ### UNTOLD HISTORIES An important equity component of celebrating the history and cultural landscape of a place is acknowledging its difficult or dark heritage and finding ways to amplify the untold stories of that place. While Tulsa has a rich history wrapped up in the land runs, railroad development, oil booms, Route 66, music, and the arts, its history also contains "hidden" or largely untold stories and perspectives. Tulsa’s prevalent Native American heritage originated in the 19th century with the forced relocation of the Cherokee and Muscogee Nations from the southeastern United States and the Osage Nation from Kansas. The three nations settled partly in what is now the Tulsa area and established boundaries that intersect within the current city limits. Tulsa also has early ties to the Freedmen’s towns of the late 19th Century, which were established by Black freedmen following the Civil War. Freedmen’s towns were marked by community, entrepreneurship, and self-sufficiency, but many today exist only in memory or through oral histories passed down to descendants. Greenwood is perhaps one of the most famous Freedmen’s settlements in Oklahoma, and was so successful that it was deemed America’s “Black Wall Street” before being largely destroyed during the Tulsa Race Massacre of 1921. Greenwood rebuilt after the massacre but was drastically changed through Urban Renewal policies and the construction of the interstate highway system, leaving only a small portion of the area intact. These are just a few of the historical perspectives of Tulsa that often remain unseen by the public. Focusing on history only through one or two perspectives erases stories from our collective memory and minimizes opportunities for all Tulsans to feel connected to the city’s history. As Tulsa’s population changes, new histories and perspectives should be embraced. The City should continue taking steps to recognize its diverse cultural landscapes and acknowledge difficult moments in the past that formed the city today. #### Recommendations *HCC.ER.1* Continue to support the efforts made to memorialize the Tulsa Race Massacre and remember its victims. *HCC.ER.2* Partner with outside organizations to host educational events centered on storytelling and oral histories. *HCC.ER.3* Encourage programs celebrating the rural and agricultural heritage of Tulsa. *HCC.ER.4* Continue to support the work of the Greater Tulsa Area Indian Affairs Commission. ### CULTURAL CHANGES DUE TO GENTRIFICATION Gentrification refers to the process of redevelopment that impacts the existing qualities and culture of a low-income urban area by the introduction of wealthier residents who upgrade housing and attract new businesses, often leading to the displacement of current residents, particularly renters. However, a lack of new development can lead to the same results. High demand for housing with restricted growth leads to higher property values and therefore higher property taxes, mortgage payments, and rental costs. As Tulsa has experienced significant property value increases between April 2020 and the end of 2021 (15.4% rent increase for a 1-bedroom apartment, and an increase of more than 23% for home prices) the risk of vulnerable populations being priced out of their current homes is substantial. Displacement should be avoided to ensure that distinct cultural characteristics of affected neighborhoods remain for future generations to appreciate. Moreover, efforts should be taken to enhance the level of cultural expression in low-income neighborhoods. This can be achieved through public artwork, community events, or other collaborative approaches. #### Recommendations *HCC.ER.5* Pursue strategies to ensure housing affordability and to mitigate against displacement. *HCC.ER.6* Provide opportunities for community-led artistic expression in neighborhoods across the city. *HCC.ER.7* Establish strategies to invite Tulsans, including communities that have been traditionally underrepresented, to engage in historic preservation efforts for the places that matter to them. <

> This map is generated using data from the Tulsa Planning Office’s Neighborhood Conditions Index (NCI). ### GEOGRAPHIC DISPARITIES The above map identifies where residents have access to historical, cultural, and creative assets or opportunities in Tulsa. Many of these assets and opportunities exist in older parts of the city near downtown, but east Tulsa, south Brookside, and north Midtown also have a number of opportunities for expression, learning, and appreciation. There are fewer assets and opportunities in newer and low-density areas of the city. ### INDICATORS USED IN MAP * % Access to Eating Places * % Access to Schools * % Access to Libraries * % Access to Retail * % Access to Entertainment * % Access to Places of Worship * Destination Districts * Historic Preservation Districts * National Historic Register Sites ### RELEVANT EQUALITY INDICATORS* There are no indicators in the Equality Indicators report related to this chapter. It is recommended that indicators related to historical, cultural, and artistic programming and opportunities for expression be added to future Equality Indicators reports. ### RELEVANT RESILIENT TULSA ACTIONS** * ACTION 01: Memorialize Black Wall Street * ACTION 03: Increase Citywide Participation and Recognition of Native American Day ### VULNERABLE POPULATION GROUPS * Households without access to an automobile * Low-Income households * Racial and ethnic minority populations * Residents with limited English proficiency * Older adults * Youth * Persons with physical and/or cognitive disabilities \*Equality Indicator reports are issued annually by the City of Tulsa. \*\*Resilient Tulsa Strategy was adopted by the City of Tulsa in 2018. # HEALTH & WELLNESS CONSIDERATIONS ## Access to Public Art and Cultural Districts | Health Impact | Associated Health Outcome | | :--- | :--- | | Positive economic benefit to artists and local businesses | More positive well-being, money available to make healthful choices | | Sense of community | Reduction in anxiety and depressive disorders | ### Tulsa Context Public art has the potential to contribute to a sense of collective community identity. This can manifest multiculturally by bringing together different groups to contribute to one concentrated instance of group expression, or to elevate the cultural distinctions of minority groups whose identities have been less visible. The same can be said of cultural districts, whereby different groups of people have a comfortable environment to experience each other’s culture through food, shopping, events, art, and more. Public art can be directly contribute the promotion of healthful behaviors. In Tulsa, the Travel with Care transportation safety campaign has funded several murals that promote safe driving, cycling, transit use, and walking. The artist selected for the murals is from the local community, and safety messaging is pictographic to include those who do not read English. ### Policy Recommendations *HCC.HW.1* Create and disseminate materials regarding public art and cultural districts at events and through social media. *HCC.HW.2* Encourage neighborhood art projects. *HCC.HW.3* Locate public art in parks and along trails to encourage usage and physical activity. *HCC.HW.4* Encourage art programs as ways to help build community among all different groups. ## STEAM and other Youth Arts Programming | Health Impact | Associated Health Outcome | | :--- | :--- | | Improved levels of educational attainment (graduation, degrees, etc.) | Increase in positive health outcomes associated with education, income, and employment | ### Tulsa Context STEM programs have arisen around the country to address the shortage of workers in the fields of science, technology, engineering, and mathematics. There has been concern, however, that these programs have sacrificed educational components that are beneficial to students. One approach to balancing this concern with the need for technical education is to add an “A” for arts into the programming, and utilizing the methods of expression, design, and creativity to enhance the educational outcomes of students. Students who are in arts programming have lower dropout rates, higher GPAs, and higher math and language scores on standardized tests, even when controlled for socioeconomic status. In Tulsa, STEAM programming is offered through a variety of organizations, often in partnership with Tulsa Public Schools. As Tulsa is known as an artistic community, and as increased opportunities for employment in the fields of science, technology, engineering, and mathematics are pursued, the role of a STEAM approach in Tulsa is of increasing importance. ### Policy Recommendations *HCC.HW.5* Work with practitioners of STEAM programming to expand offerings across Tulsa. *HCC.HW.6* Support Tulsa Public Schools or other school districts within the city limits by providing field trip opportunities for children to see professionals working in the STEAM fields. *HCC.HW.7* Partner with parks, camps, and youth recreation facilities to increase and expand access to arts and cultural activities for underserved youth. ### Cultural Expression and Health | Health Impact | Associated Health Outcome | | :--- | :--- | | Variation of nutritional content of cultural foods | Increase or decrease in obesity, heart disease | | Alienation and marginalization | Increase in anxiety and depressive disorders | **Tulsa Context** UNESCO defines culture as “the set of distinctive spiritual, material, intellectual, and emotional features of society or a social group … [which] encompasses, in addition to art and literature, lifestyles, ways of living together, value systems, traditions, and beliefs.” In general, the approach to health and wellness in the United States is based on models of biology and medicine derived from European and American cultural contexts. Considering the potential for cultural differences that could lead to disparate health outcomes, health and wellness efforts should consider what cultural perspectives could conflict with standard approaches and adapt accordingly. Sensitivity to culture is important when developing policy for nutrition, the built environment, caregiving arrangements, and more. In Tulsa, there are many different cultural groups and programs, such as the New Tulsans Initiative, that seek to make Tulsa a welcoming community regardless of national or cultural origin. **Policy Recommendations** *HCC.HW.8* Promote an understanding of the interrelationship between culture and health. *HCC.HW.9* Continue to make efforts to make Tulsa a city that is welcoming to all cultural groups, regardless of race, ethnicity, or national origin. *HCC.HW.10* Ensure communications and public services are equitably delivered to a diversity of cultural groups through multilingual interpretation, with consideration of cultural lifestyles. ### Locally Owned Businesses | Health Impact | Associated Health Outcome | | :--- | :--- | | Increased economic opportunity and reduction in poverty | Increased access to health-promoting services and healthy choices, increased life expectancy, decrease in chronic diseases | **Tulsa Context** Locally owned businesses are an indicator of economic success and entrepreneurship, where money earned by businesses stays in the community rather than leaking out to non-local entities. Places with higher rates of locally owned businesses have a positive association with lower poverty rates. Additionally, small businesses generate high rates of tax dollars per square foot, which enhances the distribution of public services that maintain health, safety, and public welfare. In 2020, Tulsa was ranked 113th among metropolitan areas in the United States in terms of the number of small businesses per capita at 2.32 with a total of 23,043 locally owned businesses. 9.4% of workers in the Tulsa metro area are self-employed. **Policy Recommendations** *HCC.HW.11* Develop, support and promote workforce and professional development resources for artists and workers in creative fields. *HCC.HW.12* Implement public-private programs to create space for creative ventures, such as incubators and pop-up or temporary market and venue spaces. *HCC.HW.13* Partner with local small business support organizations to expand education, resources, and tools for creative entrepreneurs. *HCC.HW.14* Create targeted programs and support for creative entrepreneurs and artists, specifically for youth, persons of color, indigenous persons, and immigrants. (blank page) ## FUNDING PRIORITIES In order for Tulsa to remain the premier cultural and artistic hub in Oklahoma, a greater focus needs to be placed on preserving existing assets and cultivating new assets. Cities like Oklahoma City, Fayetteville, and Wichita are seeking to increase their relevance in the realm of creativity as a tool in their approaches to economic development. It is important that Tulsa invest now to ensure the city retains its status in the region. Additional dedicated City personnel positions are the most significant need, as Tulsa lags its peers significantly. Presently there are no fully-dedicated staff positions related to the arts, while other cities have anywhere from 2 to 20 dedicated positions. Positions should also be established to support music, film, food, and other presently unsupported cultural activities. The City’s ability to leverage local, state, and federal dollars is unique and should be thought of as an important component of our regional approach to arts and culture. Operational funding is primarily needed to enhance existing programs and to develop new programs to increase exposure and opportunity related to the arts. New programs focused on youth engagement are needed, as well as programs to empower neighborhoods to implement public art and other beautification initiatives. Other potential programs could activate underutilized properties with artwork, as well as establish long-term funding to support arts organizations. ## REGIONALISM CONSIDERATIONS Due to the State of Oklahoma prohibiting cities from using property taxes for operations, cities have to compete for the limited pool of sales tax dollars. In the Tulsa metropolitan area, this includes retail shopping, but it also includes food culture, the arts, and historical resources such as museums and galleries. Tulsa should position itself as the center of cultural, historical, and culinary experience in the metropolitan area and has the opportunity to do so at the state level as well. Historical areas such as Greenwood and Route 66 are opportunities to drive tourism and spread knowledge and experiences derived from Tulsa’s past. Increasing City leadership in these areas will reinforce the existing cultural depth and be an economic driver for the community. # GLOSSARY OF TERMS **America’s Main Street** - The name affectionately given to Route 66 because it connected urban cities, medium sized cities and rural towns along a 2,400 mile highway from Chicago, Ill to Santa Monica, CA. **BIPOC** - Black, Indigenous, and People of Color. **Black Wall Street** - The informal name given to the highly successful commercial center of the historic Greenwood neighborhood that was infamously destroyed during the 1921 Tulsa Race Massacre. **Built Environment** - The various constructed facilities that, combined, define the boundaries of where we live, work, learn, do business and have recreation. **Business Improvement District (BID)** - A defined area within which businesses are required to pay an additional tax in order to fund initiatives within the district’s boundaries. **Code Compliant** - Actions or activities which conform to local ordinances. **Code Regulations** - Local ordinances which may regulate private actions or activities such as public safety, vehicular traffic, building permits, or electrical and plumbing services. **Commercial Revitalization Strategy** - Resources designed to act in unison resulting in renewed economic vitality within a defined boundary. **Community Development Block Grant (CDBG)** - A program of the U.S. Department of Housing and Urban Development, which funds local community development activities with the stated goal of providing affordable housing, anti-poverty programs, and infrastructure development. **Context Sensitive** - Public facilities designed to reflect, support, and complement surrounding land uses and the movement of pedestrians or modes of transportation. **Crybaby Hill** - A street segment’s whimsical characterization from the effect on cyclists during a steeply inclined portion at the end of the Tulsa Tough bicycle race on Lawton Avenue leading into downtown. **Cultural Diversity** - Individuals having differences such as age, gender, race, ethnicity, or religion but organizing formally or informally by actions, activates, work place or commercial and housing choices. **Cultural Expression** - Cultural features that are evident through creative and outward mannerisms, forms, art, literature, clothing, music, etc. **Cultural Resources** - Tangible or visible objects which represent past (historic) human expressions including buildings, earthworks, landscapes, or historic sites. **Displacement** - When residents of an area are forced to leave due to increases in housing costs that make the area unaffordable. **Economic Development Incentives** - Cash or near-cash assistance provided on a discretionary basis to attract or retain business operations. **Equity** - Just and fair inclusion into a society in which all can participate, prosper, and reach their full potential. **Freedmen’s Towns** - African Americans forcibly relocated with Native Tribes to Oklahoma later gained freedom and started many all-Black towns in the state which thrived for years until desegregation. **Gentrification** - The gradual investment by and migration of residents of greater means into a neighborhood transforming it economically, often beyond the means of the original residents. **Grace Period** - A defined time period during which late payment fees are waived. **Greenwood** - Also known as the Greenwood District, originally a 35 square block area in Tulsa where African-American entrepreneurs and residents created a thriving and acclaimed community. **Greenwood Rising** - A world-class history center educating about the impact of the 1921 Race Massacre and an environment fostering entrepreneurship and heritage tourism. **Historic Preservation Overlay** - An overlay that supplements underlying zoning with the goal of preserving historical characteristics of an area. Substantial changes and new development have design guidelines in addition to the regulations of the underlying zoning, and cases are heard by the Tulsa Preservation Commission. **Historic Preservation Plan** - A function of the National Park Service, plans provide guidance for a community’s rational development of goals and priorities for historic or cultural assets. **HOME Investment Partnership Program (HOME)** – Funding to states and localities to be used exclusively for affordable housing activities to benefit low-income households. **Indigenous Communities** - Indigenous people lived or continue to live in a boundary area or a nation prior to colonization by outside populations. **Inner-Dispersal Loop (IDL)** - The highway system that wraps around Tulsa’s downtown core. **Intangible History** - Also known as cultural heritage, examples can be found through the expression of traditions, art, language, or oral narratives and serves to preserve cultural identity. # GLOSSARY OF TERMS **Live-Work Spaces** - Entrepreneurs dedicate a portion of their residence for creating work product; it could also be the separation of a structure such as working downstairs with public access and living spaces upstairs. **Main Street** - Can refer to any street that maintains a historical commercial orientation. Also can refer to a designation applied to guide commercial land uses, often including minimum or zero setback construction, primary parking behind the building, and mixed-use development. **Marginalized Groups** - Characteristics include demographic, ethnic, physical, or social challenges that may result in fewer choices or access to services and amenities. **Mixed-Use Development** - A mixture of residential, office, and retail uses within the same building or property, which can help make it easier to walk, bike, or drive to things within your neighborhood. **Mobile Vending** - Any person who dispenses food or beverages from a food vending vehicle for immediate service and/or consumption. **Mother Road** - The name given to Route 66 in John Steinbeck's novel, The Grapes of Wrath. **Multi-Modal** - For infrastructure, where more than one form of transportation is accommodated. **National Register of Historic Places** - Authorized by the National Historic Preservation Act of 1966, the National Park Service's National Register of Historic Places is part of a national program to coordinate and support public and private efforts to identify, evaluate, and protect America's historic and archeological resources. **National Trust for Historic Preservation** - A private nonprofit organization coordinating multiple partners to preserve historic places through actions including advocating for legislation and fund raising. **Oral Histories** - Collective histories passed down generation to generation through storytelling. **Parklets** - Following established rules, the private use of public streets to create outdoor seating in on-street parking spaces; typically through a permit process. **Pedestrian-Oriented Development** - Practices and policies resulting in designed walkable routes around residential areas that connect to commercial areas and transit stops. **Placemaking** - Transforming public spaces to strengthen the connections between people and place. **Preservation Easement** - A legal document between a private property owner and a governmental entity to protect a specific historical property or element of a property. **STEAM** - Science, Technology, Engineering, Arts and Math curriculum to prepare youth academically for future career opportunities. **STEM** - Science, Technology, Engineering and Math curriculum to prepare youth academically for future career opportunities. **Tax-Increment Financing (TIF) Districts** - A public financing method that is used as an economic development tool for redevelopment, infrastructure, and other community-improvement projects in a defined area. **Traffic Calming Treatments** - A range of methods to slow motor vehicles as they move through commercial and residential areas. **Transit-Oriented Development (TOD)** - A type of urban development that maximizes the amount of residential, business, and leisure space within walking distance of public transit. **Tulsa Race Massacre** - The racially-motivated attack on Black Wall Street and Greenwood that took place in 1921 that resulted in significant loss of life and property for the Black residents of Tulsa. **UNESCO** - The United Nations Educational, Scientific, and Cultural Organization uses education, science, and culture to foster understanding and respect for others and the planet. **Zoning Classifications** - Locally codified designations regulating land uses including type, density, proximity, and relationship to the public right-of-way to promote compatible uses and transitions. RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **1921 Tulsa Race Massacre Graves Investigation** - Under a public oversight committee, areas identified as potential sites for unmarked graves of Massacre victims will be examined for forensic and DNA evidence. **American Indian Chamber of Commerce of Oklahoma** - A non-profit organization with the focus to provide a format for American Indian entrepreneurs to promote their business, for corporations to connect with American Indian businesses, to act as a liaison on tribal economic development issues and to offer the best in resources, training and networking for the American Indian business owner. **Asset Management Department** - A department of the City of Tulsa that manages and maintains City-owned facilities, fleet, and equipment. **Communications Department** - A department of the City of Tulsa that aims to facilitate open and accountable access to city government for the citizens of Tulsa and assist in communicating the prioritized initiatives set by the administration and all other City departments. **Destination Districts** - The Department of City Experience’s program to stimulate economic development, foster authentic cultural expression, develop civic pride, and deepen the connections to places in order to retain talent, attract new residents, and increase tourism opportunities. **Development Services Department** - A department of the City of Tulsa that promotes safety, livability, and economic growth through efficient and collaborative application of building and development codes. **Downtown Tulsa Partnership (DTP)** - A partnership of property and business representatives, and civic leaders to advocate and champion the continued improvement of Downtown Tulsa. **Finance Department** - A department of the City of Tulsa that maintains the finances of the City. **Greater Tulsa Area Indian Affairs Commission** - A City of Tulsa commission whose members have American Indian ancestry appointed to advance American Indian culture, heritage, and services to American Indians. **Indian Nations Council of Governments (INCOG)** - The Indian Nations Council of Governments provides short and long range planning services for specific towns, counties, and Tribal governments in northeast Oklahoma. **Neighborhood and Commercial Toolkit** - A toolkit created by the Tulsa Planning Office that offers information on how to organize a neighborhood or commercial district, launch projects, celebrate with events, access resources, and more. **Neighborhood Inspections** - A division of the Department of City Experience that enforces regulations that are a part of the zoning code or nuisance ordinances. **Office of Resilience & Equity** - An office within the Department of City Experience that works to achieve equality for all Tulsans through partnership building, education, cultural awareness, and advocacy. **Public Works Department** - A department of the City of Tulsa that is responsible for planning, directing and coordinating the construction and maintenance of streets and public facilities, managing all related engineering services, and maintaining stormwater systems. **Route 66 Commission** - Created by Executive Order in 2016 to recommend local preservation and economic development initiatives or capital projects to enhance the Route 66 alignments in Tulsa’s city limits. **Route 66 Overlay District** - A zoning overlay in the Tulsa Zoning Code that permits increased sign area for neon signs along the current and historic alignments of Route 66 in Tulsa. **Section 106 of the National Historic Preservation Act** - Federal agencies must assess the effects of their actions on historic resources and consider public opinions and concerns. **State Historic Preservation Office (SHPO)** - Partners with federal agencies to carry out the requirements of the National Preservation Act (P.L. 89-665, as amended) within the state. **Tulsa Public Schools (TPS)** - An independent school district serving the Tulsa, Oklahoma area in Northeastern Oklahoma. As of 2022, it is the largest school district in Oklahoma, surpassing Oklahoma City Public Schools, serving approximately 33,211 students. **Tulsa Arts Commission** - Recommending body assisting the City in matters of public art including installations, maintenance, and aesthetic value to the public realm. **Tulsa Authority for Economic Opportunity (TAEO)** - Also known as PartnerTulsa, TAEO is the merger of five public entities to create a single, independent organization to lead the City of Tulsa’s community and economic development efforts. **Tulsa Development Authority (TDA)** - A City of Tulsa authority created to revitalize areas and encourage private and public reinvestment to support economic growth. **Tulsa Parks** - A department of the City of Tulsa that aims to create, provide, and preserve quality parks and recreation opportunities that meet community needs for the health and wellbeing and for all Tulsans. ### RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Tulsa Planning Office** - A division of the Department of City Experience that administers the zoning and planning process for the City of Tulsa. **Tulsa Preservation Commission (TPC)** - The Tulsa Preservation Commission directs the City of Tulsa's historic preservation program through the approval of HP permits and initiatives to support the preservation of Tulsa's many historic resources. **Tulsa Race Massacre Centennial Commission** - A commission whose goals are to unite efforts to outline projects commemorating history, to tell the whole Greenwood story, and to create opportunity for the residents of Greenwood. **Tulsa Regional Chamber's OneVoice Legislative Agenda** - A business-driven consensus of Northeast Oklahoma's top annual legislative policy priorities. **Tulsa Transit (MTTA)** - The public transit system operating buses and paratransit for Tulsa metropolitan area. **Vibrant Neighborhoods Partnership (VNP)** - The Department of City Experience's community-driven program to holistically improve neighborhood infrastructure and enjoyment through targeted public support and service delivery in collaboration with neighborhood residents. **Vision Arts Program** - A program funded by Vision Tulsa to strategically engage the city's arts and cultural organizations in boosting the local economy. **Water & Sewer Department** - A department of the City of Tulsa that manages, operates, and maintains the City's water and wastewater systems. # SOURCES AND REFERENCES ### Subject Matter Experts Route 66 Commission Tulsa Theater Tulsa Historical Society Soul City Tulsa Young Professionals Tulsa Artist Fellowship Guthrie Center Tulsa Arts Commission AHHA Bob Dylan Archive John Hope Franklin Center Tulsa Performing Arts Center Tulsa Office of Film, Music, Arts, & Culture Philbrook Museum Tulsa Community College McKeon Center for Creativity Tulsa Symphony Church Studio Downtown Tulsa Partnership Cherokee Nation Film Office Casa de la Cultura Greenwood Cultural Center Gilcrease Museum OK Arts Council Black Wall Street Gallery ### Community Engagement Activities Arts Asset Inventory Survey Resident Input Sessions Resident Input Survey Resident Input Emails and Phone Calls ### Plans Reviewed and Incorporated Tulsa Historic Preservation Plan Route 66 Master Plan Plan66 Small Area Plans (Brady Arts District, Sequoyah, Southwest Tulsa, Utica Midtown Corridor, Pearl District) Resilient Tulsa Strategy Equality Indicators Report ### Peer City Metrics Arts Vibrancy Map: 2020 Edition | SMU DataArts Business.org/TripAdvisor.com ReferenceUSA.com / worldpopulationreview.com Arts Vibrancy Map: 2020 Edition | SMU DataArts Arts Vibrancy Map: 2020 Edition | SMU DataArts https://worldpopulationreview.com/us-cities/ https://www.nps.gov/subjects/nationalregister/database-research.htm#table ### Equity and Resilience Considerations & Health and Wellness Considerations Americans for the Arts. (2017). Arts & Economic Prosperity 5. Arts & Economic Prosperity 5. Retrieved from https://www.americansforthearts.org/sites/default/files/aep5/PDF_Files/ARTS_AEPsummary_loRes.pdf Center for Active Design. (2016). Center for Active Design. Retrieved from https://centerforactivedesign.org/publicart-engagement Travel With Care Tulsa. (n.d.). Retrieved October 29, 2019, from http://travelwithcaretulsa.com/index.html. Rittler, T. (2019, June 12). Art Everywhere! Retrieved October 29, 2019, from https://www.tulsakids.com/art-everywhere/. Partegas, E. (n.d.). The source, 2015. Retrieved October 29, 2019, from https:// esterpartegas.com/the-source/. National Assembly of State Arts Agencies. (2003). Cultural Visitor Profile. Washington, DC. Retrieved from http://www.nasaa-arts.org/Research/Key-Topics/Creative-Economic-Development/Cultural-Visitor-Profile.php Oklahoma Tourism and Recreation Department, (2018).Tourism’s impact on Oklahoma’s economy. Retrieved from website: https://otrd-nfs-trav.s3-us-west-2.amazonaws.com/files/2019+Research+%26+Reports/OTRD+2018+Tourism+Research+Infographic+(Apr2019-updates).pdf http://www.euro.who.int/__data/assets/pdf_file/0009/334269/14780_World-Health-Organisation_Context-of-Health_TEXT-AW-WEB.pdf?ua=1 Rupasingha, A. (2013). Locally Owned: Do Local Business Ownership and Size Matter for Local Economic Well-being? . Federal Reserve Bank of Atlanta Community and Economic Development, 01(13). Retrieved from https://www.frbatlanta.org/-/media/documents/community-development/publications/ ### Photos City of Tulsa. Cultural Dancers. Facebook 2021. https://www.facebook.com/cityoftulsa/photos. Page 2 O'Connell, Alex. Everyone is Creative. Tulsa, OK. 2021. Page 3. City of Tulsa. Admiral Twin. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 4. Tulsa Foundation for Architecture. Architecture Tour. Tulsa, OK. 2021. Page 7. Tulsa World. Vernon AME Church. 2018. https://tulsaworld.com/news/local/historic-vernon-ame-church-in-north-tulsa-added-to-national-register/article_a9d3f274-1307-5146-a6b5-46aae7e9f869.html. Page 8 City of Tulsa. Native American Festival. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 9 Jeffries, Daniel. Buck Atoms. Tulsa, OK. 2021 Page 10. O'Connell, Alex. Bruchetta. Tulsa, OK. 2021. Page 11. Foster, Nathan. Cains Ballroom. Tulsa, OK. 2021. Page 12. City of Tulsa. Children Painting. Facebook. 2021. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 13. City of Tulsa. Kindall Whittier Mural. Facebook. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. 2021. Page 14. City of Tulsa. One Percent For Arts. Facebook. 2021. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 15. (blank page) planitulsa # parks # and recreation # TABLE OF CONTENTS ### 331-333 INTRODUCTION ### 334-343 GOALS & STRATEGIES ### 344-359 ACTION TABLE ### 360-365 CONTEXTS a. selected city comparison b. equity & resiliency c. health & wellness d. funding priorities e. regionalism ### 366-367 GLOSSARY ### 368-369 SOURCES & REFERENCES # chapter 8 parks and recreation ## INTRODUCTION ### Existing Parks in Tulsa The parks systems in Tulsa set it apart from other cities in Oklahoma. Whether managed by the City of Tulsa Parks, Culture, and Recreation Department, the River Parks Authority, the Tulsa County Parks Department, or any of the private and non-profit entities managing parks in the city, the quality of our parks has led to a local culture that highly values these places. The coordination among all of these parks entities is critical for continued success. For the City of Tulsa, the parks and recreation function is commonly known as “Tulsa Parks”. Tulsa Parks manages 135 parks covering roughly 6,553 acres. This includes the Redbud Valley Nature Preserve, two specialty centers, and six community centers with various amenities, including fitness facilities, gymnasiums, art studio space, and meeting rooms. There are 57 miles of walking trails, two skate parks, three dog parks, and five swimming pools. In addition, there are 227 sports fields (132 diamond fields and 95 rectangular fields), 99 playgrounds, 94 tennis courts, 65 basketball courts (29 full courts and 36 half courts), 8 outdoor pickleball courts, 13 water playgrounds, 18 splash pads, 96 picnic shelters, 4 golf courses, and 8 disc golf courses. All of these amenities come with capital, maintenance, and operational costs to ensure the high quality park experience desired by residents. Tulsa County Parks Department manages seven parks, one of which is within the city limits of <

> Tulsa Parks staff take care of existing facilities, manage vegetation, and provide programming to children and adults alike. Tulsa, as well as two community centers and several sections of the regional trails network. Other parks within the city limits of Tulsa not managed by the City include Guthrie Green, John Hope Franklin Reconciliation Park, and private parks within subdivisions that are managed by the local homeowners association. The River Parks Authority (RPA) operates a public park system, known as River Parks, along the banks of the Arkansas River in Tulsa. RPA is governed by a seven-member Board of Trustees, with three City of Tulsa appointees, three Tulsa County appointees, and one Tulsa Metropolitan Area Planning Commission (TMAPC) appointee. River Parks includes over 1,200 acres of land that is leased or owned by RPA. RPA and the City signed a new, 50-year lease at the end of 2017 for all City-owned land that is operated as part of River Parks. River Parks’ defining feature is its extensive, multi-use recreational trail system, complemented by parking lots, restrooms, furnished rest stops, playgrounds, and an extensive collection of outdoor sculptures. Other focal points of the park include Zink Dam and Lake, 41st Street Plaza, River West Festival Park, and the Turkey Mountain Urban Wilderness. Public operating dollars are supplemented by significant private funds in the form of grants, operating reimbursements, and transfers from the River Parks Foundation, the private fundraising arm of RPA. Since its inception, over $100M in public and private funds have been invested in Tulsa’s riverfront, enriching outdoor recreation and entertainment for all Tulsa-area residents and visitors, improving the quality of life for the community. In 2018, Tulsa gained national recognition for the opening of Gathering Place park on Riverside Drive by the Arkansas River. Gathering Place represents the single largest gift to a community park in United States history, with $200M coming from the George Kaiser Family Foundation, matched by $200M from other donors, and $65M in public contributions. In 2019, Gathering Place was voted the best city park in the country in a USA Today Reader’s Choice poll, beating out parks in major cities across the country including San Diego, Boston, and Houston. Gathering Place is described as “...the ultimate expression of Tulsa’s unity. A place for everyone.” It has seen a groundswell of local support, and has become one of the major tourist attractions for Tulsa. All of these assets make up the parks system in Tulsa, and the momentum of recent improvements will lead to even more activity and recognition moving forward as the benefits are spread to all parts of the city. ### One Size Does Not Fit All While the distribution of parks throughout the city mostly provides a balanced level of access to all Tulsans, the amenities and programming that exist in each park vary significantly. As new investments are made in physical improvements and programming, all efforts should be made to tailor these to the local needs of surrounding residents. Engagement with residents through public meetings, planning, surveys, and other approaches, should be paired with data analysis conducted internally to most efficiently and effectively improve the parks and recreation environment for all residents. In some areas of the city, such as east Tulsa, there is a need for new park facilities altogether. Where there are opportunities for the City to acquire the needed land for new park facilities, priority should be given to locations that are highly visible and accessible. Where parks exist today in east Tulsa, major enhancements should be pursued to create destination parks that strengthen the local and surrounding community. In addition to the physical park facilities, the programmatic opportunities at parks and community centers should reflect the needs of the surrounding residents. <

> Parks create opportunities for learning for people of all ages. Here Tulsa Parks staff and youth volunteers plant flowers at one of Tulsa’s many parks. ### Park Planning Efforts Recent planning has occurred that will inform the future of parks and recreation in the Tulsa area, including a new Parks Master Plan adopted in 2022. Numerous public meetings in all parts of the city informed this planning process, with the goal to understand local context and what approaches fit best for a given area. This plan is particularly important for the prioritization of capital improvement funding through the 2019 Improve Our Tulsa general obligation bond election, where $30M of funding was allocated to enhance the existing parks and recreation system. Other relevant plans include the 2015 GO Plan, which identifies where future trail facilities should be expanded or enhanced, and the Turkey Mountain Master Plan, which was commissioned in partnership between the George Kaiser Family Foundation and the River Parks Authority as a continuation of the significant park improvements along the Arkansas River. Planning for specific improvements has occurred at McCullough Park in east Tulsa to enhance the park space to become a destination park in an area of the city with limited park access. Where park improvements are funded through capital improvement programs, some projects include funding for new sculptures and murals, giving parks distinct character and better incorporating them into surrounding neighborhoods. ### Parks and Recreation Priorities Recent planning efforts have led to the development of principles to guide decisions regarding park improvements. These principles include: * That parks should provide opportunities for physical activity and healthful lifestyles. * Parks should provide places for residents and community groups to gather. * Parks should provide places for residents to have authentic encounters with nature. * Equity and accessibility should be key components of park improvement planning, programming, outreach, and funding. These concepts provide the framework for the approach to investments in the parks and recreation system going forward. # KEY IDEAS ### Subject Matter Experts The Tulsa Planning Office team met with several subject matter experts to learn more about the existing conditions of Tulsa’s parks and recreation systems. These included the City of Tulsa Park, Culture, and Recreation Department, River Parks Authority, Tulsa County Parks Department, Gathering Place, and the Oklahoma State Tourism and Recreation Department. Key ideas raised in these discussions include the following: * Parks and recreation facilities should be tailored to the specific needs of the surrounding community. * All Tulsans should have easy access to places for recreation, gathering, and connecting with nature. * Recreational programming should be available for all Tulsans regardless of age, income gender, race, or language ability. * Tulsa’s parks and recreation systems should promote healthy lifestyles. * Tulsa’s parks and recreation systems should be promoted with effective marketing and outreach. * Tulsa’s parks should be a model for best practices in sustainability. * All residents should feel safe when using Tulsa’s parks and recreation facilities. ### Community Members Through numerous public engagement efforts, residents of Tulsa provided a great deal of input, much of which was in alignment with what was heard from subject matter experts. Key ideas heard through community engagement include: * Maintenance should to be prioritized and accommodated in parks planning and funding. * Tulsa park and recreational facilities should be programmed for activities and events for maximum use and enjoyment. * Park and recreational facilities should be equally accessible to all Tulsans. * Safety should be a top priority in Park and Recreation planning and programming, including considerations for enhanced lighting and safe pet policies. * Parks should be clean and provide sanitary facilities for users, including rest rooms and water fountains. * Traffic calming should be targeted around neighborhood parks. # Goal 1 ## Tulsa’s parks and trails systems are enhanced and maintained through coordinated efforts and funding from public, private, non-profit, and philanthropic entities. Unlike many cities, Tulsa has multiple agencies that maintain and operate parks and trails in the region. Ensuring that existing services, programming, and future planning are coordinated in concert among the various park agencies will lead to a more resilient parks system that enhances quality of life for all Tulsans. ### Strategy 1.1 Maintain ongoing coordination between Tulsa Parks, River Parks Authority, Tulsa County Parks Department, Gathering Place, and other park management entities. ### Strategy 1.2 Develop a long-term and sustainable funding strategy for deferred maintenance issues, new projects, and programming needs. ### Strategy 1.3 Explore and encourage public-private partnerships for expanded and innovative park and recreational facilities. ### Strategy 1.4 Supplement park and trail maintenance programs through collaborative coordination with neighborhood and community organizations. ### Strategy 1.5 Coordinate improvements to the trails network at the regional level in collaboration with all relevant agencies. ### Strategy 1.6 Revise and develop donation processes to allow residents and local organizations to easily donate or contribute (monetarily, in-kind, etc.) to enhance parks and recreation facilities and trails across the city. <

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> # Goal 2 ## Park and recreational assets are tailored to the specific needs of the surrounding neighborhoods and communities. Parks exist to enhance quality of life for the communities they serve, therefore careful consideration of surrounding neighborhood needs is crucial to maintaining this purpose. Tulsa Parks should use a data-driven approach to tailor maintenance and improvements of park facilities by recruiting nearby neighborhood organizations to provide feedback and encourage opportunities for customized enhancements. ### Strategy 2.1 Develop a comprehensive list of all park assets and tailor strategies based on specific community needs. ### Strategy 2.2 Engage with surrounding neighborhoods to identify specific needs for park improvements. ### Strategy 2.3 Develop a comprehensive database of neighborhood associations, schools, faith-based institutions, and other community organizations to assist with engagement efforts. ### Strategy 2.4 Pursue commemorative donations that reflect the contributions of Tulsans and neighbors of specific parks. ### Strategy 2.5 Develop and use stormwater retention areas for parks and recreation purposes beyond the area currently served by the Tulsa Parks system. ### Strategy 2.6 In areas of the city with lower rates of internet access, implement public Wi-Fi in community centers and parks. # Goal 3 ### All Tulsans have easy access to places for recreation, gathering, and connecting with nature. Tulsa Parks should prioritize access to recreational activity and green spaces by supplementing recreational programming, exploring requirements for parks in private developments, investing in regional destinations, and by updating parks near neighborhoods experiencing growth. ### Strategy 3.1 Coordinate with school districts to promote recreational opportunities at schools where there is low access to parks. ### Strategy 3.2 Seek ways to increase park access in east Tulsa where the largest gaps in service exist. ### Strategy 3.3 Encourage private parks in new development for areas of the city beyond the current area served by the Tulsa Parks system. ### Strategy 3.4 Enhance existing regional destination parks throughout the city. ### Strategy 3.5 Maintain and expand recreational connections between neighborhoods and the Arkansas River. ### Strategy 3.6 Where redevelopment is occurring, evaluate the need for improvements to existing under-utilized parks facilities to serve the residents of the area. ### Strategy 3.7 Prioritize pedestrian improvements, such as sidewalks and crosswalks, around park facilities. <

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> # Goal 4 ### Recreational programming is available for all Tulsans regardless of age, income, physical ability, gender, race, or language ability. In order to provide enhanced quality of life for all Tulsans, Tulsa Parks should engage with other park management organizations, hobby organizations, and athletic teams to provide robust and consistent programs for recreation focused on the inclusion of all cultural backgrounds, ages, abilities, and interests. #### Strategy 4.1 Expand programming options to appeal to all age groups. #### Strategy 4.2 Provide multilingual recreational programming. #### Strategy 4.3 Develop accessible park amenities for Tulsans that have challenges with mainstream recreational activities. #### Strategy 4.4 Work with community athletics organizations to recruit events and competitions. # Goal 5 ## Tulsa’s park and recreation systems promote healthy lifestyles. In an effort to support healthy living through Tulsa Parks, park amenities and programs should be leveraged to promote healthy lifestyle choices by offering activities, creating inviting facilities, and repurposing unused spaces for outdoor activities or access to healthy food options in underserved communities. ### Strategy 5.1 Establish partnerships to address geographically specific health concerns throughout Tulsa. ### Strategy 5.2 Coordinate and enhance the network and connectivity of parks, trails, and natural areas for nature-based recreation. ### Strategy 5.3 Encourage a mix of active and passive recreation amenities in parks to facilitate varying levels of physical activity. ### Strategy 5.4 Work with neighborhoods to repurpose vacant lots to provide access to outdoor recreation or fresh foods. ### Strategy 5.5 Promote healthy outdoor park environments, and pursue mitigation of potential health hazards. <

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> # Goal 6 ### Marketing and communications efforts effectively promote the parks and recreation systems in Tulsa. Tulsa Parks should work to develop a brand management and communications framework that focuses on community needs while clearly and consistently promoting park programs across all platforms. The framework should target all Tulsans as well as potential visitors at the regional and national level. ### Strategy 6.1 Plan and promote public events at parks to encourage increased and innovative use. ### Strategy 6.2 Facilitate robust and inclusive community engagement to identify needs and preferences of residents and neighborhoods pertaining to new parks and park improvements. ### Strategy 6.3 Increase the availability of marketing, outreach, and informational materials in non-English languages regarding parks and recreation opportunities, particularly in geographic areas with larger concentrations of residents with limited English proficiency. ### Strategy 6.4 Coordinate with local, state, and national tourism and recreation marketing organizations to communicate the strengths and attraction of Tulsa’s city parks. ### Strategy 6.5 Incorporate up-to-date technologies and digital platforms for reaching diverse populations, including social media. ### Strategy 6.6 Develop a distinct brand for Tulsa Parks. # Goal 7 ## Tulsa’s parks are a model for best practices in sustainability. Sustainability should be prioritized in the development and restoration of Tulsa Parks including design materials, recycling facilities, and through educating park users in how they can make a positive impact. The creation of a sustainable park and trail system will not only be a model for other departments at the City of Tulsa, but for communities across the Tulsa region. ### Strategy 7.1 Invest in the ecological restoration of green spaces in parks, along trails, and in undeveloped open spaces owned by the City. ### Strategy 7.2 Incorporate sustainable design elements into park facility improvements. ### Strategy 7.3 Provide educational opportunities for park users and program participants that focus on sustainable lifestyles and healthy ecosystems, using parks as a teaching tool. ### Strategy 7.4 Promote recycling facilities in parks and along trails where appropriate. <

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> # Goal 8 ## Tulsa’s parks and trails systems are designed and operated so that all users feel safe and secure. Ensuring that all residents have safety and security is one of the highest priorities for the City of Tulsa. Tulsa Parks should consider every element of city park facilities with safety in mind from designing and maintaining safe environments to partnerships with local law enforcement agencies to ensure that green spaces are safe for everyone. ### Strategy 8.1 Incorporate design elements into parks and trails facilities that increase safety. ### Strategy 8.2 Ensure that more facilities in parks are accessible to all users. ### Strategy 8.3 Work with communities and law enforcement agencies to develop approaches to maintaining public safety in parks in ways that don’t cause discomfort to park system users. ### Strategy 8.4 Employ maintenance techniques that reduce the risk associated with inclement weather events that may hinder normal use of parks, trails, and other facilities. ### Strategy 8.5 Find opportunities and spaces where fenced, off-leash dog park amenities can be added to existing and new parks. # Goal 9 ## Decisions made for improvements, changes, or additions are backed up by data analysis to ensure investments are equitable, cost-effective, and transparent. Tulsa Parks should practice organizational transparency and seek public input to ensure that investments are informed by identified needs. A data-driven approach to decision making allows Tulsa Parks to make equitable, responsible, and cost-effective investments that are most beneficial for all residents. ### Strategy 9.1 Utilize the park asset management system in conjunction with other datasets to prioritize funding allocation. ### Strategy 9.2 Communicate data and analysis to decision makers and residents to ensure common understanding of issues and solutions. ### Strategy 9.3 Regularly update all relevant data sources to ensure the most up-to-date understanding of analytical context. <

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> # Goal 10 ## Employee recruitment is enhanced by a focus on retention and improved employee experience. Building institutional knowledge is critical for the success of any organization. By ensuring that Tulsa Parks employees have opportunities for continuing education and advancement, lessons learned through the years can be applied to improve ongoing operations and help to ensure investments into the parks system addresses known issues. ### Strategy 10.1 Evaluate existing practices for seasonal employment, and seek more efficient and effective ways of recruitment. ### Strategy 10.2 Seek ways to better understand and facilitate long-term retention of existing employees. ### Strategy 10.3 Provide information that assists with the onboarding process for new employees, and information to help entry-level employees pursue upward mobility within the department. ### Strategy 10.4 Create opportunities for youth and other volunteers to participate in programs that enhance parks and recreation opportunities in Tulsa. (blank page) # ACTION TABLE This table includes the goals and strategies outlined in the previous pages with specific actions that will help to achieve the intent of the goals and strategies. Each specific action includes what type of action it is and what parties should be involved in order to implement the action. All of these goals, strategies, and actions are derived from engagement with the Tulsa community and subject matter experts, past planning efforts conducted by the City of Tulsa and partner agencies, best practices from cities across the United States, and research and data analysis conducted by Tulsa Planning Office staff. Any action taken to implement a specific strategy or action included in this table or a policy recommended elsewhere in this chapter will be in accord with Oklahoma law. <

> Most Favorable | Least Favorable | Metric | Units | Tulsa, OK | Oklahoma City, OK | Oakland, CA | Albuquerque, NM | Raleigh, NC | Nashville, TN | Tampa, FL | | :--- | :---: | :---: | :---: | :---: | :---: | :---: | :---: | :---: | | **Access to Parks** | % | 65% | 43% | 89% | 91% | 48% | 46% | 64% | | **Park Spending per Capita (all entities)** | $ | $85 | $74 | $111 | $75 | $176 | $52 | $44 | | **Park Spending per Capita (City only)** | $ | $34 | $63 | $83 | $70 | $164 | $47 | $42 | | **Recreation and Senior Centers per Capita** | U/pop*20,000 | 0.4 | 0.7 | 1.1 | 1.1 | 1.6 | 0.8 | 1.7 | | **Playgrounds per Capita** | U/pop*10,000 | 3.8 | 2 | 3 | 3.2 | 2.5 | 2.4 | 2.3 | # FEATURED METRIC ## Access to Parks <

> Tulsa ranks near the top for access to parks when compared to the selected cities. Around 60% of Tulsans live within a 10-minute walk of a park, with predominantly minority neighborhoods having 26% more park space per person than the city median. Tulsa compares well to other cities in this metric. Most areas of the city are well covered by the existing parks systems; however, overall access numbers are brought down by areas at the city limits, where residents typically have larger homes and yards, and have access to an automobile to travel to the nearest regional park. For areas of the city where residents are less likely to have access to an automobile or a large private yard efforts should be taken to ensure that sidewalks, public transit, and other alternative transportation options exist and are in a safe and accessible state in order to overcome potential access barriers. ### Park Spending per Capita Tulsa has more varied investment in parks facilities than any of the other selected cities, with City funding accounting for less than half of the funding for parks within the city limits. Among the selected cities, Tulsa has the lowest investment per capita from the City government, but by far the largest amount from nonprofit entities. This is reflective of the investments made in Gathering Place, John Hope Franklin Reconciliation Park, Guthrie Green, and others. ### Recreation and Senior Centers per Capita Tulsa is among the selected cities with low amounts of recreation and senior centers per capita. It is estimated that Tulsa has 0.39 centers per 20,000 people. While this metric that derives from the Trust for Public Land’s Park Score, there are no fully dedicated senior centers in the city limits, so this per capita figure is more realistic for the total number of recreational centers in Tulsa. Parks and recreational spaces are important for all stages of life, and ensuring that there are accessible to our senior population is crucial to provide increased quality of life. ### Playgrounds per Capita Tulsa has one of the highest quantities of playgrounds per capita compared to the selected cities. It is estimated that Tulsa has 2.38 playgrounds per 10,000 residents. Playgrounds are great amenities for Tulsa families and should be maintained for safety and enjoyment. # EQUITY & RESILIENCE CONSIDERATIONS ### ACCESS TO PARKS AND TRAILS Public park and trail facilities are community assets that facilitate active lifestyles, interaction with nature, and places for events and gathering. Without access to these types of places, communities may lack social cohesion and may have more negative health outcomes. The National Recreation and Park Association (NRPA) has found that the importance of park access is particularly high among adolescents, where those who have access to multiple recreation facilities are substantially lower risk for obesity and associated health outcomes than adolescents that do not have recreation options. In Tulsa, the parks system is significant with dozens of parks and many miles of multi-use trails. However, the distribution of these facilities is not uniform across the city, and as development trends have extended the footprint of the city, new park facilities have not been able to be developed or maintained to accommodate the growth. In particular, east Tulsa and south Tulsa have fewer parks per capita than other regions of the city. South Tulsa is wealthier on average than other parts of the city, and most homes have adequate yards to facilitate physical activity. Additionally, car ownership is nearly universal in south Tulsa, so larger regional parks are generally accessible. East Tulsa, however, has lower access to automobiles, and there is a lack of nearby regional parks. This area has significant populations of racial and ethnic minorities, as well as low- to moderate-income households. #### Recommendations *PN.ER.1* Identify parks and playgrounds at schools that are publicly accessible, and work to increase accessibility through partnerships and coordination. *PN.ER.2* Evaluate the feasibility of an update to the City's Subdivision Regulations to require shared open space in new subdivisions or a fee-in-lieu alternative. *PN.ER.3* Implement trail connections into neighborhoods along creeks and streams as identified in the adopted regional trail master plan and the Arkansas River Corridor Master Plan. ### RECREATIONAL PROGRAMMING OPPORTUNITIES Tulsa is generally an excellent city for recreation opportunities. Many cities of similar size only dream of having parks as impressive as Gathering Place, Turkey Mountain Urban Wilderness, or Mohawk Park. Programming, in the form of community center classes, camps, or sports leagues, has grown with the enhancement of the parks environment in the city, but there are inconsistencies with regard to opportunities for differing demographic groups. In particular, there is a significant need for an increase in public recreational programming for older adults. Presently, programming for older adults is primarily offered through private, non-profit, or religious entities, presenting a potential barrier for entry to low-income or non-religious older adults. Broken Arrow, Tulsa’s neighbor to the southeast, has senior wellness centers, and many older adults from Tulsa make the drive to partake in the services and programming offered at these facilities. Tulsa County Parks and Recreation have added senior wellness programming in their community centers, including Tai-Chi and Diabetes education, but operations were suspended due to the COVID-19 pandemic. Another example of a community with substantial senior wellness infrastructure is Oklahoma City, where several senior wellness centers were funded through the MAPS 3 penny sales tax, and more have been funded through MAPS 4 due to the popularity of the new facilities. #### Recommendations *PN.ER.4* Pursue capital and operation funding to establish senior wellness centers across the city. *PN.ER.5* Increase recreational programming opportunities for all ages in parks and community centers. *PN.ER.6* transportation services for older adults to facilitate safe travel to and from wellness centers. <

> This map is generated using data from the Tulsa Planning Office's Neighborhood Conditions Index (NCI). ### GEOGRAPHIC DISPARITIES The above map identifies where residents have access to parks, trails, playgrounds, and recreation or senior centers. While most areas of the city have good access to parks, trail access is largely limited to the areas close to the river and north and south of downtown. The area along Highway 169 near Broken Arrow is home to many apartment tenants, but the area has few parks, trails, senior centers, or other recreation facilities. Neighborhoods in south Tulsa also lack access to parks and recreation facilities, but large back yards are common. ### INDICATORS USED IN MAP * % of Residents within 1/2-mile of a Park * % of Residents within 1/2-mile of a Multi-Use Trail * % of Residents within 1 mile of a Recreation or Senior Center * % of Residents within 1/2-mile of a Playground ### RELEVANT EQUALITY INDICATORS\* No indicators in the Equality Indicators reports are related to recreational facility or programming access. It is recommended that access to parks and trails, as well as the availability of programming opportunities be added in future iterations of the report to determine where specific investments are needed. ### RELEVANT RESILIENT TULSA ACTIONS\*\* ACTION 13: Develop a Healthy Food Environment Coalition ### VULNERABLE POPULATIONS * Low-Income households * Older adults * Youth * Persons with physical and/or cognitive disabilities * Low-density areas with lack of pedestrian, bicycle, and public transit infrastructure * Households without access to an automobile \*Equality Indicator reports are issued annually by the City of Tulsa. \*\*Resilient Tulsa Strategy was adopted by the City of Tulsa in 2018. # HEALTH & WELLNESS CONSIDERATIONS ### Access to Parks and Trails | Health Impact | Associated Health Outcome | | :--- | :--- | | Higher levels of physical activity associated with park usage | Reduction in obesity, cancer, diabetes, and cardiovascular disease | | More frequent encounters with nature and community | Decrease in anxiety and depressive disorders, emotional well-being | #### Tulsa Context Presently in Tulsa, 60% of residents live within a 10-minute walk from a park facility, which is slightly above the national average of 55%. These rates are higher for low-income and minority residents, with Black, Latin American, and American Indian residents having the higher rates than White and Asian residents. The parks in Tulsa with the most usage include the River Parks, Gathering Place, LaFortune Park, Mohawk Park, and Hunter Park. Given the significant access to park facilities in Tulsa, there are great opportunities for promoting health-improving programs and events. #### Policy Recommendations *PN.HW.1* Develop targeted programming in parks to increase visitation. *PN.HW.2* Assess park quality, design, and aesthetics city-wide regularly to establish which parks may need intervention to increase park utilization. *PN.HW.3* Prioritize sidewalks, crosswalks, and other pedestrian infrastructure construction to increase access to parks. *PN.HW.4* Conduct outreach and engagement with various populations groups, including youth, seniors, and immigrant populations to better understand varied needs for accessing their local parks. *PN.HW.5* Ensure all local and public parks are visible on search engine maps. ### Community Gathering Places | Health Impact | Associated Health Outcome | | :--- | :--- | | Higher levels of physical activity associated with park usage | Reduction in obesity, cancer, diabetes, and cardiovascular disease | | More frequent encounters with nature and community | Decrease in anxiety and depressive disorders, emotional well-being | #### Tulsa Context Green spaces build community. Research shows that residents of neighborhoods with greenery in common spaces are more likely to enjoy stronger social ties than those who live surrounded by barren concrete. A study by the University of Illinois and the University of Chicago found that for urban public housing residents, levels of vegetation in common spaces predicted the formation of neighborhood social ties. Though inner-city areas of Tulsa have adequate parks facilities, these areas have significantly less tree canopy coverage than more affluent areas of the city. Additionally, access to public parks and recreational facilities has been strongly linked to reductions in crime and reduced juvenile delinquency. #### Policy Recommendations *PN.HW.6* Promote the parks as gathering places for neighborhoods through marketing and informational communications. *PN.HW.7* Strategically increase tree canopy coverage in parks in areas of the city with high rates of impervious surfaces. *PN.HW.8* Develop targeted programming in parks to increase visitation. *PN.HW.9* Conduct outreach and engagement with youth, older adults, and immigrant populations to better understand their needs for accessing and using their local parks. # FUNDING PRIORITIES According to the surveys conducted during the development of the new Parks Master Plan survey respondents identified several priorities. In particular, new and improved trails and pathways, new neighborhood parks, additional amenities at existing parks, and new playgrounds topped the list of identified priorities. When asked, "What would increase your use of parks?", respondents indicated the following were priorities: * Better conditions and maintenance of park facilities * Lighting improvements in parks (particularly notable among respondents from east and south Tulsa) * Wi-Fi connectivity at parks and community centers (particularly notable among respondents from north and west Tulsa) * More local neighborhood programming rather than programming at regional facilities As capital funding opportunities arise it will be important that all of these priorities are considered for funding. Discussions among the various park entities that can benefit from programs like Vision Tulsa and Improve Our Tulsa will help to ensure a more equitable and effective investment. # REGIONALISM CONSIDERATIONS Tulsa has several entities that manage parks, trails, and green spaces. These include the City of Tulsa Park and Recreation Department, the River Parks Authority, Tulsa County Parks Department, and a host of non-profit organizations that manage parks like the Gathering Place, John Hope Franklin Reconciliation Park, and Guthrie Green. On top of this are communal green spaces built as part of new subdivisions where park facilities are limited. Finally, surrounding communities also have parks facilities, and there are several State Parks, National Wildlife Refuges, and National Forests within a two-hour drive of the Tulsa area. This suite of recreation facilities makes the Tulsa region stand out from the rest of the state and presents great opportunities for collaboration. While there are many parks facilities across the region, programming for residents is not as evenly distributed. For example, seniors in Tulsa will often drive to Broken Arrow to participate in the senior programming as those services do not presently exist in the Tulsa city limits. Expanding programming in Tulsa for seniors, children, and everyone in-between will fill in gaps that have reduced the quality of life in the city by comparison to surrounding communities. Additionally, quality programming resources in Tulsa will serve to attract residents of surrounding communities. # GLOSSARY OF TERMS **Asset Management System** – A policy to track and schedule routine maintenance or replacements to assure the long-life of the assets and reduce the risk of unexpected and unfunded repairs. **Brand Management** - Building recognition of a product or service that is distinct to those products or services and through which data collection continues and is used to retain and draw new customers. **Capital Improvement Package** – An approved list of funded projects that substantially add value to a facility or infrastructure, or a list of projects that will be funding pending a vote of the community. **Communications Framework** - The methods for conveying a message or information to others. **Deferred Maintenance** - The practice of not performing less costly routine maintenance and repairs resulting later in more costly repairs or replacements often in an untimely occurrence. **Destination Parks** - Parks that have special features, characteristics, or amenities which attract visitors for those specific reasons. **Equity** - Just and fair inclusion into a society in which all can participate, prosper, and reach their full potential. **Food Forest** - Gardening in a wooded area with plant-based food compatible with the ecosystem and enhancing a sustainable source of food without annual plantings. **Health Outcomes** - A change in the health status of an individual, group, or population which is attributable to a planned intervention or series of interventions, regardless of whether such an intervention was intended to change health status. **Healthful Lifestyles** - A collection of choices of resources that combine to positively influence an individual’s overall mental and physical health as a way of life. **Institutional Knowledge** - Characteristics of the workplace gained over time through practices such as first-hand knowledge, experience, data gathering. **Limited English Proficiency (LEP)** - Term used in the United States that refers to a person who is not fluent in the English language, often because it is not their native language. **Little Libraries** - Dedicated space outside of the library facilities that serve a local neighborhood with reading materials. **Nature-Based Recreation** - Enjoying outdoor activities in a natural environment while emphasizing the preservation of the natural elements. **Park Ranger** - An individual assigned to patrol the area and assure that rules, regulations and laws are being followed in order to preserve the park’s assets and enhance the safety of park visitors. **Passive Recreation Amenities** - Activities in outdoor natural environments which can be enjoyed without installing equipment into the landscape such as hiking, fishing, or non-motorized boating. **Platforms** - Methods of passing information along to others, for example: brochures, radio, social media etc. **Programmatic Opportunities** - Activities, such as classes, intramural sports leagues, day care, or public events. **Regional Destinations** - A geographic area with public space of adequate size and amenities to draw residents from multiple neighborhoods and adjacent communities to the site. **Seasonal Employment** - Employment that is only active during certain periods of the year rather than the entire year, such as lifeguards. **Stormwater Retention Area** - Temporary storage for rainwater, particularly useful during heavy rains or prolonged periods of rain to reduce flooding. **Strategic Planning** - Process used by organizations to identify their goals, the strategies necessary to accomplish those goals, and the internal performance management system used to monitor and evaluate progress. **Sustainability** - Managing resources to meet the needs of the present without compromising the ability of future generations to meet their own needs. **Traffic Calming** - A range of methods to slow motor vehicles as they move through commercial and residential areas. ### RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Animal Welfare** - A division of the Department of City Experience responsible for the management of animal welfare programs, animal control, and the City’s animal shelter. **Cherry Creek Trail** - A 1.53 mile improved trail between W. 37th Pl. and W. 45th St. **Child Equity Index** - A system of indicators developed by Impact Tulsa that assist in the measurement of impacts on healthy childhood development. **Community Development Division** - A division of the Department of City Experience that administers community and economic development programs and initiatives, supporting residents in creating economically viable and sustainable communities through neighborhood partnerships, housing programs, and community development initiatives. **Gathering Place** - A 66-acre destination park along the Arkansas River with water features, recreational equipment, and outdoor programming that is free to the public and has commercial amenities. **GO Plan (2015)** - The Tulsa Region’s first comprehensive bicycle and pedestrian master plan with the vision to make Tulsa a great place for walking and biking for everyone. **Impact Tulsa** - An organization partnering with a variety of community resources to obtain data and positively impact childhood lifestyles through high-quality education. **INCOG Transportation** - As a function of the Metropolitan Planning Organization (MPO) for the Tulsa area, INCOG Transportation facilitates a cooperative effort with federal, state, and local governments and other transportation agencies to assess the area’s transportation requirements and to develop comprehensive, multi-modal plans and programs that address the needs and goals of the region. **Joe Creek Trail** - Beginning at E. 61st St. west of Peoria Ave., the trail extends south connecting to the River Trails near E. 78th St. **MAPS 3/MAPS 4** - A series of capital improvements programs in Oklahoma City that uses a limited-term 1% sales tax to pay for quality of life improvements. **Mingo Valley Trail System** - Two segments of improved trails beginning at Mingo Rd. and I-244 to 41st St. and also from 71st St. to Memorial Dr. totaling 9.4 miles. **Public Works Department** - A department of the City of Tulsa that is responsible for planning, directing and coordinating the construction and maintenance of streets and public facilities, managing all related engineering services, and maintaining stormwater systems. **RecPro Database** - A professional software used by Tulsa Parks to facilitate two-way engagement with the community for parks and recreation programs. **River Parks Authority** - An organization that aims to enhance community life through stewardship of parks and public spaces along the Arkansas River. **River Parks West Trail** - A 7-mile improved trail west of the Arkansas River beginning at I-244 and extending south to E. 71st St. **Streetlight Travel Data** - A service used by the City of Tulsa that analyzes anonymous cell phone location points to gather data about the use of facilities and to inform a variety of objectives. **Subdivision and Development Regulations** - A set of regulations governing the design, improvement, creation of subdivisions and additional developments. **Tulsa Health Department (THD)** - The primary public health agency for Tulsa County residents, including 13 municipalities and unincorporated areas. **Tulsa Parks** - A department of the City of Tulsa that aims to create, provide, and preserve quality parks and recreation opportunities that meet community needs for the health and wellbeing and for all Tulsans. **Tulsa Planning Office** - A division of the Department of City Experience that administers the zoning and planning process for the City of Tulsa. **Tulsa Police Department (TPD)** - A department of the City of Tulsa that provides law enforcement and safety services to Tulsa residents. **Turkey Mountain Master Plan** - A guide for both the preservation and addition of amenities for a 650 acre area west of the Arkansas River with 300 feet elevations, mixed wilderness habitats, and recreational opportunities. **YMCA** - Young Men’s Christian Association: founded in 1844 in response to unhealthy social conditions after the Industrial Revolution; today, a source of individual and group exercise and sport activities. **YWCA** - The Young Women’s Christian Association is a nonprofit organization with a focus on empowerment, leadership, and rights of women, young women, and girls in more than 100 countries. (blank page) # SOURCES AND REFERENCES ### Subject Matter Experts and Relevant Plans City of Tulsa Park and Recreation Department (Tulsa Parks) River Parks Authority Tulsa County Parks and Recreation Department Gathering Place Oklahoma Department of Tourism and Recreation ### Community Engagement Activities All engagement activities associated with the 2022 Parks Master Plan Resident Input Sessions Resident Input Survey Resident Input Emails and Phone Calls ### Selected City Metrics https://parkscore.com ### Equity and Resilience Considerations & Health and Wellness Considerations Bedimo-Rung Ariane L., PhD, Andrew J. Mowen, PhD, Deborah A. Cohen, MD. “The significance of parks to physical activity and public health: A Conceptual Model.” American Journal of Preventative Medicine. 2005. 28(2): 159-168. www.ajpmonline.org/article/S0749-3797(04)00304-6/fulltext. Cummins, Steven, Stafford, Mai et al. “Neighborhood environment and its associations with self-rated health: evidence from Scotland and England.” Journal of Epidemiology and Community Health. 2005. jech.bmj.com/content/59/3/207.short. Oklahoma’s State of Health: The People, the Economy, and the Environment, 2018- 2022; Oklahoma Tourism and Recreation Department. Oklahoma State University. 2017. www.geog.okstate.edu/images/DOCS/RMPGIS/SCORP/2017-12-15_SCORP.pdf Cohen DA, Lapham S, Evenson KR, et al. “Use of neighborhood parks: does socioeconomic status matter? A four-city study.” Public Health. (2013). 127(4):325-332. doi:10.1016/j.puhe.2013.01.003 Moore LV, Diez Roux AV, Evenson KR, McGinn AP, Brines SJ. “Availability of recreational resources in minority and low socioeconomic status areas.” American Journal of Preventative Medicine. (2008). 34(1): 16-22. doi:10.1016/j.amepre.2007.09.021 National Recreation and Park Association. “Safe Routes to Parks: Improving Access to Parks through Walkability.” (2022). www.nrpa.org/contentassets/f768428a39aa4035ae55b2aaff372617/park-access-report.pdf Office of Disease Prevention and Health Promotion. “Social Determinants of Health: Social Cohesion.” Office of Disease Prevention and Health Promotion (2022). www.healthypeople.gov/2020/topics-objectives/topic/social-determinants-health/interventions-resources/social-cohesion. Cohen, Deborah A, MD, MPH, Thomas L. McKenzie, PhD et al. “Contribution of Public Parks to Physical Activity.” American Journal of Public Health. (2007). 97: 509-514. doi.org/10.2105/AJPH.2005.072447. ### Photos City of Tulsa. Guthrie Green. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 2 Tulsa Parks. Parks Staff. 2021, Tulsa, OK. Page 3 Tulsa Parks. Volunteers. 2021. Tulsa, OK. Page 4 Tulsa Parks. Staff Working. 2021. Tulsa, OK. Page 6 Jeffries, Daniel. Central Park. 2021. Tulsa, OK. Page 7 Foster, Nathan. Bird & Disc Golf. 2021. Tulsa, OK. Page 8 Tulsa Parks. Zumba Dancers. 2021. Tulsa, OK. Page 9 Tulsa Parks. Runner. 2021. Tulsa, OK. Page 10 Tulsa Parks. Lubell Park Sign. 2021. Tulsa, OK. Page 11 Jeffries, Daniel. Grass. 2021. Tulsa, OK. Page 12 Tulsa Parks. Parent & Child. 2021. Tulsa, OK. Page 13 Jeffries, Daniel. Park Aerial. 2021. Tulsa, OK. Page 14 Tulsa Parks. Park Engagement. 2021. Tulsa, OK. Page 15 (blank page) planitulsa # environment and natural resources # TABLE OF CONTENTS ### 373-375 INTRODUCTION ### 376-383 GOALS & STRATEGIES ### 384-401 ACTION TABLE ### 402-409 CONTEXTS a. selected city comparison b. equity & resiliency c. health & wellness d. funding priorities e. regionalism ### 410-415 GLOSSARY ### 416-417 SOURCES & REFERENCES # chapter 9 environment and natural resources ### INTRODUCTION Tulsa is the primary city within Green Country, which gets its name from the abundance of trees and water bodies that occupy the northeastern quadrant of Oklahoma. Being integrated into such a fertile and beautiful landscape, as well as being positioned beside the powerful Arkansas River, Tulsa has become a leader in the appreciation and the conservation of the natural environment. However, the conservation of Tulsa’s natural resources has not always been the priority. For decades, Tulsa’s livelihood depended nearly completely on the extraction and processing of oil and natural gas, and before that the land was largely used for ranching and farming. As the city developed over time, forests that had been removed began to grow back, and with it, valuable habitat for endemic species of Green Country. Improvement in the water quality of the Arkansas River and other streams, while still a concern today, has been dramatic as new sanitary forms of waste management have become standard practice. ### Life Along a Prairie River The Arkansas River and other water bodies in Tulsa create opportunities for residents to enjoy nature, but flooding remains a significant concern. Major flooding events in the 1980s, and most recently in 2019, have led to enormous investments in infrastructure and emergency preparedness. These investments have mitigated much of the localized flooding that occurred in the major floods of the 1980s, but there is little that can be done in the way <

> American Bald Eagles congregate along the tree-lined shores and bluffs of the Arkansas River. of infrastructure as it relates to the flooding of the Arkansas River. Upstream from Tulsa, the Keystone Dam and Reservoir manages the flow of the Arkansas River to generate electrical power. In 2019, major rain events in the drainage basin of Keystone Lake led to significant dam releases, well above normal flow rates, and well beyond the lengths of time that existing levees are built to handle. The levee system survived this 500-year rain event, but another event of this magnitude could spell disaster for those land uses and residents of areas protected by the levee system. In addition to the flooding of the Arkansas River, these rain events caused tributaries like Bird Creek to overflow. This led to the inundation of abandoned landfills in Oxley Nature Center, scattering refuse across the nature preserve and polluting important habitat. Moreover, this imagery of waste from the 1960s littering our nature preserve in 2019 illustrates that the work to protect our natural places is not done, and the effect of decisions we make today in Tulsa will be felt by future generations. ### Natural Habitats The Arkansas River and stream corridors in Tulsa are not just pathways for water to flow through the community, but they provide some of the strongest natural habitats for the wide array of local wildlife. Tulsa has a wealth of bird species, including the Bald Eagle, an emblem of the success of the Endangered Species Act, which can serve as a salient example of what can be done as a community if efforts are focused towards conservation. Habitat is not strictly limited to the large undeveloped areas of the city; in fact, many areas of town have significant tree canopy that provides much needed habitat for birds, mammals, insects, and more. A well-developed urban tree canopy is of high importance to Tulsans, and, particularly in Oklahoma, is a major selling point for attracting new residents. Another benefit of a lush tree canopy is a reduced urban heat-island (UHI) effect, which helps mitigate against heat-related health risks. The impacts of extreme rain events are mitigated by trees, shrubs, grasses, and other flora that stabilize soils and uptake water, reducing erosion. Trees and other plants also improve local air quality, and many studies have shown that access to nature leads to improved mental health outcomes for residents. As the effects of global climate change continue to expand, the importance of a tree canopy likewise increases. Concerns for natural environments arise regularly in discussions of new development—what will the impact be on plants and wildlife? These are important considerations in the development review process, and there are opportunities for conservation through recommendations in the comprehensive plan. ### Pollution in All of Its Forms Issues of air quality and other types of pollution have been identified as problems at all levels of government. Whether considering the impact of neighborhoods adjacent to busy highways or the remediation of properties polluted in past <

> The Keystone Dam is upstream of Tulsa on the Arkansas River and presents many challenges with regard to flooding events in the Tulsa area and further downstream. decades, where and how things are built has significant implications for the quality of life and health of Tulsans. Tulsa has historically been at the forefront of energy resource management. A city does not get labeled the "Oil Capital of the World" by sheer luck; early in its history, Tulsa positioned itself to be a processor of oil and gas, rather than simply focus on the extraction of the raw materials. This long-term approach to the energy industry ensured that, even after the wells dried up in the region, Tulsa’s relevance to the success of the industry persevered. However, the polluting effects of the oil boom are still felt today with soil contamination in areas where active wells no longer exist. Remediation of brownfield sites is a priority for the City of Tulsa, both to reduce the risk of negative health outcomes in the community and to improve properties to facilitate economic development in needed locations. Similarly, efforts by community groups like Up With Trees have led to buffering of major transportation corridors with vegetation, reducing the risks associated with ground-level ozone and particulate matter. These approaches are among the many remediation and mitigation solutions available to address pollution concerns in Tulsa. ### Sustainability Planning Presently, the City of Tulsa has no dedicated staff to work on issues of sustainability, whether internal policies of the City of Tulsa or broader community-wide issues. In the past, the City has had an Office of Sustainability, which led to the development of the 2011 Sustainability Plan; however, that office transitioned into a different function, focused primarily on social resilience and equity efforts. Both of these functions are important for achieving a more sustainable and equitable local government and community. In order to have a consistent and focused approach to addressing sustainability concerns in Tulsa, dedicated staff and resources need to be re-established. An update to the 2011 Sustainability Plan is also needed to include issues that are missing in the current version of the plan, and to craft the plan in a way that is measurable, clear, and implementable. Tulsa has a wealth of community members with a desire to address sustainability concerns who can provide excellent guidance on policy directions the City can take to be a successful steward of environmental resources, and to be prepared for issues related to climate change resiliency. Local organizations, such as Sustainable Tulsa, have laid the groundwork for the City of Tulsa to seamlessly join in with the community in addressing these issues to leave a better Tulsa for future generations. # KEY IDEAS ### Subject Matter Experts Tulsa Planning Office staff met with numerous subject matter experts in the fields of water and flooding, wildlife and habitats, energy resources, pollution, and sustainability. This included federal and state agencies, regional and local government staff, non-profits, private entities, and community organizations. Key ideas that were raised in these discussions to be addressed by plan recommendations include: * Tulsa residents should be safe from and prepared for flooding events along the Arkansas River and other localized flooding. * Existing wildlife and habitat should be protected and enhanced where possible. * New forms of energy, such as solar and wind, as well as new transportation options like electric vehicles and buses, should be encouraged. * Waste and pollution should be managed in ways that do not negatively impact residents or the environment. * The City should update the 2011 Sustainability plan and set goals and metrics to monitor progress. ### Community Members Through numerous public engagement efforts, residents of Tulsa provided a great deal of input, much of which was in alignment with what was heard from subject matter experts. Key ideas heard through community engagement include: * Pollinator populations (bees, butterflies, etc.) should be increased and maintained in both natural and urban spaces of Tulsa. * The Arkansas River should be prioritized as a strong natural asset for the city. * Tulsa should make efforts to use 100% renewable energy. * Trees should be preserved and replaced if they are uprooted for development. * Electric vehicles and EV infrastructure should be promoted more in Tulsa. * Environmental stewardship education and training should be promoted and accessible for all Tulsans. * Public transit should be promoted as a sustainable transportation option. (blank page) <

> # Goal 1 ## Tulsa is prepared for flooding events from the Arkansas River, other streams, and heavy rain events. The Arkansas River and other streams in Tulsa have flooded many times throughout the city’s history. Major infrastructure improvements were made after devastating floods in the 1980s, but the flooding in 2019 shows that there is still reason to be vigilant in the approach to flood mitigation in Tulsa. Effective coordination with the many agencies that contribute to emergency response will be critical in the mitigation of flooding effects and the prevention of loss of life. ### Strategy 1.1 Maintain strong relationships with agencies associated with emergency response actions related to the Arkansas River flooding or other flooding events. ### Strategy 1.2 Ensure that Tulsa’s Emergency Operations Center (EOC) and associated emergency response infrastructure is state-of-the-art and built to accommodate the needs of the Emergency Response team. ### Strategy 1.3 Maintain the integrity of the shoreline of the Arkansas River to protect residents, businesses, and other community assets that are at risk of flooding and flood-related damages. ### Strategy 1.4 Ensure a high-quality, informative, and accessible communications strategy to provide residents with the information they need to prepare for and respond to potential flood events. ### Strategy 1.5 Work with the Army Corps of Engineers, the state’s federal delegation, and other stakeholders to ensure the long-term integrity of the levee system. # Goal 2 ## Tulsa’s stormwater systems continue to be a model for cities around the globe because of innovative approaches to increase effectiveness and efficiency. How the City of Tulsa addresses stormwater flow has major implications for the city’s ability to remain resilient during flooding events and heavy rains. Presently, the City of Tulsa is one of only two cities in the United States with a Class 1 rating by the National Flood Insurance Program, which grants residents some of the best rates for flood insurance in the country. New techniques and technologies will only help the City of Tulsa to enhance its position as a global leader in stormwater management. ### Strategy 2.1 Identify and incorporate best management practices into Tulsa’s system to continue to be a global leader in stormwater management. ### Strategy 2.2 Continue to employ GIS to track assets and to help inform decision making.. ### Strategy 2.3 Champion policy as part of the OneVoice regional legislative agenda to advocate for better support for the state’s stormwater program. ### Strategy 2.4 Review and rewrite the stormwater ordinance to reflect current understanding, ensure maintenance and ownership of the system is adequately addressed, and provide clear policy for infill development. ### Strategy 2.5 Incorporate elements of the Low Impact Development (LID) Manual into capital improvement projects. <

> ### Strategy 2.6 Continue to coordinate with Engineering Services on any project affecting the City’s stormwater infrastructure. ### Strategy 2.7 Maintain strong working relationships between the City of Tulsa Public Works department and other departments, authorities, and private vendors. <

> # Goal 3 ### Tulsa’s water resources are protected from environmental disruption and are managed in ways that promote conservation. Tulsa has numerous water bodies, including the Arkansas River, streams, lakes, and reservoirs. Ensuring that these water bodies are uncontaminated and unobstructed will lead to reduced risks associated with pollution and flooding, as well as conserve wildlife habitat in the city. ### Strategy 3.1 Promote educational opportunities to residents regarding best practices for managing water resources on their property. ### Strategy 3.2 Ensure that new development includes design considerations to reduce the amount and rate of runoff and to reduce the amount of contaminants. ### Strategy 3.3 Be proactive with approaches and technologies to identify sources of water pollution before streams become polluted. ### Strategy 3.4 Ensure that the potential negative effects of construction and development in floodplains is mitigated through engineering guidance. ### Strategy 3.5 Incorporate water quality features into all future flood management projects. ### Strategy 3.6 Promote the importance of regional water bodies protection and public use, such as raft races, fishing, boating, and kayaking. # Goal 4 **Tulsa’s existing wildlife habitats are conserved and improved through enhanced stewardship and consideration during the development review process.** Many different species of wildlife call Tulsa their home. Whether species that are endemic to the region, or those that are passing through during a migration, Tulsa’s natural environment provides viable habitats. Existing habitats should be conserved and enhanced where possible, including through consideration in the development review process. ### Strategy 4.1 Seek ways to maintain and increase Tulsa’s urban forest through programs and development guidance. ### Strategy 4.2 Work with local partners to promote practices and standards that protect Tulsa’s wildlife species and their corresponding habitats. ### Strategy 4.3 Enhance stewardship of wildlife species and their habitats through targeted initiatives and educational opportunities. ### Strategy 4.4 Support ongoing pollinator conservation efforts and develop pollinator-promoting initiatives and incentives. ### Strategy 4.5 Encourage the planting of native plants throughout the city, and provide educational information to residents about harmful gardening and lawn management practices. <

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> # Goal 5 ### Tulsa works collaboratively to expand the regional portfolio of energy production options and to manage the region’s carbon footprint. In order to remain a leader in the energy industry into the next century, the Tulsa region will need to invest in renewable energy resources, much like it historically has with fossil fuels. Local energy production from renewable resources will lead to added economic and environmental benefits for Tulsa. As new efficient technologies are developed, the City should be well positioned to incorporate them into regulatory frameworks and public education campaigns. ### Strategy 5.1 Seek ways to expand the utilization of renewable energy resources in the city, and work with state and private sector partners to reduce barriers and promote their deployment. ### Strategy 5.2 Ensure that Tulsa is prepared for innovations in transportation by providing education and incentives to residents regarding electric vehicles (EV) and alternative fuels. ### Strategy 5.3 Measure the City’s existing carbon footprint and establish a greenhouse gas emissions reduction target and strategy. ### Strategy 5.4 Promote green buildings and energy efficiency. ### Strategy 5.5 Adopt regulations, standards, and policies that lead to greater energy efficiency in the construction and operational lifespan of new buildings. # Goal 6 ### Residents are protected from pollution and hazardous materials, and areas of existing environmental contamination and pollution are rehabilitated so that they are clean, usable, and productive. Tulsa should reduce the risk of residents being exposed to pollution. Whether air, water, soil, or other forms of pollution, funding and mitigation activities should be pursued to achieve public health and economic development goals. These efforts should seek to achieve environmental justice for areas that suffer disproportionately from pollution issues. ### Strategy 6.1 Pursue external funding opportunities for brownfield site remediation. ### Strategy 6.2 Promote the adaptive use of existing buildings, infill development, and brownfield development as effective sustainability practices that take development pressure off of undeveloped areas. ### Strategy 6.3 Evaluate air quality, and develop collaborative approaches to reduce contributing factors. ### Strategy 6.4 Reduce the risks associated with the transport of hazardous materials to and through Tulsa. ### Strategy 6.5 Continue ongoing mitigation efforts to reduce harmful pollutants and emissions. ### Strategy 6.6 Develop responsible approaches to mineral extraction that respect the region’s natural resources. ### Strategy 6.7 Develop approaches to reduce noise pollution and light pollution. <

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> # Goal 7 ## Tulsa develops inclusive sustainability planning efforts and creates dedicated offices and positions to facilitate implementation of sustainable practices. Planning and collaboration are needed to establish and achieve goals and outcomes related to sustainability in Tulsa. Efforts should be taken to update past plans and to reestablish an Office of Sustainability to implement updated plans with a focus on equitable and inclusive processes and outcomes. Metrics from national organizations can help to benchmark Tulsa’s progress in years to come. ### Strategy 7.1 Update the 2011 City of Tulsa Sustainability Plan. ### Strategy 7.2 Establish an Office of Sustainability either internally at the City of Tulsa or regionally at INCOG. ### Strategy 7.3 Work with tribal governments, other parallel government agencies, community groups, and Tulsa residents to evaluate progress toward the goals established in the City’s Sustainability Plan. ### Strategy 7.4 Use metrics and standards developed by national organizations to evaluate Tulsa’s progress against peer cities across the country and the world. (blank page) # ACTION TABLE This table includes the goals and strategies outlined in the previous pages with specific actions that will help to achieve the intent of the goals and strategies. Each specific action includes what type of action it is and what parties should be involved in order to implement the action. All of these goals, strategies, and actions are derived from engagement with the Tulsa community and subject matter experts, past planning efforts conducted by the City of Tulsa and partner agencies, best practices from cities across the United States, and research and data analysis conducted by Tulsa Planning Office staff. Any action taken to implement a specific strategy or action included in this table or a policy recommended elsewhere in this chapter will be in accord with Oklahoma law. | OVERARCHING GOAL | | :--- | | **GENERAL STRATEGY** | | **SPECIFIC ACTION** | <

> Most Favorable | Least Favorable | Metric | Units | Tulsa, OK | Bakersfield, CA | Portland, OR | Denver, CO | Minneapolis, MN | Louisville, KY | New Orleans, LA | | :--- | :--- | :---: | :---: | :---: | :---: | :---: | :---: | :---: | | **EV Charging Stations per Capita** | U/pop*10,000 | 0.62 | 0.64 | 1.83 | 1.87 | 1.44 | 0.71 | 0.54 | | **Air Quality** | # of Unhealthy Air Days (3-year average 2019, 2020, 2021) | 0.67 | 21.33 | 0.33 | 7.66 | 1.33 | 0 | 0 | | **Toxic Release** | RSEI Pounds | 80 | 100 | 70 | 96 | 0 | 49 | 47 | | **Global Warming Awareness** | % | 67% | 71% | 83% | 82% | 80% | 72% | 82% | | **GHG Emissions** | Metric Tons of CO2 Equivalent | 33 | 69 | 76 | 14 | 15 | 28 | 70 | ### FEATURED METRIC ### Air Quality <

> Tulsa has one of the lowest numbers of unhealthy air days when compared to the selected cities. Unhealthy air days are a part of the American Lung Association’s Air Quality Index and are days when EPA federal air standards are exceeded. Unhealthy air days are determined by undesirable levels of ozone, smog, particulate pollution (tiny particles from ash, factories, vehicle exhaust, pollen, power plants, etc.), as well as other common air pollutants. Tulsa’s ozone alert days are forecasts of harmful air quality conditions and are one of the ways Tulsans can be informed and help mitigate the number unhealthy air days. Since the early 1990s Tulsa has maintained conformance with ozone concentration limits established by the EPA; however, the risk of non-attainment persists, and reductions in automobile air pollutants should continue. ### Electric Vehicle Charging Stations per Capita Tulsa has one of the lowest levels of electric vehicle charging stations per capita when compared to the selected cities. Tulsa residents are not only dependent on individually-owned vehicles to travel from place to place but are also very fossil fuel dependent. Tulsa’s economy, both historically and presently, is dominated by the fossil fuel industry; however, as climate change concern spreads across the globe, alternative fuels will become more popular and more accessible. Over time, many Tulsans are making the choice to drive hybrid or fully electric vehicles, an important contribution toward lowering Tulsa’s carbon footprint. ### Toxic Release Tulsa is among the highest of the selected cities for toxic release. Toxic release is measured in Risk-Screening Environmental Indicators (RSEI) Pounds, which accounts for the size of a release and various chemicals’ toxicities. Mitigating pollution is key to protecting Tulsa’s natural resources and ensuring that the natural environment is enjoyed not only in the present but also by future generations. ### Global Warming Awareness The Tulsa Metropolitan Statistical Area (MSA) has the lowest global warming awareness when compared to the selected cities. Global Warming Awareness was measured in 2021 as the percentage of Adults who think global warming is happening. The issue of global warming has become more pressing in recent years, and more and more people are aware of it. Tulsans should be informed on how their daily choices can intensify or mitigate the harmful effects of global warming and how they can work as a community to improve local practices. ### Greenhouse Gas (GHG) Emissions The Tulsa MSA is among the lowest of the selected cities for GHG emissions per capita. This metric is measured as metric tons of carbon dioxide equivalent per person. GHG emissions contribute to dangerous levels of ozone. It is important that Tulsans make efforts to lessen their GHG emissions to serve as an example for other cities. # EQUITY & RESILIENCE CONSIDERATIONS ## NATURAL DISASTER AND EMERGENCY PREPAREDNESS Oklahoma is well known for natural disasters. Tornadic events, flooding, ice storms, and earthquakes all occur with relative frequency, creating a culture that is accustomed to response and recovery. In order to maintain a resilient community in the face of acute stress events, communication between emergency response services and residents is critically important. To serve the diverse needs of Tulsa residents, emergency communications need to be delivered in consistent and predictable ways, utilizing technology to increase the breadth of communications. For residents for whom English is not their primary spoken language, as well as residents with physical and cognitive disabilities, there is an increased risk of danger during an emergency. ### Recommendations EN.ER.1 Enhance emergency communications by producing messaging in multiple languages, and distribute the messaging across a broad spectrum of media, including social media, websites, text messaging, television and print news reports, and in-person discussions. EN.ER.2 Regularly upgrade the siren system in the region to be compatible with modern emergency management systems. ## URBAN HEAT ISLAND/URBAN TREE CANOPY Tulsa is located in the heart of Green Country, named for the lush forested landscape that covers the region. However, within the city limits the amount of tree canopy coverage is not consistent, with wealthier areas of the city having significantly more tree canopy coverage than lower-income areas. A lack of shade in urbanized areas exposes vast amounts of impervious surfaces such as pavement and rooftops, which absorb the sun’s heat and increase the localized risk of heat-related health problems such as heat stroke and heat exhaustion. Additionally, areas without tree canopy coverage require greater air conditioning to maintain cool indoor temperatures, increasing the cost burden on populations who may already be economically disadvantaged. ### Recommendations EN.ER.3 Strategically increase tree canopy coverage in areas of the city that are at a higher risk of exposure to heat. EN.ER.4 Ensure City properties and parks have shelter and free water available to mitigate against heat-related illness. ## EXPOSURE TO POLLUTION Pollution can manifest in many different forms that all have potential harmful impacts on humans and animals. Water, soil, air, noise, and light pollution, as well as exposure to hazardous materials spills or explosions all present risks to residents. In Tulsa many residents live in areas that are exposed to particulate matter and ground-level ozone that emanate from the highways. Industrial uses along the Arkansas River and historic rail alignments have led to discussions about the disparate conditions faced by those residents in comparison to areas of the city not exposed to these pollutants. Impaired water bodies also present a risk for children and recreational users who may be exposed to toxic conditions without knowing the status of the water body’s quality. ### Recommendations EN.ER.5 Strategically place vegetative buffers between sources of pollution and vulnerable communities. EN.ER.6 Distinguish between locations that are appropriate for non-industrial employment facilities and those that are suitable for more intense industrial purposes. EN.ER.7 Identify pollution source, and remove or reduce them as possible. <

> This map is generated using data from the Tulsa Planning Office’s Neighborhood Conditions Index (NCI). ### GEOGRAPHIC DISPARITIES The above map shows areas of the city with natural resources that support wildlife habitat, provide shade, and mitigate pollution, and infrastructure that supports more sustainable transportation choices. The map also incorporates areas at risk of flooding. Undeveloped areas of the city, such as the northwest, far east, far south, and Turkey Mountain, have the highest levels of environmental assets. There are pockets in the city, primarily in affluent areas, where environmental assets exist. Areas that lack environmental assets include downtown and surrounding neighborhoods and where I-44 and Highway 64 cross. ### INDICATORS USED IN MAP * Exposure to Floodplain * Tree Canopy Coverage * % Impervious Surface * % in Proximity of a Highway * # of EV Charging Stations ### RELEVANT EQUALITY INDICATORS* No indicators in the Equality Indicator reports are related to environmental hazards. It is recommended that emergency preparedness, climate-related impacts, and exposure to pollution be added to evaluate environmental disparities. ### RELEVANT RESILIENT TULSA ACTIONS** ACTION 18: Develop Resilience Hubs in Comanche Park and River West neighborhoods while ensuring proper hazard response information is disseminated to the public. ACTION 19: Prepare small businesses to reduce disruptions in operations. ACTION 20: Utilize Emergency Mobility Plan technology. ### VULNERABLE POPULATIONS * Residents who speak a language other than English * Households in flood-prone areas * Households in proximity of a highway * Older adults * Youth * Persons with respiratory ailments * Persons with physical and/or cognitive disabilities * Low-income households \*Equality Indicator reports are issued annually by the City of Tulsa. \**Resilient Tulsa Strategy was adopted by the City of Tulsa in 2018. # HEALTH & WELLNESS CONSIDERATIONS ## Hazardous Materials | Health Impact | Associated Health Outcome | | :--- | :--- | | Exposure to hazardous chemicals and materials | Increase in behavioral abnormalities, cancer, genetic mutations, birth defects, physiological malfunctions (e.g. reproductive impairment, kidney failure, etc.) | ### Tulsa Context In Tulsa, hazardous material spill sites are primarily located in established industrially-zoned areas, along highways, and along rail lines. In particular, the industrial uses along the west bank of the Arkansas River, the railroad that connects the airport, Dawson, and downtown Tulsa, as well as at the interchange of I-44 and the Broken Arrow Expressway represent significant pockets of Tier 2 hazardous material sites. Additionally, there is a higher concentration of sites in areas of Tulsa north of I-244. This represents an increased risk for exposure for the residents North Tulsa, particularly around the Comanche Park housing site and along Dawson Rd. Further north into Tulsa County, numerous hazardous material spill sites cluster along the Highway 75 corridor. ### Policy Recommendations *EN.HW.1* Inform the general public of what to do when a hazardous materials incident has occurred. *EN.HW.2* Reroute the shipment of hazardous materials along highways with fewer required maneuvers than the Inner Dispersal Loop (IDL) to reduce the risk of vehicle collisions resulting in the spilling of hazardous materials. ## Water Quality | Health Impact | Associated Health Outcome | | :--- | :--- | | Exposure to water contaminants | Water-borne disease; habitat pollution and destruction; death of animal and plant populations | ### Tulsa Context A significant portion of the streams in Tulsa, including the Arkansas River, are considered impaired due to contamination from various chemicals. In total, 65 miles of streams in all corners of the city are impaired. The most prevalent contaminants include cadmium, enterococci, and E. coli. The Mingo Creek watershed and streams are among the few non-impaired stream systems within the city limits. No lakes within the city limits are designated as impaired. The impairment of streams and water bodies can have devastating affects on wildlife and lead to the degradation of valuable habitat. ### Policy Recommendations *EN.HW.3* Implement design recommendations from the Low-Impact Development Manual in streets projects and other public infrastructure projects. *EN.HW.4* Encourage low-impact development design features in development, such as pervious pavers and rain gardens. *EN.HW.5* Conduct research at wastewater treatment plants to determine any needs to increase treatment requirements for substances not currently tested (excess nutrients, pharmaceuticals, etc.). *EN.HW.6* Continue to promote responsible fertilizer use. *EN.HW.7* Continue to expand the sewer utility service area to convert properties presently using septic systems within the city limits. *EN.HW.8* Promote the usage of native plant species in landscaping. *EN.HW.9* Implement a water quality monitoring program for the Arkansas River and provide the findings to the public. # Natural Areas Conservation | Health Impact | Associated Health Outcome | | :--- | :--- | | Decreased flooding incidents due to water carrying capacity | Reduction in property loss, injury, and death | | Increased opportunity to interact with nature | Decrease in stress, anxiety, and depressive disorders; benefits of increased physical activity | ### Tulsa Context Tulsa has many areas of natural habitat ranging from the urban wilderness at Turkey Mountain, to the Arkansas River, creeks and streams, and the undeveloped areas in the northwest, far east, and far north areas of the city. These locations serve as the habitat for numerous species of birds, mammals, insects, reptiles, amphibians, and fish. Additionally, these areas serve a recreational purpose for the residents of Tulsa, with opportunities for hiking, mountain biking, disc golf, fishing, and more. As development pressures approach these areas, there is little that can be done to prevent habitat destruction without specific considerations in the development review process. These areas should be protected to ensure Tulsans to have opportunities to interact with nature. ### Policy Recommendations *EN.HW.10* Consider the impact of development on natural areas in the development review process. *EN.HW.11* Promote environmental stewardship through educational campaigns focused on littering, erosion, and wildlife interactions. *EN.HW.12* Increase the urban tree canopy with a focus on contiguous canopy to support wildlife habitation. # Urban Heat Island (UHI) | Health Impact | Associated Health Outcome | | :--- | :--- | | Exposure to higher temperatures | Increase in heat exhaustion, heat stroke, death | | Increase in greenhouse gas emissions and other air pollution | Increase in asthma and other respiratory diseases | | Increase in energy usage | Further harmful emissions, decrease in money for healthful choices | ### Tulsa Context Tulsa's vast urban area consists of significant areas of impervious surfaces such as streets, parking lots, and building roofs, with only 26% of the city being covered by tree canopy. When compared to surrounding rural areas, Tulsa's average temperature is consistently higher, particularly in the summer months and in the evenings, with an average high in July that is 2° higher at mid-day and 4° higher in the evenings. The temperature differential is less pronounced in winter months. ### Policy Recommendations *EN.HW.13* Increase efforts to plant trees and other vegetative elements in and around areas with high rates of impervious surfaces. *EN.HW.14* Incentivize the use of green roofs, cool roofs, and other LID practices in all areas and land uses. *EN.HW.15* Promote the use of reflective and permeable pavement materials. *EN.HW.16* Reduce vehicle emissions by investing in alternative transportation. *EN.HW.17* Encourage community involvement in volunteer efforts, including demonstration projects, urban forestry programs, outreach and education programs, and awards. *EN.HW.18* Evaluate policies to protect City employees from exposure to extreme weather while working. ## HEALTH & WELLNESS CONSIDERATIONS (cont.) ### Urban Tree Canopy | Health Impact | Associated Health Outcome | | :--- | :--- | | Amount of tree canopy coverage | Increase in seasonal allergies; decrease in heat-related morbidity; Increase in wildlife habitat | | Improved air quality associated with greater tree canopy coverage | Decrease in asthma and other respiratory diseases | **Tulsa Context** Across the entire city, Tulsa is 26% covered by tree canopy. Among over 400 census block areas, 20% had 3-15% canopy, 54% had 15-30% canopy, and 26% had over 30% tree canopy. Most of the heavily wooded areas of the city are in the undeveloped fringe areas in the northwest, southeast, and far east; however, Midtown and South Tulsa have significant tree canopies. In contrast, North Tulsa, East Tulsa, and West Tulsa have substantially less tree canopy. **Policy Recommendations** *EN.HW.19* Ensure tree benefits for future generations through a sustainable planting program that encourages planting the right tree in the right place. *EN.HW.20* Incorporate urban forestry practices into the City’s stormwater management efforts by planting trees and installing bioswales and other green infrastructure in the right-of-way. *EN.HW.21* Explore the development of a tree removal permitting system to track removals of trees in the public right-of-way. *EN.HW.22* Create public outreach materials to define when tree removal permits are required. *EN.HW.23* Train local commercial arborists and landscaping companies to recognize when a tree removal permit is required. # FUNDING PRIORITIES In order for Tulsa to be a resilient city in the face of natural disasters and climate change, consistent funding of capital improvements, operational funding, and dedicated personnel is critical. Significant capital needs include investment in flood mitigation efforts along the Arkansas River and other streams within the city limits. For the Arkansas River there are capital needs to reinforce the system of levees in partnership with Tulsa County, the State, and the federal delegation. Additionally, reinforcement of shorelines through the installation of rip-rap or other techniques is a significant capital need, particularly in locations of concern, such as the wastewater treatment facility near Turkey Mountain. If erosion is allowed to undermine the overflow pools or treatment pools, substantial environmental damage will occur to the Arkansas River, in addition to the damage done to the public facilities. Another important capital need for resiliency is upgrades to emergency sirens. Presently the siren system includes several sirens that are obsolete, which limits Tulsa Area Emergency Management Authority (TAEMA) from utilizing all of the software available to better communicate emergency notifications. Upgrades to these sirens is a marginal cost compared to the costs associated with an increased risk of damage and loss of life. Operational needs are primarily focused on the management of public facilities. Without adequate maintenance funding, as well as funding for energy-efficient upgrades to building components, costs are higher than necessary due to a reduced time frame for component replacement. Increased operational funding can move the City of Tulsa from a “Run-to-Fail” maintenance approach to one that is much more resilient over a longer time frame. Dedicated funding is needed for personnel that focus on sustainability, both internal to the City of Tulsa and external in the community. By reestablishing an Office of Sustainability there will be substantial benefits to the environment, residents, and the City’s bottom line. # REGIONALISM CONSIDERATIONS Natural disasters require a regional approach, and the resources for such events should be pooled collectively to address needs such as an Emergency Operations Center, sirens and other notification technology, and communications capacity. Pollution, whether air, water, soil, or other forms, is best addressed at the regional level, as these impacts are not limited by political boundaries. Coordination with counties, tribal governments, INCOG, the State, and federal agencies offers the most efficient venue for addressing issues. In particular, impacts to the Arkansas River and sources of drinking water should be addressed through regional collaboration. New forms of energy production would benefit from regional partnerships and public-private partnerships to tap existing wind and solar capacity. These partnerships could lead to a more unified approach to lobbying State lawmakers to incentivize alternative fuels, or to prevent additional anti-competitive restrictions from being made into statute. This approach would also be beneficial for electric vehicles, for which the Tulsa region is well-positioned to be a leader but cannot if State action precludes the economic incentivization needed. In order to address sustainability in the Tulsa area, a regional approach in tandem with local efforts would be preferable to several disparate groups working independently. Contributing members of INCOG could support the creation of a regional office of sustainability to update sustainability plans and lead implementation efforts across the region. # GLOSSARY OF TERMS **500-Year Flood** - A flooding event with a 0.2% chance of happening in any given year. **Adaptive Use** - Also known as adaptive reuse, which is the extensive alteration, restoration, and/or renovation of an existing building so that it will serve a new or modified purpose. **Algal Bloom** - An occurance where colonies of algae grow out of control and produce toxic or harmful effects on people, animals, and marine life. **Alternative Fuels** - Fuels that are derived from sources other than petroleum, such as hydrogen, natural gas, propane, ethanol, and electricity. **American Council for an Energy-Efficient Economy (ACEEE) Scorecard** - Analyzes the energy efficiency efforts of all 50 States by tracking their policies and programs to reduce energy use. **American Lung Association's Air Quality Index** - A system used to warn the public when air pollution is dangerous. **Army Corps of Engineers** - A branch of the Army that specializes in engineering projects that oversee the nation's aquatic resources. **Bar Ditch** - A roadside channel, or ditch, dug for drainage purposes. **Bee City USA** - A growing program in various communities to sustain pollinators, in particular the more than 3,600 species of native bees in this country, by increasing the abundance of native plants, providing nest sites, and reducing the use of pesticides. **Brownfield Sites** - A property, the expansion, redevelopment, or reuse of which may be complicated by the presence or potential presence of a hazardous substance, pollutant, or contaminant. **Brownfields Certification Program** - A program for private parties and government entities to voluntarily investigate and clean up contaminated properties. **Capital Improvement Project** - A project where additions, or improvements, to a permanent structure, are implemented to enhance the lifespan of said structure. **Carbon Footprint** - The amount of carbon dioxide and other carbon compounds emitted due to the consumption of fossil fuels by a particular person, group, vehicle, etc. **Climate Change** - The long-term change in the average weather patterns that have come to define Earth's local, regional and global climates. **Community Garden** - Plots of land, usually in urban areas, that are a shared, semi-public space where people in the surrounding neighborhood share the opportunity of maintaining a garden space to provide physical and social benefits. **Contiguous** - Sharing a border, neighboring, e.g. the contiguous United States refers to the lower 48 states that share a border. **Control Structure** - Engineered structures to provide defense against frequent flooding and coastal erosion. **Detention Pond** - A pond, or also known as a stormwater basin, is a low-elevation area near rivers, creeks, or streams, that is designed to hold over-flow water to protect areas surrounding it from flooding. **Dissolved Oxygen** - Refers to the concentration of oxygen gas incorporated in water. **Drainage Basin** - A site where water collects. **Electric Vehicle Infrastructure** - The basic physical and organizational structures and facilities needed for the operation of electric vehicles (e.g. charging stations in buildings, supplies, personnel). **Endangered Species Act** - The primary law in the United States to protect critically imperiled species from extinction, passed by Congress in 1973. **Endemic Species** - Plants and animals that only exist in one geographic region. **Energy Resource Management** - The use and management of energy resources through conservation. **Environmental Asset** - The naturally occurring living and non-living components of Earth, and together constituting the bio-physical environment, which may provide benefits to humanity. **Environmental Justice** - The fair treatment and meaningful involvement of all people, regardless of race, color, national origin, or income, with respect to the development, implementation, and enforcement of environmental laws, regulations, and policies. **Environmental Stewardship** - The responsible use and protection of the natural environment through conservation and sustainable practices. **Equity** - Just and fair inclusion into a society in which all can participate, prosper, and reach their full potential. **Extreme Weather** - Weather events that are considered on the upper or lower threshold of historical measurements. **Federal Delegation** - A group of elected officials at the federal level representing a state. **Floodplain** - A low-lying region adjacent to rivers or streams in which during times of flooding stretches beyond the banks of the river/stream channels. **Flue Emissions** - The gas exiting to the atmosphere via a pipe or channel for conveying exhaust gases from a fireplace, oven, furnace, boiler, or steam generator. # GLOSSARY OF TERMS **Fossil Fuel** - A natural, non-renewable, source of energy such as coal, petroleum, and natural gas. **Geographic Information Services (GIS)** - A computer-based spatial tool used to store, visualize, analyze, and interpret geographic data. **Global Warming** - The long-term warming of the planet’s overall temperature. **Green Buildings** - A building that, in its design, construction or operation, attempts to reduce or eliminate negative impacts, and can create positive impacts, on our climate and natural environment. **Green Infrastructure** - Ecological systems, both natural and engineered, that act as living infrastructure. Green Infrastructure elements are planned and managed primarily for stormwater control, but also exhibit social, economic and environmental benefits. **Green Roof** - A layer of vegetation planted over a waterproofing system that is installed on top of a flat or slightly-sloped roof. **Greenhouse Gas Emissions** - Gasses emitted by human activity (such as carbon dioxide, natural gas, or chlorofluorocarbons) that contribute to the trapping of heat in the atmosphere. **Ground-Level Ozone** - Also known as Tropospheric Ozone, it is formed when pollutants emitted by cars, power plants, industrial boilers, refineries, chemical plants, and other sources chemically react in the presence of sunlight. **Growth Awards** - Given to participating Tree City USA communities that demonstrate higher levels of tree care and community engagement during the calendar year. **Habitat** - The natural home or environment of an animal, plant, or other organism. **Hazardous Materials (HAZMAT)** - Substances or material that could adversely affect society, such as toxic chemicals, fuels, nuclear waste, biological, chemical, and radiological agents. **Hazardous Materials Route** - Designated transportation route by which hazardous materials get transported, either by rail, sea, or road. **Hazardous Waste Manifest System** - A system designed to track hazardous waste from the time it leaves the generator facility where it was produced, until it reaches the off-site waste management facility that will store, treat, or dispose of the hazardous waste. **Household Pollutant Collection Program** - A program of the City of Tulsa’s Public Works Department with a year-round collection facility for the disposal of hazardous household waste. **Hydroelectricity** - A renewable energy resource that uses the energy of running water to produce energy. **Impervious Surface** - Surfaces where water cannot get through or absorbed, and runs off. Roads, streets, sidewalks are considered impervious surfaces. **Infill Development** - New construction in existing areas of the city, particularly older parts of the city. **Inner-Dispersal Loop (IDL)** - The highway system that wraps around Tulsa’s downtown core. **Integrated Pest Management (IPM)** - A science-based, common-sense approach for reducing populations of disease vectors and public health pests. **International Energy Conservation Code (IECC)** - A model energy code that establishes and regulates the design and construction requirements for minimum energy conservation of new buildings. **Inundation** - To be overwhelmed with water, e.g. floodwaters. **Keystone Dam** - A engineering structure whose purpose is to control flooding of Keystone reservoir, provide hydroelectric energy, and recreation. **Leadership in Energy and Environmental Design (LEED)** - A program for green building design, construction, operations, and performance to help building owners and operators to be as environmentally conscious as possible. **Levee** - A man-made structure that runs parallel along the course of a river to keep the water within its banks. **“Lights Out” Campaign** - A campaign to turn off lights in towns and cities to mitigate the threat to migratory birds that fly through the United States when they return each spring. **Low-Impact Development (LID)** - A land planning and engineering design approach to manage stormwater runoff as part of green infrastructure, emphasizing conservation and use of on-site natural features to protect water quality. This includes green roofs, bioswales, rain gardens, permeable pavers, etc. **Materials Transportation Act** - Also known as Hazardous Materials Transportation Act, it is a law regulating the transportation of hazardous materials to protect life and property. **Microgrid** - A local energy grid with control capability, which means it can disconnect from the traditional grid and operate autonomously in times of crisis, like storms, or power outages. # GLOSSARY OF TERMS **Micro-Power Generation** - Small-scale generation of heat and electric power by individuals, small businesses, and communities as an alternative to being connected to a centralized power grid. **Mitigate** - To make something less harmful, or less severe and intense. **Multi-Lingual** - In or using several languages. **National Flood Insurance Program Class 1 Rating** - A classification based off of a community rating system (CRS) in which Class 1 receives a 45% premium discount on Flood Insurance policies based of public information, mapping and regulations, flood damage reduction, and warning and response. **Native Plants** - Occurring naturally in a particular region, ecosystem, or habitat without human introduction. **Naturalist** - A type of biologist who studies the impact of living species on each other and the environments in which they live. **Non-Attainment** - Not meeting national standards for surrounding air quality. **Ozone Alert** - Also called air pollution alerts, they are alerts that are activated on days when there is an unhealthy concentration of ozone pollution in the surrounding area. **Particulate Matter** - All liquid and solid particles suspended in the air, many of which are hazardous. **Pathogen** - An organism (such as bacteria or viruses) that causes disease. **Point Source Pollutants** - Refers to pollution that occurs from a single identifiable source. **Pollinator** - An insect or other agent that conveys pollen to a plant and so allows fertilization. **Polyculture** - The practice of growing more than one crop species in the same space. **Remediation** - The process of removing hazardous substances from the environment to lessen the effect it has on society. **Renewable Energy** - Energy from a source that is not depleted when used, such as wind or solar power. **Retrofit** - The process of modifying or improving an already existing structure. **Rip-Rap** - A wall of rocky material to protect shoreline structures, bridge foundations, steep slopes from water, wave, and ice erosion. **Risk-Screening Environmental Indicators (RSEI) Pounds** - Also called toxicity-weighted pounds, it is a result that accounts for the size of the release and the chemical's toxicity relative to other chemicals. **Run-to-Fail** - When capital assets belonging to the City do not receive maintenance funding and are replaced rather than repaired. **SCOR3CARD** - An online tracking and assessment tool for Tulsa organizations who want to track and improve their sustainability plans provided by Sustainable Tulsa. **Silt Fence** - A temporary sediment barrier made of porous fabric. **Sluice Gates** - A sliding gate for controlling the flow of water, or to hold back water. **Smog** - Fog or haze combined with smoke and other atmospheric pollutants. **Solar Array** - A collection of solar panels where sunlight is collected and converted into electricity. **Stormwater Atlas** - An inventory of maps, tables, various data relating to infrastructure, permits, floodplain mapping, and the geography of a city or county's storm water layout. **Stormwater Basin** - Excavated basins for the short term detention of stormwater runoff from a completed development area followed by controlled release from the structure at downstream, pre-development rates. **Stormwater Bonds** - A form of public funding where an entity assumes debt through the sale of bonds from a dedicated revenue stream in order to advance payment for stormwater infrastructure. **Stormwater Infrastructure** - Basic equipment and structures (roads, storm drains, pipes) that collect stormwater and carry it away from urban and suburban areas. **Street Tree Master Plan** - A plan that focuses on policies and practices that reduced the tree canopies in city, and seeks to reverse the trend. **Sustainability** - Managing resources to meet the needs of the present without compromising the ability of future generations to meet their own needs. **Targeted Brownfields Assessment Program** - A program that helps states, tribes, and municipalities minimize the uncertainties of contamination often associated with brownfield sites. **Treatment Pool** - A body of water that needs to be cleaned or treated for use. **Tree Canopy** - The layer of leaves, branches, and stems of trees that cover the ground when viewed from above. In urban areas, tree canopy can refer to the amount of tree canopy coverage a city has. **Tree City USA** - A designation for communities that meet minimum standards set by the Arbor Day Foundation for community forestry programs. # GLOSSARY OF TERMS **Tributary** - Small streams or rivers feeding into a larger river system. **Urban Forester** - A specialized branch of Forestry that deals with the cultivation and management of trees; From planting, maintenance, care and protection of trees in urban areas. **Urban Heat-Island (UHI)** - A metropolitan area that is warmer than its rural surroundings. **Vehicle Emissions** - Gasses emitted through a vehicle's exhaust system. **Vertical Gardens** - A garden that grows upward (vertically) using shelving, trellis, or another support system, to maximize grow space. **Water Carrying Capacity** - Refers to the maximum capacity of resources a regional water system can offer. **Wetlands** - An area of land that is saturated with water, e.g. swamps, bayous, marshes. # RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Asset Management Department** - A department of the City of Tulsa that manages and maintains City-owned facilities, fleet, and equipment. **Brownfields Revolving Loan Fund** - A program that encourages the reuse and redevelopment blighted, contaminated lands so they can be returned to useful, tax producing properties that generate jobs, create sustainable community growth, and contribute to the local economy. **City of Tulsa Sustainability Plan (2011)** - A plan that focused on implementing sustainable practices throughout the City of Tulsa, such as reducing energy costs, increasing efficiencies, improving air quality and becoming a leader in sustainable government. **Communications Department** - A department of the City of Tulsa that aims to facilitate open and accountable access to city government for the citizens of Tulsa and assist in communicating the prioritized initiatives set by the administration and all other City departments. **Community Development Division** - A division of the Department of City Experience that administers community and economic development programs and initiatives, supporting residents in creating economically viable and sustainable communities through neighborhood partnerships, housing programs, and community development initiatives. **Development Services Department** - A department of the City of Tulsa that promotes safety, livability, and economic growth through efficient and collaborative application of building and development codes. **Emergency Operations Center (EOC)** - The facility used to coordinate emergency and disaster response under the supervision of the Tulsa Area Emergency Management Agency (TAEMA). **Environmental Protection Agency (EPA)** - A federal government agency created to protect the environment and its impact on human health. **Finance Department** - A department of the City of Tulsa that maintains the finances of the City. **INCOG Community and Economic Development** - A department of INCOG that provides grant writing and administration services to local governments related to programs for public infrastructure improvements, housing, and economic development projects. **INCOG Environment** - A department of INCOG that works with state and federal governmental agencies to implement clean water, air quality, and energy programs for the region. **Low-Impact Development (LID) Manual** - A City of Tulsa resource to guide the design and implementation of systems and practices that use or mimic natural processes that result in the infiltration, evapotranspiration, or use or stormwater in order to protect water quality and associated aquatic habitats. **North Tulsa Brownfields Area-Wide Redevelopment Plan** - A City of Tulsa planning initiative to identify potential reuses for brownfield sites and to prioritize brownfield cleanup and redevelopment in North Tulsa. **Office of Performance Strategy and Innovation (OPSI)** - A City of Tulsa office that utilizes data to enhance and streamline City service distribution to residents. **Oklahoma Corporation Commission** - A regulatory agency for the State of Oklahoma that deals with the fuel, oil and gas, public utilities, and transportation industries. **Oklahoma Department of Environmental Quality (ODEQ)** - A State of Oklahoma environmental department that oversees environment-based activities, such as air quality, water quality, waste management, hazardous waste, radiation management, solid waste management, and hazardous materials. **Oklahoma Department of Transportation (ODOT)** - A State of Oklahoma transportation department that seeks to provide safe, economical, and effective transportation networks for the people, commerce and communities in Oklahoma. **Oklahoma Water Resources Board** - An entity that manages the state of Oklahoma's water resources through water use appropriation and permitting, water quality monitoring and standards, financial assistance for water/wastewater systems, dam safety, floodplain management, water supply planning, technical studies and research, and water resource mapping. **OneVoice** - The legislative agenda of the Tulsa Regional Chamber of Commerce. **Oxley Nature Center** - A nature center located in Tulsa that promotes the conservation of wildlife and the natural environment. **Public Service Company of Oklahoma (PSO)** - Tulsa’s local electricity utility provider, and a division of the national company American Electric Power. **Public Works Department** - A department of the City of Tulsa that is responsible for planning, directing and coordinating the construction and maintenance of streets and public facilities, managing all related engineering services, and maintaining stormwater systems. ### RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Recommended and Prohibited Tree Species List** - A guide for which species of trees satisfy the tree planting requirement of the Tulsa Zoning Code. **River Parks Authority** - An organization that aims to enhance community life through stewardship of parks and public spaces along the Arkansas River. **Sustainable Tulsa** - A nonprofit organization in Tulsa that provides education, tools, and resources to inform and engage businesses and individuals in social responsibility, economic vitality, and environmental stewardship. **Tulsa Area Emergency Management Authority (TAEMA)** - A government agency that ensures Tulsa will have the right infrastructure and procedures to prepare, mitigate, and recover from disasters. **Tulsa Authority for Economic Opportunity (TAEO)** - The merger of five public entities to create a single, independent organization to lead the City of Tulsa’s community and economic development efforts. **Tulsa Clean Cities Program** - Tulsa’s representation in a coalition with Department of Energy Clean Cities program to increase energy security, reduce fleet operating costs, and improve the environment by working locally to advance affordable, domestic transportation fuels, energy efficient mobility systems, and other fuel-saving technologies and practices. **Tulsa Fire Department** - A department of the City of Tulsa that provides fire safety and paramedic services to Tulsa residents. **Tulsa Metropolitan Statistical Area (MSA)** - A geographical area that consists of Tulsa and the surrounding counties that are linked by social and economical factors. **Tulsa Parks** - A department of the City of Tulsa that aims to create, provide, and preserve quality parks and recreation opportunities that meet community needs for the health and wellbeing and for all Tulsans. **Tulsa Planning Office** - A division of the Department of City Experience that administers the zoning and planning process for the City of Tulsa. **Tulsa Police Department** - A department of the City of Tulsa that provides law enforcement and safety services to Tulsa residents. **Water & Sewer Department** - A department of the City of Tulsa that manages, operates, and maintains the City’s water and wastewater systems. **WindChoice** - WindChoice is a renewable energy option through the Public Service Company of Oklahoma to power homes, businesses throughout the state, using wind to generate electricity. # SOURCES AND REFERENCES ### Subject Matter Experts City of Tulsa Streets and Stormwater Department City of Tulsa Engineering Services Department City of Tulsa Water & Sewer Department INCOG Clean Cities Program INCOG Environment Division U.S. Army Corps of Engineers Sustainable Tulsa Oklahoma Water Resources Board Project Management Group (PMG) Tulsa Area Emergency Management Authority (TAEMA) Environmental Protection Agency (EPA) US Fish and Wildlife Services Tulsa Audubon Society Oklahoma Conservation Commission Oxley Nature Center Up With Trees Oklahoma Department of Wildlife Conservation AEP/PSO State Corporation Commission Oklahoma Sustainability Network The M.E.T. Tulsa Health Department (THD) American Waste ### Community Engagement Activities Resident Input Sessions Resident Input Survey Resident Input Emails and Phone Calls City Council-led Community Discussions Regarding Sustainability Sustainable Tulsa First Thursday Event OSU-Tulsa Environmental Sustainability Student Engagement ### Existing Plans Reviewed and Incorporated North Tulsa Brownfields Area Wide Redevelopment Plan River Design Overlay Sustainable Tulsa Plan Tulsa and West Tulsa Levee Feasibility Study Tulsa Parks and Recreation Master Plan Turkey Mountain Master Plan Urban Forestry Master Plan Hazard Mitigation Plan Small Area Plans ### Selected City Metrics https://iopscience.iop.org/article/10.1088/1748-9326/aa5731/pdf https://www3.epa.gov/aircompare/ https://www.climatechangecommunication.org/climate-change-opinion-map/ ### Equity and Resilience Considerations & Health and Wellness Considerations Environmental Protection Agency. (2022). https://www.epa.gov/emergency response/ health and ecological hazards caused hazardous substances. American Planning Association. “Planning for equity in parks with green infrastructure.” National Recreation and Park Association’s Great Urban Parks Campaign Briefing Papers. (2017). 2, 1 9. https://www.nrpa.org/siteassets/gupc briefing paper planning equity parks.pdf. Donovan, G. H., Michael, Y. L., Gatziolis, D., Prestemon, J. P., and Whitsel, E. A. “Is tree loss associated with cardiovascular disease risk in the Women’s Health Initiative? A natural experiment.” Health & Place. (2015). 1 7. doi: 10.1016/j.healthplace.2015.08.007. Edgecomb, M. “Journey to the coronary valley: Louisville’s Green Heart Project tests nature’s role as a prescription for urban health.” The Nature Conservancy Perspectives. (2017). https://www.nature.org/en us/what we do/our insights/perspectives/journey to the coronary valley louisvilles green heart project/. James, P., Banay, R. F., Hart, J. E., and Laden, F. “A review of the health benefits of greenness.” Current Epidemiology Reports. (2015). 131 142. doi: 10.1007/s40471 015 0043 7. Roe, J. J., Thompson, C. W., et al. “Green space and stress: Evidence from cortisol measures in deprived urban communities.” International Journal of Environmental Research and Public Health. (2013). (10), 4086 4103. doi: 10.3390/ijerph10094086. World Health Organization. “WHO Manifesto for a health recovery from COVID 19.” World Health Organization. (2020). https://www.who.int/news room/feature stories/detail/who manifesto for a healthy recovery from covid 19. Xu, C., Haase, D., Pribadi, D. O., and Pauleit, S. “Spatial variation of green space equity and its relation with urban dynamics: A case study in the region of Munich.” Ecological Indicators. (2018). 512 523. doi: 10.1016/j.ecolind.2018.05.024 Yeager, R. A., Smith, T. R., and Bhatnagar, A. “Green environments and cardiovascular health.” Trends in Cardiovascular Medicine. (2020). 30(4): 241 246. doi: 10.1016/j. tcm.2019.06.005. Clean Water for All, et al. “Water, Health, and Equity: The Infrastructure Crisis Facing Low Income Communities & Communities of Color — and How to Solve It.” Policy Link. (2020). www.policylink.org/sites/default/files/CWC_Report_Full_report_lowres.pdf. Sridhar Vedachalam, Timothy Male, and Lynn Broaddus. “H2 Equity: Rebuilding a Fair System of Water Services for America.” Environmental Policy Innovation Center, Washington D.C. (2020). https://static1.squarespace.com/ static/611cc20b78b5f677dad664ab/t/6153b6c79aad8c245b1dfa38/1632 876242049/H2Equity-Full+report.pdf VanDerslice J. “Drinking water infrastructure and environmental disparities: evidence and methodological considerations.” American Journal of Public Health. (2020). 101(1):109-114. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3222486/. ### Photos Foster, Nathan. Bird Taking Flight. Tulsa, OK. 2021. Page 2. Foster, Nathan. Bald Eagles. Tulsa, OK. 2021. Page 3. City of Tulsa. Keystone Dam. Facebook. 2021. https://www.facebook.com/cityoftulsa/ photos. Page 4. Foster, Nathan. Flooding. Tulsa, OK. 2021. Page 7. Jeffries, Daniel. Bioswales. Tulsa, OK. 2021. Page 8. Foster, Nathan. Arkansas River. Tulsa, OK. 2021. Page 9. City of Tulsa. Monarch. Tulsa, OK. 2021. Page 10. Fancher, John. Solar Panels. Tulsa City-County Library. 2021. Page 11. City of Tulsa. Chemical Waste. Facebook. 2021. https://www.facebook.com/cityoftulsa/ photos. Page 12. City of Tulsa. Recycling. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 13. (blank page) planitulsa # public services <

> # TABLE OF CONTENTS 421-423 INTRODUCTION 424-433 GOALS & STRATEGIES 434-461 ACTION TABLE 462-469 CONTEXTS a. selected city comparison b. equity & resiliency c. health & wellness d. funding priorities e. regionalism 470-473 GLOSSARY 474-475 SOURCES & REFERENCES # chapter 10 public services ## INTRODUCTION One of the primary functions of municipal government is to provide public services to residents. In Oklahoma, municipalities are authorized by state statute to ensure services for public health, safety, and prosperity through the collection and allocation of local sales tax funds. These responsibilities extend throughout the municipal limits. Service distribution operates on scales of efficiency, where the larger a service area is relative to the number of people served, the less efficient the distribution of those services become. Despite the continued expansion of Tulsa’s developed areas, there has been limited population growth to generate revenues to cover the increased costs associated with public service distribution. Moreover, new subdivision developments on the fringes of the city are often closer to shopping and restaurants in Tulsa’s surrounding communities, which leads to public services being provided to areas where the residents’ sales tax dollars are going to other cities’ revenue streams. This continual stretching of dollars to cover service distribution in new areas diminishes the City of Tulsa’s ability to effectively serve residents. Special funding packages are largely focused on repairs to the street system, another side-effect of unchecked growth throughout the past 50 years, leaving fewer dollars for other vital City operations. Fortunately, in the last 20 years there has been a significant shift in the development pattern towards infill development. This is largely due to greenfield sites being <

> The City of Tulsa provides residents with a broad spectrum of public services to ensure that the city is a great place to live, work, play, and raise a family. less available as subdivisions have grown out to the city limits in most areas of the city. This trend towards infill has led to significant private re-investment in inner-city areas where infrastructure and public service distribution are well established. This is a trend that helps the City of Tulsa maintain fiscal responsibility. Fiscally responsible service distribution requires that efficiencies be sought in a myriad of ways. From the physical realities discussed above, to the tools available to the City staff providing services, there are many ways to achieve a more efficient and effective level of service, and each City department has specific needs. ### A Seat at the Table Every department has priorities to consider when recurring funding package elections occur, but not every department has historically had the opportunity to speak for their needs. Several departments have been positioned in a way where their capital needs are carried forward by the Asset Management Department. At face value, this makes sense. Many of the capital assets of various departments are maintained through the Asset Management Department; however, the specific knowledge of each department’s greatest needs is difficult for the Asset Management Department to effectively communicate. This allows other City departments that have the opportunity to bring forward their own needs to have an advantage by having a consistent focus on preparation for funding as it becomes available. Moving forward, each City department should have a seat at the table to promote their department’s specific needs. This will benefit each department, including Asset Management, who will then be able to focus specifically on their capital needs, rather than the coordination of numerous departments’ needs. This will empower decision-makers to match funding to overarching goals. ### Fix-It-First As is often the case with cities, new infrastructure, programs, and other assets may receive funding and be implemented, but funding for increases in operational and maintenance costs are not always established. This leaves departments with greater responsibilities and with less capacity to fulfill their missions, generally leading to degraded assets. This lack of prioritization for maintenance leads to a “Run-to-Fail” approach to assets, which decreases their lifespan. This, in turn, requires more capital funding to replace assets that have prematurely reached the end of their usability. In many cases, proper maintenance of assets would greatly extend their lifespan, reducing the need for capital expenditures. To address this, many cities pursue a “Fix-It-First” approach to asset management across all categories of infrastructure and facilities. This can also apply to programs that are funded by grants, where grants should only be pursued if operational funding is likely to be available in the future. Finally, this approach applies when there are major pushes to increase the number of staff where additional facilities and ancillary staff are needed to support these increases. <

> The City of Tulsa’s Solid Waste division diverts 100% of household waste from landfills through recycling programs and partnerships with industrial groups that use waste to fuel power generation. ### Departments with Authorities Several City departments serve as the staff for corresponding City authorities, which are appointed groups of experts in a given subject area. For example, the Water & Sewer Department works with the Tulsa Metropolitan Utility Authority (TMUA). TMUA has established its own set of goals and strategies as part of ongoing planning for the provision of water and sewer services to the region. Authorities have the ability to issue bonds to fund their obligations, allowing for more stable capital and operational funding over time. For departments without an associated authority, there are those that are able to assess user fees, such as the Solid Waste division of the Public Works Department. Fees for service help to ensure stability in the provision of these services. Some departments do not have the ability to assess fees to pay for the operational and maintenance costs associated with their work. These departments should be prioritized during capital improvement programs. Annual reviews of costs, particularly new costs, in comparison to annual budgetary allocations should be prioritized to ensure consistent service delivery. ### Adjacent Public Service Agencies The City of Tulsa is one of several public service agencies in Tulsa. The City has a role to play in the successful performance of several adjacent agencies. In particular, libraries and schools have been identified as partners for a variety of City functions. Ensuring that land use decisions made by school districts are consistent with the service distribution goals of the City is of high importance. School siting often drives new development, and consideration for City services should be a cornerstone of smart site selection. If the City is unable to provide public transit, police, fire, or other public services to an area, then alternative sites may be preferable for new school facilities. Schools and libraries both serve as excellent community gathering places and resources for community groups and individuals. Both of these entities have numerous locations distributed across the city, and can allow for more targeted engagement activities for planning, elections, town halls, and any number of other community activities. In order for the City and all parallel public service agencies to operate most effectively and efficiently, constant coordination, as well as shared decision-making during important projects, is critically important. # KEY IDEAS ### Subject Matter Experts The distribution of public services is a primary function of any level of government. In Tulsa, many departments were not included in the original development of the comprehensive plan. This chapter creates a place for those departments to plan for the future with a focus on capital needs, fiscal responsibility, and increased coordination with other departments and the community. Departments and parallel agencies that contributed to this chapter through engagement with Tulsa Planning Office staff include: * Asset Management * Police Department * Municipal Courts * Fire Department * Solid Waste * Water & Sewer * Animal Welfare * Public Schools * Libraries ### Community Members Through numerous public engagement efforts, residents of Tulsa provided a great deal of input, much of which aligned with what was heard from subject matter experts. Key ideas heard through community engagement include: Police Department * Expert agencies should collaborate and assist with public safety, so Police and Fire can most effectively handle unique situations, particularly with regard to mental health concerns. Municipal Courts * More funding should be available for programs to divert non-violent persons with mental health and substance abuse issues from jail time. Animal Welfare * Spay and Neuter programs should be prioritized by Animal Welfare to control stray animal populations. * Animal Welfare should support beekeeping and other agricultural animals within the city limits. Solid Waste * Solid Waste should consider implementing a city-wide compost program to re-purpose solid waste and increase the use of natural fertilizers. # Goal 1 ## Tulsa’s land use pattern enables efficient and cost-effective distribution of public services. The distribution of public services is a fundamental responsibility of any government entity. Ensuring that residents’ tax dollars are spent in ways that meaningfully enhance their quality of life requires consistent planning that controls growth to match the City’s ability to provide public services. Where infrastructure or services can be extended to stimulate development, those decisions should be made with a return on investment in mind, and public risk should be minimized. ### Strategy 1.1 Ensure that development in Future Growth areas considers the impact on public safety, utilities, parks & recreation, transportation and other City resources. ### Strategy 1.2 Finance and plan municipal infrastructure and services strategically to direct efficient growth. ### Strategy 1.3 Encourage infill development or development that is currently served by existing City services and infrastructure. <

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> # Goal 2 ## Public facilities in Tulsa are efficient, well-maintained, and properly funded. The City of Tulsa Asset Management Department maintains facilities that house the majority of City functions, leasable properties that enable economic investment, and the City’s vehicle fleet. Ongoing and proactive maintenance of these assets extends their life and reduces total costs over a longer time frame. As assets increase, so should maintenance budgets and staff capacity to ensure adequate stewardship of public resources. ### Strategy 2.1 Annually review staffing for current and future needs to assure adequate levels of performance. ### Strategy 2.2 Develop a “Preventative and Predictive Maintenance” approach by procuring full funding and progressive reserves for ongoing and future maintenance needs. ### Strategy 2.3 Pursue an integrated approach to public infrastructure maintenance by engaging other departments, coordinating efforts, and creating partnership opportunities or cross-utilization of funds. ### Strategy 2.4 Ensure adequate resources for fleet maintenance. ### Strategy 2.5 Determine the effects of new subdivision developments on Asset Management service capacity. ### Strategy 2.6 Pursue a variety of methods for offloading surplus equipment and properties to maximize financial returns and support economic development initiatives. # Goal 3 ### Tulsa Police Department develops partnerships and works collaboratively to build public trust and keep Tulsans safe through data-driven, community-based best practices. The Tulsa Police Department (TPD) is pursuing a collaborative policing model to work with community partners to better serve residents. Engaging with residents and partnering with experts in other fields can help to build trust in the community, which will lead to greater public safety overall. ### Strategy 3.1 Proactively advocate for capital funding needs for TPD to enhance existing facilities, fleet, and other equipment. ### Strategy 3.2 Increase the number of TPD uniform divisions to better distinguish between the needs of different contexts within the city. ### Strategy 3.3 Invest in technological systems that utilize data analytics and evidence-based approaches to inform crime prevention efforts. ### Strategy 3.4 Collaborate with Social Services agencies and other City departments to address root causes that lead to individual and group criminal activity. ### Strategy 3.5 Increase partnerships with local community organizations and schools to facilitate an interface between TPD and the public that is not based on ordinary patrol activities. ### Strategy 3.6 Increase the capacity for recruiting a diversity of candidates from across the nation, as well as those who live in Tulsa and understand the local context. <

> ### Strategy 3.7 Implement the Action Plan developed from the findings of the 2021 Community Policing study. ### Strategy 3.8 Develop and implement strategies to maintain consistent and transparent communication with the public. ### Strategy 3.9 Develop and internally promote programs to improve officer wellness and continuing education opportunities. <

> # Goal 4 ### The City of Tulsa Municipal Courts Department delivers services that reflect a commitment to justice and the fair and dignified treatment of Tulsans. The Municipal Courts Department strives for the fair and dignified treatment of all Tulsans that have justice involvement. This should be reflected in both the tools available to judges for alternatives to imprisonment, as well as the condition of the facilities that house the courts and jail. ### Strategy 4.1 Secure funding for long-term facility and equipment needs through participation in the capital improvement planning process. ### Strategy 4.2 Expand amnesty and diversion programs to reduce recidivism and avoid unnecessary court hearings or jail time. ### Strategy 4.3 Partner with City departments and community partners to expand resources available to address mental health conditions, substance use, and financial barriers. ### Strategy 4.4 Streamline record systems and court operations through improved technology and capacity building. ### Strategy 4.5 Establish procedures and plans for responding to future public health crises. # Goal 5 ### Tulsa Fire Department uses data-based approaches, enhanced training, and public engagement to achieve an effective, efficient, and equitable distribution of fire and emergency services. The Tulsa Fire Department operates dozens of fire stations across the city, providing fire and emergency services to residents. Through partnerships, modern training and recruitment approaches, and management best practices, fire department service will continue to improve in Tulsa. ### Strategy 5.1 Develop a strategic action plan that assesses serviceability across Tulsa and considers social determinants of the residents each fire station serves. ### Strategy 5.2 Pursue accreditation of Tulsa Fire Department, and maintain an Insurance Service Office (ISO) Score of 1. ### Strategy 5.3 Ensure that emergency response from Tulsa Fire Department is right-sized for each type of service call. ### Strategy 5.4 Ensure that the growth of Tulsa Fire Department’s fire service area corresponds with the growth of the city. ### Strategy 5.5 Increase diversity in Tulsa Fire Department recruitment classes. ### Strategy 5.6 Develop training programs that consider generational differences in learning style. <

> ### Strategy 5.7 Develop a strategic approach to risk mitigation of the Wildland Urban Interface. ### Strategy 5.8 Continue to build trust in the community through engagement and educational events. <

> # Goal 6 ## Public and environmental health are protected by the delivery of cost-effective, efficient, and sustainable solid waste management services. The City of Tulsa provides solid waste removal services to residents across the city. The removed waste does not primarily go to landfills and is instead either recycled or converted to energy by private industrial partners, making Tulsa one of the most efficient cities in the country at waste diversion. Finding new and better ways to serve residents is a critical component of the way waste management is conducted in Tulsa. ### Strategy 6.1 Continue to maximize the benefits of service delivery through private contract relationships. ### Strategy 6.2 Analyze and develop best practices in the collection and processing of non-household waste. ### Strategy 6.3 Evaluate the feasibility of service expansion through studies, pilot projects, and surveys for existing customers or potential new customers. ### Strategy 6.4 Continue to excel at mitigating harmful pollutants and emissions. ### Strategy 6.5 Develop educational and promotional campaigns to increase participation in services. # Goal 7 **The Water and Sewer Department provides reliable, safe, quality water and sanitary sewer services at a cost consistent with sound management practices while protecting natural resources to improve value and economic viability in the greater Tulsa metropolitan area.** Water and Sewer services in Tulsa facilitate safe drinking and sanitary conditions for residents, and for surrounding communities. Water and Sewer infrastructure is critical for economic development strategies. ### Strategy 7.1 Manage utility finance in a manner that gives priority to long-term rate effects. ### Strategy 7.2 Manage water and sewer assets safely and efficiently across their lifecycle while balancing cost and risk by developing and implementing a comprehensive asset management program that evaluates total asset lifecycle investment. ### Strategy 7.3 Foster a continuous improvement culture that properly balances efficiency with quality. ### Strategy 7.4 Sustain service quality and reliability in alignment with customer expectations. ### Strategy 7.5 Recruit, develop, and retain an enthusiastic, knowledgeable, and high-performing workforce. ### Strategy 7.6 Provide stewardship of assets & service quality through improved City-TMUA-Utility collaboration. <

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> # Goal 8 ## The City of Tulsa supports its local libraries through partnership and dedication to literacy and strong communities. Libraries connect residents with opportunities for lifelong learning and improved literacy. Services and programs from libraries help foster economic mobility and social cohesion and provide accessible venues for all types of City engagement activities. ### Strategy 8.1 Maintain high-quality programs and services that incorporate up-to-date technologies for improving literacy needs of the community across age, culture, and identity. ### Strategy 8.2 Position the libraries as a community hub for internet and computer access and as a strong partner for community organizations in addressing the digital divide. ### Strategy 8.3 Partner with libraries to promote workforce, employment, and financial health initiatives and resources. ### Strategy 8.4 Support and encourage local libraries as safe and welcoming community centers by expanding resources and information available to users regarding social services, food support and access, entertainment, and event programming. ### Strategy 8.5 Employ social service workers at key library locations to respond to economic, health, or natural disaster crises that impact communities. ### Strategy 8.6 Incorporate compatible public spaces, including parks, playgrounds, and plazas, into library sites to encourage expanded public use. # Goal 9 ## The City of Tulsa supports its local school community through partnerships and a dedication to quality and equitable education opportunities for all Tulsans. The City of Tulsa is a valuable partner for local schools and school districts, and decisions related to land use, transportation, economic development, and more should be made with consideration of the affects on schools and students. Similarly, decisions by school districts, such as site selection and transportation planning, can be supported by the City’s infrastructure and public services. ### Strategy 9.1 Advocate for resources at the state and local level to ensure policy makers fund public education adequately. ### Strategy 9.2 Include schools in City of Tulsa planning processes through data sharing, outreach, and implementation partnerships. ### Strategy 9.3 Encourage public school districts to prioritize safe walking and biking to school when making decisions about the site locations and attendance boundaries. ### Strategy 9.4 Encourage public school districts to provide equitable transportation to ensure all students can easily and safely attend school. ### Strategy 9.5 Collaborate with Tulsa Public Schools and other educational providers to eliminate racial disparities in access to educational opportunities, educational attainment, and discipline in schools. <

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> # Goal 10 ### The Animal Welfare Department is a trusted community partner that provides animal care and control, promotes educational resources, and enforces ordinances that maintain public health and safety. The City of Tulsa’s Working in Neighborhoods department manages the City’s Animal Welfare programs and facilities. Their work includes the enforcement of associated regulations, shelter management, spay and neuter programs, and adoption programs. All of these services improve the health and safety of the community in addition to connecting animals with people to care for them. ### Strategy 10.1 Consistently educate residents and apply enforcement of ordinances, policies, and protocols to increase safe and healthy outcomes for the community and animals. ### Strategy 10.2 Sustain an environment focused on medical evaluation, treatment, and preventive care for animals while in public care. ### Strategy 10.3 Utilize all forms of funding to advance a flexibly-designed facility with a sustainable operational budget. ### Strategy 10.4 Foster community partnerships to create a network of resources for animals, pet owners, and the general public. (blank page) # ACTION TABLE This table includes the goals and strategies outlined in the previous pages with specific actions that will help to achieve the intent of the goals and strategies. Each specific action includes what type of action it is and what parties should be involved in order to implement the action. All of these goals, strategies, and actions are derived from engagement with the Tulsa community and subject matter experts, past planning efforts conducted by the City of Tulsa and partner agencies, best practices from cities across the United States, and research and data analysis conducted by Tulsa Planning Office staff. Any action taken to implement a specific strategy or action included in this table or a policy recommended elsewhere in this chapter will be in accord with Oklahoma law. <

> Most Favorable | Least Favorable | Metric | Units | Tulsa, OK | Oklahoma City, OK | Boise, ID | Kansas City, MO | Providence, RI | Birmingham, AL | Tampa, FL | | :--- | :--- | :--- | :--- | :--- | :--- | :--- | :--- | :--- | | **Fire Dept. ISO Score** | Class | Class 1 | Class 1 | Class 3 | Class 1 | Class 1 | Class 1 | Class 2 | | **Officers per Capita** | U/ pop*10,000 | 21.31 | 17.01 | 12.95 | 25.50 | 22.92 | 42.23 | 24.02 | | **Libraries per Capita** | U/ pop*10,000 | 2.51 | 3.36 | 1.21 | 2.75 | 0.95 | 1.11 | 2.21 | | **School Funding per Pupil** | $ | $10,450 (2018-19) | $9,481 (2018-19) | $8,459 (2017-18) | $14,853 (2020) | $17,451 (2018-19) | $8,854 (2018-19) | $8,421 (2018-19) | | **Household Water Use** | Gallons/Day | 75 | 75 | 162 | 110 | 57 | 75 | 60 | | **Water Supply** | Million Gallons/Day | 210 | 100 | 27 | 340 | 43 | 100 | 145 | # FEATURED METRIC ## Fire Department ISO Score <

> Fire departments are evaluated every four years to receive an Insurance Services Office (ISO) score. This score characterizes the ability of the local fire department to adequately respond to emergency calls. ISO scores heavily impact homeowners insurance and are used by insurance agencies to set rates. Tulsa has the best ISO score possible: Class 1, a designation shared by less than 1% of US fire departments. This not only sheds light on the quality of work of the Tulsa Fire Department but also indicates that owning a home in Tulsa is more accessible with reasonably lower insurance rates than other selected cities. ### Police Officers per Capita This metric is calculated by the number of sworn officers per 10,000 residents. The City of Tulsa currently has 858 sworn police officers. Tulsa currently has 21.31 police officers per 10,000 people. This is an average level of police officers per capita when compared to the selected cites, although the geographic area policed in Tulsa is substantially larger than many of the selected cities. ### Libraries per Capita Tulsa has one of the highest rates of public libraries per capita among selected cities. Having a high number of libraries across the city provides education, health information, employment services, and neutral gathering places for community groups. Increasing access to the internet is one of the most critical services that libraries provide. The strong presence of libraries across the city is a great asset for Tulsa and should continue to be maintained as more and more people move to the city. ### School Funding per Pupil Tulsa Public Schools spends one of the highest amounts per pupil as compared with the selected cities. Tulsa Public Schools spent $10,450.42 per student in the 2018-2019 school year. This is above 4 of the 6 peer cities. School funding per pupil is a telling factor of how much funding is available for schools, the size of the school district, and the number of students in those school districts. Schools are primarily funded by a blend of federal, state, and local dollars and local funding primarily comes from property taxes. Although there is much room for improvement in school funding, Tulsa is competing well with the selected cities. This is a positive condition that can attract new residents to the city. ### Water Use per Capita Residents of Tulsa use a low amount of water per capita compared with the selected cities. This metric is measured in gallons per day. Tulsans use around 75 gallons of water per day, alongside Oklahoma City, OK, and Birmingham, AL. Water reuse is a national initiative that could become a part of Tulsa’s water supply system, but as of now it is not economically feasible. As technology improves, the reuse of water could lessen Tulsa’s water use and improve sustainability efforts in Tulsa. ### Water Supply It is safe to say that Tulsa has abundant water resources. The City of Tulsa can treat a maximum of 210 million gallons of water per day. This is a high number when compared to selected cities; however, the City of Tulsa provides water for not only Tulsa but also some surrounding communities. Tulsa has two treatment plants that are supplied by Spavinaw Lake, Lake Eucha, and Oologah Lake. Treatment of water in Tulsa is taken very seriously and continues to improve as technology and education advance. # EQUITY & RESILIENCE CONSIDERATIONS ### PUBLIC SAFETY INTERACTIONS Over the past decade Tulsans have begun to consider new approaches to policing in the community, with a focus on reducing instances of use-of-force, which has disproportionately impacted minority populations. The Tulsa Police Department is pursuing a revised policing approach with an emphasis on collaboration, or partnering with organizations to better integrate their services into police response and to better connect TPD to the communities they serve. Propositions for forms of public oversight have emerged, but as of this plan have not materialized due to disagreements as to whether that function should be an internal City department or a committee of Tulsa representatives, as well as what responsibilities and powers an oversight body would be granted. #### Recommendations *PS.ER.1* Incorporate the findings from the 2021 Community Policing study into the comprehensive plan. *PS.ER.2* Partner Tulsa Police Department officers and staff with other departments to participate in community engagement activities, demonstrating how police are member of a broader City team to address community issues. ### JUSTICE INVOLVEMENT Tulsans who are arrested may be booked into the City jail to await their court hearing. Originally built in the 1960s, the Municipal Courts and Police Headquarters are in substantial disrepair and are not adequately sized for the increased staffing and resources established since their original design and construction. Oklahoma as a state has high rates of incarceration among all groups, but particularly women and Black residents. Tulsa’s local incarceration rates match this statewide trend, and disparate incarceration rates have been amplified during the COVID-19 pandemic. Cities, counties, chambers of commerce, and other public and non-profit groups across the state have been collaborating to pursue criminal justice reform, with a primary focus being on keeping low-level offenders out of jail altogether. Programs offered in Tulsa, like the Sobering Center and the Special Services docket, have successfully diverted many would-be inmates into more structured solutions. On the other end of justice involvement are organizations like Workforce Tulsa that help recently released individuals pursue employment opportunities; however, they are not permitted to service undocumented residents due to federal restrictions on program funds. #### Recommendations *PS.ER.3* Expand amnesty and diversion programs to reduce recidivism and avoid unnecessary court hearings or jail time. *PS.ER.4* Partner with City departments and outside organizations to expand resources available to address mental health conditions, substance use, and financial barriers. ### ACCESS TO PUBLIC SERVICES The distribution of public services is the primary function of local government. These services include transportation infrastructure and services, utilities, emergency response, parks services, waste management services, library services, health services, and more. Low-density cities have more difficulty providing all of these services than high-density cities, as the amount of infrastructure and service delivery increases not just with an increase in the number of people to serve, but with the distances between those people and the existing public services areas. Tulsa has historically developed quickly from the original city center, but in recent years development trends show a shift from greenfield development to infill development, which achieves economies of scale by locating in areas with existing infrastructure and services. While strained service distribution has a negative impact on the quality of life for all residents, economic disparities are exacerbated when needed programs and services cannot be adequately funded to support residents. #### Recommendations *PS.ER.5* Prioritize infill development or development that is currently served by existing City services and infrastructure. *PS.ER.6* Coordinate infrastructure projects with other public services to determine which areas of the city are likely to develop next. *PS.ER.7* Assess the feasibility of impact fees for developments that will negatively impact the City’s ability to serve all Tulsans, and where existing services are not available. <

> This map is generated using data from the Tulsa Planning Office’s Neighborhood Conditions Index (NCI). ### GEOGRAPHIC DISPARITIES The above map identifies where residents are well served by a variety of public services and infrastructure. Downtown, Midtown, parts of north Tulsa, and parts of east Tulsa generally have better access to libraries and schools, have quicker fire response times, have universal water and sewer infrastructure access, and/or produce low numbers of loose animal calls. The northeast area of the city and portions of far east Tulsa have the biggest gaps in public service access, though most areas at the city limits have lower levels of service access. ### INDICATORS USED IN MAP * % of Residents within 1/2-mile of a Library * % of Residents within 1/2-mile of a School * Average Fire Response Time * % of Residents Served by Water * % of Residents Served by Sewer * Density of At-Large Animal Complaints * Streetlights ### RELEVANT EQUALITY INDICATORS* INDICATOR 28: Juvenile Arrests by Race INDICATOR 29: Adult Arrests by Race INDICATOR 30: Female Arrests by Comparison to National Average INDICATOR 33: Officer Use of Force by Subject Race ### RELEVANT RESILIENT TULSA ACTIONS** ACTION 08: Launch a public campaign to demystify and humanize adjudicated Tulsans. ACTION 10: Strengthen relationships among police and communities through community policing improvements. ACTION 11: Expand de-escalation language in the use-of force policy to reduce use-of-force incidents. ACTION 16: Invest in children’s mental health. ACTION 17: Champion mental health diversion programs ACTION 21: Launch a citywide Teacher Appreciation Initiative ACTION 22: Develop a Mayor’s summer job program for students. ### VULNERABLE POPULATIONS GROUPS * Low-Income households * Racial and ethnic minority groups * Justice-Involved persons * Persons with mental health and substance use issues * Children * Residents in underserved areas of the city \*Equality Indicator reports are issued annually by the City of Tulsa. \**Resilient Tulsa Strategy was adopted by the City of Tulsa in 2018. # HEALTH & WELLNESS CONSIDERATIONS ## Collaborative Policing | Health Impact | Associated Health Outcome | | :--- | :--- | | Increased level of trust in local law enforcement agencies | Reduction in stress, reduction in negative outcomes associated with criminal activity | ### Tulsa Context In 2016 a dashboard of Community Policing measures was developed for the Tulsa Police Department, which shows that they are implementing 97% of their community policing strategy. Many of the recommendations do not have measures to assess progress, and no oversight committee of Tulsa residents was established. New leadership in the department is pursuing a "collaborative policing" model wherein the Tulsa Police Department will emphasize partnering with other departments, agencies, and the community to address crime and other community issues. ### Policy Recommendations *PS.HW.1* Enhance transparency with residents through communications strategies that tell the stories of collaboration. *PS.HW.2* Increase the level of community oversight to ensure department goals are in line with community needs. *PS.HW.3* Update the metrics used to analyze the effectiveness of policing in the community. *PS.HW.4* Increase collaboration with other City of Tulsa departments and other organizations. ## Justice Involvement | Health Impact | Associated Health Outcome | | :--- | :--- | | Unsanitary or unsafe facility conditions | Physical injury, chronic illness, vulnerability to pandemics and other communicable disease spread | | Societal stigma and financial/ economic impacts | Negative outcomes associated with poverty, stress, depressive disorders | ### Tulsa Context Oklahoma has the third highest rate of incarceration in the United States as of December 2021, with a total prison population of 25,338, or a rate of 635 per 100,000 residents. Tulsa County manages the David L. Moss Criminal Justice Center, which houses 1,282 inmates, 1,084 male and 198 female, as of December 2021. Despite these high rates, Oklahoma has relatively low rates of recidivism, with 20.1% in the last three years. High rates of incarceration and low rates of recidivism point to Oklahoma’s aggressive sentencing for non-violent crimes. For example, Oklahoma has had the highest rates of female incarceration in the United States for decades, yet a study by the Crime and Justice Institute in 2018 found that most women were imprisoned for drug-related crimes, and 83% were sentenced for non-violent crimes. State, local, and business leaders are pursuing criminal justice reform measures to reduce the rates of imprisonment for non-violent crimes, and to connect offenders with diversion programs to address mental health and substance abuse issues. ### Policy Recommendations *PS.HW.5* Continue or expand diversion programs and court services that connect individuals with mental health and substance use resources. *PS.HW.6* Establish programs to connect justice-involved individuals with Medicaid and other health coverage. *PS.HW.7* Enhance re-entry programs to reduce recidivism rates. ### First Response Time | Health Impact | Associated Health Outcome | | :--- | :--- | | Quicker response time for patients with severe injuries, cardiac arrest, or stroke | Reduction in disability and death | | Slow or no response times leading to increase in domestic abuse and feelings of insecurity | Increase in anxiety and depressive disorders | **Tulsa Context** Since 1990, TFD’s call response volume increased from 10,000 to over 60,000. Average response time citywide is under 6 minutes; however, there is variation amongst the stations, with some having an average response time close to 4 minutes, while others are closer to the 6-minute upper threshold. In recent years the number of responses that exceeded the 6-minute mark have been increasing. East Tulsa is especially at risk of slower response times due to population growth outpacing the expansion of service capacity. In 2016, citywide average response times for TPD were at 26.6 minutes. That has improved to 24.1 minutes in 2018. Calls are ranked on a scale of 1 to 7 in terms of priority, with higher priority calls receiving the fastest responses. Between August of 2018 and 2019 critical response calls (High Priority) responded to in under 3 minutes increased from 24.06% to 26.26%. As officer numbers increase, it is expected that serious crime will decline but reports of minor crimes will increase. This is due to a greater police presence, enabling a quicker response to minor crimes and a lower rate of missed response opportunity. **Policy Recommendations** *PS.HW.8* Ensure adequate public services exist before development approvals in a given geographic area of the city. *PS.HW.9* Explore funding strategies to address increased public services needed from new development; particularly in under-served, rural, and limited service capacity areas. ### Law Enforcement Officer/Firefighter Health | Health Impact | Associated Health Outcome | | :--- | :--- | | *LEO Concerns:*
Poor diet, circadian rhythm disruption, stress, mental health | Increase in obesity, cancer, diabetes, and cardiovascular disease, post-traumatic stress disorder | | *Firefighter Concerns:*
Exposure to asbestos and other contaminants, heat exposure, high core body temperature, exposure to smoke and carbon monoxide | Increase in asthma and other respiratory or cardiovascular diseases, sudden cardiac death and cardiovascular disease, cancer, rhabdomyolysis, mesothelioma | **Tulsa Context** In order to improve LEO health and wellness TPD provides exercise facilities that can be used during on-duty hours, as well as classes for yoga and Crossfit. Mental health services are provided for both LEOs and firefighters and 911 operators through First Responder Support Services on a voluntary basis, and there has been an increase in the utilization of those services in recent years. This may reflect a reduction in the stigma historically associated with seeking help for mental health concerns. These services are also made available to family members of LEOs and firefighters. **Policy Recommendations** *PS.HW.10* Continue to provide services to LEOs and firefighters that reduce health risks and increase wellness. *PS.HW.11* Continue to increase the number of LEOs and firefighters to reduce the need for extra-long shift work. *PS.HW.12* Regularly provide health-promoting education for LEOs and firefighters to improve diet, nutrition, and self-care approaches. # HEALTH & WELLNESS CONSIDERATIONS (cont.) ## Access to Storm Shelters | Health Impact | Associated Health Outcome | | :--- | :--- | | Reduced exposure to catastrophic weather events | Reduction in disabling or fatal injuries, situational and post-traumatic stress | **Tulsa Context** The City of Tulsa Hazard Mitigation Plan shows the density of storm shelters across Tulsa. There is a relatively high density of shelters in affluent Midtown neighborhoods, as well as in the more suburban areas of South Tulsa where development is newer than other parts of the city. North Tulsa and East Tulsa have a lower density of storm shelters. Children under 5 years old, persons 65 years of age and older, persons with cognitive or physical disabilities, and persons who are not English-speaking are particularly vulnerable to tornadoes. These populations may not have the means to effectively respond when tornadoes threaten the area. Also at risk are homeless and low-income populations who may not have full access to advance warning capabilities (access to television, social media, NOAA weather radio, etc.). **Policy Recommendations** *PS.HW.13* Create a public-facing, geotagged, searchable database of available, certified public storm shelters, denoting which are ADA compliant. *PS.HW.14* Expand efforts to register private storm shelters so that authorities can search those in the event of a disaster. *PS.HW.15* Work with vulnerable populations and organizations to better communicate and educate on how to react in extreme weather events. ## FUNDING PRIORITIES All public services require capital funding for materials, equipment, and project implementation. This is in addition to operational and maintenance funding that is critical to minimize capital spending needs by maximizing the lifespan of assets. As the city continues to grow, operational and maintenance funding should grow commensurately with increases in capital assets and the impact of increased usage of existing assets and services. The most significant capital funding need is for a combined justice and public safety center to house the Tulsa Police Department, Tulsa Fire Department, and Municipal Courts. This facility should serve all of the same functions currently administered in the Police-Municipal Courts building and Fire Department headquarters, but with substantially more space and specialized accommodations. In addition, new fire stations are needed in developing parts of the city, particularly in East Tulsa where service is least consistent. Other significant capital needs include fleet replacement for public safety departments and the Asset Management department, as well as a new transfer station for bulky waste for the Solid Waste division. Minor capital needs include electronic hardware and software to process court records and dockets for Municipal Courts. Operational funding is a primary concern for the Asset Management Department as the City acquires and constructs more facilities. Annual budgetary allocations should increase each time new assets are entrusted to the Asset Management Department. In general, maintenance funding for City assets should be increased in order to advance from a “Run-to-Fail” approach to one that prioritizes taking care of existing assets to extend asset life spans. For departments whose service distribution area is being stretched by the city’s growth pattern, alternative approaches like Mutual Aid Agreements should be pursued to close funding gaps. Personnel needs for the Tulsa Police Department include more non-sworn employees to run office and technology functions of the department. Funding packages that seek to increase the number of uniformed officers should include funding for ancillary support staff, storage facilities, and office space. All departments, but Municipal Courts in particular, have need for accessibility improvements, especially for multi-lingual communication, translation services, and sign language interpreters. ## REGIONALISM CONSIDERATIONS Besides infrastructure, public services are the return on investment of tax dollars that are meant to maintain a standard of living for Tulsans. Services such as the maintenance of water, sewer, and stormwater infrastructure, solid waste services, fire and police response, criminal justice and courts, animal welfare, and the maintenance of all the facilities and properties needed to provide these services all contribute to a livable environment for Tulsa residents. Some services have their own funding mechanisms and can gain revenue through service fees. Water, Sewer, and Stormwater for example have a fee structure in place through TMUA that supports the expansion and maintenance of existing utility networks. Other services, such as Police, Fire, and Municipal Courts do not have their own funding mechanisms and rely on general fund and Improve Our Tulsa or Vision Tulsa funding to maintain their levels of service. This ability is diminished each time the public service area grows while their budgetary funding remains the same. The regional development patterns of fringe suburban subdivision growth and economic development attraction to areas at the far reaches of the city limits or beyond have stretched these services to their limits. Finding ways to engage with communities and partners in the region to collaboratively support fire, police, and animal welfare services can bridge the funding gaps that exist as development outpaces the City’s ability to construct new fire stations, police stations, add needed officers and firefighters, and maintain expected levels of service. The City also can support educational efforts across the region by partnering with libraries and school systems to address specific needs, such as transportation, program funding, and planning efforts. # GLOSSARY OF TERMS **Ancillary Staff** - Staff members that support the programmatic work of a department, e.g. administrative staff, security, etc. **Americans with Disabilities Act (ADA)** - A civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including jobs, schools, transportation, and all public and private places that are open to the general public. **Amnesty** - An opportunity for citizens to pay their past due citations in full without any late or warrant fees. **At-large Animals** - A domestic animal which is free, unrestrained, or not under control. **Bond** – A form of debt used by cities to fund capital projects. **Capital Assets** – Physical things owned by the City. **Capital Improvements Plan (CIP)** - A community planning and fiscal management tool used to coordinate the location, timing, and financing of physical construction projects or permanent structural alterations or repairs to existing City assets. **Collaborative Policing** - Collaborative policing focuses on community collaboration, problem-solving processes, and evidence-based practices to achieve more effective and long-lasting public safety results. **Council-Manager Form of Government** - A method of municipal government in which legislative and policy-determining powers are held by an elected council that employs a city manager who is responsible to the council for city administration. **Cyanotoxins** - Toxins produced by cyanobacteria (blue-green algae). **Diversion Programs** - A form of pretrial sentencing in which a criminal offender joins a rehabilitation program to help remedy the behavior leading to the original arrest, allow the offender to avoid conviction and, in some jurisdictions, avoid a criminal record. **Economic Mobility** - How a person’s economic well-being changes over time. **Enterprise Fund** - A self-supporting government fund that sells goods and services to the public for a fee. **Enterprise Performance Reporting Facility** - The interface used by the Water & Sewer Department to assist with financial reporting. **Enterprise Resource Planning (ERP)** - Software used by the Water & Sewer Department that gathers financial data and generates reports. **Environmental Remediation** - The removal of pollution or contaminants from environmental media such as soil, groundwater, sediment, or surface water. **Equity** - Just and fair inclusion into a society in which all can participate, prosper, and reach their full potential. **Evidence-Based Approaches** – Procedures and solutions derived from data analysis, academic research, and national best practices. **Facility Condition Index (FCI)** - A standard facility management benchmark used to assess the current and projected condition of a building asset. **Fix-it-First** – An approach to asset management where maintenance is prioritized before replacement or the acquisition of new assets. **Flue Emissions** - The gas exiting to the atmosphere via a pipe or channel for conveying exhaust gases from a fireplace, oven, furnace, boiler, or steam generator. **Future Growth Areas** – Areas defined in the Development Era map in the Development Review Guide that are presently undeveloped. **Geotag** - The process of joining geographic coordinates to media (photos, videos, websites, etc.) based on the location of a mobile device. **Greenfield Sites** – Undeveloped lands. **Impact Fees** - Typically a one-time payment imposed by a local government on a property developer to offset the financial impact a new development places on public infrastructure, such as roads, water and sewer, parks, and other services. **Infill Development** – New construction in existing areas of the city, particularly older parts of the city. **Insurance Service Office (ISO) Score** - A score provided to fire departments and insurance companies by the Insurance Services Office reflecting how prepared a community and area is for fires. **Joint Use** - An agreement between government entities, or sometimes private, nonprofit organizations, to open or broaden access to their facilities for community use. **Justice Involvement** – The state of being or having been arrested, put to trial, incarcerated, or any other type of involvement with the justice system. **Lead Loop Study** - A method of testing water pipes for lead contamination. **Lean Six Sigma** - A collaborative method to improve performance by systematically removing waste and reducing variation. **Lift Station** - A pumping station that moves wastewater from a lower elevation to a higher elevation. **Linear and Facility Assets** - Pipes, pumps, and other physical components of the City of Tulsa’s water and sewer systems. # GLOSSARY OF TERMS **Mutual Aid Agreements** - Agreements that establish the terms under which assistance is provided between two or more jurisdictions. **Preventative and Predictive Maintenance** – Similar to a “Fix-it-First” approach where maintenance is prioritized in order to extend the lifespan of capital assets. **Recidivism** - A person’s relapse into criminal behavior, often after the person receives sanctions or undergoes intervention for a previous crime. **Return on Investment** – The amount gained or lost over time compared to the initial cost of an investment. **Run-to-Fail** – When capital assets belonging to the City do not receive maintenance funding and are replaced rather than repaired. **Social Cohesion** - The strength of relationships and the sense of solidarity among members of a community. **Social Determinants** - The conditions in the environments where people are born, live, learn, work, play, worship, and age that affect a wide range of health, functioning, and quality-of-life outcomes and risks. **Strong Mayor Form of Government** - A mayor-council method of municipal government where the Mayor is given by charter a large degree of control and responsibility. This is Tulsa’s form of government. **Subject Matter Expert** - A person or group with a deep understanding of a particular subject based on direct experience. **Supervisory control and data acquisition system (SCADA)** - A system of software and hardware elements that allows the Water & Sewer Department to monitor service and assets in real time. **Sworn/Non-Sworn Personnel** - Sworn personnel must attend and successfully complete a law enforcement academy. Non-sworn, or civilian, personnel in a police department do not possess the power to arrest or the ability to enforce laws. **Transfer Station** - A site where recyclables and refuse are collected and sorted in preparation for processing or landfill **Uniform Divisions** – Tulsa Police Department has three Uniform Divisions that divide the city into police service areas, each with a station and sub-areas defined for patrols. **Variable frequency drives (VFDs)** - A type of controller that drives an electric motor by varying the frequency and voltage supplied to the electric motor. **Walking Audit** - An assessment of the walkability or pedestrian access of an external environment to consider and promote the needs of pedestrians. **Waste Diversion** - Reusing, recycling, or composting materials that would otherwise be buried in a landfill. **Wildland Urban Interface (WUI)** - A transition zone between wilderness (unoccupied land) and land developed by human activity where a built environment meets or intermingles with a natural environment. Human settlements in the WUI are at a greater risk of catastrophic wildfire. ### RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Animal Welfare** - A division of the Department of City Experience responsible for the management of animal welfare programs, animal control, and the City’s animal shelter. **Asset Management Department** - A department of the City of Tulsa that manages and maintains City-owned facilities, fleet, and equipment. **Citizen Advisory Boards** - A group of community members for each Tulsa Police Department uniform division that review and provide feedback on new and updated policies and advise on best practices for crime reduction and trust building. **Community Development Division** - A division of the Department of City Experience that administers community and economic development programs and initiatives, supporting residents in creating economically viable and sustainable communities through neighborhood partnerships, housing programs, and community development initiatives. **Community Outreach Resource & Education (CORE) Team** - The CORE Team works in a collaborative effort with community members to develop strategies to reduce crime, improve relationships, and solve quality-of-life issues by providing education regarding available resources. **Community Response Team** - A co-responder model for 911 mental health calls with collaboration between Tulsa Police Department, Tulsa Fire Department, Family and Children Services (F&CS), and Community Outreach Psychiatric Emergency Services (COPES). **COVANTA** - A waste-to-energy facility that serves the Tulsa area under contract with the City of Tulsa. **Criminal Justice Collaborative** - A group of representatives from Tulsa County’s criminal justice system who implement strategies to reduce reliance on pretrial incarceration and to further improve the criminal justice system. **Customer Care Center (311)** - The central point of contact for the City of Tulsa providing responses to citizens’ requests for information and assistance with services and programs. **Destination Districts** - The Department of City Experience’s program to stimulate economic development, foster authentic cultural expression, develop civic pride, and deepen the connections to places in order to retain talent, attract new residents, and increase tourism opportunities. **Development Services Department** - A department of the City of Tulsa that promotes safety, livability, and economic growth through efficient and collaborative application of building and development codes. **Domestic Violence Intervention Services (DVIS)** - Provides comprehensive intervention and prevention services to those affected by domestic and sexual violence. **Emergency Medical Services Authority (EMSA)** - A public trust of the Tulsa and Oklahoma City governments that ensures the highest quality of emergency medical service at the best possible price. **Emergency Operations Center (EOC)** - The facility used to coordinate emergency and disaster response under the supervision of the Tulsa Area Emergency Management Agency (TAEMA). **Equality Indicators** - An annual report created through partnership between the City of Tulsa and the Community Service Council to measure and track disparities among subgroups of Tulsans over time. **Family Safety Center** - An organization that promotes safety and justice in Tulsa County through services that offer protection, hope, and healing to victims of interpersonal and family violence. **First Responders Advisory Council** - A collection of subject matter experts and stakeholders from the community that provide feedback and insight for the Special Services programs at TPD and TFD, i.e. mental health programs, Municipal Courts special services docket, the Tulsa Sobering Center. **First Responder Support Services** - An organization that provides counseling, training, and critical incident response for first responders, military, and their immediate family members. **Green Waste Facility** - A City of Tulsa facility managed by the Public Works Department that accepts tree branches, grass clippings, and leaves, and provides free wood chips and firewood. **Handle With Care** - A Tulsa Police Department program that provides schools or child care agencies with a “heads up” when a child has been identified at the scene of a traumatic event. **Hazard Mitigation Plan** - A 2019 plan developed by the City of Tulsa to reduce loss of life and property by minimizing the impact of disasters. **Household Pollutant Program** - A program of the City of Tulsa’s Public Works Department with a year-round collection facility for the disposal of hazardous household waste. **Human Rights Commission** - A City commission that seeks to foster mutual respect and understanding and to create an atmosphere conducive to the promotion of amicable relations among all members of the city’s community. **Improve Our Tulsa (IOT)** - A funding package for capital improvement projects approved by a vote of the people. These projects are focused on enhancing existing assets. **INCOG Area Agency on Aging (AAA)** - The INCOG Area Agency on Aging provides a range of options that allows older adults to choose the home and community-based services and living arrangements that suit them best. **Mayor’s AIM Plan** - A strategic plan developed by the Mayor’s Office with metrics and goals for all City departments. **Office of Resilience & Equity** - An office within the Department of City Experience that works to achieve equality for all Tulsans through partnership building, education, cultural awareness, and advocacy. # RELEVANT CITY DEPARTMENTS, PROGRAMS, PLANS, AND EXTERNAL ORGANIZATIONS **Mental Health Unit (MHU)** - The MHU provides support and training to patrol operations. The MHU serves as a community liaison to facilitate a professional, humane, and safe response to residents in a mental health crisis or experiencing chronic behavioral health issues, and to those experiencing homelessness. **Mental Health Association Oklahoma** - A non-profit organization dedicated to promoting mental health and the equity of access to mental health care through advocacy, education, research, service, and housing. **The Metropolitan Environment Trust (The M.e.t.)** - A regional trust that partners with member communities to provide and promote environmental programs, services, and educational opportunities. **Micro-Area Police Plans** - A planning approach for Tulsa Police Department to work closely with residents of specific area to reduce crime and establish tailored approaches for interactions between police and residents. **Municipal Courts** - A court of record, authorized under City Ordinance and jurisdiction in the City of Tulsa that is responsible for misdemeanor traffic, parking, and criminal offenses, as well as code violations for health, fire, animal, and zoning violations. **Neighborhood Inspections** - A division of the Department of City Experience that enforces regulations that are a part of the zoning code or nuisance ordinances. **Office of Resilience & Equity** - An office within the Department of City Experience that works to achieve equality for all Tulsans through partnership building, education, cultural awareness, and advocacy. **Public Service Company of Oklahoma (PSO) Peak Performers** - A program offered to businesses to receive cash back by limiting energy use during times of high demand. **Public Works Department** - A department of the City of Tulsa that is responsible for planning, directing and coordinating the construction and maintenance of streets and public facilities, managing all related engineering services, and maintaining stormwater systems. **Resilient Tulsa Strategy** - A planning report created by the Mayor's Office of Resilience & Equity in 2018 to outline approaches to enhance Tulsa's resilience to social and environmental shocks and stressors. **Resource Allocation Report** - A 2017 report prepared by the Tulsa Fire Department outlining how resources should be distributed to maintain a suitable fire response service level. **Sobering Center** - An alternative to jail for individuals detained for public intoxication to be connected to long-term health care and treatment services. **Solid Waste Division** - A division of the Public Works Department that manages the removal and processing of solid waste. **Special Services Docket** - A partnership between the City of Tulsa Municipal Court, Mental Health Association Oklahoma and other service providers, allowing individuals affected by mental illness, substance abuse, and those facing homelessness who have committed low-level municipal offenses to be paired with a case manager instead of serving jail time. **Tulsa Authority for the Recovery of Energy (TARE)** - A City of Tulsa Authority whose purpose is to receive trash, recycle what is available, and dispose of the remainder by burial or incineration. **Tulsa City-County Library** - A government entity serving Tulsa County that strives to promote lifelong learning and literacy in all forms. **Tulsa Fire Department** - A department of the City of Tulsa that provides fire safety and paramedic services to Tulsa residents. **Tulsa Health Department (THD)** - The primary public health agency to for Tulsa County residents, including 13 municipalities and four unincorporated areas. **Tulsa Metropolitan Utility Authority (TMUA)** - Primary responsibilities are to manage, construct, and maintain Tulsa's water works and sanitary sewer systems, and to fix rates for water and sewer services rendered within its boundaries. **Tulsa Planning Office** - A division of the Department of City Experience that administers the zoning and planning process for the City of Tulsa. **Tulsa Police Department** - A department of the City of Tulsa that provides law enforcement and safety services to Tulsa residents. **Tulsa Recycle Transfer Facility (TRT)** - The City's contracted recycling process facility. **Tulsa Transit (MTTA)** - The public transit system operating buses and paratransit for Tulsa metropolitan area. **Vibrant Neighborhoods Partnership** - The Department of City Experience's community-driven program to holistically improve neighborhood infrastructure and enjoyment through targeted public support and service delivery in collaboration with neighborhood residents. **Vision Tulsa** - A funding package for capital improvement projects approved by a vote of the people. These projects are focused on transformative projects and programs. **Water & Sewer Department** - A department of the City of Tulsa that manages, operates, and maintains the City's water and wastewater systems. **Workforce Tulsa** - An organization that helps put people to work through job placement, career readiness services, & training opportunities. # SOURCES AND REFERENCES ### Subject Matter Experts City of Tulsa Fire Department City of Tulsa Police Department City of Tulsa Streets and Stormwater Department - Stormwater Division City of Tulsa Streets and Stormwater Department - Solid Waste Division City of Tulsa Asset Management Department City of Tulsa Municipal Courts Department City of Tulsa Water & Sewer Department City of Tulsa Working in Neighborhoods Department - Animal Welfare Division Tulsa City-County Library System Tulsa Public Schools ### Community Engagement Activities Resident Input Sessions Resident Input Survey Resident Input Emails and Phone Calls ### Plans Reviewed and Incorporated Hazard Mitigation Plan (2019) TMUA Strategic Plan (2018) Tulsa Fire Department Resource Allocation Report (2017) Tulsa Public Schools Score Card (2018) Union Public Schools Score Card (2018) Jenks Public Schools Score Card (2018) Resilient Tulsa (2019) Small Area Plans ### Selected City Metrics https://www.census.gov/acs/www/about/why-we-ask-each-question/vehicles/ https://alltransit.cnt.org/metrics/#equity Award Database | League of American Bicyclists (bikeleague.org) https://data.census.gov/cedsci/table?q=Commuting&g=1600000US0653000,1 836003,2743000,2938000,3502000,4075000,4752006&tid=ACSST1Y2019. S0801&hidePreview=false ### Equity and Resilience Considerations & Health and Wellness Considerations “Overview.” MUTCD Overview - FHWA MUTCD, https://mutcd.fhwa.dot.gov/kno-overview.htm. “Pedestrian Safety.” Centers for Disease Control and Prevention, Centers for Disease Control and Prevention, 6 Mar. 2020, https://www.cdc.gov/motorvehiclesafety/pedestrian_safety/index.html. Dangerous by Design - Smart Growth America. https://smartgrowthamerica.org/app/uploads/2019/01/Dangerous-by-Design-2019-FINAL.pdf. Transportation Health Impact Assessment Toolkit. Center for Disease Control and Prevention, 9 Oct. 2011, https://www.cdc.gov/healthyplaces/transportation/vmt_strategy.htm. “VMT per Capita.” U.S. Department of Transportation, https://www.transportation.gov/mission/health/vmt-capita. “Ground-Level Ozone Basics.” EPA, Environmental Protection Agency, https://www.epa.gov/ground-level-ozone-pollution/ground-level-ozone-basics. “Commute Time: National Equity Atlas.” Commute Time | National Equity Atlas, https://nationalequityatlas.org/indicators/Commute_time. Walkways, Sidewalks, and Public Spaces - Safety.fhwa.dot.gov. https://safety.fhwa.dot.gov/PED_BIKE/univcourse/pdf/swless13.pdf. Traffic Safety Facts. National Highway Traffic Safety Administration, Mar. 2019, https://crashstats.nhtsa.dot.gov/Api/Public/ViewPublication/812691. “Buffered Bike Lanes.” National Association of City Transportation Officials, 7 Oct. 2021, https://nacto.org/publication/urban-bikeway-design-guide/bike-lanes/buffered-bike-lanes/. Booth, Gillian L., et al. “Unwalkable Neighborhoods, Poverty, and the Risk of Diabetes among Recent Immigrants to Canada Compared with Long-Term Residents.” Diabetes Care, American Diabetes Association, 1 Feb. 2013, https://care.diabetesjournals.org/content/36/2/302.long. “Technical Air Pollution Resources.” EPA, Environmental Protection Agency, https://www3.epa.gov/ttn/chief/trends/index.html. “Ambient (Outdoor) Air Pollution.” World Health Organization, World Health Organization, 22 Sept. 2021, http://www.who.int/mediacentre/factsheets/fs313/en/. “The New Majority: Pedaling Towards Equity.” The League of American Bicyclists, https://bikeleague.org/sites/default/files/equity_report.pdf “Public Transportation System: Introduction or Expansion.” Centers for Disease Control and Prevention, Centers for Disease Control and Prevention, 19 Oct. 2018, https://www.cdc.gov/policy/hst/hi5/publictransportation/index.html. “Public Transportation Facts.” American Public Transportation Association, 7 July 2021, https://www.apta.com/news-publications/public-transportation-facts/. American Community Survey. Means of Transportation to Work by Vehicles Available [Data Table B08141]. United States Census Bureau, https://data.census.gov/cedsci/table?t=Commuting%3ATransportation&tid=ACSDT1Y2018.B08141&vintage=2018&hidePreview=false. Litman, Todd. Evaluating Public Transportation Health Benefits. Victoria Transport Policy Institute, 3 Apr. 2020, https://vtpi.org/tran_health.pdf. “Physical Activity.” World Health Organization, World Health Organization, 26 Nov. 2020, https://www.who.int/news-room/fact-sheets/detail/physical-activity. “Health and Equity.” U.S. Department of Transportation, U.S. Department of Transportation, 13 Dec. 2013, https://www.transportation.gov/mission/health/equity. Kavage, Sarah, et al. The Hidden Health Costs of Transportation. American Public Health Association, https://www.apha.org/~/media/files/pdf/factsheets/hidden_health_costs_transportation.ashx#:~:text=Traffic%20crashes%20cost%20us%20%24180,making%20process%20and%20policy%20framework. https://www.sciencedirect.com/science/article/abs/pii/S0967070X11000631 “How Our Sidewalks, Cars, Trees, and Streets Affect Our Heart Health - Blue Zones.” Blue Zones - Live Longer, Better, 28 Apr. 2021, https://www.bluezones.com/2019/04/how-our-sidewalks-cars-trees-and-streets-affect-our-heart-health/. Litman, Todd. “Smart Growth Policies for Urban Affordability and Fertility.” Planetizen Blogs, 10 Feb. 2016, https://www.planetizen.com/node/83847/smart-growth-policies-urban-affordability-and-fertility. “The Congestion Con.” Transportation for America, Transportation for America, Mar. 2020, https://t4america.org/wp-content/uploads/2020/03/Congestion-Report-2020-FINAL.pdf. “Addendum to the 1997 Federal Highway Cost Allocation Study Final Report.” U.S. Department of Transportation/Federal Highway Administration, U.S. Department of Transportation/Federal Highway Administration, May 2000, https://www.fhwa.dot.gov/policy/hcas/addendum.cfm#footnotes. “The High Cost of Transportation in the United States.” Institute for Transportation and Development Policy, Institute for Transportation and Development Policy, 4 Sept. 2019, https://www.itdp.org/2019/05/23/high-cost-transportation-united-states/. “Racial Disparities Are Rising in Oklahoma.” Fwd.us, Fwd.us, Dec. 2020, https://www.fwd.us/wp-content/uploads/2020/12/FWD-BlackIncarceration-OK-2020-v2.pdf. “Criminal Justice Reform.” Greater Oklahoma City Chamber, Greater Oklahoma City Chamber, Dec. 2016, https://www.okcchamber.com/index.php?submenu=CriminalJustice&src=gendocs&ref=CriminalJusticeReform&category=Main. ### Photos City of Tulsa. Fire Fighters. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 2 City of Tulsa. Police Officer. Facebook. 2021.https://www.facebook.com/cityoftulsa/photos. Page 3 City of Tulsa. Trash Truck. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 4 Jeffries, Daniel. West-Looking Aerial. 2021. Downtown Tulsa, OK. Page 6 O’Connell, Alex. Tulsa City Hall Building. 2021. Downtown Tulsa, OK. Page 7 City of Tulsa. Tulsa Police Department. Facebook. 2021 https://www.facebook.com/cityoftulsa/photos. Page 8 O’Connell, Alex. Tulsa Municipal Courts. 2021, Downtown Tulsa, OK. Page 9 City of Tulsa. Fire Truck. Facebook, 2021. https://www.facebook.com/cityoftulsa/photos. Page 10 City of Tulsa. Trash Can. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 11 City of Tulsa. Utility Work. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 12 Swimmer, Laura. Central Library 5th street. 2021. Downtown Tulsa, OK. Page 13 City of Tulsa. Child Learning. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos. Page 14 City of Tulsa. Animal Welfare. Facebook. 2021. https://www.facebook.com/cityoftulsa/photos Page 15