HomeMy WebLinkAbout2014.06.12_OEDA AgendaPUBLIC NOTICE OF THE MEETING OF THE
OWASSO ECONOMIC DEVELOPMENT AUTHORITY
TYPE OF MEETING: Regular
DATE: June 12, 2014
TIME: 10:00 a.m.
PLACE: Owasso City Hall, Lower Level Conference Room
111 N. Main
Owasso, Oklahoma
Notice and agenda filed in the office of the City Clerk and posted on the City Hall bulletin board
at 5:00 PM on Tuesday, June 10, 2014.
Chelsea M.E. Levo, Economic Development Director
AGENDA
1. Call to Order
Dr. Spriggs, Chairman
2. Consideration and appropriate action relating to a request for Trustee approval of the
Consent Agenda. All matters listed under "Consent" are considered by the Trustees to be
routine and will be enacted by one motion. Any Trustee may, however, remove an item
from the Consent Agenda by request. A motion to adopt the Consent Agenda is non -
debatable.
A. Approval of minutes of the May 8, 2014 regular meeting
Attachment
B. Approval of claims
Attachment
C. Acceptance of the monthly financial reports
Attachment
3. Consideration and appropriate action relating to items removed from the Consent Agenda
4. Presentation and discussion relating to the proposed FY 2014 -2015 Hotel Tax Fund Budget.
Ms. Jones
Attachment
5. Presentation and discussion relating to proposed Resolution No. 2014 -01 approving the
OEDA FY 2014 -2015 Annual Operating Budget.
Ms. Jones
Attachment
6. Presentation and discussion of the Draft Land Use Master Plan.
Mr. Stephenson
Attachment
OEDA
June 12, 2014
Page 2
7. Report from OEDA Director
Ms. Levo
Attachment
• Monthly Building Report
• Public Works Project Status Report
• Business Development Report
• Monthly Sales Tax Report
8. Report from OEDA Trustees
9. New Business (New Business is any item of business which could not have been foreseen
at the time of posting of the agenda.)
10. Adjournment
MEETING OF THE
OWASSO ECONOMIC DEVELOPMENT AUTHORITY
MINUTES OF MEETING
Thursday, May 8, 2014
The Owasso Economic Development Authority met in regular session on Thursday, May 8, 2014 in
the Lower Level Conference Room at City Hall per the Notice of Public Meeting and Agenda
posted on the City Hall bulletin board at 5:00 PM on Tuesday, May 6, 2014.
ITEM 1: CALL TO ORDER & ROLL CALL
Dr. Spriggs called the meeting to order at 10:00 AM.
PRESENT
Bryan Spriggs, Chairman
Dirk Thomas, Vice chairman
Gary Akin, Secretary
Frank Enzbrenner, Trustee
Jeri Moberly, Trustee
Dee Sokolosky, Trustee
A quorum was declared present.
ABSENT
David Charney, Trustee
ITEM 2: CONSIDERATION AND APPROPRIATE ACTION RELATING TO A REQUEST FOR TRUSTEE
APPROVAL OF THE OEDA CONSENT AGENDA
A. Approval of minutes of the April 10, 2014 Regular Meeting
B. Approval of claims
C. Acceptance of the monthly financial report
Dr. Thomas moved to approve the consent agenda, seconded by Ms. Moberly
AYE: Spriggs, Thomas, Moberly, Enzbrenner, Sokolosky, Akin
NAY: None
Motion carried 6 -0.
ITEM 3: CONSIDERATION AND APPROPRIATE ACTION RELATING TO ITEMS REMOVED FROM THE
CONSENT AGENDA
No action required
ITEM 4: CONSIDERATION AND APPROPRIATE ACTION RELATING TO A PROPOSED CHANGE TO
ORDINANCE NO. 699, PROVIDING FOR A HOTEL /MOTEL TAX
Chelsea Levo presented the item, introducing a proposed amendment to Ordinance
No. 699 that would change the definition of Permanent Resident in Section 7 -601
from ninety days to thirty days. Mr. Sokolosky suggested an additional amendment in
Section 7 -603 (a) by adding "conducting official business ". Following discussion, Mr.
Sokolosky moved, seconded by Mr. Enzbrenner to endorse the amendments as
presented and recommend such to the City Council.
AYE: Spriggs, Thomas, Moberly, Enzbrenner, Sokolosky, Akin
NAY: None
Motion carried 6 -0.
May 8, 2014
ITEM 5: CONSIDERATION AND APPROPRIATE ACTION RELATING TO A PROPOSED INCENTIVE
AGREEMENT BETWEEN THE OEDA AND MACY'S CORPORATE SERVICES,
INCORPORATED
Chelsea Levo presented the item, introducing a proposed agreement. Following
discussion, Mr. Sokolosky moved, seconded by Mr. Enzbrenner to approve the
agreement with the following amendments: Section (2) add Tulsa "County "; strike
"operated and maintained" and replace with "fully operational "; and add 250 "full
time" employees.
AYE: Spriggs, Thomas, Moberly, Enzbrenner, Sokolosky, Akin
NAY: None
Motion carried 6 -0.
ITEM 6: REPORT FROM OEDA DIRECTOR
Roger Stevens presented the Public Works project status update; Bronce Stephenson
presented the Monthly Building Report for April; Chelsea Levo provided a business
development report; and Linda Jones presented the sales tax monthly report.
Discussion was held.
ITEM 7: REPORT FROM OEDA MANAGER
No Report.
ITEM 8: REPORT FROM OEDA TRUSTEES
Mr. Sokolosky mentioned new legislation related to Open Meeting and Open Record
Act and requested additional training at a future meeting.
ITEM 9: NEW BUSINESS
None
ITEM 10: ADJOURNMENT
Dr. Thomas moved to adjourn the meeting, seconded by Ms. Moberly.
AYE: Spriggs, Thomas, Moberly, Enzbrenner, Sokolosky, Akin
NAY: None
Motion carried 6 -0.
At 10:53 AM, the meeting adjourned.
Juliann M. Stevens, Minute Clerk
-2-
A
w000 The City 'Wit out Limits.
TO: THE HONORABLE CHAIRMAN AND TRUSTEES
OWASSO ECONOMIC DEVELOPMENT AUTHORITY
FROM: CHELSEA M.E. LEVO
ECONOMIC DEVELOPMENT DIRECTOR
SUBJECT: CLAIMS, OEDA
DATE: June 12, 2014
No Claims for May 2014.
Owasso Economic Development Authority
Statement of Revenues, Expenses and Changes in Fund Net Assets
For the Month Ending May 31, 2014
Operating Revenues
Operating Expenses:
Materials & supplies
Services & other charges
Capital outlay
Total Operating Expenses
Operating Income (Loss)
Non - Operating Revenues (Expenses):
Investment income
Promissory note revenue
RAN debt service & other costs
Total non- operating revenues (expenses)
Net income (loss) before contributions and
transfers
Transfer to general fund
Change in net assets
Total net assets - beginning
Total net assets - ending
MTD
YTD
Budget
$0.00
$0.00
$0.00
0.00
0.00
0.00
0.00
0.00
5,000.00
0.00
0.00
0.00
0.00
0.00
5,000.00
0.00
0.00
(5,000.00)
0.69
7.48
0.00
0.00
0.00
0.00
0.00
0.00
0.00
7.48
0.00
0.69
0.69
7.48
(5,000.00)
0.00
0.00
0.00
7.48
(5,000.00)
0.69
9,054.51
9,054.51
$4,054.51
$9,061.99
A
Tire City 'Wit out Limits.
TO: Honorable Chair and Trustees
Owasso Economic Development Authority
FROM: Chelsea M.E. Levo
Economic Development Director
SUBJECT: Hotel Tax Fund, 3% Expenditures
DATE: June 9, 2014
BACKGROUND:
In 2002, Owasso voters approved a 3% hotel tax with the funds to be "set aside and used
exclusively to encourage, promote and foster economic development and cultural
enhancement, tourism and pursue regional promotion for the City of Owasso ...." In August
2008, Owasso citizens voted to increase the hotel tax rate to 5 %. The 2% increase was
designated by the City Council to fund the Strong Neighborhood Initiative.
37o HOTEL TAX FUND EXPENDITURES:
The Hotel Tax fund (City of Owasso) is used to account for the revenues received from the 5%
hotel tax and to account for the use of those restricted funds. Recognizing the OEDA Trustees'
interest in the appropriation of funding for economic development, the proposed budget for
fiscal year 2014 -2015 for the Hotel Tax fund is presented to the OEDA for review. The FY 2014-
2015 budget for the City of Owasso will be presented on Tuesday, June 17 for Council approval.
For FY 2015, the estimated revenue from the 5% hotel tax is $235,200, which is a 16.28% increase
over last year's projected revenue. The proposed ending fund balance in the Hotel Tax Fund for
FY 2015 is $239,225. Next year's proposed budget will include funding from 2% of the Hotel Tax
Budget for the Strong Neighborhood program and 3% funding for other economic development
and cultural enhancement, tourism and to pursue regional promotion for the City of Owasso.
Proposed economic development activities include:
• Tulsa's Future Recruiting Trips (4)
$4,000
• Economic Development Contract
$48,000
• Independence Day Fireworks
$17,000
• Tulsa's Future
$15,000
• Governor's Council for Economic Development
and Workforce Jobs Call Trip
$2,000
• Economic Forecast Report
$5,000
• Community and Holiday Banners
$6,000
• Holley Trolley
$7,000
• Owasso Chamber /Home & Garden Show
$1,250
• Tulsa Chamber InterCity Visit
$5,000
• Tulsa Chamber DC Fly -In
$5,000
• Other Projects
$5,000
ATTACHMENT:
Hotel Tax Fund - 3% Summary of Revenues and Expenditures Budget
Hotel Tax Fund - 3% Expenditures Detail
CITY OF OWASSO
Economic Development (Hotel Tax Fund 3 %)
Summary of Revenues and Expenditures
Budgetary Basis
Revenues
Hotel Tax 37.
Miscellaneous
Total Economic Development Revenues
Expenditures
Economic Development
Other Services
Transfer to OEDA
Total Economic Development Expenditures
Surplus /(Excess Expenditure)
Projected Beginning Total Fund Balance
Projected Ending Total Fund Balance
Projected Estimated
Actual Actual Budget Actual Revenue
FY l l 112 FY 12 113 FY 13 114 FY 13 114 FY 14 115
$176,691 $195,186 $195,000 $232,000 $240,000
4,227 3,095 3,000 3,200 1,200
$180,918 $198,281 $198,000 $235,200 $241,200
$48,696 $101,621
0 0
$133,250 $133,250
500,000 500,000
$48,696 $101,621 $633,250 $633,250
$132,222 $96,660 ($435,250) ($398,050) $241,200
$408,393 $540,615 $637,275 $637,275 $239,225
$540,615 $637,275 $202,025 $239,225 $480,425
Revenues
Expenditures
Ending Fund Balance
Expenditures FY 13 (to date):
Macy's Fulfillment Center Incentive
Retail Attractions Contract
Tulsa's Future
Independence Day Celebration
Home & Garden Show
Holly Trolley
Holiday Banners
Economic Forecast
Intercity Visit
Economic Development Video
Gathering on Main
Restaurant Shuttle
Marketing materials
TCC Regional Meeting
Expenditure Total
3% Hotel Tax
Actual Actual Actual Projected Projected
FY 12 FY 13 6/6/2014 FY 14 FY 15
$180,918
$198,281
$191,286
$235,200 $241,200
48,696
101,621
99,832
633,250
$540,615
$637,275
$728,729
$239,225 $480,425
$48,000
15,000
15,000
1,250
4,486
2,870
5,000
4,946
2,125
707
0
448
$99,832
A
Tire City `Wit out Limits.
TO: THE HONORABLE CHAIRMAN AND TRUSTEES
OWASSO ECONOMIC DEVELOPMENT AUTHORITY
FROM: CHELSEA M.E. LEVO
ECONOMIC DEVELOPMENT DIRECTOR
SUBJECT: FISCAL YEAR 2014 -2015 BUDGET APPROVAL
RESOLUTION NO. 2014 -01
DATE: June 9, 2014
BACKGROUND:
The proposed budget for fiscal year 2014 -2015 is presented for the OEDA Trustees review.
As a Title 60 Public Trust, the OEDA is required to file an annual budget with its
beneficiary, the City of Owasso. The budget or appropriation for a public trust is not a
legal restriction on the expenditure of funds as it is for a municipality. Resolution No. 2014-
01 adopts the annual operating budget for the OEDA.
RECOMMENDATION:
Staff recommends OEDA Trustee approval of Resolution No. 2013 -01 adopting the FY
2014 -2015 budget proposal with estimated resources of $9,062 and total appropriations
for expenditure of $5,000.
ATTACHMENTS:
OEDA Proposed Budget
OEDA Budget Adoption Resolution
OEDA FUND
DESCRIPTION
The Owasso Economic Development Authority Fund is established to account for revenues and
expenditures of the City's Economic Development Trust Authority. The purpose of the OEDA is to
plan, implement, and promote projects and programs that will directly benefit the economic well
being of the community
BUDGET HIGHLIGHTS
The recommended FY 2015 budget includes $5,000 in contingency funding for Economic
Development activities that may arise during the fiscal year.
OEDA FUND
Summary of Revenues and Expenditures
Budgetary Basis
Revenues
Investment Revenue $
Total Revenues $
Other Sources
Transfers In
Total Revenues & Other Sources $
Expenditures
Other Services & Charges $
Debt Service
Total Department Expenditures $
Other Uses
T f O t
Actual Actual Projected Proposed Percent
2011 -2012 2012 -2013 2013 -2014 2014 -2015 Change
8 $
8 $
8
$
8
0.00%
8 $
8 $
8
$
8
0.00%
8
$
500,000
- 62500.00%
Projected Beginning Balance
-
8 $
8 $
500,008
$
8
- 100.00%
Projected Ending Balance
$
9,046 $
9,054 $
$
- $
500,000
$
5,000
- 99.00%
100.00%
$
- $
500,000
$
5,000
- 99.00%
raps ers u
Total Expenditures & Other Uses
$
- $
- $
500,000
$
5,000
-
- 99.00%
Change in Fund Balance
$
8 $
8 $
8
$
(4,992)
- 62500.00%
Projected Beginning Balance
9,038
9,046
9,054
9,062
0.09%
Projected Ending Balance
$
9,046 $
9,054 $
9,062
$
4,070
- 55.09%
OWASSO ECONOMIC DEVELOPMENT AUTHORITY
RESOLUTION NO. 2014 -01
A RESOLUTION PROVIDING FOR THE ADOPTION OF AN ANNUAL OPERATING BUDGET
FOR THE OWASSO ECONOMIC DEVELOPMENT AUTHORITY; ESTABLISHING LEVELS OF
EXPENDITURES AS PROVIDED BY STATUTE; AND ESTABLISHING AN EFFECTIVE DATE.
WHEREAS: It is the intent of the Owasso Economic Development Authority to adopt an
operating budget for fiscal year 2014 -2015; and,
WHEREAS: The adoption of such budget is vital to the continuation of services to the citizens
of Owasso; and,
WHEREAS: Public access to the adopted budget is desired; and,
WHEREAS: Certain filing requirements are mandated by State Statutes.
NOW THEREFORE, BE IT RESOLVED BY THE TRUSTEES OF THE OWASSO ECONOMIC DEVELOPMENT
AUTHORITY:
THAT: Total resources available in the amount of $5,000 and total appropriations in the
amount of $5,000 are hereby established.
THAT: The effective date of this Resolution shall be July 1, 2014.
APPROVED AND ADOPTED this day of , 2014 by the Trustees of the Owasso
Economic Development Authority.
Authority Chairman
ATTEST:
Authority Secretary
A
Tire City `Wit out Limits.
TO: The Honorable Chair and Trustees
Owasso Economic Development Authority
FROM: Karl Fritschen
Urban and Long Range Planner
SUBJECT: Land Use Master Plan
DATE: June 5, 2014
BACKGROUND:
The Land Use Master Plan is a very important document both from a planning perspective and
as an economic development tool. As a Planning document, it basically functions as the City's
blueprint for growth and development. The document is used by both the Planning Commission
and City Council to guide zoning and development decisions in the community, which will have
long lasting effects. As an economic tool it functions as a statement of policy of what we want in
our community and how we are going to achieve it. A well- conceived long range plan tells
prospective businesses that as a community we plan, we are thinking about big picture issues
that affect growth and have identified strategies to address many of these issues.
In December 2012, City staff commenced with the update of the current 2025 Land Use Plan,
which was adopted in 2007. The new plan was dubbed the GrOwasso 2030 Land Use Master
Plan and upon adoption will become the new long range planning document for the City of
Owasso. Guiding the update effort was a 28 member steering committee made up of a cross -
section of individuals throughout the community and included several City staff members. A
total of 10 meetings were held with the committee, where members were engaged in different
exercises used to help identify key issues facing the community and ultimately helping to form
many of the goals contained in the current draft document. During the first few months, staff
collected and shared a large amount of data with the committee. This data included
information related to demographics, parks, infrastructure, land use, capital improvement
projects, plans from adjoining jurisdictions, public safety, and economic development. In some
cases individual department directors made presentations regarding issues they are facing
within their areas of operation. All of this information was designed to educate the committee
regarding opportunities and constraints facing the community in the future and stimulate
conversation.
A major focus of the planning process was significant community outreach, which allowed
citizens to express their ideas for Owasso's future growth as well as what they feel are significant
issues. This was accomplished in two ways: the first, a survey placed online between December
2012 and March 2013, to which over 959 citizens responded; the second through a Facebook
page, which obtained 70 followers. The information received from the public outreach was
shared with the steering committee and was also used to further refine the key issues and goals,
as well as develop the Plan map. Additionally, interviews were held with key stakeholders in the
community to discuss future growth and listen to their concerns. These individuals included
members from the real estate and building communities, significant land holders, and Owasso
Public Schools.
After the public surveys, stakeholder interviews, and committee input were completed, the next
major focus of the project was to develop a draft of the Plan map, then document and begin
discussing it with various boards, committees, and the City Council. A PowerPoint presentation
providing details of the Plan was given to the Capital Improvements Committee (CIP) on April
22, 2014 and then to City Council at the work session meeting on May 13, 2014. Additionally, the
Planning Commission discussed the Plan at their regular meeting on April 7, 2014 and at a
special meeting held May 22, 2014.
The Plan is now entering the final stages of completion and, ultimately, adoption. The draft
document is now available for community wide review and comment. This document was
placed on the City web page on May 30, 2014 with links on the City Facebook page and
Owassoisms web site. Additionally, the document was made available at the City tent at the
Gathering on Main event held on June 5, 2014.
This item is being brought before the OEDA for input and discussion. As representatives for the
Owasso business community, it is vital to get your input on a document that acts as a road map
for Owasso's future growth and development.
TIMELINE
June 17, 2014 - City Council Public Hearing
July 8, 2014 - City Council Worksession discussion
July 14, 2014 - Planning Commission Action
August 5, 2014 - City Council Action /Adoption by Resolution
ATTACHMENTS:
Draft, GrOwasso 2030 Land Use Master Plan
Wo
City of Owasso, Oklahoma
Land Use Master Plan
Prepared by the Community Development Department
May , 2014
Acknowledgements
This project commenced in December, 2012. Below is a comprehensive list of those who
contributed to the process of developing the GrOwasso 2030 Plan.
Owasso City Council
Mayor Jeri Moberly, Ward 1
Vice Mayor, Lyndell Dunn, Ward 4
Councilor Doug Bonebrake, Ward 5
Councilor Bill Bush, Ward 3
Councilor Chris Kelly, Ward 2
Owasso Planning Commission
Commissioner David Vines
Commissioner Tammy Laakso
Commissioner Tim Miller
Commissioner Dr. Paul Loving
Commissioner Dr. Mark Callery
Land Use Plan Steering Committee
Brad Boyd, Citizen
Brant Snap, First Bank of Owasso
Casey Goodson. Chiropractor
Scott, Chambless, Owasso Police Chief
Dr. Chris Kelley, Owasso City Councilor
Jeri Moberly, Owasso City Councilor
Tim Doyle, City of Owasso
John Feary, City of Owasso
Bronce Stephenson, City of Owasso
Jerry Fowler, City of Owasso
Chris Garrett, Owasso Fire Chief
David Hurst. Owasso Asst. Fire Chief
John Ray, 360 Sports
Kent Inouye, Tulsa Tech
Kevin Vanover, Impact Engineering
Larry Langford, City of Owasso
Warren Lehr. Owasso City Manager
Chelsea Levo, City of Owasso
Mark Stoddard, Lava Cable Inc.
Michael Amberg, Amazing Atheletes
Nick Kilo, Edward Jones Financial Consultant
Dr. Paul Loving, Owasso Planning Commissioner
Sharon Baker, Stone Canyon Realty
Sherry Erogoden, Citizen
Stan Gardner, Realtor Gardner Home Team
Roger Stevens, City of Owasso
Tammy Laakso, Owasso Planning Commissioner
Trey Thee, Citizen
Karl Fritschen, City Of Owasso
Executive Summary
The 2030 GrOwasso Plan (Plan) provides a blueprint for growth and development in the
City of Owasso over the next 20 years. Based on extensive public outreach and input
from a diverse steering committee, the Plan consists of a land use plan map and a
supporting text document that contains data, specific goals, action plans, and
recommendations for land use and development in the City and surrounding areas
within the fenceline. The map illustrates, in a generalized manner, a preferred land use
pattern of development for all areas within the City and fenceline.
Development of this Plan included input from citizens, significant land holders, business
and political leaders, real estate community, Owasso Public Schools, and other
stakeholders. Additionally, communication with other adjoining jurisdictions regarding
their own long range plans was taken into account. The Plan also accounts for
scheduled and recent infrastructure improvements, particularly relating to wastewater
collection and expansion and transportation improvements. Therefore, the Plan
encourages urban densities in areas where urban services could be provided.
As adopted, the Land Use Plan will be a policy document providing guidance to City
officials as they develop future budgets, plan for expansion of infrastructure and other
services, and make important land use decision such as re- zoning requests. As a policy
document, the Land Use Plan is different from a regulatory document such as the
Zoning Code. Although the Zoning Code and the Plan are both officially adopted by
the Owasso City Council, only the Zoning Code sets forth regulations that are legally
binding. The Plan will be an official statement by the City of it's vision, intentions, goals,
action plans and strategies for future land use development.
As discussed the Plan is a long term general guide for a desired future development
pattern and is not an inflexible or rigid document unresponsive to different land use
scenarios that may occur over the next 20 years. During preparation of the Plan there is
no way to predict with any degree of certainty all of the changes that may occur in
Owasso and surrounding area over the next 20 years. Recognizing that unforeseen
changes occur, the Plan is a flexible document but provides a reliable tool for
evaluating development proposals. Procedures are available allowing amendments to
the Plan where warranted. Amendments will be evaluated based on how they
maintain the goals of the Plan and if the change is still consistent with the overall
concepts of the Plan.
Table of Contents
Chapter I - Community History and Background I
Introduction and Overview 1 -2
Regional and Historical Context 1 -3
Chapter II - Plan Development II
Citizen Input II -2
Land Use Plan Steering Committee II -2
Stakeholder Interviews II -3
Visual Reconnaissance and Adjoining Jurisdictions Plan's II -4
Chapter III - Core Issues and Trends III
Community Facilities, Infrastructure and Transportation III -2
Land Use and Development III -4
Economic Development III -6
Public Safety III -8
Opportunities and Weaknesses III -9
Future Population III -10
Growth Assumptions III -13
Chapter IV - Goals and Action Plan Strategies IV
Plan Element -
Land Use
IV -2
Plan Element
-Quality of Life
IV -6
Plan Element-
Infrastructure
IV -10
Plan Element
- Downtown Area
IV -12
Plan Element
- Public Safety
IV -14
Plan Element-
Economic Development
IV -15
Chapter V - Future Development Plan V
Land Use Categories and Corresponding Zoning Districts
V -2
Downtown Development District
V -29
Glenn Mur District
V -32
Park and Ride or Transit Stops
V -33
Bicycle and Pedestrian Component
V -33
Land Use Master Plan
V -34
Land Use Evaluation Matrix
V -37
Appendix A
• Land Use Plan Steering Committee Exercise
• Citizens Survey Results Summary
Appendix B
• Historic Building Permits
• Historic Commercial Permits
Appendix C
• Existing Land Use
,..
090F.;
APP 23
Chapter I
Community History and
Background
�sd
Cha ter 1 GrOwasso 2030 Land Use Master Plan
INTRODUCTION AND OVERVIEW
Communities prepare land use plans for many of the same reasons people prepare
individual retirement plans. In order to reach a desired quality of life at some defined point
in our future, decisions must be made today regarding investments and commitments that
will provide benefits for years to come. For a community, these planning decisions center
on identifying solutions to current problems and creating new opportunities to meet
anticipated future needs. Quite simply, a comprehensive planning process offers the
opportunity to discuss, direct, manage, and manifest change.
The City of Owasso has seen unprecedented growth in the past twenty years, growing from
a population of 11,151 in 1990 to 28,915 in 2010, representing an approximate 160.30%
population increase and nearly an 8% annual growth rate during this period. Now into the
second decade of the 21st century, Owasso is faced not only with challenges, but also a
myriad of opportunities and potential. Beginning in the 1940s and up until just a few years
ago, Owasso's workforce was heavily dependent upon the airline industry due to the
convenient access to the Tulsa International Airport. However, in recent years this dynamic
has changed, and the economy is now becoming more diversified. Strategically located in
the Tulsa Metropolitan Area (Figure I -1), in close proximity to three major highways, the Tulsa
International Airport, an inland port (Port of Catoosa), and the Cherokee Industrial Park,
Owasso is quickly evolving from its origins as a small single industry town to a regionally
important city of considerable size and population.
The exceptional growth in population and housing within the city and surrounding region, as
well as the growth of the commercial sectors, provides Owasso residents with convenient
access to an abundance of cultural, `educational, recreational, commercial, and
entertainment opportunities. However, the rapid growth in population over the past two
decades also brought inevitable challenges, such as increased traffic congestion, school
overcrowding, increased demand on utilities, need for more recreational amenities, and
others. How to successfully manage this growth while continuing to provide citizens with
quality services and facilities will be the community's challenge over the next two decades.
The city's land use master plan was last updated in 2007 during a period of rapid growth.
Since 2007, the community has continued grow, but at aslightly slower pace than what was
seen before 2007. A national recession began in late 2008 and was largely a result of
unbridled lending practices primarily in the residential mortgage industry. Owasso was not
immune the effects of the recession as the community saw a substantial drop in residential
permits between 2009 and 2011. Commercial permits also suffered during this period. In
2012 the residential market begin showing signs of recovery with single family residential
permits rebounding but not the levels seen between 1997 and 2005. While single family
residential permits slowed, apartment projects increased, with nearly 1400 new units added
between 2009 and 2013. The GrOwasso 2030 Land Use Master Plan accounts for these
recent trends in development.
1 -2
Cha ter 1 GrOwasso 2030 Land Use Master Plan
Figure 1 -1, City of Owasso Location Map
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Regional and Historical Context
The City of Owasso is located just north of Tulsa, Oklahoma in the northern half of Tulsa
County and the western portion of Rogers County. The community began as a small
settlement in 1881, located in the Cooweescoowee District of the Cherokee Nation, Indian
Territory. The city was founded near 66th Street North and North 129th East Ave along the
banks of Elm Creek, and was initially named Elm Creek. In June 1893, plans were drawn up
for a rail line connecting Bartlesville to the cattle ranches in the vicinity of the new
community. At that time Elm Creek (Owasso) had several residences, a blacksmith shop,
and q general store. The first post office and postmaster was established on February 10,
1898 by Preston Ballard, owner of the general store. Another prominent family who settled
in the area was the Joseph T. Barnes family, who moved to the settlement in 1897. Joseph
and Luther Barnes bought and began operating the blacksmith shop in 1898. In 1902 the
first gas station was opened by Donovan Ranta. The rail line to the town site was never built
and as a result the location of present day Owasso was impacted.
Just as highway access is important today, railroads were major influential factors to
communities in the 1800s and early 1900s and Owasso was no exception to this
phenomenon. In 1897, the Kansas, Oklahoma Central & Southwestern Railway Company
acquired right -of -way approximately three miles northwest of the Elm Creek settlement and
1 -3
Cha ter 1 GrOwasso 2030 Land Use Master Plan
dammed a natural spring near 86th St. North and Mingo Road to form a lake for a water
supply for the railroad engines. Approximately one mile to the south of the newly
impounded lake, the railroad company built Owasso's first train depot. This development
essentially caused the original town settlement of Elm Creek to relocate to the new
location. Late in 1898, Joseph & Luther Barnes moved their blacksmith shop and families to
the new community and became the first local citizens to officially move to the new depot
community. During 1898, many other residents and businesses moved from the Elm Creek
settlement to the new community. Because the post office retained the name of Elm Creek,
the new community also retained the name.
The railroad completed its line in 1899 and its
parent company, the Atchison, Topeka & Santa
Fe Railway Company (ATSF), took over the line
and property. The first train arrived in Elm Creek
on November 1, 1899 and as the land around the
end of this railroad line developed, the Osage
Indian word Owasso, meaning "the end of the
trail" or "turn around ", was adopted to identify
the area because the rail line ended in a
turnaround "Y" near the depot. The name stuck
and the name Elm Creek was changed to
Owasso on January 24, 1900. In 1905 the rail was
extended into Tulsa, which offered Owasso ; a
connection to a larger regional city.
When Oklahoma became a staf(
within the town limits. The Owassc
was the first newspaper with a sul
On February 6, 1905 the Pione(
franchise to operate the first tele
first telephone exchange. Prior t<
water was brought into town in b(
on November 16, 1907, Owasso had a population of 379
Ledger, first published on August 7, 1903 by U. P. Wardrip,
scription price of $1.00 per year (to be paid in advance.)
r Telephone and Telegraph Company was granted a
)hone service in the community and became the town's
the construction of the town's first water tower in 1924,
rrels from the Owasso Lake & sold for .50 a barrel.
On March 26, 1904 the plat of the original town site of Owasso, Cherokee Nation, I.T. was
signed by the Secretary of the Interior in concert with the town's incorporation. That plat
shows three streets running north and south and eight streets running east and west, with
the north /south streets named Oklahoma, Kansas & Missouri. The east /west streets north of
what is now Broadway were named for Union generals, while the east /west streets to the
south were named for Confederate generals. These names were changed around 1960
with the east /west streets identified by numbers, and north /south streets named after trees.
Owasso officially became a chartered city on September 28, 1972.
In the mid 1980's US -169, a major north south highway bisecting the community was
expanded to 4- lanes. Prior to this expansion US -169 terminated at 86th St. North and Garnett
Road, where it became two lanes north to Nowata. US -75, which currently lies to the west
of Owasso, actually was Main street and then turned west at 86th St. N. towards the town of
Sperry, Oklahoma. Today US -75 is a 4 -lane facility from Tulsa to Bartlesville, Oklahoma and
offers Owasso citizens additional access to regional employment areas and amenities.
1 -4
Cha ter 1 GrOwasso 2030 Land Use Master Plan
Together, these two highways played a crucial role in Owasso development and growth
particular US -169, as shortly after its expansion the community began to grow rapidly.
Today, Owasso is a modern city with a variety of housing choices, shopping areas, medical
offices, educational facilities, and office buildings. However, even with all of these
conveniences, there remain many challenges. Among them is to ensure that the
GrOwasso 2030 Plan denotes land area that provides a healthy balance of land uses that
promotes a vibrant and sustainable community. Today's younger professionals, of whom
Owasso is largely composed; demand more from a community in terms of entertainment,
recreation, safety, and convenience. The plan, developed with significant public input,
provides the basic framework or blueprint that will guide growth and development with
these factors in mind. Table 1 -1, provide some basic facts about the community.
Table 1 -1, Basic Facts
Item
1990
2000
2010
*2013
Land Area (Sq. Miles)
8
9
14.84
15.39
Land Area Fenceline (Sq. Miles)
52
58
58
58
Estimate of Fenceline Population
18,776
30,709
47,110
51,480
Estimate of City Limit Population
11,151
18,502
28,915
33,065
Median Age
34.3
33.2
32.7
32.8
Median Income
$ 33,000
$ 42,981
$ 64,566
$ 66,572
Source: US Census, City GIS database
* Estimated based on trends /new data
1 -5
Chapter II
Plan Development
Citizen Input
Land Use Plan Steering Committee
Stakeholder Interviews
Visual Reconnaissance
W l
Cha ter 11, Plan Develo ment GrOwasso 2030 Land Use Master Plan
PLAN DEVELOPMENT
CITIZEN INPUT
The information collected from the citizens
survey was also used to assist the LUPSC with
the identification of key issues, and in
developing goals and action plan strategies.
The survey asked a broad range of questions
11 -2
Cha ter 11, Plan Develo ment GrOwasso 2030 Land Use Master Plan
covering such topics as park development, the adequacy of the roads and other
transportation systems, land use and direction of growth, and areas that needed specific
attention.
Key to a successful plan is the education of the individuals who have volunteered to serve
on the LUPSC. Therefore, before any of the real planning work began, it was necessary to
educate the LUPSC about development trends, problematic areas related to infrastructure
and related issues, economic development challenges. This was accomplished with a series
of initial meetings about Owasso in specific core topics areas, which included water and
wastewater systems, transportation network, land use, quality of life, parks and recreation,
and public safety. Each of the meetings was designed to give the LUPSC some good
background information in the different topic areas, foster interactive participation,
stimulate conversation relating to land use and development and help them develop
sound comprehensive goal statements.
STAKEHOLDER INTERVIEWS
Key to any plan development is learning what some of the major community landholders
intentions are for their property in the future. Considering this, a series of interviews was
conducted with area stakeholders within the community. Stakeholder were defined to be
individuals that hold significant amounts of land in Owasso, have a prominent business
presence in the community, or are key leaders within other public agencies such as schools.
The key organizations or individuals that were interviewed as part of the development of
the Plan were:
• Owasso Public Schools
• Major land holders throughout the community
• Stone Canyon (newer development poised for rapid growth)
• Owasso Chamber of Commerce
• Property owners in the downtown area
• Planning Commissioners
Armed with all of the information provided from the LUPSC and stakeholders the matched
Land Use Master Plan essentially functions as a blueprint or guide for the long -term growth
and development of the City of Owasso. It is a document intended to anticipate change,
plan for the preservation of the unique community resources identified by the community,
and promote development in a desired and logical pattern. It is important to note the Plan
is not a zoning map or existing land use map, rather it is document that reflects how the
community should grow should property be developed. Existing parcels that show a use
different from what the Plan shows, may continue indefinitely until or if the use is ever
proposed to be changed. At that point this Plan document is refereed to determine the
appropriate use for the property. The Land Use Master Plan includes a vision to guide
future development, an inventory of the community's resources, an analysis of trends, a
series of recommendations and action plan strategies identified in Chapter IV.
11 -3
Cha ter 11, Plan Develo ment GrOwasso 2030 Land Use Master Plan
VISUAL RECONNAISSANCE AND ADJOINING JURISDICTIONS PLAN'S
In an effort to get a better perspective of the context of certain areas of the community,
staff performed a windshield I survey of the community, driving all of the arterial street
sections. This method allows one to gain a firsthand observation of specific areas of the
community, current surrounding development activity. Overall, physically observing the
landscape, allows one to get a better perspective and overall context of the area as
opposed to looking aerial photographs.
Local plans and zoning patterns of adjoining jurisdictions were also examined and taken
into account regarding the identification of the future land uses. For example, just across
126th St. N. in the northwestern portion of the Owasso planning area, the City of Collinsville
zoned much of this property industrial and there is already existing industrial business in this
location. For this reason, the GrOwasso 2030 Land Use Master Plan shows a'large area of
land for future industrial uses just across the street from this emerging area of industrial uses
in Collinsville. Additionally, Owasso really does not have a lot of area left in which to place
small industrial users, so it made sense to show this area as industrial. With the new
standards in the zoning code for landscaping and buffering in place, adequate protection
for any nearby residential areas is enhanced.
11 -4
Cha ter 11, Plan Develo ment GrOwasso 2030 Land Use Master Plan
11 -5
Chapter III
Core Issues
Community Facilities, Infrastructure and
Transportation
Land Use and Development
Economic Development
Public Safety
Opportunities and Weaknesses
Future Population
Growth Assumptions
�wa5so
Cha ter 111 GrOwasso 2030 Land Use Master Plan
Core Issues
Most long range land use plans begin with an identification of the core issues and needs of
a community along with a discussion of the opportunities and constraints. As identified in
Chapter 2 the GrOwasso 2030 Plan represents a thorough public involvement process that
spanned several months. During this process the core issues and needs of the community
emerged and this chapter summarizes the findings and together they will form the
framework of the recommendations found throughout this document. The public
engagement process, which also includes input from the Land Use Plan Steering Committee
(LUPSC) and key City staff, were designed to promote discussions about the current and
future land use and related future City issues.
As mentioned City staff conducted an on -line survey between December 2012 and March
2013 in which over 959 people participated. The information collected from the survey
responses was also used to assist the LUPSC with the identification key issues, and in
developing goals and action plan strategies. The survey asked a broad range of questions
covering such topics as park development, the adequacy of the roads and other
transportation systems, land use and direction of growth, and areas that needed specific
attention. A sample of survey responses is provided in Appendix A.
While the on -line citizen's survey was being conducted, the LUPSC and key City staff
members were given an assignment in which they were asked to identify what they
believed were the key issues facing the community along with what they perceived to be
opportunities and weaknesses. This information was compiled and consolidated into
descriptive statements, which are summarized in this chapter.
COMMUNITY FACILITIES, INFRASTRUCTURE, AND TRANSPORTATION
In most growing communities, keeping up with roads from both a maintenance standpoint
and addressing congestion are typically cited as major issues. Owasso is no different in this
respect and the information collected from staff, the LUPSC, and citizens reveals that
roadways are a significant issue in Owasso. It was also recognized that Owasso will
continue to play "catch up" or be reactive to needs rather than proactive with respect to
transportation infrastructure unless an alternate source of funds is identified. Many roads
were identified for widening, but the current revenue streams only allow so many roads to
be addressed at any given time. In other words the list of needs greatly outweighs the
ability to fund projects in a timely manner. All of the groups or individuals engaged also
agreed that as the community continues to grow and expand, more stress will be placed
on infrastructure particularly with roads.
Along with roads, keeping up with other infrastructure and community and school facilities
were also identified as significant issues Like roads, balancing other infrastructure such as
water and sewer facilities with growth is critically important to ensure that people and future
development is adequately served. Sanitary sewer is particularly important to growth and
in Owasso this is especially true. While there is adequate capacity at the wastewater
111 -2
Cha ter 111 GrOwasso 2030 Land Use Master Plan
treatment plant, getting the wastewater to the plant is an issue in the northern portions of
the community. The issues identification process also revealed that maintaining a quality
education system and avoiding overcrowding in schools, which has plagued so many
growing communities, is an issue to be concerned about.
Core issues in the category of Community Facilities, Infrastructure, and Transportation are
as follows.
➢ It is important that easy and convenient access to Tulsa be maintained (e.g.
Highway 169 widening to 126th St. N. and improved access to US -75)
➢ Intersections and arterial road improvements that serve current development
and future development should be addressed in a timelier
manner, however
public investment in projects should yield the maximum
benefits. In other
words the cost benefits of projects should be examined
➢ The community needs to take a moreroM,
proactive role in addressing traffic
congestion
➢ The rapid growth in the community is placing
Q
strains on infrastructure and community
facilities, thus impacting the ability to
A "
adequately fund other City operations and
adequately serve the citizens. Money,, or
creative financing needs to confinue to be
allocated to streets, water, and wastewater
a
infrastructure otherwise growth' will become
more difficult manage and Owasso will not
be as attractive for future development
�� U
➢ The train parked on the railroad tracks on 76th St. N. frequently causes delays
and traffic issues, which create concerns for emergency vehicles accessing
points to the west
➢ Schools should be plan for and prepare for future growth
➢ Efforts should be made to expand higher education
III -3
Cha ter 111 GrOwasso 2030 Land Use Master Plan
➢ Funding of city operations with only sales tax dollars is unsustainable and will
not keep up with the demands of growth
➢ Expanding infrastructure without adequate staffing, equipment and
resources
development, commercial and office uses, be attractive and not obtrusive.
There was overwhelming consensus that new development, particularly commercial, be
well planned and that access is controlled. For industrial development there were
discussions regarding the shortage of land for companies who might need a large footprint
building and that adequate land area should be provided for new high skilled employment
generating businesses. Most people favored continued growth, so long as it was well
planned and managed.
Other comments received throughout the issues development phase of the project, were
ensuring that there was adequate open space in the community with a broad range of
recreational opportunities. Others emphasized that Owasso lacks an identity, nightlife and
entertainment opportunities, which could serve to attract more young professionals as well
as new companies. Pedestrian friendly streets and developments were
III -4
Cha ter 111 GrOwasso 2030 Land Use Master Plan
other features that individuals believed should also be developed with more frequency and
be incorporated into planning efforts. Interestingly, many of these same types of
comments were echoed in the Quality of Life Initiative prepared in 2010.
Core issues in the category of Land Use and Development are as follows.
➢ Overconcentration of commercial growth in certain areas is c
much congestion; new commercial development should ha
conceived plan as how traffic is managed
➢ There is a lack of pedestrian friendly streets and connectivity to commercial
areas; it is very hard to get around by foot or bike in the community
➢ Poorly placed high intensity land uses, such as commercial, can have a
detrimental impact on single family neighborhoods
➢ There is a lack of
recreational areas
33M
➢ Community aesthetics and
appearance especially as one
enters from the south on US -169
➢ The downtown Revitaliz'En
Street /original downtown a
Balancing desi
development
development ar
residential devel(
ship it has to maintaining and enhancing property
sings to do in Owasso that keep money and people in Owasso.
ry little to do from an entertainment standpoint for kids and for
ere needs to be a vision that attracts these types of businesses to
➢ Lack of an identifiable entertainment district, that would serve to attract
younger professionals and companies who would hire these people
➢ Growth is beginning to strain infrastructure and resources
➢ Managing growth so main attributes of small town living are maintained.
III -5
Cha ter 111 GrOwasso 2030 Land Use Master Plan
QUALITY OF LIFE / PARKS AND RECREATION
➢ Parks are becoming deteriorated and outdated and need refurbishment;
better maintenance of r)arks is also a need
➢ The city is not particularly a friendly place for outdoor physical activity; there
is a lack of bike lanes, trails, etc. Obesity is a major problem facing our nation
and our state, now is the time to set the tone for the city's future.
➢ Parks and recreational space is not keeping pace with population growth
and diversity
➢ Too much focus on youth sports and activities is alienating elderly citizens or
empty- nesters
➢ Selling a conservative client base on the need to be more proactive instead
of reactive concerning city enhancements as they relate to recruiting of both
businesses and citizens so as to ensure the most vibrant quality of life possible
➢ Need for high quality parks, sports facilities & recreation to attract and retain
young professionals
Cha ter 111 GrOwasso 2030 Land Use Master Plan
➢ Growth could cause a loss in the sense of community; need to promote
community functions
➢ Lack of variety in terms of amenities within the parks
➢ Lack of entertainment options and destination features to attract people and
families and keep young families and professionals living in Owasso
➢ Lack of funding for quality of life elements; Owasso is poised for great success
in so many ways, but we will not be successful in bringing jobs to Owasso and
fully growing as a community until we provide a better revenue source for
parks and other quality of life elements.
➢ Providing a quality of life that attracts creatively minded young professionals
ECONOMIC DEVELOPMENT
Ask the average citizen on the street to describe economic development and you
will likely get a variety of answers. Some think it means more variety in retail shopping
areas or restaurants, some may say higher education, and others may say more jobs
and entrepreneurism. The truth is all of these elements are interrelated and are
highly dependent on the other issues mentioned in other topic areas covered in this
chapter. The general consensus from both the interactive meetings with the LUPSC,
stakeholders, and citizens was that there were not enough profession sector higher
paying jobs in the community. Other issues centered on ensuring that the
community maintains itself as a good place for starting and growing a business. A
few comments also mentioned that the community needs to become less
dependent upon Tulsa for higher paying jobs. The topic of improving the original
downtown area and making it more of a destination place also was mentioned as
an issue.
➢ Too much dependence on Tulsa and Tulsa area quality jobs. Owasso needs
more professional jobs and variety to diversify the employment base
➢ Business retention; business seem to come and go too often
➢ Oversaturation of retail related jobs; need companies providing high skilled
and technical jobs to improve the economic base in the community
➢ Owasso is still is not a complete full service community and citizens still have
to go to Tulsa for certain daily needs
III -7
Cha ter 111 GrOwasso 2030 Land Use Master Plan
➢ Lack of a diversified tax base makes it difficult if not impossible to create a
community that has all of the amenities people have expressed they want
through various surveys'
➢ Tulsa's lack of vision and leadership negatively impacts the region in terms of
attracting highly skilled professionals
PUBLIC SAFETY
For the most part, citizens indicated that
Owasso was still a safe community in which to
live and they were satisfied with the police and
fire departments. However, there were some
concerns expressed regarding increases in
crime as the community continues to grow. A
lot of the comments made during the
identification of the issues were related to youth
crimes and in ensuring youth had things to do
to keep them from vandalism and other petty
offenses. There were a number comments
regarding keeping the schools safe, particularly
the high school.
Many of the comments received related to safety concerns associated with traffic
and congestion and how it was causing roads to become increasingly unsafe, for
both motorized vehicular travel, bicyclist and pedestrians. Ensuring that older areas
of town do not fall into complete disrepair and become a magnet for criminal
activity was also mentioned. Many of the issues expressed below dovetail into other
categories, such as infrastructure comments relating to unsafe congested roads.
➢ Neighborhoods becoming unsafe for children due to speeding cars; not
enough traffic control or speed bumps /tables inside neighborhoods
➢ Deteriorating neighborhoods could cause increases in crime absent
broactive measures
➢ Traffic congestion on streets is making them increasingly unsafe
➢ Pedestrian and bicycle safety along roads
Cha ter 111 GrOwasso 2030 Land Use Master Plan
Opportunities and Weakness
One component of the Plan's preparation was identification of the opportunities or
strengths, and weaknesses of the community. During the first few LUPSC meetings, the
participants were asked to identify what they felt are key opportunities and weaknesses of
the community. Additionally, the on -line citizens survey revealed many opportunities and
weakness facing the community. Overall, it was felt that Owasso is positioned for boundless
growth opportunities well into the future; however, there are several challenges the
community will need to address along the way to ensure sustainability and to maintain the
attractiveness it has today. While a complete Strengths Opportunities and Threats {SWAT)
analysis was not conducted as part of the Plan's development, citizens, stakeholders and
LUPSC members were asked to identify what they felt were opportunities and weaknesses
of the community. Once this information was collected, common themes emerged which
are identified below.
OPPORTUNITIES /STRENGTHS
• The Port of Catoosa, Cherokee Industrial Park and the Airport continue to represent
great opportunities for Owasso in terms of providing space for large employer areas.
These areas should be taken advantage of with local and regional recruiting efforts.
• The US -169 corridor has excellent visibility and access, making it very attractive for
commercial and office development.
• Owasso has great transportation access to the region and the world with the nearby
highways, inland port (Port of Catoosa), and major airport.
• Owasso has a great` highly valued school system, which should be maintained.
• Overall, Owasso is safe community in which to live and raise a family.
• The health care industry has established a solid foundation in Owasso, which could
help grow other complementary businesses paving the way for increased job
growth.
• There is a small town atmosphere in Owasso which people seem to enjoy and this
should be maintained to the greatest extent possible.
• Infrastructure, particularly water and sewer capacity, is capable of handling
projected growth.
• Owasso is becoming a more full service community, decreasing the need to
commute to Tulsa on a frequent basis.
Cha ter 111 GrOwasso 2030 Land Use Master Plan
WEAKNESSES
• Owasso really doesn't have a focal point, destination feature, or clear identity. For
the most part it remains a bedroom community to Tulsa.
• There is a lack of quality amenities in parks and recreational accessibility to address
the needs of a more active population. This could serve to make Owasso less
attractive than other peer communities.
• Owasso may face a land shortage as the easier to develop larger tracts of land
have already been developed. Because of this, infill development and assembling
land into larger tracts from smaller tracts will become increasingly necessary. This
could also drive up development costs and be challenging in terms of political
support in that infill will introduce change in more developed areas.
• Owasso does not have a diverse funding base and therefore it is harder to deliver
quality services the citizens expect.
• Changes to Oklahoma's annexation law make it more difficult for Owasso to direct
and manage growth and promote economic development in desired areas.
• The community is bisected by three other
growth will be outside of Owasso's wai
Additionally, the rural water districts often F
can impact development by making projec
Future Population
districts, and most of the future
ct which will affect revenues.
)re stringent requirements, which
expensive.
Over that past 23 years Owasso has nearly tripled in size, growing from a 1990 population of
11,151 to an estimated 2013 population of nearly 33,065 (See Figure 3.1). Using building
permit data, annual average growth rates can be calculated to determine future
population at a given point in time. During the period from 1992 to 2011 the Owasso
population grew at an average annual rate of 4.7 %. However, in the last 2 years the growth
rate slowed to a little over 2 %. In the first quarter of 2012, Oklahoma State University
prepared a thorough economic analysis for the community and used a 3.34% annual
growth rate for projecting future population. City staff and the LUPSC discussed all of the
growth rates and favored the Oklahoma State University growth rate of 3.34% for making
future population projections. Examining the data in Figure 3.1 supports this growth rate, as
it can be clearly seen the population grew rapidly between 2000 and 2010, and then begin
leveling off.
Using the assumed 3.34% growth rate the City of Owasso could have a population of 55,782
by the year 2030 (Figure 3.2). This is a fairly simplistic way to forecast a future population, as
III -10
GrOwasso 2030 Land Use Master Plan
there are many variables that could affect this number, such as significant slowdown in
the economy, annexations, o major employer leaving the area, or significant increases in
the cost ofdevelopment. Estimates of population nearly 30 years into the future should be
refreshed like the land use plan at frequent intervals to account for such variables.
40�000
0
Figure 3.1
Population Trends 19,70_2013
1970 1980 1990 1995 1997 199 2000 2010 2012 *2013
Year
Source: US Census, City of Owasso building permit data
U|'11
GrOwasso 2030 Land Use Master Plan
Figure 3.2 - Estimate of 2030 City Limits Population
o-1 N°�Ln �D 000) 0 N rn Lnmr�mM 0 m -q Ln �D r- 00 Cr) 0 N rO It mr- CC 0) 0
0o oo B
�����������N"��N M��N�
11 — 1 1992-2011 Mean Average Growth Rate of 4.70% — --- OSU Growth Rate, of 3.34% — 2009-2011 Growth Rate of 2.0%
Land Use Plan
Another method can be used to project o future built out population. This processinvok/es
identifying denoted on the land use master plan for residential uses (single family and
attached housing). Once the total acreage is determined on estimate ofototal built out
population can be mode by subtracting 20% for roads, stonnwoterdetention areas, and
other utilities, then multiplying the balance of the acreage by an average density and
persons per household (PP/HH). Based on historic trends, the average density for residential
single family development including developments in Tulsa and Roger's County is about 3.l
dwelling units per acre. For estimating attached housing, like apartments and duplexes, the
same technique isused but the PP/HH number islowered because fewer people typically
live in apartments. The PP/HH number was revised slightly downward from the 2010 census
U|'1Z
Cha ter 111 GrOwasso 2030 Land Use Master Plan
figures, because historic trends indicate fewer people in households and an older
population.
Because it is difficult to predict exactly where the future City Limit lines will be, this estimate
was prepared for the entire fenceline, which includes the present City Limits. Table 3.1
contains the figures described above and yields a total potential built out population for
the entire Owasso fenceline of 127,397 persons. It is important to remember that this figure
may occur well beyond 2030, which is the planning horizon of this document.
Table 3.1
Built Out Population. Fenceline
Source: City GIS, US Census
Growth Assumptions
Owasso has a number of unique location, transportation and natural land form advantages
that have led to rapid growth and development of the city and will continue to support
such growth in the future. Owasso's gently rolling terrain rising from Bird Creek along with
excellent transportation access to the region provides an attractive development setting
for continued growth. A strong history of public investment in schools, community,
transportation, and utility infrastructure provides the framework necessary to support the
continued growth of Owasso well into the future. However, considering these positive
attributes, growth will be more concentrated in certain areas than it was in the past due to
a shrinking land stock, floodplain constraints, and extension of the wastewater collection
system into key corridors.
III -13
Balance of
acreage
Approx.
less 20% for
Average
Undeveloped
roads,
Density
Total Est.
Persons Per
Acreage Less
utilities, and
(DU/
Housing
Household
Estimated
Land Use Category
Flood lain
detention
Acre )
Units
PP /HH
Population
Residential
(Single - Family)
7900
6320
3.1
19,592
2.75
53,878
Transitional
(Suitable for
Attached Housing
Development)
500
400
15
6,000
2.38
14,280
Neighborhood
Mixed -Use
485
388
8
3,104
2.5
7,760
New Population
75,918
Estimated 2013 Fenceline Population
51,479
Estimate of Ultimate Built Out Population
127,397
Source: City GIS, US Census
Growth Assumptions
Owasso has a number of unique location, transportation and natural land form advantages
that have led to rapid growth and development of the city and will continue to support
such growth in the future. Owasso's gently rolling terrain rising from Bird Creek along with
excellent transportation access to the region provides an attractive development setting
for continued growth. A strong history of public investment in schools, community,
transportation, and utility infrastructure provides the framework necessary to support the
continued growth of Owasso well into the future. However, considering these positive
attributes, growth will be more concentrated in certain areas than it was in the past due to
a shrinking land stock, floodplain constraints, and extension of the wastewater collection
system into key corridors.
III -13
Cha ter 111 GrOwasso 2030 Land Use Master Plan
Long range plans are largely based on making future growth assumptions in the
community. These assumptions can range from the geographic direction growth will take,
what external factors such as national or regional economic trends might affect growth, or
what the population will be at some point in the future. Assumptions are just what the word
implies; they are based on the best "speculation" of future conditions given current facts
and trends. This is one reason long range planning documents are reviewed and updated
periodically, usually every 5 years. The GrOwasso 2030 Plan included analysis and
discussions related to this topic. Both key departmental staff and the LUPSC were asked to
make assumptions about future growth and the following conclusions were drawn.
➢ The community will see more tempered annual growth closer to 3 %, as apposed to 5
and 6% as was seen between 2001 and 2006. This will be mainly due to the slower
business expansion and job growth, tighter lending requirements, and fewer large
unencumbered tracts of land.
➢ Owasso grew at a phenomenal rate over the past twenty years with the number of
single family building permits reaching their peak in 2005 -06. However, the number of
permits and associated growth rate tapered off beginning in 2009, which is when the
effects of the recession really begin to be felt in Owasso.
➢ New growth will occur in the northern portions of the community mostly north of 96 +n
St. N. and in the Stone Canyon development. Some growth may also occur in the
western portions of the community, but will be highly dependent upon the
availability of sanitary sewer service.
➢ Housing demand will be similar as to what has been seen in recent history and the
cost of land will dictate density and housing type. Apartments and multi - family
housing development will likely continue to be strong.
Using the city Geographic Information System, infrastructure information from the Public
Works Department, and future :programmed capital projects; a map was prepared
indicating probably growth areas in the community. This map depicted in Figure 3.3 was
presented to the LUPSC for review. The map broke the growth down into the following
timeframes, 1 -5 years, 5 -10 years, and greater than 10 years. Overall the group agreed with
the map projections and made some additional suggestions which were used to update
the map. , The map accounted for inputs such as available sewer, transportation capacity,
available unencumbered land, and discussions with some key landholders.
III -14
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Chapter IV
Goals and Action Plan
Strategies
Plan Element - Land Use
Plan Element - Quality of Life
Plan Element - Infrastructure
Plan Element - Downtown Area
Plan Element - Public Safety
Plan Element - Economic Development
ads°
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Summary
The GrOwasso 2030 Land Use Plan (Plan) consolidates key land use issues relative to the
City's population growth, emerging trends, public input, economy, community facilities,
and infrastructure into a plan for guiding future growth and development (see Chapter V).
The Plan also shares and builds upon goals previously presented in planning efforts such as
prior land use plans, Quality of Life Initiative, Go Green Initiative, Wastewater System Master
Plan, Capital Improvements Plan, MPO Transportation Plan and adjoining jurisdiction's plans.
One of the most important and time - consuming phases of the land use planning process is
the development of detailed goals and action plans to guide future development, land use
regulations and city policies. The goals identified in the GrOwasso 2030 Plan were
developed with steering committee guidance and are an integral part of the Plan as they
are essentially a statement of a desired end product within each topic area. The goals
identified as part of the GrOwasso 2030 Plan in some cases mirror or are refined versions of
those identified from the two previous Plans (2010 and 2015 Plans) and in other cases, they
are new goals that are reflective of the current desires of the Owasso community.
This Plan describes various action plans or strategies defining how to achieve the stated
goals. These action plans are important because they lay the foundation for policy and
regulatory changes that should be considered in the future.
Goals are a general expression of an ideal future result or condition, while the action plans
are more detailed and descriptive. Action Plans may be long -term or short -term in scope
and represent tasks to be accomplished in the process of attaining a stated goal. Once
goals and action plans are established, strategies are developed to facilitate their
implementation.
As stated, the action plans reflect the specific actions necessary to achieve the goals of the
Plan. Achievement of the goals and implementation of the action plans may require
revisions to existing plans and programs, as well as modifications to ordinances and
regulations such as the Owasso ''Zoning Code, Engineering Design Criteria, Subdivision
Regulations, and other related land development regulations. The Owasso goals and
action plans for each core topic area studied as part of the Plan are presented below and
responsible City departments recommended for achieving each action plan are shown in
parentheses.
Plan Element - Land Use
The responses from the citizen survey conducted as part of this Plan indicate that 70%
believe the Plan should form the basis of providing input for capital expenditures on
elements such as roads, fire stations, parks, etc. A sound land use plan complements or
responds to available or planned infrastructure. For example it makes little sense to show
high traffic generating commercial services or office uses in areas where it will be difficult to
access the property or where there are few roads or planned road projects. Land use must
complement available and planned infrastructure and conversely infrastructure should
guide land use planning. As part of the planning process, staff from the Public Works
IV -2
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Department was consulted and future planned infrastructure expansion was considered.
The GrOwasso 2030 Land Use Master Plan takes into to account planned infrastructure in
defining future land uses in certain areas.
For the most part, the Plan attempts to utilize
a transitional process, whereby higher
intensity uses are placed near the corners or
1 Pe adjacent to high traffic volume streets or
highways and lesser intense uses further
away. There are a few exceptions to the
transitional land use pattern shown on the
R ,
' ." plan. One is the downtown area, shown as a
special planning district on the Plan and the
other is an area around the Stone Canyon
° 611 community in far southeastern Owasso shown
as Neighborhood Mixed Use. The downtown
area is developed more to a pedestrian
scale based on a block pattern and mixing of different uses. In this area it is not unusual to
find commercial uses adjacent to residential, but the difference is that the commercial uses
will be far less intense in nature as the smaller lot sizes dictate the intensity of the use. Stone
Canyon was annexed into the City with an approved planned unit development master
plan, which showed a village center over much of the property along 76th St. North. This
became the reasoning as why the Neighborhood Mixed Use category is shown for this area.
As the City grows more complex, there may be the need to add or adjust land use
categories in the future. Another area that deviates from the transitional approach is the
large area of industrial use show in the northwest corner of the fenceline. This was depicted
to mirror the emerging industrial uses and zoning in the City of Collinsville, directly across
126th St. N.
Goal 1 - Owasso will be a well- coordinated and planned community with uses that
complement and support infrastructure improvements.
Action Plan
• Integrate land use planning with the Capital Improvement Plan and other related
plans such as the Wastewater Master Plan, Transportation Plan, Regional Trails Plan,
etc. (Community Development, Public Works)
• Ensure that the Land Use Plan and the Capital Improvements Plan are well
coordinated (Community Development, Public Works)
• Maintain an open line of communication with Tulsa and Roger's County regarding
zoning and development applications in the unincorporated areas. (Community
Development)
• Consider employing a cost - benefit model with infrastructure improvements to see if
the cost of expansion of utilities is economically beneficial (Community
Development, Finance, Public Works)
• As an on -going strategy, encourage uses that can revitalize and reuse aging
industrial or commercial facilities within the City (Community Development,
Economic Development).
• Commercial, office and industrial uses should be concentrated near major
transportation facilities to ensure adequate access (Community Development)
IV -3
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
• Ensure that there is adequate infrastructure to serve new development (Community
Development, Public Works)
• Ensure that new developments are compatible with surrounding land uses
(Community Development)
• Ensure that Owasso has a seat at the table for any regional planning efforts that
would directly impact the community (Community Development)
• Continue to employ the latest technology for land use and capital planning
(Community Development, IT Department)
Goal 2 - Owasso will be a sustainable community based on sound land use planning
principals through the provision of a diverse range and adequate supply of housing,
commercial, transportation, recreational, entertainment and employment options
Action Plan
• Utilize the Land Use Plan as a tool for ensuring appropriate development.
(Community Development)
• Adequate buffering shall be used between high intensity uses such as commercial
and industrial and single family neighborhoods (Community Development)
• Employ step -down or transitional zoning between high and low intensity uses when
possible (Community Development)
• Large tracts of highly visible land with good transportation access should be
promoted to attract high end users (Community Development, Economic
Development)
• Review rezoning requests and land use amendments for compatibility with adjacent
uses (Community Development)
• Promote areas that can serve to attract regional employment that meet the needs
of the current and future population of the City (Community Development,
Economic Development)
• The City shall evaluate whether it is feasible simplify and /or streamline the existing
regulatory programs and shall monitor the effectiveness of such programs a
minimum of once every five years (Community Development)
• Fees for development applications should be reviewed on a periodic basis to ensure
they are in step with the region and that appropriate fees cover associated costs.
(Community Development)
• Assign a new zoning classification for Public /Governmental uses (Community
Development)
• Develop an overlay district for US -169 between E 86th St. N. and E 66th St. N.
(Community Development)
• Develop an overlay district for 1 16th St. N. between N. Mingo Road and N 145th E.
Ave. (Community Development)
• Prepare an Overlay District for the downtown area defined on the Land Use Plan
(Community Development)
• Continue to upgrade and modify development codes as needed to ensure that
Owasso remains a progressive community that protects the interests of its residents
and investors (Community Development)
IV -4
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
• Develop an access management plan to ensure driveways into high traffic
generating uses are logically and efficiently placed to promote safe and efficient
traffic movement (Public Works, Community Development)
• Develop a new zoning classification for Mixed Use Districts and /or Village Centers to
enhance the livability of the City through encouragement of an attractive and
functional mix of living, working, shopping and recreational activities (Community
Development)
• Promote quality development practices, new trends, and concepts via Facebook
and other social media outlets (Community Development)
• Incorporate amendments to the zoning code and subdivision regulations which
provide incentives for infill development; Effective infill development will allow for a
better utilization of municipal infrastructure, resources, and facilities (Community
Development, Economic Development)
• Continue to participate in the Coalition of Tulsa Area Governments CTAG regarding
legislation affecting land use planning and development (Management, Economic
Development, Community Development)
Goal 3 - The City will maintain land development regulations to manage future growth and
development in a manner that protects environmental resources~
Action Plan
• Establish a streamside buffer requirement for areas around Ranch, Elm, and Bird
Creeks and associated tributaries (Community Development, Public Works)
• Development standards should be revised periodically to ensure the BMP's are
employed with relation to stormwater management (Community Development,
Public Works)
• Partner and support trusts and conservation groups to acquire parcels of land for
conservation and open space (Community Development)
• Measures should be employed to strengthen enforcement of sediment runoff into
storm pipes, creeks, and ponds (Community Development, Public Works)
• Strive to develop codes that promote LID (Community Development, Public Works)
• Continue to require the preservation of open space throughout the City with new
planned unit development applications (Community Development)
• Follow Best Management Practices to reduce pollutant discharge (Public Works)
• The City shall maintain development regulations containing specific standards and
criteria designed to protect environmentally sensitive lands consistent with the
stormwater provisions of the engineering design criteria and other adopted City
stormwater regulations; enforcement measures and penalties shall be a part of the
overall stormwater monitoring process (Public Works, Community Development)
• Continue to promote and improve recycling efforts in the community by
investigating the feasibility for curb side recycling and developing a new recycling
center master plan (Public Works, Community Development).
• Investigate what elements from the Go Green Initiative document that can be
employed related to land use and sustainable development practices (Public Works,
Community Development).
IV -5
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Plan Element - Quality of Life
IV -6
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Quality of Life Initiative
The Quality of Life Initiative adopted by the City Council as a policy document in 2011
contained numerous goals and strategies for many different elements. Many of those same
goals and action plans were mentioned throughout the development of this Plan.
Therefore, rather than re -list all of the same goals, the GrOwasso 2030 Land Use Master Plan
incorporates all of the goals and action plan strategies identified in the Quality of Life
Initiative by reference.
Goal 1 - Adopt by reference the goals and action plan strategies of the Quality of Life
Initiative.
Goal 2 - Owasso will be a community that encourages people to be active and healthy
and that promotes healthy living and sustainability. This will be accomplished by providing
recreational activities for all ages year round.
Action Plan
• Become a Certified Healthy Community to create additional funding opportunities
for recreational and bicycle transportation facilities (Community Development,
Human Resources)
• Continue pursuing grant funding at all levels for trails and bicycle
improvements (Community Development)
• Seek to develop partnerships with tribal agencies such as Cherokee Nation, Healthy
Nation, hospitals, and related businesses to sponsor the development of trail facilities
throughout the area (Recreation and Culture, Community Development)
• Acquire lands that have an environmental quality that lend themselves to
preservation and nature -based activities (Recreation and Culture, Community
Development, Managerial)
Goal 3 - Owasso will have o network of trails, sidewalks and bicycle transportation systems
that safely connect parks, schools, neighborhoods and shopping areas.
Action Plan
• Partnerwith the Owasso Schools to identify potential projects for the Safe Routes to
Schools program or other related projects aimed at improving safety and visibility
(Community Development, Owasso Public Schools)
• Make crosswalks near school campuses more visible. Consider enhanced safety
mechanisms such as lighted crosswalks, fluorescent signage, and pavement
treatments to warn drivers of crosswalks (Community Development and Public Works)
• Adopt and implement and develop a complete streets policy (Community
Development, Public Works)
• Work closely with the Indian Nations Council of Government (INCOG) on developing
an updated bicycle and trails master plan (Community Development, Public Works)
IV -7
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
• Aggressively pursue grant opportunities for funding trails and bicycle transportation
improvements (Community Development, Recreation and Culture)
• Ensure that future road improvement projects consider multi -modal transportation
options (Community Development, Public Works)
• Make available to the public bicycle safety information brochures, pamphlets and
web site connections; promote or partner with the private sector bicycling events
(Community Development, Economic Development, Recreation and Culture)
• Continue to help promote bicycle and running events (Economic Development,
Recreation and Culture)
Goal 4 - The City of Owasso will have a fun and vibrant atmosphere serving at/ age groups.
Action Plan
• Develop planning initiatives and strategies for the downtown area that encourage
and support nightlife activities (Community Development, Economic Development)
• Continue developing and promoting more community jRecreation and Culture,
Community Development)
• Explore ways to promote and or develop more adult oriented sporting activities
(Recreation and Culture)
Goal 5 - The City shall be an aesthetically pleasing community based on a solid foundation
of code enforcement and in seeking opportunities to improve zoning and development
codes.
Action Plan
• Develop an overlay district for downtown that controls certain uses, signage, and
architecture (Community Development)
• Continue strengthening development codes and regulations that promote quality
architecture and landscaping (Community Development)
• Integrate streetscaping with all new road projects (Community Development, Public
Works)
• Construct gateway entry signs along US -169 and other main roads leading into
Owasso (Community Development, Public Works)
• Continue to promote and expand the "Timmy and Cindy" program as well as other
public art displays in the community (Recreation and Culture, Community
Development)
• Work with ODOT and the Division 8 office to ensure that aesthetics are included in
improvements to US -169 and other highway projects. These could include such
treatments as embossing the concrete on bridge abutments to integrating planters
at the aprons at each interchange area (Community Development, Public Works)
• Consistently improve code enforcement practices and methods and partner with
Strong Neighborhoods to develop neighborhood coalitions that emphasize the
importance of code enforcement in maintaining property values.
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Goal 6 - The City of Owasso shall contain one or more focal points or gathering spaces that
provide a sense of place and can host venues for community events, social, and cultural
activities.
Action Plan
• Develop the proposed quarry lake as a destination recreational area incorporating
multiple activities such as canoeing, scuba diving, fishing, swimming, hiking, and
outdoor entertainment opportunities (Community Development, Recreation and
Culture)
• Develop a quality farmers market (Community Development)
• Study the concept of creating a Business Investment District (BID) or Tax Increment
Financing (TIF) District for the downtown area (Community Development, Economic
Development)
Goal 5 - Owasso shall have high quality parks offering recreational opportunities for all age
gro ups.
Action Plan
• Update the Parks Master plan and identify what parks are best suited for specific
types of recreational activities or opportunities to serve various demographic sectors
(Community Development, Recreation and Culture)
• Develop shelf ready master plans for each City park that can be used to implement
park elements and take advantage of potential grant sources (Recreation and
Culture)
• Aggressively pursue grant funding for parks whenever possible (Community
Development and Recreation and Culture)
Goal 6 - The City will have ample parks to serve its citizens in an equitable manner and
parks will be conveniently located throughout the City so all citizens may enjoy them.
Action Plan
• Fill park - deficient areas of the community by studying the options available to
purchase property in the northeast quadrant of the community for the development
of a new city park that could contain passive recreational amenities (Community
Development, Recreation and Culture)
• Study opportunities to create more small neighborhood parks (Community
Development)
• Inventory Owasso park assets and benchmark Owasso against other peer
communities to determine deficiencies that can be addressed (Community
Development and Recreation and Culture)
• Ensure new subdivisions and capital projects adequately address access to public
parks and schools (Community Development)
• Consider a study that evaluates the adequacy to which our parks can be
maintained given current revenue streams (Recreation and Culture)
IV -9
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Plan Element - Infrastructure
Infrastructure is the backbone for any community and its quality and availability determine
how and to what extent a community grows. Water, sewer, storm water, and safe high
quality transportation systems are required for nearly every development. Without these
elements, quality development does not occur. Owasso has recently made significant
progress in the areas of wastewater and water system improvements. Becoming part of the
Urbanized Area within the metropolitan Tulsa Area, allowed access to more Federal funding
for road projects.
As with land use planning, infrastructure or
capital planning should respond to targeted
growth areas as well. For example, if the
community desires to attract a regional
headquarters for a major company, it must
have adequate infrastructure to serve such a
business. Infrastructure, particularly
transportation, can also be used to make an
area attractive for desired uses. Many
communities around the country build roads
and infrastructure before development
arrives, thus essentially creating pad ready
sites. However, a community must have an
available funding mechanism in order to
make this happen.
In the past infrastructure typically focused on roads, water, and wastewater systems.
However, pedestrian and multi -modal transportation systems (pedestrian, bicycle, transit)
are becoming more integrated with transportation projects and are now considered as an
infrastructure component in the same `way as the other traditional elements. Recent
surveys indicate that citizens continue to respond overwhelmingly in support of better
bicycle and pedestrian transportation facilities. For the most part Owasso is severely lacking
in the provision of multi -modal transportation elements in the community, and many of the
goals in this section respond to this fact.
As the community continues to grow there will be added pressure placed on existing and
needed infrastructure systems. One of the questions that will have to be asked, is can the
community meet the needs of its citizens and deliver services in an efficient manner given
the present funding mechanisms and current and future sales tax revenue stream? While
the Plan does not attempt to craft a funding plan, it is an underlying concern with many of
the goal statements and is identified in some of the action plans.
Goal 1 - Transportation projects will be more proactive and less reactive to growth.
Action Plan
• Target capital expenditures in areas where the City needs to support growth as well
as making it attractive for private investment (Managerial, Community Development,
Public Works, Economic Development)
IV -10
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
• Develop a comprehensive multi -modal transportation network to include bicycle
routes, pedestrian systems, and future transit options including park and ride
locations (Public Works, Community Development)
• Continuously review the Capital Improvements Plan to ensure that it is in keeping
with land use trends (Community Development, Public Works)
• Study potential locations for future transit stops and park and ride locations.
• Conduct an infrastructure audit every two years to determine areas of potential
concern (Public Works)
• Embrace the INCOG long range transportation plan for regional bus transportation,
light rail and commuter rail (Community Development, Public Works)
• Ensure Owasso has representation participating in INCOG's long range
transportation planning work; this includes the 5 year plan updates for the region,
special studies impacting the Owasso area, representation on the Policy and
Technical Advisory Committees (Managerial, Public Works, Community
Development)
MIT40721100re
vehicular movement and adequate off - street parking, that pedestrian safety
measures exist, and that the provision of adequate access for service and
emergency vehicles is addressed (Community Development, Police and Fire
Departments)
Goal 3 - Target infrastructure development (water, sewer, stormwater, streets) to be
proactive to growth and upgrade existing systems to expand coverage to accommodate
future development.
IV -11
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
•2'0e
• Continuously monitor and update the Wastewater, Stormwater, Water, and
Transportation Master Plans to respond to development trends and problematic
areas. Ensure that such plans are developed in concert with the Land Use Master
Plan (Community Development, Public Works)
• Develop a sustainable "green infrastructure" plan, which should include funding
mechanisms for operation and maintenance of all infrastructure systems (Community
Development, Public Works)
Plan Element - Downtown Area
Nearly 90% of the respondents to the on -line
public survey indicated that the downtown area
l AW in Owasso needs to be addressed and
redeveloped. Additionally, it was the topic of
many lengthy discussions with the steering
committee. A prosperous and healthy downtown
l v is key to the success of many communities.
'� of
A irr
Ignoring public investment in older downtown
90 g g p
�: a ty areas often leads to higher crime, private
disinvestment, and lower property values. The
experience of numerous downtowns and central
city locations around the country has shown that
a few well- targeted catalyst projects, public- private development projects, and
infrastructure investments can generate additional redevelopment activity. Over time initial
investments are repaid with an overall increase in property values, economic activity, and
associated tax revenues. Having a vibrant downtown core with a mix of diverse businesses,
restaurants, and services is very important to attracting and retaining a skilled workforce
that is crucial to economic growth. Busy professionals enjoy having a mix of services and
retail opportunities close to their place of work and home, for both convenience and as a
lifestyle amenity.
A vibrant downtown can also promote higher residential property values as homes closer to
high quality commercial corridors command higher prices than those near low quality
corridors. "High quality" corridors are generally described as areas with low vacancies and
have a walkable pedestrian environment; whereas, low quality commercial corridors were
generally more automobile oriented, with wide cross - section streets, few, if any, pedestrian
or bicycle access amenities, and higher vacancies. Moreover, land use studies show that
investments in neighborhood greening, such as streetscaping and tree planting, pocket
parks, and median plantings resulted in sizeable gains in comparable home values. Homes
located in special districts, such as a community improvement district (CID)or business
improvement district (BID)aimed at achieving these elements were found to be
worth more than homes not within these areas.
IV -12
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Goal 1 - Owasso shall have a vibrant, energetic, and pedestrian oriented downtown with a
mix of housing types, restaurants, boutiques, shops, and offices.
•N'es
• The City should form public - private partnerships to develop parcels in a way that
achieves the goals and vision of the downtown area and takes a proactive
leadership role in securing parcels to spur economic development initiatives
(Economic Development, Community Development)
• Revisit and update the current downtown plan and perhaps consider developing a
small area plan(Community Development)
• Continue with promoting downtown events to continue to draw attention to and
create interest in the downtown area (Recreation and Culture, Community
Development)
• Develop an overlay district to govern use, scale, architecture, and signage for the
core downtown area (Community Development)
• Develop land use policies that support a vibrant downtown core (Community
Development)
• Develop a coalition of downtown stakeholders to begin studying improvements to
the downtown area (Economic Development, Community Development)
• Study the viability of establishing a Main Street improvement fund (e.g. BID, CID or
TIF) (Community Development, Economic Development, Managerial)
• Continue to implement the Vision 2020 project for the entire length of Main Street
(Public Works, Community Development)
• Study the concept of creating incentive grants for new development or other
related incentive mechanisms such as reduced fees for water and sewer taps and
building permits (Community Development, Economic Development)
• Continue targeting CDBG funds towards projects that can continue to upgrade the
downtown and surrounding area (Community Development)
• Consider performance standards of form base codes in the zoning ordinance to
minimize incompatibility conflicts (Community Development)
• Promote downtown Owasso as the cultural and historical center of
the City, as an employment and governmental center, and as an attractive
shopping and dining destination (Economic Development, Community
Development)..
• Explore the option of creating a Downtown Development Authority who can be
charged with efforts to revitalize downtown Owasso. (Community Development,
Economic Development, Managerial)
IV -13
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Plan Element - Public Safety
Crime was cited by 43% of the respondents to public survey as
a main concern for the next 20 years, which ranked it in about
the middle in terms of other areas of concern. This tends to
indicate that for the most part Owasso citizens generally feel
safe in the community, but as growth continues it should be
monitored closely. While citizens generally are satisfied with
the level of service they are receiving from emergency
personnel, there are some emerging issues that are of
Goal 1 - Owasso will have quality emergency services with excellent response times that
meet the needs of the citizens and a growing population.
Action Plan
• Establish a dedicated funding source for public safety agencies (Fire, Police)
IV -14
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
While great strides have been made to
diversify the region's energy -based
economy since the "oil bust" years of the late 1980s and early 1990s, the local economy is
still tied somewhat to this industry, as well as aerospace, health care, education, and retail
sectors. Owasso has several small manufacturing businesses associated with energy
IV -15
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
development and aerospace. Several local companies manufacture components for
offshore oil rigs, and military and civilian aircraft. The energy sector within the region grew
stronger since the mid 2000's when energy prices begin to increase. The airline industry has
rebounded somewhat since the recession between 2008 and 2010; however, both
industries are somewhat volatile and are tied more than ever to the global economy,
stressing further the importance that Owasso be as diverse as possible to soften the blow of
another recession. The survey conducted as part of this Plan indicates that economic
development and job production continue to be a main concern with Owasso's leadership
and citizens.
Oklahoma is the only state where local communities must rely on sales tax revenue for
funding general government operations. Sales tax dollars pay for operation of the local
government and provide the services that citizens enjoy. Owasso has no ad valorem tax
base that pays for or even augments funding for police, fire, road projects, parks, etc. As
such, the community must continue to rely on ensuring there is an adequate amount of
commercial land available for development of retail business. Conversely, there also must
be an adequate amount of quality higher paying jobs in the region that allow people to
have discretionary income, or retail business will suffer. Therefore it is important that job
growth occurs to support the retail activity that produces sales tax Owasso depends on to
fund government operations.
The Economic Development element places importance, on the connection of quality of
life with economic prosperity, as the overall goal is to create a community with ample
cultural, entertainment, and recreational opportunities. Together with the other elements of
this Plan, the overall strategy is to create a more visually pleasing community by establishing
policies that will result in more attractive streets and a better harmony between different
land uses. This plan element also recognizes the importance of generalized economic
activity which includes the retail and service industries. Service jobs, particularly for the
medical industries, engineers, and managers provide excellent wages and benefits. A
healthy retail base also provides the City with needed sales tax revenue to fund police and
fire services as well as for parks, and other vital City needs.
Goal 1 - Owasso will be a community with a strong and competitive economic base and
developed in such a way as to make it attractive for high skilled jobs
Action Plan
• Attract new and retain industries proven to provide higher paying jobs to create a
trickledown effect through other economic sectors thus ensuring a more balance
and stable economy (Economic Development)
• Maintain an inventory of developable land suitable for large employment based
office type development (Community Development, Economic Development)
• Partner with other agencies and jurisdictions to support efforts to attract business and
industry to Cherokee Industrial Park, the Port of Catoosa and other regional areas
(Economic Development)
• Market the community for medical sector jobs and associated businesses (Economic
Development)
IV -16
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Goal 2 - Owasso will have a strong independent local economy that compliments the
surrounding region but is not dependent on it.
• Continue to partner and collaborate with neighboring chamber of commerce's
regarding economic development opportunities (Economic Development,
Managerial)
• Encourage the development of office and research and development space in
appropriate locations within the City (Economic Development)
• Continue to support and promote the downtown commercial area (Economic
Development)
• Maintain and encourage strong neighborhoods; Promote housing rehabilitation,
revitalization and infrastructure improvements within neighborhoods in need
(Economic Development, Strong Neighborhoods)
• Employ the strategic plan developed by the Economic Development Department
as a basis for making sound decisions (Economic Development)
IV -17
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Chapter
Future Land Use Plan
Land Use Categories
Special Districts
Park and Ride or Transit Stops
Bicycle and Pedestrian Component
Land Use Master Plan
Land Use Evaluation Matrix
2030 Land
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Summary
The goals and action plan strategies of the GrOwasso 2030 Land Use Plan (Plan) have been
outlined in Chapter IV. This chapter, however, summarizes the future land use categories
recommended for the City of Owasso along with corresponding zoning categories that are
used to implement the plan. Additional information is provided for special situations that
may arise where the strict guidance of the plan cannot be maintained. Each of the
recommended land uses has been compared to existing plans for Rogers and Tulsa
County, development adjacent to the fenceline, local development plans such as
approved planned unit developments, existing zoning, and new development trends. The
recommended land use were also examined in concert with the current provisions of the
Owasso Zoning Code to ensure that appropriate zoning classifications match the
suggested land use categories.
During the development of this plan, the City utilized its geographic information system
(GIS) to analyze where high growth areas would likely occur in the community. The key
factors that were considered and analyzed were available and planned sanitary sewer
service, transportation improvements, physical constraints, current trends, and land
availability. The 8 growth areas are depicted in Chapter 3, Figure 3.3. While there may
other unforeseen factors that come into play that may shift these areas, the data collected
as part of this Plan reveals the key high growth areas that are likely to occur in the next 10
years. At the time of the next Plan update, these areas will again be reviewed and
adjustments made.
The land use categories and accompanying map shall be used as a policy guide for future
development by the City Council, the Planning Commission, and developers doing
business within the City of Owasso. Additionally, adjoining jurisdictions can also utilize this
document as a reference tool when examining development proposals that would impact
Owasso in the near and long term.
Using the Plan
The Plan is a policy document that lays out the blueprint of how the community should
grow over time and where certain uses should be placed relative to their intensity. Other
factors such as underlying zoning patterns, adjoining communities land use plans, and
future capital improvements also played a role in determine where the land use categories
were placed. However, the Plan is a plan and is not inflexible or concrete. From time to
time, there will be certain uses that are proposed that will merit additional evaluation and
create the possibility for Plan amendments.
Overall, the Plan will serve to assist the Planning Commission and City Council in making
decisions about development proposals and reports that staff take before these bodies will
identify whether the proposed development conforms to the Plan or not. It is important to
understand that the Plan is not an existing land use map nor does it mean that certain uses
that conflict with a proposed use category must cease to exist. Current uses that are in
conflict with the plan recommendations may in fact continue and the Plan is primarily
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Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
consulted when there is proposed zoning change to the property in question.
Land Use Categories
Public /Institutional /Quasi Public
The Public /Institutional /Quasi Public land use
category includes government and quasi -
governmental facilities. Uses that may be found
in this category include hospitals, public
buildings, schools, and /or utility substations.
Because it is difficult to predict with any degree
of certainty where public and institutional uses
might locate, as many of them rely on land
donations or acquisition using public dollars, the
Plan does not specifically identify where future
public uses might occur. Rather, the public uses
shown on the plan exist and are dedicated for a
specific public purpose.
This category does not include churches, as they are permitted in residential, duplex, and
multi - family zoning districts with a specific use permit and by right in the office and
commercial zoning districts. While the plan may not specifically call out areas for future
public uses, it does make a general recommendation for a certain public use. Past
coverage area studies indicate that a Fire Station is needed in the northern portions of the
City, but the specific site has not been identified. Therefore, the Plan recommends that
property for a fire station be acquired in the northern portions of the City near the
intersection of Garnett Road and 116th St. N. for the purposes of developing a fire station
and training facility.
Corresponding Zoning Classifications:
Public uses are permitted in all zoning districts. Some public uses require a Specific Use
Permit depending upon the location.
Specific Plan Recommendation
• Identify a suitable parcel of land in the northern portions of the City for the
construction of a new fire station and training facility.
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Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
2. Parks /Recreational
The Plan also shows a portion of the existing stone quarry located in the southern part of the
planning area as recreational. Interviews with the landowner and quarry operator indicate
that a portion of the quarry will be closed by 2016 and be allowed to fill with water for
recreation purposes. For this reason, this area was designated for future park area.
Significant private park areas with several amenity features, such as the one around the
Three Lakes Subdivision were also designated for park and recreational uses.
Corresponding Zoning Classifications:
Parks are permitted in all zoning districts
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Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Specific Plan Recommendation
• Identify a suitable parcel of land in the northeastern portion of the City for the
construction of a neighborhood park of 3 to 25 acres in size. However, this
recommendation should be carefully weighed against projected revenues verses
long term maintenance costs.
3. Residential
Typical rural single family neighborhood without sanitary sewer
service and bar ditch stormwater control.
Sewer is dependent factor in terms of the
type of density the neighborhood may
have. Densities within future developments
within the Residential category will depend
greatly on the availability of sanitary sewer
service. Most of the higher density single
family neighborhoods can be found west
of 1610 E. Ave. and this is due to availability
of sanitary sewer service. Two major sewer
improvements were recently completed or
are currently underway since the previous
plan update in 2007. One is the 76th St.
Interceptor line, which runs general east to
west from Stone Canyon Elementary
School to the middle of Section 33
(between 76th St. N. and 66th St. N and 129th
E. Ave and 145th E. Ave.). This project will
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Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
open the door for urban residential development in this corridor and in the Stone Canyon
planned unit development. Additionally, other existing neighborhoods can tie into this line
to remove themselves from septic systems. The other major upgrade is the Ranch Creek
sanitary sewer upgrade line which will increase sewer capacity west of US -169. This project
generally follows Ranch Creek just west of the SKO Railroad tracks. Because of these
improvements, it is reasonable to assume that higher density residential development might
occur in both basins. Other areas of the fence line area may not develop to densities any
greater than 1 or 2 dwelling units per acre because of the expense of bringing sewer to
these locations. Because of the many variables involved, the Residential category was not
broken apart into two different categories, such as rural or urban.
Land availability is another key determinant associated with residential development. Large
tracts of land with few physical constraints typically developed first. As the community ages,
land becomes more challenging to develop and often has significant issues with large utility
easements or physical features such as flood plain. In other cases land assemble is required
for multiple parcels to make a parcel large enough to economically develop. This is where
Owasso finds itself in 2014; all of the easier to develop property suitable for residential
development has been developed and generally what remains are more challenging
parcels.
In some instances duplexes or townhomes may be appropriate in the residential land use
category. Typically this will be accomplished using the Planned Unit Development (PUD)
approach for development applications. As the City grows it becomes more urbanized and
as such development becomes more complex. Therefore, more care needs to be taken
when allowing higher density and more intense uses in developed areas. Considering this,
duplex and townhome uses may be appropriate in some locations within the Residential
land use district under certain conditions.
Corresponding Zoning Classifications:
• Agricultural (A)
• Residential Estate (RE)
• Residential Single Family (RS -1, RS -2, RS -3)
• Residential Duplex (RD) or Residential Townhome (RTH) - Allowed as a single use if the
proposed development is part of an existing duplex or townhome development; or if
acting as a buffer between higher and lower intensity uses such as between single
family residential and commercial; or is developed as a PUD as an individual lot or a
multiple lot development.
• Planned Unit Developments (PUD)
V -24
4
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Neighborhood Mixed -Use District
The intent of the Neighborhood Mixed -Use' District is to encourage a mixture of
complementary uses that will function as an integrated center allowing for pedestrian
connections between developments and uses. Additionally, identifying an area as a
Neighborhood Mixed Use district offers some degree of flexibility to the developer as to
where and how they place the uses within the area due to changing market conditions.
In the future, additional Neighborhood Mixed Use areas may be needed as the community
grows and becomes more complex. However, it is recommended that future districts
accompany small area plans that are more prescriptive in terms of uses and the physical
characteristics of the development. Small area plans are more specific than Land Use
Plans, and identify appropriate areas or parcels for housing, live /work units, commercial, and
employment centers and can provide guidance for decision makers when reviewing
development proposals located in these areas. Small area plans also provide another key
component, which is the conceptual layout of an internal roadway network.
Corresponding Zoning Classifications:
The followina zonina districts are best suited for the Neiahborhood Mixed Use District
• Residential Single Family (RS -3)
• Residential Duplex (RD)
• Residential Townhome (RTH)
• Residential Multi - Family (RM)
• Commercial Shopping (CS)
• Office Light (OL)
• Planned Unit Developments (PUD)
V -25
5
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Transitional
The traditional land use district represents a
transition zone from single family residential
development to non - residential development.
Typical uses found in the transitional use zone
include attached housing (e.g. duplexes,
apartments, townhomes) and office uses. This
district would not be suitable for multiple story
office buildings if adjacent to single family
neighborhoods. Office areas within this district
would include planned office complexes and
single use office facilities.
Transitional zones generally act as a buffer
between higher intensity uses such as commercial
and lower intensity uses such as single family
residential, hence the name transitional district.
Additionally, there is normally a connection to an
arterial street from the transitional zone.
Transitional zones can also be integrated with
planned unit developments as part of larger
neighborhood master plan.
Corresponding Zoning Classifications:
• Office Light (OL)
• Office Medium (OM) allowed with buildings of 2 stories or less
• Residential Single Family (RS -3)
• Residential Mulfi- Family (RM)
• Residential Town Home (RT)
• Residential Duplex (RD)
• Planned Unit Development (PUD)
V -26
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
6. Commercial
The Commercial land use category represents
areas of retail trade and services. Typically
these areas are located around nodes of
arterial street intersections or in some cases at
intersection of collectors and arterials.
Commercial uses can also be found in
corridors that have an established commercial
use pattern, such as the Smith Farm area, or
highly visible areas such as along US -169, SH-
20, and 116th St. N west of US -169. The
Commercial use category includes uses that
range from small neighborhood convenience
shopping areas, single free standing buildings,
big box retailers, restaurants, automotive
services centers, and other similar retail uses.
Access is a key factor in the location of commercial uses. A site with poor access or that is
difficult to get to is prone to fail; whereas a site with good and safe access will stand a better
chance of survival. In general the development of long commercial strips around the
perimeters of square miles should be avoided as can present problems with access control.
In all cases of commercial development, access management should be carefully
controlled with design treatments such as mutual or shared access drives and cross
connections easements or agreements.
Corresponding Zoning Classifications:
• Commercial Shopping (CS)
• Commercial General (CG)
• Commercial High Intensity (CH)
• Office Light (CAL)
• Office Medium (OM)
• Industrial Light (IL) is possible if:
1. Na traffic passes through residential areas to access said sites.
2. Care is taken to provide attractive architecture with masonry facades of brick,
stone, stucco, split face block or equivalent materials.
3. Storage of outdoor materials is completely screened with an opaque wood or
masonry fence in the rear of the property.
V -27
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
7. Industrial /Regional Employment
Corresponding Zoning Classifications:
land use category
• Commercial General (CG)
• Commercial High Intensity (CH)
• Industrial Light, (IL)
• Industrial Medium (IM) is possible with a PUD if abutting an area designated for
residential or transitional uses; or abutting an area zoned for residential uses or being
used for residential purposes. Said projects will also be evaluated as to the number
and type of jobs created and overall economic impacts.
• Industrial Heavy (IH) is possible with a PUD if abutting an area designated for
residential or transitional uses; or abutting an area zoned for residential uses or being
used for residential purposes. Said projects will also be evaluated as to the number
and type of jobs created and overall economic impacts.
V -28
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
8. Downtown Development District
The downtown area was the subject of many
discussions during the course of the % k L
development of the GrOwasso 2030 Plan.
The Downtown District identified on the Land
Use Master Plan establishes and represents an
area of targeted future investment,r°
�ku�P�ur�u�l�V� %d OI�IIIIIIll�11111 111��1)1 «1 %'� /e� �r,,,��
infrastructure improvements, and overlay
district (zoning code amendment). The
district outlined essentially identifies the
commercial core of the downtown area,
which is approximately where any future���
overlay district would focus. Land use within
the downtown district varies, with a mixture of single family homes, multi- family housing,
industrial, office and commercial uses. The context of the area is "different than the rest of
Owasso in terms of how it developed, as it represents a typical pre -WWII development
pattern, with a grid street pattern that is pedestrian friendly. This pattern will provide a good
canvas from which to initiate revitalization efforts. Redevelopment of the downtown area
will occur gradually, but setting up the framework will be important as well as the public
sector playing a larger role in the process.
Figure V -1, 2004 Downtown Development District Plan
V -29
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
The 2004 Downtown Development District Plan adopted under resolution 2001 -10, identified
two districts (Figure V -1) that lie mostly within the Downtown Development District shown on
the GrOwasso future land use plan. These two districts were the Town Square District and the
Owasso Station District. The Downtown Plan identified the Town Square district as a special
Place that can create a sense of identity for the community. This area would be pedestrian
ordinated and have the characteristics and appeal of a small town Main Street, and focus
on the specialty retail stores, restaurants, entertainment, and civic services. Residential
above retail and office uses was also cited in the Downtown Plan for this sub area as an
important factor to expand the level of use in the downtown area. The Owasso Station
District is envisioned as an area that is built upon regional /highway commercial activity. The
name recalls Owasso's historic development that originated with its railroad station.
Elements such as improving pedestrian connectivity to the neighborhoods to the north, and
installing gateway elements near the US -169 interchange were stressed as important goals.
In both of the areas cited above, careful control of architecture was common a theme,
which any overlay district should consider.
The Downtown Development District identified in the GrOwasso 2030 Plan (Figure V -2),
essentially outlines the same boundary as the Town Square and Owasso Station District
shown on the 2004 Downtown Development District Plan. New development proposals
within the Downtown Development District should be carefully scrutinized to ensure the goals
for downtown (see chapter IV) are not compromised and that the planning principals
identified in the 2004 Plan are advanced. The City should prepare a regulatory tool and
framework to address the goals identified in Chapter IV and to begin implementing the
above described portions of the downtown plan.
Plan Recommendations
• Low intensity pedestrian oriented commercial and office uses and attached
residential and residential above retail uses is encouraged.
• High intensity commercial uses such as auto sales lots, motor vehicle repair, or truck
wash facilities should_ be avoided.
• Prepare an overlay district as a text amendment to the Owasso Zoning Code for the
Downtown Development District defined on the Land Use Master Plan. This district
should address building architecture, signage, and discouraging intrusive uses that
would be counter to the goals and action plans identified in Chapter IV.
Corresponding Zoning Classifications:
The followina zonina districts are best suited for the Downtown Development District
• Residential Duplex (RD)
• Residential Townhome (RTH)
• Residential Multi - Family (RM)
• Commercial Shopping (CS)
• Office Light (OL)
• Planned Unit Developments (PUD)
V -30
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
Figure V -2, Downtown Development District
V -31
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
9. Glenn -Mur District
This is a unique area in terms of actual current uses verses planned uses. The Glenn -Mur
District, Figure V -3, is actually a platted subdivision, which was developed mostly in the mid
1970's. It is comprised of mostly single family homes on individual 2.3 acre lots. In 2008 the
Owasso City Council approved a land use plan amendment changing the designation in
this area from Residential to Commercial land use based on the neighbors in the
development petitioning the City for the change. This area is not annexed into the City
Limits and it was recommended in 2008 that annexation and subsequent zoning requests not
be done in a piecemeal fashion, but rather occur in larger increments. Therefore the Plan
recommends that annexations shall occur in increments of no less than 9.2 acres to avoid
small "spot" annexations within the entire District. Considering the lots in the Glenn -Mur
Addition are generally 2.3 acres in size, annexation requests will typically involve 4 lots. The
two exceptions to this may be at the intersection of 129th E. Ave and 106th St. N. or at US -169
and 106th St. N. as these are "hard" corner lot situations adjacent to two arterial streets and
a major highway.
Figure V -3 Glenn -Mur District
In the short term this area will likely not redevelop into commercial uses, as it would take
significant financial resources to raze homes and assemble several lots together to make a
V -32
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
viable project. However, the area has good visibility and access to a major highway so in
the long term (10 plus years) the property may reach a point of value where it makes
economic sense to develop, especially as raw undeveloped land becomes scarcer.
Plan Recommendations
• Annexations and subsequent rezoning requests shall occur in areas of no less than 9.2
acres (about 4 lots), with the exception of the following areas listed below.
1. Hard corner at the intersection of 129th E. Ave and 106th St. N.
2. Hard corner at the intersection of US -169 and 106th St. N.
3. Properties at the far southwest corner across from the existing medical office uses
adjacent to 129th E. Ave..
10. Park and Ride or Transit Stops
There are three park and ride or transit stops shown on the Plan,
which are identified with the symbol shown below. These are location
where such facilities would be encouraged to locate should regional _
transit be made available to the City of Owasso at some point in the
future. The three locations were identified based on their location to
highly traveled corridors or in locations where potential bus and rail
M
V -33
Chapter IV, Goals and Action Plan Strategies GrOwasso 2030 Land Use Master Plan
In 2014 the Indian Nations Council of Governments (INCOG) hired a consulting firm to
develop a new regional bicycle and pedestrian trails plan. Owasso again will be a
participating community in this effort, and as such will get a newly updated plan. Once the
updated plan is completed, it shall replace the bicycle and pedestrian trail routes identified
on the GrOwasso 2030 Plan.
Future Land Use Master Plan
Figure V -4 shows the adopted Future Land Use Master Plan for the entire Owasso Fenceline.
The City Limits is not shown, because State Statute allows communities to plan within their
fenceline because they may annex lands within this boundary area. The map document
will be used in conjunction with the individual use category descriptions when evaluating
development proposals within the City Limits or when commenting on referral cases from
both Roger and Tulsa County.
The map clearly shows two commercial corridors, one emerging one along SH -20 and 11 6th
St. N. and one existing and expanding along US -169. These areas are along highly used
transportation corridors. 1 16th St. N. now connects to a new interchange to the west at US-
75, making this corridor more attractive for future commercial and transitional type of
development. Another significant change from the 2007 Plan is the new area of potential
future employment /industrial use shown along 126th St. N. between Memorial Road and
Garnett Road. This area was identified for industrial uses because of the existing industrial
development and zoning in the adjoining community of Collinsville. Additionally, outside of
few small parcels south of 76th S. N. on the west side of US -169, Owasso really does not have
ample quantities of land available for large footprint high job producing industrial and
manufacturing type businesses. The land uses identified for remaining areas of the fenceline
essentially followed the nodal concept, typical of previously adopted plans.
V -34
Figure V-1, City of Owasso Adopted Land Use Plan
2030 Land Use Master Plan (draft 6.4.14)
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Chapter V, Future Land Use Plan GrOwasso 2030 Land Use Master Plan
Land Use Evaluation Matrix
In an effort to provide a level of predictability for landowners, developers,
guidance for planning staff, Planning Commission, and City Council, a matrix
has been developed that cross references land uses to zoning districts. The
matrix identifies the appropriateness of use relative to each zoning district.
Table V -1 is the land use evaluation matrix developed as part of the Land Use
Plan.
An "Allowed" designation indicates that the corresponding zoning district is
appropriate for the land use district indicated in the table. The "Possible"
designation indicates this district may be appropriate depending on specific
circumstances, as outlined in the text for that particular land use category. A
blank cell indicates that the zoning district is inappropriate for the indicated
land use.
V -36
Table V -1, Land Use Evaluation Matrix
Base Zoning Districts
Land Use Districts
Parks and
Recreational
Public/
Institutional/
Quasi-
Public
Residential
Transitional
Neighborhood
Mixed Use
Commercial
Industrial/
Regional
Employment
Downtown
Development
District
Agriculture (AG)
Allowed
Allowed
Allowed
Residential Estate RE
Allowed
Allowed
Allowed
Residential Single Family (RS -1)
Allowed
Allowed
Allowed
Residential Single Family (RS -2)
Allowed
Allowed
Allowed
Allowed
Residential Single Family (RS -3)
Allowed
Allowed
Allowed
Allowed
Allowed
Residential Duplex RD
Allowed
Allowed
Possible
Allowed
Allowed
Allowed
Residential Townhome (RTH)
Allowed
Allowed
Possible
Allowed
Allowed
Allowed
Residential Multi - Family (RM)
Allowed
Allowed
Allowed
Allowed
Allowed
Office Light (OL)
Allowed
Allowed
Allowed
Allowed
Allowed
Allowed
Office Medium (OM)
Allowed
Allowed
Possible
Allowed
Commercial Shopping (CS)
Allowed
Allowed
Allowed
Allowed
Allowed
Commercial General (CG)
Allowed
Allowed
Allowed
Allowed
Commercial High Intensity
CH
Allowed
Allowed
Allowed
Allowed
Industrial Light (IL)
Possible
Allowed
Industrial Medium (IM)
Possible
Industrial Heavy (IH)
Possible
Allowed - The zoning district is appropriate within the land use district.
Possible - The zoning may be possible if certain conditions are met or exist. The land use plan text should be consulted for clarification.
Blank Cell - The zoning district is inappropriate for the land use district indicated.
Appendix A
• Land Use Plan Steering Committee Exercise — Identifying Issues, opportunities,
strengths and weaknesses
• Citizens survey results summary
Appendix A GrOwasso2030 Land Use Plan
ISSUES IDENTIFIED FROM THE LAND USE MASTER PLAN
STEERING COMMITTEE 2013
The following is a compiled list of the key issues and needs identified by the Land Use Master
Plan Steering Committee. These issues will be used to develop goal statements for each
category and ultimately action plan strategies for the GrOwasso 2030 Plan. The issues
assembled below are taken directly from the worksheets submitted by individuals from the
Land Use Master Plan Steering Committee, which were distributed at the first meeting. I
grouped the responses into the common categories shown below.
Community Facilities, Infrastructure, and Transportation
➢ Maintain easy /convenient access into Tulsa.
➢ Keeping up with infrastructure needs and changes in growth is a critical issue. Overall
our roads are fairly good but they are not great. Additionally, some areas of the city
can be congested by OK standards. While I do not consider this a major issue, I
believe the city needs to focus on getting to major arterial and intersection widening
projects in a more timely manner. However, this is a balancing act and ensuring
higher quality infrastructure on NEW projects may prove to pay higher dividends over
the long run.
➢ Rapid infrastructure growth impacting the ability to fund City Operations.
➢ Aging neighborhoods impacting crime, property values, and City resources.
➢ Traffic current traffic congestion - better planning for future development, especially
retail
➢ Schools be prepared for future growth
➢ Roads (always an ongoing issue with growth)
➢ Need for expansion of Higher Education.
➢ Traffic - Current traffic congestion
➢ Roads
➢ Highway 169 widening from 56th St. to 126th St.
➢ 76th Street widening between US -169 and 145th E, Ave.
➢ Road improvements and widening, Garnett /106th, 96th /129th access road between
96th and 106th east side
APP -1
Appendix A
GrOwasso2030 Land Use Plan
➢ Funding of city operations with only sales tax dollars. Expanding infrastructure without
adequate staffing, equipment and resources. Keeping up with the fast growth of the
last 10 to 15 years.
➢ Quality streets, infrastructure, and neighborhoods.
➢ Infrastructure. In order for Owasso to stay ahead of the curve, money needs to be
continued to be allocated to our streets and water and wastewater lines. If we
deviate from this trend, growth will become more difficult and Owasso will not be as
attractive to potential developers.
➢ Keeping up with the needs of the community, much less the "wants" given present
revenue sources. Can we generate sufficient revenue using current sources to
become the community we want to be?
Land Use and Development
➢ Provide good commercial /light industrial opportunities for businesses
➢ Commercial growth
➢ Residential development
➢ Recreational development
➢ Need for pedestrian friendly streets.
➢ Appearance from the community as one enters from the south.
➢ Preserving Main Street /old downtown area and revitalizing the area
➢ Balancing desired commercial development with industrial development and
various types of residential development
➢ Supervision of growth between on highway 169 between 96th and 1 16th
➢ Management of development on 96th east of 129th with emphasis of impact on
existing residential properties
➢ Provide good commercial /light industrial opportunities for businesses
➢ Provide local businesses so that people in Owasso do not have to go into Tulsa for
daily needs
➢ Aesthetics - it is important to me to live in an aesthetically pleasing environment, I
think Owasso has a lot to do to improve that.
➢ Better planning for future development, especially retail
APP -2
Appendix A GrOwasso2030 Land Use Plan
➢ Maintaining home and property values.
➢ Redevelop existing neighborhoods and business districts.
➢ Things to do in Owasso that keep money and people in Owasso. There is very little to
do from an entertainment standpoint for kids and for adults. There needs to be a
vision that attracts these types of businesses to Owasso.
➢ Lack of an identifiable entertainment district, that would serve to attract younger
professionals and companies who would hire these people.
Quality of Life / Parks and Recreation
➢ Parks development
➢ Making the city a friendly place for physical activity. I would like to see the city have
bike lanes, trails, etc. Obesity is a major problem facing our nation and our state,
Owasso has a LOT of running room and now is the time to set the tone for the city's
future.
➢ Position for managed growth so main attributes of small town living are
maintained- absence of traffic congestion, adequate services, and
infrastructure.
➢ Maintain adequate amount of parks and recreational space as growth occurs
➢ Thoughtfully prepare for young families and children by providing facilities for
youth sports and activities without alienating elderly citizens or empty- nesters
➢ Selling a conservative client base on the need to be proactive instead of
reactive concerning city enhancement and the recruiting of both businesses
and citizens to ensure the most vibrant quality of life possible
➢ Need for parks, sports facilities & recreation to attract and retain young professionals.
➢ Maintain adequate amount of parks and recreational space as growth occurs
➢ Community - as we grow I feel that were losing that sense of community. I like that
were growing, but we need to promote community functions.
➢ Golf course viability.
➢ Lack of amenities.
➢ As we grow I feel that were losing that sense of community. I like that we are
growing, but we need to promote community functions.
➢ Lack of entertainment and destination features to attract people and families and
keep young families and professionals living in Owasso. (Place making
development)
APP -3
Appendix A
GrOwasso2030 Land Use Plan
➢ Lack of amenities and programs such as sports facilities, park facilities, recreational
facilities.
➢ Funding for quality of life. Owasso is poised for great success in so many ways, but
we will not be successful in bringing jobs to Owasso and fully growing as a
community until we provide a better revenue source to parks and quality of life.
➢ Providing a quality of life that attracts creatively minded young professionals.
Economic Development
➢ Increase the commercial attractiveness of downtown Owasso
➢ Provide local businesses so that people in Owasso do not have to go into Tulsa for
daily needs
➢ Dependence on Tulsa and Tulsa area quality jobs. Owasso needs more professional
jobs and variety to the employment base. Right now it seems the majority is either
retail or medical. The city needs to be actively marketing itself as a great place to
run a business (we are doing this I believe).
➢ Business retention
➢ Lack of funds to complete all that needs to be done
➢ Commercial /Manufacturing companies along with high end technical type
companies to move into Owasso.
➢ No more retail until more companies locate here
➢ Lack of good paying jobs in the City. More technical and industrial facilities. Improve
the base and strength of business in Owasso.
➢ Attracting higher paying jobs to Owasso. Owasso has so many things that make this
a great place to live, but a lack of good paying jobs in the community will make us
continue to leak dollars in Tulsa and other communities.
Other
➢ Getting people involved is the most important issue facing not just Owasso but the
nation. I believe if people were more involved at a local level, even just coming to
council meetings and attempting to relate to the people devoting their time to
APP -4
Appendix A
GrOwasso2030 Land Use Plan
bettering our city we would have a populace that would be less skeptical and more
trusting.
➢ Public division and strife among those on the city council. While this issue is relatively
subdued I believe if it gets any worse it could have detrimental impacts on the future
of the city. Tulsa has had its share of public spectacles in recent years. It has done
the city no good. Disagreement is great, but public discourse and talking down on
the city and it's leadership is certainly NOT good.
➢ Lack of a succession plan for city manager.
➢ Producing community involvement, action, participation, and responsibility, resulting
in increased City and neighborhood pride of ownership.
➢ Apathy in the community on issues that affect the City. Low voter turnout and the
expectations that others will always lead the charge. We have very progressive
citizens that need to support their City, our schools and the initiatives that will better
each of them. We need our citizens to step up and be leaders.
➢ Tulsa's lack of vision and leadership is negatively impacting the region in terms of
attracting highly skilled professionals
➢ Negativity. Certain groups spreading inaccurate data is thwarting the ability for the
community to move forward.
CITIZENS SURVEY
As part of the GrOwasso 2030 Plan a citizens survey was conducted to gain input from the
general public as to what they felt were significant issues and concerns that needed to be
addressed in the community. This information helped formulate many of the goals and
action plans listed in Chapter IV. The following information is a synopsis of the survey data
and its significance to this panning effort and a sampling of the responses received to
various survey questions.
• Survey begin in December 2012 and ended in March 2013
• By the time is was completed, 959 citizens participated, which represented about 3%
of the population
• Statistically significant as the confidence interval is quite small at 3.14. The
confidence interval is essentially the margin of error. The larger the number the less
likely it would reflect a similar response from any person if the same question were
APP -5
Appendix A
GrOwasso2030 Land Use Plan
• randomly asked. The smaller the number the more likely you would get a similar
answer. For example, if 472 as opposed to 959 people took the survey, the
confidence interval would have been 4.5
5 What age grou�p do you falk lr:
P o rc 6, rit Coi,n
1,9 or younger
1
1,2%
8
20-29
91%
C" "I
30-39
MINIM
251%
168
40,49
VIEffiffiffiffiffil
27.6%
184
50-59
1111091
19,9%
'1 3
60+
MINOR
'17 A %
114
EM
Appendix A
GrOwasso2030 Land Use Plan
6, What E, oW the goMs and objecti,vieF, of V,iie hard nose plar6rig effort bie? Re se check ak that ipplyand, I
necessary, arld adrJfflonal respomes)
-----------------------------------------------------------------------------------------------------------------------------------------------------
Response Respons(-.,
P e rc P, I'l t Coltvit
should be encouraged
67 3%
395
throughoutthe City
Provide input on capital planning
for things like roads, fire, stations,
'7'0.5,%
414
saner lines, parks, etc.
Identify characteristics and
378 %
1,21
qualities of neighborhoods
Estabhsh goals and policies for
70.6%
414,
future growth and development
Identify trails and bicycle routes
547%
321
Promote policies for the
environmental protection of the
383%
225
land
Encourage development that is
sustainable with, development
42J%
2,4 7
dl es that promote energy
conservation
Develop goals and strategies to
make Owasso more, attractive for
643%
380
high wage jobs
Other (please specify)
'128%
75
IS howy � opfies
M=MM*
APP-7
Appendix A
GrOwasso2030 Land Use Plan
,TT hat types of businesses would you like to see more of in Owasso? (check all that
apply)
,znswered question 6-M]
skipped question 2
Response Respons
Perceit Colitt
Restaurants (fast food)
10.4%
70
Restaurants (sit down)
67.8%
457
Nightlife / Entertainment
66.0%
445
Personal services (salons, barber
37.1%
245
shops, dry-cleaning, etc.)
12.6 %
86
Industrial
29.2%
197
Parks
45.4%
306
Convenience Stores
4,0%
27
Retail
43.6%
294
Other (please specify)
146
In your opinion, what type of development does Owasso need more, of? (check
all that apply)
answered question 661
skipped question 296
Response Response
Percent Count
Residential
23.8%
157
Commercial
59.0%
3,90
Office
49.9%
330
Industrial
37.1%
245
Parks
52.5%
347
Other (please specify)
83
Appendix A
I 1W
answered questio
skipped questiol
GrOwasso2030 Land Use Plan
Yes 75.2% 536
No 24.8% 177
21 Do you Ch nk Owasso needs rnore Licyde atid waKing 'Vails?
713
244
F)*-Sponse Resporise
Percerlit co uric
Yes 111 YERVIIIIIIIIIIII 7&9% Al
No 1111110111 211% 108
answered uestion 512
skipped question 170
Appendix A
GrOwasso2030 Land Use Plan
36, WOUid YOU tie Sau,lpjartive of I (lain to enhance the da wntomirn airea (Mai • Street) arid urraakiing it a destination
lace with M'iop s, cafes, outdoor seafln , entertaowlrrrent„ ridght fife, eta:.'?
Percel,.rt r w;O4.int
Yep 88.7% 626
No IIIM11111 113% 8
tlt ye ,1°aow woaa d YOU like to see of developec:11 e 36
5,rV_Yvv r1 Pre
12, HOW Wauubat YOU cautgmire wasso's roads s tai artheir cities
aw wu
kesporr e F- Resporise
Percent Courit
Much Befter 0
0 5
5,5% ,
,.,}w,
e ter 3
35 .3% 2
28
Same 3
39.1O 3
318
Worse I
It r d
d 7 1'% 1
140
Much Worse t
t 2
2.2% '
'1
ME
APP -10
Appendix A
GrOwasso2030 Land Use Plan
The following are samples of the general comments made by citizens from the on -line
survey. The responses were randomly selected and are unedited.
• Maintaining sustainable growth. I think some of our services are nearing overload already.
Then the ability to solve street and public facilities without getting overwhelmed by debt.
• Balancing new residential development without increasing traffic through neighborhoods.
Balancing new growth with improvement needs of the established parts of Owasso. I still do
not understand why several retail centers were built years ago that remain empty (76th
street by RR tracks) or partly filled (off feeder road just behind Braums on 76th) and Tynnan
Plaza closer to 96th. It doesn't always reflect the values of Owasso to keep expanding and
growing despite centers already built being underutilized. It almost seems as if the
impression of bigger /newer is valued more than building and improving what is already
there.
• Getting businesses in to attract the younger demographics, such as sports bars like Buffalo
Wild Wings or Fox and Hound
• Dealing effectively with an increasingly aging population in the near term while maintaining
appeal for the future
• 1 think the workforce vs housing is a big problem. The apartments are nice but are too
expensive for someone to live and work here on a salary like Sam's or restaurants will pay.
• Ensuring the roads are wide enough to handle traffic congestion. Love having a Sam's, but
not nearly enough road widening is planned. I mean, really, where have you seen a Sam's
that all roads leading to it are simple county -style 2 lane roads. Just widening in front of
Sam's is not enough.
• Keeping the infrastructure up with the growth (utilities, roads, emergency services
• People resisting change /growth. Facing bigger city problems (crimes, traffic) w/o changing
how we function like a small town still.
• Traffic flow on major roads. ( 76th,86th, 96th) Too many commercial developments and
empty spaces. Nothing to do here but shop. Attractions to bring people to Owasso.
Eventually other towns will build commercially and if we don't have attractions to bring
people here we will lose tax money.
• Owasso lacks sufficient parks, bike trails, sidewalks and green space. Neighborhoods are
not connected by sidewalks so you cannot go for a long walk, run or bike ride.
APP -11
Appendix A
GrOwasso2030 Land Use Plan
• No affordable housing. I would like to see affordable townhomes
• There needs to be more activities for family's and also teens.
• We don't have enough sidewalks to encourage people to walk or ride bikes to shop. It
would be so easy to do. Even golf cart paths would be a goad idea. Owasso needs to be
more pedestrian - friendly.
• Lack of night life for people 21 +,
• The inability to bring in large companies for real jabs not just retail.
• I'm worried there won't be many outside recreational areas available due to increase in
strip malls, other businesses and housing additions.
• The schools are getting too big, many chain stares may not be able to sustain themselves
here and then we will be left with all these empty buildings. Also, an increase in crime if we
don't take care of what we have (if things start to look rundown, people with money leave,
the home values decrease, etc).
• Parks with trees, not enough things to do other than eat or shop
• Controlling growth, and keeping the already populated areas clean. The "downtown" part
of Owasso has almost been abandoned. It would be nice to see that restored.
• Roads and bringing in manufacturing jabs
• Owasso is a young community and the difficult issue is balancing the growth of the
community with the number of schools needed and balancing recreational activities for
kids as well as adults
• Roads are the single biggest problem. Our sports complex is sub -par also and lases revenue
by not holding more tournaments which bring people to Owasso to spend money at our
hotels and restaurants
• Congestion in Owasso during rush hours for people trying to get to work in Tulsa.
• Space and land allocation. As the city grows we are running out of roam for new business
and the streets to serve them. As the town has grown so quickly, we have far too many
lights too close together with sometimes poor timing. The funds and ability to potentially buy
APP -12
Appendix A GrOwasso2030 Land Use Plan
out land and residence owners to make roam for new housing additions and business
without using imminent domain or causing undue financial strain on the city and taxpayers.
• Keep our kids out of trouble. Give them parks and support their extra - curricular activities.
Build pools and parks for them to stay busy during the summer breaks.
• Streets, inconsistent zoning, zoning needs to be tightened quality and appearance of
construction needs to be more strict, especially for commercial and retail
• 169 widening, other main streets widening, new retail, revitalization of German Corner
• Traffic on 169, need to expand to 3 lanes all the way through Owasso
• Staying ahead of road construction. Coming up with a plan to mitigate traffic delays
caused by trains on 86th and 76th. Creating a more walkable downtown area with more
things to do. Increasing sales tax revenue.
• Growth w/o thought of aesthetics. Growth in areas that continue to make traffic worse.
• Catching public safety up to population and maintaining it's growth. Improving road
system. Commuter connection to Tulsa.
• Owasso needs retirement villages. And Highway 169 is still a traffic nightmare at peak times.
• There is a increasing effort to compact all the retail and new residential into specific
locations based on land ownership and location to similar businesses. Stop catering to the
land owners /investors who speculated and need to make money and focus on what is best
for growth for the community. Traffic congestion and control is the next problem. First Bank
of Owasso should never been allowed to build where they were, the service roads east and
west of 169 should be three lane with a center turn lane. Enforcement of speed limits on
Garnett is a huge problem, the lights at 106th and 1 16th are also problems, especially 106th.
There should be a light at 129th and 106th as well as 129th and 1 16th. 1 16th needs to be
widened to 3 lanes all the way to Sheridan. Then all the stop intersections need to be
widened on the east side of Owasso
• The rapid growth may put hardships on our infrastructure (i.e. water, roads, energy, etc.)
which may require significant funds to upgrade
• Owasso needs a facility that can hold about 250 people for theater, musical and social
events for community organizations.
APP -13
Appendix A
GrOwasso2030 Land Use Plan
• (Community Theatre, Chair, Orchestra) There is a building next to the library that would be
fantastic for a smaller theatre that would accommodate 200 -250 people. I know we have
the MGPAC, but smaller groups like the community theatre, chair and youth orchestra
cannot get into there easily as it is always book with paying (those previously mentioned
cannot afford to pay the thousands of dollars to rent the space) groups. A small stage on
main for community organizations would be fantastic and offering the Theatre, Chair, and
Orchestra dedicated rehearsal and performance space would benefit and grow these
organizations and not farce those wanting to participate on a regular basis to travel to Tulsa
and spend their money there instead of here in Owasso.
• Educational facilities, greenbelt space with PROPER planning on that... Walking paths for
old and young. Look at Bentonville, Arkansas on that one... Or Denver, Colorado... Several
goad examples in the Northwest.
• Sustaining the retail with goad income paying jabs
• Need for additional schools as population increases
• No place for a younger generation (20 -30) to spend time after work or on the weekend
• Owasso has grown too much, too quickly. When consumer interest fades, we will see a
large amount of blight in the retail areas of town. Also, crime will continue to be a factor
with the disproportionate number of minimum wage jabs
• Attractions outside of business. Large parks add value quickly such as the sports park on
1 16th or centennial park on 86th, but each is not fully utilized and could be improved upon.
• Growth that overwhelms the infrastructure ... Why aren't we building residential arteries that
are minimum 3 lanes, before the addition becomes huge, and the construction becomes
more difficult???
• Haw to spruce up downtown. Haw to get child type businesses in and keep them here, Le.
bounce house, laser tag, party places. If a person wants a party for their kid or to do a field
trio it has to be done outside of Owasso unless bawling or a park.
• The biggest challenge will be taking Owasso to the next level, so to speak. To do that,
Owasso will have to procure a major regional attraction that can draw Tulsans as apposed
to the city's traditional visitors from the north and east. The city will have to bring in a
"bricktown" -type shopping district, a large, unique museum or something along those lines.
• Finding the sustainable funding to make the necessary improvements. There doesn't seem
to be any support for bands to pay for capital projects.
APP -14
Appendix A GrOwasso2030 Land Use Plan
• Lack of $$$$ compared to needs. Would like to see culture and parks developed to a
much higher level but struggle with putting money into that when we don't have enough to
maintain our basic functions.
• Cohesive and pleasant architectural design on commercial structures. Take a look at
Edmond, OK or Highlands Ranch, CO.
• Protecting the investments of citizens and businesses in our community;
Creating jabs within our community
• Poor roads and roads that are too narrow to accommodate traffic. Beautification of our
streets and businesses. Placement of commercial areas. We are looking like 71st in Tulsa and
that's an ugly place.
• Handling the growth with infrastructure. Flood problems
• Improving the wastewater management system. The ponds in all areas need work.
• In order to attract high paying jabs, Owasso needs to consider their competition and work
to improve in areas that will attract these businesses. Whether it is parks and trails,
entertainment, housing options or other factors, these things need to be identified and then
built into a plan for the future of the City. Do not be reactionary, be visionary in approach
to attracting new business.
• Growing pains and funding our parks, rec, and cultural needs to be competitive in the
changing demographic
• The roads in Owasso aren't able to handle the current traffic loads. As the city grows and
more people move to and visit Owasso, the traffic gets worse
• 1 would lave to see Owasso became more focused on sustainability and environmentally
conscious by having rail transportation and bike trails that can be utilized to commute to
the surrounding community I think Owasso has plenty of ball parks for kids but I would lave
to see a REC center like Claremore has
• Keeping small town feeling while growing, Infrastructure keeping us with the growth, bicycle
trails, larger park areas (all current parks are small). Centennial should have encompassed
all the surrounding land. It is now going to be just another park completely surrounded by
houses which makes them seem as if they are parks only for those housing additions and
are used mostly by those residents.
• Growth is outpacing the City's ability to provide quality services
APP -15
Appendix A
GrOwasso2030 Land Use Plan
• Attraction people to live in Owasso with parks and entertainment. Traffic
• Outgrowing police and fire
• Presenting itself as an attractive option for professionals with or without families who are not
already from Owasso. Owasso is no longer the small town it once was and if it's expecting to
continue to grow, it needs to position itself properly to attract those individuals
• 1 would lave to see a water park and an update splash pad with a city pool!
• Growing at the right pace and not over growing too fast, attracting the right type of
business, roads, roads, roads!
• With growth possibly comes a growing crime rate. Also congestion on the streets. Owasso is
not a small town anymore our roads need to be able to handle the population
• Keeping up with the growth. We need a community pool, recreational center, large splash
pad, running /bike trails. As a mother of a young family I hate I have to travel to surrounding
cities to visit pools during the summer months.
• Traffic management, maintaining a safe family environment with a law crime rate as it is
now
• Keeping up with growth, finding money to improve roads, infrastructure and continuing to
recruit business and commercial growth.
APP -16
Appendix A
GrOwasso2030 Land Use Plan
APP -17
Appendix B
• Historic Residential Building Permit Chart
• Historic Commercial Building Permit Chart
APP -21
Appendix C
• Existing Land Use
APP -23
2013 City of Owasso
Existing Land Use
.,.
l
x/
n'
i ^t.
[ X 6 Mu
V M tl M
x �
I N 1 I1 ".J M 5 '1G. J x�mwiY
a lxuabV lama ra¢w ',nw 'aur .'.ausrur,4w'tlu rvLL ''..'m "ww �
amVS. rvJm VYeewhMM m .,a
HYY -LS
► r . �i
Month
2005
2006
2007
2008
2009
2010
2011
2012
2015
2014
1 January
31
22
13
25
15
17
18
19
15
22
2', February
52
41
14
19
23
29
17
15
26
21
3 March
65
50
25
35
30
46
14
27
27
31
4 April
63
52
30
31
36
31
19
26
26
36
5 May
43
36
60
23
27
30
20
23
19
17
6 June
42
29
27
21
34
23
19
24
19
7 July
27
12
23
24
28
17
20
15
27
8 August
45
28
27
18
28
19
12
15
18
9 September
35
12
17
40
20
11
12
12
28
10 October
30
25
31
15
36
13
10
21
15
11 November
32
13
26
10
13
1
8
11
7
12 December
53
16
8
6
13
9
10
16
11
Totals
518
336
301
267
343
246
179
224
238
127
YTD 254 201 142 133 131 153 86 110 113 127
TOTAL NEW CONSTRUCTION DOLLARS FOR EACH YEAR I
FA�[iirTi][r7�Ir',
(<Tr]t11IlI1�i111
CITY OF OWASSO
RESIDENTIAL LOT INVENTORY STATUS
May 31, 2014
SUBDIVISION
# OF LOTS
# DEVELOPED
# AVAILABLE
Burberry Place (6109)
89
88
1
Camelot Estates (4107)
139
91
48
Carrington Pointe 1 (1111)
171
145
26
Champions East (05108)
66
8
58
Champions West (5108)
45
12
33
Country Estates 111 (3199)
61
58
3
Country Estates VI (11103)
37
36
1
Crescent Ridge (02108)
101
93
8
Fairways V (8199)
71
65
6
Fairways VI (12100)
42
41
1
Falls at Garrett Creek (12105)
85
84
1
Falls at Garrett Creek Amended (12105)
24
23
1
Honey Creek (4102)
202
198
4
Keys Landing (3108)
131
110
21
Lake Valley IV (5110)
114
112
2
Lake Valley V (9130)
78
49
29
Lakes at Bailey Ranch (10107)
235
232
3
Maple Glen (12108)
98
95
3
Maple Glen I1 (1111)
93
88
5
Maple Glen 111 (5113)
43
38
5
Maple Glen IV (612114)
92
4
88
Nottingham Estates IV (8101)
20
17
3
Nottingham Estates V (3101)
44
43
1
Nottingham Hill (6109)
58
13
45
Park Place at Preston Lakes
93
29
64
Preston Lakes (12100)
272
243
29
Preston Lakes 111 (10104)
147
144
3
Remington Park 11 (11104)
84
82
2
Sawgrass Park II (04105)
96
94
2
The Summit at Southern Links (6197)
31
26
5
Watercolours (12102)
40
31
9
TOTALS
2902
2392
510
Watercolours (12/02)
The Summit at Southern Links (6197)
Sawgrass Park II (04/05)
Remington Park II (11/04)
Preston Lakes III (10104)
Preston Lakes (12100)
Park Place at Preston Lakes
Nottingham Hill (6109)
Nottingham Estates V (3101)
Nottingham Estates IV (8101)
Maple Glen IV (6/2114)
Maple Glen III (5113)
Maple Glen It (1111)
Maple Glen (12108)
Lakes at Bailey Ranch (10107)
Lake Valley V (9130)
Lake Valley IV (5/10)
Keys Landing (3108)
Honey Creek (4112)
Falls at Garrett Creek Amended (12105)
Falls at Garrett Creek (12105)
Fairways VI (12100)
Fairways V (8199)
Crescent Ridge (02/08)
Country Estates VI (11103)
Country Estates 111 (3199)
Champions West (5108)
Champions East (05108)
Carrington Pointe I (1 ill)
Camelot Estates (4/07)
Burberry Place (5109)
CITY OF OWASSO
0 50 100 150 200 250 300
■Lots Developed 13Total Lots
2011 2012 1 2013 2014
3,705,616 946,0016-=___2,672,850
. . .... . . ........
COMMERCIAL NEW CONSTRUCTION MONTH END REPORT MAY 20,14
Month
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
1 January
1
2
9
4
4
1
1
3
1
1
1
2 February
5
5
0
3
2
0
1
1
1
1
0
3 March
2
1
14
2
0
1
3
0
0
0
1
4 April
3
4
1
0
4
1
1
1
10
1
0
5 May
1
3
2
1
1
2
1
2
1
0
0
6 June
4
3
4
1
1
2
0
0
2
1
7 July
0
0
0
0
1
0
0
0
0
1
8 August
3
1
7
3
1
0
0
2
2
0
9 September
1
2
1
28
3
0
0
0
0
0
10 October
0
1
3
4
1
0
0
1
0
4
11 November
3
0
1
1
1
2
2
1
0
1
12 December
0
1
1
1
1
a
1
0
0
1
Totals
23
23
43
48
20
9
10
11
7
11
2
YTD
16
18
30
11
12
7
7
7
5
4
2
2011 2012 1 2013 2014
3,705,616 946,0016-=___2,672,850
. . .... . . ........
2011 ......... ...
6,018,116
2012
17,296,000
2013 ------
9,375,440
j_--
2014 -------
1 1,885,000
OCCUPANCY PERMITS
NAME
ADDRESS
APPLICATION
OPENING
COMPLETE
DATE
DATE
MAY 2014
Garrett Creek Wine & Spirits
11560 N 135 E Ave #110
4/15/2014
5/6/2014
Yes
RCB Bank
12200 E 96 St N
10/22/2013
5/14/2014
Yes
St. John Medical Office
12455 N 100 E Ave
1/27/2014
5/14/2014
Yes
APRIL 2014
Discount Tire
13321 E 116 St N
10/14/2013
4/30/2014
Yes
Ledford Properties
425 E 22 St N
1/15/2014
4/4/2014
Yes
Owasso Auto Spa /Dog Wash
9800 N 119 E Ave
2/21/2014
4114/2014
Yes
MARCH 2014
Lindo Veracruz
301 W 12 St
2/25/2014
3/5/2014
Yes
FEBRUARY 2014
Gramma's Attic
11211 N Garnett Rd
2/24/2014
2/26/2014
Yes
JANUARY 2014
Envi Spa
9455 N Owasso Exp #G
10/22/2013
1/2/2014
Yes
Raising Canes
13301 E 96 St N
7/8/2013
1/8/2014
Yes
Simply Nutrition
1176 S Main St
1/9/2014
1/13/2014
Yes
St. Johns MOB 3rd Floor
12455 N 100 E Ave
9/30/2013
1/22/2014
Yes
Friendship Baptist Church
14100 E 86 St N
9/11/2013
1/24/2014
Yes
AAA Insurance
11519 N Garnett Rd
9/16/2013
1/28/2014
Yes
DECEMBER 2013
NOVEMBER 2013
OCTOBER 2013
Justice & Brothers
9018 N 121 E Ave #500
8/19/2013
10/2/2013
Yes
Mum's'N Bum's
104 W Broadway, Suite 4
10/1/2013
10/10/2013
Yes
Needful Things
12701 E 86 PI N
10/1/2013
10/15/2013
Yes
Sam's Club
12905 E 96 St N
9/7/2012
10/24/2013
Yes
Sixkillers Gaming House
7703 N Owasso Exp #109
10/31/2013
10/31/2013
Yes
SEPTEMBER 2013
Senior Suites
10098 N 123 E Ave
6114/2012
Yes
AUGUST 2013
Arrival Salon
12330 E 86 St N
7/10/2013
8/12/2013
Yes
Ledford Properties
425 E 22 St N
3/2/2013
8/1/2013
Yes
IGH Properties
14601 E 88 PI N
7/5/2013
8/29/2013
Yes
Tulsa Technology Center
10800 N 140 E Ave
11/22/2010
8/1/2013
Yes
Sears
9002 N 121 E Ave #600
6/6/2013
8/23/2013
Yes
Halloween City
8751 N 117 E Ave
8/9/2013
8/28/2013
Yes
JULY 2013
Dance Studio
403 W 2nd St #107
5/21/2013
7/17/2013
Yes
LaTorta Chilanga
11501 N Garnett Rd
7/5/2013
7/30/2013
Yes
JUNE 2013
Vaping Kicks Ash
11215 N Garnett Rd #D
6/26/2013
7/8/2013
Yes
Dollar Tree
12309 E 96 St N
4/16/2013
6/12/2013
Yes
The Children's Place
9002 N 121 E Ave #400
2/4/2013
6/12/2013
Yes
PERMITS APPLIED FOR IN MAY 2014
ADDRESS
BUILDER
ADD /ZONE
VALUE
A.S.F.
PERMIT#
DATE
8433 N 76 E Ave
Denham Homes
CARPI /RS3
$ 170,500
3,100
14- 0501 -X
5/7/2014
7401 E 84 St N
Denham Homes
CARPI /RS3
$ 137,500
2,500
14- 0502 -X
5/7/2014
7399 E 84 St N
Denham Homes
CARPI /RS3
$ 165,000
3,000
14- 0503 -X
5/7/2014
8400 N 74 E Ave
Denham Homes
CARPI /RS3
$ 165,000
3,000
14- 0504 -X
5/7/2014
15510 E 87 PI N
Simmons Homes
PPPL /RS3
$ 158,400
2,880
14- 0505 -X
5/7/2014
11125 N 145 E PI
Simmons Homes
LVV /RS3
$ 99,000
1,800
14- 0506 -X
5/7/2014
14610 E 111 PI N
Capital Homes
LVV /RS3
$ 114,950
2,090
14- 0507 -X
5/7/2014
10905 N 121 E Ave
Capital Homes
MGV /RS3
$ 107,580
1,956
14- 0508 -X
5/7/2014
12008 E 110 Ct N
Capital Homes
MGV /RS3
$ 145,035
2,637
14- 0509 -X
5/7/2014
12014 E 110 Ct N
Capital Homes
MGV /RS3
$ 114,950
2,090
14- 0510 -X
5/7/2014
12808 E 86 St N
Phil Narotam
ECC /CS
$ 75,000
1,565
14- 0511 -C
5/7/2014
12041 E 96 St N
Midwest Global
OM /CS
$ 4,500
104
14- 0512 -S
5/12/2014
10010 E 94 St N
Baker Pools
FIV /RS3
$ 26,000
423
14- 0513 -P
5/13/2014
12210 E 86 St N
Rodney Acker
ECC /CH
$ 2,362
48
14- 0514 -S
5/13/2014
13101 E 96 St N
A -Max Signs
WF /CS
$ 8,000
160
14- 0515 -S
5/14/2014
7605 E 83 St N
Executive Homes
CARPI /RS3
$ 159,115
2,893
14- 0516 -X
5/21/2014
8708 N 155 E Ave
Simmons Homes
PPPL /RS3
$ 193,765
3,523
14- 0517 -X
5/21/2014
11105 N 145 E PI
Simmons Homes
LVV /RS3
$ 111,430
2,026
14- 0518 -X
5/21/2014
10908 N 120 E Ave
Simmons Homes
LVV /RS3
$ 111,430
2,036
14- 0519 -X
5/21/2014
15503 E 88 St N
Simmons Homes
PPPL /RS3
$ 147,400
2,680
14- 0520 -X
5/21/2014
113 W 16 St
Baker Construction
AH /RS3
$ 40,000
440
14- 0521 -X
5/27/2014
425 E 22 St
Ledford Properties
HER /OL
$ 289,745
2,000
140522 -C
5/29/2014
10911 N 121 E Ave
Capital Homes
MGIV /RS3
$ 107,580
1,956
14- 0523 -X
5/29/2014
11105 N 148 E Ave
Capital Homes
LVV /RS3
$ 129,745
2,359
14- 0524 -X
5/29/2014
9901 N 93 Ct N
Reset Restoration
FIV /RS3
$ 20,000
2,852
14- 0525 -X
5/29/2014
11590 N 140 E Ave
A -Max Signs
QTCC /CG
$ 5,000
66
14- 0526 -S
5/29/2014
8751 N 117 E Ave
Rainbow Signs
MV /CS
$ 3,000
35
14- 0527 -S
5/29/2014
9455 N Owasso Exp #D
A -Max Signs
TYP /CS
$ 2,500
38
14- 0527 -S
5/29/2014
17 Single Family
$ 2,338,380
42,526 SgFt
2 Residential Remodel
$ 60,000
3,292 SgFt
2 Commercial Remodel
$ 364,745
3,565 SgFt
6 Signs
$ 25,362
451 SgFt
1 Pool
$ 26,000
423 SgFt
28 Total Building Permits
$ 2,814,487
50,257 SgFt
C ,t y of O wapyo 1.1.1 N. Muaw Sf O wa.. �, OK 74055
PROJECT STATUS REPORT
City of Owasso Public Works Department
June 5, 2014
• E. 106b Street North and Garnett Road Intersection Improvement Proiect
- Funding for the construction of this project is a result of a "matching grant "; 80%
ODOT funding and 20% City funding.
- ODOT awarded construction contract to Paragon Contractors in the amount of
$1,952,952.
- A Public Meeting was held on June 27, 2013, with representatives from PSA
Dewberry, ODOT and Paragon to review the intersection improvements and
provide a preview of the construction schedule. Construction began on July 8,
2013.
- Relocation of City of Owasso and Rural Water District water lines was completed
in October 2013.
- The contractor has removed the remaining sections of the asphalt roadway and
is in the process of stabilizing the subgrade. Once the subgrade has been
treated, aggregate stone will be applied in preparation for the next phase of
concrete to be poured. Contractor expects to begin concrete placement on the
north and west bounds lanes by the week of June 16th.
- As a result of utility conflicts and weather delays, the project is approximately 90-
days behind schedule. Thus, intersection improvements are scheduled to be
complete in July 2014.
• E. 76th Street North Widening (from U.S. Hwyl 69 to N. 129th East Avenue)
- In October 2010, the City received notice that INCOG selected the project to
receive federal funding in the amount of $2,090,000 for engineering, right -of -way
and utility relocation costs. A 20% required match will be funded through the
City of Owasso's Capital Improvement Fund.
- In October 2011, the City received notice that INCOG selected the project to
receive federal funding in the amount of $3,470,000 for construction and
administration costs. A 20% required match will be funded through the City of
Owasso's Capital Improvement Fund.
- In February 2012, ODOT officials informed City staff of funds available in the
Federal Surface Transportation Fund for the planning phase of E. 76th Street North
Widening Project.
- In March, INCOG presented this project to its members for consideration to
receive funding in 2012 for the engineering design. Project was approved by the
Technical Advisory, Transportation Policy Committee, and INCOG Board of
Directors
- Engineering agreement for Poe & Associates, Inc. of Tulsa, Oklahoma and
funding agreement was approved at the May 7, 2013, Council Meeting.
- Preliminary plans (30% Design) have been delivered to the City of Owasso for
review. In addition, utility companies are working on their utility relocation plans
for the project.
- On February 13, 2014, City staff and Poe & Associates conducted a public
meeting. City staff and Poe & Associates presented to the citizens a conceptual
layout of the street improvements and received positive feedback from the
residents.
- In order to address comments and questions relating the design, staff met with
the Baptist Retirement Center and Baptist Children's Home and discussed access
point, stormwater detention and signalization opportunities.
- The environmental process is still on- going.
• Ranch Creek Sanitary Sewer Improvements
- May 2012, City Council awarded an engineering agreement in the amount of
$175,000 to Kellogg Engineering Incorporated.
- As part of an OWRB requirement, a Public Hearing over the environmental
document was held June 13, 2013. Kellogg Engineering presented the
engineering drafts of the proposed interceptor alignment for review by meeting
attendees.
- In September 2013, Kellogg Engineering completed the engineering design.
- In October 2013, ODEQ approved engineering design and plans.
- On December 3, 2013, OPWA Trustees awarded a bid to Rosetta Construction,
LLC, in the amount of $2,864,543.
- Rosetta Construction has installed approximately 2,000 LF of sewer line.
Additionally, the contractor has moved north of 86th Street and has begun
clearing this section of utility easement.
- This project is approximately 20% complete with completion scheduled to occur
in January 2015.
• Garnett Widening (from E. 96th Street North to E. 106th Street North)
- In November 2012, Council approved an engineering agreement with Dewberry
in the amount of $345,600.
- A Public Meeting for the Garnett Widening project was held June 27, 2013 with
City staff and representatives from PSA Dewberry to receive citizen comments
regarding the design. In October 2013, INCOG presented this project to its
members for consideration to receive federal funding in FY 2017 for the
construction phase. Project was approved by the Technical Advisory and
Transportation Policy Committees.
- On November 12, 2013, the INCOG Board of Directors approved federal funds to
be allocated to this specific project in the year 2017 or sooner, if funding is
available. The City of Owasso will receive $3.2 million in federal funds.
- Preliminary plans (30% Design) have been delivered to the City of Owasso for
review.
- Recently, City of Owasso completed the review of the water line relocation and
roadway plans. As a result, the comments have been sent to the design engineer
for correction.
- The environmental process is still on- going.
• Hale Acres Offsite Sanitary Sewer Line Improvements
- Sanitary sewer project is funded in the Wastewater Collection Operating Budget.
As a result of inadequate slope, the offsite Hale Acres gravity sewer line is need
of replacement. The estimated cost for such improvements is $270,000.
- The Permit to Construct has been received from ODEQ.
- Trustees awarded a construction contract to Triangle Construction in the amount
of $359,879.
- Staff has finalized all contract documents and is awaiting the contractor to
provide a Stormwater Pollution Prevention Plan. Construction is scheduled to
begin in June 2014, with completion expected to occur in January 2015.
• FY 2013 -2014 Street Rehabilitation Pro__ rc� am
- In August 2013, City Council approved the project priority list.
- Funding in the amount of $1 million is included in the FY 2013 -2014 Capital
Improvements Fund for this project.
- 80% of the crack sealing portion of this project is complete. The Contractor will
finish remaining areas, as weather permits.
- Council awarded a construction contract to Tri -Star construction in the amount
of $827,296.
- The contractor has completed all base and curb and gutter repairs on E 19th St
and has mobilized to Original Town on E 7th St to begin base and curb and gutter
repairs. This project is approximately 20% complete.
- Tri -Star Construction is expected to have all work outlined in the construction
contract completed by late summer of this year.
A
Tire City `Wit out Limits.
TO: THE HONORABLE CHAIR AND TRUSTEES
OWASSO ECONOMIC DEVELOPMENT AUTHORITY
FROM: CHELSEA M.E. LEVO
DIRECTOR OF ECONOMIC DEVELOPMENT
SUBJECT: DIRECTOR'S REPORT
DATE: June 12, 2014
NEW BUSINESS DEVELOPMENT
• The Super 8 Hotel, 76th Street N. continues construction and is almost completed. This
hotel should open toward the end of June with 50 rooms.
• Researching Business Entrepreneur /Start -Up programs to help some new business owners
with capital and facilities in the near future. Incubator programs, intern -to- employee
match programs and financial assistance is often sought. There are many local
assistance options we are exploring to help launch good small businesses and aid them
to succeed.
• Continuing to work with two nationally recognized businesses on locating to Owasso.
One has selected Owasso but must remain confidential for a limited time while details
are worked. The other business representatives visited the site last week and staff should
hear more this week on their next steps.
• Met with Tulsa -based hotel developers at Tulsa Tech last month regarding full- service
upscale hotel development in Owasso around the Tulsa Tech campus. Staff will schedule
the next meeting with the developers and reps from Tulsa Tech in July.
• The QuikTrip at US -169 and SH -20 is undergoing a facelift and expansion. More gas
pumps are being added and the store design is being updated.
• Continuing to update demographics, aerials, infographics, etc. for enhanced
recruitment efforts. Staff has been able to use new material for recent RFPs and site visits.
• Bricktown Brewery plans to open in late July.
BUSINESS RETENTION & EXPANSION (BR&E) PROGRAM
The BR &E Program detailed last month and below is new and will be implemented in July
2014.
Creating a Business Retention and Expansion program.
o The BR &E Program makes local businesses more competitive by evaluating and addressing
some of their key needs and concerns. Businesses that stay competitive are more likely to
remain in the community and possibly expand. The program also enhances the economic
development plan for the community and a broad -based community coalition to sustain
long term economic development efforts. This program focuses on both short and long
term goals:
■ Short -Term Objectives
• To demonstrate support for local businesses
• To help solve immediate business concerns
■ Long -Term Objectives
• To increase local businesses' ability to compete in the global economy
• To establish and implement a strategic plan for economic development
• To build community capacity to sustain growth and development
• To build relationships with business executives
The model for jobs and capital investment drivers shows economic development efforts
are driven by:
■ 76% existing business
■ 15% attraction
■ 9% entrepreneurial (source: Blane Canada, LTD)
All three of these demand more attention. The BR &E program will provide valuable data
and increase workforce and economic development efforts.
REGIONAL DEVELOPMENT
The Tulsa Regional Chamber is asking for your input to creating a stronger northeast
Oklahoma. The Tulsa's Future regional economic development plan is poised to launch
its third phase in 2016. They are looking for help with gauging the strengths of the plan
and shape its direction.
They need valuable feedback on current efforts to better position our region to compete
for jobs and capital investment over the next five years.
To complete the brief survey, visit htt[2s:// www. surveymonkey .com /s /tulsasfuture.
On June 18th, the Tulsa's Future Regional Partnership meeting we will meet with a site
consultant from Atlanta, GA.
Harsco Industrial Air -X- Changers plans to fill another 75 openings soon, in addition to the
46 new employees hired since the beginning of the year. The company recently
announced it will relocate to a 520,000 square foot space (the former Ford Glass Plant) in
CenterPoint Industrial Park, adding 200,000 square feet to its current footprint and
consolidating four separate locations.
Harsco earlier this year acquired Owasso -based Hammco Corp., a manufacturer of gas -
processing coolers, which was renamed Harsco Industrial Hammco LLC. The two
companies operate separately.
The local manufacturer of air - cooled heat exchangers for the natural gas industry
currently has 525 employees but would like to have at least 600 employees by the end of
2014.
WORKFORCE DEVELOPMENT
More and more economic development groups are looking at strategies for working with school
systems to help students develop skills at an earlier age that are in line with the needs of local
employers. Some of these efforts have originated in the private sector among businesses,
philanthropies and tribes to partner with local chambers of commerce and economic
development organizations to transform teaching and learning at the high school level.
Tulsa and a couple of our neighboring suburbs have worked with Workforce Tulsa, Workforce
Tulsa and the tribes to partner with schools to develop workforce skills for the future. This is an
area we will be exploring and begin discussions soon about how to develop similar relationships
and programs in Owasso.
ECONOMIC DEVELOPMENT INDUSTRY NEWS
• The International Economic Development Council's Clearinghouse Information and
Research Service (CIRS) is a resource for information on trends, best practices, and
examples on a wide range of economic development subjects. Members can submit a
question and receive a summary of IEDC resources, plus basic resources from partner
organizations, free of charge.
This month's top three clearinghouse inquiries were examples of economic development
organizations (EDO's) marketing plans, examples of IEDC's site selection data standards
in use, and examples of business survey results. Staff looks at these reports for best
practices examples and ways to improve the city's economic development marketing.
• As business interests increase in Owasso and the surrounding area, staff should closely
follow an emerging alternative - programs and services that assist businesses but are not
direct financial subsidies. Termed alternative incentives, these are investments in
community programs that strengthen the business climate or that help a particular
business in a way that benefits the broader community. They are a win -win: For
businesses, alternative incentives can reduce the cost or risk of doing business in a
community, yet communities retain these investments even if a firm shuts down or
relocates to a different community. Staff is collecting research, case studies and
information regarding incentives and how they compare to our city's experience with
incenting businesses so we are prepared with the proper alternative when opportunity
knocks.
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
City of Owasso FY 2013-2014
Monthly Sales Tax Comparisons
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Year-to-Date Sales Tax Totals
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
I--- 0---- Sudget ---- LaslYazi Adual I
City of Owasso
Monthly Sales Tax Revenues
Last Five Fiscal Years
2013 -2014 2012 -2013 2011 -2012 2010 -2011 2009 -2010 2008.2009
Jul
$ 1,704,984.63
$ 1,630,956.50
$ 1,521,672.39
$ 1,485,552.57
$ 1,523,296.22
$ 1,463,146.16
Aug
1,678,483.46
1,521,846.41
1,485,585.66
1,409,806.38
1,457,190.41
1,420,417.94
Sep
1,617,952.06
1,518,488.35
1,485,891.81
1,433,235.57
1,384,785.99
1,453,976.96
Oct
1,677,144.73
1,560,824.24
1,517,700.88
1,467,321.34
1,386,073.05
1,453,905.08
Nov
1,612,339.06
1,447,595.59
1,420,986.61
1,362,551.29
1,222,181.35
1,358,986.71
Dec
1,748,989.23
1,605,740.09
1,488,693.19
1,423,010.85
1,481,442.33
1,497,046.05
Jan
2,073,564.27
1,792,033.55
1,655,568.87
1,640,741.37
1,558,964.00
1,662,272.89
Feb
1,990,103.51
1,817,864.08
1,748,279.70
1,675,132.30
1,660,458.42
1,621,964.23
Mar
1,544,058.21
1,500,013.52
1,405,82016
1,327,302.74
1,283,250.04
1,299,354.84
Apr
1,696,81527
1,499,708.03
1,454,786.62
1,310,850.43
1,288,894.21
1,289,190.50
May
1,813,882.69
1,629,482.38
1,610,102.97
1,506,255.74
1,506,435.50
1,430,199.15
Jun
1,864,532.80
1,643,877.95
1,547,918.80
1,487,182.33
1,513,720.24
1,392,852,76
$ 21,022,849.92
$ 19,168,430.69
$ 18,343,008.26
$ 17,528,942.91
$ 17,266,691.76
$ 17,343,313.27
City of Owasso
Sales Tax Report
Budget to Actual Comparison
June 9, 2014
2013 -2014
2013 -2014
Actual Collections
Budget Projections
Over (Under) Projection
Amount
Percent
Amount
Percent
Amount
Percent
Jul $
1,704,984.63
8.1%
$ 1,679,866,00
8.0%
$ 25,118.63
1.5%
Aug
1,678,483.46
8.0%
1,567,503.00
7.5%
110,980.46
7.1%
Sep
1,617,952.06
7.7%
1,564,044.00
7.4%
53,908.06
3.4%
Oct
1,677,144.73
8.0%
1,607,650.00
7.7%
69,494.73
4.3%
Nov
1,612,339.06
7.7%
1,491,024.00
7.1%
121,315.06
8.1%
Dec
1,748,989.23
8.3%
1,826,240.00
8.7%
(77,250.77)
-4.2%
Jan
2,073,564.27
9.9%
2,061,658.00
9.8%
11,90627
0.6%
Feb
1,990,103.51
9.5%
2,067,493.00
9.8%
(77,389.49)
-3.7%
Mar
1,544,058.21
7.4%
1,705,995.00
8.1%
(161,936.79)
-9.5%
Apr
1,696,815.27
8.1%
1,705,648.00
8.1%
(8,832.73)
-0.5%
May
1,813,882.69
8.6%
1,853,243.00
8.8%
(39,360.31)
-2.1%
Jun
1,864,532.80
8.9%
1,869,615.00
8.9%
(5,082.20)
-0.3%
Totals $
$ 22,870.92
0.1%
$ 20,999,979.00
100.0%
21,022,849.92
1001%
City of Owasso
Sales Tax Report
Two Year Comparison
June 9, 2014
Note: Fiscal Year 2014 Sales Tax Budget is $21 million; FY`13 actual was $19.2 million.
Fiscal 2013 -2014
Fiscal 2012 -2013
Increase or (Decrease)
Percent
Percent
Amount
of Budget
Amount
of Actual
Amount
Percent
Jul
$ 1,704,984.63
8.1%
$ 1,630,956.50
8.5%
$ 74,028.13
4.5%
Aug
1,678,483.46
8.0%
1,521,846.41
7.9%
156,637.05
10,3%
Sep
1,617,952.06
7,7%
1,518,488.35
7.9%
99,463.71
6.6%
Oct
1,677,144.73
8.0%
1,560,824.24
8.1%
116,320.49
7.5%
Nov
1,612,339.06
7.7%
1,447,595.59
7.6%
164,743.47
11.4%
Dec
1,748,98923
83%
1,605,740.09
8.4%
143,249.14
8.9%
Jan
2,073,564.27
9.9%
1,792,033.55
9.3%
281,530.72
15.7%
Feb
1,990,103.51
9.5%
1,817,864.08
9.5%
172,239.43
9.5%
Mar
1,544,058.21
7.4%
1,500,013.52
7.8%
44,044.69
2.9%
Apr
1,696,81527
8.1%
1,499,708.03
7.8%
197,107.24
13.1%
May
1,813,882.69
8.6%
1,629,482.38
8.5%
184,400.31
11.3%
Jun
1,864,532.80
8.9%
1,643,877.95
8.6%
220,654.85
13.4%
Totals
$ 1,854,419.23
9.7%
$19,168,430.69
100.0%
$21,022,849.92
100.1%
Note: Fiscal Year 2014 Sales Tax Budget is $21 million; FY`13 actual was $19.2 million.
City of Owasso
Monthly Use Tax Revenues
Last Five Fiscal Years
2013 -2014 2012 -2013 2011 -2012 201 0 -2011 2009 -2010 2008 -2009
Jul
$ 78,704.81
$ 33,564.91
$ 41,490.75
$ 42,547.09
$ 77,124.54
$ 39,613.19
Aug
105,902.83
33,982.54
52,649.70
34,592.96
58,62636
31,392.82
Sep
69,078.85
47,608.82
53,050.58
42,904.66
53,157.06
60,065.80
Oct
103,682.82
59,327.05
48,434.75
48,534.10
32,510.05
42,625.22
Nov
64,434.39
50,722.23
43,503.50
42,275.99
37,032.82
44,903.28
Dec
86,423.76
48,320.10
52,051.50
40,466.31
35,727.86
50,941.37
Jan
57,183.06
60,594.21
47,738.06
52,885.66
47,548.94
54,401.73
Feb
75,453,77
78,302.28
55,670.54
54,867.98
45,714.97
106,913.97
Mar
50,120.99
57,199.16
44,139.56
39,200.77
30,888.31
53,825.62
Apr
55,506.56
30,576.98
29,496.59
45,286.77
50,504.67
75,764.40
May
63,673.80
51,093.50
55,835.13
44,615.83
53,407.77
95,874.46
Jun
42,884.09
75,138.73
41,989.03
33,512.24
57,883.91
69,772.60
$ 853,049.73
$626,430.51
$ 566,049.69
$ 521,690.36
$ 580,127.66
$ 726,094.46