BA Next Comprehensive Plan by Lori Hill

ADOPTED AUGUST 6, 2019

ACKNOWLEDGMENTS The following individuals contributed significantly to the development of the Broken Arrow Next Comprehensive Plan.

Broken Arrow City Council

Comprehensive Plan Steering Committee

Craig Thurmond, Mayor

Scott Eudey, Vice Mayor

Christi Gillespie, City Council

Mike Lester, Ex-City Council

Johnnie Parks, City Council

Debra Wimpee, City Council

Debra Wimpee, City Council Michael Spurgeon, City Manager

Broken Arrow Planning Commission

Lee Whelpley, Planning Commission

Ricky Jones, Planning Commission

Fred Dorrell, Planning Commission

Mark Jones, Planning Commission

Dr. Janet Dunlop, Broken Arrow Public Schools Michelle Bergwall, Broken Arrow Public Schools

Community Development Staff

Charlie Bushyhead, Union Schools

Farhad Daroga, Special Projects Manager

Ruth Littlefield, Chamber of Commerce

Larry Curtis, Acting Director

Ted Cundiff, Economic Development

Brent Murphy, Senior Planner

Corporation

Jane Wyrick, Planner II

Stacey Bayles, Homebuilders Association

Amanda Yamaguchi, Staff Planner

Representative Luisa Krug, INCOG Davis Robson, Robson Companies Greg Graham, First National Bank Mary Ann Colston, City Council Appointee Craig Canard, City Council Appointee Ernest Redwine, City Council Appointee Lynn Palmer, City Council Appointee Dana Funk, City Council Appointee

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Comprehensive Plan Technical Advisory Task Force

Consultant Team

Michael Spurgeon, City Manager

Jim Carrillo, FAICP

Kenneth Schwab, Assistant City Manager

Kendall Howard, AICP

Russell Gale, Assistant City Manager

Danny O’Connor, AICP

Trevor Dennis, City Attorney

Mark Witte

Tammy Ewing, Assistant City Attorney

Shannon Carroll

Norm Stephens, Economic

Kelsey Ryan

Halff Associates

Development Manager Brandon Berryhill, Police Chief

City Explained

Jamie Ott, Emergency Management Director

Matt Noonkester

Jeremy Moore, Fire Chief

Ian Varley

Stanley Spradlin, Fire Marshal Tom Cook, Finance Department, Controller

Catalyst Commercial

Alex Mills, Engineering & Construction Director

Jason Claunch

John Myers, Stormwater Superintendent

Reid Cleeter

Jeff Bigby, Stormwater Manager Charles Vokes, Utilities Director

CivicBrand

Lee Zirk, General Services Director

Ryan Short

Bill Cade, Sanitation Manager Stephen Steward, Director of

HRAOK

Information Technology

Deborah Stowers

Jannette McCormick, Human Resources Director

Salvador Titone

Lori Hill, Director of Tourism Krista Flasch, Director of Communications Jennifer Swezey, Community Relations Liaison Phil Hink, Acting Parks & Recreation Director Scott Esmond, Retired Parks & Recreation Director

iii

TABLE OF CONTENTS

INTRODUCTION

COMMUNITY PROFILE

Community Context What is a Comprehensive Plan? Planning Process Planning Partners How to Use this Plan

Introduction 16 History 17 Demographic Trends 18 Natural and Cultural Resources 24 Built Environment 26 Existing Plans and Studies 30

COMMUNITY VISION

LAND USE AND DEVELOPMENT

8 9 10 11 12

TRANSPORTATION AND MOBILITY

COMMUNITY INFRASTRUCTURE

96 96 106 112

Introduction 124 Water System 124 Wastewater System 126 Stormwater/Floodplain 128 Action Framework 130

PARKS, RECREATION & OPEN SPACE Introduction 140 Engagement 140 Existing Parks System 142 Parks Recommendations 149 Action Framework 150

Introduction 38 Public Engagement 39 Vision and Guiding Principles 52 Development Scenarios 57

Introduction 70 Existing Land Use 70 Current Development Context 72 Future Development Guide 76 Annexation 84 Action Framework 86

Introduction Existing Transportation System Transportation Plan Action Framework

HOUSING AND NEIGHBORHOODS

ECONOMIC PROSPERITY

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Introduction 160 Household Characteristics 160 Housing Demand 166 Action Framework 168

Introduction 178 Population Considerations 178 Major Employers 183 Market Analysis 184 Action Framework 196

DISTRICT STRATEGIES

QUALITY OF LIFE

IMPLEMENTATION

Introduction 204 Existing Districts 204 District Opportunities 208 Action Framework 214

Introduction 220 Guidance from the 1997 Plan 221 Livability & Quality of Life 222 Livability In Broken Arrow Today 224 Opportunities/Recommendations 226 Action Framework 234

Introduction 242 Action Plan 242 Plan Updates & Monitoring 276 Implementation Policies 276 Conclusion 278

APPENDIX A: Stakeholder Interview Questions B: Public Meeting Results C: Online Survey Results D: Development Scenarios & Performance Metrics

282 288 332 424

INTRODUCTION

COMMUNITY CONTEXT Broken Arrow is a thriving and growing community

Northeastern

Oklahoma,

situated in the southeast portion of the Tulsa Metropolitan Area. The city is wellknown throughout the state and in the region as a community with quality education opportunities, safe environment, attractive neighborhoods, and a renowned downtown - known as the “Rose District.” In 2018, Broken Arrow was recognized as the most livable small city in the United States by the Conference of Mayors City Livability Program. Broken Arrow was originally settled in 1856 by the Creek Indians and became a township in 1902 with the development of the Missouri,Kansas-Texas Railroad. The community has a rich Native American heritage and has grown to be the fourth largest city in Oklahoma. The 2017 population was estimated to be 107,403 and is projected to grow to over 135,000 people by 2040. To accommodate this anticipated growth, the city initiated an update to the 1997 Comprehensive Plan to guide growth in a sustainable manner.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

WHAT IS A COMPREHENSIVE PLAN? A Comprehensive Plan is a policy document that serves as a community’s vision to guide future growth and development. Communities participate in a comprehensive plan process to be proactive about growth and to take advantage of opportunities to further enhance community quality of life today and into the future. The plan is comprehensive because it includes many aspects of the city such as land use, transportation, infrastructure, parks, housing, health, and economic development. The resulting plan will serve as a road map for future regulatory decisions and programming priorities that allow city staff, Planning Commission, and City Council to successfully implement the defined community vision. Typically, a comprehensive plan is made

Municipalities in Oklahoma are granted the

up of the following primary components:

ability to develop comprehensive plans via Title 11, Section 43 of the Oklahoma Statutes. The

•

Vision: Community-driven statement of

statute requires that regulations of buildings,

purpose that defines the community today

structures, and land be coordinated with

and what the community seeks to look like

an overall comprehensive plan. The statute

in the future.

further defines that the comprehensive plan

Future Land Use Map: Defines how and

should seek to “lessen congestion, provide

where a community wants to grow. In

safety, promote health and welfare, provide

Broken Arrow, the future land use map

adequate light and air, prevent overcrowding,

is called the ‘Future Development Guide.’

promote historical preservation, avoid undue

The land use categories in the Future

concentration of population, and facilitate

Development Guide are tied to the zoning

adequate

provision

public

services.”

ordinance. •

•

Policies: Statements of the community’s

The first comprehensive plan for Broken Arrow

current

and

was completed in 1968. Subsequent plans

development in the city. Staff references

occurred in 1975, 1983, and 1997. Updates

the policies when making development

to the Future Development Guide of the

recommendations

1997 Plan were completed in 2003 and 2012.

approach

growth

the

Planning

Commission and City Council.

These previous plans and updates provide

Implementation Strategies & Actions:

a solid foundation and set the framework

Defined

for updating the comprehensive plan today.

actions

that

the

community

should undertake to achieve the overall community vision.

In 2017, the City initiated the Broken Arrow Next Comprehensive Plan with a horizon year of 2040 to create a cohesive vision that

will

accommodate

future

growth

and maintain the city’s high quality of life.

CHAPTER 1: INTRODUCTION

PLANNING PROCESS The Broken Arrow Next Comprehensive Plan

UNDERSTANDING

process was a year and a half endeavor that

The understanding phase consisted of an in-

assessed existing conditions, engaged the community, and created recommendations to guide future growth. The city contracted with a team of professional planners led by Halff Associates, a planning and engineering consulting firm, to lead the development of the plan. The process to create the plan followed a fivepart approach to understand, engage, create, evaluate, and recommend.

depth inventory of existing conditions and sought initial input from key stakeholders. This phase answered questions such as: How has Broken Arrow grown up to this point? What are the current issues and opportunities in Broken Arrow?

ENGAGEMENT The engagement phase consisted of public workshops, steering committee meetings, an online survey, and a planning charrette that helped gather feedback about the city to understand what the community wants to see in Broken Arrow and what are the city’s greatest strengths and weaknesses.

CREATION The creation phase consisted of developing the plan vision, guiding principles, and goals from the combined feedback from stakeholder interviews, online surveys, steering committee direction, and public workshops. This vision was used to guide ideas on future growth and development.

EVALUATION The evaluation phase occurred once future development alternatives were presented to the Broken Arrow community. Based on feedback, the project team created a proposed development scenario that served as the framework for subsequent plan recommendations.

RECOMMENDATION The recommendation phase resulted in the final policies and action items that the city can utilize as a road map for implementation.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

PLANNING PARTNERS While the City of Broken Arrow is the leading

There are three school districts within the

entity

implementing

incorporated city limits: Broken Arrow Public

this comprehensive plan update, there are

Schools, Union Public Schools, and Bixby Public

additional entities that are critical partners for

Schools. Portions of the Coweta Public Schools

achieving the plan vision.

boundary also fall within the unincorporated

for

developing

and

fenceline area of Broken Arrow. A branch of Broken Arrow extends across two counties,

the Tulsa Technology Center is also located

Tulsa and Wagoner, which means that the

in Broken Arrow and serves as a public

City coordinates with two separate counties

independent school district affiliated with

on issues related to roadway improvements,

the Oklahoma Department of Career and

annexation, and utility service. Development in

Technology Education. School districts can and

Tulsa County is far more urban and suburban

should be strategic partners with the City to

than the rural development that is more

effectively plan for growth, provide safe routes

prevalent in Wagoner County; this results

to schools, and potentially share facilities.

in different issues and priorities for the two counties. There are also two water districts

There are also two higher education institutions

that serve areas within Broken Arrow – the

within

Broken Arrow Municipal Water District and

State University and Rhema Bible College.

Rural Water District 4 that provides service

Opportunities to engage faculty and students

for areas of Wagoner County. Coordination

at these institutions is vital to retaining existing

between the two districts is critical as new

jobs and attracting new, educated residents

development occurs.

to Broken Arrow and advancing economic

Broken

Arrow

–

Northeastern

development opportunities in the community. The Indian Nation Council of Governments (INCOG)

serves

the

Metropolitan

Since Broken Arrow is part of a metropolitan

Planning Organization (MPO) for the Tulsa

area and many issues go beyond city limits,

Metropolitan Area (TMA) and provides long-

neighboring communities such as Tulsa,

range transportation planning services for

Fair Oaks, Coweta, and Bixby are critical to

the region. INCOG also provides mapping

engage during and after a comprehensive

services for most Broken Arrow departments,

planning effort to effectively address issues

including Development Services. Additionally,

and opportunities of both local and regional

the Oklahoma Department of Transportation

significance.

(ODOT) can provide funding and resources for transportation improvements identified in metropolitan transportation plans and local comprehensive plans and subsequent thoroughfare plan updates.

CHAPTER 1: INTRODUCTION

HOW TO USE THIS PLAN The plan is made up of twelve chapters that describe the planning process, present existing conditions, define the community vision, and present recommendations and actions for the City of Broken Arrow. The chapters are as follows:

INTRODUCTION

LAND USE AND DEVELOPMENT

Provides the context and purpose of the

Describes the recommended future

plan and outlines the plan document.

development guide and changes to the land use categories.

COMMUNITY PROFILE

TRANSPORTATION AND MOBILITY

existing

Describes the recommended multi-

conditions within the city including

modal transportation improvements

community

demographics,

based on existing conditions and

and

mobility needs within the city.

Provides

natural

overview history,

resources,

cultural

amenities. Existing plans are also assessed

understand

past

planning efforts.

COMMUNITY VISION Describes

the

engagement

efforts

Describes

the

that led to the ultimate plan vision

needs

statement,

and

accommodate

goals identified by the community. This

within the city.

guiding

principles,

chapter also presents the alternative development scenarios and preferred growth scenario.

COMMUNITY INFRASTRUCTURE

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

and

key

infrastructure

recommendations the

future

needs

PARKS, RECREATION, AND OPEN SPACE

DISTRICT STRATEGIES

Describes the overall recreation needs

Defines potential activity nodes,

for the city. This chapter is integrated

with the recently adopted Parks and

implementation strategies for future

Recreation Master Plan Update and will

nodal development.

districts,

and

the

summarize findings from this more indepth parks plan and address open space management.

HOUSING AND NEIGHBORHOODS

QUALITY OF LIFE

Presents existing housing conditions

Describes strategies for community

to recommend policies and strategies

identity, urban design, placemaking,

to preserve and enhance existing

healthy

neighborhoods.

culture, sustainability and resiliency,

community,

arts

and

public safety, and public education.

ECONOMIC PROSPERITY

IMPLEMENTATION

Presents the results of a market analysis

Discusses

how

the

and describes opportunities for future

plan

development and increased economic

prioritized based on the community

activity that can benefit Broken Arrow.

vision and current city initiatives.

recommendations

Implementation

overall can

strategies

are

defined and an action plan is created to help make the plan recommendations a reality.

CHAPTER 1: INTRODUCTION

COMMUNITY PROFILE

INTRODUCTION Spanning both Tulsa and Wagoner Counties,

Broken Arrow city limits and fenceline area

the land area within the incorporated city limits

within the greater Tulsa region.

of Broken Arrow as of 2018 is approximately 60.5 square miles. This plan also considers

This chapter presents an in-depth profile of

the

square

existing conditions within the community,

miles that is within the city’s fenceline area,

which is important to consider when making

which is the area that the city can annex in

recommendations for future growth and

the future. Currently, the city does not have

development. A brief history of Broken

authority over development that occurs within

Arrow is discussed, followed by an analysis of

its fenceline but outside the corporate limits.

demographic trends, a discussion of the built

Yet, it is important to plan for those areas in

environment, development opportunities and

case they become part of the incorporated

constraints, as well as a summary of relevant

city limits. Figure 2-1 depicts the location of

existing plans.

approximately

additional

169

I-44

75 I-244

I-44 97

364

351

I-44

Broken Arrow City Limits Broken Arrow Fenceline

FIGURE 2-1: Regional Context Map

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

12,000

24,000

48,000 FT

HISTORY Broken Arrow has a rich history beginning in

city. The Tulsa Technology Center, built in

the early 1800s. In 1826, Creek Indians were

1983, brought vocational training to the City.

relocated to Oklahoma from Georgia and

Northeastern

Florida and settled in the area that is now

a campus in Broken Arrow in 1999, which

Broken Arrow. In 1901, W. T. Brooks, N. L.

further expanded higher education options.

Sanders, W. N. Williams, and his brother M.

In the early 2000’s, a commercial and retail

C. Williams came to the Creek Nation and

development boom occurred and the city

established a general store and a cotton gin.

rapidly accelerated its transformation from

State

University

developed

a primarily residential community into a The town was platted on October 16, 1902,

thriving city.

and was approved as a township on May 4, 1903. That same year, the Missouri-Kansas-

In July 2005, the City of Broken Arrow adopted

Texas (MKT) Railroad Company constructed

the “Downtown Revitalization Master Plan”

a branch line that ran through Broken Arrow

to revive the city’s historic core. As a result

and brought hundreds of people into the city.

of the plan, the Broken Arrow Economic

Within six months, the town had established

Development Corporation was established in

a barber shop, lumber company, hardware

2007 to help guide economic development

store, dry goods and grocery store, pharmacy,

opportunities within the city. Later that year,

banks, and much more. The first school in

the “Advance Broken Arrow” campaign was

Broken Arrow started in 1904. Electricity was

initiated by the Broken Arrow Chamber

introduced in 1906, and the central water

system was established in 1910.

development opportunities within the city.

Broken Arrow remained a relatively small town

Since the adoption of the downtown master

until the 1960’s when it began to transform

plan, significant public and private investment

into a suburban city. The development of the

has created the thriving “Rose District” that

Broken Arrow Expressway in 1964 increased

serves as the civic, commercial, and cultural

access to Broken Arrow and created a direct

center for the community. In 2015, the Rose

route to Tulsa. The city became a preferred

District received the “Great Street Award”

residential choice for residents throughout

from the Oklahoma Chapter of the American

the region.

Planning Association. More recently, Broken

Commerce

expand

and

diversify

Arrow has been named the “Most Livable In the 1980’s and 1990’s, business and

Small City” in the country by the Conference of

residential development increased, and major

Mayors City Livability Program in 2018.

employers such as Flight Safety International and

Blue

Bell

Creameries

developed

manufacturing and office facilities within the

CHAPTER 2: COMMUNITY PROFILE

DEMOGRAPHIC TRENDS & POPULATION PROJECTIONS Analyzing past population patterns and current population characteristics are important elements of the Comprehensive Plan process. The following section describes demographic trends using data from the 2016 American Community Survey (ACS) Five-Year Estimates, the 2010 US Decennial Census, and the Broken Arrow Development Services Department. The decennial Census provides the most statistically valid demographic, economic, and housing information every ten years. For the years in between, the Census conducts surveys of a sample of the population and then develops estimates based on five years of samples. This section assesses where Broken Arrow has been, what it looks like today, and forecasts for what the community might look like in the future.

GROWTH TRENDS

AGE AND GENDER

The City of Broken Arrow has grown steadily

Age and gender characteristics are important

since 1970 as shown in Figure 2-2. From 1970

to assess in a comprehensive plan process.

to 2000 the city saw its largest growth spurt,

The median age of Broken Arrow has risen

growing from 11,787 people to approximately

steadily since 1980 from 26.9, to 29.9 when

74,859 people, which represents an increase

the 1997 plan was developed, to 36.8 in 2016.

of about 535%. According to the 2017 ACS

Compared to Oklahoma as a whole, the median

estimates the current population is 107,403,

age in 2000 was 35.5 and is 36.2 in 2016.

making Broken Arrow the fourth largest city in Oklahoma and the second largest city in

In 1980, the largest age cohort was ages 25-34.

the Tulsa region. The City is expected to grow

In 2016, the largest age cohort are ages 45-54.

to approximately 137,500 by the year 2040.

The age cohort that grew the fastest between median age for males is 35.5 years, and the

160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0

median age for females is 38 years. There is a fairly equal distribution of gender throughout all age cohorts as shown in Figure 2.3, except past age 45, when the percentage of females

2040

2030

2020

2010

2000

1990

1980

begins to exceed males.

1970

POPULATION

1980 and 2016 were those 85 and older. The

YEAR FIGURE 2-2: Population Growth (1970-2040)

Source: US Decennial Census, 2017 Population Estimates

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

RACE & ETHNICITY 4,500

Evaluating race and ethnicity characteristics are also important to establish an existing profile of a community. According to the

Under 5

2016 ACS estimates, 78.3% of the population

5 -9

is Caucasian. However, the city has become

10 - 14

American, Native American, and Asian races

increasingly more diverse since 1980. African now make up approximately 11% of the

14 - 19

population. Also, 9.2% of the population identifies as two or more races, which is above

20 - 24

the national average of 2%. Table 2-1 depicts the racial composition in 2016.

25 - 29

AGES

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500

PEOPLE

30 - 34

The Census considers Hispanic and Latino

35 - 39

figures are counted separately as shown

origins to be an ethnicity, not a race, so those in Table 2-2. In 2016, 7.4% of Broken Arrow

40 - 44

residents are characterized as being of Hispanic or Latino ethnicity.

45 - 49

TABLE 2-1: Race Characteristics (2016)

Source: 2012-2016 American Community Survey

50 - 54

TOTAL POPULATION

55 - 59

104,869 100.0%

Race

# of People

% of Pop

Caucasian

82,118

78.3%

African American

4,179

4.1%

65 - 69

American Indian/ Alaska Native

4,006

3.5%

70 - 74

Asian

3,443

3.3%

Native Hawaiian/ Pacific Islander

0.0%

Some Other Race

1,481

0.1%

Two or More Races

9,623

8.4%

60 - 64

75 - 79 80 - 84

TABLE 2-2: Ethnicity Characteristics (2016)

85 +

Source: 2012-2016 American Community Survey

Male Female FIGURE 2-3: Age and Gender Characteristics (2016) Source: 2012-2016 American Community Survey

TOTAL POPULATION

104,869 100.0%

Ethnicity

# of People

% of Pop

Hispanic or Latino

7,731

7.4%

Not Hispanic or Latino

97,138

92.6%

CHAPTER 2: COMMUNITY PROFILE

HOUSING

INCOME

Household characteristics are an important

In 2016, the median household income

element of comprehensive plans since they

for Broken Arrow was $68,596, which is

can indicate future housing needs. According

approximately $25,500 greater than the

to the American Community Survey, in 2016

City of Tulsa.

there were 40,201 housing units in Broken Arrow. 83.5% of those units are single family

The median household income in Broken

detached residences. 8.9% of housing units

Arrow has also increased about $15,000

were built before 1970, 85.8% were built

over the last 16 years, outpacing increases in

between 1970-2009, and 5.3% were built in

cost of living.

2010 or later. Tables 2-3 and 2-4 show comparisons of the The owner-occupied housing unit rate in

median household income in Broken Arrow

Broken Arrow is 74.9% based on the 2016

and other geographies.

ACS estimates. That is approximately a 3%

TABLE 2-4: Median Household Income Comparison (2016)

decrease from the 2010 Census, indicating growth in the number of renters.

Source: 2012-2016 American Community Survey Estimates

City

2016 Population

2016 Median Household Income

According to the City of Broken Arrow, it is estimated that approximately 1,640 housing units have been added to the housing stock since the 2016 ACS estimates. More housing statistics are assessed in the Housing and Neighborhoods Chapter.

TABLE 2-3: Median Household Income Comparison (2000-2016) Source: 2000 US Decennial Census, 2006-2010 American Community Survey, 2012-2016 American Community Survey

2000 Broken Arrow

$53,507

2010 $63,830

2016 ACS $68,596

Tulsa MSA

N/A

$46,494

$50,950

Oklahoma

$33,400

$42,979

$48,038

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Oklahoma City

620,015

$50,070

Tulsa

391,906

$43,045

Norman

118,974

$52,484

Broken Arrow

104,869

$68,596

Lawton

96,728

$43,674

Edmond

88,342

$74,632

Moore

59,501

$60,474

Midwest City

56,930

$45,695

Enid

50,891

$47,747

Stillwater

48,104

$29,093

Muskogee

38,605

$36,232

Bartlesville

36,499

$50,418

Owasso

33,598

$67,340

Shawnee

31,091

$37,906

Ardmore

25,027

$45,576

Ponca City

24,753

$41,591

Yukon

25,293

$65,986

Duncan

23,240

$40,243

Del City

21,962

$42,245

Sapulpa

20,546

$43,961

Altus

19,422

$41,233

Bethany

19,582

$45,446

Sand Springs

19,509

$53,079

Claremore

18,999

$40,206

McAlester

18,255

$42,123

El Reno

18,170

$45,095

EMPLOYMENT CHARACTERISTICS Broken Arrow is home to the third largest manufacturing hub in the state, with many employees working in the energy sector. The largest sectors of employment are education, health, and social services, with almost 12,000 people employed in this category. According to the Bureau of Labor Statistics, in 2016 the unemployment rate in Broken Arrow was 3.2% and 4.4% statewide. The unemployment rate in Broken Arrow has been below the state and regional average consistently over the past decade. Approximately 2,100 people worked from home in 2016, meaning the majority of employed

citizens

travel

work.

The

average travel time to work for Broken Arrow residents is 20.6 minutes and only 10.9% of the population have a commute less than ten minutes. Furthermore, in 2016, only 28.5% of residents were employed in the City of Broken Arrow, indicating that the majority work in another municipality. Additional employment statistics are described in the Economic Prosperity Chapter.

CHAPTER 2: COMMUNITY PROFILE

OTHER POPULATION STATISTICS There are additional population characteristics that are important to consider when developing a comprehensive plan; understanding the educational attainment of individuals, individuals that are Limited English Proficient (LEP), number of individuals living below the poverty line, individuals with disabilities, and households with no cars is important to ensure that recommendations in the comprehensive plan are equitable.

EDUCATIONAL ATTAINMENT Educational

attainment,

level

As shown in Table 2-5, Broken Arrow is well

of education received, is important for

above regional and state averages for the

understanding how to accommodate and

percentage of population with an Associate’s

communicate

community

or Bachelor’s degree. In 2016, 32.6% of

needs. Educational attainment is also an

residents 25 and older had a Bachelor’s degree

important component of attracting families,

or higher, compared to 26.6% in the greater

professionals,

are

Tulsa region, and 24.4% in the entire state.

looking for educational opportunities and

Only 1.8% of adults 25 and over in Broken

educated workers.

Arrow have received less than a high school

and

variety

highest

employers

who

education. This is well below both the region and the state percentages. TABLE 2-5: Educational Attainment Comparison (2010-2016)

Source: 2006-2010 and 2012-2016 American Community Survey Estimates

Education Attainment

Broken Arrow

Tulsa MSA

2010

2016

Population 25 years or older

60,512

68,601

597,920

Less than 9th grade

2.1%

1.8%

4.1%

3.8%

4.8%

4.3%

9th to 12th grade, no diploma

4.8%

4.7%

8.5%

7.4%

9.8%

8.5%

High school graduate

24.3%

24.7%

30.8%

29.9%

32.6%

31.6%

Some college, no degree

29.1%

26.1%

23.8%

23.5%

23.7%

Associate degree

9.1%

10.0%

8.0%

8.5%

6.7%

7.4%

Bachelor's degree

22.4%

23.3%

17.2%

18.3%

15.2%

16.3%

Graduate or Professional degree

8.2%

9.3%

7.7%

8.3%

7.4%

8.1%

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

2010

Oklahoma

2016

2010

639,924 2,380,819

2016 2,534,278

LEP

DISABILITIES

Limited English Proficient (LEP) individuals

People with disabilities have different needs

are those that have trouble speaking, writing,

and considerations that should be taken

reading,

into

understanding

English.

The

account

during

the

comprehensive

percentage of LEP individuals is very low in

plan process. In 2016, Broken Arrow’s total

Broken Arrow - only 3.2% of households are

population with disabilities was 7.7%, which is

considered LEP by the 2016 ACS estimates,

about 3% less than the Tulsa region and 4% less

which is less than the Tulsa region and entire

than the state. The gradually aging population

state as shown in Table 2-5.

of Broken Arrow is a major consideration when determining what types of development might be appropriate for future growth.

POVERTY

ZERO-CAR HOUSEHOLDS

The national poverty line is determined annually

Zero-car households are households that

by the Department of Health and Human

do not have access to a working vehicle -

Services. In Broken Arrow, the percentage

either as a lifestyle choice or due to limiting

of residents living below the poverty line in

circumstances. In 2016, the percentage of

2016 was 8.0%. This is significantly less than

households in Broken Arrow without a car was

the percentage of impoverished individuals

1.1%, which is less than both the Tulsa region

in the Tulsa region and Oklahoma as shown

and the state.

in Table 2-6.

TABLE 2-6: Population Comparison (2016)

Source: 2012-2016 American Community Survey Estimates

Characteristic

Broken Arrow

Tulsa MSA

Oklahoma

Individuals with Limited English Proficiency

3.2%

4.3%

4.0%

Individuals Living Below the Poverty Line

8.0%

14.9%

16.5%

Individuals with Disabilities

7.7%

12.8%

13.9%

Zero-Car Households

1.1%

2.1%

2.0%

CHAPTER 2: COMMUNITY PROFILE

ESRI TAPESTRY SEGMENTS The market segmentation system called Tapestry Segmentation by the Environmental Systems Research Institute (ESRI) divides the population into socioeconomic and demographic groups. These are generalizations of the population that can provide insight on the needs and demands of citizens beyond data from the Census and other sources. In Broken Arrow, the top five tapestry segments are shown in Figure 2-4. The tapestry segments reveal that the city is mostly made up of family-oriented households. Each of the top segments are family oriented and well educated residents of Broken Arrow that mostly own property. There is more detail on the tapestry segments in the Economic Development chapter. Soccer Moms: Affluent, family-oriented market with a country flavor that prefer housing away from the city.

15.4% Home Improvement

15.3%

Home Improvement: Married-couple families in

Middleburg

10% Bright Young Professionals

16.3% Soccer Moms

Top 5 ESRI tapestry segments in Broken Arrow

9.5% Green Acres Green reen Acres Acre

FIGURE 2-4: Tapestry Segmentation in Broken Arrow

suburban households that are mostly owner-occupied. Middleburg: Conservative, family-oriented consumers in semi-rural subdivisions that are growing in size & assets. Bright Young Professionals: Young, educated professionals that are in the urban outskirts of metros. Green Acres: Country-living and do-it-yourselfers residents that live in the outskirts of urban areas.

NATURAL AND CULTURAL RESOURCES G

The City is within the U.S. Department of

District, Ray Harrell Nature Center and Park,

Agriculture (USDA) Hardiness Zone 7a and the

and the Museum of Broken Arrow. Additional

EPA Ecoregion 40 of the Central Irregular Plains.

historic sites are documented in the Visit

The Central Irregular Plains have a mix of land

Broken Arrow website. Broken Arrow has one

use types but are primarily characterized by

site on Oklahoma’s Register of Historic Places:

farmland due to the generally fertile soils.

the Broken Arrow Elementary-Junior High

Broken Arrow is just north of the Arkansas

School built in 1925.

River and west of the Verdigris River and surrounded to the south by numerous natural

Additionally, the Broken Arrow Genealogical

features and wildlife. Other resources within

Society formed in 1976 and is designated to

the city include creeks, ponds, greenbelts, and

encourage the preservation of local history.

vegetated areas.

Sites such as the 1903 Katy Depot, the AuburnCord-Duesenberg factory, Camp Russel -

Broken Arrow also has numerous cultural

1944 Boy Scout Camp, 1906 Ice and Electric

amenities such as the Community Playhouse,

Power Plant, and the 1903 Kentucky Colonel

Veterans Park, Military History Center, Broken

Hotel have been documented to preserve

Arrow Performing Arts Center, the Rose

local character.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Military History Museum

National Register of Historic Places - Elementary School Museum Broken Arrow Performing Arts Center

Broken Arrow Community Playhouse

Ray Harral Nature Center and Park

City Limits Fenceline Cultural Amenities Rivers/Streams 500-year Floodplain 100-year Floodplain 0

4,000

8,000

16,000 FT

FIGURE 2-5: Natural and Cultural Resources Map

CHAPTER 2: COMMUNITY PROFILE

BUILT ENVIRONMENT The built environment in Broken Arrow

The primary physical constraints of the city are

suburban

the natural and physical barriers that prevent

community. Commercial and retail uses

development connectivity. Major highways

are concentrated along highways and at

traverse the city with limited safe crossing

intersections of arterials. Residential and

points for alternative forms of transportation.

supporting uses are located within the

The city is also bisected by a freight rail line.

consistent

with

growing

major block areas that are typically one square mile. There are thriving businesses

The primary opportunities within the city

and manufacturing centers surrounding the

are undeveloped land, growth potential to

highways and railroads, and the downtown

the east, proximity to Tulsa, proximity to

has become an entertainment and cultural

the Tulsa International Airport and Port of

core within the center of Broken Arrow.

Catoosa, existing natural systems, and existing employment and education centers that could

The Broken Arrow fenceline area (which includes the incorporated area of the City as well as the area in which the City could annex in the future) extends eastward to the Verdigris River. Figure 2-6 shows the city limits and fenceline area as of 2018. The eastern part of the fenceline area is rural in character and mostly undeveloped.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

be expanded.

City Limits Fenceline Floodplain

4,000

8,000

16,000 FT

FIGURE 2-6: Broken Arrow Study Area Map

CHAPTER 2: COMMUNITY PROFILE

EXISTING REGULATORY FRAMEWORK Zoning in Broken Arrow is regulated by

that establishes additional design standards

Ordinance 2931 of the Broken Arrow City

for the area around the Rose District to

Code which was approved by the City

promote quality residential and commercial

Council in 2008. The Zoning Ordinance and

development.

subsequent updates

TABLE 2-7: Current Zoning Districts

follow the provisions

of Title 11, Oklahoma Statutes, sections 1143-101 to protect the general health, safety, and general welfare of citizens to implement

District Type Agricultural

Ref.

District Name

A-1

Agricultural

Residential Estate

RS-1

Single Family Residential

R-2

Single Family Residential

RS-2

Single Family Residential

RS-3

Single Family Residential

RS-4

Single Family Residential

Residential Duplex

Supplemental documents that help guide

Residential Multi-Family

development in Broken Arrow include:

RMH

Residential Mobile Home Park

R-1

Single Family Residential

R-3

Single Family Residential

Neighborhood Mixed-Use

Community Mixed-Use

Downtown Mixed-Use Core

Downtown Fringe

Office Neighborhood

Commercial Neighborhood

Commercial General

Commercial Heavy

Industrial Light

Industrial Heavy

PUD

Planned Unit Development

Floodplain

DRO

Downtown Residential Overlay

HDO

Highway Design Overlay

the comprehensive plan. Table 2-7 shows the current zoning districts. The Zoning Ordinance describes regulations on land use and density, block size, and additional elements that help the city guide development patterns. A simplification of the

Active Residential

current zoning map is shown in Figure 2-7.

Land Subdivision Code: LAND SUBDIVISION CODE

Engineering Design Criteria Manual:

Inactive Residential

CITY OF BROKEN ARROW ENGINEERING DESIGN CRITERIA MANUAL

CITY OF BROKEN ARROW OKLAHOMA ADOPTED BY CITY COUNCIL ON JUNE 21, 2010 REVISION NO. 1 APPROVED JANUARY 28, 2011

Mixed-Use

BROKEN ARROW CITY COUNCIL

Approved by the Planning Commission July 22, 2010 Ordinance No. 3121 adopted by the City Council on September 7, 2010 Amended 8-16-11, Ord No. 3169 Amended 12-18-12, Ordinance No. 3219 Amended 03-17-2015. Ordnance No. 3335

Mike Lester, Mayor Craig Thurmond, Vice-Mayor Richard Carter, Council Member Wade McCaleb, Council Member Jill Norman, Council Member

David L. Wooden, P.E., City Manager

Updated July 25, 2017

The Land Subdivision Code provides a clear process for how land can be subdivided

Commercial/ Industrial

(platted) and developed. The Engineering Design Criteria Manual sets forth minimum standards for the design of public and private improvements such as sidewalks, streets, and infrastructure. Additionally, the City adopted a Downtown Residential Overlay District in January 2018

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Special Purpose and Overlays

Agriculture Commercial Flood District Industrial Office Single Family Residential Multi-Family Residential City Limits Fenceline 0

4,000

8,000

16,000 FT

FIGURE 2-7: Simplified Zoning Map (2018)

CHAPTER 2: COMMUNITY PROFILE

EXISTING PLANS AND STUDIES BROKEN ARROW’S STRONG LEGACY OF PLANNING The City of Broken Arrow has a long history of developing comprehensive plans to guide growth and development in a conscientious and

well-informed

manner.

These

prior

planning efforts have had a direct and highly positive impact on the City and are largely responsible for the strong position of Broken Arrow today. This section provides a brief overview of how each subsequent plan builds upon one another.

1968 Comprehensive Plan Cover

1975 Comprehensive Plan Cover

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

1968 Comprehensive Plan Land Use Map

The first comprehensive plan for Broken

1990 and assessed development density

Arrow was adopted in 1968; it included a

and created an industrial and commercial

land use plan and trafficways plan to guide

node concept.

future roadway improvements. The plan was centered around the ‘neighborhood concept,’

The 1983 plan first introduced the concept of

in which the neighborhood block is the basic

land use intensity which was ground-breaking

unit of a community that should include an

at the time and is still in place today. This

elementary school and park and should be

was also the first time that floodplains were

safe and convenient. Another component

shown on the future land use map as areas

of the 1968 plan was a discussion of desired

that should be preserved and not developed.

development patterns in the Central Business

Major policies that were introduced included

District, now known as the Rose District.

topics such as development intensity patterns and areas intended to remain rural.

The

following

comprehensive

plan

was

adopted in 1975; it refined the neighborhood

The current comprehensive plan was adopted

concept model originally introduced in the

in September 1997, which is described more

1968 plan. This plan also projected what the

fully in the following section.

extents of development would be in the year

1983 Comprehensive Plan Map

CHAPTER 2: COMMUNITY PROFILE

1997 COMPREHENSIVE PLAN At

the

time

the

September

1997

Comprehensive Plan, less than half of Broken Arrow was built out and there was major concern about Tulsa retail growth impacting Broken Arrow sales tax dollars. The 1997 plan builds upon the previous plans from 1968, 1975, and 1983. Concerns and needs brought up by Broken 1997 Comprehensive Plan Future Development Guide

Arrow residents centered around recruitment of new industries, entertainment options for

families,

quality

community

image,

diversity of housing, plan longevity, and future infrastructure needs. Opportunities discussed were the location within the growing metropolitan area, future roadway expansion, and the potential of downtown as a vibrant community center. The

plan

continued

the

intensity-based

land use system still in place today that defined seven levels for future growth: Rural Residential, Urban Residential, Transition Area, Commercial/Employment Nodes, Downtown Area,

Regional

Employment/Commercial,

and Major Industrial. The plan created three scenarios - Corridor Model, Garden City Model, and Town Center Model - to establish a final land use development guide. The Future Development Guide was updated in 2003 and 2012. The 2003 update reflected the expansion of the Broken Arrow fenceline to encompass the Creek Turnpike. The 2012 1997 Comprehensive Plan Scenario Model

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

update incorporated new development that had occurred over the preceding decade.

2005 DOWNTOWN MASTER PLAN The 2005 Downtown Master Plan assessed a two square mile planning area just north and south of the railroad along Main Street. The plan defined six primary goals: 1. Downtown as the Civic/Cultural Heart of the Community 2. Healthy Downtown Neighborhoods 3. A Unique and Identifiable Image

2005 Downtown Master Plan Cover

for Downtown 4. An Enhanced Downtown Transportation Network 5. A Strong Retail/Mixed-Use Core 6. Diverse Funding Strategies

Through the planning process the core and fringe areas were defined to prioritize redevelopment and expansion of downtown opportunities. The primary recommendations were separated into eight categories of public use, placemaking, private use, gateways, private

investment,

parking

support,

and planning. Each recommendation focused on the idea of creating a sense of identity for downtown and connecting the entire district. To

ensure

the

plan

was

implemented,

the Downtown Advisory Board (DAB) was established in 2005. The DAB has since 2005 Downtown Master Plan Graphic

led to the creation of the Rose District, the entertainment and arts district, and $40 million in public investment and $20 million in private investment. In 2018, it was recognized that the DAB had achieved its mission, and the Board was dissolved.

CHAPTER 2: COMMUNITY PROFILE

2008 PARKS MASTER PLAN/2018 UPDATE The 2008 Parks Master Plan was developed to cover growth in the City’s park system through the year 2025. The plan reviewed the City’s then existing inventory of 760 acres of public open space and defined 5 park classifications: mini, neighborhood, community, regional, and private parks. The main goals of the plan were to create a hierarchy of strategies to fulfill recreational needs, maintain current recreation amenities, harmonize recreational development with the existing environment, ensure funding, and develop a comprehensive trails system. 2008 Park Master Plan Cover

The public expressed five primary interests that were identified in the plan: special events, sports

and

athletics,

passive

recreation,

fitness, nature activities.

BROKEN ARROW

Currently, the Parks and Recreation Master

PARKS AND RECREATION MASTER PLAN

maintain the most up-to-date vision for

MARCH 1, 2019 DRAFT

Plan is in the process of being updated to Broken Arrow’s parks and recreation facilities. The development of the Parks and Recreation Plan is happening in conjunction with the Comprehensive Plan process to ensure the processes are integrated.

2019 Park Master Plan Cover

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

2015 INCOG GO PLAN The 2015 INCOG GO PLAN is the regional bicycle and pedestrian master plan for the Tulsa metropolitan area, including Broken Arrow.

Six

primary

goals

were

defined

for the plan: 1. Implement and maintain a connected network of bike and ped facilities 2. Improve safety and security for all users 3. Increase local bike and ped mode share 4. Implement public education campaigns and programs 5. Become recognized as walk and bicycle friendly communities 6. Pursue funding for infrastructure

2015 INCOG GO Plan Cover

The plan identified issues related to regional and local bicycle amenities for the city. Primary concerns deal with the large roadway and railroad barriers that disconnect major key destinations and recreational areas. Primary

recommendations

for

the

plan

focused on creating safer and more connected infrastructure. Recommendations specific to Broken Arrow included: ff Prepare design guidelines for bike and pedestrian facilities; ff Revise trail connectivity requirement; and ff Prioritize consolidation of driveways in commercial areas.

2015 INCOG GO Plan Analysis Graphic

CHAPTER 2: COMMUNITY PROFILE

COMMUNITY VISION

INTRODUCTION The vision for the Broken Arrow Next Comprehensive Plan reflects the ideas, needs, and desires of community leaders, staff, and citizens. A variety of engagement techniques were utilized to develop this collective

vision

throughout

the

plan’s

development. Specific methods used to gather input included the creation of a Steering Committee and Technical Advisory Task Force, stakeholder interviews, four public workshops, design charrette, and an online survey. This chapter details the various engagement methods and presents the overall community vision that serves as the basis for the rest of this plan document.

TECHNICAL ADVISORY TASK FORCE STAKEHOLDER INTERVIEWS

STEERING COMMITTEE

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

PUBLIC WORKSHOPS

PUBLIC ENGAGEMENT

ADVISORY COMMITTEES The Comprehensive Plan Steering Committee

Additionally, a Technical Advisory Task Force

was formed at the beginning of the project to

made up of approximately twenty Broken

serve as an advisory body that helped define

Arrow department heads and managers was

the plan vision and reviewed key deliverables

also a critical sounding board during the plan

throughout the project.

process. They provided key input on other department initiatives to be integrated into

Members included the Mayor and City Council,

the plan. The task force also met six times

the Planning Commission, representatives

throughout the course of the project to provide

from the Chamber of Commerce, Economic

guidance and review major deliverables.

Development

Corporation,

Broken

Arrow

Public Schools, Union Public Schools, Tulsa County Health Department, and citizens appointed by each of the councilmembers. The advisory body met six times throughout the course of the project.

CHAPTER 3: COMMUNITY VISION

STAKEHOLDER INTERVIEWS In order to get input from key stakeholders in a more candid setting, the project team conducted

approximately

one-on-one

stakeholder interviews at the beginning of the

plan

process.

community

leaders,

Interviewees city

staff,

included business

owners, cultural entities, developers, realtors, education providers, and a cross-section of residents. A copy of the questions asked during each stakeholder interview is included in the Appendix. Figures 3-1 and 3-2 illustrate the key findings from these interviews that helped form the overall plan vision.

Broken Arrow Comprehensive Plan Update – Vision 40 City of Broken Arrow, OK

STAKEHOLDER INTERVIEWS Interview of: ____________________________

Card: (Tape/ list contact information)

Interviewed by: _________________________ Date & Time:

_________________________

Length of Time Living in Broken Arrow:_______ General area of the city you live in:__________ I. II. III.

Individual Introductions and Overview Any Questions Before We Start? Interview

Please answer the following questions from your personal perspective. These are intended to serve as a framework for our discussion. 1. When you think of Broken Arrow, what is the first mental image you have of the city (check the most appropriate one for you)? ____________________________________________________________________________ ____________________________________________________________________________ 2. What words or phrases best describes “Broken Arrow” today? ____________________________________________________________________________ ____________________________________________________________________________ 3. Do you think Broken Arrow provides its citizens a superior quality of life? ____ Agree ___ Somewhat Agree ____ Somewhat Disagree ____ Disagree ____ Not sure 4. Is Broken Arrow an aesthetically pleasing and interesting place to bring visitors? ____ Agree ___ Somewhat Agree ____ Somewhat Disagree ____ Disagree ____ Not sure 5. Is Broken Arrow a high-quality community for raising a family? ____ Agree ___ Somewhat Agree ____ Somewhat Disagree ____ Disagree ____ Not sure 6. There are multiple “themes” that a community can consider when thinking about its future. Which of the following do you think are the most important to address to create a bright future for Broken Arrow? Please ranks these from 1 to 8. We will start with the three that you think are the most important.

Transportation (all types) Quality of Life (Parks, Culture) Healthy Community Housing and Neighborhoods Community Resiliency

Sustainability Economic Prosperity Community Character/PlaceMaking Other? _______________________

January 2018 – Stakeholder Interviews Comprehensive Plan

Stakeholder Interview Questionnaire

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Broken Arrow

BROKEN ARROW TODAY

VIBRANT

SMALL TOWN

CONSERVATIVE

COMMUNITY

GROWING

YOUNG RETAIL

HIGH STANDARDS

POSITIVE

OPEN LAND STAND ALONE

OPPORTUNITY

ATTRACTIVE

HISTORIC

SPRAWL

MANUFACTURING

SAFE SCHOOLS

PARKS

PROGRESSIVE

AFFORDABLE ORDERLY HOME

FRIENDLY

FAMILY ORIENTED

POTENTIAL

SUCCESS DIVIDED

FIGURE 3-1: Interview Responses: Broken Arrow Today

WALKABLE SMALL TOWN FEEL

SMART GROWTH

FAMILY FRIENDLY

UNIQUE CLEAN CITY

DESTINATION PHYSICALLY ACTIVE

3RD LARGEST CITY IN OK

EMPLOYMENT OPTIONS

SEPARATE HIGH SCHOOLS

VIBRANT QUALITY JOBS

BEST SCHOOLS

DIVERSE BEAUTIFUL

ENTERTAINMENT OPTIONS SELF SUSTAINING

UPDATED

BROKEN ARROW TOMORROW

SAME DIRECTION MORE PROSPEROUS LOCAL BUSINESS

COHESIVE IDENTITY

FIGURE 3-2: Interview Responses: Broken Arrow Tomorrow

STATE OF THE ART CULTURAL AMENITIES

COSMOPOLITAN CHAPTER 3: COMMUNITY VISION

PUBLIC WORKSHOPS A total of four (4) public workshops were held at different stages of the plan development process to gather input from the public. The first public workshop was held in March 2018 to introduce the public to the comprehensive plan process. A brief introductory presentation was made and then attendees were invited to interact with a total of nine stations each related to a major topic of the plan. At each station, attendees were asked to prioritize elements that they would like to see in Broken Arrow and also share what they perceive to be the existing issues and opportunities related to each topic. Next, a multi-day design charrette was held in June 2018 to develop the alternative growth scenarios with input from the Steering Committee, Technical Advisory Task Force, and key stakeholders. At the end of the week, a second public workshop was held to present the three alternative development scenarios and seek feedback. The scenario

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

alternatives are discussed in more detail later in this chapter. Visioning exercises for the Parks Master Plan were also conducted at this second public workshop. The third public meeting was held in September 2018 to present preliminary plan concepts and recommendations. Meeting attendees visited stations related to major plan topics and provided feedback on preliminary plan concepts. A presentation was held about the preliminary plan recommendations and feedback was taken to determine refinements of the plan concepts. The fourth and final public meeting was held in March 2019 where major elements of the draft comprehensive plan and park master plan were presented. A major focus of these meetings was also on implementation action items. The meeting boards from each of the public workshops are included in the Appendix.

CHAPTER 3: COMMUNITY VISION

COMMUNITY SURVEY Public opinion surveys are an additional way

Additionally,

approximately

38%

to obtain critical feedback from residents,

respondents worked in Broken Arrow and

especially from those who are unable to

33% of respondents worked in Tulsa. The

attend meetings in person. The combined

other 29% of respondents either did not work

survey for the comprehensive plan and parks

or worked outside of Broken Arrow or Tulsa.

master plan was conducted in March through April 2018. Just over 1,200 people responded

Figures 3-4 and 3-5 show the responses for

to the survey over the two-month period. The

satisfaction with Broken Arrow on a variety

following section describes key findings from

of different aspects. Overall the survey found

the survey; the complete survey results can be

that survey respondents were satisfied with

viewed in the Appendix.

Broken Arrow

as a place to live, with the

overall quality of life, and with the city’s overall Only 2% of survey respondents did not

image and reputation. The lowest satisfaction

live within Broken Arrow and over 52% of

response was the quality of Broken Arrow

respondents have lived in Broken Arrow for

as a place to work which may reflect the

more than 15 years.

availability of higher quality jobs or number of respondents who are retired or work within

Respondents were fairly equally distributed among the different City Council districts of Broken Arrow with approximately 26% of respondents living in Areas 1, 12% in Area 2,

the city of Tulsa.

How satisfied are you with Broken Arrow? Overall Quality of Life

27% in Area 3, and 27% in Area 4 as shown in Figure 3-3. Approximately 6% of survey respondents live within the unincorporated

Quality of City Services

areas of Wagoner County. Image & Reputation

I-44

TULSA COUNTY

364

Place to Retire

1 2

169

351

Place to Do Business 51

364

Place to Raise a Family

WAGONER COUNTY

Place to Work

Place to Live

FIGURE 3-3: Survey Respondents Area Map FIGURE 3-4: Survey Results

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

20 40 60 80 100

When asked about how satisfied residents are

L Quality of Life

with the City’s current initiatives, overall the majority of respondents were satisfied with Place to Live

Reputation

Overall Image

Place to Raise a Family

% 91 or more

current plans and public engagement efforts. Figure 3-6 illustrates the top voted initiatives. Citywide characteristics that drew respondents to Broken Arrow include: excellent schools, low crime, small town environment, proximity

Overall Satisfaction

to work, friendly, affordable, family oriented, suburban, quiet, and the overall community.

FIGURE 3-5: Survey Results

Figure 3-7 illustrates the top characteristics that drew residents to the city.

How satisfied are you with Broken Arrow in each of the following areas? Maintaining

What characteristics influenced you to live in Broken Arrow?

quality of life

FRIENDLY

PROXIMITY TO WORK

QUIET

Value for taxes paid

FAMILY

SCHOOLS SMALL TOWN FEEL

SAF E

Developing vision

LOW CRIME AFFORDABLE COMMUNITY

Listening to citizens

FIGURE 3-7: Survey Results

Encouraging citizen involvement

Encouraging economic growth

80 100

FIGURE 3-6: Survey Results

CHAPTER 3: COMMUNITY VISION

Figure

3-8

represents

the

top

rated

Specific

areas

needing

pedestrian

neighborhood issues that should be addressed

infrastructure according to respondents are

in Broken Arrow. Safety, street maintenance,

areas by schools, in older neighborhoods,

traffic flow, quality of schools, and public

within southern parts of Broken Arrow, within

utilities were the most highly ranked as priority

the Rose District, and along key transportation

issues for the city to focus their efforts.

corridors, as identified in Figure 3-10.

Furthermore, according to the survey, 87% of respondents feel that traffic congestion is an issue in Broken Arrow. Areas noted as the most congested included 9th Street (Lynn Lane)

53%

46%

Sidewalks

47%

Trails

Bicycle Lanes

between Albany Street (61st) and Kenosha Street (71st) and Elm Place between Houston 40%

Street (81st) and Washington Street (91st).

38%

Shuttle Service

When asked about transportation modes that should be more available in the future, sidewalks (53%), trails (46%), and bicycle lanes (47%) were the top three modes chosen, as

Bus

Top FIVE Desired Important Transportation Modes FIGURE 3-9: Survey Results

shown in Figure 3-9.

OLDER NEIGHBORHOODS

111TH STREET LYNN

92% Quality of Schools

92% 96% Safety

Neighborhood Priorities

Public Utilitie

SOUTH BROKEN ARROW

FIGURE 3-8: Survey Results

Respondents could select multiple answers, percentages do not add up to 100%.

LANE

SCHOOLS

92%

Street Maintenance

ELM STREET

96%

Traffic Flow

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

ROSE DISTRICT NEW ORLEANS

Areas Needing Pedestrian Improvement FIGURE 3-10: Survey Results

There was also a section of the survey dedicated to parks and recreation needs. Overall, 82% of residents are satisfied or very satisfied with the quality of parks, recreation and open space in Broken Arrow. Figures 3-11 and 3-12 illustrate the most desired types of sports and athletic fields and indoor recreation amenities. Additionally, when asked what types of parks were important to add to the city, respondents chose mid-size parks within neighborhoods with a playground and pavilion (81%), natural open areas (77%), and large community parks for sports and activities (73%).

OTHER ENGAGEMENT EFFORTS A project website was developed to share project news, serve as a document repository, and post meeting announcements. Visitors to the website had the opportunity to sign up for updates which were sent out periodically via Constant Contact. Additionally, the project team attended the Broken Arrow Annual Homeowner’s Association meeting in March 2018 to inform active residents of the plan update and encourage them to stay involved throughout the planning process.

44%

47%

Baseball Fields

Soccer Fields

49%

41%

Basketball Courts

Softball Fields

Desired Athletic or Sports Fields

FIGURE 3-11: Survey Results

Respondents could select multiple answers, percentages do not add up to 100%.

Active Adult Recreation Areas

Senior Centers

Indoor Walking/ Jogging Track

70% or more

Indoor Swimming

Desired Indoor Recreation Amenities

FIGURE 3-12: Survey Results

Respondents could select multiple answers, percentages do not add up to 100%.

CHAPTER 3: COMMUNITY VISION

KEY PUBLIC INPUT FINDINGS A wealth of perspective and information

was gathered from the advisory committee meetings,

stakeholder

interviews,

public

workshops, charrette, and online community

LAND USE AND DEVELOPMENT

survey. This section highlights the key input received for each of the major plan elements.

•

Keep the Land Use Intensity System (LUIS)

The vision framework discussed later in this

for Future Development Guide since it

chapter was developed in response to the

is well-known and understandable to

overall findings from the engagement phase.

the public and has worked well for city development processes •

Consider updates to the city’s fenceline and annexed area to respond to growth around the city

•

While growth is desirable, maintain the small-town feel unique to Broken Arrow

M •

Address

MOBILITY

traffic

congestion,

especially

at key areas •

Create

walkable

areas

throughout the city •

Incorporate highway access improvements in growing areas of the city

•

Build upon and even expand the potential recommendations for bicycle/pedestrian infrastructure that was developed in the INCOG GO Plan

•

Improve

the

appearance

key

street corridors •

Key Public Workshop results included prioritizing road widening, the development of complete streets, and easing congestion

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

CI •

COMMUNITY INFRASTRUCTURE

Explore options to address inadequate water and wastewater infrastructure in portions of the City and its fenceline within Wagoner County, especially for larger, more desirable employment opportunities

•

Explore options to address concerns about continued maintenance of floodplain areas, especially by private property owners

•

Key Public Workshop results included prioritizing

stormwater

management,

emergency services, hazard mitigation, and growth management

P •

PARKS, RECREATION, AND OPEN SPACE

Improve aging facilities and amenities within the parks system

•

Ensure public parks and open space are

included

with

new

residential

developments when possible •

Improve

trail

connectivity

throughout the city •

Incorporate floodplains as trail greenbelts where possible

•

Key Public Workshop results included prioritizing

festivals/events,

sports

tournaments, and passive parks •

Assess opportunities to create public recreation

amenities

along

the

Arkansas River

CHAPTER 3: COMMUNITY VISION

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

H •

HOUSING AND NEIGHBORHOODS

Increase the diversity of housing choices in

•

Broken Arrow • • •

•

Ensure quality of residential development

Support and maintain the Rose District as the primary center of community

•

Use the Rose District as a model for

moving forward

smaller-scale districts in other parts of the

Improve opportunities for ‘aging in place’

City, but do not attempt to replicate the

within Broken Arrow

Rose District

Key Public Workshop results included

•

Key Public Workshop results included

prioritizing retirement living, single family

prioritizing

neighborhoods, and downtown lofts for

District, local businesses, and mixed-

housing types

use development

expanding

the

Rose

Key survey results included prioritizing addressing area safety, street maintenance,

traffic flow, quality of schools, and public utilities as top neighborhood priorities •

DISTRICT STRATEGIES

Encourage residential growth in southern

QUALITY OF LIFE

Broken Arrow •

Encourage uniformity, aesthetics, and appropriate maintenance of fences along arterial streets and neighborhood entries

EP •

•

Consider implications of growth on the quality of area school districts

•

Improve the city’s ‘image’ in most parts of the community (especially outside of the

ECONOMIC PROSPERITY

Rose District) •

Key Public Workshop results included prioritizing

strong

schools,

visitor

attractions, and healthy lifestyle options

Encourage investment and growth along the Creek Turnpike corridor and in southern Broken Arrow

•

Continue to position the City for strong economic growth even as competition in the region is growing

•

Prioritize employment opportunities that provide higher-paying jobs

•

Key Public Workshop results included prioritizing redevelopment, high-paying jobs, and new mixed-use centers

CHAPTER 3: COMMUNITY VISION

VISION AND GUIDING PRINCIPLES Based on the input received, an overall vision statement for the Broken Arrow Next Comprehensive Plan was developed.

Make Broken Arrow the premier place in the region to invest in, to live in, to raise a family, and to attract and grow businesses. To help make the vision expressed by residents a reality, eight (8) guiding principles were developed that correspond to each of the major topical items addressed in the plan. The guiding principles serve as the overarching aims of the plan and the subsequent goals are more in-depth aspirations to help achieve the overall vision. The plan guiding principles and associated goals are listed in the following pages. In each of the subsequent chapters, the relevant guiding principles and goals are referenced as well as related implementation action steps and policy statements. Figure 3-13 represents the Vision Framework.

GUIDING GUIDING PRINCIPLES PRINCIPLES

ACTIONS ACTIONS GOALS GOALS

FIGURE 3-13 | Vision Framework Structure

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

POLICIES POLICIES

Land Use and Development GUIDING PRINCIPLE: Manage growth in a sustainable manner to preserve and enhance community character. •

GOAL LU1: Promote redevelopment and reinvestment in aging areas of

Transportation and Mobility GUIDING PRINCIPLE: Create a connected, balanced, and sustainable multi-modal transportation system that is safe and efficient. •

transportation techniques to ease

Broken Arrow. • •

congestion and provide more

GOAL LU2: Ensure that new development is high-quality and long-lasting. GOAL LU3: Direct new development to

GOAL M1: Integrate innovative

transportation options. •

GOAL M2: Incorporate design features to enhance the visual appearance,

occur in an efficient and contiguous land

multi-modal options, and safety along

pattern that promotes healthy lifestyles.

key corridors. •

GOAL M3: Coordinate pedestrian, bicycle, transit, and automobile infrastructure to facilitate efficient and safe movements and connections between modes.

CHAPTER 3: COMMUNITY VISION

Community Infrastructure

Parks, Recreation & Open Space

GUIDING PRINCIPLE: Provide efficient and quality infrastructure services that keep up with growth and demand.

GUIDING PRINCIPLE: Develop a connected system of quality parks, recreation facilities, trails, and open space.

•

GOAL CI1: Incorporate sustainable

•

GOAL P1: Preserve public natural open

practices in the maintenance

space areas for viewing nature and

and development of community

passive recreation activities.

infrastructure. •

•

GOAL P2: Continue to diversify the

GOAL CI2: Enhance community resources

recreation opportunities offered in the

to be resilient to disasters and floods.

community to appeal to more residents.

GOAL CI3: Proactively plan infrastructure

•

GOAL P3: Improve pedestrian and

for areas prioritized for economic

bicycle access and connectivity between

development.

neighborhoods, parks, trails, and nodal activity centers.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Housing & Neighborhoods GUIDING PRINCIPLE: Provide a range of quality housing choices that appeal to a variety of ages, incomes, and lifestyles. •

GOAL H1: Plan for an attractive mix of housing choices that allow for opportunities to live in the community throughout all stages of life.

•

Economic Prosperity GUIDING PRINCIPLE: Generate positive economic development that provides services, entertainment, and employment options to residents. •

of preference for high-wage employers. •

residents and generates sales

neighborhoods to provide quality housing •

GOAL H3: Reinvest in aging housing and neighborhoods to ensure neighborhood stability and longevity.

GOAL EP2: Attract quality retail development that serves existing

GOAL H2: Develop strategies for options of various types.

GOAL EP1: Position the City as a location

tax revenue. •

GOAL EP3: Pursue development opportunities that collaboratively promote higher-institution research and development, innovation, and job incubation.

CHAPTER 3: COMMUNITY VISION

District Strategies GUIDING PRINCIPLE: Continue investment in and expansion of special districts to serve as the centers of the community. •

•

GOAL D1: Enhance walkability and

Quality of Life GUIDING PRINCIPLE: Provide all residents with access to excellent cultural, educational, entertainment, and health options. •

bikeability within and connecting to the

throughout Broken Arrow that creates a

special districts.

strong sense of place.

GOAL D2: Promote development of

•

diverse housing, retail, employment, and entertainment options in the special •

GOAL Q1: Encourage development

GOAL Q2: Celebrate the history and unique culture of Broken Arrow.

•

GOAL Q3: Promote community health

districts.

through services, events, and active

GOAL D3: Improve infrastructure within

transportation.

special district areas to prepare for and foster additional quality development.

OVERARCHING PLAN POLICIES Policies make up the final component of the vision framework. Policy statements represent the community’s current stance on various community issues. These policies should be referenced when City staff is making development decisions in the future; each policy has an associated number for ease of reference in the future. The policies are listed at the end of each subsequent chapter and in the Implementation Action Plan.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

DEVELOPMENT SCENARIOS The remainder of this chapter describes the process the team followed to assess how growth in Broken Arrow might occur. First, three distinct development scenarios were created to explore different ways Broken Arrow could grow. Then, based on the established plan vision, a proposed scenario concept was created that incorporated elements of each of the three development scenarios. The proposed scenario concept presented later in this chapter serves as the framework for updating the Future Development Guide discussed in later chapters.

SCENARIO BACKGROUND After the existing conditions assessment was

Each of the scenarios assume a 2040

completed, the project team worked with

population of 137,500. Residential and non-

city staff, the advisory committees, and key

residential growth is consistent across the

stakeholders to develop three development

scenarios, but the concentration and location

scenarios that represented distinct ways that

of growth differs.

the city could grow. This is a critical step in the comprehensive plan process because it begins

The results of the modeling process included

to marry the visioning input with technical

suitability maps for residential and non-

analysis. This section discusses each of the

residential development and potential new

three scenarios in more detail.

development areas in each scenario. The scenarios were then compared based on a

The inputs that were used to develop the

series of development, fiscal, and quality of

scenarios include:

life indicators.

• Tulsa and Wagoner County Parcel Data (2018)

A more detailed summary of the scenarios

• INCOG Growth Forecasts (2045)

and resulting indicators are included in

• Zoning & Development Standards (current)

the Appendix.

• 2012 Comprehensive Plan LUIS • Infrastructure (current water and sewer lines) • Environment & Hazards (water features, floodplains) • City Budget (2017) • ESRI Business Analyst Sales Tax Estimation (2018) • Sales Tax Districts

CHAPTER 3: COMMUNITY VISION

CURRENT TREND SCENARIO This development scenario projects continued

Opportunities for mixed-use developments

growth patterns and development types

exist, but these developments must compete

similar to those experienced by Broken Arrow

with extensive residential growth spread out

over the past 5 to 10 years. Single family

in all areas of the city.

residential development continues to be the dominant type of residential built in the city,

Figure 3-14 indicates where new residential

with single family homes continuing to add

and non-residential development could occur

up to approximately 85% of all housing in the

based on the trend model. Red areas represent

city. Other housing choices that could add

potential for new non-residential development

population are more limited.

and purple areas represent potential for new residential development.

The city’s overall population density in this scenario is 1,702 people per square mile within the city limits and 342 people per square mile in the unincorporated areas of the fenceline, which is less than the City’s current population density. Growth continues in all sectors of the city. Additionally, new commercial growth is projected in the southern portion of the city.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Non-Residential Potential Development Residential Potential Development City Limits Fenceline 0

4,000

8,000

16,000 FT

FIGURE 3-14: Trend Scenario - Potential New Development Areas

CHAPTER 3: COMMUNITY VISION

INFILL SCENARIO In this scenario, Broken Arrow continues to

Retail and entertainment areas, as well as

grow, but focuses more on filling in currently

access to parks and trails in the core area

undeveloped

the

of the city makes those areas even more

freeway loop, south between the Creek

attractive. Additionally, a renewed emphasis

Turnpike and the Arkansas River, north of the

on walkability in the core area of the city helps

Broken Arrow Expressway, and in the Forest

promote healthy lifestyles.

areas

generally

within

Ridge area. This infill type of development consists of single family housing, but also

Figure 3-15 indicates where new residential

includes mixed-use centers with retail, dining

and non-residential development could occur

and housing in walkable environments at

based on the infill model. Red areas represent

key locations.

potential for new non-residential development and purple areas represent potential for new

Some of the infill focus is on “lifestyle” housing that provides different housing opportunities for younger adults or couples, retirees, and empty nesters. These may consist of townhouses, duplexes, cottage type dwellings, and multi-story housing. While single family housing remains the predominant housing type, the overall percentage of single family gradually changes to approximately 70 to 75% of the overall housing market in Broken Arrow. This helps distinguish Broken Arrow from other surrounding communities in the Tulsa region.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

residential development.

Non-Residential Potential Development Residential Potential Development City Limits Fenceline 0

4,000

8,000

16,000 FT

FIGURE 3-15: Infill Scenario - Potential New Development Areas

CHAPTER 3: COMMUNITY VISION

DISTRICT SCENARIO In the third growth scenario, emphasis is

While single family housing remains the

given to promoting mixed-use growth in key

predominant

“nodes” throughout the city. These mixed-use

percentage of single family gradually changes

nodes combine retail, entertainment, dining,

to approximately 70 to 75% of the overall

and walkable housing all together in one area.

housing market in Broken Arrow. As in the infill

Often, central gathering places such as plazas

scenario, a renewed emphasis on walkability

are also included. Expansion of the Rose District

around neighborhoods and nodes helps make

as the major “district” within the city continues,

the entire city truly more walkable and helps

but with an emphasis on encouraging a higher

promote healthy lifestyles.

housing

type,

the

overall

amount of housing of all types within walking distance from the Rose District.

Figure 3-16 indicates where new residential and

development

could

These mixed-use nodes are the new trend in

occur based on the district model. Red areas

the rapidly evolving world of retail, creating

represent potential for new non-residential

“destination” locations with unique retail,

development and purple areas represent

services, and entertainment options. The

potential for new residential development.

emphasis is on concentrating many of these uses in these nodes, so that they are closer to many residents of the city. Other key services, such as grocery stores, are still emphasized and well distributed throughout the city.

non-residential

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Non-Residential Potential Development Residential Potential Development City Limits Fenceline 0

4,000

8,000

16,000 FT

FIGURE 3-16: District Scenario - Potential New Development Areas

CHAPTER 3: COMMUNITY VISION

PROPOSED SCENARIO The proposed scenario was developed by assessing the alternative development scenarios and by taking into account the input received during the charrette. Figure 3-17 represents the proposed scenario concept which forms the basis for the changes to the Future Development Guide discussed in Chapter 4. It is important to note that this image is conceptual in nature and does not represent the exact desired future land use. Table 3-1 depicts the growth characteristics of the proposed scenario, including the expected growth in population, housing units, and the size of the developed area within the city limits and fenceline area. The proposed scenario integrates portions of the trend, infill, and district scenarios. New residential for the most part is within Tulsa County where the majority of existing residential is located. Employment and commercial districts are defined along key corridors and low priority is placed on development in far eastern parts of Wagoner County. The following section describes the general character of each of the proposed scenario character areas. TABLE 3-1: Proposed Scenario Growth Characteristics Characteristics Population Housing Units Development Footprint (developed area in city limits and unincorporated fenceline area)

2019

2040

107,403 (2017 ACS)

137,500 (Plan Forecast)

40,201(2016 ACS)

49,482 (Plan Forecast)

45 square miles

62 square miles

Furthermore, a central theme throughout this comprehensive plan document is creating a sense of place, or placemaking. Place is created when a community has unique or distinguishing features usually evident in districts, along corridors, or through gateways.

NEW RESIDENTIAL GROWTH AREA Areas of the city that are not completely built out with residential currently will likely experience growth. The character of the new residential could vary based on the surrounding context; i.e. in areas close to new commercial, it would be appropriate to develop slightly denser housing types. Proposed Scenario Character Area descriptions are continued on pages 66-67.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

New Residential Growth Area Corridor Enhancement Village Center Preservation Areas Rural Development Preserve/Enhance Existing Residential Expanded Rose District Employment District Commercial Retail Expansion City Limits Fenceline 0

4,000

8,000

16,000 FT

FIGURE 3-17: Proposed Scenario Concept

CHAPTER 3: COMMUNITY VISION

CORRIDOR ENHANCEMENT Portions of Elm Place, Washington Street, Aspen Avenue, and Kenosha Street are identified as key candidates for corridor enhancements, which could include multi-modal connectivity, streetscape

improvements,

architectural

overlays, or gateways. These areas serve as spines connecting key parts of the city and street enhancements can further support existing and future development and activity along these gateways.

VILLAGE CENTER A

mix

commercial

and

residential

development could serve as a village center for the growing eastern and southern portions of Broken Arrow.

PRESERVATION AREAS Areas identified in the proposed scenario as preservation areas are generally undeveloped lands that are within the floodplain. These areas should remain undeveloped to preserve natural areas.

RURAL DEVELOPMENT Areas that fall within unincorporated areas of Wagoner County are categorized as rural development. Even if these areas become part of incorporated Broken Arrow in the future, these areas should still be considered a low priority since they are far from the majority of Broken Arrow services.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

PRESERVE/ENHANCE EXISTING RESIDENTIAL These areas represent existing residential neighborhoods and

enhancement

which

preservation

strategies

should

enacted to maintain neighborhood quality. Strategies could include landscaping, signage improvements,

and

coordination

with

neighborhood alliance organizations.

EXPANDED ROSE DISTRICT Due to the success of the existing downtown, this scenario shows the Rose District in an

expanded

area.

Similar

commercial

development and housing types that are in the existing Rose District could be expanded to the surrounding area.

EMPLOYMENT DISTRICT A focus of this vision is to create concentrated district areas and to entice more employment opportunities to the community. The main employment district in this plan is centered around the intersection of the Creek Turnpike and Broken Arrow Expressway.

COMMERCIAL RETAIL EXPANSION Another focus of the vision is to expand and enhance retail opportunities, which is a critical component of revenue in Oklahoma communities. The major areas identified for commercial retail expansion are along the Creek Turnpike, the Broken Arrow Expressway, Highway 51, and the Muskogee Turnpike.

CHAPTER 3: COMMUNITY VISION

LAND USE AND DEVELOPMENT

INTRODUCTION

Commercial/Office (2%)

At the core of a comprehensive plan is the

Public/Semi-Public (4%)

future land use map that represents the

Parks and Recreation (4%)

Industrial (2%)

Private Recreation (2%)

community vision for desired future growth.

Mobile Home (1%)

In Broken Arrow, the Future Development

Multi-Family (1%)

Guide serves as the future land use map; updates to this map and associated use tables are discussed in this chapter. This chapter also

24%

Single Family

60%

Vacant/Agricultural/ Floodplain

summarizes existing land use development, describes the current development context, discusses issues related to annexation, and describes key actions to help achieve the

FIGURE 4-1: 1997 Land Use Breakdown (42,000 acres)

vision for land use and development.

EXISTING LAND USE In the two decades since the previous comprehensive plan was adopted in 1997, there has been significant development, particularly commercial

single-family

uses

and

(3%) Industrial (2%) Commercial/Office (3%) Public/Semi-Public (6%) Infrastructure

Private Recreation (2%)

Parks and Recreation (2%)

development,

public/semi-public

Mobile Home (1%) Multi-Family (2%)

institutions. Figures 4-1 and 4-2 compare the

29%

land use breakdown in 1997 and today.

Single Family

At the time the 1997 plan was adopted, there

50%

Vacant/Agricultural/ Floodplain

were approximately 42,000 acres in the fenceline area. From 1997 to 2018, the size of the entire fenceline area (city limits and unincorporated areas) grew from 42,000 acres to 64,640 acres. The most significant change in land use from 1997 to 2018 is the 10% decrease in vacant or agricultural lands. This indicates that development has continued to occur but that there is still significant room for the City to grow. The 2018 land uses were derived from an analysis of the 1997 land use, existing aerials, and the most recent appraisal district data from Tulsa County and Wagoner County. Figure 4-3 on the following page shows the existing land use today, based on data

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

FIGURE 4-2: 2018 Land Use Breakdown (64,640 acres)

from the Tulsa County and Wagoner County Appraisal

Districts

and

existing

aerials.

Commercial and industrial uses are primarily concentrated

along

the

Broken

Arrow

Expressway, Creek Turnpike, and at major four-corner

intersections.

Agricultural

vacant lands are more prevalent in Wagoner County, particularly in the unincorporated areas of the fenceline. Today, approximately 50% of the entire fenceline area (city limits and unincorporated areas) is developed, which is an increase of approximately 10% since 1997.

4,000

8,000

16,000 FT

FIGURE 4-3: Existing Land Use

CHAPTER 4: LAND USE AND DEVELOPMENT

CURRENT DEVELOPMENT CONTEXT The character of development is primarily suburban with separated uses. The Rose District is currently the only area in the City that has mixed-use development, although mixed-use is allowed in other zoning districts. Denser development that is walkable and includes a variety of uses, like the Rose District, is becoming more common, and Broken Arrow has the capacity to incorporate more of that type of development. Broken Arrow has also seen an increase in the number of Planned Unit Developments (PUDs), which is development that differs from the underlying zoning regulations and is used to permit greater flexibility. As of January 2018, the City has processed 275 PUDs and 290 Specific Use Permits (SPs) throughout Broken Arrow. Overall, PUDs have been a useful tool in Broken Arrow to allow for greater development flexibility. Figure 4-4 shows the location of all approved PUDs and SPs as of early 2018.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Planned Unit Developments Specific Use Permits City Limits Fenceline 0

4,000

8,000

16,000 FT

FIGURE 4-4: Existing Planned Unit Developments and Specific Use Permits in Broken Arrow

CHAPTER 4: LAND USE AND DEVELOPMENT

Additionally, the Downtown Residential Overlay

discussion on this issue is included in the

District (DROD) adopted in early 2018 provides

Economic Prosperity Chapter.

guidance as new residential and commercial development occurs in the downtown area.

To understand where opportunities for growth

The purpose of the DROD was to define

are in Broken Arrow, an analysis of land and

what the intended character of development

property value was conducted (Figure 4.5).

surrounding the Rose District should be as

Parcel data from Tulsa and Wagoner County

new development and redevelopment occurs.

appraisal districts was mapped and analyzed

Broken Arrow Downtown Residential Overlay Broken Arrow Downtown Residential Overlay District District (DROD) Areas (DROD)Areas

to determine the following: •

Ash

5th

6th

DROD Boundaries - 4th Draft Kenosha

Iola

Midway

Midway Greeley

9th

Elm

Iola

Hartford

la Io

Hartford

4th

Joliet Iola

Greeley

Birch

Elgin

7th

6th

10th

3rd

Cedar

•

9th

5th

Wesley

Broadway

2nd

College

Main

Date

Elgin

Commercial

Ash

DROD Overall Boundary

8th

7th

Galveston

Houston

Indianola

Figure 2.1 DROD Areas Map

Legend DROD Overall Boundary

Fort Worth

8th

Birch

Houston

5th

4th

1Galveston Birch

Elm

Fort Worth

10th

Fort Worth

6th

Dallas El Paso

El Paso

2nd

Date

5 Elm

Detroit

College

El Paso

Freeport

10th

1st

Freeport

DROD Areas

Area 4: Residential 4

Area 1: Residential 1

Area 5: Rose District Transition

Area 2: Residential 2

Area 6: Commercial/Mixed Use Core

Area 3: Residential 3

Area 7: Commercial/Mixed Use Corridor

In Oklahoma, sales tax is of critical importance for funding city services and initiatives. Very Broken Arrow Downtown Residential Overlay District (DROD) Design Standards 3

minimal amount of revenue from ad valorem

•

Areas of Stability (blue areas): Parcels where the improvement (building) value is at least two times greater than the value of the land. These areas are not likely to change and includes most of the existing residential, commercial, and office areas. Areas of Change (yellow areas): Parcels where the improvement (building) value is between zero and two times greater than the value of the land. These areas may be opportunities for redevelopment in the long-term future. Within Broken Arrow, this mostly includes underperforming commercial areas. Areas of Growth (green areas): Parcels where the land value is more than the improvement value. These areas are mostly undeveloped parcels where no buildings have been constructed.

property tax goes to cities, but rather is allocated to primary and secondary education,

Key findings from Figure 4.5 include:

so as a result cities must rely heavily on sales tax

(a) Some of the existing four corner retail areas

generated from commercial uses. As a result,

at major roadway intersections could change

for many decades Oklahoma communities

over time based on current values

have shown a high percentage of commercial

(b) Existing neighborhoods within the city

on their future land use plans.

show strong signs of stability (c) There are opportunities for targeted growth

However, nationally as e-commerce continues

along the BA Expressway and Creek Turnpike

to grow and brick-and-mortar retail starts to

(d) There are additional opportunities for

be impacted, traditional thoughts about retail

change in the downtown area

in communities must shift. A more in-depth

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

4,000

8,000

16,000 FT

FIGURE 4-5: Areas of Growth and Potential Change Map

CHAPTER 4: LAND USE AND DEVELOPMENT

FUTURE DEVELOPMENT GUIDE The Future Development Guide serves as a

Each of the seven LUIS categories are described

tool for the City to communicate the intended

in the following section with the change since

future land uses throughout Broken Arrow.

the 2012 update in bold text.

Since 1997, the City has used a ‘Land Use Intensity System’ (LUIS) that provides structure for the Future Development Guide. This

Land Use Intensity Level 1 Rural Residential

system recognizes that land uses with similar intensities (density of development on a site) are more likely compatible than land uses with different intensities. The LUIS system has seven levels of land use intensities: Rural Residential, Urban Residential, Transition Area, Commercial/Employment Nodes, Downtown Area, Regional Commercial/Employment, and Major Industrial. Figure 4-6 represents the prototypical LUIS model for a typical one-mile section in the urbanized area of Broken Arrow. Numeric designations show the appropriate LUIS Level that would be permitted and the concept of transitioning from more intensive uses at the intersections of arterial streets to less intensive uses towards the center of each onemile section.

3 2

FIGURE 4-6: LUIS Prototypical Model

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Level 1 represents the lowest intensity of land use in Broken Arrow. It is used primarily in the non-urbanized areas of Broken Arrow or to reflect established areas of very low density residential development that may be expected to remain as an exception in urbanized areas. The principal uses in this level are either agriculturally related or single family homes on large lots. A request for R-2, RS-2, or RS-3 zoning in the Level 1 may be in accordance with the Comprehensive Plan, provided the site for the rezoning request is located adjacent to an arterial street, or is part of an existing R-2, RS-2, R-3, or RS-3 area which is located adjacent to an arterial street. Due to the uses allowed in this level of intensity, areas designated as Level 1 should generally be kept free of significant vehicular traffic generators and noisy or polluting uses. In addition, special consideration should be given to the manner in which Level 1 uses abut the other levels of higher intensity.

Land Use Intensity Level 2

Land Use Intensity Level 3

Level 2 represents the predominant character of development in Broken Arrow. This designation is principally used for areas of typical residential subdivision development and is the base level recommended for the urbanized area of Broken Arrow.

Level 3 represents a transition zone from strictly residential development to strictly nonresidential development. As such, the primary uses for Level 3 are higher density residential uses and lower density employment uses. This level of intensity should be located adjacent to an arterial street. The principal uses in this district would be higher density single-family detached residential (RS-4), single-family attached (duplexes and townhouses), multifamily apartments, neighborhood offices, and planned office parks.

Transitional Area

Urban Residential

addition

single-family

detached

homes, two-family units and neighborhood office parks may be in accordance with the Comprehensive Plan. For an RD rezoning request to be considered to be in accordance with the Comprehensive Plan, the site must be located adjacent to an arterial street or be part

Although intended primarily for attached

of an expansion of an RD area which is located

residential dwellings and office development,

adjacent to an arterial street. In addition, the

single-family detached dwellings are permitted

streets proposed to serve the RD area must

in RD and RM Zoning Districts. It may also be

connect directly to an arterial street. None

appropriate for R-2, RS-2, and RS-3 zoning

of the traffic from the RD area to the arterial

districts to occur within Level 3 under the

street will pass on a street which contains

following circumstances:

single family detached structures. •

The proposed R-2, RS-2, or RS-3 zoning

Similarly, a request for ON rezoning is in

in Level 3 is an extension of an adjacent

accordance with the Comprehensive Plan,

R-2, RS-2, R-3, or RS-3 district and would

provided the site for the rezoning request is

not preclude access to a potential higher

located adjacent to an arterial street or is part

intensity use from an arterial street, or

of an expansion of an existing ON area which is

•

The proposed R-2, RS-2, or RS-3 zoning is

located adjacent to an arterial street. None of

part of a planned unit development with

the traffic from the ON area shall utilize roads

attention given to screening and buffering

that pass through a single-family residential

the single family uses from potential higher

area prior to reaching an arterial street.

intensity uses. CHAPTER 4: LAND USE AND DEVELOPMENT

A request for DF rezoning can be in accordance with the Comprehensive Plan, provided the site for the rezoning request is located within the

and mixed-use office in a walkable setting, similar to the downtown area but at a smaller scale.

Planning Area of the Broken Arrow Downtown Master Plan (between Elm Place, Kenosha

Land Use Intensity Level 5

Street, Washington Street, and 9th Street). In

Downtown Area

addition, the size and scope of the proposed rezoning is compatible with the surrounding land uses and meets the design standards and objectives of the Broken Arrow Downtown Master Plan.

Land Use Intensity Level 4

Commercial/Employment Nodes Level 5 Is intended to represent a development intensity and style that is typical of downtown Broken Arrow. The principal uses of land in this level is for mixed-use office, retail commercial, and service commercial development on a small scale south of the Downtown Residential Overlay District area. Level 4 represents the typical local commercial and office intensity of land use in Broken Arrow. The Level 4 classification generally designates commercial or office activities that have developed in nodes around arterial street intersections. Examples of uses would include free-standing commercial buildings, small-scale shopping centers, and office developments permitted in Level 3. No residential uses are permitted within Level 4, except for those designated in the Comprehensive Plan as special district overlays with a PUD and in the NM and CM zoning districts. In these areas RM is allowed. The special district overlay, CM, and DM areas are intended to be more concentrated areas of retail commercial

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Requests for zoning districts designated “possible” may be in accordance with the Comprehensive Plan if such development is

undertaken

according

planned

unit development and such development addressing the need to avoid height impact, if any, on single family detached dwellings that may adjoin the development.

Land Use Intensity Level 6

building facades and no outdoor storage of

Regional Commercial/Employment

materials; and are carefully reviewed as to proposed architectural styles, landscaping, location of service areas, and according to the use of Planned Unit Development procedures, and •

Such sites that may adjoin residential areas are thoroughly screened and buffered from such areas by landscaping and/or less intense land uses.

Level 6 represents an opportunity to develop regionally significant and highway oriented commercial and employment nodes in Broken Arrow. The Level 6 classification is for a mixture of medium to high intensity commercial and employment uses in the vicinity of major transportation corridors. Nodes along Elm Place, Aspen Avenue, and Kenosha Street, as well as key interchanges along the Broken Arrow Expressway and the Creek Turnpike, are all appropriate areas for Level 6 development. Typical uses could include large shopping centers, big box retailers, commercial, automotive, and office/employment centers. Industrial Light (IL) would be considered in accordance with the Comprehensive Plan under the following conditions: •

Done in association with a Planned Unit Development (PUD), and

•

Such sites adjoin the BA Expressway, Muskogee Turnpike, Highway 51, or Creek Turnpike or existing industrial parks, and

•

Such streets

sites that

are do

reached not

pass

arterial

Land Use Intensity Level 7 Major Industrial

Level 7 represents the highest intensity of land use in Broken Arrow. The predominant land uses in Level 7 would be industrial and major employment facilities. Heavy commercial uses, such as those permitted in the CH zoning district, may be in accordance with the Comprehensive Plan provided the site for the rezoning request is located along a frontage road next to a limited access highway or is part of an expansion of an existing CH area which is located along a frontage road next to a limited access highway.

through

residential areas, and •

Such

sites

with

high

visibility

from

roadways have the appearance of a quality corporate campus or business park; feature quality landscaping, masonry

CHAPTER 4: LAND USE AND DEVELOPMENT

Other land uses identified that do not fall

The Future Development Guide is directly

within the different intensity levels include:

integrated with zoning districts in Broken Arrow. In each of the seven LUIS levels, each

Greenway/Floodplain: Areas that fall within the FEMA designated floodplain. Public Recreation: City of Broken Arrow parkland. Private Recreation: Recreation areas such as private HOA parks or golf courses that are not open to the general public. Public/Semi-Public: Public facilities, public schools, and cemeteries.

zoning district is either allowed, possible (provided conditions are met), or not allowed. Table 4-1 shows the updated table. Figure 4-7 is the updated Future Development Guide

for

the

Broken

Arrow

Comprehensive Plan, followed by a summary of recommended changes (since the last update in 2012) to be incorporated.

Table 4-1: Land Use Intensity System Zoning Districts Table

Zoning Districts

Level 1

Level 2

Level 3

A-1: Agricultural District

Allowed

RE: Residential Estate District

Allowed

RS-1: SF Residential District

Allowed

R-2: SF Residential District

Possible

Allowed

Possible

RS-2: SF Residential District

Possible

Allowed

Possible

RS-3: SF Residential District

Possible

Allowed

Possible

RS-4: SF Residential District

Allowed

RD: Residential Duplex District

Possible

Allowed

RM: Residential MF District

Allowed

RMH: Residential Mobile

Level 4

Level 5

Possible

NM: Neighborhood Mixed Use District

Allowed

CM: Community Mixed-Use District

Possible

Allowed

DM: Downtown Mixed-Use

Allowed

Core District DF: Downtown Fringe District

Allowed Possible

CN: Commercial Neighborhood District CG: Commercial General District

Allowed

Possible

Allowed

Possible

Allowed

Possible

Allowed

CH: Commercial Heavy District

Allowed

Possible

IL: Industrial Light District

Possible

Allowed

IH: Industrial Heavy District

Level 7

Allowed

Home District

ON: Office Neighborhood District

Level 6

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Allowed

4,000

8,000

16,000 FT

FIGURE 4-7: Future Development Guide

CHAPTER 4: LAND USE AND DEVELOPMENT

FUTURE DEVELOPMENT GUIDE CHANGES The

following

justification

section for

key

includes

brief

recommended

modifications to the Future Development Guide since it was last published in 2012. The changes to the map areas are listed from north to south and from west to east. 1. West of Omaha and County Line: Change L2 to L3 • Creates consistent pattern of L3 use 2. West of Omaha and County Line: Change L3 to L4 • Encourages potential commercial corner 3. East of Omaha and County Line: Change L2 to L6 • Consistent with surrounding L6 uses (mini-storage) 4. Omaha and Creek Turnpike: Change L3 and L4 to L6 • Opportunity for regional employment along highway 5. West side of Albany and 9th St intersection: Add special district overlay in L4 and L6 areas • Intersection identified as potential nodal area from parcel analysis of growth/ opportunity areas (areas where land value is worth more than the improvement value) 6. Southwest corner of Albany and 37th intersection : L2 to L3 and L4 • Promotion of commercial corner at intersection 7. West of 37th Street between Albany and Kenosha: L3 to L2 • Accounts for new school 8. North of BA Expressway/Creek Turnpike Intersection: Change from L4 to L6 • Opportunity for regional employment along highway interchange

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

9. South of Kenosha between Oneta and Midway: L1 to L4 • Promote commercial uses in eastern Broken Arrow 10. Square mile bounded by Kenosha to the north, 9th St. to the east Houston to the south, and Elm to the west: Add special district overlay • Included entire square mile as a special district overlay to encourage nodal development • Consistent with area covered by Downtown Residential Overlay District 11. South of BA Expressway at County Line: Change from L2 to L6 • Reflects current approval 12. Northeast of BA Expressway and Creek Turnpike interchange: Change from L2 to L3 • Prevents single-family uses adjacent to highway 13. North and south of BA Expressway at Evans: Change from L3 to L6 • Opportunity for regional employment along highway 14. Southeast corner of Houston and Olive: Change L1 parcels to sections of L4, L3, and L2 • Incorporates existing residential subdivision and creates more opportunities for commercial and mixed residential via L4 and L3 along Houston 15. Washington and First Place: Change L1 parcels to L2 • Encourage redevelopment over time 16. New Orleans and Aspen intersection: Add special district overlay in L4 and L6 areas • Intersection identified as potential nodal area from parcel analysis of growth/ opportunity areas (areas where land value is worth more than the improvement value)

17. Southwest corner of New Orleans and Elm: Change from L1 to L3 • Consistent with Elm/New Orleans Special Area Plan

Additionally, some of the previously designated

18. New Orleans and Elm intersection: Add special district overlay in L4 and L6 areas • Intersection identified as potential nodal area from Special Area Plan

semi-public land use (i.e. office or church) is

19. Southeast corner of New Orleans and 9th St: Change L2 to L3 • Allows for more opportunities for mixedresidential in L3 and serve as a buffer between L4 and L2

City, county, or state facilities, public schools,

20. New Orleans and Creek Turnpike: Change from L4 to L6 • Parcels present limited opportunity for retail

Development Guide includes all areas of the

21. West side of Creek Turnpike near Florence: Change L2 to L3 • Prevents single-family uses adjacent to highway

majority of this area is categorized as Level 1 -

public/semi-public land uses were changed to a corresponding Land Use Intensity System (LUIS) level. Therefore, when an existing public/ closed or changes, the Future Development Guide provides guidance on what land uses would be appropriate to redevelop the site. and cemeteries are still shown as public/ semi-public. Furthermore, this update to the Future fenceline, past Oak Grove Road/273rd Street where the map ended in the 2012 Update. The Rural Residential.

22. East side of Creek Turnpike near Florence: Change L2 to L6 • Prevents single-family uses adjacent to highway and provides opportunity for major employer with regional access 23. North of Creek Turnpike between Elm and 9th St: Change from L2 to L3 • Prevents single-family uses adjacent to highway, provide buffer from L7 use 24. Southwest corner of Tucson and Olive: Change from L3 to L2 • Incorporates existing neighborhood

CHAPTER 4: LAND USE AND DEVELOPMENT

ANNEXATION In both the near and more distant future, it

When considering whether to annex an area

may be beneficial for areas adjacent to Broken

into the City limits of Broken Arrow, City

Arrow’s corporate limits to become part of the

staff and elected officials should consider

City. Currently, Broken Arrow is surrounded

the following:

by areas within the unincorporated areas of

•

Current infrastructure serving the area to

Wagoner County, as well as unincorporated

be annexed – is the area adequately served,

areas within the fencelines of the cities of

or will significant and costly infrastructure

Tulsa, Fair Oaks and Coweta.

upgrades be required? •

Will

the

area

difficult

serve

Oklahoma law allows annexation to move

from a public safety and emergency

forward only with the written consent of the

services standpoint?

owners of at least a majority of the acres to

•

Is the area adjacent to the corporate limits of

be annexed to the municipality. Broken Arrow

Broken Arrow, or will it result in substantial

has further policies in place that require the

leapfrogging of City boundaries?

approval at least 70% of the residents or

•

the

area

largely

surrounded

incorporated areas already?

property owners in the area to be annexed. •

Are current uses in the area to be annexed

There are many benefits to incorporation

compatible with other uses in Broken

within Broken Arrow to those property owners,

Arrow?

including access to strong and stable utility

future land uses compatible?

services, better road infrastructure, potentially

•

Are

If not developed, are potential

there

any

significant

faster public safety and emergency services,

environmental

and the ability to vote on City initiatives and

to be annexed that may require City

City Council representation. Better road and

investment to resolve?

stormwater utility infrastructure may also be a benefit. An equally critical benefit is that

•

issues

with

man-made the

area

Does the area have meaningful significant development potential?

uniform development requirements will be in place, ensuring that development within the

Much of the focus for future annexation

areas annexed is of a consistent quality and

consideration (if favored by residents and

durability, compatible with other surrounding

property owners of those areas) will be in the

uses, and generally maintains property value

following areas.

over the long term.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Areas already surrounded by the City – a handful of large unincorporated tracts still remain within the City fenceline.

As they

further develop, a desire for consistent and compatible development and provision of City services within these areas may require their consideration for annexation. Areas along Highway 51 and the Muskogee Turnpike within the City’s fenceline – much of this area is largely rural with infrastructure that may require significant upgrading. However, as development intensity in the area grows, these areas may warrant consideration for economically viable growth. Areas north of Forest Ridge and adjacent to the Fair Oaks boundaries – the area north of Forest Ridge may experience longer term growth and could ultimately be considered for inclusion in Broken Arrow. Areas to the east of Forest Ridge – far eastern areas within Wagoner County - are just starting to attract residential growth, but as the region grows, they may become more popular due to their general proximity to Forest Ridge and amenities offered by Broken Arrow.

These

areas may offer opportunities for select nonresidential growth on a large scale, and if so could be considered for adding to the City. Possible adjustments to the City’s fenceline edge with Coweta in Wagoner County – for consistency with service provisions in the future, Broken Arrow should consider adjusting the City’s fenceline boundary to include an additional one mile strip south between Washington Street and New Orleans Street.

CHAPTER 4: LAND USE AND DEVELOPMENT

LAND USE AND DEVELOPMENT ACTION FRAMEWORK This section presents the goals, actions, and policies for land use and development in Broken Arrow.

GUIDING PRINCIPLE

Manage growth in a sustainable manner to preserve, build and enhance Broken Arrow’s community character.

LU1

GOAL LU1: Promote redevelopment and reinvestment in aging areas of Broken Arrow.

Action LU1.1: Conduct neighborhood area assessments to identify specific issues and concerns for each area. First, distinct neighborhood areas should be defined based on housing characteristics and neighborhood qualities to determine which neighborhood area assessments to prioritize. These neighborhood area assessments should identify issues, engage citizens, and develop proactive and comprehensive recommendations for implementation. Action LU1.2: Develop incentives, bonuses or allowances to encourage new infill development. In lieu of greenfield development, infill can be encouraged through incentive tools like density bonuses or waiving certain development requirements or fees. The City should consider enacting such strategies that

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

can help encourage developers to pursue infill development that is ultimately more efficient for delivering city services and building infrastructure.

Action LU1.3: Develop and implement programs to assist with the renovation of significantly substandard properties. While the number of substandard or blighted properties today in Broken Arrow is not significant, this could change within the lifetime of this plan. Community-driven code enforcement programs could be developed to devote resources to property owners that may not be able to make the improvements themselves.

Action LU1.4: Develop a strategy to create entrances and monumentation features for neighborhoods or districts in the city. Gateway monumentation can signify key entrances to a community or neighborhood and help create an elevated sense of place. Examples in Broken Arrow include the monumentation within and leading to the Rose District. A gateway monumentation program should be developed to prioritize areas for adding gateways and developing a consistent brand or theme for all monumentation.

Action LU 1.5: Develop incentives for reinvestment/transformation within the special district areas identified in the new Future Development Guide. As shown in the updated Future Development Guide, there are areas identified as special district overlay areas. These areas are intended to support denser, more walkable development that includes a mixture of retail, office, and residential uses. Development incentives should be considered to encourage a more nodal, or denser, type of development in these special district overlay areas.

CHAPTER 4: LAND USE AND DEVELOPMENT

LU2

GOAL LU2: Ensure that new development is high-quality and longlasting.

Action LU2.1: Using the Comprehensive Plan recommendations as a starting point, identify areas where adjustments to development standards are appropriate. In the areas identified as special district overlays, the intent is for denser, walkable development with a mixture of retail, office, and residential uses. These special district intersections will have a different character than the traditional four-corner retail, so the standards should reflect it. Considerations should include walkability, community open space, consistent architectural facades, and appropriate ingress/egress. Action LU2.2: Evaluate current zoning district standards and where necessary identify potential updates to create stronger character and sense of place. The current LUIS categories and zoning districts are very descriptive in terms of allowable uses but do not implicitly address the character intent. Development character includes considerations like scale, walkability, gateway monumentations, and sense of place. An addition to the Future Development Guide in future updates might include descriptions and imagery describing the intended character to provide guidance to developers.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Action LU2.3: Identify adjustments to landscape, parking and façade requirements and incorporate updates where appropriate to enhance quality of development. Periodic reviews should be undertaken of current standards such as landscaping, parking, and façade requirements within each zoning district. LUIS categories in particular that may need changing include Level 3 and 4. Action LU2.4: Promote connectivity to multiple roadways where feasible. Access management is a critical aspect to quality development. When new development or redevelopment occurs, access from the development to more than one roadway should be a priority so as to allow for ingress and egress at multiple points and help alleviate traffic congestion. The access criteria of the Zoning Ordinance, however, still needs to be met.

LU3

GOAL LU3: Direct new development to occur in an efficient and generally contiguous land use pattern.

Action LU3.1: Incrementally extend utilities and infrastructure to promote seamless growth and reduce “leapfrog” development. Leapfrog development is not efficient and whenever possible should not be encouraged. Where feasible, the city should be proactive in extending utilities and infrastructure to promote more consistent growth patterns. Action LU3.2: Explore mechanisms to ensure adequate development standards in unincorporated areas of the fenceline. One mechanism is a Regional Planning Commission. Allowable by state law, this type of commission would help ensure that development that occurs in nearby unincorporated areas of Wagoner County is closer to the standards required in Broken Arrow city limits. This would entail regular coordination discussions with neighboring municipalities and governing bodies to share and maximize utility and infrastructure efficiencies. Action LU3.3: Encourage annexation of properties that are immediately adjacent to existing development and services within Broken Arrow city limits. Again, while the current state law allows voluntary annexation, that may change within the lifetime of this plan. In areas where quality development exists immediately adjacent to

existing development and services, annexation should be considered. Again, this will alleviate inefficiencies caused by two different service and utility providers in such a small area.

Action LU3.4: Promote and incentivize green building practices and low impact development for improved infrastructure and utility efficiencies. Green building practices and low impact development are important components to creating an overall healthy and sustainable city. Incentives for development that follow these practices should be encouraged. Many companies that are seeking to relocate now consider this an important deciding factor. Action LU3.5: Hire a GIS analyst for the Development Services department (or hire services of a consultant). At the time this comprehensive plan was developed, INCOG does all of the mapping associated with zoning and Future Development Guide changes for Broken Arrow. Moving forward, it would be more effective to have in-house GIS staff for the Development Services department that could handle frequent updates to the Future Development Guide and Zoning Map, as well as other mapping needs.

CHAPTER 4: LAND USE AND DEVELOPMENT

LAND USE AND DEVELOPMENT POLICIES To further guide growth of the city in a manner that is consistent with the overall vision of Broken Arrow NEXT, the following policy statements have been adopted as part of this plan.

Policy LU1: The City shall refrain from approving requests for Special Use Permits and PUD’s for uses which could affect the ability to attract quality commercial dining uses or entertainment facilities within or immediately adjacent to existing or future commercial districts (Level 4 and Level 6 areas) as identified in the Future Development Guide. Policy LU2: Commercial areas of varying intensity shall be developed in the areas designated on the Future Development Guide and amend ments thereto, and in accordance with the policies con tained herein. Policy LU3: Commercial activities shall be concentrated into compact areas as shown on the Future Development Guide.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Policy LU4: In reviewing requests for commercial zoning adjacent to the corporate limits, the City should consider the zoning and adopted land use plan in the adjacent community. Policy LU5: Access points to arterials shall be spaced and built in accordance with the Zoning Ordinance. Policy LU6: Mutual access easements between adjoining commercial properties should be required. Policy LU7: Except for emergency access or in areas proposed as mixed-use, commercial areas shall not have direct access to adjoining residential streets. However, pedestrian access between commercial and residential areas should be provided. Policy LU8: Undeveloped commercially designated areas shall be protected from residential encroachment.

Policy LU9: Convenient access and adequate loading facilities shall be provided for service vehicles in the design of commercial areas. Such facilities shall be screened from view from arterial streets, highway corridors and adjoining residential areas, as applicable. Policy LU10: The City shall protect commercial areas from the encroachment of non-commercial uses. Policy LU11: Commercial districts shall be located so that adverse impacts on adjacent areas are minimized. Policy LU12: The uses permitted by right, those permitted under review, and the development regulations in the commercial zoning regulations of the City shall be reviewed by the Planning Commission every five years to ensure consistency. Policy LU13: The City shall coordinate the voluntary annexation of lands in the Fence Line Planning Area with the availability

of publicly funded improvements such as municipal sanitary sewer services or roadway improvements. Policy LU14: The City shall avoid extending services or making public investments to, or across unincorporated lands. Policy LU15: If not already part of the municipal sanitary sewer system, the City shall require the connection to municipal sanitary sewer systems of all annexed lands within a five year period of the date of annexation or the adoption of this Comprehensive Plan, whichever is less restrictive. Policy LU16:The City shall develop and follow an Annexation Plan of Intent to incorporate lands identified in the Future Development Guide as Level 2 or higher according to the following priorities: All land within one half mile of the Creek Turnpike not already part of the City of Broken Arrow prior to the year 1999.

CHAPTER 4: LAND USE AND DEVELOPMENT

LAND USE AND DEVELOPMENT POLICIES All land within Tulsa County, north of Yazoo Street not described previously and not already part of the City of Broken Arrow prior to year 2005. All land within Wagoner County not described previously, not already part of the City of Broken Arrow, and designated a Level-2 or higher in the Future Development Guide prior to year 2010. All Level 1 land, as designated in the Future Development Guide, shall be annexed as it becomes surrounded on at least three sides by annexed land and has been reduced to less than 30 acres. All remaining Level 1 land shall be annexed prior to the year 2020.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Policy LU18: Industrial developments should be located in areas which are served by rail transportation and/ or arterials which provide convenient access to highway systems. Policy LU19: In reviewing requests for industrial zoning adjacent to the corporate limits, the City should consider the zoning and adopted land use plan in the adjacent community. Policy LU20: In evaluating proposed industrial rezoning requests, the City should examine whether the proposed activity will take place in an enclosed building, and if all outside storage will be adequately screened. Policy LU21: Noise, smoke, odor, dust, annoying lights, or any other form of pollution should not be permitted to spread beyond the premises to adjacent properties.

Policy LU22: Uses permitted by right, those permitted under review, and the development regulations in the industrial zoning regulations shall be reviewed by the Planning Commission every five years to ensure consistency. Policy LU23: Landscaping and screening shall be employed to minimize any adverse effects on adjacent residential properties, if any, and to block views of service or storage areas from such properties or major expressways such as the BA Expressway and the Creek Turnpike. Policy LU24: The City, through administrative and legislative action, should promote the expansion of existing industries.

Policy LU26: Except for emergency access, industrial areas shall not have direct access to adjoining residential streets. Policy LU27: Requests for industrial zoning in the vicinity of the Broken Arrow Expressway or the Creek Turnpike should be through a Planned Unit Development with emphasis on a campus-type design that has provisions for quality landscaping, masonry building facades, and no outdoor storage of materials. Policy LU28: The City shall protect industrial areas from the encroachment of non-industrial uses.

Policy LU25: The City should continue to support Chamber of Commerce sponsored seminars/workshops for existing industry through participation in these events.

CHAPTER 4: LAND USE AND DEVELOPMENT

TRANSPORTATION AND MOBILITY

INTRODUCTION The transportation system is critical to the quality of life and economic prosperity of Broken Arrow. Having a thoughtfully-designed and well-coordinated multi-modal transportation system ensures the safe and efficient movement of all residents, visitors, and goods into and throughout the community. Safe and efficient movement—featuring direct and intuitive routes devoid of unnecessary delay—is important to maintain the attractiveness of the community and to entice new residents and development. Furthermore, transportation corridors offer prime opportunities for a city to outwardly promote its community brand, enhance its visual appeal, and attract quality economic development. This chapter provides an assessment of Broken Arrow’s current transportation system and a policy framework for its future development in consideration of local priorities and anticipated growth. This chapter also complements Chapter 4: Land Use and Development, as it is important that the transportation network is appropriately designed and scaled to best support land uses, economic development, and placemaking.

EXISTING TRANSPORTATION SYSTEM Figure 5-1 depicts the existing transportation network in Broken Arrow. Located in the southeast portion of the Tulsa metropolitan area, Broken Arrow is well-connected to the regional transportation network via four major highways—the Broken Arrow Expressway, Muskogee Turnpike, State Highway 51, and the Creek Turnpike (OK-364)—and section-line arterial streets that run both east-west and north-south between neighboring jurisdictions. Broken Arrow’s transportation network is organized as a grid network of section-line arterials spaced in one-mile increments, a pattern consistent with neighboring Tulsa and Wagoner Counties. Arterials in Broken Arrow are generally designated to match regional street classifications employed by the Indian Nations Council of Governments (INCOG), the Metropolitan Planning Organization (MPO) for the Tulsa region.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

City Limits Fenceline 0

4,000

8,000

16,000 FT

FIGURE 5-1: Existing Transportation Network

CHAPTER 5: TRANSPORTATION AND MOBILITY

THOROUGHFARES

Highways in Broken Arrow:

Broken Arrow’s street grid consists of primary

Broken Arrow Expressway (OK-51):

and secondary arterials separated in one-

Broken Arrow Expressway (BA Expressway)

mile increments. Per the City of Broken Arrow

is a 6-8 lane divided, limited access highway

Engineering Design Criteria Manual, primary

that runs in a northwest-to-southeast diagonal

arterials in Broken Arrow are major arterials

across the northern portion of Broken Arrow,

with 120-feet of right-of-way, designed for

with access ramps at Aspen, Elm Place, 9th

50 mph traffic speed, and can typically have

Street, and Kenosha Street in Broken Arrow.

4 to 7 lanes in urban areas and 2-3 lanes in

It provides a direct link between Tulsa to the

rural areas. Secondary arterials have 100-feet

northwest and the Muskogee Turnpike (OK-

of right-of- way, designed for 45 mph, and

351) in the southeast part of Broken Arrow;

have 2-5 lanes depending on location and

beyond the Creek Turnpike, it continues as a

traffic volume.

state highway into Wagoner County. Traffic

The

volumes in Broken Arrow are highest near

The

primary

and

secondary

arterial

designations in Broken Arrow generally have

Aspen and Elm Place, averaging over 85,000 daily vehicles in 2017 according to ODOT.

consistent classifications as they seamlessly cross into Tulsa.

Across the greater Tulsa

Creek Turnpike (OK-364): Opened in 2001,

region, primary arterials are typically spaced

the Creek Turnpike is a 4-lane divided tollway

every three miles with secondary arterials

that runs across southern and eastern Broken

placed

Arrow and connects with multiple highways

between

respective

mile-

segments. The regional arterial network

employs a universal naming and numbering

Turner Turnpike (I-44 to Oklahoma City), US-

order convention, with the majority of north to

75, US-169, the Muskogee Turnpike (OK-351),

south arterials as avenues and the majority of

BA Expressway (OK-51) and the Will Rogers

east to west arterials as streets. Broken Arrow

Turnpike (I-44 to Joplin).

has adopted a local street naming convention

Arrow are located at Olive Avenue, Aspen

yet arterial street signs list both the Broken

Avenue, Elm Place, 23rd Street, New Orleans,

Arrow and Tulsa regional naming conventions

SH51 and Muskogee Turnpike, Kenosha Street,

(I.e. New Orleans/East 101st Street South).

and Omaha Street. Traffic volumes in Broken

the

metropolitan

area—including

the

Exits for Broken

Arrow are highest along the western portion

The arterials, coupled with the regional

of its alignment near Olive and Elm, averaging

highway network, form the basis of the Broken

over 26,000 vehicles per day.

Arrow street network and direct regional and local traffic within and beyond Broken Arrow.

Muskogee Turnpike (OK-351): The Muskogee

These key components of Broken Arrow’s

Turnpike is a 4-lane toll road between

transportation system are further described

eastern Broken Arrow and Muskogee/I-40,

in the following section.

with average daily traffic volumes of 22,000 in Broken Arrow. It merges with the Broken Arrow Expressway and the Creek Turnpike in eastern Broken Arrow.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Primary Arterials that run West to

Primary Arterials that run North to

East (listed from north to south across

South (listed from east to west across

Broken Arrow):

Kenosha Street (E 71st Street): Kenosha Street is

Aspen Avenue (145th E. Avenue): Aspen Avenue

predominately a 4/5-lane arterial that spans the

is predominantly a 5-7 lane arterial that runs

entire span of Broken Arrow between Garnett

between Dearborn Street and the Arkansas

Road (Tulsa city limits) and Oak Grove Road

River.

(eastern city limit of Broken Arrow; it continues

both the BA Expressway and the Creek Turnpike

east as a 2-lane arterial to the fenceline at 191st

and serves as a well-traveled gateway into the

Street/Bluff Landing). It provides critical access

community from both highways.

It makes important intersections with

to the northside of the Rose District and has important intersections with the BA Expressway

Elm Place (161st E. Avenue): Elm Place is

and the Creek Turnpike. It also provides access

primarily a 5-lane arterial between Omaha Street

to south Tulsa and US-169 just to west of

and Jasper Street, connecting with both the BA

Broken Arrow.

Expressway and the Creek Turnpike. Elm Place is an important gateway into the community as

Washington Street (E 91st Street): Washington

it serves the evolving Convention Center Area

Street is primarily a 3-lane arterial between

north of the BA Expressway, the west side of the

Garnett Road and 23rd Street and provides

downtown area, and Indian Springs.

critical access to the southside of the Rose District and the northside of Northeastern State

23rd Street/County Line Road:

University.

East of the Muskogee Turnpike,

County Line Road is a primarily a 2-lane arterial

Washington Street functions as a 2-lane arterial.

that runs the length of Broken Arrow between

Washington Street also provides an important

Rockford Street and Naples Street. It provides

link into Tulsa and access to US-169.

an important north-south travel option in the

23rd Street/

eastern part of the city, connecting with the Creek New Orleans Street (E 101st Street): New

Turnpike and Broken Arrow High School. Five

Orleans Street runs uninterrupted as a 2-5

miles north of Broken Arrow, 23rd Street/County

lane arterial across the entire city between

Line Road connects with the I-44 Will Rogers

Mingo Road and Oak Grove Road and has an

Turnpike that provides routing to southwest to

interchange with the Creek Turnpike near NSU.

Tulsa and northeast to Joplin and St. Louis.

It also provides important access into south Tulsa and Bixby, specifically the areas south of

65th Street/Oneta Road: 65th Street/Oneta Road

the Creek Turnpike.

is currently a 2-lane arterial that runs between Omaha Road and New Orleans Street in eastern

Tucson Street (East 121st Street): Tucson Street

Broken Arrow, making connections with OK-51

is primarily a 2-lane arterial located just south of

and south towards Coweta in Wagoner County.

the Creek Turnpike that runs between Garnett Road and 37th Street. It provides an east-west travel option across south Broken Arrow and into Tulsa and Bixby.

CHAPTER 5: TRANSPORTATION AND MOBILITY

Street/Turkey Springs Road is a 2-lane arterial

PRIMARY AND SECONDARY ARTERIAL NETWORK

between Albany Street and Kenosha Street,

As part of Broken Arrow’s street hierarchy,

following

every

the City’s arterial road network consists of

third section line road being classified as a

19 arterials that run north-south and 13

primary arterial.

arterials that run east-west across the City

107th Street/Turkey Springs Road:

the

regional

pattern

107th

and perpendicularly intersect with each other 149th Street/Nedra Lane: 149th Street/Nedra

every mile. In the fenceline area east of 93rd

Lane is a 2-lane arterial between Albany Street

Street/Oak Grove Road, not all section line

and New Orleans Street, providing north-south

segments have been built yet the regional

access in Wagoner County within the Broken

classification of every third section line arterial

Arrow fenceline.

as “primary” still applies.

191st Street/Bluff Landing: At the eastern

The City, in concert with INCOG, proactively

edge of the fenceline, 191st Street/Bluff

plans and works to provide the adequate

Landing is a 2-lane arterial running between

amount of right-of-way and traffic lanes on the

Kenosha Street and Washington Street.

arterial network to meet traffic volumes and projected travel demand. In general, traffic volumes on the arterial network are highest near intersections with the Broken Arrow Expressway and in the northwest quadrant of the city where traffic flows between Broken Arrow and Tulsa. Tables 5-1 and 5-2 summarize the current characteristics of Broken Arrow’s primary and secondary arterials. Figure 5-2 on page 102 depicts the existing Broken Arrow arterial network by number of lanes.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

TABLE 5-1: North-South Primary & Secondary Arterials

N-S Arterial

Classification

From

Mingo/Azalea

Secondary

New Orleans

Florence

12,700

Garnett/114th

Secondary

Albany

Naples

2-5

2,300 – 16,400

Olive/129th

Secondary

Albany

Naples

2-3

2,000 – 11,600

Aspen/145th

Primary

Dearborn

S. of Jasper

2-7

2,000 – 31,900

Elm/ 161st

Primary

Omaha

Jasper

3-5

10,700 – 25,200

Secondary

Omaha

Tucson

2-5

2,000 -23,300

Primary

Rockford

Naples

2-5

2,000 – 18,300

37th/209th

Secondary

Dearborn

Tucson

620 – 3,600

51st/Evans

Secondary

Omaha

New Orleans

2,600 – 2,700

65th/Oneta

Primary

Omaha

New Orleans

1,600 – 3,300

79th/Midway

Secondary

Omaha

New Orleans

870 – 1,900

93rd/Oak Grove

Secondary

Omaha

New Orleans

Not Available

Primary

Albany

Kenosha

Not Available

121st/Coweta

Secondary

Omaha

Washington

1,500 - 2,000

135th/Hansen

Secondary

Albany

Houston

Not Available

Primary

Nedra

Washington

Not Available

163rd/Lone Star

Secondary

Albany

Washington

Not Available

177th/Van Tuye

Secondary

Albany

Kenosha

Not Available

Primary

Kenosha

Washington

Not Available

9th/Lynn Lane 23rd/County Line

107th/Turkey Springs

149th/Nedra

191st/Bluff Landing

Miles Lanes

2017 AADT Range

TABLE 5-2: East-West Primary & Secondary Arterials

E-W Arterial

Classification

From

Rockford/31st

Secondary

23rd

201st

0.5

4,100

Dearborn/41st

Secondary

Aspen

Maple

0.5

7,400

Omaha/51st

Secondary

Aspen

93rd St

2-3

2,100 -13,000

Albany/61st

Secondary

Garnett

93rd St

2-4

3,300 – 16,800

Kenosha/71st

Primary

Garnett

191st St

2-7

3,000 – 25,700

Houston/81st

Secondary

Garnett

191st St

2-3

5,200 – 16,700

Washington/ 91st

Primary

Garnett

93rd St

2-5

1,300 – 15,300

New Orleans/ 101st

Primary

Mingo

93rd St

2-5

2,100 - 13,100

Secondary

Mingo

9th St

4,200 – 7,900

Primary

Garnett

37th Street

700 – 5,200

Jasper/131st

Secondary

Garnett

37th Street

5,500 – 8,300

Yazoo/141st

Secondary

Garnett

Olive

Not Available

Naples/151st

Secondary

Garnett

Olive

Not Available

Florence/ 111st Tucson/121st

Miles Lanes

2017 AADT Range

CHAPTER 5: TRANSPORTATION AND MOBILITY

101

FIGURE 5-2: Existing Arterial Network by Number of Lanes

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

4,000

8,000

16,000 FT

STREET CLASSIFICATION DESIGN AND ENGINEERING Criteria

arterials currently exist or will be ultimately

Manual (2011)” provides design guidance

developed to match the street and roadway

for the arterial, commercial, industrial, and

standards. Arterials design involves supplying

residential street network in Broken Arrow.

adequate capacity to meet travel demand as

The manual includes cross-sections for street

local funding and project prioritization allows.

and intersection layout and design as shown

The importance of these street and roadway

in Figure 5-3. These are the current design

design standards is to preserve the appropriate

standards used in the development of local

right-of-way to build out the transportation

transportation—particularly for new roadways,

network to its ultimate form—if and when

widening, and improvement projects.

travel demand and market conditions require

The

City’s

“Engineering

Design

expansion—with standardized and seamless connections between segments.

Worth noting, the designation of primary and secondary arterials does not mean that

STREET AND ROADWAY STANDARDS BROKEN ARROW, OKLAHOMA ARTERIAL INTERSECTION 5’

12’

13’ to 15’

12’

5’

12’

5’

MINIMUM R/W 130’ FOR 350’ FROM CENTER OF INTERSECTION

PRIMARY ARTERIAL 5’

12’

13’ to 15’

12’

MINIMUM R/W 120’

SECONDARY ARTERIAL 5’

12’

13’ to 15’

MINIMUM R/W 100’

12’

5’

SUBDIVISION ENTRANCE 5’

12’

5’

MINIMUM R/W 70’

3-LANE INTERIM WIDTH ARTERIAL 5’

12’

13’

MINIMUM R/W 80’

12’

5’

COMMERCIAL/INDUSTRIAL COLLECTOR STREET 36’/38’

5’

MINIMUM R/W 80’

RESIDENTIAL COLLECTOR 30’

4’

MINIMUM R/W 60’

RESIDENTIAL STREET 4’

26’ Major/24’ Minor

4’

MINIMUM R/W 50’

NOTES: 1. FOR ROADWAY DETAILS REFER TO STANDARD CONSTRUCTION SPECIFICATIONS. 2. ALL ARTERIAL UTILITIES EXCEPT STORMWATER AND SIGNALS ARE TO BE PLACED IN UTILITY EASEMENTS. 3. STREET DESIGN STANDARDS ARE IN THE BROKEN ARROW ENGINEERING DESIGN CRITERIA MANUAL (2010, REVISED 2011).

FIGURE 5-3: Street and Roadway Standards

CHAPTER 5: TRANSPORTATION AND MOBILITY

103

OTHER TRANSPORTATION MODES TRANSIT SERVICES

AIR TRANSPORTATION

Broken Arrow contracts with Tulsa Transit

Broken Arrow has convenient access to

to provide bus service to the community.

Tulsa International Airport (TUL), located

Currently, there are two Tulsa Transit routes

approximately 13.5-miles from the city and

serving Broken Arrow:

reachable by a fifteen to twenty minute vehicle trip via the Broken Arrow Expressway

Route 508 Broken Arrow Connection: Route

and US-169. Close proximity to the airport

508 provides circulator service in central Broken

is highly advantageous for Broken Arrow’s

Arrow, Monday through Friday from 6:00 AM

residents and companies’ travel needs and

to 6:30 PM. Passengers can call in advance to

for local efforts to recruit new businesses

request pick-up and drop off in a service zone

and industries.

near the route’s standard alignment. Route 902 Broken Arrow Express: Route 902 offers commuter express bus trips during the weekday rush hours between Broken Arrow and downtown Tulsa. The route travels on the BA Expressway and Aspen (between BA Expressway and Jasper) and with service to park-and rides at Indian Springs (Elm Place/ Jasper) and Battle Creek (Aspen and just north of the BA Expressway).

ACTIVE TRANSPORTATION Broken Arrow continues to develop and expand its sidewalk network as opportunities allow, especially in concert with road widenings and infrastructure improvement projects. The city also seeks to build upon the popularity of the Liberty Trail, which parallels the Creek Turnpike, and develop a coordinated network of multi-modal trails and bicycle facilities along corridors, easements, and greenways with local and regional connections. Figure 5-3 shows the existing and planned active transportation facilities in Broken Arrow.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

4,000

8,000

16,000 FT

FIGURE 5-3: Active Transportation Facilities

CHAPTER 5: TRANSPORTATION AND MOBILITY

105

TRANSPORTATION PLAN The

Transportation

Plan

provides

Following are the key elements depicted in

important guide to prioritize transportation

the Transportation Plan (shown in Figure 5.4)

improvement needs and to preserve the right-

to enhance local and regional multimodal

of-way necessary to accommodate future City

travel and support Broken Arrow’s continued

development and mobility demands.

development:

The

Transportation Plan is based upon preserving, enhancing, and incrementally building out the

Primary Arterials: Primary arterials are

City’s arterial and collector street network as

designed to accommodate large volumes

development and traffic conditions warrant.

of through traffic and often connect with

The primary and secondary arterial corridor

regional highways and activity centers.

network builds upon the City’s current

Broken Arrow, primary arterials have 120-feet

transportation plan and aligns with arterial

of right-of-way, 4-7 lanes in urban areas, and

classifications specific to INCOG’s metropolitan

2-3 lanes in rural areas.

transportation plan, Connect 2045.

that run north-south include Aspen Avenue,

Primary arterials

Elm Place, 23rd Street/County Line Road, 65th Street/Oneta Road, 107th Street/Turkey Springs Road, 149th Street/Nedra Lane, and 191st Street/Bluff Landing; east-west primary arterials include Kenosha Street, Washington Street, New Orleans Street, and Tucson Street. Secondary Arterials: Secondary arterials complement parallel

and

primary

arterials,

perpendicular

providing crosstown

connectivity options. Secondary arterials have 100-feet of right-of-way and are designed for 2-5 lanes, depending on location and traffic volumes. Secondary arterials running northsouth include Mingo Road, Garnett Road, Olive Street, 9th Street/Lynn Lane, 37th Street, 51st Street/Evans Road, 79th Street/Midway Road, 93rd Street/Oak Grove Road, 121st Street/ Coweta Road, 135th Street/Hansen Street, 163rd Street/Lone Star Road, and 177th Street/Van Tuye Road. Those running eastwest include Rockford Street, Dearborn Street, Omaha Street, Albany Street, Houston Street, Florence Street, Jasper Street, Yazoo Street, and Naples Street.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

4,000

8,000

16,000 FT

FIGURE 5-4: Transportation Plan Map

CHAPTER 5: TRANSPORTATION AND MOBILITY

107

Collectors:

Collectors

provide

connectivity

between

commercial

development

localized

residential and

and funnel

traffic to and from primary and secondary arterials. Collectors typically require signals at intersections with arterials and have 80-feet of right-of-way and 2-3 lanes. Local examples include Main Street, S. 1st Place (between Washington Street and New Orleans Street), Broadway Avenue (between Elm Place and Main Street), and Dallas Street (between Elm Place and Main Street). New Access Points: Three new access points have been identified to improve local movement, highway access, and regional connections on the transportation network •

23rd Street/County Line Road bridge over the Arkansas River: A bridge crossing the Arkansas River via 23rd Street has been envisioned to connect Broken Arrow with southeastern Tulsa County, southwestern Wagoner

County,

and

US-84.

This

connection to the south would allow new travel options in south Broken Arrow and opportunities for continued residential development. •

Washington Street connection with OK51: A new connection between Washington Street and OK-51 is recommended to allow Washington Street to fully transverse the City and to improve access to Northeastern State University.

•

New

Orleans

Street

and

Muskogee

Turnpike interchange: A new interchange is planned at New Orleans Street and the Muskogee Turnpike (OK-351) to improve transportation options for the southeast portion of the City, including the nearby National Guard Facility.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

•

23rd Street/County Line Road bridge over

Enhanced Transit: Per the INCOG Connect

Union Pacific railroad tracks: Constructing

2045 Plan, enhanced regional transit is

envisioned along Kenosha Street and the

grade-separated crossing over the

railroad tracks on 23rd Street between

Union Pacific railroad.

Houston Street and Washington Street is

•

recommended to enhance vehicular safety

Bicycle Facilities: On-street bicycle facilities,

and travel time on 23rd Street.

as recommended by the INCOG GO Plan, will

65th Street/Oneta Road and Muskogee

provide new multimodal travel options along

Turnpike interchange: A new 65th Street/

key corridors.

Oneta Road and Muskogee interchange is

•

recommended to improve transportation

Planned Capacity Improvements:

access and options in eastern Broken

Broken Arrow has identified a program of local

Arrow and Wagoner County.

network improvements intended to add traffic

Kenosha

Street

bridge

across

the

capacity and mobility options along various

Verdigris River: Extending Kenosha Street

primary and secondary arterials.

east across the Verdigris River is proposed

targeted capacity improvements are intended

to improve economic development and

to meet growing and anticipated development

maritime shipping opportunities at the

and travel demands in the coming years. Road

river and to develop a new connection with

widening plans are detailed in Table 5-3 and

neighboring Rogers County.

5-4, which includes capacity improvement

These

projects included in INCOG’s Connect 2045 Gateway

Corridors:

Gateway

corridors

metropolitan transportation plan and Broken

provide critical access into and through Broken

Arrow’s 2018 GO Bond program of projects.

Arrow and will feature streetscape treatments

Figure 5-5 depicts the location of planned

to enhance the visual appeal and branding of

widenings.

the community. Kenosha Street, Washington

widening projects that did not make the final

Street, Aspen Avenue, Elm Place, 9th Street/

bond program.

Additionally,

Table

5-5

lists

Lynn Lane, and 23rd Street/County Line Road have this designation. Gateway Markers: Strategically placed at primary points of traffic entry into Broken Arrow such as highway interchanges and city boundaries, gateway markers are opportunities to feature visual elements that promote Broken Arrow and local placemaking. Major gateway markers are envisioned for entry points along gateway corridors and minor gateway markers are at other community entry points.

CHAPTER 5: TRANSPORTATION AND MOBILITY

109

TABLE 5-3: Planned Arterial Network Improvements - INCOG 2045 Regional Transportation Plan

Arterial

From

Houston

Florence

Olive

Albany

Kenosha

Aspen

Kenosha

Jasper

23rd St

Omaha

Tucson

23rd St

Naples

Arkansas River

Dearborn

Aspen

Maple

0.5

Omaha

Aspen

37th Street

Albany

Aspen

37th Street

Kenosha

Evans

93rd St

Houston

Garnett

Old Highway 51

2-3

Washington

Garnett

23rd St

2-3

New Orleans

Mingo

65th St

2-4

Garnett

Elm

Garnett

Tucson

Miles 2015 Thru Lanes

2045 Thru Lanes

TABLE 5-4: Planned Arterial Network Improvements - BAOK 2018 GO Bond

Arterial

From

Miles

2018 Lanes

GO Bond

Aspen

Tucson

W. Shreveport

1.75

2- 5

Elm Pl

Kenosha

BA Expressway

9th St

Houston

New Orleans

23rd St

Omaha

Albany

37th St

Dearborn

Omaha

Houston

Garnett

Aspen

Houston

9th St

Old Highway 51

Washington

Olive

Aspen

Washington

9th St

University Blvd

1.5+

New Orleans

Garnett

Olive

TABLE 5-5: Planned Arterial Network Improvements - BAOK 2018 Bond - Removed from Bond Program From

Miles

2018 Lanes

Planned Lanes (unfunded)

Albany

23rd St

37th St

Tucson

Aspen

Olive

23rd St

Houston

Washington

23rd St

Washington

New Orleans

Arterial

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

4,000

8,000

16,000 FT

FIGURE 5-5: Planned Roadway Widenings

CHAPTER 5: TRANSPORTATION AND MOBILITY

111

TRANSPORTATION AND MOBILITY ACTION FRAMEWORK This section presents the goals, actions, and policies for transportation and mobility in Broken Arrow.

GUIDING PRINCIPLE Create a connected, balanced multi-modal transportation system that is safe and efficient.

GOAL M1: Integrate innovative transportation practices to ease congestion and provide more transportation options.

Action M1.1: Continue frequent engagement with regional and local partners in planning and funding transportation improvements. Travel patterns and transportation services, corridors, and networks are regional and typically do not end at city boundaries. Hence, it is critical to stay engaged with the Indian Nations Council of Governments (INCOG), Oklahoma Department of Transportation (ODOT), and Oklahoma Turnpike Authority (OTA) in identifying and prioritizing regional and local transportation priorities and partnering with neighboring entities to fund and implement mutually-beneficial transportation improvements.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Action M1.2: Routinely review and update Broken Arrow’s local transportation plan to direct the efficient and safe movement of people and goods throughout the City and to and from the regional transportation network. Local transportation plans are often a very effective tool for demonstrating local transportation needs and aligning them with regional and state transportation plans to secure project funding. These local transportation plans typically include an inventory of local transportation assets, identification of system gaps, system maintenance and expansion costs, and a priority list of multi-modal transportation improvement projects for future programming and funding opportunities. The plan should

also

include

coordinated

multi-modal

elements, including local pedestrian, bicycle, and transit priorities.

Action M1.3: Develop an asset management system to inventory, monitor, and plan for maintenance and replacement local transportation infrastructure. Developing and maintaining a consolidated GIS database of critical local transportation network components—such as ROW width, number of travel lanes, road classification, traffic volumes, crashes, paving condition, infrastructure age, and traffic signal equipment—would allow city staff the ability to routinely monitor and track the performance, condition, and age of the transportation network. This asset management GIS database could help the city inventory and monitor its significant infrastructure assets and strategically plan and budget for their ongoing maintenance and replacement cycles.

Action M1.4: Continue to coordinate with INCOG and Tulsa and Wagoner counties on setting local street classifications and employing improvements to meet current and projected travel demand. Aligning and matching the City’s local street classifications with INCOG’s ensures that Broken Arrow’s streets meet regional standards and connect seamlessly with neighboring jurisdictions to ease travel flow and multi-modal transportation movement. This coordination may prove especially beneficial in planning and implementing regional transportation improvements that cross municipal lines, such as regional ITS signalization, transit services, recycling services, and automated-vehicle movement.

CHAPTER 5: TRANSPORTATION AND MOBILITY

113

Action M1.5: Control and minimize access points to the arterial street system to promote the efficient and safe movement of traffic. Arterials often need access drives to best serve developments adjacent to the roadway. Yet, too many access drives can negatively impact the safety and traffic flow of the arterial, as vehicles can enter and exit the arterial in multiple locations in an unpredictable and irregular manner. Furthermore, multiple access drives can degrade from the visual appearance of the corridor and hinder the possibility of incorporating gateway and landscaping features. Street design, rehabilitation, and widening efforts should consider practical ways to balance providing adequate access points while maintaining and enhancing the street’s visual appearance, safety, and feel. Action M1.6: Continue to proactively develop and implement traffic management strategies to reduce congestion and improve traffic flow and incident response. Considering community concerns about current traffic issues and the projected population increases in the community and area that will bring more traffic, it would be appropriate to develop a set of traffic management strategies to monitor travel trends and optimize mobility. Traffic management strategies could include annually tracking transportation system performance statistics (such as traffic counts, average speeds, and crashes) to program

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

maintenance

and

design

improvements,

developing a local intelligent transportation system (ITS) to monitor transportation patterns and coordinate traffic signals for efficient movements, and consider implementing an access management plan to strategically locate and limit driveways and access points on arterials.

Action M1.7: Develop a local freight route plan to direct intermodal truck traffic through the City. Considering Broken Arrow’s strong manufacturing sector and prime location at the crossroads of major regional highways and near the Port of Catoosa, Broken Arrow thoroughfares will likely have increased truck traffic as the community and demand for goods transported by freight grows. Increased and unmanaged truck traffic can disrupt traffic flows, caused increased local road maintenance, and negatively impact quality of life. Developing a local freight plan that specifies locally-preferred routes—along the Broken Arrow Expressway and major arterials like Kenosha Street, Washington Street, Aspen Avenue, 23rd Street, etc.—would allow Broken Arrow to efficiently direct truck traffic, plan and budget for associated roadway improvements and maintenance, plan areas for future industrial and commercial development, and safeguard community of life especially in residential areas.

should continue to consider and implement

Action M1.8: Where efficient and costeffective, utilize traffic calming practices (such as roundabouts) to help manage traffic throughout Broken Arrow. The City’s traffic calming program is in place to help reduce traffic speeds and enhance the safety of areas of pedestrian activity, especially in residential neighborhoods. Traffic calming practices—including roundabouts, raised crosswalks, sidewalk bulb-outs, center islands, angled parking, etc.—are also great tools to support placemaking along corridors and within special districts. Broken Arrow

Action M1.10: Explore the feasibility of innovative strategies to ease congestion on arterials near the BA Expressway, including diverging diamond intersections and an over-crossing of the BA Expressway, between Elm Place and 23rd Street. An additional roadway crossing over the BA Expressway should include bicycle/pedestrian access and gateway features. Divergent diamond interchanges should also be assessed for easing congestion on arterials near the BA Expressway.

traffic calming strategies across the city as appropriate to enhance pedestrian safety, quality of life, and placemaking efforts. To ease implementation efforts, the City should develop

new

engineering

specifications

for roundabouts and other traffic calming infrastructure.

Action M1.9: Develop a policy which provides guidance as to how Broken Arrow handles shared electric bikes and/ or scooters. With the national emergence of shared electric scooters and e-bikes, the City should consider a policy that defines local permitting requirements, the spaces in which they can operate and dwell while out of service, and safety provisions that protect from conflicts with pedestrians on sidewalks. This emerging technology should also be considered in the development of a local Pedestrian and Bicycle Plan, as bicycle lanes and infrastructure may best accommodate their use and operation.

CHAPTER 5: TRANSPORTATION AND MOBILITY

115

GOAL M2: Incorporate design features to enhance the visual appearance, multi-modal options, and safety along key corridors.

Action M2.1: Design and implement rightsof-way treatments and improvements to support economic development and placemaking. A community’s streets are its assets and platforms for placemaking and economic development, and strategic roadway design treatments are critical to attracting and ensuring the type of development desired by the community at specific locations and along corridors. Through implementing design guidelines specific to the local functional classification system, consistent designs can be implemented along major and minor arterials, neighborhood collectors, and local streets to best compliment the adjacent current and future land uses. This will be particularly critical for attracting and guiding development along gateway arterials with direct access to the Broken Arrow Expressway and Creek Turnpike and to employ the necessary treatments to foster placemaking, mixed-use development, and walkability along these corridors. Action M2.2: Incorporate community branding, lighting treatments, and streetscape elements at gateways and along key corridors into and through the City. Broken Arrow’s location along the Broken Arrow Expressway and Creek Turnpike present a critical opportunity to capitalize on increased traffic and economic development

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

in the area. Attractive gateway enhancements at highway and arterial city limit lines and special districts, as well as intuitive wayfinding signage throughout the community provide opportunities to uniquely brand and sell Broken Arrow as a great community for visitors, residents, and businesses.

Action M2.3: Develop a wayfinding signage program to promote Broken Arrow and direct visitors traveling into the community via primary arterials. There are many points of entry into Broken Arrow via the Broken Arrow Expressway, the Creek Turnpike, State Highway 51, the Muskogee Turnpike and the arterial street network, yet it many cases it is difficult for a visitor to visually distinguish Broken Arrow from its municipal neighbors. Developing signature gateway features at key entry points along major corridors and a corresponding wayfinding signage program provides a critical opportunity to further promote Broken Arrow’s brand and welcome visitors, shoppers, and potential new residents and developments into the community. Action M2.4: Review and update sign ordinances as necessary to improve sight lines and the visual appeal of streets. The placement, size, and height of commercial signs can detract from the overall visual appearance of corridors and the community.

Furthermore, in some cases, signs can reduce sight lines and potentially impact mobility safety. The City should periodically review and update its sign ordinances as appropriate to continuously enhance road safety and visual appeal while balancing local business needs for advertising.

Action M2.5: On all roadway improvements, consider improvements to facilitate safe automobile, transit, bicycle, and pedestrian travel that minimize conflict points between modes. Multi-modal transportation networks often present intersections and conflicts between modes, as vehicular and alternative modes typically travel in similar patterns and converge between origins and destinations. Good roadway design can improve the transportation infrastructure and safety of all modes and mitigate dangerous conflict points between modes. For example, a road widening project may allow opportunity to locate a sidewalk further away from the curb and to add a protected bikeway in the roadway—treatments that expand multimodal transportation options while creating safe protective barriers between the modes. The City should take advantage of roadway improvement projects and coordinate with the Engineering and Construction Department to advance the build-out and safe connections of the multi-modal networks through roadway design and construction opportunities.

Action M2.6: Design and develop highquality transportation facilities that maximize life-cycle and minimize maintenance requirements. Transportation infrastructure and its ongoing maintenance requires significant local investment and is critical to supporting a thriving city and continued economic development. The City should continue to employ leading-edge design standards, topgrade construction materials, and preventative maintenance programs to build and maintain high-quality transportation facilities for maximum life-cycle and community benefit of public investment. Action M2.7: Revise subdivision regulations to require cross-access easements between abutting nonresidential parcels as part of new development or redevelopment. The City should consider updating its subdivision regulations to require cross-access easements between abutting nonresidential parcels slated for development as a strategy to minimize and consolidate the number of access drives along roadways. This approach would not only improve the safety and efficiency of traffic coming from the street network to the development, but it would also provide opportunity for enhancing the visual character of the roadway.

CHAPTER 5: TRANSPORTATION AND MOBILITY

117

Action M2.8: Revise subdivision regulations and Engineering Design Criteria Manual to require adequate spacing of driveway access points from intersections and along arterial streets. The City should consider updating its subdivision regulations to provide proper spacing along arterials between access drives to developments and intersections; the current zoning ordinance requires 250feet of spacing between an intersection

and a driveway.

Allowing more spacing

will enhance the safety of vehicular travel, providing motorists with the adequate visual and braking distance beyond intersections to react to vehicles decelerating as they turn into developments.

Furthermore, the additional

spacing could provide the City with contiguous right-of-way

intersections

facilitate

pedestrian and bicycle infrastructure and crossings and add gateway and landscaping features that improve the visual appearance of the intersection.

GOAL M3: Coordinate pedestrian, bicycle, and automobile infrastructure to facilitate efficient and safe movements and connections between modes.

Action M3.1: Conduct a detailed inventory of existing sidewalks and bike facilities on collectors and neighborhood streets, including an assessment of conditions and critical barriers and gaps. Compile and map a detailed inventory of all existing sidewalk and bicycle facilities in the City. The inventory should include the type of construction materials used (e.g., asphalt/concrete), width, presence or absence of a landscape buffer between back of curb and sidewalk, impediments to travel (e.g., utility poles, landscaping, etc.), compliance with American with Disabilities Act (ADA) accommodations and a condition assessment. This information should be mapped in Geographic Information System (GIS) mapping software and should be used to facilitate the creation of a prioritized improvement program.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Action M3.2: Prepare and update the local pedestrian and bicycle plan to identify and prioritize local active transportation infrastructure needs. Using the detailed inventory compiled in Action M3.1, identify and prioritize key sidewalk and bicycle improvements along arterial and collector roadways which create the greatest potential to improve multi-modal connectivity throughout the City and to the regional networks. Key local destinations include the Rose District, parks, trails, and schools. As part of a Pedestrian and Bicycle Master Plan, the City should identify certain pedestrian and bicycle projects which could be included in a future Capital Improvement Plan and as candidates for transportation alternatives (TA) funding from INCOG or the state.

Action M3.3: Incorporate pedestrian and bicycle improvements and street crossings with all new street maintenance and expansion projects. It is important for Broken Arrow to continue implementing sidewalk and bicycle improvements as they provide for community wellness, improved connectivity, and set the bar for the standards to which private developments will also be held. Roadway improvement projects, especially widenings, and redevelopment projects present important opportunities for the City to also use for expanding and improving the sidewalk and bicycle infrastructure networks. Action M3.4: Coordinate with INCOG and Tulsa Transit in designing and supporting current and future transit services. Local market demand for transit services is anticipated to rise with Broken Arrow’s emerging demographic trends and the related travel preferences and needs of younger and older generations. Broken Arrow directly contracts with Tulsa Transit on an annual basis to design and provide the commuter and circulator bus service currently operating within the community. Yet, transit services in the Tulsa region are limited by the lack of a regional funding mechanism for service operations and therefore are dependent on the local funding amounts and grants annually available. Continued coordination with Tulsa Transit and INCOG is recommended to pursue collaborative and alternative funding opportunities to improve existing services and launch new transit options in Broken Arrow.

Action M3.5: Ensure transit stops have effective and comfortable pedestrian connections to the area sidewalk network and are ADA compliant. Every bus trip requires a pedestrian connection to safely connect passengers between the transit stop and the sidewalk network. Coordinating with Tulsa Transit and public works on bus stop placement and related ADA pedestrian connections to the sidewalk network is recommended to improve the attractiveness, accessibility, and usefulness of transit services. Action M3.6: Proactively coordinate and pursue grant funding with Broken Arrow, Union, and Bixby school districts to ensure adequate sidewalk connections from neighborhoods to schools. To reduce the number of cars and buses bringing kids to and from school and the recurring queuing issues, Broken Arrow should partner with the Broken Arrow, Union, and Bixby school districts in identifying priority sidewalk connection needs and pursuing grant funding for projects that improve neighborhood access to each elementary, middle, and high school in the city limits. Improving pedestrian access to and from the local schools will provide more mobility options between school and home, help alleviate bellhour vehicle congestion, strengthen nearby neighborhoods, and enhance community health through adding safe and comfortable pedestrian and bicycle travel options.

CHAPTER 5: TRANSPORTATION AND MOBILITY

119

TRANSPORTATION & MOBILITY POLICIES To further guide growth of the city in a

•

Policy M4: Turn-arounds shall be provided

manner that is consistent with the overall

on all dead-end streets in accordance with

vision of Broken Arrow NEXT, the following

Fire Code requirements.

policy statements have been adopted as part •

of this plan.

Policy M5: The long range transportation plans of Broken Arrow should be compatible

•

Policy M1: City staff shall, with input from

with regional transportation plans.

City Council, Planning Commission, and interested parties, develop proposals for

•

Policy M6: All commercial and industrial

policies regarding the requirement to

developments

along

primary

and

extend collector and arterial roadways

secondary arterials should be required

across drainageways, outparcel tracts,

to use joint driveway access and have

or other obstacles for consideration for

mutual access easement agreements.

adoption by the Planning Commission and

The City shall develop and adopt access

City Council.

design criteria and recommendations for designing interconnecting parking lots.

•

Policy M2: Streets shall be dedicated and improved in all subdivisions of land

•

Policy M7: Access onto an arterial street

according to the requirements listed in the

shall be designed so that no vehicles back

Subdivision Regulations.

directly into the flow of traffic.

Policy

M3:

Each

thoroughfare

shall

•

Policy

M8:

Pedestrian

and

bicycle

be designed with sufficient capacity to

movements should be separated as much

accommodate traffic based on intensity of

as possible from auto and truck traffic.

projected and planned land use.

120

•

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

•

Policy M9: Sidewalks shall be provided in

accordance

with

the

•

Policy M14: Medium and high density residential

Subdivision

areas

designed

should as

located

Regulations. Such sidewalks shall be

and

discourage

designed to allow for safe distance

traffic movement through single family

between sidewalks and obstacles and

detached areas.

hazards such as utility poles, utility boxes, •

culverts, ditches, and the like.

Policy M15: The following ideas should be applied in subdivision design:

•

Policy M10: Sidewalks along arterial street shall be located as far as possible away from the street curb.

•

Policy M11: The City may require soil testing and sub base preparation on

Collector streets should collect and move traffic to and from and/or through the neighborhood, but should avoid allowing direct access through the neighborhood.

any project in which the City will have maintenance responsibility. •

Policy M12: The Planning Commission

Neighborhoods shall be linked together to provide ease of access for pedestrians, bicyclists, and public vehicles, including police, fire, sanitation, school buses, and utility vehicles.

and City Council shall receive a report at least every five years on the status of the arterial street system. This report shall identify traffic and land use problem areas

Neighborhoods with 30 or more residential units shall be designed with more than

as they relate to the arterial street system. •

Policy

M13:

Except

for

one entrance.

emergency

access, commercial and industrial areas

•

Policy M16: The use of ‘pork chop’ type

shall not have vehicular connections to

designs at access drives and arterial streets

residential areas.

should be avoided until an approved design standard is created and incorporated into the Engineering Design Criteria Manual. CHAPTER 5: TRANSPORTATION AND MOBILITY

121

COMMUNITY INFRASTRUCTURE

INTRODUCTION For the purposes of this chapter of the comprehensive plan document, community infrastructure includes water, wastewater, and stormwater utilities. This chapter discusses current conditions and future opportunities for water, wastewater, and stormwater utilities in Broken Arrow. Transportation infrastructure is discussed in Chapter 5: Transportation and Mobility and community facilities are discussed in Chapter 11: Quality of Life. Open space and floodplain is discussed in Chapter 7: Parks, Recreation & Open Space.

WATER SYSTEM

EXISTING CONDITIONS

The portions of Broken Arrow that fall within

Recent improvements to water treatment

Tulsa County are served by City of Broken

and capacity citywide have allowed the City

Arrow water. For the most part, areas of

to shift its focus from capacity to improving

the City in Wagoner County are served by

water quality. Over the next twenty years,

Rural Water District (RWD) No. 4. There are

the biggest concern related to water is long-

instances in Wagoner County where the Rural

term capacity. There is interest in obtaining a

Water District No. 4 has sold water rights

secondary water source which could be either

within the City (such as the Forest Ridge Golf

raw water treated at our plant or from Tulsa.

Community). The City’s only water treatment

Other issues include topographic challenges

plant is located just north of Kenosha near the

with pumping water.

Verdigris River. With a scheduled completion in 2019, the water treatment plant is being expanded; improvements include improved water quality and expansion of daily water capacity. Figure 6-1 depicts the City of Broken Arrow water lines as of Spring 2018.

124

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

OPPORTUNITIES

Long term, areas of growth for the City are

The City of Broken Arrow is uniquely positioned

4. The relationship between the City and the

to have water supplied from several locations. An in-depth water system study would provide a more targeted approach to growing water system capacity and service. This study would look at the revenue model and help determine how to enlarge the water treatment plant and overall system to meet future needs. The City has evaluated the needs of the system and has targeted projects to improve service via its current Water Master Plan.

mostly located in Wagoner County RWD No. rural water district has greatly improved in the recent decade. The RWD No. 4 understands the needs associated with growth in the City and that the District may be challenged to provide the requisite fire protection needed for growth in Wagoner County. In instances where infrastructure might be a hindrance to industrial or office development in Wagoner County, the City and RWD No, 4 should consider partnerships to ensure development can occur and be provided adequate water service.

City Limits Fenceline COBA Existing Water Supply Lines 0

4,000

8,000

16,000 FT

FIGURE 6-1: Existing City of Broken Arrow Water Lines

CHAPTER 6: COMMUNITY INFRASTRUCTURE

125

WASTEWATER SYSTEM EXISTING CONDITIONS

As with many larger cities in Oklahoma, the

One of the most pressing needs is that some

City of Broken Arrow is divided by several

sewer trunk lines have aged, have capacity

basins and the wastewater is treated by two

issues, and are in need of major improvements.

treatment plants: Haikey Creek and Lynn Lane.

One such trunk line is along 23rd Street/

The existing sewer lines are shown in Figure

County Line Road, which is being addressed

6-2. The City has completed a Wastewater

in 2019, and another is near Haikey Creek,

Master Plan that outlines how the City will

which is being designed and will be ready for

need to incrementally grow this system in the

construction in 2020.

future. The City has determined many of the immediate needs and has included them in the Capital Improvement Plan. As shown in Table 6-1, a significant amount of funding is slated for wastewater system improvements

the

FY2019

Capital

Improvement Plan. Improvements include sewer lines, lift stations, electrical projects, and facility rehabilitation.

TABLE 6-1: Planned Wastewater CIP Improvements

Category Haikey Creek Plant Projects

$55,833,000

Haikey Creek Basin Projects

$13,800,000

Lynn Lane Plant Projects

$28,100,000

Lynn Lane Basin Projects

$46,360,000

Total

126

FY18 - FY25 Improvements

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

$144,093,000

OPPORTUNITIES In

addition

implementing

priorities

identified in the Wastewater Master Plan, there are additional opportunities the City can explore. As with the water system, there are rural sewer districts within the fenceline limits. These are privately owned and operated wastewater treatment plants and collection systems. Adding and/or annexing these rural systems could provide additional revenue and ensure that development that occurs in these areas of the fenceline are of the same standard as is required within the City.

City Limits Fenceline Existing Wastewater Lines 0

4,000

8,000

16,000 FT

FIGURE 6-2: Existing Wastewater Lines

CHAPTER 6: COMMUNITY INFRASTRUCTURE

127

STORMWATER/FLOODPLAIN

EXISTING CONDITIONS

The City of Broken Arrow has worked to keep development out of the floodplain and to encourage development of parks and preservation of open space where possible. Still, many areas in the floodplain are owned by individual property owners and fall outside of the city’s purview for maintenance. However, many HOAs or private property owners are not adequately maintaining these areas. Figure 6-3 depicts the existing floodplain areas within Broken Arrow. Additionally, the City has a Citywide Master Drainage Plan and keeps the individual master drainage plans up to date. The 2018 GO Bond shows that the City is focused on keeping the stormwater maintenance and improvements up to date.

128

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

OPPORTUNITIES

In the future, more focus will likely be placed

City leadership will also need to strategize

on stormwater quality issues. Innovative

on how to best address private ownership

stormwater management techniques, like the

of streams and creeks. How these privately

bioswales used on Broadway in downtown,

owned reaches are maintained will be a policy

could be replicated elsewhere in the City. A

decision made by the leaders in partnership

stormwater atlas could also be considered to

with private property owners and HOAs. One

aid in development plans.

potential solution would be to require a certain level of maintenance of floodplain areas from the HOA and levy appropriate fees if that level of maintenance is not met.

City Limits Fenceline 500-Year Floodplain 100-Year Floodplain Floodway 0

4,000

8,000

16,000 FT

FIGURE 6-3: Floodplain Areas

CHAPTER 6: COMMUNITY INFRASTRUCTURE

129

COMMUNITY INFRASTRUCTURE ACTION FRAMEWORK This section presents the goals, actions, and policies for community infrastructure in Broken Arrow.

GUIDING PRINCIPLE Provide efficient and quality infrastructure services that keep up with growth and demand.

CI1

GOAL CI1: Incorporate sustainable practices in the maintenance and development of community infrastructure.

Action CI1.1: Maintain a digital inventory of

management plan to better track the life-cycle

existing, planned, and programmed water,

of major infrastructure assets.

sewer, and utility infrastructure.

An online, up to date atlas showing the city

Action CI1.3: Periodically update the Master

utilities would be an advantage to the City as

Water and Wastewater plan to proactively

well as the development community. The City

keep pace with community growth.

currently has one GIS position and is working

The City is currently updating both the Water

to bring their system up to date, but this area

and Wastewater Master Plans. As growth in

needs more attention to continue to lead the

Broken Arrow and Wagoner County continue,

area in growth.

these two plans should be periodically reviewed and updated.

Action CI1.2: Develop and maintain an asset management plan to account for all city

Action CI1.4: Evaluate opportunities to create

infrastructure

a joint venture with the rural water district

ongoing

130

and

plan

maintenance,

accordingly

replacement,

for and

to provide water in identified areas.

expansion projects and costs.

The City should explore additional partnerships

An asset management plan helps city staff

with Rural Water District No. 4 to provide

maintain accurate inventories of the life-

water in Wagoner County. A need exists for

cycle operations of infrastructure assets. City

coordinating more often with Wagoner County

staff should consider developing an asset

on development issues.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Action CI1.5: Employ green design solutions

Action CI1.7: Develop and modernize city

to direct stormwater to natural drainage

facilities

basins and reclaim for conservation and

efficient materials, as financially feasible.

irrigation purposes.

As any city facility is updated or expanded,

Innovative

and

alternative

with

sustainable

and

energy

stormwater

energy efficient materials and construction

solutions such as bioswales should be added

processes should be used where possible.

where

When these types of projects occur, the City

appropriate.

Additionally,

many

subdivisions have drainage detention areas

should apply for LEED design standards.

that are otherwise unusable space. These areas could be used for passive recreation

Action

activities to increase the amount of parkland

for

in the city.

throughout the City.

CI1.8:

replacing

Evaluate

long-term

undersized

needs

interceptors

Interceptors are a filtering system that separate Action CI1.6: Continue developing energy-

contaminants from rainwater before it enters

efficient,

and

the larger sewage system. Interceptors are

environmentally-safe alternatives for waste

commonly found underneath roadways and

disposal, including options for recycling.

industrial sites where oil is stored or used.

As of early 2019, the City is conducting a recycling

The City should periodically assess the state of

pilot program within two neighborhoods. If

interceptors to determine long-term needs for

this pilot program is successful, the City should

replacement.

economically-feasible

implement recycling citywide.

CHAPTER 6: COMMUNITY INFRASTRUCTURE

131

CI2

GOAL CI2: Enhance community resources to be resilient to disasters and floods.

Action CI2.1: Continue to develop and maintain

Action CI2.4: Periodically review and update

an emergency/disaster preparedness plan

the

to assess local risks and proactively plan for

proactively prepare for community growth.

community resiliency.

Similar to the water and wastewater master

In 2017, in coordination with Broken Arrow Public Schools and Union Public Schools, the City developed a Multi-Jurisdictional MultiHazard Mitigation Plan Update. This plan should periodically be updated to identify potential hazards and their associated risks, develop mitigation strategies for those hazards, and prioritize action items.

plans, the City should also prepare and

Stormwater

Management

Plan

regularly update the stormwater master plan. This is especially crucial to be prepared for high volume rain events. Action CI2.5: For new developments, place utility systems underground for ease of maintenance and protection from weather.

This action refers to overhead electricity, Action CI2.2: Continue to maintain and protect

telephone, and utility lines, as these lines are

the 100-year floodplain in its natural state.

often unsightly. Although more expensive,

As indicated on the Future Development Guide,

developments fronting roadways are more

areas located in the floodplain are meant to

aesthetically pleasing when utilities are placed

be preserved. The City has maintained its

underground where they can be more easily

policy to not promote development within the

maintained by utility operators.

floodplain. This policy should be continued and where possible, keep floodplain in its

Action CI2.6: Periodically evaluate police, fire,

natural state.

and emergency staffing, facility, and training needs and increase as necessary to meet

Action CI2.3: Explore requirements for a

community growth needs.

maintenance buffer zone adjacent to all

As Broken Arrow grows - both in population

floodplain limits to serve as a safety and

and land size - the number of police, fire, and

operations zone.

emergency services personnel and facility

In instances where floodplain areas are owned

needs increases as well. Community services

by private property owners, the City cannot

like police, fire, and emergency services are

properly maintain these areas. This can lead to

discussed in Chapter 11: Quality of Life.

issues such as flooding and gathering of debris. If there was access and a maintenance buffer zone within floodplain areas, the City would be able to conduct needed maintenance.

132

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

CI3

GOAL CI3: Proactively plan infrastructure for areas prioritized for economic Development.

Action CI3.1: Conduct and routinely update

Action

infrastructure

special

contiguous economic development through

districts and areas targeted for economic

incrementally extending infrastructure from

development.

existing facilities in a planned manner.

Infrastructure can be a barrier to new

Maintain

development;

start

efficient and contiguous development would

early with potential developers to determine

help prevent “leapfrog” or non-contiguous

infrastructure needs. For the special district

development that is inefficient and costly to

areas, an assessment of infrastructure and WiFi

both cities and developers.

assessments

conversations

for

should

CI3.3:

Promote

policies

efficient

and

promoting

connectivity should be completed to ensure that the areas are ready for development or

Action CI3.4: Routinely perform cost benefit/

redevelopment.

Return on Investment (ROI) analysis on economic development projects requiring

Action CI3.2: Coordinate with the City’s

infrastructure

Economic Development staff in identifying

project

and prioritizing infrastructure needs to

community benefit.

secure new development.

A Return on Investment (ROI) analysis can

This

would

involve

continued

merit

investments and

ensure

evaluate maximum

regular

determine if and when the upfront cost in

conversations with the Development Services

improving or adding significant infrastructure

department, Economic Development staff,

will ultimately benefit the City. An ROI analysis

and utility providers to plan and coordinate

should be conducted before any major

improvements. For potential development

infrastructure investment.

in Wagoner County, the Rural Water District should be involved.

CHAPTER 6: COMMUNITY INFRASTRUCTURE

133

COMMUNITY INFRASTRUCTURE POLICIES To further guide growth of the city in a

•

Policy CI3: Sanitary sewer trunk line

manner that is consistent with the overall

extensions by private parties shall conform

vision of Broken Arrow NEXT, the following

to that which is shown in Figure 6.2: Future

policy statements have been adopted as part

Sanitary Sewer Service or as approved by

of this plan.

the City of Broken Arrow.

•

Policy CI1: All existing and newly created

•

Policy CI4: If any portion of a property

lots, in which a single family detached or

on which a structure is to be built, or if

a two family dwelling is to be constructed,

there is a change in land use that the City

shall be served by a water main on

determines is in need of sanitary sewer

street frontage if any portion of the

services and is located within 300 feet of

property is within 300 feet of an existing

an existing sanitary sewer line, the sanitary

water main.

sewer line must be extended at least fifteen (15) feet onto the property, and the

•

Policy CI2: If any portion of a property on

structure shall tie‑on to the sanitary sewer

which any type of structure besides a single

line. An easement shall be provided that

family detached or two family dwelling is

will allow the sanitary sewer line to be

to be built, or if there is a change in land

extended across the property.

use that the City determines is in need of water services and is located within 300

•

Policy CI5: Areas that have inadequate

feet of an existing water main, the water

water

and/or

main must be extended across the street

should

frontage of each lot.

for possible inclusion in future capital

sanitary

identified

improvement programs.

134

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

sewer and

service

evaluated

•

Policy

CI6:

Electric,

telephone,

and

•

Policy CI11: The expansion or installation

cable television lines shall be installed

wastewater

underground in new developments, unless

eliminated.

lagoons

should

otherwise determined by the City or the utility providers.

•

Policy CI12: The installation of lift stations, except as temporary measures, should be

•

eliminated.

Policy CI7: The City may require soil testing and sub‑base preparation on any project in which the City will have maintenance

•

Policy CI13: The continued use of septic systems

responsibility.

should

discouraged

and

phased out over time. •

Policy CI8: The City may pay, subject to the availability of funds, the difference in cost

•

Policy CI14: The City shall identify any fire

between the size of water line required

hazard which endangers life and property.

by the development, and the size of line

These fire hazards shall be corrected

required by the Master Plan.

according to the codes of the City.

Policy CI9: The City may pay, subject to the

•

Policy CI15: Fire protection capabilities

availability of funds, the difference in cost

should

between the size of sanitary sewer line

required by the development, and the size

fire

of line required by the Master Plan.

facilities

adequate

enhanced

water

supply

department and

providing

staffing,

equipment,

fire

system, access, service

communications system, and fire safety •

Policy CI10: The City staff shall review

control programs.

annually utility rates to assure that the rates are consistent with costs.

CHAPTER 6: COMMUNITY INFRASTRUCTURE

135

COMMUNITY INFRASTRUCTURE POLICIES •

Policy CI16: Police protection should be

flow characteristics, and the protection

enhanced by providing adequate police

and preservation of the water-carrying

department staffing, equipment, station

and water-retention characteristics and

facilities,

capacities of the floodplain used for

and

training,

and

through

neighborhood support programs. •

conveying and retaining floodwaters.

Policy CI17: A community wide clean up

•

Policy CI22: The City shall limit the

program shall continue to be conducted at

alteration of natural floodplains, stream

least annually.

channels, and natural protection barriers, which are involved in the accommodation

•

Policy CI18: The City shall continue to

of floodwaters.

monitor its liquid and solid wastes disposal Policy

CI23:

cient and environmentally sound. The City

filling,

grading,

shall also examine other alternatives for

development which may cause or increase

disposing liquid and solid waste.

flood damage.

program to assure they are energy effi

•

Policy

CI19:

The

City

shall

require

•

The

City

dredging

shall and

control other

Policy CI24: The City shall prevent or

compliance with the regulations of the

regulate the construction of flood barriers

National Flood Insurance Program as

which will increase flood hazards to

established by the Federal Insurance &

other lands.

Mitigation Administration of the United States Department of Housing and Urban

•

Development.

Policy CI25: Individual properties shall have pervious cover or detention facilities sufficient to cause no net increase in

•

Policy CI20: The 100-year floodplain as

surface water runoff.

established by the Corps of Engineers, FEMA, Tulsa Urbanized Study, or other studies,

•

Policy CI26: Proper functioning of floodplain

which ever is the most restrictive, shall

areas requires that no obstructions be

not be encroached upon by development.

present that could dam or impound water

Provisions for compensatory storage shall

flow during storm events. The City should

be discouraged.

require the issuance of permits for any

Regional storm water

detention facilities shall be encouraged.

structures, including fences, that are to be located within the floodplain and require

•

Policy CI21: The City shall require the

that any such approved structures not

protection of natural areas required to

be so located or designed as to create an

convey flood flows and retaining of slow

impediment or obstacle to the efficient drainage of water.

136

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

•

Policy CI27: Developers of lots that have

any

portion

lying

within

•

the

Policy CI31: Development that is based on a change of floodplain as mapped shall

floodplain shall:

be considered only after a Letter of Map Change from FEMA has been obtained

Ensure that potential buyers are notified that property is in or adjacent to a

and all necessary engineering has been

flood area.

completed.

Assure that each lot be provided with a reasonably safe building site with

•

such as a storm water utility, to continue

adequate access and that facilities

to fund, manage and maintain the fully

be installed with protection against

urbanized regulatory floodplain.

flood damage at the time of initial construction.

Policy CI32: The City shall consider ways,

•

Policy

CI33:

Storm

water

detention

facilities shall be located outside any •

Policy CI28: The City shall not issue building permits for any new structures without

utility

easement

along

adjoining

street frontage.

compliance with all provisions, standards and criteria set forth in Chapter 6, Article IX of the Broken Arrow Code dealing with storm water drainage. •

Policy CI29: The Planning Commission and/or City Council shall not approve any plans, plats or permits for development without a staff report regarding an opinion of compliance with Chapter 25 of the Broken Arrow Code concerning storm water drainage.

•

Policy CI30: In Planned Unit Developments, floodplains shall not be considered for density transfers.

CHAPTER 6: COMMUNITY INFRASTRUCTURE

137

PARKS, RECREATION AND OPEN SPACE

INTRODUCTION

ENGAGEMENT

Parks, recreation, and open space are vital

To guide development of the plan, a Steering

quality of life components for a city. The 2018

Committee was formed similar to the one

Parks and Recreation Master Plan Update

formed for the comprehensive plan process.

is being developed simultaneously with the

This group served as an advisory board

Comprehensive Plan and contains overlapping

throughout the plan process. Two public

goals to meet the parks and recreation needs

workshops were also held in conjunction with

of the city. The following chapter is a brief

the comprehensive plan.

summary of the major components of the Parks and Recreation Master Plan Update.

Additionally, the online survey that was conducted

for

the

comprehensive

plan

The Parks and Recreation Master Plan Update

included several questions related to parks

identified seven goals that relate to parks and

and recreation. Major concerns of survey

recreation trends, park access, maintenance,

respondents and meeting attendees were

natural environment, funding, trails, and

related to diversity of recreation amenities,

recreational tourism. Each of these goals are

park access, trails, and maintenance of

described in detail in the parks plan.

existing facilities. The types of parks survey respondents felt were most needed for

During the development of the parks plan,

the community were natural, open space

major themes were defined as a result of

areas and mid-size neighborhood parks with

the public input process that residents and

playground and pavilion amenities.

stakeholders wanted to see incorporated into future parks and recreation amenities. Those major themes included: •

Open Space and Natural Areas

•

Trails/Paved Shared Use Paths

•

Sports Facilities

•

Senior and Adult Facilities

•

Aquatic Facilities/Water Elements

•

Park Beautification/Identity

82% Key survey results found that 82% of survey respondents were satisfied with the quality of

parks,

recreation,

within the city.

140

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

and

open

space

The top five specific amenities that survey respondents thought the city should focus on for future park development were: •

Paved Shared-Use Paths

•

Paddle Sports

•

Soccer

•

Indoor Pool

•

Protected Bike Lanes

The remainder of this chapter summarizes key components of the overall Parks and Recreation Master Plan Update, including the system inventory, needs assessment, and recommended strategies.

CHAPTER 7: PARKS, RECREATION, AND OPEN SPACE

141

EXISTING PARKS SYSTEM EXISTING PARKS

Community Parks: Larger parks with both active

The Broken Arrow park system currently has

Special Use Parks: Specialized or single-purpose

40 developed parks with approximately 964 acres of parkland. Additionally, there are currently 4 undeveloped parks; when these are constructed the total parkland system acreage will be 1,230 acres. Figure 7-1 shows the location and type of all parks in Broken Arrow. The

existing

system

consists

six

types of parks: Neighborhood Parks: Small to mid-size parks that serve the immediate neighborhood(s).

and passive recreation amenities. recreation areas. Pocket Parks: Small pockets of green space with few amenities. Open

Space

Parks:

Parks

that

preserve

natural areas. School Parks: Joint-use agreements with schools for shared-use of park space. Additionally, within Broken Arrow there is one publicly maintained golf course (categorized as a Special Use Park in this plan) and four private golf courses.

364

Neighborhood Park Community Park Special Use Park Pocket Park School Park Open Space Park Private Parks Undeveloped Parks 351

Park Typology 51

364

178.66

560.93

721.04

Special Use

183.81

184.51

Pocket Park

3.15

0 30,000

30,000

School 60,000

60,000

6.36

Developed and Undeveloped Acres

130.17

Subtotal

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Developed Acres

Community

Other Park Acreage

142

16,000 FT

8,000

Neighborhood

Open Space

FIGURE 7-1: Existing Park System

4,000

3.15

120,000

6.36

| 1” = 60,000’ 39.5| 1”SCALE 97.11 SCALE = 60,000’

39.61

963.53

1,230.44

Figure 7-2 shows the general park service area for each park and highlights the areas

TABLE 7-1: Park System Amenities

currently not served by parks in dark orange. The areas most underserved by parks are the southern and eastern portion of the city, which coincides with the lesser developed portions of Broken Arrow today. Overall the park system is well maintained with high quality amenities. There is a significant amount of sports amenities such as soccer fields and basketball goals. The greatest need for recreation amenities are playgrounds, sand volleyball courts, and trails. Table 7-1

Amenity

Baseball Fields Softball Fields Basketball Goals Soccer Fields Football Fields Multi-purpose Practice Fields Tennis Courts Sand Volleyball Courts Hike/Bike Trails Playground Units Disc Golf Course Holes Pavilions Skate Park Swimming Pools Splash Pads

16 18 36 40 4 5 17 1 15.43 miles 31 9 39 1 3 7

illustrates the existing number of amenities in Broken Arrow. 364

351

364

Private Parkland Public Parks Areas not served by a park 0

4,000

8,000

16,000 FT

FIGURE 7-2: Parks System Service Gaps

CHAPTER 7: PARKS, RECREATION, AND OPEN SPACE

143

EXISTING COMMUNITY FACILITIES Currently there are eight community facilities

One way to determine needs for additional

with approximately 211,000 square feet (SF)

facilities is to assess facility level of service,

of building space. The facilities include two

or LOS. The facility LOS for Broken Arrow

recreation centers, three outdoor pools/

is 1.97 SF per resident, which is slightly less

aquatic facilities, a senior center, a theater,

than benchmark communities analyzed in

and a nature center.

the park master plan. Broken Arrow’s level of service for different facility types is similar to

As shown in Figure 7-3, the distribution of these

comparable cities.

community facilities is well placed throughout the city. The amenities included in the facilities

Additionally, through the input process, it was

include basketball courts, meeting rooms,

discovered that residents prioritize senior

concession stands, and volleyball courts.

centers, adult recreation opportunities, and indoor walking and jogging as the top needed amenities within indoor facilities.

364

Nienhuis Park Community Center and Aquatic Facility

County Aire Pool Family Aquatic Center Central Park Community Center Community Playhouse Broken Arrow Seniors Center 351

364

Ray Harral Nature Center

Community Facility Private Parks Public Parks

FIGURE 7-3: Existing Community Facilities

144

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

4,000

8,000

16,000 FT

EXISTING OPEN SPACE There is one developed nature park in the

The two greatest opportunities to incorporate

southern portion of the city (Ray Harral Nature

open space amenities into the parks system

Center & Park) and another large nature

are the Arkansas River and Verdigris River.

park planned for the northern portion of the

These rivers are located to the south and east

city near Broken Arrow High School (Tiger

of Broken Arrow, respectively, and present an

Creek Nature Park). These two parks total

opportunity to bring added value and diversity

approximately 97 acres.

to the existing parks and recreation system. Another opportunity is the greenbelt areas

The current planned and developed nature

found along the many creeks that run through

parks were built in existing open space areas.

Broken Arrow. These could be developed into

As shown in Figure 7-4, there is also a vast

linear parks or trail corridors where possible.

amount of undeveloped land and natural amenities that could be incorporated into Broken Arrow’s future park amenities.

364

Ve rd igr Tiger Creek Nature Park

Ri ve r

351

Nature Parks 364

Undeveloped Land Private Parkland

Ray Harral Nature Center

Public Parks Floodplains

s sa

Rive r

Ark a

Rivers/Creeks 0

4,000

8,000

16,000 FT

FIGURE 7-4: Existing Natural and Open Space Areas

CHAPTER 7: PARKS, RECREATION, AND OPEN SPACE

145

EXISTING TRAILS Trails are one of the most needed recreation

currently

amenities in Broken Arrow from the master

from the GO Plan, the regional bicycle/

plan needs assessment and the community

pedestrian master plan developed by the

input findings. Currently there are 15.4 miles

Indian

of trails in Broken Arrow located mostly in the

(INCOG) in 2015.

implementing

Nations

Council

recommendations

Governments

southern portion of the city along the Creek Turnpike as shown in Figure 7-5. Over 60% of the trail system is made up of the Liberty Parkway Trail that connects southern Broken Arrow to the City of Tulsa. The remainder of trails within the city are located within parks and are not well connected to surrounding neighborhoods or amenities. The City is

364

351

364

Private Parkland Public Parks Existing Trails 0

FIGURE 7-5: Existing Trails and Bikeways

146

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

4,000

8,000

16,000 FT

NEEDS ASSESSMENT A critical step in a parks and recreation master plan process is to assess the current and future parks and recreation needs in a community. Acreage Level of Service, or LOS, is generally shown as “X acre(s) per 1,000 residents.” The National Recreation and Parks Association (NRPA) has developed standards for acreage LOS for different types of parks in communities. For this master plan update, the following acreage targets were developed: • • •

Neighborhood Park LOS Target: 1-2 acres per 1,000 residents Community Park LOS Target: 5-8 acres per 1,000 residents All Parkland LOS Target: 10-12 acres per 1,000 residents

Table 7-2 depicts how the City is performing in reaching those targets today and in 2040.

TABLE 7-2: Parkland Level of Service (LOS)

Park Classification

2018 LOS

Acreage to Reach Target LOS

2040 LOS*

1 acre per 1,000: Neighborhood Parks

Community Parks

All Parkland

1.21 acres per 1,000

5.22 acres per 1,000

8.97 acres per 1,000

23 acre surplus 2 acres per 1,000:

Acreage to Reach Target LOS 1 acre per 1,000:

1.30 acres per 1,000

41 acre surplus 2 acres per 1,000:

85 acre deficit

96 acre deficit

5 acres per 1,000:

24 acre surplus 8 acres per 1,000:

5.24 acres per 1,000

34 acre surplus 8 acres per 1,000:

98 acre deficit

379 acre deficit

10 acres per 1,000:

110 acre deficit 12 acres per 1,000:

8.95 acres per 1,000

325 acre deficit

144 acre deficit 12 acres per 1,000: 420 acre deficit

*2040 LOS assumes development of city-owned undeveloped parkland by 2040.

CHAPTER 7: PARKS, RECREATION, AND OPEN SPACE

147

OPPORTUNITIES ANALYSIS In

order

identify

future

park

The

park

programming

and

facilities

recommendations, the park master plan

recommendations were a result of the needs

identified resources that could be used as

assessment, level of service analysis, and

potential park facilities, including undeveloped

community input. These recommendations

land, elementary schools with playground

are summarized on the following pages.

areas, natural areas, and gaps in park service area. When these resources are overlapped, as shown in Figure 7-6, the resulting map helps to determine where the greatest opportunities for parkland exist in the city. The greatest need for parkland is in the southern and eastern portions of the city.

364

351

Private Parkland Public Parks 364

Opportunity Areas Undeveloped Land Schools School Service Area 1/2 mile Radius Areas not served by a park Floodplain 0

FIGURE 7-6: Existing Opportunity Areas

148

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

4,000

8,000

16,000 FT

PARKS RECOMMENDATIONS The final parks master plan map identifies

The recommendations also include priority

areas for new parks and trail connections as

trail corridors to connect districts, destinations,

shown in Figure 7-7. The recommendations

neighborhoods, and recreational areas. These

include

two

priority locations run primarily north and south

community parks, and two district parks in

along floodplains that connect major elements

areas identified as special districts in this

of the city and coincide with recommendations

comprehensive plan. Additional parks may be

from the INCOG Go Plan.

five

neighborhood

parks,

needed in the fenceline area as development occurs and if additional land is added to the city limits.

364

351

Proposed Neighborhood Park Area - 1/2 Mile Radius 51 Proposed Community Park Area - 1 Mile Radius 364

Proposed District Park Area - 1/2 Mile Radius Existing Trails Proposed Trail Priority Connections INCOG GO Plan Bike Lane Recommendations INCOG GO Plan Sidepath Recommendations Comprehensive Plan Gateway Corridors 0

4,000

8,000

16,000 FT

FIGURE 7-7: Park Master Plan Map

CHAPTER 7: PARKS, RECREATION, AND OPEN SPACE

149

PARKS, RECREATION, AND OPEN SPACE ACTION FRAMEWORK This section presents the goals, actions, and policies for parks, recreation, and open space in Broken Arrow.

GUIDING PRINCIPLE

Develop a connected system of quality parks, recreation facilities, trails, and open space that incorporate a variety of recreation elements to meet the needs of residents.

GOAL P1: Preserve natural open space areas for viewing nature and passive recreation activities.

Action P1.1: Continue to prevent development

Action

in floodplain areas to preserve natural

signage in parks to educate visitors about the

open spaces.

surrounding nature and wildlife.

During design of new parks or redesign of

Interpretative and educational signage is

existing parks, do not place high-intensity

a great way to educate visitors about the

active uses in floodplain areas, such as sports

surrounding natural areas and wildlife. A

fields and play equipment.

consistent theme should be developed for any

P1.3:

Implement

interpretative

interpretative signage added. Action P1.2: Pursue a partnership with Federal, State, and Wagoner County agencies

Action P1.4: Hire adequate maintenance staff

for shared access to the Bluff Landing

as the amount of park acreage increases.

recreation area.

Conduct an inventory of current maintenance

Located in the far eastern portion of the

staff and needs and create a strategic plan

fenceline, the Bluff Landing Public Use Area is

on how to fill gaps in service. Using the total

a significant natural resource. If the possibility

parkland acreage compared to number of staff,

exists to expand this public use area, Broken

the City can evaluate the current performance

Arrow should work with the Federal, State,

and determine what a preferred yet efficient

and County agencies to preserve the area and

acreage to staff ratio would be.

make it accessible for recreation.

150

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Action P1.5: Incorporate outdoor learning opportunities in parks where possible.

Incorporate outdoor learning opportunities, such as outdoor classrooms and interactive playgrounds, to enhance the educational outreach of park facilities. Expanding program opportunities at the Ray Harral Nature Center and the Tiger Creek Wetlands as well as partnering with local schools can also help influence program development in parks.

CHAPTER 7: PARKS, RECREATION, AND OPEN SPACE

151

GOAL P2: Diversify the recreation opportunities offered in Broken Arrow to appeal to all residents of the city.

Action P2.1: Modify the park capital fund

Action P2.4: Integrate unique park types,

and park development fees to ensure that

(such as civic greens) and open space into

adequate green space is included as new

areas identified as a special district overlay

development occurs.

in the Future Development Guide update.

The City should consider modifying the park

This plan identified special district areas at

capital fund and park development fees

several key intersections throughout the

so that more funding is generated for park

city. The intent of these special districts is to

infrastructure when new development occurs.

encourage denser, more walkable mixed-use

This action will require coordination between

development. Meaningful parks and open

the Development Services and Parks and

space should be integrated into these special

Recreation Departments.

district areas as redevelopment and new development occurs.

Action P2.2: Continue to pursue joint use agreements with Broken Arrow Public Schools

Action P2.5: Continue to market Broken

and Union Public Schools for cost effective

Arrow as a statewide destination for sports

use of shared facilities.

tournaments.

School districts are an ideal partnership

With the existing synthetic turf fields at

for the City to pursue shared facilities. For

Nienhuis Park and the number of fields at

example, the City should explore partnership

the Indian Springs Sports Complex, Broken

with BAPS for shared use of natatorium and

Arrow is primed for attracting more regional

other recreation facilities that would benefit

and

the public.

Department should coordinate with Economic

statewide

tournaments.

The

Parks

Development staff to continue to market the Action P2.3: Evaluate the current parks and

City as a sports tournament destination and

recreation fee schedule and modify to more

continue to evaluate potential opportunities

accurately reflect true costs.

to develop a new regional sports facility.

The ability to charge more during peak hours and the holiday season can greatly increase

Action P2.6: Prioritize and develop key

revenue potential for the city. Discounts

currently undeveloped parks.

for senior citizens, city employees, and

In order to meet the needs of the community

multiple user discounts can also add value

today and in the future, currently undeveloped

and incentivize more people to join into the

parks including Aspen Creek Community Park,

recreation programs.

37th Street Park, Highland Park, Memorial Park, and Pembrooke Park should be developed.

152

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Action P2.7: Establish a Parks Standards program which identifies minimum levels of quality and maintenance to elevate the quality of all parks in Broken Arrow.

Establishing minimum park standards for all park types (neighborhood, community, etc.) is important to ensure that the quality of new and existing parks is consistent throughout Broken

Arrow.

These

standards

should

address amenities, materials, maintenance, and landscaping. Action P2.8: Develop a life-cycle management plan for park infrastructure, and proactively upgrade parks with newer amenities when equipment is past its useful life.

It is also important to proactively upgrade parks with newer amenities when equipment is past its useful life or when equipment is not up to date with current recreation needs and trends. Action P2.9: Evaluate opportunities to pursue recreation destination amenities in Broken Arrow such as an arboretum, rose garden, or regional trails.

Given the existing association with roses in Broken Arrow, members of the community are interested in developing a rose garden or a larger arboretum. This type of event could be a regional draw and could be the site for special events and programming.

CHAPTER 7: PARKS, RECREATION, AND OPEN SPACE

153

GOAL P3: Improve pedestrian and bicycle access between neighborhoods, parks, and trails.

Action P3.1: Work with developers and

Action P3.5: Develop an updated trails and

property owners to develop multi-use trails

bikeways plan for the City of Broken Arrow.

within greenbelts and utility corridors.

While the INCOG GO Plan serves as the

Pursue corridors identified in the INCOG GO

regional bicycle/pedestrian master plan for

Plan, in this master plan document, and in the

the Tulsa area, the City would benefit from a

future trails and bikeways master plan.

more detailed analysis of trails and bikeway corridors identified for Broken Arrow.

Action

P3.2:

Pursue

Transportation

Alternatives funding to implement trails

Action P3.6: Install iconic trailhead amenities

and bikeways.

along highly trafficked trail corridors.

Health and safety are key components of

Trailhead amenities such as gateways, benches,

active transportation infrastructure and funds

signage, bike repair stations, and public art

are available to support this mission. Programs

create a more comfortable experience for trail

like Safe Routes to School, Project for Public

users. Continue to develop trailheads along

Spaces, Rails to Trails, Tulsa County Pathways

the Liberty Parkway Trail and future trails.

to Health, and more are initiatives and grants that can help fund active transportation

Action

facilities that support children, senior citizens,

and

and other residents.

the

P3.7:

Coordinate

pedestrian City

safe

improvements

Engineering

and

bicycle with

Construction

Department to add wider sidewalks, bicycle Action P3.3: Prepare a vision and concept

accommodations, or streetscape features

plan for the Arkansas River Corridor.

when reconstructing roadways.

At the edge of the Indian Springs Sports

When the design of roadway widenings or

Complex there are scenic views of the

expansions occur, often as part of a bond

Arkansas River. Since these views cannot be

program, work with the Engineering and

recreated elsewhere, the City should create

Construction Department to coordinate safe

a vision for trails and park development and

bicycle and pedestrian improvements and

other amenities along the riverfront.

streetscape enhancements.

Action P3.4: Design and implement the priority corridors identified in the INCOG GO Plan.

Create a phased implementation plan from the INCOG GO Plan to design and construct the

priority

corridors.

This

will

require

identification of potential funding sources.

154

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

CHAPTER 7: PARKS, RECREATION, AND OPEN SPACE

155

PARKS, RECREATION & OPEN SPACE POLICIES To further guide growth of the city in a

Policy P4: The City shall seek to obtain

manner that is consistent with the overall

donations

and

grants

vision of Broken Arrow NEXT, the following

acquisition

policy statements have been adopted as part

accordance with the Future Development

of this plan.

Guide. Volunteer par ticipation shall be

and

for

parkland

development

strongly encouraged. Policy P1: The City should seek to develop nature and wildlife areas and bandstands and/or amphitheaters.

“Up With Trees,” a Gift Catalog, or other means should be developed to encourage

Policy P2: Separate play areas should

private sector involvement in supporting

be established in existing and future

landscape and beautification along the

parks based on the age and type of user

city’s highway corridors, improvements in

group (i.e., pre‑school separated from

park facilities and maintenance, and other

elementary ages). These areas should

community-wide needs.

be arranged according to national safety standards. In addition, the special needs of the handicapped and elderly should be recognized. Policy P3: School sites and park sites should be located adjacent to each other if opportunities and agreements for shared use can be reached.

156

Policy P5: Programs such as Adopt‑a‑Park,

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Policy P6: Recreational facilities should be designed and developed so that security and maintenance requirements are minimized. Policy P7: A security program should be organized that solicits the assistance of volunteer groups.

Policy P8: Recreational activities that

Policy P13: Recreation facilities shall be

are financially self supporting should

designed and located so that no adverse

be encouraged.

impacts (i.e. noise, lighting, traffic) are

Policy P9: User fees and concession opportunities should be explored as sources of income. Policy P10: All hazardous equipment which cannot be replaced or repaired shall be removed from the parks. Policy P11: The City Council shall receive

imposed upon the surrounding area. Adequate parking shall be provided for parks adjacent to existing residential neighborhoods. Recreation facilities also shall be protected from adverse impacts caused by surrounding land uses. Policy P14: Except for emergency access, large

regional

parks

shall

not

have

a report every year on the condition and

vehicular access to adjoining residential

status of all recreation facilities.

neighborhoods.

Policy P12: With the exception of small neighborhood parks, recreation facilities shall be located and designed so that

Pedestrian and bicycle

access that is handicapped accessible shall be provided between parks and adjoining residential neighborhoods.

they may be served by arterial and/or collector streets.

CHAPTER 7: PARKS, RECREATION, AND OPEN SPACE

157

HOUSING AND NEIGHBORHOODS

INTRODUCTION Quality housing choices are one of the main components of a high-quality and livable community, like Broken Arrow. This chapter presents an assessment of existing housing characteristics and trends in Broken Arrow and also assesses demand for additional housing. The recommendations at the end of the chapter focus on policy changes and additional studies to enhance the quality and diversity of housing in the community.

HOUSEHOLD CHARACTERISTICS According to the 2016 American Community

units than in 2010. Broken Arrow has a lower

Survey estimates, there were a total of

vacancy rate than both the Tulsa region and

40,201 housing units in Broken Arrow. The

state, as reflected in Table 8-3. Additionally,

Development Services Department estimates

the total number of housing units has grown

that an additional 1,652 housing units have

32.6% from 2000 to 2016.

been added since the 2016 ACS estimates were released. In 2016 the average household

In 2016, 74.9% of occupied housing units

size for owner-occupied units was 2.77 and

were owned and the remaining 25.1% were

2.70 for renter-occupied units. Both of these

rented. The percentage of renter-occupied

average household sizes are larger than the

units has increased from 22.1% in 2010.

state and Tulsa region, as shown in Table 8-1.

When compared to the Tulsa region and the state, Broken Arrow has nearly 10% greater

According

the

Development

Services

percentage of owner-occupied units.

Department, in 2018, 6.2% of housing units in Broken Arrow were vacant. The percentage

Finally,

the

median

household

of vacant units is up slightly from 4.9% in

in Broken Arrow in 2016 was $68,596. A

2010 as shown in Table 8-2. This translates

comparison of median household incomes

to approximately 400 more vacant housing

for communities throughout Oklahoma is included in Table 2-3 in Chapter 2.

TABLE 8-1: Comparison of Average Household Size Source: 2012-2016 American Community Survey Estimates

Housing

Broken Arrow

Tulsa MSA

Oklahoma

Owner-Occupied Housing Units

2.77

2.61

2.50

Renter-Occupied Housing Units

2.70

2.43

2.62

AVERAGE HOUSEHOLD SIZE

160

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

income

TABLE 8-2: Housing Unit Occupancy Characteristics (2000-2016)

Source: 2012-2016 American Community Survey Estimates, 2010 Census, and 2000 Census

2016 Units

2016 Percent

2010 Units

2010 Percent

2000 Units

2000 Percent

Total Housing Units

40,201

100%

38,013

100%

27,085

100%

Occupied housing units

37,913

94.3%

36,141

95.1%

26,159

96.6%

Vacant housing units

2,288

5.7%

1,872

4.9%

926

3.4%

Occupied Housing Units

37,913

100%

36,141

100%

26,159

100%

Owner-occupied

28,379

74.9%

28,141

77.9%

20,584

78.7%

Renter-occupied

9,534

25.1%

8,000

22.1%

5,575

21.3%

Housing HOUSING OCCUPANCY

TABLE 8-3: Housing Unit Occupancy Characteristics Comparison (2016) Source: 2012-2016 American Community Survey Estimates

Broken Arrow Units

Broken Arrow Percent

Tulsa MSA Units

Tulsa MSA Percent

Oklahoma Units

Oklahoma Percent

Total Housing Units

40,201

100%

421,536

100%

1,699,462

100%

Occupied housing units

37,913

94.3%

375,807

89.2%

1,461,500

86.0%

Vacant housing units

2,288

5.7%

45,729

10.8%

237,962

14%

Occupied Housing Units

37,913

100%

375,807

100%

1,699,462

100%

Owner-occupied

28,379

74.9%

244,449

65.1%

960,161

65.7%

Renter-occupied

9,534

25.1%

131,358

34.9%

501,339

34.3%

Housing HOUSING OCCUPANCY

CHAPTER 8: HOUSING AND NEIGHBORHOODS

161

HOUSING STOCK The

2016

American

Community

Survey

Estimates show that over 83% of the housing

of multi-family housing units is shown in Table 8-5.

stock in Broken Arrow is single-family detached homes. Although the number of single-family

Figure

homes has increased by over 2,000 units since

subdivisions in Broken Arrow as of Spring

2010, the percentage of the overall housing

2018. As of 2018, there are 31,954 platted

stock that is single-family has decreased

lots in Broken Arrow; 29,724, or 93%, are

as other housing types have increased at a

residential lots. Since 2015 to the end of 2017,

faster rate.

the city has added approximately 1,060 multi-

8-1

shows

the

neighborhood

family units and 1,322 single-family units Table 8-4 depicts the housing type and unit

according to the Broken Arrow Development

breakdown in Broken Arrow from 2000 to

Services Department. These housing units

2016. The greatest absolute change was in

have added approximately 4,390 residents to

single-family detached units; from 2000 to

the city since 2015.

2016, Broken Arrow added 10,526 singlefamily units.

TABLE 8-5: Multi-Family Housing Unit Type (2016)

Source: 2012-2016 American Community Survey Estimates

Higher density housing of 3 or more units account for 10.9% of the housing stock of

Multi-Family Housing Unit Type

2016 Estimate

Broken Arrow in 2016. When compared to

Apartments

5,268

the Tulsa region, Broken Arrow has 12.3%

Group Homes

1,179

more single-family units than the region and

Senior Living

6.6% fewer multi-family units. The breakdown

Total MF Units

307 6,754

TABLE 8-4: Housing Type and Unit Breakdown (2000-2016)

Source: 2012-2016 American Community Survey Estimates, 2006-2010 American Community Survey Estimates, and 2000 Census

2016 Units

2016 Percent

2010 Units

2010 Percent

2000 Units

2000 Percent

Total Housing Units

40,201

100%

36,213

100%

27,123

100%

Single-family, detached

33,580

83.5%

31,133

86.0%

23,054

85.0%

Single-family, attached

730

1.8%

620

1.7%

704

2.6%

Duplex (2 units)

477

1.2%

214

0.6%

309

1.1%

Multifamily (3+ units)

4,362

10.9%

3,303

9.1%

2,707

10.0%

Mobile home

1,046

2.6%

933

2.6%

340

1.3%

0.0%

Housing Type UNITS IN STRUCTURE

Boat, RV, Van, other

162

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Age of housing is also an important factor to assess. From 1970 to 2010, over 34,000 housing units were built, which accounts for over 85% of the housing stock within the city today. Table 8-6 shows the age of housing built in Broken Arrow.

TABLE 8-6: Age of Housing (2016)

Source: 2012-2016 American Community Survey Estimates

2016 Estimate

Housing

Percent

YEAR STRUCTURE BUILT Total Housing Units

40,201

100%

325

0.8%

Built 2014 - 2016

The most significant construction boom for

Built 2010 to 2013

1,754

4.4%

housing occurred from 1970 to 1979 and 2000

Built 2000 to 2009

9,502

23.6%

Built 1990 to 1999

7,475

18.6%

Built 1980 to 1989

8,090

20.1%

Built 1970 to 1979

9,456

23.5%

Built 1960 to 1969

1,765

4.4%

Built 1950 to 1959

1,043

2.6%

Built 1940 to 1949

293

0.7%

Built 1939 or earlier

498

1.2%

to 2009. These two decades account for 23.5% and 23.6%, respectively, of existing housing units today. Overall, the housing stock in Broken Arrow is relatively new, with only 8.9% of existing housing units built prior to 1970.

Neighborhood Subdivisions City Limits Fenceline 0

4,000

8,000

16,000 FT

FIGURE 8-1: Location of Neighborhood Subdivisions

CHAPTER 8: HOUSING AND NEIGHBORHOODS

163

HOUSING COSTS The cost of housing is another important

From 2000 to 2016, the greatest percentage

aspect to consider for a housing profile of

growth has been in homes valued from

a community. Table 8-7 shows the owner-

$150,000 to $199,999. The greatest percentage

occupied home values from 2000 to 2016.

decrease from 2000 to 2016 has been in homes

In 2016, the median home value in Broken

valued from $50,000 to $99,999, indicating

Arrow was $157,700. From 2010 to 2016, the

that home values are appreciating with time.

median home value grew from $144,000 to $157,700, or a 8.7% increase. In that same time period, the median home value in the Tulsa region grew from $121,900 to $126,200, or a 3.4% increase. The greatest percentage of homes are valued within the range of $100,000 - $149,999. Additionally, 77.4% of housing units range between $100,000 - $299,999 in value. Only 3.6% of the housing stock in 2016 was valued under $50,000.

TABLE 8-7: Home Values Over Time (2000-2016)

Source: 2012-2016 American Community Survey Estimates, 2006-2010 American Community Survey Estimates, and 2000 Census

2016 Estimate

2016 Percent

2010 Estimate

2010 Percent

2000 Estimate

2000 Percent

Owner-Occupied Units

28,379

100%

27,751

100%

19,543

100%

Less than $50,000

1,012

3.6%

879

3.2%

540

2.8%

$50,000 to $99,999

2,822

9.9%

3,983

14.4%

9,505

48.6%

$100,000 to $149,999

8,987

31.7%

10,241

36.9%

6,267

32.1%

$150,000 to $199,999

7,296

25.7%

6,700

24.1%

2,108

10.8%

$200,000 to $299,999

5,672

20.0%

4,166

15.0%

786

4.0%

$300,000 to $499,999

1,830

6.4%

1,101

4.0%

239

1.2%

$500,000 to $999,999

575

2.0%

655

2.4%

0.4%

$1,000,000 or more

185

0.7%

0.0%

0.01%

$157,700

(X)

$144,000

(X)

$99,000

(X)

COST HOME VALUE

Median value

164

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Rental

prices

are

also

indicator

addition

housing

costs,

another

affordability in a community. Table 8-8 depicts

indicator of affordability in a community

the breakdown of gross rent over time. In

2016, the median gross rent was $968, which

Neighborhood Technology has created the

is a 16.6% increase from 2010 and a 35.0%

Housing

increase from 2000. The median gross rent

Index that determines affordability based

for the Tulsa region in 2016 was $757, over

on combined housing and transportation

$200 less than in Broken Arrow. The higher

costs. The Index states that housing and

prices in Broken Arrow may illustrate a higher

transportation costs combined should not

demand for housing and for the higher quality

exceed 45% of a household’s total income.1

transportation and

costs.

The

Transportation

Center

for

Affordability

amenities offered in the community. According to the Housing and Transportation Additionally, approximately 54% of renters

Affordability Index, average housing costs in

still pay less than $1,000 on monthly gross

Broken Arrow are 30% of one’s household

rent. However, this percentage has decreased

income and average transportation costs are

from 64.6% in 2010 and from 90% in 2000.

27%. Combined, the total costs in Broken Arrow

Alternatively, the percentage of renters paying

for housing and transportation costs is 57%,

at least $1,000 in gross rent was 12.4% in 2016,

which exceeds the established affordability

compared to 7.2% in 2010 and 4.0% in 2000.

threshold of 45%.

TABLE 8-8: Gross Rent Over Time (2000-2016)

Source: 2012-2016 American Community Survey Estimates, 2006-2010 American Community Survey Estimates, and 2000 Census

COST

2016 Estimate

2016 2010 Percent Estimate

2010 Percent

2000 Estimate

2000 Percent

GROSS RENT Renter-Occupied Units

9,119

100%

6,648

100%

5,507

100%

551

6.0%

645

9.7%

1,513

27.5%

$500 to $999

4,389

48.1%

3,651

54.9%

3,441

62.5%

$1,000 to $1,499

3,053

33.5%

1,483

22.3%

277

5.0%

$1,500 to $1,999

883

9.7%

389

5.9%

1.0%

$2,000 or more

243

2.7%

1.3%

0.4%

No cash rent

415

4.6%

392

5.9%

199

3.6%

Median gross rent

$968

(X)

$807

(X)

$629

(X)

Less than $500

Center for Neighborhood Technology. Housing and Transportation Affordability Index. https://htaindex.cnt.org/. 2017.

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165

HOUSING DEMAND As part of the market analysis conducted for

Based upon housing and demographic trends

this comprehensive plan, demand for single-

observed across both counties from the U.S.

family and multi-family homes was assessed.

Census and ESRI, there is estimated to be

This section summarizes the findings from this

annual demand for approximately 3,400 single

assessment, which focused on demand for

family units in Broken Arrow. This includes

housing in the next five years.

both new and existing single-family units. Qualifying incomes, county growth patterns,

SINGLE FAMILY DEMAND

and historical U.S. Census building permits

Propensity for home ownership fluctuates

were utilized to calculate demand. From

amongst different income brackets; however,

2012 to 2016, Tulsa and Wagoner Counties

higher income brackets have a tendency to

combined distributed 11,499 single-family

display greater ownership rates. The estimated

permits, of which 16% (1,854) were issued in

owner propensity among households in

Broken Arrow.

Tulsa and Wagoner Counties is 55% (411,340 and

Figure 8-2 depicts the number of single-

Wagoner Counties are anticipated to grow

family units permitted from 2000-2017. The

by 9,379 annually over the next five years,

peak occurred prior to the recession in 2005-

growing from 741,214 households in 2018 to

2007, and has remained fairly steady since

788,108 households by 2022.

recovering after the recession, beginning in

households).

Households

Tulsa

2011. In 2016 and 2017, a total of 900 single-

1200 1000 800 600 400 200 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Number of Permits

622

701

580

624

686

977

952

846

454

FIGURE 8-2: Single-Family Permits Issued Per Year Source: Broken Arrow Development Services Department

166

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

398

327

370

402

553

477

422

392

508

family homes were permitted according to the

across both counties reaches a total of 16,840

Development Services Department. With an

units, recent trends and historical absorption

applied vacancy rate of 1.6% and an average

indicate that Broken Arrow can easily absorb

household size of 2.77, it is estimated that with

anywhere from 300 to 400 new multi-family

the addition of the 900 units, approximately

units annually. A large portion of this demand

2,453 residents were added to the population

(24%) lies within the upper tier of rental units

of Broken Arrow.

(greater than $1,500 monthly rent) that would be able to support high quality development

MULTI-FAMILY DEMAND An analysis of recent demographic and housing

trends

Tulsa

and

Wagoner

Counties was conducted to understand the for-rent housing demand in Broken Arrow. Demographic data from ESRI shows there are over 741,000 households across both counties, and that figure is expected to grow to over 788,000 by 2022.

with various amenities. According to the Broken Arrow Development Services Department, in 2016 and 2017, 752 multi-family units were permitted in Broken Arrow. With an applied vacancy rate of 4.6% and an average household size of 2.7, it is estimated that with the addition of the 752 units, approximately 1,937 residents were added to the population of Broken Arrow.

According to the U.S. Census, nearly 36% of new household growth within Tulsa and Wagoner Counties is expected to be renter-occupied. Of existing households, approximately 411,340 are owner-occupied while 236,419 are renteroccupied. Of the existing owner households, over 29,000 (7%) are expected to move to a new residence, and of those movers, 13,848 (47%) are anticipated to rent upon moving. Of the existing renter households, 83,831 (35%) are expected to move to a new residence, of which 62,923 (75%) are expected to rent upon moving. According to the U.S. Census, Tulsa and Wagoner Counties have absorbed on average 774 units annually (averaged over the last 5 years). While the total combined annual demand of new households, existing renter households, and existing owner households

CHAPTER 8: HOUSING AND NEIGHBORHOODS

167

HOUSING AND NEIGHBORHOODS ACTION FRAMEWORK

This section presents the goals, actions, and policies for housing and neighborhoods in Broken Arrow.

HOUSING AND NEIGHBORHOODS GUIDING PRINCIPLE

Provide a range of quality housing choices that appeal to a variety of ages, incomes, and lifestyles.

GOAL H1: Plan for an attractive mix of housing choices that allow for opportunities to live in Broken Arrow throughout all stages of life.

Action H1.1: Explore creating incentives and

Residential Overlay District. As long as the

policies to encourage developers to include

private covenants allows accessory dwelling

a mix of housing choices in new residential

units, they should be allowed by right in

developments.

neighborhoods. This would be an additional

While this plan recognizes that the market

way to gradually diversify housing stock and

drives new residential development, there are

provide more options.

certain policies and incentives that the City can enact to encourage a mix of housing types.

Action H1.2: Consider updating the zoning

Policy changes might include promoting a

ordinance to allow more flexibility in the

mixture of housing types in the special district

existing residential categories.

overlay areas introduced in Chapter 4.

Many of the recent residential subdivisions in Broken Arrow have been approved through

Incentives might include density bonuses,

the Planned Unit Development process. This

affordable housing credits for single-family

is likely because either the developer wanted

housing, or waiving certain fees if a residential

to provide a high-quality development or

development includes a mix of housing types.

because there was not enough flexibility in the

Special consideration should be given to

existing zoning code. When the City conducts

promoting different housing styles and sizes

an update to the zoning code in the future,

in the special district areas.

considerations for quality and character within each residential district should be

Additionally, accessory dwelling units are currently only allowed in the Downtown

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

incorporated.

Action H1.3: Pursue potential partnership

order to improve the quality of all housing

with school districts to identify incentives

developments,

for teacher homeownership, similar to the

neighborhoods, a review of minimum building

program Tulsa has in place.

materials, landscaping/fencing in the exterior

Teachers and other civil servants sometimes

of neighborhoods, setbacks, and amenities

struggle to afford a home in the community

should be conducted to identify higher

in which they work. In Tulsa, a program

standards that are still feasible.

particularly

starter

home

called Growing Together gives a discount to teachers when they purchase a home in the neighborhood where their school is located. If something similar were to be established in Broken Arrow, there would need to be a partnership with the schools and local home builders. Action H1.4: Review regulations to improve minimum building materials, landscaping, and amenities for new housing developments.

While there are many home builders in Broken Arrow that seek to exceed the minimum requirements related to building materials,

landscaping,

and

amenities,

there are some that will continue to stick to the minimum requirements. Therefore, in

CHAPTER 8: HOUSING AND NEIGHBORHOODS

169

GOAL H2: Develop strategies for neighborhoods to provide quality housing options of various types.

Action H2.1: Conduct a housing market

Action H2.4: Consider establishing residential

gap study to determine need for different

overlay districts for special district areas

housing types.

identified by City staff.

A housing market gap study that builds upon

Similar to the Downtown Residential Overlay

the brief assessment in this chapter should

District (DROD) adopted in 2018, the special

be conducted. This study would determine

district overlays introduced in Chapter 4 should

gaps in the current housing market and

have guidelines for residential development.

make recommendations for the most needed

In order to guide development of residential

housing types for Broken Arrow.

in these special district areas, another overlay district standard should be developed that

Action H2.2: Update and regularly review

considers elements like character, density,

subdivision

and relationship to other uses.

standards

ensure

new

development is of a high quality.

While the current land subdivision code provides a clear process for developers, it is beneficial to periodically review the code to ensure that the City’s latest policies on site development are reflected. Action H2.3: Continue to conduct regularly occurring meetings with home builders and Development Services staff to share priorities and issues.

A home builders ‘round table’ meeting can be a way to build positive rapport between City staff, home builders, and developers. Topics might include explanation of changes to the Future Development Guide or a summary of findings from the housing market gap study. The intended outcome of these meetings would be to share information uniformly and minimize the amount of one-on-one discussions with individual developers.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

H3 Action

GOAL H3: Reinvest in aging housing and neighborhoods to ensure neighborhood stability and longevity.

H3.1:

Conduct

improvement

plans

neighborhood identify

issues,

people this role. This can lead to improved communication and transparency. In addition,

opportunities, and strategies to enhance

the

declining neighborhoods.

workshop should continue to be held.

annual

Homeowner’s

Association

Neighborhood improvement plans identify comprehensive recommendations for specific

Action

improvements needed in neighborhoods.

rehabilitate the existing housing stock.

The identified improvements may include

The majority of neighborhoods in Broken

repaving streets, installing curb and gutter

Arrow are made up of well-maintained homes

infrastructure, building or repairing sidewalks,

which results in an overall positive community

and neighborhood clean-ups. Funding for

aesthetic. However, as housing units age

these improvement plans could be from the

they require more maintenance and upkeep.

Capital Improvement Program (CIP).

Depending on the means of the homeowner

H3.4:

Identify

partnerships

or landlord, improvements may not be made, Action H3.2: Assist with developing and

thereby causing a negative aesthetic in

promoting

neighborhoods. In addition to proactive code

citizen-led

revitalization

neighborhood

programs

older

enforcement, the City could identify potential

neighborhoods.

partners to help improve the quality of housing

Community-led groups, similar to Keep Broken

stock including businesses, churches, and

Arrow Beautiful, can be a cost-effective way to

nonprofit organizations. Support from these

make a noticeable change in the appearance

groups could include neighborhood clean-ups,

of neighborhoods. One near-term action

financial assistance, and home renovations.

would be to list the current neighborhood

improvement programs on the City website and include a checklist for how residents

can start one. Action H3.3: Designate neighborhood liaisons at the City to serve as a key point of contact.

Neighborhood liaisons can serve as the point of contact for questions from neighborhood associations.

Due

the

number

neighborhood associations in Broken Arrow, it may be beneficial to assign a few different staff

CHAPTER 8: HOUSING AND NEIGHBORHOODS

171

HOUSING & NEIGHBORHOOD POLICIES To further guide growth of the city in a

•

Policy

H4:

Residential

development

manner that is consistent with the overall

should be planned and developed with the

vision of Broken Arrow NEXT, the following

following principles of the Neighborhood

policy statements have been adopted as part

Unit Concept:

of this plan.

•

Residential uses should be buffered from commercial and

•

Policy H1: Residential areas of varying densities shall be developed in the areas shown

the

Guide

and

Future

industrial uses. •

mobile home parks/subdivisions,

Development

amendments

Medium or high density housing, churches, secondary schools,

thereto,

and in accordance with the policies

commercial sites and other facilities

contained herein.

with intense activity should be located along arterials with access to either

•

Policy

H2:

preparing

the

Future

the arterial street or a collector street,

Development Guide, Zoning District Map,

however, preference should be

and

given to arterials. Low density uses

when

considering

amendments

to these, non-residential development

should be buffered from these higher

shall not encroach upon single-family

intensity uses through the use of

neighborhoods

fencing, streets, landscaping, and/or

assure

adequate

topographic features.

protection of uses. • •

Policy H3: In reviewing requests for

with careful attention given to the

residential

natural features of the land.

zoning

adjacent

the

corporate limits, the City should consider the zoning and adopted land use plan in the adjacent community.

172

Residential areas should be developed

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

•

Low density residential lots should not

have direct access to arterial streets. •

•

Policy

H8:

structures

shall

Arterial streets, collector streets, and

constructed

pedestrian walkways should provide

plain. Exceptions may be considered for

convenient access to schools, parks,

recreation facilities in public and private

and other public facilities

park areas if in accordance with policies

Where feasible, provide pedestrian

in the Community Infrastructure chapter

connections between residential areas

and if built of flood tolerant methods

and commercial nodes.

and materials.

the

100

year

flood

•

Policy H5: The overall density of residential

•

Policy H9: The City should encourage the

development within a utility service area

use of Planned Unit Developments (PUD)

shall be in balance with the capacity of the

in the development of all attached housing

utility system. Early developments shall not

(Single family attached, duplexes, and

preempt the provision of adequate utility

multifamily).

services to later development projects. • •

Policy H10: The building codes, zoning

Policy H6: During the process of zoning

code,

redistricting or amending the Future

administrative

Development Guide, property owners

reviewed at least every five years by an

shall be advised of the proposed changes

appropriate committee and re port any

and the hearing dates in accordance with

findings to the City Council.

land

subdivision procedures

code, should

and be

City and State laws. •

Policy

H7: Mobile homes should be

located only in mobile home parks/ subdivisions.

CHAPTER 8: HOUSING AND NEIGHBORHOODS

173

HOUSING & NEIGHBORHOOD POLICIES •

Policy H11: In order to develop vacant and/

•

Policy H14: The City should continue to

or underdeveloped lots that have existing

aid in the development of neighborhood

water and/or sanitary sewer facilities or

cohesiveness through the recognition and

have these facilities within the minimum

support of neighborhood organizations. All

required tie‑on distance, the City should:

new residential development with required

•

Identify sites meeting these

perimeter

conditions.

shall include mandatory homeowners

Study alternate means, such as

associations

special tie‑on rates, to encourage the

provisions to levy dues for maintenance of

development of this land.

such fences and other common areas and

•

fencing duly

and

landscaping

incorporated

with

amenities so as not to create a burden to •

Policy

H12:

The

development

the public at-large.

neighborhoods that are attractive both from within and without should be

•

Policy

H15:

emergency

connections, multifamily developments

of civic beautification, tree planting, and

shall not have vehicular connections to

enforcement of City ordinances which

the streets in single family neighborhoods.

promote orderly development.

Pedestrian connections, however, should

Policy H13: Houses declared by the City Council to be dilapidated and are in violation of City regulations shall be either rehabilitated to City standards or removed.

174

for

encouraged through a continuing program

be provided. •

Except

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

CHAPTER 8: HOUSING AND NEIGHBORHOODS

175

ECONOMIC PROSPERITY

INTRODUCTION A prosperous local economy leads to a more self-sustaining community and higher quality of life for residents and business owners. This chapter assesses key population considerations and presents the results of a market analysis conducted for the community. The market analysis examines industry trends and defines demand for additional retail, office, and industrial growth. Finally, implementation actions for enhancing economic outcomes are presented at the end of the chapter. Throughout development,

the two

course primary

the themes

POPULATION CONSIDERATIONS

Population growth spurs multiple types of new development, from residential to retail and small office. Given the growth that Broken Arrow has experienced, it is critical to harness the City’s economic development potential. But that economic growth is also closely tied to accommodating infrastructure needs and addressing other quality of life elements such as parks that help attract quality businesses and choice residents.

plan for

achieving economic prosperity stood out. First, there should continue to be a focus on quality retail to increase the amount of revenue from sales tax. This is critical for municipalities in Oklahoma since very minimal property tax goes

The Community Profile Chapter presents a detailed assessment of Broken Arrow today. This chapter highlights some of the key findings from the community profile and identifies their implications for promoting economic development.

to cities. Second, there should be a focus on attracting higher paying jobs in the technology and specialized manufacturing sectors, which would encourage highly educated residents to both live and work in Broken Arrow.

EDUCATION As indicated in the Community Profile Chapter, residents in Broken Arrow are well-educated. In 2016, 32.6% of residents 25 and older had a Bachelor’s Degree or higher. Additionally, less than 2% of adults did not have a high school degree in 2016. Effective planning to accommodate a more educated

community

will

enhance

the

benefits associated with higher education and higher incomes.

Environments that

provide successful education help make cities attractive to families. Another benefit of a more educated population and workforce is that it enhances Broken Arrow’s ability to attract higher paying employers and corporations.

178

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

INCOME

The growth of income in the City of Broken

As described in the Community Profile chapter,

Arrow naturally lends itself to the need and

Broken Arrow has one of the higher median

expectation of additional housing and retail

household incomes in the state and income

opportunities being readily available for

levels in the City have continued to grow.

resident consumers. Higher average incomes

Table 9-1 shows the breakdown of median

are also often linked to a stronger small

household incomes for Broken Arrow, Tulsa

business presence in communities, which

MSA, and Oklahoma in 2016.

leads to the need for additional small office product in cases where adequate space does

The distribution of the population relative

not already exist. This can often also lead to

to the household income shows that in the

the redevelopment of

Tulsa MSA, 24% of the households earn less

community.

historical areas of a

than $24,999 annually. Households earning between $25,000 and $99,999 represented

In summary, higher incomes and increased

56% of the population while 20% earned

wealth provide the following key benefits to

over $100,000 annually. Conversely, Broken

communities:

Arrow has a smaller portion of total (13%)

1. More spending power for reinvestment

population with household incomes less than

2. Increased opportunity for new and existing

$24,999 annually, 59% of the households earn between $25,000 and $99,999 and 28% of the

business growth 3. More revenue to improve and expand

population earned over $100,000 annually;

infrastructure

these are very favorable advantages for Broken

4. Higher quality of housing options

Arrow’s economic development market.

5. Greater community involvement and perception of quality

TABLE 9-1: Household Income Breakdown

Source: 2012-2016 American Community Survey 5-Year Estimates

BROKEN ARROW

TULSA MSA

OKLAHOMA

HOUSEHOLD INCOME BREAKDOWN < $24,999

13%

24%

25%

$25,000- $49,999

21%

25%

26%

$50,000 - $74,999

21%

19%

$75,000 - $99,999

17%

12%

$100,000$149,999

18%

12%

11%

> $150,000

10%

CHAPTER 9: ECONOMIC PROSPERITY

179

PSYCHOGRAPHICS (DEMOGRAPHIC PROFILES)

potential for economic growth opportunities. The

Arrow.

Psychographics

Research

psychographics each year.

provide further context on the demographics Broken

Systems

Institute (ESRI) develops and updates the

A psychographic analysis was conducted to of

Environmental

are

helpful because they combine demographic characteristics with consumer preferences, which allows for more nuanced insight into an area’s population base and its TABLE 9-2: Broken Arrow Primary Psychographics Source: ESRI, 2017

A recent Harvard Business Review article suggested

that

psychographics,

while

complementary, are possibly more important to understand now than demographics. One reason psychographic analysis is critically useful is the ability to dig beyond traditional demographics

determine

preferences

and trends of specific users. During the last

BROKEN ARROW PRIMARY PSYCHOGRAPHICS Pyschographic Segment

Soccer Moms

Home Improvement

Middleburg

Bright Young Professionals

Green Acres

180

Percent

Psychographic Description

16.3%

Soccer Moms is an affluent, family-oriented market with a country flavor. Residents are partial to new housing away from the bustle of the city but close enough to commute to professional job centers. Life in this suburban wilderness offsets the hectic pace of two working parents with growing children. They favor time-saving devices, like banking online or housekeeping services, and family-oriented pursuits.

15.4%

Married-couple families occupy well over half of these suburban households. Most Home Improvement residences are single family homes that are owner occupied, with only one-fifth of the households occupied by renters. Education and diversity levels are similar to the US as a whole. These families spend a lot of time on the go and therefore tend to eat out regularly. When at home, weekends are consumed with home improvement and remodeling projects.

15.3%

Middleburg neighborhoods transformed from the easy pace of country living to semirural subdivisions in the last decade, when the housing boom reached out. Residents are conservative, family-oriented consumers. Still more country than rock and roll, they are thrifty but willing to carry some debt and are already investing in their futures. They rely on their smart phones and mobile devices to stay in touch and pride themselves on their expertise. They prefer to buy American and travel in the US. This market is younger but growing in size and assets.

10.0%

Bright Young Professionals is a large market, primarily located in urban outskirts of large metropolitan areas. These communities are home to young, educated, working professionals. One out of three householders are under the age of 35. Slightly more diverse couples dominate this market, with more renters than homeowners. More than two-fifths of the households live in single family homes; over a third live in 5+ unit buildings. Labor force participation is high, generally white-collar work, with a mix of food service and part-time jobs (among the college students). Median household income, median home value, and average rent are close to the US values. Residents of this segment are physically active and up on the latest technology.

9.5%

The Green Acres lifestyle features country living and self-reliance. They are avid do-it-yourselfers, maintaining and remodeling their homes, with all the necessary power tools to accomplish the jobs. Gardening, especially growing vegetables, is also a priority, again with the right tools, tillers, tractors, and riding mowers. Outdoor living also features a variety of sports: hunting and fishing, motorcycling, hiking and camping, and even golf. Self-described conservatives, residents of Green Acres remain pessimistic about the near future yet are heavily invested in it.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

decade, the availability of so much accessible

Arrow are detailed, including the percent of

data and preferences via “likes” or groups

local households belonging to each segment,

making specific online searches has allowed

which is detailed in Table 9-2.

for psychographic grouping targeted to the specific needs of the inquirer. For example,

In summary, the largest portion of Broken

social

vast

Arrow households belongs to psychographic

differences of consumer attitudes toward

segments primarily composed of families with

a product and further identify similarities

inclinations to create a comfortable homestead

or interests of these users to create a more

for

robust psychographic profile.

psychographic segments are professionals

media

analytics

depict

the

rearing

children.

The

other

sizable

and successful career-focused families looking For the purpose of this assessment, the top

for a more relaxed way of life.

ten psychographic segments within Broken BROKEN ARROW PRIMARY PSYCHOGRAPHICS (CONT.) Pyschographic Segment

Up and Coming Families

Professional Pride

Rustbelt Traditions

Midlife Constants Down the Road

Percent

Psychographic Description

6.3%

Up and Coming Families is a market in transition—residents are younger and more mobile and ethnically diverse than the previous generation. They are ambitious, working hard to get ahead, and willing to take some risks to achieve their goals. The recession has impacted their financial well-being, but they are optimistic. Their homes are new; their families are young. And this is one of the fastest-growing markets.

5.8%

Professional Pride consumers are well-educated career professionals that have prospered through the Great Recession. To maintain their upscale suburban lifestyles, these goal oriented couples work, often commuting far and working long hours. However, their schedules are fine-tuned to meet the needs of their school age children. They are financially savvy; they invest wisely and benefit from interest and dividend income. So far, these established families have accumulated an average of 1.5 million dollars in net worth, and their annual household income runs at more than twice the US level. They take pride in their newer homes and spend valuable time and energy upgrading. Their homes are furnished with the latest in home trends, including finished basements equipped with home gyms and in-home theaters.

4.6%

The backbone of older industrial cities in states surrounding the Great Lakes, Rustbelt Traditions residents are a mix of married-couple families and singles living in older developments of single family homes. While varied, the work force is primarily white collar, with a higher concentration of skilled workers in manufacturing, retail trade, and health care. Rustbelt Traditions represents a large market of stable, hardworking consumers with modest incomes but above average net worth (Index 111). Family oriented, they value time spent at home. Most have lived, worked, and played in the same area for years.

3.4%

Midlife Constants residents are seniors, at or approaching retirement, with below average labor force participation and above average net worth. Although located in predominantly metropolitan areas, they live outside the central cities, in smaller communities. Their lifestyle is more country than urban. They are generous, but not spendthrifts.

3.1%

Down the Road is a mix of low-density, semi-rural neighborhoods in large metropolitan areas; half are located in the South, with the rest chiefly in the West and Midwest. Almost half of householders live in mobile homes; approximately two-fifths live in single family homes. These are younger, diverse communities, with the highest proportion of American Indians of any segment.

CHAPTER 9: ECONOMIC PROSPERITY

181

A comparison of the top psychographic

and preferences for eating out and staying up

profiles for Broken Arrow, Tulsa MSA, and

to date with the latest technology gadgets.

State of Oklahoma is shown in Table 9-3. The less frequent psychographic segments are

This suggests that a focus for growth could

also shown in Table 9-3 in gray.

be to provide the community infrastructure and amenities that support these segments.

The top four psychographic segmentations

For example, a population with segmentation

make up 57% of the Broken Arrow population.

results for strong families might prioritize

Based on the psychographic profiles of Soccer

active public gathering places such as parks

Moms, Home Improvement, Middleburg, and

with playgrounds and shaded areas along with

Bright Young Professionals, one can surmise

sports fields for weekend activities. Another

that the majority of Broken Arrow’s population

example might involve a plan to improve

fall into a category with an emphasis on families,

connectivity infrastructure and support for

buying American, value weekend activities,

attracting walkable restaurant development with attractive public space elements.

TABLE 9-3: Psychographics Comparison Source: ESRI, 2017

PSYCHOGRAPHIC SEGMENTATION

182

Broken Arrow

Tulsa MSA

Oklahoma

Soccer Moms (4A)

16.3%

5.6%

3.1%

Home Improvement (4B)

15.4%

2.7%

1.9%

Middleburg (4C)

15.3%

6.7%

4.6%

Bright Young Professionals (8C)

10.0%

2.9%

2.4%

Green Acres (6A)

9.5%

6.4%

4.2%

Up and Coming Families (7A)

6.3%

1.2%

1.5%

Professional Pride (1B)

5.8%

1.9%

1.0%

Rustbelt Traditions (5D)

4.6%

4.4%

3.6%

Midlife Constants (5E)

3.4%

2.3%

3.0%

Down the Road (10D)

3.1%

0.6%

Traditional Living (12B)

2.7%

7.1%

6.7%

Comfortable Empty Nesters (5A)

1.8%

2.2%

2.3%

American Dreamers (7C)

1.6%

1.0%

0.3%

Top Tier (1A)

1.2%

1.0%

0.7%

Savvy Suburbanites (1D)

1.0%

Salt of the Earth (6B)

1.0%

3.6%

3.2%

Small Town Simplicity (12C)

0.6%

4.0%

4.7%

Southern Satellites (10A)

0.1%

6.7%

5.9%

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

MAJOR EMPLOYERS Broken Arrow has become well-known for

portion of the City near the major highways.

being a hub for light manufacturing industries. There is also a strong presence of healthcare

As of 2018, the top ten largest employers in

and retail sector jobs. The Broken Arrow

Broken Arrow are:

Chamber of Commerce provides a networking

1. Broken Arrow Public Schools (2,400)

platform for businesses in Broken Arrow with

2. WalMart (900)

over 600 member businesses.

3. City of Broken Arrow (785)

4. FlightSafety (665) The largest employers in Broken Arrow are

5. Zeeco (647)

shown in Figure 9-1. This represents employers

6. Oklahoma Healthcare Services (460)

with at least 150 employees according to

7. Union Public Schools (370)

INCOG 2018 data. The large employers are

8. AG Equipment Company (360)

fairly spread out across Broken Arrow, with the

9. Exterran Inc. (350) - tied

majority located in the northern and central

9. MicahTek Inc. (350) - tied

Major Employers (>150 employees) City Limits Fenceline 0

4,000

8,000

16,000 FT

FIGURE 9-1: Major Employers in Broken Arrow Broken Arrow Chamber of Commerce. Member Directory. http://brokenarrowchamberok.chambermaster.com/list. Accessed December 2018.

CHAPTER 9: ECONOMIC PROSPERITY

183

MARKET ANALYSIS In order to determine current demand for certain industries, a broad market analysis was conducted as part of this comprehensive planning effort. The first section of the market analysis focuses on trends for housing, industrial uses, office, and retail. The second part of the analysis identifies the specific demand for these types of uses. The market analysis is based on information from the Urban Land Institute Emerging Trends Survey, Coldwell Banker Richard Ellis (CBRE) Tulsa Office and Retail Marketview, Bureau of Labor Statistics, CoStar, and International Council of Shopping Centers (ICSC) reports.

HOUSING TRENDS Life in the American suburbs has been constantly evolving and remains the preferred lifestyle for most Americans. Suburbs, according to the Urban Land Institute (ULI) serve as home to 79% of the population and have accounted for 91% of population growth from 2000 to 2015. The ULI continues to note that suburban residents overall have higher incomes, are young in comparison to the rest of their regions, and are both ethnically and racially diverse. Another observation is that suburban area median home values are significantly lower than urban areas and have fewer restrictions regarding size or type of construction.

MULTI-FAMILY HOUSING The

2017

Emerging

Trends

in the Housing and Neighborhoods Chapter,

Survey,

conducted annually by ULI and its partners, credits several factors for the long enduring strength of the multi-family market. One of

the market analysis determined that Broken Arrow could easily absorb 300 to 400 new multi-family units annually.

the key factors is the entry of the massive

SINGLE-FAMILY HOUSING

Millennial generation into the workforce.

Single-family development has had a strong

Another factor is the post-2008 crunch and

recovery since the recession period from 2008

wariness of those who witnessed a housing

to 2012. Much of this is due to the fact that

crash and institutions who stiffened credit

investors believe most markets are currently

requirements for consumers who already

under-supplied. However, there are now more

carry considerable student loan debt.

barriers to entry in the form of increased credit standards and requirements from lenders.

The cost to build multi-family is increasing, but the demand remains strong. Even the

Trends predict that there will be over 62 million

empty-nesters and Baby Boomer generation

Americans in their 30s over the next five years,

have

which represents a tremendous opportunity

the luxury urban lifestyle with city lofts,

for the single-family market. The downside is

apartments, and condos in proximity to

the relative lack of supply nationwide, which

core amenities. For example, in Broken

drives prices higher and potentially eliminates

Arrow, this is evident with the newly

many of these younger families from being

emerging townhome development in close

able to enter the market.

become

increasingly

attracted

proximity to the Rose District. As discussed

184

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

discussed

the

Housing

and

Neighborhoods Chapter, the market analysis determined that there is annual demand for approximately 3,400

single family units in

Broken Arrow. This includes both new and existing single-family units.

INDUSTRIAL TRENDS The industrial market in the Tulsa region ended 2017 with record low vacancy below 3.8% and dropping. Based on the research published by CBRE, the second half of 2017 saw over 700,000 SF of industrial absorption, which was down from the first half of the year, but was linked with the low vacancy and possible lack of desired specs being available. The area defined by CBRE as the Tulsa Southeast market area is the most proximate and includes Broken Arrow in the figures. With

OFFICE TRENDS In CBRE’s Marketview for the Tulsa Office Market in the second half of 2017, the Broken Arrow location is proximate to the South submarket. The South submarket recorded an increasing vacancy rate over the second half of 2017 at 16.7% and at a gross average asking rate of $15.97/SF. The net absorption was just under 5,000 SF. No reports of projects under construction were given during 2017. Overall, the Tulsa Office Market sits with 13.4% vacancy at an average asking rate of $14.69. Broken Arrow currently reports a gross average asking rate of $14.85/SF with a vacancy rate of 28.6% with 186,704 square feet existing. New office in 2017 and 2018 included office buildings at Tucson Plaza, Emerson Orthodontics, and Iola Street Office.

over 15,770,000 SF of net rentable area, only 3.1% was vacant and 4.4% was available at an average rate ($/SF/Yr.) of $6.73, which is the highest in the overall Tulsa market. Currently, there is no new announcement of additional product under construction in the Southeast market, which delivered over 458,000 SF in 2017 and absorbed just under 1 Million SF. More specifically, 2017 figures for the City of Broken Arrow suggest a vacancy rate of 9.0% with 104,821 square feet existing. Since 2017, there have been several industrial projects, Alfa Laval, North Rose Business Park, Timber Ridge Industrial Park, and CSD Enterprises.

CHAPTER 9: ECONOMIC PROSPERITY

185

RETAIL TRENDS According to research conducted by ULI in 2017, there are a number of current trends impacting the ways successful retail ventures are developed. Changing demographics and uneven economic growth are flagged as the main drivers of the changing retail landscape along with the “rising role of e-commerce and omnichannel shopping.” The demographics changed in 2015 when the Millennials (born 1982-2000) surpassed the Baby Boomers (born 1946-1964) as the largest age cohort nationwide. In fact, Millennials now compose over 25% of the overall population in the United States and bring along new preferences toward city living, transit-oriented suburbs, and racially diverse, familyfriendly locations. According to CBRE’s Marketview for the Tulsa Retail Market, in the second half of 2017, the City of Broken Arrow is proximate to the Southeast submarket. This submarket recorded an improved occupancy rate over the second half of 2017 at 94.5% with an average triple-net asking rate of $9.07/SF (a triple-net lease structure is when a tenant pays all of the operating expenses associated with a building). The net absorption was just over 40,600 SF. There were a number of projects under construction during 2017 totaling 619,460 SF. Overall, the Tulsa Retail Market sits with a 95% occupancy and an average asking rate of $10.78/SF. As of 2017, Broken Arrow has an occupancy rate of 76.1% with an average triple-net asking rate of $7.67/SF within the existing 1,830,993 SF. As of 2017, there is 516,318 SF of new retail under construction within Broken Arrow, which is the majority of new construction in the region.

OMNICHANNEL

Although there is an ongoing shift toward online purchases, the fact remains that traditional brick and mortar generates 91% of the total retail sales in the U.S. Omnichannel retail is the experience that combines online and in-store purchases, exchanges, and returns. Research from the International Council of Shopping Centers (ICSC) indicates that 73% of consumers want to try on or touch merchandise before they purchase. However, Generation Z is becoming more comfortable without trying on or touching a product before purchasing it online. The omnichannel approach produces higher net sales amounting to almost 20% higher than online retailers without a physical presence.

186

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

BIG BOX STORES In recent years, some big box retailers have gone bankrupt due to the e-commerce effect and the fact that development of such projects is becoming much more difficult to execute. Additionally, many of the remaining big-box buildings will become more difficult to retool in the future. In addition to the vulnerability to online sales, big box projects are typically unattractive from a customer destination and experience perspective. The successful big box retailers are able to establish a good mix of brand loyalty and product that consumers prefer to see and touch prior to making the purchase.

NEXT GENERATION RETAIL FORMATS

rather than the historical position of primarily

Retail shoppers have seen a paradigm shift in

trends will have long-term impacts on retail

purchasing preferences over the last few years

and mall sustainability.

selling goods. These cultural shifts and format

with the most pronounced results coming in the form of large-footprint retailers downsizing or closing altogether. While there were several announcements of major retail store closings in 2017 and 2018, there was still a net gain of over 4,000 new openings in 2018. There are two dominant factors affecting large retail development. The first is a shift toward mixed-use lifestyle centers. The second is the move of soft goods towards e-commerce. While physical stores are still relevant, the ICSC recently conducted research that shows one in twenty consumers make a purchase after browsing an online store. This clearly has had an impact on mall market share. ICSC reported that consumers purchase at online retail websites an average of 2.2 times per month, and this rate is trending higher. Companies like Amazon are commanding large portions of the eCommerce for retail. Amazon’s 2016 market value, according to Google Finance, was greater than that of Sears, JC Penney, Macy’s, Nordstrom, Kohl’s, Best Buy, Target, and Walmart combined. This shift in retail typology means developers and property owners must see traditional retail through a new lens. Certain types of retail goods are more likely to be purchased online, while others have drawn a clear preference to in-store purchase. According to ULI, restaurants and service businesses make up over 66% of shopping centers now and

“SHOPPER-TAINMENT” The typical shopper more and more today is seeking experience-oriented shopping. An example of retailers creating an experience might be offering samples of product to customers as they browse the store or scheduling demonstrations of the products along with entertaining or creative insight into the many uses of a product. Retailers like REI offer lectures and instructional classes that deepen relationships with customers and make them feel as though they are not just buying materials, but joining an organization they believe in. Home improvement stores offer do-it-yourself classes while appliance stores

offer

cooking

classes

display

their products. Even suburban communities are expressing a

preference

for

denser,

yet

walkable

environments that can offer a unique and local-focused

experience

without

driving

from place to place. These dense, mixed-use developments are the latest use of successful placemaking

and

include

entertainment

components such as live music venues, craft breweries, and local/regional trending bistros and coffee shops. New anchor tenants like TopGolf and Pin Stack are becoming attractive destinations which offer their own unique side activities designed to keep the experience interesting.

should be the focus along with experiences

CHAPTER 9: ECONOMIC PROSPERITY

187

RETAIL DEMAND Retail demand is the amount of supportable square footage that is currently not supplied in a given geography. The first step to determine demand is to define a Primary Trade Area (PTA), which is the boundary from which customers travel to acquire goods or services. For this analysis a Primary Trade Area (PTA) for Broken Arrow was constructed utilizing customer samples from several retail locations within the City. The samples are analyzed and utilized to construct a realistic depiction of the city’s customer shed, allowing an understanding of the distance and geography from which

customers travel to spend their money within the city. The defined Primary Trade Area and Secondary Trade Area for Broken Arrow are depicted in Figure 9-2. Retail demand can be traced back to several key drivers: residential; commuter; workforce; visitor; Typically,

and, the

student-generated residential

demand.

component

responsible for up to 80% of the demand generated. That is, the people living in a community who spend their money on retail items. Retail demand within the Broken Arrow PTA totals 582,258 SF of annual unmet demand.

Secondary Trade Area 81.4% Catchment Primary Trade Area 68.5% Catchment Customer Samples 4,456 samples (2+ Visits)

FIGURE 9-2: Broken Arrow Primary and Secondary Trade Areas

188

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Commuter demand is generated by the

over 65,000 workforce employees in the PTA,

commuter traffic passing by a given location,

workforce generated demand is responsible

and plays an integral role in the overall demand

for nearly 30% of the total retail demand in

figure generated. Each vehicle passing by a

Broken Arrow, generating over 175,000 square

given location represents a percentage of

feet of demand annually.

the greater potential capture of commuters. Broken Arrow is in a unique position to capture

Table 9-4 depicts the demand, supply, and retail

a percentage of this commuter demand,

gap in 2017, plus additional demand projected

with access to several major thoroughfares

from 2017 to 2047 for different retail categories

including the Broken Arrow Expressway, Creek

in Broken Arrow. The retail categories with the

Turnpike, and OK-51. With 20,000+ vehicles

greatest gap between supply and demand in

traveling through several intersections daily,

2017 are: Other General Merchandise Stores

there is enough traffic to generate over 10,000

(198,971 SF), Grocery Stores (151,134 SF), and

square feet of retail.

Gas Stations (45,875 SF). The retail categories with the greatest demand in 2047 include:

Workforce generated demand is a strong

Other General Merchandise Stores (253,741

component of the overall demand figure

SF), Grocery Stores (205,081 SF), and Gas

generated, especially when there is a large

Stations (56,549 SF).

concentration of workforce in the area. With

TABLE 9-4: Broken Arrow Retail Demand Source: Bureau of Labor Statistics, 2017

Broken Arrow Retail Demand Chart Workforce Demand

Commuter Demand

Residential Demand

2017 Total Demand

270

2017 Total Supply

2017 Leakage "Retail Gap"

2017 - 2047 2047 Total SF Additional Demand Demand

Category Auto Parts, Accessories & Tire Stores

NAICS 4413

47,982

48,252

37,747

10,505

Furniture Stores

4421

79,230

137,634

Home Furnishings Stores

4422

46,445

89,140

Electronics & Appliance Stores

131,140

154,053

7,563

Bldg Material & Supplies Dealers

443 4441

257,237

334,973

10,188

Lawn & Garden Equip & Supply Stores

4442

17,196

16,131

1,065

1,568

2,634

Grocery Stores

4451

380,156

394,601

243,467

151,134

53,948

205,081

Specialty Food Stores

4452

37,425

15,177

22,248

6,238

28,486

Beer, Wine & Liquor Stores

4453

53,348

40,832

12,516

6,172

18,688

Health & Personal Care Stores

446,4461

24,988

209,776

236,050

219,227

16,823

21,843

38,665

Gasoline Stations

447,4471

35,079

3,372

8,395

50,610

4,735

45,875

10,674

56,549

Clothing Stores

4481

4,660

371

104,559

110,071

110,210

9,054

8,914

Shoe Stores

4482

6,407

679

47,962

56,474

46,229

10,245

6,107

16,352

Specialty Retail (i.e. Jewelry, Luggage & Leather Goods Stores) 4483

4,882

30,760

36,321

8,004

28,316

7,007

35,323

Sporting Goods/Hobby/Musical Instr Stores

4511

2,776

340

113,157

116,273

208,828

Book, Periodical & Music Stores

4512

340

21,626

21,966

25,373

Department Stores Excluding Leased Depts.

4521

8,329

661,672

670,001

1,115,266

Other General Merchandise Stores

4529

38,443

283,383

322,336

123,365

198,971

54,770

253,741

Florists

4531

Office Supplies, Stationery & Gift Stores

4532

Used Merchandise Stores

12,949

965

509

5,466

1,328 -

15,971

340

8,344

8,684

4,079

4,605

1,369

5,974

340

32,435

42,172

41,652

520

3,550

4,071

4533

679

24,670

25,349

26,061

1,989

1,277

Other Miscellaneous Store Retailers

4539

474

128,387

128,861

89,808

39,053

16,157

55,210

Full-Service Restaurants

7221

12,211

571

13,849

3,104

16,953

Limited-Service Eating Places

7222

16,445

809

18,765

4,206

22,971

176,566

10,058

582,258

234,640

796,538

Total Demand (SF)

9,397

2,738,829

2,940,534

3,103,770

CHAPTER 9: ECONOMIC PROSPERITY

189

OFFICE DEMAND According to CoStar, there was 20,512 square

TARGET SELECTION Targeting allows an economic development

feet of office absorption in 2017 in Broken

organization to focus on expanding industries

Arrow. The 5-year average shows 4,073 square

with the greatest local competitive advantage,

feet of office being absorbed, with a 5-year

thus maximizing resources. Target selection

average vacancy rate of 19.6% and a current

is an interactive process that considers both

vacancy of 28.6%. There is 186,704 square

quantitative

feet of office space spread across buildings

process includes an analysis of local clusters,

in the city.

examines the impact of national regional

and

qualitative

inputs.

The

trends on job growth, and reviews industry While the vacancy rate is high, it’s important

growth regionally and nationally.

to note that a corporate relocation or build-tosuit is feasible, assuming it’s done in a context-

The

sensitive

infrastructure,

Industry Classification System (NAICS) which

connectivity, access to major business hubs,

consists of 20 sectors and 1,057 subsectors. A

and a vibrant culture are all components for a

cluster analysis is conducted to compare the

strong case to support office in Broken Arrow.

concentration of each sector and subsector in

manor.

Strong

analysis

uses

the

North

American

Tulsa and Wagoner County to the concentration nationally. Traditional terminology and NAICS codes do not always ideally define or describe modern industries. As a result, target industry clusters

and

subsector

definitions

must

be tailored to a specific community and its associated opportunities.

190

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

INDUSTRY CLUSTERS An

industry

cluster

TARGET INDUSTRIES geographic

Several industries are identified as potential

concentration of inter-related businesses,

targets for the region. The potential industries

suppliers, and support institutions. Clusters

are identified due to the location quotient,

are considered to increase productivity making

community

businesses

priorities. Table 9-5 shows the location

competitive

regionally,

assets, percent

and/or regional

community

nationally, and globally. Industry clusters

quotient,

growth,

and

can form and grow because of a region’s

percent national growth of high potential

competitive advantage such as location,

target industries.

labor skill sets, and education systems. An

industry

with

strong

competitive

A cluster analysis was conducted to identify

assessment in the region are those that rank

potential

for business

high in terms of community priorities and

development in Broken Arrow. The analysis

existing community assets. The identified

examines

existing

target industries include: Mining, Management

industries in Tulsa and Wagoner Counties

of Companies and Enterprises, Manufacturing,

compared to the United States, and the recent

Health Care and Social Assistance, and Utilities.

target the

industries concentration

and projected growth of each industry. The Tulsa and Wagoner County area is well positioned to attract much of the regional employment growth in Oklahoma due to its proximity to Downtown Tulsa, Tulsa International

Airport,

access

major

universities, and major interstates that enable ease of access throughout the region and United States. TABLE 9-5: Broken Arrow Target Industries Source: Bureau of Labor Statistics, 2017

TARGET INDUSTRIES Industry

NAICS

Location Quotient

% Growth Regional

% Growth National

Mining

2.82

-1%

Management of Companies and Enterprises

1.27

57%

Manufacturing

1.27

Health Care and Social Assistance

1.26

33%

Utilities

1.26

CHAPTER 9: ECONOMIC PROSPERITY

191

BROKEN ARROW TARGET INDUSTRIES MINING

manufacturing sector has above-average

The mining sector includes all establishments

annual wages of $65,000 compared to

that extract solid and liquid minerals such

$53,000 across all industries in the U.S.

as coal, ore, petroleum, and natural gas.

Manufacturing sector jobs thrive with access

The mining sector has above average

to major thoroughfares.

wages of $75,900 per year compared to $53,000 annual wages across all industries. The region and state are major energy producers and remain sensitive to energy

HEALTH CARE AND SOCIAL ASSISTANCE Health care and social assistance services

price fluctuations.

are delivered by trained professionals. The

MANAGEMENT OF COMPANIES AND ENTERPRISES

industries in the U.S., making up 17.4% of the

health care industry is one of the largest nation’s GDP and encompasses operations

According to the Bureau of Labor Statistics

in pharmaceuticals, biotechnology, medical

(BLS), Management of Companies and

equipment,

Enterprises

insurance. According to the BLS, healthcare

establishments that hold the securities of

is expected to have the fastest employment

companies and enterprises for the purpose

growth of any other industry, over 20%

of owning a controlling interest or influencing

compared to 6.5%, between 2014 and 2024.

management decisions, or that administer,

The consolidation of health systems create

oversee, and manage the securities of the

potential to improve quality of care. There

company. This sector has high average

is also potential for expansion through

annual incomes near $80,000 (BLS).

improved sub-specialty medical care and

comprised

primarily

distribution,

facilities,

and

operational support, such as accounting and

MANUFACTURING The

manufacturing

businesses

that

human resources. sector

comprises

manufacture

products

through mechanical, physical, or chemical transformation of materials. Manufacturing establishments make use of both inhouse processed materials as well as materials processed by a third party. The manufacturing industry is reliant on several key

characteristics

across

all

formats

of manufacturing, including reliance on technology and machinery, skilled workers, and

192

research

and

development.

The

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

UTILITIES The

Utilities

sector

comprised

establishments providing electric power, natural gas, steam supply, water supply, or sewage removal. The Utilities sector is ever-changing with the economy and user preferences, most recently experiencing displacement amongst the coal industry, growth in the natural gas sector and even more rapid growth in the wind and solar energy sectors. This sector has high average annual incomes above $80,000 (BLS).

OCCUPATION CLUSTERS A cluster analysis was conducted to identify potential target occupations for business development in Broken Arrow. The analysis examines

the concentration

existing

occupations in Tulsa and Wagoner Counties compared to the nation and recent growth of each industry. An

occupation

conducted to identify occupations that are growing, have strong existing concentrations, or are emerging within Broken Arrow. Location quotients provide a measure of occupational concentrations within the region when compared to the nation. For this analysis,

cluster

geographic

concentration of inter-related businesses, suppliers, and support institutions. Clusters are considered to increase productivity, making businesses

other variables. An occupation analysis was

competitive

regionally,

nationally, and globally. Occupation clusters can form and grow due to location, labor skill sets, access to education/training, and many

a location quotient greater than 1 indicates a higher concentration of that particular occupation in the region (Tulsa and Wagoner Counties), when compared to the nation. A regional occupation group with a location quotient greater than 1.25 is considered to possess a competitive advantage within that sector. The top 5 occupation clusters can be found in Table 9-6.

TABLE 9-6: Broken Arrow Occupation Clusters Source: Bureau of Labor Statistics, 2017

OCCUPATIONS Location Quotient

% Growth Regional

% Growth National

Average Wages

Architecture and Engineering Occupations

1.27

$77,900

Production Occupations

1.23

$33,100

Construction and Extraction Occupations

1.12

10%

$43,610

Legal Occupations

1.05

-31%

$79,650

Installation, Maintenance, and Repair Occupations

1.04

$43,440

CHAPTER 9: ECONOMIC PROSPERITY

193

The bubble chart in Figure 9-3 shows three

cluster is shown, the greater the growth in

variables for each occupation in Tulsa and

employment in that cluster. Growth rate for

Wagoner Counties: employment size, the

a cluster is the annual average percentage

location

change in employment over a given time-

quotient

concentration, and

period, in this case the past five years.

employment growth. Employment size

represented by

the

The

diagram

below

explains

what

size of the bubble: the larger the circle,

placement of the bubble in Figure 9-3 means

the larger the number of employees in that

in terms of concentration and growth.

particular industry. Location quotient is depicted as the figure on the vertical axis. The higher the circle is shown on the chart, the higher the

Strong but Declining

Strong and Advancing

Weak and Declining

Weak but Emerging

High concentration, declining job availability

High concentration, high growth

concentration of businesses in that industry. Employment growth rate for a cluster is

depicted

as the percentage along

the

horizontal axes. The further to the right a

FIGURE 9-3: Broken Arrow Occupation Clusters

194

the

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Low concentration, declining job availability

Low concentration, high growth

MARKET ANALYSIS MAJOR FINDINGS An

economic

calibrate

analysis

was

recommendations

conducted in

the

The market also shows strong propensity for architecture and engineering, production-

Comprehensive Plan using current market

oriented

jobs,

construction

trades,

legal

factors and support proposed policies that

and careers associated with installation,

can advance economic development efforts

maintenance, and repairs.

for Broken Arrow. This process will also help guide strategies to attract greater housing

In terms of residential, Broken Arrow has the

choices, outline the type of needs to target key

market demand to absorb at least 300 to 400

businesses and jobs, and help increase retail

units of new multi-family and has the demand

health and vitality.

for approximately 3,400 new and existing single-family units per year.

The Tulsa MSA ended 2017 with a record low industrial vacancy rate below 3.8%, and

Broken

Arrow

has

retail

trade

area

absorbed over 700,000 square feet in the

population of 158,213. Retail demand for the

second half of the year. CoStar reports a

Broken Arrow PTA equals 582,258 square feet

vacancy rate of 9.0% in Broken Arrow. The

of unmet demand that could be absorbed by

Tulsa office market sits with 13.4% vacancy at

revitalizing existing shopping centers, or along

an average asking rate of $14.69.

new growth areas in Broken Arrow.

A targeted industry analysis indicated that the major target industries for Broken Arrow could include: •

Management firms

•

Manufacturing companies

•

Health Care and Social Assistance

• Utilities

CHAPTER 9: ECONOMIC PROSPERITY

195

ECONOMIC PROSPERITY ACTION FRAMEWORK

This section presents the goals, actions, and policies for economic prosperity in Broken Arrow.

ECONOMIC PROSPERITY GUIDING PRINCIPLE

Generate positive economic development that provides excellent services, entertainment, and employment options to residents.

EP1

GOAL EP1: Position Broken Arrow as a location of preference for highwage employers.

Action EP1.1: Support the Internal Economic

Action EP1.2: Continue to plan and program

Development Team in promoting Broken

for the maintenance, improvement, and

Arrow to regional and national audiences

visual enhancement of the community.

and recruiting new employers and retaining

Community

existing employers.

selection, as new and relocating businesses

Continued

site

often consider multiple communities and

Economic

places. Proactively maintaining and improving

Development Team and other economic

the visual appearance of Broken Arrow

development entities are critical to promoting

communicates to prospective new businesses

the Broken Arrow brand and its economic

that the City is committed to its upkeep and

development opportunities to local, regional,

that it is an attractive community to join.

between

the

and national audiences.

and

matters

coordinated

efforts

collaborative

appearance

City’s

Demonstrating a

strong and unified partnership between the

Action EP1.3: Promote the city’s continued

City and Chamber is attractive to prospective

provision of high-level municipal services

new employers and communicates that the

(police, fire, water, and recreation) to attract

City is open to accommodating new business.

economic development.

The City should continue current efforts

Consistently providing high-level municipal

related to retaining existing manufacturing

services enhance Broken Arrow’s quality of

and encourage clustering of industries.

life and public image, making the community even more attractive for outside developers and national businesses.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Action EP1.4: Invest in community amenities,

Action EP1.5: Support local school districts,

recreational amenities, and social activities

technical college, and university efforts to

that enhance quality of life and attract new

improve their services in developing the

generations and residents.

community workforce.

Continued local investment in amenities and

Broken Arrow’s reputation for quality school

activities that promote community identity,

districts and higher-education options is

education

recreation,

a positive selling point for the community

wellness, and placemaking is critical to

and has resulted in attracting many Tulsa

enhancing the uniqueness of Broken Arrow

Metro residents and out-of-town economic

and retaining and attracting residents and

development interests.

businesses.

educational institutions is critical for the current

and

engagement,

Supporting local

and future economy of Broken Arrow, as the community benefits from having a highlyeducated and technical workforce available to fill local jobs and attract new and diverse employers from outside the community.

CHAPTER 9: ECONOMIC PROSPERITY

197

EP2

GOAL EP2: Attract quality retail development that serves existing residents and generates sales tax revenue.

Action EP2.1: Coordinate with economic

Action EP2.3: Promote mixed-use districts

development entities to conduct local market

and lifestyle center development to attract

studies to understand spending patterns and

specialized

unmet retail needs.

placemaking.

Routinely conducting local market studies in

Mixed-use and lifestyle center developments,

coordination with the Chamber of Commerce

often featuring a concentration of specialized

will provide Broken Arrow with strategic

local and national retailers, are emerging as

advantages

market

important economic development tools that

opportunities and identifying and recruiting

cities are using to promote placemaking and

first-class retailers that align with the City’s

their civic brands.

vision and values.

great potential to revitalize aging commercial

understanding

its

retail

that

complements

These centers also have

areas, such as strip malls and big box stores, Action EP2.2: Provide for new residential

and ensure successful and sustainable nodal

development and housing options to increase

redevelopment that attracts higher-quality

the city’s population market for retail.

and higher yielding tenants.

Planning and supporting continued quality residential development will increase the demand for retail market and commercial offerings in Broken Arrow, as retail follows roof-tops.

Diverse housing choices that

attract a wide segment of the population will also increase the market for new and specialty retailers.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

EP3

GOAL EP3: Pursue development opportunities that collaboratively promote higher-institution research and development, innovation, and job incubation.

Action EP3.1: Develop an innovation district

Action EP3.3: Create a youth entrepreneurship

program in the City.

foster

collaboration,

research

and

development, and partnerships between

Establishing

higher-education and the private sectors.

entrepreneurship program—in partnership

A potential Innovation District in Broken Arrow

with local school districts, NSU Broken Arrow

could capitalize upon the community’s unique

and

elements through collocating higher-education

provide young residents with the professional

and business interests and advancing unique

mentorship, support, and tools to create and

joint-development partnerships to spur new

invest in new local businesses. Furthermore,

local businesses and industries.

Broken

a youth entrepreneurship program would

Arrow’s size, advantageous location in the Tulsa

further enhance Broken Arrow’s reputation

metro, educated workforce, and community

for having quality and leading-edge education

assets—including but not limited to NSU,

and being a pro-development community.

the

and

Chamber

supporting

youth

Commerce—could

Tulsa Tech, strong manufacturing sector, and concentration of aerospace industries— are all

Action EP3.4: Consider developing a funding

favorable factors for launching and supporting

program to launch new local start-ups and

an innovation district. As the innovation

technology companies.

district moves forward, development should

In partnership with economic development

be driven by what the community needs.

entities, creating a program that provides grants and/or loans to help support start-up

Action EP3.2: Consider opening a business

technology companies could serve as a very

incubator to provide flexible workspace for

lucrative economic development tool for

emerging companies.

supporting local start-ups, attracting emerging

Start-ups and emerging companies are often

companies, and growing quality technical

short on cash flow and need short-term and

jobs in Broken Arrow.

flexible spaces to begin operations and grow

could become a unique differentiator for

their companies.

Establishing a business

Broken Arrow in competing for and growing

incubator to support such start-ups could

professional technical jobs in the Tulsa region.

Such a program

be a unique economic development tool in promoting and supporting entrepreneurship enterprises in Broken Arrow.

CHAPTER 9: ECONOMIC PROSPERITY

199

ECONOMIC PROSPERITY POLICIES To further guide growth of the city in a

•

Policy

EP4:

Economic

activities

shall

manner that is consistent with the overall

occur in the areas permitted in the Future

vision of Broken Arrow NEXT, the following

Development Guide and amendments

policy statements have been adopted as part

thereto, and in accordance with the policies

of this plan.

contained herein.

•

Policy EP1: The City should continue and

•

Policy EP5: The City, along with the

expand the cooperative and collaborative

Chamber of Commerce, should increase

relationship

its efforts to identify the job training/

with

the

Chamber

Commerce to provide relevant information

capabilities

to persons interested in locating in

Center located in Broken Arrow and widely

Broken Arrow.

publicize and support these capabilities.

Policy EP2: The City shall continue to

•

the

Tulsa

Technology

Policy EP6: The City shall seek to make the

provide a high level of services (i.e., water,

Economic Development Department of

police, fire, recreation) which can be used

the State more aware of its desire for addi

to attract new economic activities into

tional economic development activities.

the community. • •

Policy EP3: The City shall continue to

Policy

EP7:

Promote

programs

that

encourage shopping in Broken Arrow.

assure that all economic activities pay their fair share for municipal services.

•

Policy EP8: Expand efforts that help to identify entry in Broken Arrow that is visible in the night time as well as day time.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

CHAPTER 9: ECONOMIC PROSPERITY

201

DISTRICT STRATEGIES

INTRODUCTION The

concept

districts,

EXISTING DISTRICTS nodal

development, was first introduced in the Community Vision chapter. One of the alternative growth scenarios developed as a result of the charrette was a ‘district’ scenario. In this scenario, emphasis is given to promoting mixed-use growth in key nodes throughout the city; these nodes could include retail, entertainment, dining, and housing all within a walkable area. Given the success of the Rose District, it is feasible that similar types of development at a different scale could occur in other

ROSE DISTRICT The Rose District serves as the entertainment and arts district for Broken Arrow. Originally envisioned in the 2005 Downtown Master Plan, the Rose District today is a thriving community center with dining, shopping, cultural, and entertainment options made possible by significant public and private investment. The downtown core district is centered on Main Street from Kenosha Street to just south of Houston Street. However, the

parts of the City.

Downtown Master Plan covered the entire

During the charrette held in June 2018,

9th Street/Lynn Lane, Washington, and Elm

two square miles bordered by Kenosha,

several district opportunities throughout the city were identified, but through additional analysis and input from the Steering

Committee,

the

number

Place. The character of the district evokes a classic downtown Main Street with red brick buildings, wide sidewalks, intersection paving treatments, and planters.

special districts identified on the Future Development

Guide

recommended

and

this

subsequently

Comprehensive

Plan was narrowed and refined to target local priorities. The intent of this chapter is to describe the elements that should be considered for the defined special district areas. These elements could also be used to guide redevelopment of existing four-corner retail areas as they age and properties turn over.

The core downtown area is surrounded by

older,

well-established

neighborhoods.

But

apart

single-family from

few

developments in the works, there is not much residential density in the downtown area. To prepare for future residential development and redevelopment in the downtown area, the City adopted the Downtown Residential Overlay District (DROD) in 2018.

204

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

The DROD established seven areas, each

ultimately expends a lot of resources and

with associated guidance on desired building

manpower doing so. In 2019, a bike lane will be

forms and design standards. These seven

added to Main Street in downtown. Significant

established areas are:

downtown buildings and activity centers include City Hall, Broken Arrow Performing

•

Area 1: Residential 1

Arts Center, Museum Broken Arrow, and the

•

Area 2: Residential 2

Military History Museum.

•

Area 3: Residential 3

•

Area 4: Residential 4

During

•

Area 5: Rose District Transition

attendees prioritized mixed-use development,

•

Area 6: Commercial Mixed Use Core

walkability/bikeability, and expanding the

Broken Arrow Downtown Residential Overlay District • (DROD)Areas Area 7: Commercial/Mixed Use Corridor Ash

5th

6th

DROD Boundaries - 4th Draft Kenosha

Iola

Hartford

Midway

Midway Greeley

9th

Elm

Iola

la Io

Hartford

4th

Birch

Elgin

District include: •

10th 9th

Wesley

5th

2nd

Main

staff as the community continues to grow. •

8th

10th

4th

7th

near future.

Houston

8th

Birch

be appropriate to implement in the

Fort Worth

Indianola

Figure 2.1 DROD Areas Map

Legend DROD Overall Boundary

throughout the City where they may Fort Worth

Galveston

Ash

Birch

1Galveston

Houston

5th

Fort Worth

6th

2nd

Date

El Paso

DROD Areas

DROD Overall Boundary

Use the bike lanes along Main Street as a pilot study to identify other roadways

Dallas

Fort Worth

Conduct a civic center study to determine options to accommodate city services and

College

Elm

house,

downtown. Opportunities to consider moving

Commercial

open

Rose District as their top three priorities for

Elgin

7th

6th

3rd

Cedar

Date

Detroit

Commercial

Elm

Elgin

Broadway

El Paso

Freeport

10th

1st

Freeport

College

public

Greeley

Freeport

initial

forward to continue to enhance the Rose

Joliet

Iola

the

•

Area 5: Rose District Transition

Area 2: Residential 2

Area 6: Commercial/Mixed Use Core

Area 3: Residential 3

Area 7: Commercial/Mixed Use Corridor

enforce

the

DROD

for

all new residential development and

Area 4: Residential 4

Area 1: Residential 1

Continue

redevelopment. •

Downtown Residential Overlay District Areas

Encourage the use of façade grants for properties along Main Street that do not fit the established building character.

Within the core downtown areaOverlay there areDesign two Broken Arrow Downtown Residential District (DROD) Standards 3 •

Consider establishing a designated pick-

parks – Centennial Park, a small pocket park

up site for ride-sharing companies. This

dedicated to the city’s centennial anniversary,

could encourage people not to drive and

and the Rose District Plaza, where the Farmers

alleviate the need for parking as more

Market and other special events area held.

development occurs and density increases

Additionally,

in the Rose District.

the

Parks

and

Recreation

Department maintains the Rose District and

CHAPTER 10: DISTRICT STRATEGIES

205

CONFERENCE CENTER/ BASS PRO AREA While not currently defined as a specific district, recent development in the area just north of the Broken Arrow Expressway along Hillside Drive between Elm Place and 23rd Street has transformed the area into a destination. Major retail anchors include Bass Pro, Lowe’s, Target, Sprouts and Hobby Lobby. The Stoney Creek Conference Center and Hotel is also located along Albany Street as well as several other hotels and restaurants. The INCOG GO Plan identified Hillside Drive as a candidate for a shared lane to accommodate cyclists and pedestrians. When this is implemented, it will be crucial to ensure that safe connections are provided to the existing and future retail and hotels. Given the relatively close proximity to the Rose District from the Conference Center area, it may be feasible to operate a shuttle to take visitors from one area to the other. This could exist as a loop along Elm Place, Kenosha, Main, Houston, 9th Street/Lynn Lane, and Hillside Drive. There have also been discussions of a potential pedestrian connection over the Broken Arrow Expressway somewhere between Elm Place and 23rd Street. Additional study is needed to determine what the most feasible connection would be.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

SOUTHERN BROKEN ARROW/WARREN THEATRE AREA Again, this area is not currently defined as a special district, but as additional development occurs, there is potential to develop a cohesive community center for southern Broken Arrow. Bounded by the Creek Turnpike to the north, Elm Place to the east, Tucson to the south, and just west of Aspen to the east, there is still a significant amount of vacant land within the area. Existing development includes the Warren Theatre, a Walmart Supercenter, and an apartment complex. The 2019 Future Development Guide classifies most of this area as Level 6 – Regional Employment/Commercial, Commercial General,

and

which

Neighborhood, Commercial

allows

Commercial Heavy

zoning

districts. Furthermore, both Elm Place and Aspen are categorized as gateway corridors in the Transportation Plan included in Chapter 5. The intention of these gateway corridors is to incorporate streetscape treatments to enhance the visual appeal and branding of the community. The City may consider conducting a small area plan and then establishing a special district overlay for this area to provide guidance related to desired development character and design.

Conference Center/ Bass Pro Area

Rose District

Southern Broken Arrow/Warren Theatre Area

City Limits Fenceline 0

4,000

8,000

16,000 FT

FIGURE 10-1: General Location of Existing District Areas

CHAPTER 10: DISTRICT STRATEGIES

207

DISTRICT OPPORTUNITIES ELM PLACE AND NEW ORLEANS A parallel effort taking place concurrently with

The plan assessed existing conditions of the site,

the comprehensive plan is a small area plan

summarized citizen input, and incorporated

for the Elm Place and New Orleans intersection

a market analysis to determine potential for

in central Broken Arrow. The intersection

new businesses. The resulting Small Area Plan

is characterized by older strip commercial,

proposed a plan vision with commercial core,

extensive surface parking, increasing number

village mix, infill neighborhood, residential

of vacant properties, and minimal pedestrian

town center, medical/office, and institutional

connectivity. The purpose of the small area

uses. Additionally, five main projects were

plan was to create a vision that considers:

identified for implementation:

•

through

•

Streetscape

necessary

•

Addressing Overhead Wires

policies and regulations)

•

Tactical Urbanism

Attraction of private investment to create

•

New Greenspaces

new economic development activity

•

Cultivating “Missing Middle” Housing

• • •

Alignment

land

redevelopment

(and

Flexibility

uses with

accommodate

changing

market needs

When this small area plan is implemented,

A mix of uses that recreates the Elm and

Broken Arrow will have another activity center

New Orleans District as a choice location

outside of the Rose District.

to live, work, and play

FIGURE 10-2: 101st and Elm Draft Concept (Source: Catalyst Commercial)

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

FOREST RIDGE AREA TOWN CENTER

FOUR CORNER RETAIL AREAS

Forest Ridge is a large neighborhood centered

Originally established with the introduction

on a private golf course in the very eastern part

of the Land Use Intensity Model set forth

of the incorporated city limits. Today, residents

in the 1997 plan, the Future Development

of Forest Ridge do not have many options

Guide features retail at each corner of major

for nearby retail or entertainment. There is

intersections, surrounded by ‘transition’ areas.

potential to develop retail and commercial

In parts of the City where these four corner

along Kenosha near Forest Ridge with a ‘town

retail areas are developed, some are starting

center’ feel. Types of development that might

to show their age. The intersection of Elm and

be appropriate include small-scale grocery,

New Orleans is a good example, as well as

retail, dining, office, and residential.

New Orleans and Aspen. As properties start to turn over at these intersections, opportunities

The

2019

recommends

Future

Development

Level

–

Guide

for redevelopment arise.

Commercial/

Considerations for enhancing or redeveloping

Employment Node for the four corners

existing four corner retail intersections include:

surrounding the Kenosha and 65th St/Oneta intersection with a special district overlay. In

•

Improving streetscape features leading up to the intersection.

order to inform the desired characteristics, a special area plan could be conducted for

•

Incorporating updated signage.

the Kenosha corridor near Forest Ridge to

•

Establishing a unique ‘brand’ for the corner.

develop a vision to guide future development. This would be similar to the Elm and New Orleans small area plan. Elements to consider for a small area plan for the Forest Ridge area include: •

Enhanced

streetscape

features

along Kenosha. •

Walkability within the town center.

•

Mixture of retail, office, dining, open space, and residential uses.

•

Buffer between the town center and surrounding residential uses.

CHAPTER 10: DISTRICT STRATEGIES

209

INNOVATION DISTRICT One of the key tenants of Broken Arrow’s economic prosperity is to continue to attract high-paying jobs to the City. Broken Arrow’s success in recent years in attracting specialized industries has paved the way for this success, but to continue this trend, the City and the Broken Arrow Chamber of Commerce have explored the idea of creating an “innovation” district. The district would establish a “hub” of specialized business, manufacturing and education facilities, where educators at both the secondary, vocational training and higher education levels could collaborate with key local industries and thought leaders in the region to help explore new technologies and ideas and to develop specialized training programs. The Innovation District would make

Physically, the Innovation District is envisioned as a campus setting that incorporates office, manufacturing,

even

retail

Classroom and training facilities would also be closely integrated into the district. Strong branding, amenities and connectivity to other key destinations in Broken Arrow, as well as to the region, would give it a distinctive appearance to help attract users to the district. Initial funding to help explore the context, possible location and partnering options for the district could come from voter-approved bonds, external grants from the State of Oklahoma and the Federal Government, and from institutional and corporate partners.

higher paying employment the City is seeking.

FIGURE 10-3: Typical Innovation District Features (Prototypical Site)

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

and

and dining into a walkable “district” setting.

Broken Arrow an attractive location for the

210

housing

The Innovation District provides a unique opportunity

explore

the

notion

placemaking and mixed use that is a key component of Broken Arrow NEXT. In selecting a site for the District, the following should be among the factors considered: •

Proximity and/or connectivity to other key destinations in Broken Arrow, such as the Rose District;

•

Proximity

and/or

connectivity

educational institutions in Broken Arrow; •

Proximity to major roadways such as the BA Expressway, the South Creek Turnpike or internal arterials such Aspen or Elm Place;

•

Sufficient acreage and utility capabilities to accommodate both larger manufacturing and learning buildings, as well as space for retail and housing options;

•

Ability

incorporate

amenity

areas

and features, such as trails and central gathering/social places; •

Availability of nearby lands to accommodate potential future expansion.

Broken Arrow’s Innovation District could also feature a first-class industrial/business park component to make it even more attractive as a business location. Further exploration and the initial startup of the Innovation District should be a high priority of the City.

CHAPTER 10: DISTRICT STRATEGIES

211

Four Corner Retail Area

Forest Ridge Area Town Center

Four Corner Retail Area Elm Place and New Orleans

City Limits Fenceline 0

FIGURE 10-4: District Opportunity Areas

212

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

4,000

8,000

16,000 FT

DISTRICT IMPLEMENTATION In order to implement the special district areas outlined in this chapter, the following eight (8) steps could be followed: 1. Identify and formally certify key districts that can help promote a stronger sense of place within Broken Arrow. Identify boundaries for each district. 2. Develop prototype planning process and overall market, design and management strategies and guidelines for each key district within Broken Arrow.

Use process for

developing master plan and guidelines for the Rose District as a guiding prototype for the district planning process. 3. Develop a specific market, design and management plan for each key district within Broken Arrow. 4.

Prioritize

actions

implement

the

recommendations of each district. 5. Identify potential funding sources and mechanisms for each district. 6.

Establish

market

conditions

and

opportunities study for each district, so as to understand the best market types to fit each district. 7. Work with the City’s Chamber of Commerce and Economic Development Department to encourage development within each district. 8. Include adjacent neighborhoods in the planning processes for each district.

CHAPTER 10: DISTRICT STRATEGIES

213

DISTRICT STRATEGIES ACTION FRAMEWORK This section presents the goals, actions, and policies for special districts in Broken Arrow.

DISTRICT STRATEGIES GUIDING PRINCIPLE

Continue investment in and expansion of special districts to serve as centers of the community.

GOAL D1: Promote development of diverse and mixed housing, retail, and entertainment options in the special districts.

Action D1.1: Adopt a residential overlay

Action D1.3: Employ branding and design

for the special district areas to promote

treatments to promote the unique identity

housing diversity.

and feel of each district.

Developing a residential overlay for each

Developing a unique and timeless brand

special district can allow for a mix of housing

specific to each district and incorporating

choices that will attract a diverse market of

related design elements into the district’s

residents seeking to live in nontraditional

infrastructure,

mixed-use areas.

architecture will enhance the community

streetscape,

signage,

and

identity, visual appearance, and placemaking Action D1.2: Conduct special area plans for the special districts to create a vision for future development and redevelopment.

Similar to the Elm and New Orleans Small Area Plan, a special area plan should be developed and uniquely tailored for the other special district areas. These plans should inform desired land uses, character of development, and connectivity within the district and to nearby areas.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

initiatives of each district.

D2 Action

D2.1:

GOAL D2: Enhance walkability and bikeability within and connecting to planned special districts. Prioritize

bicycle/pedestrian

Action

D2.3:

Consider

reducing

parking

projects within the special district areas.

requirements in special districts to encourage

Adding

walking and bicycling.

new,

enhanced,

and

connected

infrastructure

A reduction in parking requirements often

within special district areas will support

helps encourage more compact and efficient

the

mixed-use development best immediately

pedestrian

and

attractiveness,

bicycle

development,

internal

circulation, and streetside activity of each area.

accessed

through

walking

and

biking.

Furthermore, connecting each district with the

Through reduced parking requirements for

community’s pedestrian and bicycle networks

the special districts, developers gain more

will further support and enhance community

land for development and are incentivized to

access to and patronage of the special districts.

build special gathering places that draw and support pedestrian activity.

Action D2.2: Assess the feasibility of road diets within special district areas to improve

Action D2.4: Establish mobility hubs within

multi-modal connections.

special districts to offer an assortment

Reducing road widths within special district

of transportation alternatives - including

areas can slow and limit vehicular movement

transit, bikeshare, and rideshare services.

and create a safer and more attractive

Co-locating mobility services—such as transit,

environment

bicycle

paratransit, bikeshare, rideshare, and taxi

mobility, further encouraging multi-modal

services—at a centralized location within

travel and commercial street activity within the

or immediately adjacent to special districts

districts.

promotes the use of alternative transportation

for

pedestrian

and

options for convenient travel to and from these areas. Services at the mobility hub can also offset parking needs, further enhancing the feel and walkability of special districts. CHAPTER 10: DISTRICT STRATEGIES

215

GOAL D3: Improve infrastructure within special district areas to prepare for and foster additional quality development.

Action D3.1: Incentivize development in

Action

special district areas to ensure a quality mix

underground to improve district aesthetics

of development.

and vistas where feasible.

To ensure special district areas have a

Though

quality design and are developed to support

opportunities to bury utility infrastructure,

placemaking, incentives may be required to

such

attract expert developers from outside the

are

region and to offset any potential risks due to

attractiveness

local market conditions and the introduction

district areas. Road, sewer, stormwater, and

of new development concepts in Broken

other right-of-way construction projects can

Arrow.

also provide opportunities to bury utilities and

Incentives may also become critical

tools to compete against other communities

D3.3:

Bury

typically

infrastructure

expensive

power

encouraged

utility

and to

and

front,

telephone

improve viewsheds

lines,

the

visual

special

co-locate them in a common easement.

vying for special district development and to ultimately attract preferred developers to the

Action D3.4: Wire districts for high-speed

Broken Arrow special district areas.

Internet and information-age services.

Ensuring special district areas have highAction D3.2: Assess, modernize, and expand

speed Internet capabilities and dependable

district infrastructure as necessary to attract

access to web services are critical steps for

quality development and higher densities.

attracting high-quality employers, specialty

Special district areas can be proactively

shops and services, entrepreneurs, working

prepared for desired developments and

professionals, and younger generations to

densities through assessing and improving

set up shop, work, live, invest in, and visit

infrastructure within and adjacent to the

these areas.

site—including roads, water and sewer lines, drainage

and

wastewater

infrastructure,

gas and electric power lines, and telecom and Internet fiber wiring. modernizing

community

Preparing and infrastructure

advance can be a competitive advantage to attract quality special district developers to Broken Arrow.

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CHAPTER 10: DISTRICT STRATEGIES

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QUALITY OF LIFE

INTRODUCTION “Quality of life” and “livability” are terms often used in planning documents, but it is important to first define these terms and describe why they are important to communities. Various dictionaries define livability as “the degree to which a place is suitable or good for living in.” From an urban and community standpoint, livability can be viewed as “an assessment of what a place is like to live in, using particular criteria, for example, environmental quality, crime and safety, education and health provision, access to shops and services,

living on this street,’ or, ‘we love the variety of places to eat that are near where we live,’ we are assessing the livability of our community. Broken Arrow’s transformation from a small bedroom community into the fourth largest city in Oklahoma has in large part been driven by the perception that the city offers a high degree of livability. The growth of the city has been guided in the past by strong land use planning, and in fact the city’s 1997 plan focused in large part on a land use intensity system intended to promote stable growth patterns.

recreational facilities and cultural activities.”1

Livability is also frequently referred to as quality of life or quality of well-being. It is not a new idea – community planners dating back to Ebenezer Howard and his ideas for garden cities, Daniel Burnham and the City Beautiful movement, and even the original plan for Washington D.C. by Pierre L’Enfant all sought to understand and create a “harmonious” relationship between the various components of a city to increase quality of life for its residents. Even today, when we say, ‘I like

This stability now allows Broken Arrow to shift its focus to strategies to enhance the city’s livability, and this ongoing pursuit of livability is a key focus of this new long-range plan for the community. Quality of life and community livability have been and will continue to be one of the fundamental attractions of choosing to live in Broken Arrow, and this should continue to be the case in the future. Presentation by Lorraine Chaffer for AGAT Conference, New Zealand, 2015; http://www.agta.asn.au/conf2015/ presentations/Chaffer_L.pdf

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GUIDANCE FROM THE 1997 COMPREHENSIVE PLAN Creating the Best Community, Broken Arrow’s

As can be seen from the statements above taken

1997 Comprehensive Plan, identified the

from the 1997 plan, these issues and policies

following Quality of Life issues that were of

focused primarily on park and recreation

concern at the time:

facilities and ensuring that Broken Arrow had

•

The need for recreation areas within at

a good system of well-located parks. Broken

least one mile of every residence in the city

Arrow NEXT, the city’s new comprehensive

Joint

and

plan, recognizes that Broken Arrow now has a

educational facilities to help address the

good park system and a growing trail system,

need for recreation in close proximity to

and broadens the meaning of quality of life

all neighborhoods

to encompass many other aspects of the city

Making recreational facilities that enhance

that will contribute to its standing as one of,

the visual appearance of Broken Arrow

if not the best, communities to invest and

Support for the expansion of educational

live in the state of Oklahoma and the central

and

United States.

•

• •

use

cultural

funding

for

both

recreation

facilities, acquisition,

and

providing

development,

programs, staffing and maintenance of those facilities •

Upgrade existing facilities to increase use, satisfy needs and where necessary to meet safety standards

Key Qualify of Life policy issues identified in the 1997 plan included: •

Develop nature and wildlife areas, as well as cultural venues

•

Provide play areas for all age groups

•

Work closely with area school districts to share facilities when appropriate

•

Explore user fees and concessions as sources of income

•

Locate parks and recreation facilities along collectors or arterial roads (with the exception of small neighborhood parks) and ensure that recreational facilities do not generate adverse impacts on the surrounding area.

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COMPONENTS OF LIVABILITY AND QUALITY OF LIFE Broken Arrow’s new standard should expand beyond purely qualify of life and embrace the notion of “livability.” Livability can encompass many elements, including the appearance of the city, its character and identity, quality of its schools and public facilities, access to green areas, parks and trails, and the availability of entertainment, dining and shopping facilities. In essence, livability is incorporated into every element of this comprehensive plan, but specific opportunities to create the most livable community in Oklahoma will focus on the following six areas.

1. COMMUNITY IDENTITY Establishing and reinforcing a communitywide identity or a “brand” that sets Broken Arrow apart.

2. INCORPORATING PLACEMAKING AND URBAN DESIGN Creating distinct and unique places, wherever the opportunity presents itself, that make Broken Arrow distinct and unique, and most importantly, economically attractive for investment and as a place to live.

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3. CREATING A HEALTHY COMMUNITY Integrating opportunities to promote and enhance the health of every resident of Broken Arrow into the fabric of the City.

4. ENHANCING ARTS, CULTURE AND ENTERTAINMENT Increasing the quality and if appropriate, the number of events, both frequent (i.e. monthly or even weekly) and more infrequent (i.e. annually) that provide opportunities for entertainment and cultural growth in Broken Arrow.

5. COMMUNITY SUSTAINABILITY AND RESILIENCY Enacting policies and actions that provide reassurance to the city’s residents that it is prepared for major weather, economic and even geo-political events that can occur with little or no warning.

6. STRONG PUBLIC SAFETY Continuing to support a strong public safety system that has made Broken Arrow one of the safest places to live in the United States.

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LIVABILITY IN BROKEN ARROW TODAY Surveys and citizen input, both from the comprehensive planning process as well as from other city-led initiatives, indicate that Broken Arrow residents generally perceive their community as livable. The Rose District, for example, is a community-wide asset and provides a real-life example of how a “place” that embodies many of the components of livability noted above can become a major source of pride and an identifier of the city. The city boasts a good park system that provides access to recreation and green space in most areas of the city. Access to trails, especially the Liberty Parkway Trail along the Creek Turnpike provides good access to walking and bicycling facilities. Support for expanding the city’s trail system is high, and implementation of INCOG’s GO Plan continues. Broken

Arrow

also

has

many

strong

neighborhoods, both older ones that have matured well in addition to sophisticated new neighborhoods.

But citizens also noted the need to address the livability, character and identity in many parts of the city. Key areas that were noted in the public involvement process include the following.

KEY GATEWAYS

The city needs to focus on its physical identity; major gateways into the city, especially from the Broken Arrow Expressway, currently do not communicate a sense of arrival or any uniqueness.

MAJOR CORRIDORS

Similarly, major roadway corridors throughout the city, even as they are expanded to accommodate projected vehicular volumes, frequently do not convey anything special about Broken Arrow. And while newer retail areas follow requirements and standards established by the city, they frequently do not convey any unique sense of place in Broken Arrow.

ACCESS TO RETAIL, DINING AND ENTERTAINMENT

While many of the neighborhoods in Broken Arrow can quickly access quality retail and entertainment choices, other areas, especially south of the Creek Turnpike, must travel either to north Broken Arrow or even into neighboring communities of Bixby and Tulsa to find retail and dining choices. Residents in the southern portions of Broken Arrow correctly view this as a key livability issue, and one that is a major priority for them.

WALKABILITY

Residents frequently expressed a desire to be able to walk more, whether in their own neighborhoods or in other public and commercial areas of Broken Arrow.

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NEIGHBORHOODS THAT INCORPORATE ELEMENTS OF LIVABILITY

Whether it is easy access to parks and open spaces, more sidewalks, or homes and streets that convey quality, residents want to ensure that newer housing, especially at the entry and starter home level, still are a step above those in other communities in terms of their character.

REVITALIZATION OF OLDER AREAS

Aging retail areas and neighborhoods in older areas of the city are a concern and need to be addressed. Residents expressed significant interest in proactively taking steps to promote the revitalization of these areas, and in fact making them become community-wide assets.

PRESERVATION OF NATURAL AREAS

Residents want better access to public greenbelts and to trail and recreational opportunities along those greenbelts, but cannot since many of these areas are privately owned.

BEST PRACTICES FOR LIVABILITY The Partnership for Sustainable Communities is an inter-agency partnership between the U.S. Department of Housing and Urban Development (HUD), Environmental Protection Agency (EPA), and the U.S. Department of Transportation

(USDOT).

The

partnership

was developed to provide guidance for communities seeking to improve access to affordable housing, offer more transportation options, and protect the environment. The Partnership defines six overarching livability principles that guide the programs and policies that are a result of this partnership2: 1. Provide more transportation choices 2. Promote equitable, affordable housing 3. Enhance economic competitiveness 4. Support existing communities 5. Coordinate policies and leverage investment 6. Value communities and neighborhoods These principles helped guide the development of the overarching plan guiding principles.

QUALITY EDUCATION

While the city’s school districts are held in high regard, residents continue to express concern about those districts’ ability to maintain high educational standards as the community grows. They recognize that quality education is a major component of the city’s attractiveness as a place to live.

Partnership for Sustainable Communities. ‘Six Livability Principles.’ https://www.hud.gov/program_offices/economic_ development/Six_Livability_Principles.

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OPPORTUNITIES AND RECOMMENDATIONS The following section describes the current condition of several quality of life components and identifies opportunities for enhancing community identity, placemaking & urban design, community health, arts & culture, sustainability & resiliency, and public safety.

COMMUNITY IDENTITY

Livability begins with a sense that the community you live in is special. It instills a sense of pride, and you can readily describe it and what makes it special to others. This notion of community identity is built through how residents and visitors perceive Broken Arrow, both in terms of its physical features but also in terms of the social aspects of the city. Physical features are discussed below under Placemaking and Urban Design. In the community survey, approximately 85% of respondents thought that the current brand or image of the community was either excellent or good. Indeed, Broken Arrow already has an established “brand” as a safe, affordable and pleasing community in which to live. This was reinforced by being named the most livable small city in the country in 2018. However, other growing communities in the greater Tulsa region and throughout Oklahoma are moving towards this brand as well, requiring Broken Arrow to add more layers to how it is perceived. Areas that can be explored to maintain a positive community identity include: •

226

Create vibrant places for events and social gatherings throughout the city, starting with the Rose District but extending to other areas, such as the special districts identified in the District Strategies Chapter.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

• •

Emphasize gateway features the community. Reduction of sign clutter.

into

PLACEMAKING AND URBAN DESIGN

Placemaking involves creating places that residents and visitors want to be. This is often achieved through the design of the physical features of a community or site. Physical feature such as gateways and streetscape features can help create an aesthetically pleasing community, which can lead to additional public and private investment. The development of special districts as discussed in Chapter 10 further enhance the concept of sense of place. Gateways Gateways signify an entrance to a community or area of significance in a community. Gateways can range from ornate public art

or monumental signage to simple street sign toppers. Examples of gateways in Broken Arrow include the Rose District entry sign monuments and subdivision entrances throughout the city. Areas of the City that need gateway treatments include the entrances to Broken Arrow off the BA Expressway. A series of gateways could enhance the image of Broken Arrow to commuters that may otherwise not think to travel into the city. The proposed location of major and minor gateways is depicted in the Transportation Plan Map in Chapter 5.

•

Streetscape Features

Since Broken Arrow is predominately a car-oriented community, most people’s impressions of the community are from the roadways. Many of the major roadways in Broken Arrow are not attractive; overhead powerlines, lack of medians, unattractive free-standing signs, and mismatched fencing in older neighborhoods attribute to the visual character of roadways. Additionally, when a visitor exits the Broken Arrow Expressway at Elm Street to go to the Rose District, there is not a good impression of the community between the highway and downtown. While the primary function of these roadways is to safely and efficiently move vehicular traffic, there are improvements that could be made to create a more pleasant experience on major roadways in Broken Arrow: •

Wider sidewalks – wider pathways with a sufficient buffer from vehicular lanes provide a safe option for pedestrians and cyclists.

•

Landscaping – low-maintenance landscaping along major corridors can drastically improve the look of the roadway Intersection treatments – treatments such as unique paving or crosswalk designs like what is used in the Rose District draw attention to nonvehicular traffic Medians – provides separation between traffic and opportunity for landscaping and gateway features Access management – adjusting commercial driveways can result in more efficient access management Sign control - lower monument signs with no exposed metal poles

The proposed priorities for these types of streetscape enhancements are shown as gateway corridors in the Transportation Plan Map in Chapter 5.

COMMUNITY HEALTH

Comprehensive plans can have a profound impact on health outcomes of communities. Many social determinants of health, such as access to healthy food, housing and income stability, and environmental health are addressed in some form or fashion in comprehensive plans. Furthermore, the American Planning Association conducted a case study on best practices for integrating health into comprehensive plans and found that the most common topics related to health were active living, emergency preparedness, environmental health, food & nutrition, health & human services, and social cohesion & mental health.3

American Planning Association. “Healthy Plan Making.” https://planning-org-uploaded-media.s3.amazonaws.com/publication/ download_pdf/Healthy-Plan-Making.pdf.

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Active Living – Parks and recreation play a critical role in opportunities for active living in communities. One big opportunity in Broken Arrow is that there is no public fitness center; neither of the existing community centers have a fitness room component. Recommendations for additional parks, trails, and sidewalks were discussed in detail in Chapters 5 and 7. The design of neighborhoods also have a profound impact on residents’ proclivity to be active. Neighborhoods that are interconnected and have more than one entrance can encourage more walking and cycling to nearby destinations. Emergency Preparedness – Efforts to be more resilient to disruptive change as a community are directly linked to community health. Efforts related to preparing for emergencies and disasters are discussed in the ‘Sustainability and Resiliency’ section of this chapter. Environmental Health – Air and water quality are major components of environmental health. While this plan doesn’t directly address these issues, recommendations throughout the plan related to sustainability should positively impact air and water quality. Food & Nutrition – According to the Trust for America’s Health, in Oklahoma, 36.5% of adults are obese and 33.8% of children ages 10-17 are overweight or obese.4 These figures rank among the highest percentages for obesity in the nation. Therefore, access to healthy food is a major concern for many communities. Since the 1997 plan, the Broken Arrow Farmer’s Market in the

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Rose District has begun. There are also grocery stores throughout the City that sell fresh produce. Although there is access to fresh, healthy options in grocery stores, the majority of restaurants in Broken Arrow are fast food establishments with limited healthy options. Health & Human Services – Access to healthcare is an important aspect of community health. As discussed in the Economic Prosperity chapter, Broken Arrow and surrounding areas of Tulsa have a high concentration of hospital and related healthcare facilities. The APA report also discusses resources for aging populations. Resources for seniors in Broken Arrow include the Broken Arrow Senior Center for socializing and exercise. Social Cohesion/Mental Health – Finally, APA categorizes housing quality, open space, and public safety as considerations for social cohesion and mental health. Housing quality is discussed in Chapter 8, open space in Chapter 7, and public safety is discussed later in this section.

ARTS AND CULTURE

Strong access to arts and cultural offerings is a fundamental component of a community’s livability. Arts and culture deeply enriches the lives of residents, but equally importantly, they help set Broken Arrow apart as a premier community and as an attractive place to live for today’s creative class. Much of the City’s Arts and Cultural events and activities continue to revolve around the City’s school districts. There is also the

perception that Broken Arrow residents can engage in arts and cultural activities offered by nearby Tulsa, and therefore may not need to invest significantly in arts expenditures. But strong support by the City of Broken Arrow, and a recognition that arts and culture are an important part of the city’s future, are leading to potentially significant new venues in the future.

Aspen and New Orleans, the Hardesty Center is a new addition to the Tulsa Ballet system. It is meant to serve Broken Arrow, Bixby, and South Tulsa residents as a complement to the location in the Tulsa Brookside area. Primarily used for dance education, the center has four ballet studios, one of which has seating for 160 people, administrative offices, dressing rooms, and storage space.

Currently, major arts venues in Broken Arrow include: Performing Arts Center – Owned and operated by Broken Arrow Public Schools, the Performing Arts Center is a premier, artsfocused venue that serves the entire school district. Anchoring the City’s growing Arts District, the Center has a large auditorium, numerous classrooms and smaller practice facilities. Architecturally, it is a prominent part of the Rose District and creates a “gateway” to the southern part of the district. Kirkland Theater – Located in the Kirkland Activity Center complex along 9th Street/ Lynn Lane, the newly renovated Broken Arrow Public Schools theater provides an auditorium-style experience for traditional school-related activities and performances. Broken Arrow Community Playhouse Founded in 1980, the community-based theater presents five productions annually in its downtown venue in the Rose District. Formally a church, the theater is owned by the City of Broken Arrow. Tulsa Ballet Hardesty Center for Dance Education – Located at the intersection of

Much of Broken Arrow’s focus has been on enhancing and expanding the City’s Arts District, located in the southern part of the Rose District. The Performing Arts Center, the Farmers Market and outdoor plaza, and the Museum Broken Arrow are already key components of this sub-district. As part of the City’s 2014 Bond proposition, Broken Arrow residents approved $1,400,000 to build a Creative Arts Center in the Rose District along South Main Street. Ranging from a culinary lab to galleries to a jazz classroom, the center will be a multipurpose event and classroom facility for locally-based artists and residents to train, learn, create and display their art. The initial phase is projected to cost approximately $8 million, with the voter approved bond funds intended as seed money towards the overall cost.

Trust for America’s Health. State Profile: Oklahoma. 2017. https://www.tfah.org/state-details/oklahoma/.

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The City, primarily through its Park and Recreation Department, hosts multiple annual events that attract thousands of visitors to Broken Arrow such as the Rooster Days Festival and events throughout the year in the Rose District. These events introduce many to the City, create a great sense of fun for residents of the City, and contribute significantly to the overall sense of pride in Broken Arrow as a premier community. However, according to the public engagement process there is a perception that arts and culture in Broken Arrow could be enhanced. Only 7% of survey respondents thought that Broken Arrow had excellent arts and cultural opportunities, 39% answered good, and 39% answered poor. Opportunities to further enhance arts and culture in Broken Arrow include: •

Continue to proactively support initiatives that recognize the significant importance of arts and culture in setting Broken Arrow apart as a community of choice. Strong voiced support from elected officials, city management and community leaders help build community support for the notion that Broken Arrow has now evolved beyond its roots as a bedroom community, and that support for the arts is a key part of the vision of Broken Arrow NEXT. Supplemental support may be necessary to make arts and culture accessible to all in the community. This continued support may be through funding assistance or initiatives, promotion of events, helping to provide venues, and simply elevating the idea that the arts are a vital part of

•

Broken Arrow’s livability. On a case-by-case basis, evaluate the use of city funding assistance to help leverage other non-city funding sources such as grants, donations, and matching funds. As appropriate, encourage local community organizations to take leadership roles in promoting the arts and pursuing external funding sources. Where appropriate and feasible, support area school districts and NSU in their initiatives to incorporate the arts into school curriculum and to continue to attract external events and shows to Broken Arrow. As feasible and appropriate, assist with promoting and encouraging attendance at events. Arts and cultural events and performances depend on attracting both residents and visitors to their events, so that they can build the resources necessary to continue to provide opportunities for the arts.

SUSTAINABILITY AND RESILIENCY

Sustainability Sustainability in the context of community development can best be defined as “a way to build cities, towns, and neighborhoods that are economically prosperous, socially equitable, and environmentally sustainable.”6 Coined as the three pillars of sustainability, the environment, economy, and equity of a community are equally important. In terms of the environment, Broken Arrow has been making strides to improve sustainable practices. Beginning in 2019, the City is conducting a residential recycling pilot

Smart Growth America. ‘Our Vision.’ www.smartgrowthamerica.org RAND Corporation. Community Resilience. https://www.rand.org/topics/community-resilience.html.

6 7

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program. Additionally, Broadway Avenue in downtown Broken Arrow is an example of a sustainable stormwater design feature. Instead of a traditional curb and gutter, bioswales are built to capture stormwater and runoff. As for the economy, the City is actively promoting programs to both ensure that existing businesses remain in Broken Arrow and to recruit new businesses.

1. Mitigation – eliminate or reduce the chance that a disaster occurs or the effects of a disaster 2. Preparedness – plan how to respond to an emergency or disaster 3. Response – immediate actions following a disaster 4. Recovery – process to restore all systems back to working condition In 2017, the City as well as Broken Arrow Public Schools and Union Public Schools participated in a Multi-Jurisdictional MultiHazard Mitigation Plan Update. This plan, currently being updated, identified potential hazards and their associated risk, developed mitigation strategies for those hazards, and prioritized action items.

Furthermore, the City of Broken Arrow has an Environmental Action Plan that resulted in the formation of six action committees. These committees are responsible for implementing ‘green’ actions for: physical facilities; utility structures; fleet maintenance; real estate maintenance; construction of new city facilities; and private development. Resiliency Resiliency is defined as the ‘measure of the sustained ability of a community to utilize available resources to respond to, withstand, and recover from adverse situations.’7 An important component of resiliency is emergency preparedness. The Broken Arrow Emergency Management Department seeks to reduce the loss of life and property and protect critical infrastructure from all types of hazards. As noted on the department’s webpage, the four phases of emergency management are:

Due to Broken Arrow’s location, tornado preparedness is a major concern for both the city and residents. The City recently initiated a Storm Shelter Registration program, which has been very successful. In fact, there are even new subdivisions being built that incorporate a safe room into all of the houses. Opportunities to improve sustainability and resiliency in Broken Arrow include: • Consider adopting new building codes with tornado-resilient standards similar to Moore. • Adopt city-wide residential and nonresidential recycling pick-up. • Integrate additional bioswales into roadway designs. • Revisit the Environmental Action Plan ‘Green’ Committees. • Encouraging the development of tornado safe neighborhoods with safe rooms.

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PUBLIC SAFETY

Public safety has always been ranked as one of the city’s highest priorities and is also widely recognized as one of the key livability components that attract new residents to Broken Arrow. Feeling secure, both in one’s home and in the places that one frequents is a major component of livability, and one that can directly contribute to Broken Arrow’s standing as a premier community in Oklahoma.

Police In 2018, the Broken Arrow Police Department is staffed by 139 Police Officers and 57 civilian personnel. The Department is organized into four divisions: Administrative, Headquarters, Operations, and Support. According to the Broken Arrow website, the Broken Arrow Municipal Jail located on First Street can house up to 32 inmates and process approximately 2,500 inmates annually. The police headquarters is located near the intersection of Kenosha and 9th St/Lynn Lane.

Broken Arrow has consistently ranked as a very safe community. In 2007, the city ranked as the 22nd safest city nationwide with populations over 75,000, and was the only community listed in Oklahoma. In late 2018, Broken Arrow was recently recognized as the 19th safest city (with a population over 100,000) in the United States by the Wall Street Journal. Among larger communities in Oklahoma, only Edmond, with a slightly smaller population, has lower ratios of violent and property crime.

•

Residents of Broken Arrow frequently list the city’s strong record of public safety as a major reason for moving to the City and for continuing to live there. Low crime and safety were among the most frequent survey responses when asked what drew respondents to live in Broken Arrow. This is confirmed by City Management, which rank public safety among the top priorities of the city.

A key need is for a sustainable revenue source for public safety. Currently, Police and Fire use 100% of all applicable sales tax and additional sources of revenue are needed to further supplement sales tax revenues. Another concern brought up during the comprehensive plan process was the need for more police as the city grows and becomes denser. Opportunities to maintain a strong police force include:

The 2018 GO Bonds approved by voters in August 2018 included the following projects related to police services:

• •

•

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Expansion and renovation of the existing jail Replace numerous sirens within the community Rehabilitate and restore the Public Safety Complex parking lot

Continue to push the State Legislature for legislation to allow asking residents to authorize the establishment of a public safety district, which would create

•

• •

a sustainable source of revenue for public safety. Maintain a strong police/community relationship through events/ partnerships such as National Night Out. Be proactive in approaching integration of new technologies. Consider construction of a satellite police facility in southern Broken Arrow if additional non-residential and residential development occurs.

Fire Protection and Emergency Services The Broken Arrow Fire Department is made up of over 170 personnel out of seven total fire stations. The city has an ISO (Insurance Service Office) rating of 2. This rating is based on factors such as call times, coverage area size, water pressure, training, and extent of hydrants. The ISO rating ranges from 1 to 10, with a 1 representing the highest possible rating. An ISO rating of 2 puts Broken Arrow among a small percentage of communities nationwide with a high rating.

•

• •

Similar to the police department, a key need is for a sustainable revenue source for public safety and to be proactive with providing fire protection service as the city grows outward and upward. Opportunities to maintain a strong fire department and emergency services include: •

• Beginning in 1973, the Broken Arrow Fire Department also offers emergency medical services (EMS) and has since become the first fire department in the state to offer advanced life support treatment before the sick and injured arrive at the hospital. Additionally, over half of the Fire Department personnel are certified paramedics and ambulatory services have rapid response times of about 3-4 minutes.

Construction of fire station at Washington Street and South 1st Place to replace Fire Station No. 7. Renovations to fire department components of the Police and Fire Training Center. Acquisition of fire trucks and ambulances. Relocate and replace fire station (to be determined).

Consider the value of implementing additional training, manpower and equipment modifications to achieve a core city ISO rating of 1, which would place Broken Arrow among the top 1 to 2% of communities nationwide. Plan for expansion of fire protection into future growth areas in the fenceline.

The 2018 GO Bonds approved by voters in August 2018 included the following projects related to fire protection and emergency services:

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QUALITY OF LIFE ACTION FRAMEWORK This section presents the goals, actions, and policies for quality of life in Broken Arrow.

QUALITY OF LIFE GUIDING PRINCIPLE Provide all residents with access to excellent cultural, educational, entertainment, and health options.

Q1 Action

Q1.1:

GOAL Q1: Encourage development throughout the city to incorporate features that create a strong sense of place.

Support

the

continued

include the Conference Center area, Southern

sustainment and development of the Rose

Broken Arrow/Warren Theatre area, Elm

District, Broken Arrow’s downtown district.

Place/New Orleans, Town Center, Forest Ridge,

The Rose District has been a very successful

Innovation District, and other four-corner

placemaking development for Broken Arrow,

retail areas at prominent arterial intersections.

further enhancing community identity and the local economy. Concerted planning and

Action Q1.3:

programming efforts are encouraged to

opportunities

continue its success, vibrancy, and strategic

and uses at major intersections currently

development into the future.

characterized by “four-corner retail.”

Seek mixed-use development that

bring

activity

Broken Arrow has many major intersections Action Q1.2: Consider the creation of other

with commercial zoning and development

special area districts to hub activity and spur

at all four corners.

placemaking beyond downtown and in other

prominent locations, strip-center commercial

parts of the community.

developments with large setbacks and surface

The establishment of other special district

parking lots are common yet have declined in

areas is recommended to direct quality mixed-

condition and been marked by tenant turnover

use development and placemaking features

and vacancies.

to other activity nodes in the community.

offer attractive redevelopment opportunities

Potential special district area opportunities

featuring elements.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

In many of these

Yet, these prime locations

mixed-use

and

placemaking

Action Q1.4: Focus on gateway improvements

new neighborhoods in ways that outwardly

to strengthen sense of place and Broken

reflect Broken Arrow’s high-quality of life is

Arrow’s brand along key corridors that enter

recommended for retaining and attracting

and travel through the community.

residents. Improvements to neighborhoods

Enhancing the visual appearance of gateway

could

corridors into and through the community

landscaping, and more consistent fencing

materials.

effective

and

powerful

tool

include

enhanced

entry

signage,

communicating Broken Arrow’s unique brand and sense of place to residents and visitors. Such improvements also have the potential to attract quality development along these gateway corridors, as developers benefit from being located along appealing streets. Action Q1.5: Support sense of place at the neighborhood level by promoting strategies and

programs

that

strengthen

existing

neighborhoods and result in quality new residential development.

Sense of place often begins where one resides, and Broken Arrow enjoys a positive reputation in the region for its neighborhoods and school district options. Hence, improving established

neighborhoods

and

creating

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GOAL Q2: Celebrate the history and unique culture of Broken Arrow.

Action Q2.1: Support and coordinate with

Action Q2.4: Proactively develop a public art

local museums, including the Museum Broken

program to establish public art requirements

Arrow and Military History Museum, in their

and encourage installations.

programs to preserve local history, educate

Public art has the potential to enhance Broken

the public, and promote local tourism.

Arrow’s placemaking and branding efforts.

Supporting local museums ensures the history

Formal program guidelines are encouraged to

and significance of Broken Arrow is preserved

locally define public art preferences, identify

to inform and tie current and future community

priority installation areas, and to develop a

generations with the past, further promoting

non-profit program to fund installation and

Broken Arrow’s identity today and into the

on-going maintenance.

future. Furthermore, local museums have the potential to draw visitors and tourism dollars.

Action

Q2.5:

development

entities

with in

economic developing,

Action Q2.2: Conduct and periodically update

supporting, and promoting special events

a historic building survey and inventory

that celebrate the community, promote the

to document Broken Arrow’s history and

local economy, and attract tourism.

identify historically significant sites.

Special events, such as festivals and parades,

Routinely surveying and documenting the

bring residents and visitors together and

locations and conditions of Broken Arrow’s

celebrate the unique attributes of Broken

historic buildings can help proactively preserve

Arrow. The continued support and promotion

historic sites from destruction and irreversible

of special events is encouraged to enhance

disrepair. As the City ages, more buildings and

quality of life, community identity and pride,

sites may be added to this inventory.

economic development, and tourism.

Action Q2.3: Consider the creation of historical

Action Q2.6: Continue to support and promote

preservation districts, as appropriate.

Rooster Days, the oldest festival in Oklahoma.

Historic building survey and inventory may

The annual 4-day Rooster Days Festival in May

reveal the need to create historic preservation

draws over 40,000 people to Broken Arrow

districts to preserve unique and historic

and should continue to be supported and

architectural and building styles. Coordination

promoted to enhance community quality of

with the Oklahoma State Historic Preservation

life, economic development, and tourism.

Office is recommended in determining the need and creating such preservation districts.

236

Coordinate

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Action Q2.7: Develop a Broken Arrow arts/ cultural district with assistance of the Oklahoma Arts Council to identify, leverage, and promote local arts and cultural assets for continued economic development.

Broken Arrow may benefit from creating a cultural district to further develop and promote its local arts scene. The City can gain technical assistance from the Oklahoma Arts Council to develop a custom-tailored program to leverage its art and cultural resources for economic development and tourism opportunities. Action Q2.8: Support the programming of arts performances for all ages, including at the Broken Arrow Performing Arts Center and the Community Playhouse.

Support for local arts expands the cultural and educational opportunities available to Broken Arrow residents and further enhances the community’s identity and quality of life. Embracing arts often brings communities robust local arts scenes and new residents and entities that value close access to local arts programs and amenities.

CHAPTER 11: QUALITY OF LIFE

237

GOAL Q3: Promote community health through services, events, and active transportation.

Action Q3.1: Develop a community health

Action Q3.4: Ensure proper funding and

assessment

staffing for Broken Arrow code enforcement

conjunction with the Tulsa County and

to quickly resolve and monitor code violations

Wagoner County Health Departments.

that jeopardize public health.

Quantifying and understanding the overall

Vigilant and responsive code enforcement

health conditions and risk factors of Broken

is critical to protecting community health.

Arrow is critical to developing a program of

Addressing code violations that pose health,

targeted strategies to improve the public

safety, and wellness risks should quickly be

health, quality of life, and economic potential

addressed, which may require additional

of the community.

funding and resources for code enforcement.

and

improvement

plan

Further improving local

public health and community wellness can make Broken Arrow an even more attractive

Action

community for new residents and companies.

community

Q3.5:

Develop

partnerships

gardens

and

with

agricultural

extension offices to provide community Action Q3.2: Coordinate with the Tulsa County

education

gardening

best

practices

and Wagoner County Health Departments in

and techniques.

hosting and promoting wellness and disease

Community gardens provide an opportunity to

prevention classes and programs.

bring neighbors together and for residents to

Programming wellness educational seminars

gain practical and experiential education with

and classes has the potential to directly reach

gardening processes and methods. Involving

and benefit many interested residents, while

local agricultural and farming experts in a

also enhancing community engagement and

community garden program could further

social interaction.

enhance the educational experience for participants, garden yield, and the uniqueness

Action Q3.3: Provide wellness educational and

resource

recreational

information

centers,

and

of this community activity.

libraries,

other

public

Action Q3.6: Continue to support and promote

facilities.

the operations of the Broken Arrow Farmers

Community activity centers are common places

Market and consider opportunities to expand

to post and make available printed wellness

community locations and offerings.

resource

The

information.

These

community

Broken

Arrow

Farmers

Market

activity centers often have high traffic and are

important in supporting the local agricultural

public places where such information can be

and

easily displayed and accessed.

healthy food choices. Additionally, the regular

farming

industries

and

promoting

occurrence of the Farmers Market brings

238

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

QUALITY OF LIFE POLICIES

To further guide growth of the city in a manner that is consistent with the overall downtown street activity. Continued support of the Farmers Market is encouraged, including opportunities to expand its size and satellite location options to reach and benefit other parts of the community. Action

Q3.7:

vision of Broken Arrow NEXT, the following policy statements have been adopted as part of this plan. •

Development Block Grant program should

Advance

the

continue to be directed toward low to

continued

moderate income neighborhoods.

development of the sidewalk, bicycle, and trail network in the GO Plan to promote active transportation options.

Expanded

pedestrian

and

•

regional fair housing agency as required by Federal regulations and State statues.

transportation and exercise, further enhancing community wellness. The recommendations in the GO Plan and in the Parks, Recreation &

•

Policy Q3: The City should identify those organizations (i.e. churches, social

Open Space chapter should be prioritized for

organizations)

implementation.

involved

providing

assistance to the disadvantaged and maintain this information for public use.

Action Q3.8: Program parks and recreational centers with activities and equipment to encourage community use, physical activity, and fitness for all age groups.

Well-equipped and maintained parks and recreational centers featuring a variety of activities

Policy Q2: The City should continue to support the services provided by the

bicycle

infrastructure provides more options for active

fitness

Policy Q1: Funds from the Community

and

community

sports

•

Policy Q4: The City shall continue its program of compliance with the Americans with Disabilities Act (ADA) and ensure that all public buildings and facilities therein shall be accessible to the disabled.

programs typically draw many users and promote community wellness.

CHAPTER 11: QUALITY OF LIFE

239

IMPLEMENTATION

INTRODUCTION The Broken Arrow Next Comprehensive Plan cannot be fully realized without a phased implementation plan. The previous chapters identified recommendations related to land use & development, transportation & mobility, community infrastructure, parks, recreation, & open space, housing and neighborhoods, economic prosperity, district strategies, and quality of life. This final chapter presents a detailed implementation action plan meant to achieve the overall plan vision for each of the major components of the plan.

ACTION PLAN Tables 12-1 through 12-8 beginning on page 244 represents all of the recommendations from the previous chapters of this document. This action plan table is meant to be used as a checklist for the City to keep track of completed actions.

ACTION TYPES The actions listed in the Implementation Action

PRIORITIES There are nearly 100 action items identified in the implementation action plan. Since these actions cannot be implemented all at once, the following timeframes are assigned to each action: •

Plan can be categorized into five primary types:

Short-Term: Represents actions that should be implemented in the next 1-3 years. Typically these actions are either

•

Operational Change: An operational

critical needs or relatively low-cost and

change represents new or modified

easy to implement.

programs, staffing, or operational procedures. •

•

Medium-Term: Represents actions that

Regulation: Regulations are adopted by

should be implemented in the next 4-10

City Council used to guide development

years. Generally these actions are not an

or other significant City actions.

immediate need and may be higher cost

Study: A documented analysis or

and more complex to implement than the

investigation to determine possible

short-term actions.

solutions for a documented problem. •

Financial Investment: Capital

•

Long-Term: Represents actions that

improvements or general fund

should be implemented in the next 11-

expenditures that are part of a publicly

20+ years. Typically these actions are

financed action.

the most expensive or most complex to implement. It is also likely that the

242

Additionally, this chapter lists all of the policy

comprehensive plan will be updated

recommendations that were outlined in the

before these actions are implemented.

subsequent chapters as well.

Therefore, these actions should be

•

Policy: Official procedures used to guide

reviewed to see if they are still needed

City decisions.

and relevant during future plan updates.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

FUNDING Some actions are identified as ongoing

There are a variety of funding sources that

could be utilized to implement the actions

meaning

these

are

meant

identified

continued over time.

this

comprehensive

plan.

Although not an exhaustive list, the following

PARTNERSHIPS For

each

action

funding sources should be considered: identified

the

implementation plan, responsible parties are listed. Since a comprehensive plan covers such a broad spectrum of community issues, it takes much more than just the Development Services Department to implement. In the implementation action table, the first entity

Municipal •

General Fund

•

Capital Improvement Program

•

General Obligation (GO) Bonds

•

Tax Increment Finance (TIF)/Tax Increment Reinvestment Zones (TIRZ)

•

Business Improvement Districts (BIDs)

•

Public Improvement Districts (PIDs)

achieve the action.

•

Municipal Management Districts (MMDs)

Partnerships that will be crucial to maintain,

Regional

listed is intended to initiate the action; the other entities are meant to be partners to

develop and implement the comprehensive plan include: •

City Manager’s Office

•

Other City Departments

•

Elected/Appointed Officials

•

School Districts

•

Higher Education Institutions

•

Broken Arrow Chamber of Commerce

•

Broken Arrow Economic Development Corporation

•

Homeowner’s Associations

•

Local Businesses

•

Utility Providers

•

Other Public Sector Entities (Neighboring cities, Tulsa County, Wagoner

•

INCOG Administered Funding Programs:

•

Community Development Block Grant

•

Section 5310 Program (Transit for seniors and disabled individuals)

State •

Federal •

Transportation Alternatives Program

•

Federal Lands Access Program

•

Recreational Trails Program

•

Better Utilizing Investments to Leverage Development (BUILD) Discretionary Grants

•

Congestion Mitigation Air Quality (CMAQ) Funds

County, INCOG, ODOT, Rural Water District, USACE)

Oklahoma Land Access Program

Private Sources •

Business Sponsorships

•

Friends Groups

•

Service Groups

CHAPTER 12: IMPLEMENTATION

243

Table 12-1: Land Use & Development Implementation Action Table

LAND USE & DEVELOPMENT ACTIONS REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal LU1: Promote redevelopment and reinvestment in aging areas of Broken Arrow. LU1.1

LU1.2

Conduct neighborhood area assessments to identify specific issues and concerns for each area. Develop incentives, bonuses or allowances to encourage new infill development. Develop

LU1.3

assist

and

with

the

implement renovation

programs of

significantly

Develop a strategy to create entrances and monumentation features for neighborhoods or districts in the city. Develop

LU1.5

& Construction, Streets &

Ongoing

Stormwater, City Manager, Police Development Services, City Manager, Economic Development

substandard properties.

LU1.4

Development Services, Engineering

Development Services, City Manager, Economic Development

Short

Medium

Economic Development, City Manager, Development Services, Streets & Stormwater, Engineering

Short

& Construction

incentives

for

reinvestment/

Economic Development,

transformation within the special district areas

Development Services,

identified in the new Future Development Guide.

City Manager

Short

Goal LU2: Ensure that new development is high-quality and long-lasting. Using the Comprehensive Plan recommendations

LU2.1

as a starting point, identify areas where adjustments to development standards are appropriate. Evaluate current zoning district standards and

LU2.2

where necessary identify potential updates to create stronger character and sense of place.

Development Services, Economic Development, City Manager

Development Services, City Manager, Economic Development

Short

Identify adjustments to landscape, parking and

LU2.3

façade requirements and incorporate updates where

appropriate

enhance

quality

Development Services, City Manager, Economic Development

Medium

development. Development Services, City

LU2.4

Promote

connectivity

multiple

roadways

where feasible.

Manager, Economic Development, Engineering & Construction, Street & Stormwater

244

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Ongoing

LAND USE & DEVELOPMENT ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal LU3: Direct new development to occur in an efficient and generally contiguous land use pattern. LU3.1

Incrementally extend utilities and infrastructure to

Development Services,

promote seamless growth and reduce “leapfrog”

Economic Development,

development. Explore

LU3.2

mechanisms

City Manager

ensure

adequate

development standards in unincorporated areas of the fenceline.

LU3.3

Economic Development,

Encourage annexation of properties that are

Development Services,

immediately adjacent to existing development and

City Manager,

and low impact development for improved infrastructure and utility efficiencies.

Ongoing

Development Services, City Manager, Economic Development, Engineering &

Medium

Construction

Hire a GIS analyst for the Development Services department (or hire services of a consultant).

Short

Economic Development

Promote and incentivize green building practices

LU3.5

Development Services, City Manager

services within Broken Arrow city limits.

LU3.4

Long

Development Services, City Manager

Short

LAND USE & DEVELOPMENT POLICIES Policy LU1: The City shall refrain from approving requests for Special Use Permits and PUD’s for uses which could affect the ability to attract quality commercial dining uses or entertainment facilities within or immediately adjacent to existing or future commercial districts (Level 4 and Level 6 areas) as identified in the Future Development Guide. Policy LU2: Commercial areas of varying intensity shall be developed in the areas designated on the Future Development Guide and amend ments thereto, and

in accordance with the policies con tained herein. Policy LU3: Commercial activities shall be concentrated into compact areas as shown on the Future Development Guide. Policy LU4: In reviewing requests for commercial zoning adjacent to the corporate limits, the City should consider the zoning and adopted land use plan in the adjacent community. Policy LU5: Access points to arterials shall be spaced and built in accordance with the Zoning Ordinance. CHAPTER 12: IMPLEMENTATION

245

LAND USE & DEVELOPMENT POLICIES CONT.

Policy LU6: Mutual access easements between adjoining commercial properties should be required. Policy LU7: Except for emergency access or in areas proposed as mixed-use, commercial areas shall not have direct access to adjoining residential streets. However, pedestrian access between commercial and residential areas should be provided. Policy LU8: Undeveloped commercially designated areas shall be protected from residential encroachment. Policy LU9: Convenient access and adequate loading facilities shall be provided for service vehicles in the design of commercial areas. Such facilities shall be screened from view from arterial streets, highway corridors and adjoining residential areas, as applicable. Policy LU10: The City shall protect commercial areas from the encroachment of non-commercial uses. Policy LU11: Commercial districts shall be located so that adverse impacts on adjacent areas are minimized. Policy LU12: The uses permitted by right, those permitted under review, and the development regulations in the commercial zoning regulations of the City shall be reviewed by the Planning Commission every five years to ensure consistency.

Policy LU13: The City shall coordinate the voluntary annexation of lands in the Fence Line Planning Area with the availability of publicly funded improvements such as municipal sanitary sewer services or roadway improvements. Policy LU14: The City shall avoid extending services or making public investments to, or across unincorporated lands. Policy LU15: If not already part of the municipal sanitary sewer system, the City shall require the connection to municipal sanitary sewer systems of all annexed lands within a five year period of the date of annexation or the adoption of this Comprehensive Plan, whichever is less restrictive. Policy LU16:The City shall develop and follow an Annexation Plan of Intent to incorporate lands identified in the Future Development Guide as Level 2 or higher according to the following priorities: All land within one half mile of the Creek Turnpike not already part of the City of Broken Arrow prior to the year 1999. All land within Tulsa County, north of Yazoo Street not described previously and not already part of the City of Broken Arrow prior to year 2005. All land within Wagoner County not described previously, not already part of the City of Broken Arrow, and designated a Level-2 or higher in the Future Development Guide prior to year 2010.

246

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

LAND USE & DEVELOPMENT POLICIES CONT. All Level 1 land, as designated in the Future Development Guide, shall be annexed as it becomes surrounded on at least three sides by annexed land and has been reduced to less than 30 acres. All remaining Level 1 land shall be annexed prior to the year 2020.

Policy LU17: Industrial areas of varying intensity shall be developed in the areas designated on the Future Development Guide and amendments thereto, and in accordance with the policies contained herein. Policy LU18: Industrial developments should be located in areas which are served by rail transportation and/ or arterials which provide convenient access to highway systems. Policy LU19: In reviewing requests for industrial zoning adjacent to the corporate limits, the City should consider the zoning and adopted land use plan in the adjacent community. Policy LU20: In evaluating proposed industrial rezoning requests, the City should examine whether the proposed activity will take place in an enclosed building, and if all outside storage will be adequately screened. Policy LU21: Noise, smoke, odor, dust, annoying lights, or any other form of pollution should not be permitted to spread beyond the premises to adjacent properties. Policy LU22: Uses permitted by right, those permitted under review, and the

development regulations in the industrial zoning regulations shall be reviewed by the Planning Commission every five years to ensure consistency. Policy LU23: Landscaping and screening shall be employed to minimize any adverse effects on adjacent residential properties, if any, and to block views of service or storage areas from such properties or major expressways such as the BA Expressway and the Creek Turnpike. Policy LU24: The City, through administrative and legislative action, should promote the expansion of existing industries. Policy LU25: The City should continue to support Chamber of Commerce sponsored seminars/workshops for existing industry through participation in these events. Policy LU26: Except for emergency access, industrial areas shall not have direct access to adjoining residential streets. Policy LU27: Requests for industrial zoning in the vicinity of the Broken Arrow Expressway or the Creek Turnpike should be through a Planned Unit Development with emphasis on a campus-type design that has provisions for quality landscaping, masonry building facades, and no outdoor storage of materials. Policy LU28: The City shall protect industrial areas from the encroachment of non-industrial uses.

CHAPTER 12: IMPLEMENTATION

247

Table 12-2: Transportation & Mobility Implementation Action Table

TRANSPORTATION & MOBILITY ACTIONS REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal M1: Integrate innovative transportation practices to ease congestion and provide more transportation options. Continue frequent engagement with regional and

M1.1

local partners in planning and funding transportation improvements.

Engineering & Construction, City Manager, Streets

Short

& Stormwater Engineering &

Routinely review and update Broken Arrow’s local

M1.2

transportation plan to direct the efficient and safe movement of people and goods throughout the City and to and from the regional transportation network.

Construction, City Manager, Streets & Stormwater, Economic

Ongoing

Development, Development Services, Police, Fire

M1.3

Develop an asset management system to inventory,

Engineering &

monitor, and plan for maintenance and replacement

Construction, Streets &

local transportation infrastructure.

M1.4

Engineering &

Wagoner counties on setting local street classifications

Construction, City

and employing improvements to meet current and

Manager, Streets

Control and minimize access points to the arterial street

M1.5

system to promote the efficient and safe movement of traffic. Continue to proactively develop and implement traffic

M1.6

Stormwater, City Manager

Continue to coordinate with INCOG and Tulsa and

projected travel demand.

management strategies to reduce congestion and improve traffic flow and incident response.

Medium

Ongoing

& Stormwater Development Services, City Manager, Engineering & Construction, Streets

Medium

& Stormwater Engineering & Construction, City Manager, Streets

Ongoing

& Stormwater Engineering & Construction, City

M1.7

Develop a local freight route plan to direct intermodal truck traffic through the City.

Manager, Streets & Stormwater, Police, Fire, Development Services, Economic Development

248

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Long

TRANSPORTATION & MOBILITY ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal M1: Integrate innovative transportation practices to ease congestion and provide more transportation options. Engineering &

Where efficient and cost-effective, utilize best practices

M1.8

(such as roundabouts) to help manage traffic throughout Broken Arrow.

Construction, City Manager, Streets & Stormwater,

Ongoing

Development Services, Economic Development Economic Development,

M1.9

Develop a policy which provides guidance as to how

City Manager,

Broken Arrow handles shared electric bikes and/

Development Services,

or scooters.

Medium

Engineering & Construction

Explore the feasibility of innovative strategies to ease congestion on arterials near the BA Expressway,

M1.10

including diverging diamond intersections and an overcrossing of the BA Expressway between Elm Place and 23rd Street.

Engineering & Construction, City Manager, Streets

Short

& Stormwater

CHAPTER 12: IMPLEMENTATION

249

TRANSPORTATION & MOBILITY ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal M2: Incorporate design features to enhance the visual appearance, multi-modal options, and safety along key corridors. Economic Development,

M2.1

Design and implement rights-of-way treatments and

City Manager, Development

improvements to support economic development

Services, Streets &

and placemaking.

Ongoing

Stormwater, Engineering & Construction Economic Development,

Incorporate

M2.2

community

branding,

lighting

treatments, and streetscape elements at gateways and along key corridors into and through the City.

City Manager, Development Services, Engineering

Short

& Construction, Streets & Stormwater Economic Development,

M2.3

Develop a wayfinding signage program to promote Broken Arrow and direct visitors.

City Manager, Development Services, Engineering

Long

& Construction, Streets & Stormwater

M2.4

Review and update sign ordinances as necessary to improve sight lines and the visual appeal of streets. On

M2.5

all

roadway

improvements,

consider

improvements to facilitate safe automobile, transit, bicycle, and pedestrian travel that minimize conflict points between modes.

M2.6

City Manager, Economic Engineering & Construction, City Manager, Streets & Stormwater, Development Development, Police, Fire

facilities that maximize life-cycle and minimize

City Manager, Streets

easements between abutting nonresidential parcels as part of new development or redevelopment.

Ongoing

Services, Economic

Engineering & Construction,

Revise subdivision regulations to require cross-access

Medium

Development

Design and develop high-quality transportation maintenance requirements.

M2.7

Development Services,

Ongoing

& Stormwater Development Services, City Manager

Short

Revise subdivision regulations and Engineering

M2.8

Design Criteria Manual to require adequate spacing

Development Services,

of driveway access points from intersections and

City Manager

along arterial streets.

250

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Short

TRANSPORTATION & MOBILITY ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal M3: Coordinate pedestrian, bicycle, and automobile infrastructure to facilitate efficient and safe movements and connections between modes. Conduct a detailed inventory of existing sidewalks and

M3.1

bike facilities on collectors and neighborhood streets, including an assessment of conditions and critical barriers and gaps.

Development Services, City Manager, Streets & Stormwater, Engineering

Medium

& Construction, Parks and Recreation Development Services,

Prepare and update the local pedestrian and bicycle

M3.2

plan to identify and prioritize local active transportation infrastructure needs.

City Manager, Economic Development, Engineering & Construction, Streets

Medium

& Stormwater, Parks and Recreation

M3.3

Incorporate pedestrian and bicycle improvements

Engineering & Construction,

and street crossings with all new street maintenance

Streets & Stormwater,

and expansion projects.

Short

City Manager City Manager, Economic

M3.4

Coordinate with INCOG and Tulsa Transit in designing and supporting current and future transit services.

Development, Development Services, Engineering

Ongoing

& Construction, Streets & Stormwater

M3.5

Ensure transit stops have effective and comfortable

Engineering & Construction,

pedestrian connections to the area sidewalk network

Streets & Stormwater,

and are ADA compliant. Proactively coordinate and pursue grant funding

M3.6

with Broken Arrow, Union, and Bixby school districts to ensure adequate sidewalk connections from neighborhoods to schools.

Medium

City Manager Development Services, Engineering & Construction, Streets & Stormwater,

Short

City Manager, Parks and Recreation

CHAPTER 12: IMPLEMENTATION

251

M •

TRANSPORTATION & MOBILITY POLICIES Policy M1: City staff shall, with input from

•

Policy M7: Access onto an arterial street

City Council, Planning Commission, and

shall be designed so that no vehicles back

interested parties, develop proposals for

directly into the flow of traffic.

policies regarding the requirement to extend collector and arterial roadways

•

Policy

M8:

Pedestrian

and

bicycle

across drainageways, outparcel tracts,

movements should be separated as much

or other obstacles for consideration for

as possible from auto and truck traffic.

adoption by the Planning Commission and •

City Council.

Policy M9: Sidewalks shall be provided in

•

accordance

with

the

Subdivision

Policy M2: Streets shall be dedicated

Regulations. Such sidewalks shall be

and improved in all subdivisions of land

designed to allow for safe distance

according to the requirements listed in the

between sidewalks and obstacles and

Subdivision Regulations.

hazards such as utility poles, utility boxes, culverts, ditches, and the like.

•

Policy

M3:

Each

thoroughfare

shall

be designed with sufficient capacity to

•

Policy M10: Sidewalks along arterial street

accommodate traffic based on intensity of

shall be located as far as possible away

projected and planned land use.

from the street curb.

Policy M4: Turn-arounds shall be provided

•

Policy M11: The City may require soil

on all dead-end streets in accordance with

testing and sub base preparation on

Fire Code requirements.

any project in which the City will have maintenance responsibility.

•

Policy M5: The long range transportation plans of Broken Arrow should be compatible

•

Policy M12: The Planning Commission and City Council shall receive a report at

with regional transportation plans.

least every five years on the status of the •

Policy M6: All commercial and industrial

arterial street system. This report shall

developments

and

identify traffic and land use problem areas

secondary arterials should be required

as they relate to the arterial street system.

along

primary

to use joint driveway access and have mutual access easement agreements.

252

•

Policy

M13:

Except

for

emergency

The City shall develop and adopt access

access, commercial and industrial areas

design criteria and recommendations for

shall not have vehicular connections to

designing interconnecting parking lots.

residential areas.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

M •

TRANSPORTATION & MOBILITY POLICIES CONT. Policy M14: Medium and high density residential

designs at access drives and arterial streets

discourage

should be avoided until an approved design

traffic movement through single family

standard is created and incorporated into

detached areas.

the Engineering Design Criteria Manual.

•

designed

should as

Policy M16: The use of ‘pork chop’ type

located

and

areas

•

Policy M15: The following ideas should be applied in subdivision design:

Local streets should utilize traffic-calming design measures such as curvilinear profiles, t-intersections, cul de sacs, traffic circles, and other devices to reduce the speed of vehicular traffic through neighborhoods. Collector streets should collect and move traffic to and from and/or through the neighborhood, but should avoid allowing direct access through the neighborhood. Neighborhoods shall be linked together to provide ease of access for pedestrians, bicyclists, and public vehicles, including police, fire, sanitation, school buses, and utility vehicles. Neighborhoods with 30 or more residential units shall be designed with more than one entrance.

CHAPTER 12: IMPLEMENTATION

253

Table 12-3: Community Infrastructure Implementation Action Table

COMMUNITY INFRASTRUCTURE ACTIONS REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal CI1: Incorporate sustainable practices in the maintenance and development of community infrastructure. Engineering &

CI1.1

Maintain a digital inventory of existing, planned, and programmed water, sewer, and utility infrastructure.

Construction, Development Services,

Short

Streets & Stormwater, Utilities, City Manager

CI1.2

Develop and maintain an asset management plan to

Engineering &

account for all city infrastructure and plan accordingly

Construction, Streets

for ongoing maintenance, replacement, and expansion

& Stormwater, Utilities,

projects and costs.

CI1.3

CI1.4

Periodically update the Master Water and Wastewater plan to proactively keep pace with community growth. Evaluate opportunities to create a joint venture with the rural water district to provide water in identified areas.

Long

City Manager Engineering & Construction, Utilities,

Ongoing

City Manager Utilities, Engineering & Construction,

Medium

City Manager Engineering &

Employ green design solutions to direct stormwater to

CI1.5

Construction, Streets &

natural drainage basins and reclaim for conservation Stormwater, City Manager, and irrigation purposes.

Long

Development Services, Economic Development

Continue developing energy-efficient, economically-

CI1.6

feasible and environmentally-safe alternatives for waste disposal, including options for recycling.

CI1.7

CI1.8

254

Develop and modernize city facilities with sustainable and energy efficient materials, as financially feasible. Evaluate long-term needs for replacing undersized interceptors throughout the City.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

General Services, City Manager

All Departments

Short

Long

Engineering & Construction, Utilities, City Manager

Short

COMMUNITY INFRASTRUCTURE ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal CI2: Enhance community resources to be resilient to disasters and floods. Continue to develop and maintain an emergency/

CI2.1

disaster preparedness plan to assess local risks and

All Departments

Short

All Departments

Ongoing

proactively plan for community resiliency.

CI2.2

Continue to maintain and protect the 100-year floodplain in its natural state. Explore requirements for a maintenance buffer zone

CI2.3

adjacent to all floodplain limits to serve as a safety and operations zone.

Development Services, Engineering & Construction, Streets &

Long

Stormwater, City Manager Engineering &

Periodically review and update the Stormwater

CI2.4

Management

Plan

proactively

prepare

Construction, Streets &

for Stormwater, City Manager,

community growth.

Ongoing

Development Services, Economic Development

For

CI2.5

new

developments,

place

utility

systems

underground for ease of maintenance and protection from weather.

Development Services, Economic Development,

Short

City Manager Police, Fire, Engineering

CI2.6

Periodically evaluate police, fire, and emergency

& Construction,

staffing, facility, and training needs and increase as

Development Services,

necessary to meet community growth needs.

Ongoing

Economic Development, City Manager

CHAPTER 12: IMPLEMENTATION

255

COMMUNITY INFRASTRUCTURE ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal CI3: Proactively Plan Infrastructure For Areas Prioritized For Economic Development. Conduct

CI3.1

and

routinely

update

infrastructure

assessments for special districts and areas targeted for economic development.

Development Services,

Medium

City Manager

Coordinate with the City’s Economic Development staff

CI3.2

Economic Development,

in identifying and prioritizing infrastructure needs to secure new development.

Economic Development, Development Services, City Manager, Engineering

Short

& Construction Economic Development,

Promote

CI3.3

efficient

development infrastructure

and

through from

contiguous

economic

incrementally

extending

existing

facilities

planned manner.

City Manager, Development Services, Engineering &

Ongoing

Construction, Streets & Stormwater, Utilities, Parks & Recreation

Routinely perform cost benefit/Return on Investment

CI3.4

(ROI) analysis on economic development projects City Manager, Engineering requiring infrastructure investments to evaluate project merit and ensure maximum community benefit. Continue to develop and promote innovative funding

CI3.5

Economic Development,

programs that catalyze private development through public infrastructure investments.

& Construction,

Ongoing

Development Services Economic Development, City Manager, Legal

Ongoing

COMMUNITY INFRASTRUCTURE POLICIES •

Policy CI1: All existing and newly created

•

Policy CI2: If any portion of a property on

lots, in which a single family detached or

which any type of structure besides a single

a two family dwelling is to be constructed,

family detached or two family dwelling is

shall be served by a water main on

to be built, or if there is a change in land

street frontage if any portion of the

use that the City determines is in need of

property is within 300 feet of an existing

water services and is located within 300

water main.

feet of an existing water main, the water main must be extended across the street frontage of each lot.

256

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

CI •

•

COMMUNITY INFRASTRUCTURE POLICIES CONT. Policy CI3: Sanitary sewer trunk line

•

Policy CI8: The City may pay, subject to the

extensions by private parties shall conform

availability of funds, the difference in cost

to that which is shown in Figure 6.2: Future

between the size of water line required

Sanitary Sewer Service or as approved by

by the development, and the size of line

the City of Broken Arrow.

required by the Master Plan.

Policy CI4: If any portion of a property

•

Policy CI9: The City may pay, subject to the

on which a structure is to be built, or if

availability of funds, the difference in cost

there is a change in land use that the City

between the size of sanitary sewer line

determines is in need of sanitary sewer

required by the development, and the size

services and is located within 300 feet of

of line required by the Master Plan.

an existing sanitary sewer line, the sanitary sewer line must be extended at least

•

Policy CI10: The City staff shall review

fifteen (15) feet onto the property, and the

annually utility rates to assure that the

structure shall tie‑on to the sanitary sewer

rates are consistent with costs.

line. An easement shall be provided that will allow the sanitary sewer line to be

•

extended across the property.

Policy CI11: The expansion or installation of

wastewater

lagoons

should

eliminated. •

Policy CI5: Areas that have inadequate water should

and/or be

sanitary

sewer

identified

and

service

•

evaluated

Policy CI12: The installation of lift stations, except as temporary measures, should be

for possible inclusion in future capital

eliminated.

improvement programs. • •

Policy

CI6:

Electric,

telephone,

and

Policy CI13: The continued use of septic systems

cable television lines shall be installed

should

discouraged

and

phased out over time.

underground in new developments, unless otherwise determined by the City or the utility providers.

•

Policy CI14: The City shall identify any fire hazard which endangers life and property. These fire hazards shall be corrected

•

Policy CI7: The City may require soil testing

according to the codes of the City.

and sub‑base preparation on any project in which the City will have maintenance responsibility.

CHAPTER 12: IMPLEMENTATION

257

CI •

COMMUNITY INFRASTRUCTURE POLICIES CONT. Policy CI15: Fire protection capabilities

not be encroached upon by development.

should

Provisions for compensatory storage shall

adequate

fire

enhanced

water

supply

department

facilities

and

providing

staffing,

equipment,

fire

system,

be discouraged.

access,

detention facilities shall be encouraged.

Regional storm water

service

communications system, and fire safety

•

control programs.

Policy CI21: The City shall require the protection of natural areas required to convey flood flows and retaining of slow

•

Policy CI16: Police protection should be

flow characteristics, and the protection

enhanced by providing adequate police

and preservation of the water-carrying

department staffing, equipment, station

and water-retention characteristics and

facilities,

capacities of the floodplain used for

and

training,

and

through

neighborhood support programs. •

conveying and retaining floodwaters.

Policy CI17: A community wide clean up

•

Policy CI22: The City shall limit the

program shall continue to be conducted at

alteration of natural floodplains, stream

least annually.

channels, and natural protection barriers, which are involved in the accommodation

•

Policy CI18: The City shall continue to

of floodwaters.

monitor its liquid and solid wastes disposal Policy

CI23:

cient and environmentally sound. The City

filling,

grading,

shall also examine other alternatives for

development which may cause or increase

disposing liquid and solid waste.

flood damage.

program to assure they are energy effi

•

Policy

CI19:

The

City

shall

require

•

The

City

dredging

shall and

control other

Policy CI24: The City shall prevent or

compliance with the regulations of the

regulate the construction of flood barriers

National Flood Insurance Program as

which will increase flood hazards to

established by the Federal Insurance &

other lands.

Mitigation Administration of the United States Department of Housing and Urban

•

Development.

Policy CI25: Individual properties shall have pervious cover or detention facilities sufficient to cause no net increase in

•

Policy CI20: The 100-year floodplain as

surface water runoff.

established by the Corps of Engineers, FEMA, Tulsa Urbanized Study, or other studies, which ever is the most restrictive, shall

258

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

•

Policy CI26: Proper functioning of floodplain areas requires that no obstructions be

COMMUNITY INFRASTRUCTURE POLICIES CONT. present that could dam or impound water

•

Policy CI29: The Planning Commission

flow during storm events. The City should

and/or City Council shall not approve any

require the issuance of permits for any

plans, plats or permits for development

structures, including fences, that are to be

without a staff report regarding an opinion

located within the floodplain and require

of compliance with Chapter 25 of the

that any such approved structures not

Broken Arrow Code concerning storm

be located or designed so as to create an

water drainage.

impediment or obstacle to the efficient drainage of water.

•

Policy CI30: In Planned Unit Developments, floodplains shall not be considered for

•

Policy CI27: Developers of lots that have any

density transfers.

portion lying within the floodplain shall: Ensure that potential buyers are notified

•

Policy CI31: Development that is based

that property is in or adjacent to a

on a change of floodplain as mapped shall

flood area.

be considered only after a Letter of Map Change from FEMA has been obtained

Assure that each lot be provided with

and all necessary engineering has been

a reasonably safe building site with

completed.

adequate access and that facilities be installed with protection against flood damage at the time of initial

•

Policy CI32: The City shall consider ways, such as a storm water utility, to continue

construction.

to fund, manage and maintain the fully urbanized regulatory floodplain.

•

Policy CI28: The City shall not issue building permits for any new structures without

•

Policy

CI33:

Storm

water

detention

compliance with all provisions, standards

facilities shall be located outside any

and criteria set forth in Chapter 6, Article

utility

IX of the Broken Arrow Code dealing with

street frontage.

easement

along

adjoining

storm water drainage.

CHAPTER 12: IMPLEMENTATION

259

Table 12-4: Parks, Recreation & Open Space Implementation Action Table

PARKS, RECREATION & OPEN SPACE ACTIONS REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal P1: Preserve natural open space areas for viewing nature and passive recreation activities. Engineering &

P1.1

Continue to prevent development in floodplain areas to preserve natural open spaces.

Construction, Development Services,

Ongoing

City Manager Economic Development,

P1.2

Pursue a partnership with Federal, State, and Wagoner

Engineering &

County agencies for shared access to the Bluff Landing

Construction,

recreation area.

Short

Development Services, City Manager, Legal

P1.3

P1.4

P1.5

260

Implement interpretative signage in parks to educate visitors about the surrounding nature and wildlife. Hire adequate maintenance staff as the amount of park acreage increases. Incorporate outdoor learning opportunities in parks where possible.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Parks and Recreation, Streets & Stormwater,

Medium

City Manager Parks and Recreation, City Manager,

Ongoing

Human Resources Parks and Recreation, City Manager

Medium

PARKS, RECREATION & OPEN SPACE ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal P2: Diversify the recreation opportunities offered in Broken Arrow to appeal to all residents of the city.

P2.1

Modify the park capital fund and park development fees

Parks and Recreation,

to ensure that adequate green space is included as new

City Manager,

development occurs.

Medium

Development Services Economic Development,

Continue to pursue joint use agreements with Broken

P2.2

Arrow Public Schools and Union Public Schools for cost effective use of shared facilities.

City Manager, Legal, Development Services, Engineering & Construction,

Ongoing

Streets & Stormwater, Police, Fire

P2.3

Evaluate the current parks and recreation fee schedule and modify to more accurately reflect true costs.

Short

Parks and Recreation,

open space into areas identified as a special district Engineering & Construction, overlay in the Future Development Guide update.

P2.5

Manager, Development Services, Fire

Integrate unique park types, (such as civic greens) and

P2.4

Parks and Recreation, City

Long

City Manager

Continue to market Broken Arrow as a statewide destination for sports tournaments.

Economic Development, Parks and Recreation,

Short

City Manager Economic Development,

P2.6

Prioritize and develop key currently undeveloped parks.

Parks and Recreation,

Ongoing

City Manager

Establish a Parks Standards program which identifies

P2.7

minimum levels of quality and maintenance to elevate the quality of all parks in Broken Arrow. Develop

P2.8

life-cycle

management

plan

for

park

infrastructure, and proactively upgrade parks with newer amenities when equipment is past its useful life.

P2.9

Parks and Recreation, City Manager

Evaluate opportunities to pursue recreation destination

Economic Development,

amenities in Broken Arrow such as an arboretum, rose

City Manager, Parks

garden, or regional trails.

Medium

Long

and Recreation

CHAPTER 12: IMPLEMENTATION

261

PARKS, RECREATION & OPEN SPACE ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal P3: Improve pedestrian and bicycle access between neighborhoods, parks, and trails. Development Services,

P3.1

Work with developers and property owners to develop multi-use trails within greenbelts and utility corridors.

City Manager, Parks & Recreation, Engineering

Long

& Construction, Streets & Stormwater

P3.2

P3.3

Pursue

Transportation

Alternatives

funding

implement trails and bikeways.

Prepare a vision and concept plan for the Arkansas River Corridor.

Engineering & Construction,

Short

City Manager All City Departments, River Authority,

Medium

State Agencies Engineering &

P3.4

Design and implement the priority corridors identified in the INCOG GO Plan.

Construction, City Manager, Parks

Ongoing

& Recreation Parks & Recreation,

P3.5

Develop an updated trails and bikeways plan for the City

Engineering &

of Broken Arrow.

Construction,

Medium

City Manager Parks & Recreation,

P3.6

Install iconic trailhead amenities along highly trafficked

Engineering &

trail corridors.

Construction,

Medium

City Manager

P3.7

Coordinate safe bicycle and pedestrian improvements

Engineering &

with the City Engineering and Construction Department

Construction, Streets

to add wider sidewalks, bicycle accommodations, or

& Stormwater, Parks &

streetscape features when reconstructing roadways.

262

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Recreation, City Manager

Ongoing

PARKS, RECREATION & OPEN SPACE POLICIES

Policy P1: The City should seek to develop nature and wildlife areas and bandstands and/or amphitheaters.

be established in existing and future parks based on the age and type of user group (i.e., pre‑school separated from elementary ages). These areas should be arranged according to national safety standards. In addition, the special needs of the handicapped and elderly should be recognized.

are financially self supporting should be encouraged. Policy P9: User fees and concession opportunities should be explored as sources of income. Policy P10: All hazardous equipment which cannot be replaced or repaired shall be removed from the parks.

Policy P3: School sites and park sites should be located adjacent to each other if opportunities and agreements for shared use can be reached. Policy P4: The City shall seek to obtain and

acquisition

volunteer groups. Policy P8: Recreational activities that

Policy P2: Separate play areas should

donations

organized that solicits the assistance of

grants

and

for

parkland

development

accordance with the Future Development Guide. Volunteer par ticipation shall be strongly encouraged. Policy P5: Programs such as Adopt‑a‑Park,

Policy P11: The City Council shall receive a report every year on the condition and status of all recreation facilities. Policy P12: With the exception of small neighborhood parks, recreation facilities shall be located and designed so that they may be served by arterial and/or collector streets. Policy P13: Recreation facilities shall be designed and located so that no adverse impacts (i.e. noise, lighting, traffic) are

“Up With Trees,” a Gift Catalog, or other

imposed upon the surrounding area.

means should be developed to encourage

Adequate parking shall be provided for

private sector involvement in supporting

parks adjacent to existing residential

landscape and beautification along the

neighborhoods. Recreation facilities also

city’s highway corridors, improvements in

shall be protected from adverse impacts

park facilities and maintenance, and other

caused by surrounding land uses.

community-wide needs. Policy P6: Recreational facilities should

Policy P14: Except for emergency access, large

regional

parks

shall

not

have

be designed and developed so that

vehicular access to adjoining residential

security and maintenance requirements

neighborhoods.

are minimized.

access that is handicapped accessible shall

Policy P7: A security program should be

Pedestrian and bicycle

be provided between parks and adjoining residential neighborhoods.

CHAPTER 12: IMPLEMENTATION

263

Table 12-5: Housing & Neighborhoods Implementation Action Table

HOUSING & NEIGHBORHOODS ACTIONS REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal H1: Plan for an attractive mix of housing choices that allow for opportunities to live in Broken Arrow throughout all stages of life. Explore

H1.1

creating

incentives

and

policies

encourage developers to include a mix of housing choices in new residential developments.

H1.2

H1.3

Economic Development,

Development Services,

more flexibility in the existing residential categories.

City Manager

Pursue potential partnership with school districts

Development Services,

to identify incentives for teacher homeownership,

Economic Development, Legal,

Review regulations to improve minimum building materials, landscaping, and amenities for new housing developments.

Short

City Manager

Consider updating the zoning ordinance to allow

similar to the program Tulsa has in place.

H1.4

Development Services,

Short

Medium

City Manager Development Services, Engineering & Construction, Economic Development, City

Short

Manager, Legal

Goal H2: Develop strategies for neighborhoods to provide quality housing options of various types. H2.1

H2.2

Conduct a housing market gap study to determine need for different housing types. Update and regularly review subdivision standards to ensure new development is of a high quality. Continue to conduct regularly occurring meetings

H2.3

with home builders and Development Services staff to share priorities and issues.

H2.4

264

Consider establishing residential overlay districts for special district areas identified by city staff.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Development Services, Economic Development,

Medium

City Manager Development Services, Economic Development,

Ongoing

City Manager Development Services, City Manager

Short

Development Services, Economic Development, City Manager, Legal

Medium

HOUSING & NEIGHBORHOODS ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal H3: Reinvest in aging housing and neighborhoods to ensure neighborhood stability and longevity. H3.1

Conduct neighborhood improvement plans to

Development Services,

identify issues, opportunities, and strategies to

Economic Development,

enhance declining neighborhoods

City Manager

Assist with developing and promoting citizen-led

H3.2

neighborhood revitalization programs in older

Development Services, Police,

H3.4

Medium

City Manager

neighborhoods.

H3.3

Medium

Development Services,

Designate neighborhood liaisons at the City to

Short

Police, City Manager,

serve as a key point of contact.

Economic Development Development Services,

Identify partnerships to rehabilitate the existing

Ongoing

Economic Development,

housing stock.

City Manager

HOUSING & NEIGHBORHOODS POLICIES •

Policy H1: Residential areas of varying

•

Policy H3: In reviewing requests for

densities shall be developed in the areas

residential

shown

corporate limits, the City should consider

Guide

and

the

Future

Development

amendments

thereto,

zoning

adjacent

the

the zoning and adopted land use plan in

and in accordance with the policies

the adjacent community.

contained herein. • •

Policy

H2:

preparing

Residential

development

should be planned and developed with the

Development Guide, Zoning District Map,

following principles of the Neighborhood

and

Unit Concept:

considering

the

H4:

Future

when

Policy

amendments

to these, non-residential development

•

Residential uses should be

shall not encroach upon single-family

buffered from commercial and

neighborhoods

industrial uses.

protection of uses.

assure

adequate •

Medium or high density housing, mobile home parks/subdivisions, churches, secondary schools,

CHAPTER 12: IMPLEMENTATION

265

HOUSING & NEIGHBORHOODS POLICIES CONT. commercial sites and other facilities

•

Policy

H7: Mobile homes should be

with intense activity should be located

located only in mobile home parks/

along arterials with access to either

subdivisions.

the arterial street or a collector street, however, preference should be

•

Policy

H8:

No in

structures the

100

shall

year

given to arterials. Low density uses

constructed

flood

should be buffered from these higher

plain. Exceptions may be considered for

intensity uses through the use of

recreation facilities in public and private

fencing, streets, landscaping, and/or

park areas if in accordance with policies

topographic features.

in the Community Infrastructure chapter

Residential areas should be developed

and if built of flood tolerant methods

with careful attention given to the

and materials.

natural features of the land. • •

Low density residential lots should not

•

Policy H9: The City should encourage the

have direct access to arterial streets.

use of Planned Unit Developments (PUD)

Arterial streets, collector streets, and

in the development of all attached housing

pedestrian walkways should provide

(Single family attached, duplexes, and

convenient access to schools, parks,

multifamily).

and other public facilities •

Where feasible, provide pedestrian

•

Policy H10: The building codes, zoning

connections between residential areas

code,

land

and commercial nodes.

administrative

subdivision

code,

procedures

and

should

reviewed at least every five years by an

•

Policy H5: The overall density of residential

appropriate committee and re port any

development within a utility service area

findings to the City Council.

shall be in balance with the capacity of the utility system. Early developments shall not

•

Policy H11: In order to develop vacant and/

preempt the provision of adequate utility

or underdeveloped lots that have existing

services to later development projects.

water and/or sanitary sewer facilities or have these facilities within the minimum

•

Policy H6: During the process of zoning

required tie‑on distance, the City should:

redistricting or amending the Future

•

266

sites

meeting

these

conditions.

Development Guide, property owners shall be advised of the proposed changes

Identify

•

Study

alternate

means,

such

and the hearing dates in accordance with

special tie‑on rates, to encourage the

City and State laws.

development of this land.

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

H •

HOUSING & NEIGHBORHOODS POLICIES CONT. Policy

H12:

The

development

neighborhoods that are attractive both from within and without should be encouraged through a continuing program of civic beautification, tree planting, and enforcement of City ordinances which promote orderly development. •

Policy H13: Houses declared by the City Council to be dilapidated and are in violation of City regulations shall be either rehabilitated to City standards or removed.

•

Policy H14: The City should continue to aid in the development of neighborhood cohesiveness through the recognition and support of neighborhood organizations. All new residential development with required perimeter

fencing

and

landscaping

shall include mandatory homeowners associations

duly

incorporated

with

provisions to levy dues for maintenance of such fences and other common areas and amenities so as not to create a burden to the public at-large. •

Policy

H15:

Except

for

emergency

connections, multifamily developments shall not have vehicular connections to the streets in single family neighborhoods. Pedestrian connections, however, should be provided.

CHAPTER 12: IMPLEMENTATION

267

Table 12-6: Economic Prosperity Implementation Action Table

ECONOMIC PROSPERITY ACTIONS REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal EP1: Position Broken Arrow as a location of preference for high-wage employers. Support the Internal Economic Development

EP1.1

Team in promoting Broken Arrow to regional and national audiences and recruiting new employers

All Departments

Short

All Departments

Ongoing

All Departments

Ongoing

All Departments

Ongoing

Human Resources

Ongoing

and retaining existing employers. Continue to plan and program for the maintenance,

EP1.2

improvement, and visual enhancement of the community. Promote the city’s continued provision of high-

EP1.3

level municipal services (police, fire, water, and recreation) to attract economic development. Invest

EP1.4

community

amenities,

recreational

amenities, and social activities that enhance quality of life and attract new generations and residents. Support local school districts, technical college,

EP1.5

and university efforts to improve their services in developing the community workforce.

Goal EP2: Attract quality retail development that serves existing residents and generates sales tax revenue. Coordinate with economic development entities

EP2.1

to conduct local market studies to understand spending patterns and unmet retail needs. Provide for new residential development and

EP2.2

housing options to increase the city’s population market for retail. Promote mixed-use districts and lifestyle center

EP2.3

development to attract specialized retail that complements placemaking.

Economic Development, City Manager, Development Services

Medium

Ongoing

Short

V 268

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

ECONOMIC PROSPERITY ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal ED3: Pursue development opportunities that collaboratively promote higherinstitution research and development, innovation, and job incubation. Develop

EP3.1

innovation

district

foster

collaboration, research and development, and partnerships between higher-education and the

Economic Development, Services, Legal

private sectors.

EP3.2

EP3.3

EP3.4

Consider opening a business incubator to provide

youth

entrepreneurship

City Manager

program

Consider developing a funding program to launch

Medium

City Manager

in the City.

Economic Development,

new local start-ups and technology companies.

ECONOMIC PROSPERITY POLICIES •

Economic Development,

flexible workspace for emerging companies. Create

Short

City Manager, Development

Long

City Manager

thereto, and in accordance with the policies

Policy EP1: The City should continue and

contained herein.

expand the cooperative and collaborative relationship

with

the

Chamber

Commerce to provide relevant information

•

Policy EP5: The City, along with the Chamber of Commerce, should increase

to persons interested in locating in

its efforts to identify the job training/

Broken Arrow.

capabilities

the

Tulsa

Technology

Center located in Broken Arrow and widely

Policy EP2: The City shall continue to

publicize and support these capabilities.

provide a high level of services (i.e., water, police, fire, recreation) which can be used to attract new economic activities into

•

Economic Development Department of

the community. •

the State more aware of its desire for addi tional economic development activities.

Policy EP3: The City shall continue to assure that all economic activities pay their fair share for municipal services.

•

Policy

EP4:

Economic

Policy EP6: The City shall seek to make the

activities

•

Policy

EP7:

Promote

programs

that

encourage shopping in Broken Arrow. shall

occur in the areas permitted in the Future Development Guide and amendments

•

Policy EP8: Expand efforts that help to identify entry in Broken Arrow that is visible in the night time as well as day time. CHAPTER 12: IMPLEMENTATION

269

Table 12-7: District Strategies Implementation Action Table

DISTRICT STRATEGIES ACTIONS REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal D1: Promote development of diverse and mixed housing, retail, and entertainment options in the special districts. D1.1

D1.2

Adopt a residential overlay for the special district areas to promote housing diversity.

Economic Development, City

Development Services,

to create a vision for future development and

Economic Development, City

Employ branding and design treatments to promote the unique identity and feel of each district.

Medium

Manager, Legal

Conduct special area plans for the special districts redevelopment.

D1.3

Development Services,

Short

Manager, Legal Economic Development, City Manager

Long

Goal D2: Enhance walkability and bikeability within and connecting to planned special districts. D2.1

D2.2

Prioritize bicycle/pedestrian projects within the special district areas.

Engineering & Construction, Streets & Stormwater, Parks &

Short

Recreation, City Manager

Assess the feasibility of road diets within special

Engineering & Construction,

district areas to improve multi-modal connections.

City Manager

Medium

Development Services,

D2.3

Consider reducing parking requirements in special districts to encourage walking and bicycling.

Economic Development, Engineering & Construction, City

Medium

Manager, Legal

Establish mobility hubs within special districts to

D2.4

offer an assortment of transportation alternatives including transit, bikeshare, and rideshare services.

270

CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

All Departments

Long

DISTRICT STRATEGIES ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal D3: Improve infrastructure within special district areas to prepare for and foster additional quality development. D3.1

Incentivize development in special district areas to ensure a quality mix of development.

Development Services, Economic Development,

Ongoing

City Manager Engineering & Construction,

Assess,

D3.2

modernize,

and

expand

district

infrastructure as necessary to attract quality development and higher densities.

Utilities, Streets & Stormwater, Economic Development,

Long

Development Services, City Manager Engineering & Construction,

D3.3

Bury utility infrastructure underground to improve district aesthetics and vistas where feasible.

Development Services, Economic Development,

Long

City Manager

D3.4

Wire

districts

for

high-speed

information-age services.

Internet

and

All Departments

Medium

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Table 12-8: Quality of Life Implementation Action Table

QUALITY OF LIFE ACTIONS REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal Q1: Encourage development throughout the city to incorporate features that create a strong sense of place. Support

Q1.1

the

continued

sustainment

and

development of the Rose District, Broken Arrow’s

All Departments

Ongoing

All Departments

Short

All Departments

Medium

downtown district. Consider the creation of other special area districts

Q1.2

to hub activity and spur placemaking beyond downtown and in other parts of the community. Seek mixed-use development opportunities that

Q1.3

bring more activity and uses at major intersections currently characterized by “four-corner retail.” Focus on gateway improvements to strengthen

Q1.4

sense of place and Broken Arrow’s brand along key corridors that enter and travel through the community. Support sense of place at the neighborhood

Q1.5

level by promoting strategies and programs that strengthen existing neighborhoods and result in quality new residential development.

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Economic Development, Development Services,

Medium

City Manager

Development Services, Police, City Manager, Economic Development

Ongoing

QUALITY OF LIFE ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal Q2: Celebrate the history and unique culture of Broken Arrow. Support and coordinate with local museums, including The Museum Broken Arrow and the

Q2.1

Military History Museum, in their programs to preserve local history, educate the public, and

Economic Development, City Manager

Ongoing

promote local tourism.

Q2.2

Conduct and periodically update a historic building

Economic Development,

survey and inventory to document Broken Arrow’s

Development Services,

history and identify historically significant sites.

Q2.3

Consider the creation of historical preservation districts, as appropriate. Proactively develop a public art program to

Q2.4

establish public art requirements and encourage installations.

Medium

City Manager Development Services, Economic Development,

Medium

City Manager Economic Development, City Manager

Long

Coordinate with economic development entities

Q2.5

in developing, supporting, and promoting special

Parks & Recreation, Economic

events that celebrate the community, promote the

Development, City Manager

Ongoing

local economy, and attract tourism.

Q2.6

Continue to support and promote Rooster Days, the oldest festival in Oklahoma.

Parks & Recreation, Economic Development, City Manager

Ongoing

Develop a Broken Arrow arts/cultural district with

Q2.7

assistance of the Oklahoma Arts Council to identify, leverage, and promote local arts and cultural assets

All Departments

Short

All Departments

Ongoing

for continued economic development. Support the programming of arts performances for

Q2.8

all ages, including at the Broken Arrow Performing Arts Center and the Community Playhouse.

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QUALITY OF LIFE ACTIONS CONT. REF.

ACTION

INVOLVED ENTITIES

TIMEFRAME

Goal Q3: Promote community health through services, events, and active transportation. Develop a community health assessment and

Q3.1

improvement plan in conjunction with the Tulsa County and Wagoner County Health Departments. Coordinate with the Tulsa County and Wagoner

Q3.2

County

Health

Departments

hosting

and

promoting wellness and disease prevention classes and programs. Provide

Q3.3

wellness

educational

and

resource

information at libraries, recreational centers, and other public facilities.

Departments

Medium

Human Resources, Economic Development, Development

Medium

Services, City Manager Human Resources, City Manager,

Short

Economic Development

Ensure proper funding and staffing for Broken Arrow

Q3.4

Tulsa & Wagoner County Health

code enforcement to quickly resolve and monitor code violations that jeopardize public health.

Development Services, City Manager

Short

Develop partnerships with community gardens and

Q3.5

agricultural extension offices to provide community education

gardening

best

practices

and

Parks & Recreation, Economic Development, City Manager

Long

techniques. Continue to support and promote the operations

Q3.6

of the Broken Arrow Farmers Market and consider opportunities

expand

community

Parks & Recreation, Economic

locations

Development, City Manager

Advance the continued development of the sidewalk,

Engineering & Construction,

bicycle, and trail network in the GO Plan to promote

Parks & Recreation, Streets &

Ongoing

and offerings.

Q3.7

active transportation options. Program parks and recreational centers with

Q3.8

activities and equipment to encourage community use, physical activity, and fitness for all age groups.

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Ongoing

Stormwater, City Manager Parks & Recreation, Engineering & Construction, City Manager

Ongoing

Q •

QUALITY OF LIFE POLICIES Policy Q1: Funds from the Community Development Block Grant program should continue to be directed toward low to moderate income neighborhoods.

•

Policy Q2: The City should continue to support the services provided by the regional fair housing agency as required by Federal regulations and State statues.

•

Policy Q3: The City should identify those organizations (i.e. churches, social organizations)

involved

providing

assistance to the disadvantaged and maintain this information for public use. •

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PLAN UPDATES & MONITORING Given that this plan represents a 20+ year

Five-Year Update: A broader evaluation and

time period, there will likely be priorities or

update of the plan should be prepared every

situations that change during the lifetime

five years. This five-year update should include

of this comprehensive plan. Therefore, the

a review of the existing plan and evaluate if

implementation action plan should remain

the remaining action items are still relevant

flexible and allow adjustments to accommodate

and needed. This update should also include a

shifts over time. To account for future

summary of the accomplishments to date, any

changes, the maps, actions, and policies in this

pertinent changes in trends and issues, and

comprehensive plan should be revisited on a

applicable changes in laws, policies, or programs

regular basis. This section describes the plan

that impact implementation of the plan.

updates and monitoring the City should consider. Ten-Year Update: After ten years, the community Annual Progress Report: The Development

should initiate a full comprehensive plan update

Services Department should prepare an annual

to ensure that the plan continues to provide

report on the status of comprehensive plan

the best guidance possible. A full update to the

implementation items to discuss with the

comprehensive plan should include establishing

Planning Commission and City Council. These

the community vision, public engagement,

progress reports should include significant

analysis of issues and trends, and evaluation of

accomplishments

remaining action items as well development of

well

prioritized

actions for the next year. This annual report should be coordinated with the City’s annual budget process. Annual Updates: Each year, the implementation action plan should be updated to reflect

new action items.

IMPLEMENTATION POLICIES

To further guide growth of the city in a manner

completed actions as part of an annual plan

that is consistent with the overall vision of

amendment. Minor revisions to the Future

Broken Arrow NEXT, the following policy

Development Guide, Transportation Plan, and

statements have been adopted.

Parks and Recreation Master Plan maps could also be changed in this annual update. Proposed

•

Policy I1: City staff shall use the Future

plan amendments should be approved by the

Development Guide in the Comprehensive

Planning Commission and City Council and

Plan as a major factor in the review of the

should be included as an addendum to the

appropriateness of a request for rezoning

adopted Comprehensive Plan. The City shall

or specific use permits for any given

formally amend the plan prior to any changes in

parcel of land.

zoning. As part of the public hearing process, the request for amending the Comprehensive Plan

Policy I2: A request for rezoning that is not in

should be reviewed and approved by the City

conformance with the Comprehensive Plan

Council prior to the public hearing for the zoning

shall not be recommended for approval by

change before the Planning Commission.

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City staff and an applicant shall be notified of

•

Policy I4: The City should maintain, or cause

such and the Planning Commission’s policies

to be maintained, a current tabulation of

regarding such request (according to CP-

developed land by zoning classifications,

P3) prior to the required deadlines for filing

undeveloped land by approved zoning,

for plan amendment requests outlined in

and undeveloped land by LUIS level for

CP-P4 or CP-5.

comparison purposes and to be used for consideration in the preparation of

•

Policy I3: The City Planning Commission

amendments to the Future Development

shall not hear or recommend for approval a

Guide.

rezoning request that is not in conformance

designation that should increase or decrease

with the Comprehensive Plan. Instead, the

the overall amount of undeveloped land

following actions should be considered:

designated in a particular LUIS category

•

Any proposed change in LUIS

A request for an amendment to

by more than 25% or should increase the

the Future Development Guide in

amount of undeveloped land designated in

the Comprehensive Plan can be

a specific zoning district by more than 15%

considered at any regularly scheduled

should be so noted by staff in their report to

Planning Commission meeting

Planning Commission.

if the parcel of land seeking the Comprehensive Plan modification is •

•

Policy I5: Amendments to the Future

40 acres or greater.

Development Guide shall become effective

If the property requesting an

in the same manner as a rezoning request,

amendment to the Future

in that they shall be subject to final

Development Guide contains less

platting approvals.

than 40 acres, such request shall be reviewed by the Planning Commission •

•

Policy I6: The Future Development Guide

once every three months.

shall be strictly interpreted as to the

Requests for amending the

boundaries, gross areas and designations

Comprehensive Plan shall be

for specific parcels, or portions of parcels,

processed in the same manner as

of land as set forth in the computerized

requests for changes in zoning.

representation

Requests for changes in zoning that

record at the time of adoption of the

involve a request for a change in the

Comprehensive Plan.

platted

parcels

Future Development Guide of the Comprehensive Plan shall not be

•

Policy I7: A ten percent (10%) variance or

heard by the Planning Commission

adjustment in the gross area of specific

until the request for the modification

LUIS level designations, however, shall

of the Future Development is decided

be allowed to accommodate errors in

by the City Council.

surveying or computerization of the INCOG parcel base mapping upon which the Future Development Guide was created. In no case,

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277

however, shall this adjustment be allowed to increase or decrease the gross area of the LUIS designation by more than 10%. Adjustments of overall gross area by more than 10% shall only be made after receipt of an amendment to the Future Development Guide as outlined herein. •

Policy I8: The governing body shall not initiate or approve amendments to the Future Development Guide that would create a lower LUIS level designation than what is currently shown unless so petitioned by the property owner.

•

Policy I9: The Future Development Guide and any amendments thereto shall remain in full force and effect until such time as it is wholly replaced by a new development management plan or mechanism as adopted as part of a new Comprehensive Plan.

CONCLUSION The Broken Arrow Next Comprehensive Plan serves as a policy document to guide future growth and development in the community over the next two decades. The resulting plan was developed in coordination with City staff, elected and appointed officials, stakeholders, and most importantly, the residents of Broken Arrow. This document provides a comprehensive look at the existing condition and future opportunities for: •

Land Use & Development

•

Transportation & Mobility

•

Community Infrastructure

•

Parks, Recreation & Open Space

•

Housing & Neighborhoods

•

Economic Prosperity

•

District Strategies

•

Quality of Life

This plan presents over 130 actions and policies, that when implemented or followed, will help achieve the overall plan vision to

”make Broken Arrow the premier place in the region to invest in, to live in, to raise a family, and to attract and grow businesses.” Comprehensive plans are meant to be living documents; as conditions change in Broken Arrow, this document should be updated to reflect those changes.

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APPENDIX

APPENDIX A: STAKEHOLDER INTERVIEW QUESTIONNAIRE

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APPENDIX B: PUBLIC MEETING RESULTS

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APPENDIX C: ONLINE SURVEY RESULTS

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APPENDIX D: SCENARIO DEVELOPMENT AND PERFORMANCE METRICS FOR BROKEN ARROW This document describes the development of land use scenarios and performance measures in support of the Broken Arrow Comprehensive Plan Update (2018). The scenario development section documents all of the analysis and modeling that supported the development of future land use scenarios, which imagine what Broken Arrow could look like in the future using four different themes. The differences between the scenarios are assessed using performance metrics. These metrics measure where growth is occurring and consider the impacts of development on quality of life and fiscal impact to the city’s budget. The final section of this document provides in-depth methodology for the fiscal impacts analysis, a special class of metrics which estimates the future expenses and revenue associated with the different land use scenarios.

SCENARIO DEVELOPMENT This section summarizes the creation and inputs for the Broken Arrow future land use scenarios. Three scenarios were created by City Explained, Inc. (CEI) staff in June, 2018. Drafts of these scenarios were on display at a June 21, 2018, public meeting. After the public meeting, additional data and public feedback was obtained. Then the three scenarios were refined and redelivered to the city. In September 2018, an outline of a fourth scenario was developed by the consultant team based on preferences and vision put forth by the city and its stakeholders. The fourth scenario, called the Proposed Scenario by the consultant team, was developed based on input received during the public charrette and combined elements from the other alternative scenarios. Development Status: Development status sets the foundation for the overall scenario analysis. Development status can be a simplified version of existing land use, identifying a few basic status categories at the parcel scale: •

Developed: Parcels with permanent buildings or structures.

•

Undeveloped: Parcels without permanent buildings or structures (vacant).

•

Protected Open Space: Lands usually under government ownership that are dedicated to recreation or conservation.

•

Constrained: Areas constrained by development due to environmental features such as wetlands or flooding hazards.

•

Other Government: Public lands, schools or institutional uses

•

Rights of Way/Other: Rights of way for roads or utilities, including areas where the development status was unknown or unclear.

Development status is assigned using the existing land use information, often supplemented by land ownership and/or other assessor data.

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Table D1: Development Stats Summary

Build Out Understanding where existing development

Area (acres)

is and where there is capacity to grow is

25,280

A build-out analysis provides an answer to the

Undeveloped

3,378

question “how many buildings could be built

Protected Open Space

6,461

in this area according to current land-use

Constrained

5,224

Government

6,314

ROW

66,593

Total Area within Study Area (Fenceline)

1,046

Development Status Developed

important to the scenario modeling process.

regulations?” In redevelopment situations, build-out factors in how much development is already on a property and adjusts the available space for future development accordingly.

We estimated build out using: •

2012 Comprehensive Plan Land Use Intensity System (LUIS) districts

•

Development status

•

Locations and density of existing development

•

Development constraints

While zoning helps to inform build out in certain areas, we primarily relied on the LUIS levels (1-7). In areas where LUIS levels were not available (primarily in eastern Wagoner county), we assumed those areas would correspond to LUIS level 1. Development constraint features such as open water, wetlands, parks and permanent conservation areas were also factored in. Table D2: Residential and Nonresidential Capacity Existing Existing Residential (du) Existing Nonresidential (sq ft)

Residential Capacity (du) Nonresidential Capacity (sq ft)

Trend

Infill

Districts

Proposed

75,222

76,158

77,665

76,158

29,140,000

54,687,000

29,140,000

42,269 14,742,477

For the Infill and Preferred scenario, residential capacity was added to the Level 5 LUIS category in Downtown Broken Arrow, roughly corresponding to the Downtown Residential Overlay District. We changed the allowed density from 10 dwelling units per acre to 15 units per acre. This adjustment brings the Downtown residential density more in line with the recommendations provided in the Downtown Residential Overlay District, which allows for multifamily flats and rowhouses in specific areas of the Downtown District. For the Districts scenario, the Level 5 “downtown” designation was assigned to the Innovation, Indian Springs, Rose, Forest Ridge, Aspen Village and Water Tower districts to allow for a mix of residential and non-residential uses.

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Land Suitability Analysis Land Suitability combines one or more factors to estimate the suitability for a specific condition or use. It creates a normalized scale (between 0 and 100) that ranks the parcels from least to most desirable for future growth. Factors are drawn from multiple sources (assessor data, infrastructure, amenities, land uses, etc.) and are weighted on a scale of 0 to 10. They may have a positive or negative correlation to desirability scores. We created several Land Suitability Analyses: one for residential uses and another for non-residential uses. Table D3: Residential Suitability Factors and Weights by Scenario

Factor Proximity to freeway

426

Trend

Infill

Districts

Proposed

Parcel shape

Proximity to existing residential development

Proximity to existing nonresidential development

Notes

Penalizes shapes with a high perimeter to area ratio, which is useful for parcel datasets with ROW features

Neighborhood Intersection density

Intersection density is negative factor for trend (higher density lowers suitability). It is positive for both infill and trend (higher density increases suitability).

Neighborhood average, existing structure year built

Uses assessor structure build date.

Proximity to existing water lines

Proximity to existing sewer lines

Proximity to recent residential development

Overlap with existing city boundary

Proximity to city center (Rose District)

Proximity to district

Overlap with district

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Uses INCOG TAZ based net new households, 2010-15.

Table D4: Nonresidential Suitability Factors and Weights by Scenario

Factor

Trend

Infill

Districts

Proposed

Notes Penalizes shapes with a high perimeter to area ratio, which is useful for parcel datasets with ROW features

Proximity to freeway

Parcel shape

Proximity to existing nonresidential development

Proximity to existing residential development

Intersection density is negative factor for trend (higher density lowers suitability). It is positive for both infill and trend (higher density increases suitability).

Neighborhood Intersection density

Uses assessor structure build date.

Neighborhood average, existing structure year built

Proximity to existing water lines

Proximity to existing sewer lines

Proximity to recent nonresidential development

Proximity to major employer

Proximity to city center (Rose District)

Proximity to district

Overlap with district

Uses INCOG TAZ based net new households, 2010-15.

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Growth Forecast Growth forecasts were based on the INCOG 2045 TAZ forecast totals, adjusting them for the year 2040. Forecasts are for both residential and non-residential development, with non-residential being broken down into three types (retail, basic and other). INCOG estimates residential growth in number of households and nonresidential growth in number of employees. CommunityViz is a land use model so INCOG households were converted to housing units using a vacancy rate and assume that a certain number of housing units are vacant at any given time. Using the 2015 Census ACS vacancy rate of 5.7%, we converted the INCOG household projections to housing units. The INCOG employee forecast was converted to square footage by dividing the assessor’s total of nonresidential square footage in the Tulsa County portion of Broken Arrow by the total number of employees for the same area. This yielded a ratio of 381 square feet per employee, which is generally in-line with estimates of square footage per employee by both the Institute of Traffic Engineers and the consultant’s professional experience. For the nonresidential allocation, square footage is converted from feet to thousand square feet (KSF). The INCOG forecast for the basic employment was negative. For the purposes of this model, however, it was assumed to be zero because the CommunityViz land use model doesn’t accommodate negative forecasts. Table D5: Forecast Assumptions

Forecast Growth

Quantity

Unit

12,236

Retail Nonresidential

969

KSF

Other Nonresidential

2,404

KSF

Total Nonresidential

3,373

KSF

Residential

Future Scenarios The scenario planning effort encompasses the development of four future alternative scenarios. Both residential and commercial development will be modeled. To generate the future land use scenarios, CommunityViz integrates capacity, land suitability and growth forecasts using a tool called Allocator. Allocator distributes a forecast quantity of new development across the map according to the capacity and desirability of each land use feature. Allocation, sometimes known by the acronym LUAM (Land Use Allocation Model), is a key tool in many long-range transportation and land use planning processes. Each scenario uses a different theme while keeping the growth forecast constant for each one. This creates an “apples to apples” comparison; the amount of growth doesn’t change but the density and the location of growth does change.

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Trend The Trend Scenario replicates the recent patterns of urban development in Broken Arrow. In this scenario, most development occurs as low density, suburban style near the fringes of the existing urbanized areas. Infill The Infill Scenario places all new development within the existing incorporated area of Broken Arrow. While growth is distributed around multiple areas of the city, it places more development than either Trend or Districts within the Rose District. Districts The Districts Scenario places new urban development around 9 districts that were designated by the planning consultant team during the June, 2018, charrette event in Broken Arrow. The districts include: Table D6: District Use Summary

Proposed Scenario The Proposed Scenario was developed

Name

Primary Use

Rose District North Broken Arrow Expressway

Mixed use Commercial/Industrial

based

input

received

during

the

public charrette. It combines elements from all of the alternative scenarios. It seeks to redevelop and encourage infill development while balancing the need to

Water Tower (New Orleans & Elm)

Mixed use

develop in other emerging parts of town.

Innovation District

Mixed use

leveraging the benefits of being close to

Indian Springs

Mixed use

South Creek Turnpike

Commercial/Industrial

East Industrial Zone

Commercial/Industrial

Aspen Village (New Orleans & Aspen)

Mixed use

Forest Ridge

Mixed use

Most growth occurs within Tulsa County, existing infrastructure and services. There are clear fiscal advantages for the city to continue to grow within its utility service areas (i.e., Tulsa County and the Forest Hills neighborhood). The total amount of growth was constant for all scenarios and was distributed based on available capacity and land suitability scores.

For

the

Preferred

Scenario,

however, an additional element was added. Both residential and non-residential growth were oriented using the Proposed Scenario character areas. This approach allowed new development to be targeted to a few specific areas (Village Centers, Employment District, Expanded Rose District) and oriented more broadly in others (New Residential Growth Areas, Commercial Retail Expansion). While the character areas provided a broad framework for where growth should occur, capacity and land suitability were further oriented using the same capacity and desirability settings as the Infill Scenario. APPENDIX

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Initial Scenario Feedback The three draft scenarios were displayed during a public meeting in Broken Arrow on June 21, 2018. Attendance at the event was light, and no written comments were submitted with regards to the scenarios. However, in discussing the scenarios with approximately 5-6 participants, most tended to gravitate towards the district scenario. Some participants were already familiar with the concepts behind the district scenario, including the innovation district, Forest Ridge mixed use development, Southern Loop/Creek Turnpike (Indian Springs area), and the revitalization of some of the city’s older commercial centers (e.g., Aspen Village and Water Tower). For these participants, it made sense for a scenario to reflect some of the development concepts that the city had already been discussing. For the participants who weren’t familiar with the ideas in the district scenario, enthusiasm was replaced with a mix of curiosity and skepticism. One participant questioned the need for so many districts and wondered if the infill scenario reflected a wiser future pattern. Most participants supported the city’s efforts to revitalize the city’s historic center (Rose District) but recognized that other areas of the city needed revitalization efforts.

PERFORMANCE MEASURES Performance measures are metrics used to describe and contrast different scenarios. They are typically summary statistics (sums, averages, etc.) based on the quantity, type and location of future development. Performance measures are referred to as indicators in CommunityViz. A set of performance measures were developed by the consultant for the purposes of comparing the Broken Arrow growth scenarios.

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Table D7: Forecast Assumptions Trend

Infill

Districts

Preferred

Percent Development in Tulsa County

84%

82%

79%

91%

Percent Development in Wagoner County

16%

18%

21%

New Residential Development as Infill

59%

65%

72%

77%

Increase in Development Footprint

22%

16%

11%

18%

Percent of New Residential as Multifamily Units

19%

50%

63%

35%

New Sales Tax Revenue

$11,115,655

$8,605,375

$8,384,259

$12,386,766

New City Service Costs

$51,765,261

$50,356,548

$49,770,924

$50,717,640

Municipal Authority Utility Revenue

$8,040,383

$6,922,235

$6,483,623

$7,797,374

Municipal Authority Utility Costs

$14,426,841

$10,435,340

$8,634,741

$11,482,761

New Residential Development on Broken Arrow Water

85%

83%

82%

92%

New Residential Development on Broken Arrow

98%

100%

New Residential Development in Affordable Locations

17%

19%

14%

New Residential Development near Amenities

12%

44%

38%

31%

New Residential Development near Parks

70%

77%

72%

68%

Development Indicators

Fiscal Impact Indicators

Quality of Life Indicators

Performance Measure Results Development Patterns The Development Indicators describe the general location and context of new development. The City’s primary interests were: where development occurs in Tulsa or Wagoner; how much land occurs as infill development; and what the growth of the city’s built footprint would be. Infill development is defined here as development occurring on vacant or underutilized parcels within the existing city limits. It is important to note that the analysis did not model any annexations and assumed no changes to the city limits. In the Trend Scenario, 16% of development occurs in Wagoner County. The highest percentage of growth for Wagoner County (21%) occurs in the Districts Scenario, where a significant amount of growth occurs in the district near the Northeastern State campus. A low of 9% of future development occurs in Wagoner County in the Preferred Scenario as a higher proportion of growth is shifted west: inside the city limits and inside the city’s water service areas.

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The increase in development footprint looks at the percent of total land developed (within the city limits and fence line) relative to the current built area, which is estimated at 21,677 acres. The largest increase in the development footprint (22%) occurs in the Trend Scenario, as more development takes place on areas that are currently undeveloped (i.e., greenfield development) and at lower densities. All of the alternative scenarios assume more development occurs as infill or as the redevelopment of existing developed sites. The Infill and Preferred scenario forecast 16% and 18% increases in the built area, while the denser and more clustered Districts scenario just an 11% increase. The “Percent of New Residential as Multifamily Units” indicator considers the ratio of single family to multifamily housing. Multifamily housing in this analysis encompasses a variety of products, from large scale apartment buildings to smaller scale town homes, triplex and duplex units. The vast majority (95%) of housing in Broken Arrow is composed of single-family homes on single lots. For cities, however, multifamily units present a few clear advantages. They provide diversity to the housing stock and require less infrastructure to service. When housing diversity is provided, people at different price points and possessing different needs are more likely to find appropriate homes. This is especially true of the young and for older adults, as single-family housing is often more expensive and requires more maintenance. Multifamily housing is particularly appropriate in areas that are oriented towards transit use. In the Trend Scenario, only about 20% of new housing is anticipated to be built as multifamily units. Both the Infill and Districts scenarios project higher percentages of development occurring as multifamily units, 50% and 63% respectively. The Preferred Scenario stakes out a middle ground, anticipating 35% of new development as multifamily. Quality of Life Quality of life indicators consider where future residential development occurs relative to important locations in the community. “New Residential Development in Affordable Locations” looks at the percentage of new housing in areas that have higher housing and transportation (H+T) affordability1. “Higher housing and transportation affordability” is defined as areas where the Area Median Income (AMI) household currently spends less than 50% of its income on housing and transportation. While housing affordability varies greatly, transportation affordability improves as more people live near employment centers or have greater access to transportation infrastructure, especially highways and transit routes. The analysis assumes that areas where housing and transportation are affordable now will tend to persist in the future, an assumption that may or may not come to pass. The region’s overall economy, new transportation infrastructure, changes to housing markets, and other factors will doubtless change area affordability in the future. The metric does provide some guidance about the distribution of new residential development as H+T affordability is estimated now. In the Trend Scenario, only 2% of new residential development occurs in areas that show H+T affordability. Transportation affordability, in particular, appears to be harder to attain, as much of the Trend Scenario growth occurs further east of the existing employment centers and more distantly from the primary

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transportation routes. All of the alternative scenarios shift more development into affordable locations. The Districts Scenario places 19% of new residential development in more affordable locations while the Infill (17%) and Preferred (14%) shift slightly less, although significantly more than the Trend Scenario. Figure D1: Housing and Transportation (H+T) Regions

Center for Neighborhood Technology. 2018. Housing and Transportation (H+T) Affordability Index. https://htaindex.cnt.org/

The final indicators look at the proximity of new residential near amenities and parks. “New Residential near Amenities” considers the percentage of new housing within walking distance of a new or existing retail destination. Similarly, “New Residential near Parks” looks at the percentage of new residential development within walking distance of existing parks. (For the purpose of this analysis, a half mile is considered to be a walkable distance.) The proximity of new development to these important locations is key to reducing reliance on automobiles. While most citizens of Broken Arrow rely on their vehicles for commuting to work and other errands, some basic family needs (shopping for groceries, exercising or playing in a park) could be met by walking, provided that retail amenities and parks are located conveniently close.

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A retail destination is defined as a location with greater than 50,000 square feet of retail space and would generally include a variety of services such as a grocery store, restaurants and other basic services. Existing retail destinations include many of the commercial-oriented major intersections in Broken Arrow (e.g., Elm & New Orleans). New retail centers are envisioned in different scenarios in areas such as the Forest Hills Town Center in the Preferred Scenario or the University District in the Districts Scenario. In the Trend Scenario, only 12% of new residential development occurs near a retail destination. All of the alternative scenarios perform significantly better than Trend: Infill (44%), Districts (38%) and Preferred (31%). Fiscal Impacts The fiscal impacts analysis supports the efforts of the Broken Arrow Comprehensive Plan by estimating costs and revenue of new development in the future land use scenarios. Specifically, this analysis helps inform and quantify the relationship between land use patterns, quantifying both the incurred cost of providing public services and revenue generated from new growth. In a fiscal impacts analysis, most variables in the city’s budget are kept constant: taxation rates, cost and revenue structures, levels of service, etc. This allows the analysis to focus on two components: the type of land use and the location of that land use. Changes to these two components in each scenario then creates different fiscal impacts which can then be compared. For simplicity sake, all values are annualized and kept in 2018 dollars. For revenue, the analysis focused on two sources: revenue generated from sales taxes and revenue generated from users of utilities. Sales tax revenue comes from the sales of goods or services as a percentage of the sales price and is collected from the vendor. The city’s general fund relies heavily on sales tax for 37% of the total revenue and separate sales taxes provide direct funding for police, fire, capital improvements and other city needs. The Broken Arrow Municipal Authority (BAMA) also relies on sales tax for 14% of its budget. As the city’s utility, BAMA also collects revenues from selling utility services to customers. City owned utilities are sometimes referred to as enterprise funds (as they function somewhat like a business) and are separate from the city’s general fund. Utility fees are a more significant component and make up 45% of the total enterprise fund revenue. In the 2017-18 budget, the combined revenue from sales tax and enterprise funding comprises approximately $98.9 million or 55% of the total revenue for the city. While sales tax and utility revenue are very important components of funding, it’s important to note that both the city’s general fund and its enterprise fund rely on other sources of revenue not accounted for here. The remaining revenue for both the general fund and BAMA come from other taxes, licenses, permits, fees, intergovernmental transfers and other sources. Bond funds are also not addressed here. All of these sources of revenue are important but beyond the scope of the analysis. Below are four sections describing the results of the fiscal impact analysis. A complete section of methods is described in Fiscal Impact Methodology.

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CITY OF BROKEN ARROW 2019 COMPREHENSIVE PLAN

Sales Tax The estimated new sales tax dollars vary considerably between different scenarios. To estimate sales tax, the planning area was divided into six tax districts. As new retail develops, sales tax originating from the development is estimated and totaled. The sales tax estimates reveal some clear patterns. The South and North Districts are particularly strong generators of sales tax, followed by West, Central and East. Both the North and South Districts have distinct advantages. The north district serves local residents but also likely captures sales tax dollars from people from other parts of town as they travel through the district to access the expressway. These numbers also reflect sales tax generated from non-residents using the Broken Arrow Expressway but stopping in the city to shop (commuters from Coweta, for example). The same is likely true in the South District and non-residents using the Creek Turnpike but stopping to shop in town. Other districts likely capture fewer non-residents. As was expected, the Core District is the poorest performer. Diverse and retail-oriented downtown areas (such as Broken Arrow’s Rose District) tend to be strong generators of sales tax, especially on a per-square-foot basis. This was the smallest of the Districts and may lack some of the businesses that tend to be the strongest generators of sales tax: grocery stores and fast casual restaurants, for example. As the Core District continues to evolve into a regional destination and diversifies into both daytime and evening activities, the area should become a stronger generator of sales tax dollars. Sales tax revenue is greatest in the Preferred Scenario, followed by the Trend Scenario. Both scenarios placed the most development in the North and South Tax Districts which generate the most revenue per square foot. Infill and Districts generate considerably less, placing growth in tax districts with more modest sales tax value. New City Service Costs Modeling how future development incurs different expenses is a critical component to understanding fiscal impacts. The city provides many services to its citizens but this analysis looked at six categories of services: fire, police, parks and recreation, streets, water and wastewater maintenance. The utility expenses of water and wastewater are addressed separately in the Utility Costs section below. Expenses in the fiscal impact model include items such as personnel, equipment, and modest capital expenditures associated with annual upkeep and maintenance. The report bases expenses on annual expenditures from the city’s 2017-18 adopted budget. The highest costs are associated with the Trend Scenario. As this scenario projects the most dispersed growth pattern and the highest percentages of single-family housing, this result is expected. The Infill Scenario, with its emphasis on redevelopment and development of centralized vacant lands, performs the best. The difference between the scenarios is generally less than $2 million. For certain city services, the quantity of new development is more important than the location. This is especially true of services such as fire and police protection. Most of the difference between the scenarios is attributable to the street maintenance budget. Linear infrastructure such as roads and street maintenance is very sensitive to location. The more dispersed the land

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use pattern, the more roads are required to service it and which require additional maintenance by the city. Utility Revenue As new development comes online, it requires water and wastewater service. The utility revenue model is based on existing water and sewer rate structure, estimating new revenue from utility fees paid by the user. A number of special conditions were applied to the utility revenue model. Depending on the location, water service can be provided by either BAMA or Wagoner County Rural Water District #4 (RWD#4). The model assumes no changes to the BAMA or RWD#4 service areas. Generally BAMA provides water service if the development occurs in Tulsa County or in Forest Hills and Rural Water District #4 provides coverage in other areas of Wagoner County. Sewer service is generally provided by BAMA. Within the BAMA service area, different rates are applied; new development within the city uses the standard rates while development outside the city but inside the city’s service areas pay a higher rate. Development that falls outside the city’s service areas does not generate any revenue for BAMA. Utility revenue was the highest in the Trend Scenario followed by the Preferred Scenario. Revenue is lowest in the Infill and Districts Scenarios. While somewhat unexpected, this result can be explained by considering the implications of the city’s utility rate structure. Utility customers that are located outside the city limits but inside the City’s service areas pay a premium. The Trend Scenario puts a disproportionate amount of new development in areas that meet this criteria. The model does not assume any changes to city limits. While the Preferred scenario emphasizes development inside city limits, it makes up for this apparent disadvantage by increasing the amount of new development within the city service areas and out of RWD#4. In most circumstances, growth is more fiscally positive if it falls within the incorporated area. Growth in incorporated areas requires less infrastructure which has to be maintained over the long term. However in this case, the rate structure appears to reward growth in the unincorporated areas. This finding should be viewed with skepticism. While new growth in unincorporated areas may pay more initially for utility service, the residents of these areas may advocate to be incorporated to lower their utility rates. Residents in these areas may require other expensive infrastructure upgrades to not just water and sewer but also roads, bridges and sidewalks which were either not built or built to a lower standard. In the future, the city boundaries will change while in the model they did not. This limitation provides the appearance that the city should pursue growth in unincorporated areas while in fact, it should not in most instances (because of the liabilities associated with incorporating existing development). There are clear fiscal advantages when BAMA provides both water and sewer service to new development. There are instances where BAMA is obliged to provide sewer service while RWD#4 provides water. These instances are the least desirable outcome. Because water users pay higher rates than sewer users, it essentially means the city subsidizes sewer service to these residents.

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In a utility system already subsidized through sales tax, it’s a situation that the city should avoid except in special circumstances. Utility Costs Utility costs are costs incurred for new development for providing water and sewer service. As with other service costs, new utility costs do not reflect large new capital expenses or the installation costs, which are assumed to be borne by the developer, but instead considers annualized operation and maintenance expenses. The method used to examine water and sewer costs is similar to the method used to estimate costs for streets and is described in the methodology section below. As with utility revenue, utility costs are only incurred when new development falls in the city’s water and sewer service areas. Utility costs vary considerably between scenarios. The Trend Scenario is the most expensive, followed by the Preferred and Infill Scenarios. The Districts Scenario, with its strong emphasis on tightly clustered development, performs best. While the Preferred Scenario does not perform as well as some of the alternatives, it does save almost $3 million per year compared to the Trend Scenario. It is worth noting that utility revenue lags significantly behind expenses in all cases. This reflects the current utility budget, where utility fees cover only a portion of the overall utility budget. Fiscal Impact Methodology Methods This section describes the data and methods used to estimate costs and revenue of the fiscal impacts component of the Broken Arrow Scenario Analysis. Source Data All of the data sets from the City of Broken Arrow (Table 2) were used to estimate costs of providing public services and utilities in the City. In addition, financial documents from FY 2017-2018 were utilized to measure annual costs. The following cost categories were included in this analysis: •

Police Protection

•

Fire Protection

•

Parks and Recreation

•

Streets

•

Water Utility

•

Sewer Utility

Modeling Expenses The fiscal impact analysis focused on six categories. These categories make up a substantial portion of the City’s budget but is not inclusive of all City departments or functions. The expense categories and the general method are described in Table 9. APPENDIX

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Table D8: Data Sources by Category