Enid Metropolitan Area Comprehensive Plan 2000-2025

ENID METROPOLITAN AREA COMPREHENSIVE PLAN 2000 - 2025

April 2005 Enid Vision 2025 Committee

Enid City Commission Doug Frantz, Irv Honigsberg and Ernie Currier Mayors

Irv Honigsberg Terry Edmondson Eugene Graham John Sellers Jerry Whitney Ernie Currier Jerry Erwin Jeff Woolsey Greg Smith Don Rose Daron Rudy John Hodgden Robert Lines Bill Gamble and Jerry Erwin City Managers Enid Metropolitan Area Planning Commission Jim Henderson, Chairman

Dale Hayes Scott Savage, Ernie Currier and Don Rose, Dan Mitchell Ex-Officios Irv Honigsberg Don Vail Buddy Nicholas Tim Earl Alvin Johnson Marvin Kusik Craig Riffel John Cromwell Richard Wuerflein Chris Bauer, Secretary Enid Comprehensive Plan Committee Project Manager – Tom Sailors

MAYOR AT LARGE COUNCIL PERSON APPOINTEES Jay Nicholas Irv Honigsberg Todd Humphrey Terry Edmondson Richard DeVaughn Ernie Currier Brud Baker

WARD 1 – Irv Honigsberg WARD 2 – Jerry Whitney WARD 3 – John Sellers Dewey King Richard Crump Cheri Ezzell Bob Berry Gary Rogers Ed Vineyard Cheryl Swanson Mike Ruby Clayton Nolen Bert Mackie John Cromwell Bill Pennington

WARD 4 – Eugene Graham WARD 5 – Terry Edmondson WARD 6 – Ernie Currier Dennis Luckinbill Maye Adelle Kirtley Jed Dillingham Rob Stallings Shirley Marquardt Jeff Nicholas Jim Parrish Bruce Huey Jim Montgomery Lew Meibergan Brad Waken Chris Hargrove

Enid Metropolitan Area Comprehensive Plan 2000-2025

ENID VISION 2025

Comprehensive Plan Review Committee

Central Business, Tourism & Cultural District Todd Humphrey-Chairperson Jim Montgomery Advisory: Cheryl Swanson Lindy Chambers Bert Mackie Bill Beck Shirley Marquardt Matt Davis* May Adele Kirtley

Neighborhood Rehabilitation-Housing-Beautification-Preservation Cheri Ezzell - Chairperson* Advisory: Jay Nicholas Bill Beck Mike Ruby Elbert Wheeler Brad Waken Irv Honigsberg Richard Crump

Economic Development/Education John Cromwell-Chairperson* Advisory: Bill Pennington Kerri Slayter Jim Parrish Jon Blankenship Lew Meibergen Jim Strate Brad Waken Kem Keithly Dr. Ed Vineyard Dan Dillingham

Public Infrastructure Rob Stallings-Chairperson* Advisory: Dennis Luckinbill Robert Hitt Dewey King Jed Dillingham Richard DeVaughn* Terry Edmondson* Clayton Nolen

Land Use Jeff Nicholas-Chairperson* Advisory: Richard Crump Jim Henderson Jim Montgomery Major Butterfield Brud Baker* Chris Bauer Clayton Nolen Irv Honigsberg*

Public Finance Richard DeVaughn-Chairperson* Advisory: Jay Nicholas Bill Gamble Chris Hargrove Brud Baker* Bert Mackie Lew Meibergen

Enid Metropolitan Area Comprehensive Plan 2000-2025

Government Organization for Efficiency and Effectiveness Ernie Currier-Chairperson* Advisory: Mike Ruby Carol Lahman Bob Berry Chris Bauer Chris Hargrove Jeff Nicholas Bruce Huey Gary Rogers

* Steering Committee Members

Enid Metropolitan Area Comprehensive Plan 2000-2025

Table of Contents ACKNOWLEDGEMENTS ...... 1 PREFACE ...... 2 CHAPTER 1: INTRODUCTION ...... 5 Background of Planning in the City of Enid...... 5 Role of the Comprehensive Plan...... 8 CHAPTER 2: NEIGHBORHOODS ...... 11 CHAPTER 2: NEIGHBORHOODS ...... 11 City Center (Downtown)...... 11 New Construction Standards ...... 13 Revised Building Codes ...... 13 Redevelopment Financing Options ...... 13 Revitalization Target Areas ...... 14 Tools To Make Revitalization Happen ...... 15 Development Incentives...... 16 Demolition ...... 17 Beautification of Entry Way Corridors...... 17 Historic Preservation ...... 18 Neighborhood Policies...... 18 CHAPTER 3: EDUCATION...... 20 CHAPTER 4: ECONOMIC DEVELOPMENT ...... 24 CHAPTER 5: PUBLIC INFRASTRUCTURE...... 29 CHAPTER 5: PUBLIC INFRASTRUCTURE...... 29 Planning Process ...... 30 Transportation ...... 31 Aviation ...... 31 Water Development ...... 32 Waste Management ...... 32 Waste Water Collection and Treatment ...... 33 Solid Waste Collection and Disposal ...... 33 Storm Water Management ...... 34 Parks And Recreation ...... 34 Administrative Facilities ...... 35 City Facilities ...... 35 County Facilities ...... 35 Schools ...... 35 Capital Improvements Policies ...... 36 CHAPTER 6: CAPITAL IMPROVEMENT FINANCING PLAN...... 37 Enid (City-County-School) Twenty-Five Year-Projected ...... 37 Ad Valorem Tax...... 40 Sales Tax ...... 44 Dedicated Fees/Utility Charges ...... 44 Grants ...... 44 General Fund...... 45 Motor Fuel Tax...... 45 Conclusion...... 45 CHAPTER 7: FUTURE LAND USE ...... 49 Community Development Policies ...... 50 Infill/Redevelopment ...... 51 Greater overall densities/Mixing of Uses ...... 52 Neighborhood Design ...... 53 Development Guidelines ...... 53 Commercial Development Guidelines ...... 53 Residential Development Guidelines ...... 56 Public Use Development Guidelines ...... 58

Enid Metropolitan Area Comprehensive Plan 2000-2025

Neighborhood Development Guidelines ...... 58 (Downtown) City Center Neighborhood...... 59 University Neighborhood ...... 60 Vance Neighborhood...... 62 Southwest Neighborhood...... 63 North Central Neighborhood ...... 66 Northwest Neighborhood ...... 67 East Neighborhood ...... 68 Land Use Classification Descriptions ...... 68 Public Institutions (Institutional, Civic, Public Uses) ...... 70 Parks, Open Space, and Recreational Lands (Schools, Public Facilities) ...... 70 Low Intensity Commercial/Residential/Agricultural...... 70 Medium Intensity Commercial/Residential...... 72 Community Commercial Node 1 ...... 73 Community Commercial Node 2 ...... 74 Neighborhood Commercial Node ...... 75 Lineal Commercial ...... 76 Residential...... 77 City Center (Downtown)...... 77 High Intensity Industrial ...... 80 Overlay Districts ...... 81 Historic Districts ...... 81 Airfield Environs District ...... 81 City Center Overlay District...... 82 Commercial Incentive Overlay (CIO) District...... 82 Parks, Open Space And Recreational Overlay District (Schools, Public Facilities) ...82 Land Use Map...... 83 Future Land Use Policies ...... 85 CHAPTER 8: IMPLEMENTATION AND ADMINISTRATION ...... 88 Review And Amendments To The Plan...... 89 Criteria for Review and Amendment...... 89 Timing of Amendments...... 90 Implementation ...... 91 GLOSSARY OF TERMS ...... 94 APPENDIX A: LAND SUPPLY CALCULATIONS ...... 98 APPENDIX A: LAND SUPPLY CALCULATIONS ...... 98 APPENDIX B: CAPITAL IMPROVEMENTS PROGRAM...... 107 Discussion ...... 107 APPENDIX C: NEIGHBORHOOD PLAN GUIDELINES...... 121

List of Tables Table 1. Ad Valorem And Sales Tax Comparison Peer Cities Without Electric Service....39 Table 2. Peer Cities With Electric Service...... 39 Table 3. Annual Comparison, Net Assessed Valuation History ...... 39 Table 4. Sales Tax History 1%...... 39 Table 5. City of Enid, Oklahoma Historical Net Assessed Valuation...... 40 Table 6. City Of Enid, Oklahoma Projected Sinking Fund Levies For Proposed Bonds...42 Table 7. Enid Vision 2025 Comprehensive Plan Proposed Funds Available By Source...46 Table 8. Enid Vision 2025 Comprehensive Plan Funds Required For Cip Listed Projects By Fund Source ...... 46 Table 9. Enid Vision 2025 Comprehensive Plan CIP Funding Required And Proposed Available Source Summary...... 48 Table 10. Zoning Compatibility Table (Advisory Only) ...... 69 Table 11. Expected Residential Land Use Demand by 2025 by Density Classification ...98 Table 12. 2010 Employment Calculations ...... 99

Enid Metropolitan Area Comprehensive Plan 2000-2025

Table 13. 2020 Employment Calculations ...... 100 Table 14. 2025 Employment Calculations ...... 101 Table 15. Employment Sector Groupings and Average Land Per Employee Requirements ...... 102 Table 16. Future Land Area Requirements by Employment Grouping ...... 103 Table 18. Developed Areas as of July 8, 2002 ...... 104 Table 19. Projected 2025 Land Use ...... 105 Table 20. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program Summary...... 108 Table 21. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program (CIP), Year 2003 through 2027(March 6, 2003)...... 108 Table 22. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program (CIP), Year 2003 through 2027(March 6, 2003)...... 113 Table 23. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program (CIP), Year 2003 through 2027(March 6, 2003)...... 115 Table 24. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program (CIP), Year 2003 through 2027(March 6, 2003) ...... 117 Table 25. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program (CIP), Year 2003 through 2027(March 6, 2003) ...... 119

List of Figures Figure 1. Neighborhood Districts...... 51 Figure 2. Commercial Development Comparisons...... 54 Figure 3. Commercial Corridor Building Frontage...... 55 Figure 4. Commercial Site Design ...... 55 Figure 5. Commercial Site Design ...... 56 Figure 6. Downtown ...... 59 Figure 7. University Neighborhood ...... 60 Figure 8. Vance Neighborhood ...... 62 Figure 9. Southwest Neighborhood: Garriott Road ...... 63 Figure 10. Roadway Design...... 64 Figure 11. Commercial Redesign with Existing and Liner (new) Buildings ...... 64 Figure 12. Interconnected Parking ...... 65 Figure 13. Parking Plan ...... 66 Figure 14. North Central Neighborhood...... 66 Figure 15. Northwest Neighborhood ...... 67 Figure 16. East Neighborhood...... 68 Figure 17. Nodes ...... 75 Figure 18. City Center ...... 78 Figure 19. Mixed Use...... 79 Figure 20. Land Use Map (1) ...... 84 Figure 21. Land Use Map (2) ...... 85

Enid Metropolitan Area Comprehensive Plan 2000-2025

ACKNOWLEDGEMENTS

On behalf of the Enid Vision 2025 Committee, we express appreciation to Enid's Mayor and City Council for this opportunity of service to our community.

We especially thank Enid's City Manager and staff along with all community professionals who have assisted, as a valuable resource to the committees efforts in formulating, this our vision for Enid.

We acknowledge our initial organizational focus and thank the University of Kansas, Public Management Center, for their assistance in leading two one day sessions in Enid, which helped us more clearly define our mission. In particular we appreciate the efforts of Mr. Joe Harkins, Director and Dr. Marvin Stottlemire, Assistant Director. We appreciate the City's efforts to bring in Dr. Robert H. Freilich and S. Mark White, national growth management attorneys, and planners, to assist in focusing the plan towards effective implementation.

While our presentation is of local origin and citizen driven, we have benefited and recognize the research and efforts of others in the development of similar plans. We have read and reviewed community land use plans and ordinances developed and in place in Ardmore, Edmond, Lawton, Norman, and Stillwater in Oklahoma, Hutchison and Salina in Kansas, Bozeman in Montana, Brea in California and Ft. Collins, Colorado. Further we express sincere appreciation to Mr. Rick A. Smith, Financial Advisor and Mr. Allan Brooks, III of Fagin, Brown, Bush, Tiney & Kiser Enid’s Bond Counsel for their invaluable service and assistance.

The value of the internet and cyberspace has further enabled extensive access of valuable information from sources to numerous to mention, excepting that we have found the National Civic League, based in Denver, Colorado to be most helpful.

Lastly, but certainly not least, we thank the citizens of Enid. Through their future interest, support and understanding, we believe that all things are possible and that Enid can and will embrace a future vision of quality, for itself. Hopefully our efforts have and will encourage this new beginning, insuring a 2025, for which we will all be proud.

In Appreciation

Enid Comprehensive Plan Committee

Vision 2025

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PREFACE

This Metropolitan Area Comprehensive Plan has been prepared pursuant to the authority of Oklahoma’s City-County Planning and Zoning legislation (Title 19, §§ 866.1-866.34 O.S.A.). The City and County have a long history of joint planning. The Enid/Garfield County Metropolitan Area Planning Commission (MAPC) was established by the City and County on October 21, 1957 through a joint agreement. This document reflects a continuation of these longstanding efforts.

The City-County Planning and Zoning legislation provides that the comprehensive plan, at a minimum, constitutes a policy document relating to the physical development of Garfield County and the City of Enid. It contains objectives, standards and principles for land use planning, and recommendations for the most desirable pattern of land use within the metropolitan area, and is designed to guide the preparation and use of land development regulations and development approvals. These are included in Chapters 2, 5 and 7 under the heading “Policies.” In developing these policies, the MAPC has analyzed information, and studies of physical, social, economic and governmental conditions and trends such as:

• Physical data such as topography, climate, soil and underground conditions, water courses and bodies of water and other natural or environmental factors, • The present and prospective economic bases of the metropolitan area, past and future trends of industry, population or other developments and the habits and standards of life of the people of the metropolitan area, and • The relation of land use within the metropolitan area to land use in the adjoining areas. The plan establishes policies for future land use patterns such as residential, manufacturing/industrial uses, commercial, recreational, and mixed uses. This includes a generalized map of land use categories, and policies relating the compatibility of various land uses.

Capital improvements have a profound impact on a community’s physical form and quality of life. This plan addresses a number of key capital improvements issues such as transportation, education, water, sewer, and other improvements and the appropriate mechanisms to fund such infrastructure.

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The Plan is organized into a number of Chapters. “Enid Vision - 2025” establishes a number of priorities that have shaped and focused the plan’s objectives, standards and principles. The Introduction provides a background discussion of the Plan’s overall policies and how they were developed. Chapter 2 describes the City’s neighborhoods, addressing neighborhood issues such as rehabilitation, housing, beautification, and preservation. Economic Development policies are established in Chapter 4. Chapter 5 establishes principles for the development, design, extension and financing of public infrastructure. Chapter 7 is the Future Land Use Element of the Plan. This element describes the principles governing land use patterns, land use compatibility, and densities or intensities, and establishes the policy that land development regulations and development approvals should be consistent with the Comprehensive Plan's goals, objectives, policies and strategies. Chapter 8 establishes principles and procedures for implementing, administering, and amending the plan.

The Plan also includes a number of appendices. Appendix A includes the demographic forecasting and planning assumptions that were used to determine the amount of land allocated to each land use category. Appendix B includes the financial projections and a list of proposed capital improvements necessary to implement the Plan's objectives for orderly development. Appendix C includes guidelines for preparing neighborhood plans. These appendices contain important technical and planning information, and are incorporated into the plan and considered an integral part of the plan. ENID VISION - 2025

As a community, we shall maximize our strengths and minimize our weaknesses to protect and strengthen Enid's historic, cultural, and economic assets. This Comprehensive Plan encourages the enhancement of the metropolitan area's quality of life through orderly and fiscally responsible development.

Local Government (City, County, School Districts) should reorganize to maximize efficiencies without duplication to prevent governments from becoming impediments to the quality and responsive progress and development of the City and region.

As a regional center, Enid's Central Business District must embody a common vitality and mix of commerce, cultural, tourism, convention, recreational and residential activity. Public/Private partnerships should be encouraged and infrastructure expanded and maintained to support the Center's growth and development, while minimizing regulatory impediments and restrictions to economic and housing growth.

The community must provide enhancements to its public infrastructure to insure sustainable safe support facilities, utilizing incentives to discourage continued urban sprawl with a greater emphasis on infill development.

Neighborhood redevelopment, community beautification, and historic preservation should be encouraged by and through redevelopment plans in targeted areas. Supported by development incentives that encourage profitable public/private partnerships, ensure clearance, tree removal, sidewalk improvement, and street light upgrades, while respecting the cultural/historical heritage of the community.

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Enid and the surrounding area is envisioned as a region achieving and sustaining superior quality of life and opportunity for young adults by providing education from pre-school through post-graduate levels that is readily accessible, comprehensive and affordable. To achieve this vision, a system of public institutions well housed, adequately staffed, efficiently administered and working with one another can ensure high standards in per capita income, job and population growth, and provide a receptive environment for business and industry through a well educated work force.

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CHAPTER 1: INTRODUCTION

Background of Planning in the City of Enid The City of Enid has had a history of planning. In 1961, the Enid Metropolitan Area Planning Commission prepared a plan entitled A General Plan Study. In 1966, the Enid Metropolitan Area Comprehensive Plan was prepared and in 1976 a revised version was developed which established a plan for community development for the period through 1996.

In 2000 the Mayor and City Council initiated a community driven effort to evaluate, modernize and update Enid’s Comprehensive Plan. In June of 2001, a designated project manager and 31 appointed volunteers, together with City staff and professional advisors, were requested to initiate recommendations for planning commission/city council and public consideration of a plan containing major goals, objectives and policies for the City’s future vision, desired land use, civic and physical infrastructure, qualify of life criteria and financial priorities.

Initial efforts focused on Enid’s a review and analysis of the 1976 Comprehensive Land Use Plan, its strengths, and weaknesses, together with the creation of a vision statement.

The 1975 planners did not anticipate or foresee the boom-bust cycle of the 1980’s in calculating their projections. This severe swing in population and land use activity dramatically impacted the community’s growth, leaving Enid and Garfield County in 2000 with a just slightly larger population than in 1970.

The 1976 plan, which projected 1995 population for Enid and Garfield County of 68,400 and 76,000 respectively, was an overreach resulting in excessive acreage being designated for commercial, industrial, and residential intensities. Nevertheless, the plan’s 1970 base data, findings, concepts and methodology have been found to be sound and of value to the committee in the forecasting and development of its vision for 2025.

During the twenty-four years since the adoption of the 1976 land use plan; there were 107 amendments in the initial eight years, with only eleven amendments averaging 1.5 per year needed since 1984. Thus, 90% of plan changes occurred during the boom cycle of the late 1970’s and early 1980’s in an attempt to accommodate the unanticipated rate of growth the community was experiencing.

The 1976 Plan did not, however, have a mechanism for periodic comprehensive review. Major problems since 1976 needing correction have been the sprawl to the west and the erosion of the City’s designated commercial nodes. Plan weaknesses were revealed in the lack of specifics relating to quality of life standards and criteria. Neighborhoods throughout Enid have been in various stages of decay and deterioration, without a meaningful recommended remedy.

Physical infrastructure and transportation needs through 1995 were addressed at length, yet lacked an accompanying capital improvements financing strategy. Numerous statistics were presented on the demographics of Enid’s population, without suggesting specific plans for future community development and redevelopment needs. 5 Enid Metropolitan Area Comprehensive Plan 2000-2025

While the 1976 plan addressed the need to maintain a strong and viable City Center, it failed to anticipate the impact of mall development and urban sprawl on Enid’s Central Business District. The Plan's major omission was the need to address Enid’s future economic development. The loss of Phillips University and significant portions of the community’s employment base together with the fear associated with the threatened closure of Vance Air Force Base, were not anticipated or foreseen.

Lastly, the plan failed to focus on the need for the efficient organization of all levels of local government (City, School and County) to maximize the delivery of public services and to insure a planned and coordinated program of public finance with public understanding and support.

This assessment and evaluation of the 1976 Plans notwithstanding, the committee recognizes that substantial progress has been made over the past two decades. During this period of bust, recovery, and post recovery, the community is poised to begin an extended period of steady growth. In developing this blue print, the current plan addresses the following set of factors:

1. There will be fewer public dollars available for dealing with critical needs; 2. Challenges and problems, and the solutions to them, will increasingly require joint responsibility of local government (City, County and Schools), working in a spirit of public-private partnership with the economic community; 3. Decision making will need to stress efficiency, cooperation, integrity and responsibility in local governance; 4. Increasing diversity – racial, ethnic, religious, cultural, socio-economic, age, physical, and mental ability will strengthen the community, but also require a high level of concern to avoid potential division and polarization. In developing Enid’s vision 2025, the committee defines its comprehensive land use recommendations as a blueprint depicting what we desire Enid to look like and be in the future, inclusive of a strategy and a set of policies for achieving those goals and with a mechanism insuring periodic evaluation to adjust for changing conditions. As previously discussed, much of the 1970 base data was found to be reasonably reliable as Enid in 2000 continues to reflect a similar size albeit with a somewhat different setting. Nevertheless a new focus and set of priorities are required. The following changes to the 1976 Plan setting are critical to note:

1. While Enid’s City Center has undergone major transformation from one of strong retail to a mix of specialty retail, professional, financial, cultural, recreational and governmental services, continued emphasis must be placed on its further growth and development as the heart of our community.

6 Enid Metropolitan Area Comprehensive Plan 2000-2025

2. Neighborhood decay and deterioration has resulted in significant clearance of sub-standard housing along with tree removal and sidewalk repair, but much remains to be accomplished as conditions in general have worsened. 3. Significant population shifts have occurred from Enid’s East and Central sections to the West and Northwest and the average age has increased from 29.5 to 37.7 years. Greater differentiation and availability of housing types and walkable neighborhoods will be needed. 4. Enid’s minority population has grown significantly from 5.8% in 1970 to 11.7% in 2000. 5. Substantial improvements in available water supply, storm water improvements, sanitary sewer, parks, transportation and public facilities have been undertaken in the past 30 years, but the area continues to be heavily undercapitalized with infrastructure continuing to age and with population shifting the cost, need and usage of infrastructure without concomitant economic growth. 6. Development since 1970 has resulted in a need for less acreage dedicated to medium and heavy intensities, particularly for industrial and non-residential development. With the committee’s study and evaluation of Enid’s previous planning efforts and in particular the 1976 Comprehensive Land Use Plan, the following criteria and priorities have been established as a guide in the development of its Enid Vision 2025.

1. The committee findings and recommendations are predicated on the continued viability of Vance Air Force Base and that no other unforeseen or catastrophic long term economic event occurs throughout the planning period. 2. The committee adopted a .005 rule. That is to project an on-average straight-line twenty-five (25) year population growth compounded at one-half of one percent per year. This projects 2025 population for Enid and Garfield County at 52,000 and 64,000 respectively, well below the estimates of the 1976 Plan for 1995 population 3. The community will be viewed as a composite of neighborhoods (seven in total) with our “Downtown” neighborhood its heart or hub, with the others connected by transportation links. 4. The plan strives for greater overall density, encouraging infill development and maximizing use of existing public investment in infrastructure, with an emphasis on quality of life issues and priorities. 5. Mixing of compatible uses will be encouraged, along with open space design and proper utilization of “environmentally sensitive areas”. 6. Plan implementation procedures and policies will be more specific and clear. Overlay development policies provide for improvement districts, historic districts, redevelopment districts, an airfield environs district, and corridor enhancement areas.

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7. Enid as the fourth largest free standing community in Oklahoma must organize itself to insure proper representation on all available boards and commissions at both the state and federal levels of government, to secure and maximize our receipt of taxes and revenues and aggressively and skillfully pursue all appropriate grant opportunities. This must include a properly funded and staffed Development Services (Community Development) Department to insure consistent implementation and community involvement in this plan while developing and enhancing Enid’s civic infrastructure. 8. The City of Enid must re-evaluate its priorities and, if necessary, revise its allocation of public resources to insure they more effectively meet Enid’s needs and the desires of its citizens. We must shift from a market driven and/or complaint driven reactive response to community needs to a more prioritized, programmed pro-active and inclusive approach to community development and problem solving. 9. A capital improvements financing plan shall be developed and proposed envisioned through 2025. The needs will be prioritized based on five, five year increments over the twenty-five year planning period with a public-private funding plan which establishes a level and stable rate of taxation designed to provide for adequate public facilities for future growth and elimination of past deficiencies. The CIP should eliminate piecemeal, short-term crisis-oriented funding programs and duplication of public services. Prepared and Presented by: Tom Sailors, Project Manager

Role of the Comprehensive Plan One of the purposes of the Plan is to provide the framework for future decisions relating to physical development of land, including land use, zoning, transportation, public works improvements, land development regulation and development approval. The ultimate decision about whether to implement these recommendations resides with the governing bodies – the Enid City Council and the Garfield County Commission. Many of these recommendations require long- term efforts, and it is anticipated that underlying assumptions and data may change over time. These changes will be influenced by global, statewide and national trends as well as new policies that address changing conditions and new opportunities. This plan provides a basis for future decisions, but is not intended to be a binding document that requires strict compliance.

The Comprehensive Plan is, in effect, a “constitution” for future regulatory and capital improvements decisions pertaining to development in the City. The fundamental purpose of the Comprehensive Plan is to provide guidance for future legislative decisions. Legislative decisions are those involving changes in the City’s ordinances and regulations relating to development. Examples of legislative decisions include revisions to the zoning or subdivision regulations, rezoning amendments, the capital improvements program, annexations, preservation of corridor right-of-way ordinances and budgetary decisions. The plan does not alter existing entitlements, such as the permitted uses on a given property, absent legislative action.

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An important feature of the plan is the guidance it creates for zoning districts and especially future actions that are proposed to reclassify a property from one zoning district to another. In some cases, the Plan calls for placing a property in a more restrictive district, with more restrictive development standards (such as restrictions on uses and minimum lot sizes). Such standards reflect the need to adjust to neighborhood conditions, protect surrounding neighborhoods, or to protect natural resources or rural areas from inappropriate development. The plan, and much of the data, studies and policies of the plan, suggests the need for some reclassifications. The plan does not, however, automatically rezone property. Landowners remain free to develop property as presently zoned, absent legislative action to implement the plan.

Rezoning permits more intensive land uses than the current zoning classification. Rezoning will only be considered when it advances more than mere benefit to the property owners by creating needed public benefits such as civic, commercial or employment uses not currently available and such additional intensity is located in commercial nodes, where buildings with greater floor area ratio or height can enliven the streets and enhance surrounding neighborhoods. Rezoning will not automatically flow from a change in the plan’s land use categories. Legislative action is needed to reclassify the property to another district.

Rezonings shall be evaluated for consistency with the policies of this plan as one factor in assessing the reasonableness of the rezoning. As articulated by the statutes and case law in Oklahoma and adjacent states, the following additional factors shall be consulted:

1. The relationship of the proposed uses, building forms, and development intensity to the public health, safety, morals or general welfare of the City and the region. 2. Whether the rezoning is consistent with the comprehensive plan (including the Land Use Map), the policies pertaining to development in the particular neighborhood, and any adopted neighborhood plans. 3. The impact of the rezoning on the adequacy of street, water, sewer, stormwater management, solid waste, schools, and other public infrastructure, at the levels of service established in the comprehensive plan or capital improvements program, including the priorities and scheduling of improvements. 4. General character of the neighborhood, the nature of the subject property and surrounding property, the use to which each has been put in the past, recent trends of development, and the zoning of the adjoining block. 5. The extent to which the rezoning will detrimentally affect nearby property. 6. The length of time the subject property has remained vacant as zoned. 7. Whether there has been change in conditions in the neighborhood or corridor that alter the property’s comparative value for the uses to which it is currently zoned.

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8. The suitability of the subject property for the uses to which it has been classified. 9. The relative gain to the public health, safety, and welfare by the rezoning compared to the hardship (if any) imposed upon landowners. 10. Written findings of fact, policy and law support the rezoning classification. As this discussion indicates, the Comprehensive Plan is broad in its scope. It is a flexible guideline for future growth, both public and private. The remaining Chapters of the plan describe how the plan works.

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CHAPTER 2: NEIGHBORHOODS

City Center (Downtown) Enid enjoys a unique Downtown (City Center). It forms a self-contained hub to which the other areas and neighborhoods of Enid are linked. The city Center constitutes the heart and nerve center of Greater Enid and Garfield County.

The Plan considers the community’s City Center as one of seven distinct and designated neighborhoods. It is and should remain the core area and hub to which connectors or transportation arteries link the other six.

The livelihood of the City Center has been challenged over the past twenty plus years with the development of other retail centers, specifically the Oakwood Mall on West Garriott. An effort to transform the City Center to a financial and professional center, together with specialty retail development, augmented by an increased emphasis on cultural and tourism activities, was launched in the early 1980’s.

City Center is anchored by the County Court House, Federal Building, Enid/Garfield County Library, Convention Center, City Hall, Central Police and Fire Facilities and Enid’s Board of Education facility within three to four blocks to the South and West. In 1981, with the successful passage of a 5% hotel/motel tourism tax, the City acquired a full block on the City Center south side and developed and constructed the Cherokee Strip Conference Center, with an historical preservation emphasis. The public and private sector developed guidelines to effect streetscape and storefront design criteria. Enid Main Street Program, which helps ensure full use of the Conference Center and the square it bounds, currently manages the Cherokee Strip Conference Center.

Since the early 1980s, the City Center has seen a successful transformation. A combination of private and not for profit investment in the City Center during the past twenty years has exceeded public investment by 3 to 1. This includes the development of a hands-on children’s museum and outdoor children’s recreational facility, a newly renovated space for Enid’s Symphony and Little Theater, and the construction of a state of the art baseball complex. The restoration of many older buildings has occurred along with the construction of mid-block access to the City Center’s core area, pocket off-street parking facilities and major renovation to high-rise office buildings. In addition, the Streetscape Plan has been implemented with the completion and beautification of corner nodes, lighting, and street furniture.

On the periphery of the City Center, two major hospitals have expanded, ensuring Enid’s future as a major medical center. Significant improvements to park facilities and the development of a historical complex adjacent and to the south and east of the City Center and the designation and development of a historical neighborhood district to the City Center North and West have also occurred.

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While a great deal has been accomplished, our City Center continues to face many challenges. First and foremost, to accomplish and maximize our future vision we must be vigilant in protecting and insuring the continuing vitality of all existing assets.

To date, our transformation has relied on the premise that the major governmental influence in our City Center core area would continue.

The Federal Building is underutilized and we recommend that arrangements be made by the County to occupy portions of it to alleviate Court House overcrowding and to satisfy concerns of judicial services within the County. We also recommend that the U.S. Postal Service construct a state of the art mail distribution center in Enid, outside our core area, which not only insures next day local mail service but also frees additional space, while eliminating truck activity in our City Center. Mail service and post office boxes and other postal services should remain as part of the City Center federal building.

Public consideration should focus on the need for new public assets in our City Center. As a hub or center for Enid at large, we must improve and enhance our visual and transportation linkage to all community sectors. The following improvements are suggested:

• The acquisition of two blocks between Grand and Independence from Oklahoma to Garriott with the construction of a Southern City Center entry representing a greenway, complete with an outdoor amphitheater, fountains and pathways. • The exterior modification and conversion of Convention Hall to a theater for the performing arts, complete with new and state of the art Little Theater facilities. • The construction of an indoor sports arena contiguous and east of the Convention Hall. • The conversion of East Broadway to a Parkway from the railroad crossing on the City Center east side to 26th Street, complete with center medians, turn lanes, plantings, beautification and possible utilization of a trolley service to link the City Center with the East side and the growing and expanding university community. • The construction of a highway interchange from Enid’s North Van Buren overpass to Kenwood Boulevard and the City Center. • Securing a hotel to serve the needs of the City Center and medical community through incentives and enhancements. • A permanent information kiosk on the Court House lawn and prominent directional signage to the City Center.

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We encourage continued target and niche marketing activities to attract specialty retail to the City Center, inclusive of bookstores, a movie theater, eateries and an entertainment district, along with the development of loft apartment living, a tourist bus to shuttle guests from one location to another, increased use of the Cherokee Strip Conference Center by out of town guests, regular events taking place on the Court House lawn, incentives for property owners to protect the historic integrity of their property, along with eligible historic designation. Parking is always a City Center consideration and as these and other projects over this twenty-five year period develop, consideration should be given to off- street parking facilities, as required.

In addition to the mostly physical issues addressed, the committee has reviewed and submits the following administrative policy and procedural recommendations, as they apply to the City Center.

New Construction Standards

New construction in the City Center hasn’t always been consistent for overall physical and architectural compatibility. Many recent additions are incongruous with traditional architecture in the City Center. Standards for new construction in the City Center should be established in conformance with renovation guidelines in place and particularly applied to store front design.

Revised Building Codes

A key component to the City Core revitalization is the use of upper floors as apartments. Our building code currently requires these rehabilitations to be brought to standards that are often perceived to be cost prohibitive. Flexible code amendments should be considered that would allow residential uses while not sacrificing the public's health, safety and welfare.

Redevelopment Financing Options

Oklahoma has five statutory provisions for addressing neighborhood needs.

1. Urban Renewal Districts - Authorized by referendum 2. Business Improvement Districts - Voluntary assessment districts 3. Redevelopment Districts - Plan must be approved by City. Enid has a plan of record and a public trust currently in place. This plan should be implemented upon updating. 4. Tax Increment Financing - Not presently available to support debt due to questions regarding constitutionality. Possible solution to operational needs. 5. Enterprise Zones - a large portion of Enid’s CBD City Center is so designated, qualifying eligible businesses for twice the otherwise allowed investment tax credit against Oklahoma’s State Corporate Income Tax.

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To attract people to Enid’s City Center, we must compete with many other options available to consumers. Due to our size and location this is not an easy task. In essence, this plan seeks to create a thriving center of culture, tourism and recreational activity, offering an improved quality of life for all of Enid. In particular, it is our goal to attract higher education students, together with service personnel from Vance, by creating a more entertaining and interesting city center.

The development of residences in the Center City is a significant quality of life issue for the young; much of the activity in the City Center is employment based and it closes at night. Evening activity is essential to bring the area to life and to insure confidence in its safety. With lights on and other attendant activities available for residents, our City Center will become a desirable option, resulting in the creation of an active, interesting and entertaining environment.

Three options should be encouraged: loft apartments; construction of new apartments within walking distance of the core area and, lastly improvements to adjacent neighborhoods, such as the Kenwood District.

We have previously discussed the need for enhanced outdoor recreational and cultural activities in the City Center. Educational opportunities should also be pursued. Steps should be taken to establish educational programs in the City Center. A partnership with the universities to offer classes and cultural events utilizing existing cultural centers should be explored.

The plan provides for a consistent and sophisticated approach to the use of public and private investment and regulatory measures to further stimulate the economy and civic life in the City Center. Positive controls on land use coupled with an end-oriented plan for the redevelopment of our City Center is the path to a better quality of life.

Revitalization Target Areas The Plan adopts policies seeking a part of the predominant new growth from westward sprawl areas to neglected older areas. Citizens must be encouraged through all means available to maintain and improve their properties. City infrastructure in older areas should be well maintained. Target areas should be designated annually. All community resources, such as programs like Habitat for Humanity, CDSA Housing, Christmas in April, and CDBG priority funded programs should be encouraged to work in the target area.

The Southern Heights Neighborhood, Downtown Area, and University Area have been informally targeted for improvement and are receiving needed attention. This should continue. The Courts addition (just East of Cleveland and South of Garriott) is deteriorating. The committee feels that this area will be addressed by private enterprise since it is zoned commercial and in a prime location. However, the committee recommends that the Randolph/Broadway/Maine Corridor from the University to Cleveland be added as a target area. In addition, a large area just north of downtown should be added as a target area.

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Plan policies provide for target areas to focus on areas of strength, and then have contiguous growth move outward. For example, the University is an area of strength. The surrounding area should be improved, thus encouraging improvement in a widening contiguous area. The target area should not be an area that is isolated, and in such decline that there are no identifiable areas of strength.

A corridor from downtown to the university is a priority area for community investment. Downtown should become a social center for the expected increasing student enrollment at Northern Oklahoma College and Northwestern Oklahoma University. The corridor (Broadway) from the Northwestern University to downtown should include sidewalks, bike paths, and attractive student housing. It should be well lit and have a feeling of safety. Trees that are in poor condition should be removed and a re-planting program should be designed and implemented. Curbs in poor condition should be repaired and property owners should be encouraged to remove dirt that covers existing curbs. Randolph and Maine should be considered primary automobile traffic corridors and improved in much the same way except that Broadway should have more focus on foot/bicycle traffic.

Tools To Make Revitalization Happen

The City of Enid Planning Administrator should designate target areas. This target area should be named and well publicized. Services should be prioritized and a significant portion focused in the annual target area. Focused programs and services should include:

• Active enforcement of ordinances • Paint projects • Infrastructure improvements • Rehabilitation programs • Promotion of special financing to encourage home ownership in the target area • Neighborhood cleanup/pickup of trash • Tree removal and replanting • Neighborhood organization • Creation of a neighborhood standing committee staffed by Planning Administration • Development of a Publicity/Promotion plan Since deterioration has occurred over a long period of time, short-term solutions may not be possible. By choosing areas within the larger target, immediate benefits would be seen and would encourage improvement in surrounding areas. It is possible that grant resources are available to support programming.

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A house-by-house survey of the target area should be conducted every year. Particular structures could then be targeted for demolition, rehabilitation, or program services. Properties that are available for sale and rehabilitation should be compiled in a list format and publicized on the city web page and through the Development Services (Community Development) Department.

Development Incentives

Private development that “but for” subsidies and incentives would not be economically profitable for development, but which have significant public benefit, should be encouraged.

A committee should be designated with the responsibility of encouraging redevelopment in targeted areas. The City of Enid should identify potential sources of funding and programs should be developed to meet funding guidelines.

Financial incentives should be considered to bring substandard housing up to code. Sources of funding for rental rehabilitation should be explored since many houses in the target areas may be rental properties. To qualify, a landowner for a funding subsidy the landowner should match the investment and contract to keep the renovated rental unit in good condition for a specified period of time. The subsidy could be in the form of a deferred payment loan. Portions of the loan could be forgiven over time if the landlord meets certain conditions. The loan should be secured by a lien against the property. The city should consider establishing an annual multi-family housing licensing program with a bonding requirement to maintain the property in the event of property owner default.

The main disincentive to redevelopment of deteriorated areas is one of economics. There is little economic incentive to undertake widespread redevelopment. Property values are low and the cost of construction high. The public has the mythical notion that property values will continue to decline in the older areas of town and that the older areas of town are not safe places to live, which is contra-indicated by the value of housing actually being built in infill areas. While there are no large plots of land available for development in the older areas of town neighborhoods exist where new construction can be built among the mix of well-maintained and poorly conditioned properties. There is no single area where all houses are in such poor condition as to indicate widespread demolition. The community continues to see new construction occur on previously undeveloped land. Most recently, new residential construction has been limited to houses in the over $100,000 range which is not affordable to most working families, and not compatible with houses currently located in areas that need in-fill construction for redevelopment.

Appropriate revisions to the zoning ordinance should be considered in order to encourage redevelopment. These are discussed in greater detail in Chapter 7 (Future Land Use).

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Demolition

Some existing housing has become so deteriorated that demolition is the only solution. However, dilapidated housing is not concentrated in any single neighborhood. A house in very poor condition is often located next to a well- maintained property. Demolition therefore offers the prospect for neighborhood improvement. Adequate funding should be in place to adequately fund demolitions. A separate increase in funding should be considered as part of a targeted revitalization program.

Beautification of Entry Way Corridors

There should be a noticeable difference in maintenance and appearance when entering Enid on the entryway corridor highways. The entrances to our town should let all who enter know that this community has pride in its appearance. The city should take a leadership role in establishing and promoting a beautification program. A publicity campaign should be instituted and promotion should be year round. The “Enid Signs” should be on a regular maintenance schedule to ensure that they are attractive. Plantings should be reviewed and renewed seasonally if necessary. Responsibility for these areas should be placed with the Park Board. The North/South and East/West highways as they enter and extend through Enid should be targeted for beautification. There should be a zero tolerance for code violations and proactive code enforcement along these highways.

Nuisance ordinances should be enforced, particularly in areas where no restrictive covenants exist. Salvage yard fences should be opaque and operators who maintain clean operations should be cited. The City should prohibit livestock in residential areas.

Through the “care of premise” program, owners are notified of violations and given a time period within which to respond. According to code enforcement, 75% of persons respond to correct the violation within the prescribed time period. The remaining 25% require the city to hire a contractor to resolve the issue. Of the amount budgeted for this part of enforcement, 85% is recovered annually from property owners. The committee recommends increasing funding in this area. This is a wise use of funds since most money expended is recovered eventually.

The Clean Up Program seems to be operating very efficiently. A compromise solution might be in order. Committee members believe that the current method of picking up limited amounts of trash at the curb, once per year when citizens call, should be supplemented in the Spring with well promoted drop off sites moving from ward to ward. The program should be publicized so that more people take advantage of it.

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Historic Preservation

There are currently two historic preservation districts in Enid, the Kenwood and Waverly Additions. The Kenwood Addition is eligible for CDBG funding based on income levels. The Waverly Addition is not eligible for CDBG for the same reason.

Historic district restrictions focus on the exteriors of properties within the district. The Historic Preservation Commission reviews cases. The Historic Preservation Commission is made up of City Commission appointees selected from different categories. Membership includes an architect, realtor, residents of the district and others. Decisions of the Historic Preservation Commission can be appealed to the City Council.

There is some interest in the community for another historic district in the Kisner Heights Addition. It is the consensus of the committee and other interested parties that future historic district designations should start from the neighborhoods.

Neighborhood Policies Define broad target areas for neighborhood revitalization.

1. Redefine small target areas within the broad target annually. 2. Encourage all available programs and services to work in the target area. 3. Fund an annual paint project for the target area. 4. Create appropriate development incentives. 5. Ensure that any disincentives to development are eradicated. 6. Expand the demolition program. 7. Target city entryway corridors for increased mowing, maintenance, and overall beautification. 8. Enforce existing clean-up ordinances, expand “care of premise” program. 9. Create nuisance, health and environmental ordinances to prohibit livestock, non-domestic animals, and excessive domestic animal husbandry that is not appropriate to residential areas. 10. Expand Spring Clean-up Program to include drop-off sites. 11. Institute a year-round public relations program regarding beautification and pride in property. 12. Continue to support historic preservation in the Kenwood and Waverley Districts with CDBG funding as available. 13. Operate a professionally staffed City of Enid Development Services (Community Development) Department.

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14. Appoint a citizen’s advisory committee to develop and aggressively implement a creative and ongoing neighborhood revitalization/preservation plan. The Community Development Director Planning Administrator should provide staff support to this committee. 15. Allocate CDBG funding to the target area. 16. Allocate funding for prioritized infrastructure improvements to the target area. 17. Adopt zoning policies consistent with the Future Land Use policies (Chapter 7). 18. Review the long-range plan on 5-year intervals every five years to insure that the plan has not become obsolete due to unforeseen circumstances. 19. Reclaim curbs with the use of a street sweeper to remove buildup of dirt and grass. 20. Mowing of right of ways and parks should meet high standards. Grass should not reach heights exceeding three inches. 21. Develop quiet corridors at railroad crossings.

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CHAPTER 3: EDUCATION

To achieve our vision of comprehensive education from pre-school through post- graduate levels for all residents, the following is recommended.

1. Public educational institutions work together to provide “seamless” education up through college and university levels: acknowledging and crediting accomplishments of students at every preceding level of work.

A. Enid Public Schools will continue a cooperative arrangement with Autry Technology Center, Northern Oklahoma College and Northwestern Oklahoma State University.

B. Enid Public Schools will continue to review, rewrite and develop a curriculum in grades Pre-K - 12 which focuses on knowledge and skills needed by students to lead successful, productive lives.

C. Enid Public Schools’ curriculum will be comprehensive, properly sequenced and broadly scoped to insure all students have exposure to knowledge and information.

D. Establish an advisory committee to facilitate the movement of students among the various public and private educational institutions in the Enid area.

E. Continue the NOC/NWOSU Advisory Council and its mission of smoothing the transition of students from one institution to the other.

F. Use area-wide marketing to increase public awareness of the opportunities available due to the degree of cooperation among the various educational entities.

2. Public educational institutions provide quality education and training that emphasize core curriculum and emerging educational and vocational needs by providing new courses and training to meet such needs.

A. All public institutions will provide quality instruction by hiring the best available teachers and offer opportunities for professional development.

B. All public institutions will continue to evaluate its curriculum and instructional techniques to provide state of the art programs.

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3. Public institutions should develop long-term facility plans and communicate these plans to the community: with the City and the State working together to fund these needs and provide up to date facilities for all institutions, including new legislation to provide more versatile financing means if necessary.

A. Enid Public Schools has received and prioritized a comprehensive facility study. Joint City/School funding be considered through the combined use of both property tax and Sales Tax revenues was passed in February, 2003 to begin to meet these needs.

B. All public institutions will work cooperatively with the City of Enid, County Commissioners and our community leadership to secure support and funding for facility needs.

4. Public institutions should be alert to changing technology, especially that which offers broader, more effective and affordable access to education and training.

A. Enid Public Schools will continue implementing its current plan, which is designed to keep them on the “cutting edge” of technology.

B. Enid Public Schools will continuously revise and update the plan to reflect advances in technology.

C. Expand NOC and NWOSU course offerings through the use of the Internet, interactive television and other emerging technologies.

D. Use technology to bring additional courses and programs needed but not currently offered by local institutions.

5. Consolidation and reorganization of existing school districts in Garfield County should be evaluated to see if more comprehensive, more effective and more economic opportunities can be provided to residents of Garfield County by such action.

A. Enid Public Schools will work with other districts and governmental entities to facilitate a study of school consolidations.

B. Enid Public Schools will support efforts by the State legislature to design and develop comprehensive districts.

6. Autry Technology Center should provide a broad spectrum of career technology training and education for existing and incoming industry and business, as well as for training of young adults and retraining of adults of any age.

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A. Identify the needs of the community and be responsive to those needs.

1. Utilize an all-school advisory committee composed of representatives from industry and the community.

2. Establish and maintain community, industrial and business contacts.

3. Establish and maintain professional relationships with cooperating agencies.

B. Provide instructional programs for the purpose of training, retraining and upgrading of skills.

1. Provide each individual with knowledge of basic skills.

2. Provide opportunities for growth and development through career student organizations.

3. Supervise the development, evaluation and implementation of professional teaching aids, materials and equipment to ensure compliance with industry standards.

4. Utilize industry advisory committees within instructional programs.

5. Utilize a “core” curriculum concept within related instructional programs.

6. Increase the articulation between secondary, full-time and short-term programs.

7. Utilize performance-based instructions.

C. Communicate the role of Career and Technology Education in securing our economic future.

1. Strengthen relationships with workforce and economic partners to effectively and efficiently build the economy.

2. Strengthen relations with all educational entities to ensure seamless education from middle school through post-secondary education to the workplace.

D. Focus on performance and quality.

1. All programs have access to technology used in industry.

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2. Programs are validated with changing industry needs.

3. Customize training to meet the immediate needs of existing and incoming industry.

E. Promote opportunities in career-technology education to the general community and business and industry utilizing Public Information Activities.

1. Provide information to schools, students, parents, business/industry and the community regarding opportunities available at Autry Technology Center.

7. Higher educational institutions in our community continue to expand their course offerings and degree programs on the Enid campuses, increasing the presence of staff, faculty and students, thereby enhancing economic and cultural affairs in our community.

A. Expand the available scholarships for local students to attend higher educational facilities in Enid.

B. Perform a higher education needs assessment for the Enid area and schedule periodic updates.

C. Continue to serve as an educational, economic, cultural and social resource for the Enid area.

D. Continue to expand Enid-based course offerings and programs a determined by needs assessment.

E. Increase financial support for Enid area higher education.

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CHAPTER 4: ECONOMIC DEVELOPMENT

To achieve our economic development vision of high standards in per capita income, job and population growth for Enid and the surrounding area, the Plan adopts the following policies:

1. Economic development entities must work to facilitate increased cooperation, coordination and prioritization between the City of Enid and Garfield County on public funding issues that affect the regional economic climate; City-County governmental consolidation should be explored to evaluate possible public funding efficiencies.

A. Organize quarterly meetings with City officials, County officials and representatives from the business and educational community to establish public funding priorities.

B. Identify specific governmental services that may be delivered more efficiently with a coordinated effort between the City and County (e.g. jail, law enforcement, streets & roads, Expo Center, etc.)

C. Encourage and facilitate City-County partnerships and contracts that can improve identified governmental services and deliver them more efficiently. (e.g. promote inter-local government agreements that eliminate duplicate services.)

D. Investigate and evaluate the legal ramifications and legislative changes that must be made to formally consolidate City and County Government.

E. Implement City-County consolidation if possible and identify the additional benefits and savings that cannot be achieved through inter-local agreements.

2. Emphasis should be placed on improving and developing regional highways and roads that will support and enhance economic growth.

A. Ensure that the City prioritizes streets and roads in the Capital Improvement Program, including the establishment of a funding plan to meet street and road improvement needs. The City should leverage and maximize the utilization of state dollars on local road projects as well.

B. Improve Enid’s overall lobbying effort for regional highway projects through Oklahoma Department of Transportation funding.

C. Lobby for the appointment of a qualified Enid representative on the Oklahoma Highway Commission.

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D. Work closely with the Oklahoma Department of Transportation to insure four-lane connectivity for Enid on U.S. 412 west into Texas and Highway 81 north into Kansas. This would complete Enid’s four-lane parallel reliever highways for I-40 and I-35.

E. Explore increasing Oklahoma’s motor fuel tax to provide more state highway funding. Local support for any tax increase would be contingent on ODOT commitments to include specific highway projects that benefit North Central Oklahoma in the proposal.

F. Establish viable truck by-pass routes for Enid.

3. Retention and expansion of existing business and industry must be addressed as the highest priority. Emphasis should be placed on problem solving and capitalizing on job growth opportunities for existing business and industry.

A. Maintain regular contact with existing businesses to stay apprised of problems, identify and respond to needs and help capitalize on opportunities for expansion.

B. Identify and address public policy issues at the local and state level that can improve the overall business climate.

C. Develop broad public support for utilizing public resources and targeted tax increment finance incentives (if legislatively authorized) to ensure the retention and expansion of established local businesses that provide quality jobs. (Local incentives for job retention and expansion.)

D. Develop and implement plans to assist businesses in financing, constructing and/or leasing buildings to facilitate job growth and capital investment.

E. Establish a period review process to identify and respond to the changing workforce of existing industry.

F. Take full advantage of available state incentives for local expansions.

G. Emphasize job retention and expansion in important established sectors of the local economy (oil & gas, agriculture, medical, etc.) including lobbying for legislative changes at the state and federal level that helps these sectors.

4. Enid must adequately and thoroughly prepare for future base closure rounds by improving quality of life areas that directly impact military personnel, protecting air space and continuing to successfully lobby for military construction projects at Vance Air Force Base.

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A. Utilize Vance Development Authority to plan and organize for upcoming round of base closures.

B. Coordinate the efforts of the City of Enid, military consultants, military officials and congressmen to 1) fund and complete high priority military construction projects at Vance (infrastructure, housing, qualify of life enhancement) and 2) protect, expand and enhance the mission at Vance.

C. Work with education officials and the leadership at Vance Air Force Base to ensure that elementary, secondary and post- secondary educational needs at Vance are being met.

D. Strictly enforce City zoning ordinances to protect air space for Vance.

E. Identify and anticipate other problem areas for Vance that need to be addressed by the community (workforce needs, labor contracts, entertainment, etc).

F. The air force has identified these quality of life issues that should be concentrated upon: education, housing, health care, crime, social services, recreation, cultural and entertainment, community pride and transportation.

5. Job creation strategies should be developed and implemented to recruit and respond to new primary sector business opportunities. Target marketing should be utilized to create new jobs in identified areas that are suitable for the region (Aviation, Telecommunications, Health Care).

A. Develop consensus concerning the type of jobs that the community should be trying to attract.

B. Place high importance on responding to inquiries involving small to medium sized projects with growth potential (projects that allow Enid to realistically meet the workforce demand).

C. Develop marketing plan for identified target industry sectors (marketing materials, direct mail, trade shows, follow-ups, etc.).

D. Identify specializations within the broad target sectors that are most suitable for the Enid area.

E. Maintain an updated inventory of buildings and available industrial sites. Develop list of available sites that could be suitable for each target sector.

F. Work closely with Oklahoma Department of Commerce to generate and respond to industrial inquiries.

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6. Local incentives (land, buildings, cash and other) should be adequately funded and developed to help facilitate job growth through new and existing industry. The use of local incentives should be designed to create high paying jobs and increase per capita income.

A. Effectively promote the job growth successes that have been achieved through the use of local performance based incentives.

B. Foster broad public support for establishing an adequate local cash incentive fund to help retain and create jobs.

C. Utilize local trust authorities and other economic development organizations to facilitate financing, construction and company acquisition/leasing of industrial facilities.

D. Structure local incentives to be tied to company capital investment and payroll thresholds (ensure longevity and new jobs).

E. Effectively utilize Enid’s workforce training capabilities at career/technical facilities and higher education institutions.

F. Take advantage of possible federal and state grants and other funding programs to enhance Enid’s economic development infrastructure and incentive capabilities.

G. Support state legislation that allows the use of Tax Increment Financing (TIF) for economic development purposes. TIF effectively waives the incremental increase in property taxes on an improvement until the project cost has been fully paid.

H. Develop and implement a “capital cost recovery ordinance” which allows the City of Enid and private sector to recover the cost on capital improvements that facilitate future economic development (recover cost from future projects).

I. Consider utilization of joint public-private partnerships through City-County acquisition of land at transportation corridor interchanges, emplacement of sewer, water and road improvements, and long-term revenue leasing to private employment opportunities, through use of development agreements.

J. Business Improvement Districts - Voluntary assessment districts.

7. Enid should be attentive to retail, service and entertainment business opportunities that will increase the city’s drawing power as a regional trade center.

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A. Encourage and support retail projects that help expand the trade area and attract new dollars to Enid.

B. Assist efforts to enhance Enid’s visitor industry.

C. Promote Enid as a regional medical center.

D. Utilize Main Street Enid to recruit retail and service businesses that enhance Enid’s central business district.

E. Work with real estate managers and owners to secure, expand and attract anchor stores and other businesses that will ensure a healthy retail sector.

F. City and County records used by business should be digitized and made readily available for public access and commercial use, i.e. retail sales by category, tax assessments, deeds and property filings, etc.)

G. Encourage City of Enid to fund and implement a community calendar system (interactive, networked system) through Pegasys.

H. Be supportive of smaller towns in our trade area and, if asked to do so, share Enid’s expertise and resources to help secure or retain industry for these communities.

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CHAPTER 5: PUBLIC INFRASTRUCTURE

A vital component of a comprehensive land use plan relates to the location and projected expansion of the community’s physical support system or infrastructure. This is the community framework, which supports all phases of community life on which a City depends 24/7. Transportation, communication and life support networks encompass this vital function of the community. Recommended improvements are presented through 2027 in areas concerning the following:

1. Transportation - Streets and Highways - Aviation - Public Transit 2. Water development and distribution 3. Waste Management - wastewater - solid waste 4. Stormwater Management 5. Parks and Recreation 6. Public Building Facilities - City - County - Schools Public Safety needs as regards Fire and Police protection, while noted in the Capital Improvement financing plan, should be underwritten through a dedicated tax in place. The City of Enid does not own or operate an electric or gas system. These systems and services are provided by franchise through Oklahoma Gas and Electric and Oklahoma Natural Gas respectively. The delivery of all health care services are also independently owned and operated.

The infrastructure goal, as set forth in the Vision 2025 mission statement, is to insure enhancement to Enid’s public infrastructure assuring sustainable safe support facilities, with incentives to discourage continued urban sprawl and with a greater emphasis on infill development. This goal consists of three key elements.

The first pertains to enhancements, meaning the development of the best community support system possible, within the developed areas of the community. The other two elements provide for a system that is both sustainable and safe. The system must be one that is renewable and maintainable, and provides maximum protection to the health, safety and welfare of the community’s residents. The City should adopt a fully funded Capital Improvements Program that resolves existing deficiencies and phases new capacity required to serve projected development. This CIP will serve as the basis for adequate public facility standards and funding mechanisms.

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Planning Process This section of the Vision 2025 Plan provides background information, goals and objectives for a variety of City services and facilities such as wastewater collection and treatment, water treatment and distribution, storm drainage, solid waste disposal, fire and police protection, library services, and education, to mention a few. While these services and facilities are many and varied, they are all important components of the City’s ability to insure the health, safety and general welfare of its citizens.

The wastewater and water systems protect public and environmental health, while considering the future needs of the City as the systems grow older and growth occurs. The solid waste program provides an environmentally sound means of disposing of wastes - an inevitable by-product of modern civilization- through sanitary landfilling, recycling and composting. Police and fire protection are fundamental components of life and safety protection, but also provide important educational, peacekeeping, and community service functions. The library advances the welfare of area residents by providing general information, lifelong learning opportunities, and materials on current topics and titles, as well as by advancing literacy skills. Finally, educational opportunities in the community are critical for the economic and social well being of the City.

All public services and facilities are important facets of the quality of life enjoyed by Enid residents. Facilities and services, such as the provision for municipal water and sewer services, the availability and quality of its streets system and all other infrastructure needs, encourage development within the City. The close proximity of other facilities and services, such as library access and educational access and educational opportunities, help make Enid a desirable place to live.

All services and facilities provided under the authority of the City of Enid require both short and long-term strategic plans, which evaluate current and future needs and best management practices for the delivery of services. It is important that these plans comply with the goals and objectives of the City’s growth policy.

As Enid continues to both grow and age, the maintenance of existing facilities must be balanced with the need to provide new facilities and upgrades to others, so that existing users do not suffer a reduction in service quality in order to provide services to new development. It is easier to strike this balance with some facilities and services than with others. For example, it is comparatively simple to require new development to “pay its own way”, as regards street, water and wastewater infrastructure. It is common practice to require developers of new subdivisions to pay for the installations needed to service their development. On the other hand, it is difficult to require new development to “pay its own way” for new parks, arterial streets, wastewater treatment capacity, facility upgrade costs, library services, etc. While these facilities have been adequate for years, a combination of both age and growth has or will render them inadequate, and thus, all property owners and residents alike will be asked to pay. Growth in the areas outside of the City places further demands on elements of City services without revenues to offset demand. Creative and cooperative funding strategies are vital to enable the City to address the need for the provision for services in Enid.

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All previous studies and analysis prepared on the various infrastructure components have been reviewed, as regards current conditions, needs and future requirements and are made a part of these findings by reference.

There are many component parts to Enid’s infrastructure needs that will cost approximately three hundred twenty million dollars ($320,000,000) over the next twenty-five years. This Plan provides a capital improvement-financing plan (see Appendix B). The capital improvement-financing plan is based on a twenty-five year period, separated into five-year increments. The five-year increments allow for a more manageable number of projects, at any one time, and provides for review periods for plan revisions, as required.

Transportation The Enid Area Long Range Transportation Plan sets out the social economic elements affecting transportation, the street classification system and improvement needs. The street portion of the plan is based on a review of the “Enid Area Long Range Transportation of August 1998”, “Critical Needs Study of May 2001” and “Street Condition Report of 2000”.

Recommendations from these studies were critical in developing the Capital Improvement financing plan for and in support of Enid’s transportation needs and shall be utilized in preparation of the comprehensive land use plan. While these studies are somewhat dated, they continue to be both valid and reliable today, with modest updates, due to our limited growth in recent years.

The transportation plan is based on a model of the City’s street system using traffic generation and time/distance calculations to determine traffic patterns and improvement needs. Population growth projections are based on guideline criteria of .005% per year over the twenty-five year period.

Capital needs in support of street and highway improvements along with the estimated cost to resurface and provide major maintenance to both residential and arterial streets, have been prioritized and are included within the capital improvement-financing plan and made a part of this report by reference, together with public transit funding.

Aviation The Enid Woodring Regional Airport serves the City. This facility has been in place for an extended time and provides daily air service to both Dallas-Fort Worth and Denver. It also provides air service facilities for local users, including hangers and aircraft maintenance facilities. The facility is full service with fuel, a modern terminal and air traffic control operations. The Airport completed a master development plan in November of 1991 and has just finalized a review and update, which is attached by reference and made a part of the capital improvement financing plan.

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Water Development The City of Enid was originally cited due to the availability of rail and a vast supply of ground water. Extensive well fields have been developed in the Enid and Carrier, Oklahoma areas. Subsequent development occurred Southwest of Enid to both Drummond and Ames, Oklahoma. In 1982 the City made significant improvements in the City’s water system by further expansion in the Ringwood and Cleo Springs, Oklahoma areas.

The community’s water system is supported by 150 water wells from three aquifers. The ground water system can provide 21 MGD of renewable water supply. No expansion of the supply system is anticipated over the twenty-five year term of this comprehensive plan, although a well replacement program covering an approximate 75 wells is projected and included within the capital improvement-financing plan.

The transmission system from the well fields to the water plants has been developed over many years. The oldest lines are the City collection system lines, and these lines are maintained on a daily basis along with the distribution lines. The Drummond-Ames transmission line was placed in service in early 1950, and recent repairs have shown it to be in adequate condition. However, it is anticipated that continued maintenance over the next twenty-five years will be only marginally sufficient, requiring a total replacement in the out years of the planning period and at a substantial cost. The anticipated project is not included within the capital improvement-financing plan.

Water treatment is accomplished through two water plants. Plant No. 1 was built in the 1950’s and upgraded with storage and pumps over the years. There is a current need to replace the pumps in this plant. Plant No. 2 was constructed in 1984 and is generally in good condition, but needed pump replacement within the planning period. Both projects are included within the financing plan.

The capacity of water plants matches water supply, and no plant expansions are proposed over the term of this study. Further, no changes in the treatment process are proposed, although this is subject to the possible changing of environmental regulations.

The immediate water need is the construction of a raw water inter-connect between the Drummond-Ames line and the Cleo Springs-Ringwood line. This improvement is proposed to provide flexibility in maintaining distribution system water pressure in the event a well field is out of service for any length of time. The construction project is included in the capital improvement-financing plan along with an annual distribution line replacement program.

Waste Management There are two components of waste management. They are Waste Water Collection and Treatment and Solid Waste Collection and Disposal.

32 Enid Metropolitan Area Comprehensive Plan 2000-2025

Waste Water Collection and Treatment

The sanitary sewer collection system has been expanding since 1903. There is in excess of 235 miles of underground lines ranging in size from 8” to 36”. The systems cover most of the developed portion of the City; however, a few subdivisions and residents in the non-urban areas are not served.

Original sewer line construction was not at watertight standards and the problem compounded with many sub-standard taps over the early years. This has required the City to initiate major sewer rehabilitation projects. In 1989 the City began a comprehensive plan to rehabilitate sewers and to maintain compliance with environmental requirements.

The Sanitary Sewer Master Plan of May 1998 was prepared to guide the development of major sanitary sewer projects. The report sets out the sanitary sewer basin’s projected growth over the planning period, and recommends sanitary sewer improvements. These needs have been prioritized and made a part of the capital improvement-financing program and made a part of the plan by reference.

The City operates one activated sludge with secondary and tertiary processes water pollution control facility. The plant has nitrification and sludge dewatering capability and operates with a capacity of 8,500,000 gallons per day. Current flows at the plant are around 80 percent of the design flow, and in accordance with state guidelines, plant expansion is anticipated within the planning period.

Immediate wastewater needs at the plant include improvements to the bio-solids processing capabilities, including the conversion of an existing aerobic digester to a batch dosing basin and the addition of a lime pasteurization unit. Further a new headworks facility is planned.

Improvements to the wastewater collection system include construction of the Boggy Creek Holding Basin located on 10th Street and the Pump station construction on North 54th Street in addition to the construction of a relief line for the far western portion of the system.

Solid Waste Collection and Disposal

The Solid Waste System consists of once a week curbside pick-up op solid waste for disposal in the municipal landfill. The system uses plastic bags and compactor solid waste trucks. It is recommended that the conversion to City provided and standardized curbside containers be implemented and initially underwritten as a part of the capital improvement financing program.

The present municipal landfill was opened in 1986 and is currently operating as a high standard Sub-Title D landfill. The system is a multi-layers lined site, with a system to collect any leakage. The projected life of the site is beyond the twenty-five year planning period; however, the cost to acquire additional property is included in the capital improvement-financing program.

33 Enid Metropolitan Area Comprehensive Plan 2000-2025

Storm Water Management Storm water management began in 1979 with approval of a flood plain management ordinance. This ordinance provides a flood plan and for controlled development in the flood plain. Prior to its enactment, drainage projects consisted of the construction of diversion channels, the improving of channels and the moving of more storm water downstream, while not allowing for new developments and growth.

In 1997 establishing a regional storm water detention plan further enhanced storm water management. The plan provides for 11 detention basins and a number of other channel and improvement projects. Further, a storm water master plan has been completed on North Boggy Creek, recommending improvement projects. The storm water capital improvement-financing plan consists of findings from these studies, together with other local drainage needs filed over the years. The plans are made a part of this report by reference.

A by-product of the North Boggy Creek plan is the reclaiming of the flood plain as a green area along the channel. The acquisition and development of flood plain areas will provide a base for a trail and/or pathway system and will enhance neighborhood linkage and identification.

Parks And Recreation Park availability, open space, and recreational facilities are a vital part of any communities’ quality of life. The proposed land use plan elevates Enid's Park System to that of map designation and visually depicts Enid’s park system as a land use category.

Currently and through this twenty-five year planning period, based on projected growth, the number of acres per 1,000 of population appears adequate. However, many development and improvement projects are contemplated.

As was presented in the Neighborhood Rehabilitation-Housing-Beautification- Preservation portion of the plan “Our public standards should be significantly increased to insure sufficient funding to enable our Park System to be developed and maintained, as an example to all who visit them.”

A City owned former landfill site, located in the Southeast portion of the City is soon to be released of any environmental concerns of restriction. It is proposed for inclusion within the Enid Park System with its development as a motocross facility. The acquisition and development of a two block area on the South of Enid’s City Center and located between South Independence and Grand and West Oklahoma and Garriott is proposed to provide a gateway to Enid’s CBD, complete with an amphitheater, walkways, a fountain and plantings.

In conjunction with the conversion of Enid’s Civic Center and the construction of an indoor sports arena, discussed in the public facilities report, the construction of an aquatic center is proposed to replace the community’s aging Champlin Pool facility, which is nearing the end of its life cycle.

Further, it is proposed that a tennis center be developed within the existing park system, along with the continued expansion of Softball and Soccer facilities. 34 Enid Metropolitan Area Comprehensive Plan 2000-2025

The completion of Enid’s trail or pathway system is also proposed together with the continued and accelerated development of all park and recreation facilities.

Administrative Facilities Public facilities consist of the physical plant requirements and needs of the City, County and Enid’s school district #57.

City Facilities

City of Enid buildings and facilities in support of utility operations were discussed in those sections of the report. Public safety needs (Police and Fire) are programmed from a dedicated public safety tax and not made a part of this report.

The remaining facilities consisting of the City Administration Building, Service Center (Public Works), Conference Center, Convention Hall and library needs are included herein.

Expansion of significant modification of the City Administration Building or Conference Center is not anticipated within the planning period other than normal wear, tear and resultant upgrades, as required.

The City of Enid Service Center, built in 1976, receives heavy use and will require significant renovation.

Another asset considered for rehabilitation is the City’s Convention Hall property. Its conversion as a cultural center (theater for the performing arts and little theater) together with the construction of an adjacent indoor sports complex is proposed.

These projects are included within the capital improvement-financing plan.

County Facilities

The only project specifically identified is the construction of a new County jail facility. Funding is anticipated and provided for within the capital improvement- financing plan.

Schools The condition of the Enid Public School facilities are considered a very serious concern and in need of improvement. We are in receipt of a comprehensive facility study and efforts are underway by the Enid Board of Education to prioritize these needs. Findings will be submitted to school patrons and the community in late 2002 or early 2003. It is anticipated that joint City/School funding will be considered through the combined use of both property and sales tax revenues for at least a portion of these needs, and provisions are made within the capital improvement-financing plan.

35 Enid Metropolitan Area Comprehensive Plan 2000-2025

Capital Improvements Policies 1. Establish a level of service (LOS) for capital improvements. The LOS serves as a basis for future capital improvements planning, including the sizing of improvements, public expenditures, and the capital improvements program. The LOS is also used to prepare impact fees and other developer mitigation requirements. The LOS can vary by location in the region based on anticipated population and development, topography, environmental concerns, and community design objectives.

2. Prepare a Capital Improvements Program that corresponds to the LOS established by the Planning Commission. The Capital Improvement Program should contain a five-year, fully funded and prioritized capital budget and a fifteen-year long term prioritized capital improvement plan.

3. Update the Capital Improvements Budget on an annual basis in order to:

A. Reflect changes in demands for capital improvements;

B. Reflect changes in right of acquisition, capital construction, and maintenance costs;

C. Reflect changes in the level of service for capital improvements;

D. Coordinate with desired land use patterns and changes in the Future Land Use policies; and

E. Reflect available financial resources.

F. Prioritize capital improvements by targeted areas and to promote the non-sprawl policies contained in the plan.

G. Coordinate with the master development plan for the Enid Woodring Regional Airport.

4. Coordinate with the regional storm water detention plan and the North Boggy Creek storm water master plan.

5. Revise the City’s subdivision regulations to require the set aside of land within new developments for neighborhood playgrounds.

A. Adopt an appropriate proportional and reasonable requirement for development financing of off-site capital improvements, the need for which is generated by the development.

B. Require that new development assure the availability of adequate public facilities at the adopted levels of services at the time that final subdivision approval is granted.

C. Authorize the use of development agreements to implement adequate public facility requirements and to vest entitlements in land to the zoning and subdivision requirements and standards in place at the time of agreement. 36 Enid Metropolitan Area Comprehensive Plan 2000-2025

CHAPTER 6: CAPITAL IMPROVEMENT FINANCING PLAN

Enid (City-County-School) Twenty-Five Year-Projected The Enid metropolitan area (Garfield County) must identify and embrace a comprehensive long-term financing strategy and separate from the much to frequent reaction by “crisis” as to its capital needs. Communities that deal successfully with the challenges they face have developed a clear picture of where they want to go and how to achieve this goal and have a clear sense of their past,

The comprehensive plan committee has adopted the phrase Enid Vision 2025 to describe the first step of its long range planning process. Starting with a vision implies seeking agreement about the desired outcome of the plan and visualizing and articulating the kind of community citizens want in the future.

While the 1976 plan recognized the on-going capital needs of the community it did not address or propose a finance program, enabling a systematic public investment policy, insuring both reasonable and affordable taxing measures to accomplish these needs.

Further, it failed to focus on the need for the efficient organization of all levels of local government (City, School and County) to maximize the delivery of public services and to insure a planned and coordinated program of long-term public finance with community understanding and support.

The comprehensive plan committee believes that in adopting and implementing the proposals discussed in the reports section entitled Local Governance that the public commitment to effectuate theses efficiencies will substantially restore and insure public confidence in our communities financing needs.

The introduction to this 2025 vision, provided criteria and strategies as a guide in the development of this long-term critical needs assessment. To accomplish these needs suggests that Enid re-evaluate its priorities and possibly modify its allocation of existing public resources to insure they more effectively meet the communities needs and the desires of its citizenry.

We submit that the utilization and expenditure of public resources is not always about efficiency, but that we must be effective. We must shift from a market and/or complaint driven re-active response to community needs to a pro-active inclusive approach to community development and problem solving.

The comprehensive plan committee findings, as to capital needs, are that both Enid's civic and physical infrastructure is significantly undercapitalized.

Serious defects in the health of Enid's civic infrastructure have been identified along with a crisis of leadership in successfully managing the public issues and needs of the 21st century.

37 Enid Metropolitan Area Comprehensive Plan 2000-2025

Enid's leadership of the future must share the public agenda and realize that while governmental leadership is essential for democracy to work, it is not the whole of it: business, non-profit organizations and citizens all must participate in public deliberations about both the social and physical issues effecting Enid.

Our public officials should facilitate and convene this discussion and not control it. Enid's leadership must listen, look for common ground, be open and share information resources and must facilitate, educate, and guide enabling an informed citizenry to decide issues.

By engaging our residents in such a manner the health of our civic infrastructure will be quickly restored through an enlightened management of public resources and Enid will successfully secure its capitalization needs.

The public infrastructure portion of our 2025 vision represents an approximate $323,810,000.00 in identified capital needs over the next twenty-five year period. The projected needs support the growth and development/redevelopment of Enid, as developed by the comprehensive plan committee, and have been prioritized and grouped in five year segments as presented by the public infrastructure report.

While $323,810,000.00 represents a staggering sum it most surely is a reflection and measure of years of neglect and the critical needs we as a community have and the challenge we face to insure the quality of life we desire.

As we submit this our committee findings and recommendations, we are excited and encouraged to know that this plan was being drafted, the Enid voters successfully and overwhelming launched this proposed capital financing plan by authorizing nearly 20% or an approximate $62,000,000.00 of our identified needs in financing a County Jail, much needed school improvements and continued funds for street improvements. Properly developed and presented, we believe that Enid voters will respond favorably to the remaining needs as projected over the twenty-five year planning period of $262,000,000.00.

To better understand Enid's capital needs, the capital improvements finance committee researched the capital debt structure of seven (7) peer group Oklahoma cities, with specific emphasis on Ad Valorem (property) taxes and Sales Tax comparisons. Further the committee studied the historical percentage growth rote in both Enid's net assessed valuation and sales tax receipts as shown below.

38 Enid Metropolitan Area Comprehensive Plan 2000-2025

Table 1. Ad Valorem And Sales Tax Comparison Peer Cities Without Electric Service

Vo- School Total Sales County City Tech District Ad Valorem Tax Bartlesville 16.50 15.00 57.01 15.00 103.51 8.00 Broken Arrow 20.31 25.72 73.63 16.30 135.96 8.40 Mi D West City 22.29 16.78 62.63 1.43 103.13 7.50 Norman 21.21 14.38 58.91 2.06 96.56 8.00 Average 20.08 17.97 63.05 8.70 109.79 7.98

Table 2. Peer Cities With Electric Service

Vo- School Total Sales County City Tech District Ad Valorem Tax Edmond 22.29 15.69 66.67 - 104.65 7.75 Ponca City 16.14 15.23 62.41 2.29 96.07 8.00 Stillwater 16.00 15.00 57.37 11.54 99.91 8.05 Average 18.14 15.31 62.15 4.61 100.21 7.93 Average Of All 19.25 16.83 62.66 6.95 105.68 7.96 Peer Cities ENID 17.40 15.70 50.49 .98 84.57 8.35

Table 3. Annual Comparison, Net Assessed Valuation History

Personal Public % Fiscal Year Real Property Total Property Service Change 2001 131,592,199 31,984,539 13,225,363 176,802,101 6.90 2000 124,733,103 28,309,366 12,347,953 165,390,422 4.91 1999 118,714,721 27,255,217 11,681,683 157,651,621 5.11 1998 111,343,398 27,170,641 11,473,435 149,987,474 5.59 1997 105,314,115 25,614,446 11,124,178 142,052,739 4.73 1996 99,272,000 25,049,428 11,314,168 135,635,596

AVERAGE ANNUAL CHANGE 5.45

Table 4. Sales Tax History 1%

1 Percent Fiscal Year Sales Tax % Change 2001 5,089,210 1.94 2000 4,992,206 0.48 1999 4,968,371 2.50 1998 4,847,017 2.33 1997 4,736,864 3.80 1996 4,583,396

39 Enid Metropolitan Area Comprehensive Plan 2000-2025

Table 5. City of Enid, Oklahoma Historical Net Assessed Valuation

Real Personal Public Percent Fiscal Year Total Property Property Service Change 2000 118,714,721 27,255,217 11,681,683 157,651,621 5.11% 1999 111,343,398 27,170,641 11,473,435 149,987,474 5.59% 1998 105,314,115 25,614,446 11,124,178 142,052,739 4.73% 1997 99,272,000 25,049.428 11,314,168 135,635,596 -3.43% 1996 98,395,939 30,384,069 11,671,530 140,451,529 1.31% 1995 96,654,505 30,907,600 11,077,910 138,640,015

NAV Percent Change

Most Recent Year 6.90% Last 5 Year Average 5.45%

Ad Valorem Tax

While the comparisons reflect Enid's local sales tax rate to be comparable to that of our peer cities at an approximate average of 4% our ad valorem comparison reflects a 30% deficiency before the February 2002 election, based on peer group cities, in particular without municipal electrical service.

The ad valorem tax shortfall of approximately twenty-five (25) mills or $25.00 per $1,000.00 of net assessed valuation represents a potential increase of $131.3M in property tax dollars, provided Enid raised it's levy to it's peer group city average and maintained that level over the twenty-five year planning period.

THE EXCITING NEWS IS THAT WE'VE DONE 1T!! With the successful passage of the recent 2002 school bond package and schools sales tax propositions, we have raised our mileage to its peer group city averages proposed. If maintained at that level over the twenty-five year planning period, it represents a potential increase of 131.3 million dollars in property taxes. The spreadsheet below reflects the increase and shows that in addition to the 18.86 M million General obligation bonds for school projects that another $43.44M million could be available within the next ten (10) years without further tax increasing our taxes by simply maintaining this mileage level, as per the schedule.

Projected over the remaining fifteen years (15) of the planning period another $69M million could also be made available and once again without further tax increases, but by maintaining the property tax level we've now accepted.

The committee recognizes Enid's historical resistance to the utilization of property taxes to fund municipal capital projects. Currently Enid has no capital debt from this source. We must move to overcome this resistance by communicating and successfully educating the Enid community that this form of taxation is more equitable and less costly to a large majority of our citizens than is a sales tax.

40 Enid Metropolitan Area Comprehensive Plan 2000-2025

The annual and monthly estimated tax increases, to an average homeowner, is also shown by the spreadsheet below. We must recognize that this increase has been established by the required 60% majority and to maintain it for future municipal projects can be accomplished with a 50% majority.

41 Enid Metropolitan Area Comprehensive Plan 2000-2025

TARGET LEVY: 25 MILLS NAV GROWTH: 4%

Table 6. City Of Enid, Oklahoma Projected Sinking Fund Levies For Proposed Bonds

AVG. DATE OF PAR REPAYMENT AVERAGE INT ISSUE ISSUE AMOUNT TERM RATE LEVY 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

SCHOOL BOND 7.06 11.70 11.58 11.72 11.74 11.74 11.70 10.79 11.73 0.00 0.00 0.00 LEVY SERIES 2004 1/1/2004 16,450,000 15 YEARS 5.50% 6.75 13.17 10.24 9.53 8.87 8.24 7.64 7.09 6.75 6.06 5.59 5.15 BONDS SERIES 2005 1/1/2005 3,850,000 15 YEARS 5.75% 1.54 3.03 2.35 2.18 2.03 1.88 1.75 1.62 1.50 1.38 1.27 BONDS SERIES 2006 1/1/2006 1,750,000 15 YEARS 5.75% 0.67 1.33 1.03 0.95 0.89 0.82 0.76 0.71 0.65 0.60 BONDS SERIES 2007 1/1/2007 1,540,000 15 YEARS 5.75% 0.57 1.12 0.87 0.81 0.75 0.70 0.65 0.60 0.55 BONDS SERIES 2008 1/1/2008 1,610,000 15 YEARS 5.75% 0.57 1.13 0.87 0.81 0.75 0.70 0.65 0.60 BONDS SERIES 2009 1/1/2009 1,610,000 15 YEARS 6.00% 0.56 1.11 0.87 0.80 0.74 0.68 0.63 BONDS SERIES 2010 1/1/2010 3,150,000 15 YEARS 6.00% 1.05 1.11 1.61 1.50 1.39 1.29 BONDS SERIES 2012 1/1/2012 21,350,000 15 YEARS 6.00% 6.60 13.09 10.08 9.37 BONDS SERIES 2013 1/1/2013 6,650,000 15 YEARS 6.00% 1.24 3.92 3.02 BONDS SERIES 2014 1/1/2014 4,340,000 15 YEARS 6.00% 1.24 2.46 BONDS

42 Enid Metropolitan Area Comprehensive Plan 2000-2025

TOTAL 62,300,000 7.06 24.87 24.85 24.93 24.94 24.96 24.90 24.96 24.72 24.95 24.94 24.94

HOUSE ESTIMATED ANNUAL VALOREM TAX + VALUE 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Median Value 31,696.00 20.91 73.65 73.61 73.84 73.87 73.93 73.75 73.93 73.22 73.90 73.87 73.67 Mean Value 44,552.00 32.26 113.63 113.54 113.91 113.95 114.04 113.77 114.04 112.95 114.00 113.95 113.95 60,000.00 45.89 161.66 161.53 162.05 162.11 162.24 161.85 162.24 160.68 162.18 162.11 162.12 80,000.00 63.54 223.83 223.65 224.37 224.46 224.64 224.10 224.64 222.48 224.55 224.46 224.47 100,000.00 81.19 288.01 285.78 286.70 288.81 287.04 286.35 287.04 284.28 286.93 288.81 286.82

HOUSE ESTIMATED MONTHLY VALOREM TAX + VALUE 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Median Value 31,696 1.74 6.14 6.13 6.15 6.16 6.18 6.15 6.16 6.10 6.16 6.16 6.16 Mean Value 44,552 2.69 9.47 9.46 9.49 9.50 9.50 9.48 9.50 9.41 9.50 9.50 9.50 60,000 3.82 13.47 13.46 13.50 13.51 13.52 13.49 13.52 13.39 13.51 13.51 13.51 80,000 5.3 18.65 18.64 18.70 18.71 18.72 18.68 18.72 18.54 18.71 18.81 18.71

43 Enid Metropolitan Area Comprehensive Plan 2000-2025

Sales Tax Enid's present sales tax is at 3.75% and the plan does not contemplate or propose an increase. It breaks-down as follows:

2.00%- Non-restricted (operations)- Permanent

0.25%- Public Safety (Police/Fire)- Permanent

1.00%- Dedicated (Water Bonds)- Expiration 2017

0.25%- Dedicated (Schools/Streets) - Expiration 2017

0.25%- Dedicated (County Jail) - Expiration 2017

The plan does however; propose that current levels be maintained by renewal as expirations occur for a period extending through the balance of the planning period or until the year 2027. Doing so will provide 81M million in additional sales tax dollars with 67.5M million unrestricted and 13.5M million dedicated to streets.

We further do propose relief, as regards amendment of Enid's present 1% water bond sales tax. $27.26M million authorized and to be collected over the next fourteen years is essentially frozen, as it is subject to expenditure in accordance with uses set forth in the 1982 water source study. Those needs have changed and while the funds are proposed to defray water requirements a modified authorization would allow their use in satisfaction of more current needs.

Acceptance of these proposals would provide a total of $108.26M million in new sales tax dollars over the twenty-five (25) life of the planning period.

Dedicated Fees/Utility Charges

A proposed increase of an approximate 1% per year in Enid's sanitary sewer fees would provide additional $7.14M million to the $44.74M million projected from existing fees, providing $51.88M million which together with $12.5M million in existing storm water fees totals $64.38M million in satisfaction of needed improvements to the communities water pollution control facility, the sanitary sewer system and storm water drainage improvements. As in past years we propose the continued use of the Oklahoma Water Resource board loan funding programs, and projected revenues are needed as debt service in support of the $49.24 in proposed new projects, during the planning period.

Grants

We project both federal and state grants totaling $29.92M million to be applied to street, airport and parks and recreation requirements as identified by the plan.

44 Enid Metropolitan Area Comprehensive Plan 2000-2025

General Fund

While we prefer otherwise, as we feel this funding source should be reserved for municipal operations an approximate $875,000.00 per year or $21.88M million is projected for capital projects during the planning period.

Motor Fuel Tax

It is projected that $11.25M million will be received from the State of Oklahoma over the planning period and is committed to street improvements.

Conclusion In summary our analysis based on the projections and assumptions presented would result in new and re-directed capital funds totaling $345.68M million throughout the remaining planning period ending in 2027, to be applied against un-funded capital needs of $262 M million. The revenue sources and amounts break down as follows:

General Obligation Bonds (property taxes) $112.44M Sales Tax $108.26M Dedicated Fees/Utility Charges $64.38M Grants $29.92M General Fund $19.88M Motor Fuel Taxes $10.80M Total $345.68M

While this represents This provides a reserve of $83.68M million, more than the remaining $262.00 shown as needed, we recognize that while we feel quite confident in the needs as projected in the initial years that the further out the more difficult to know. To compensate for the difficulties in accurately forecasting all needs and the costs of those needs over the study period. As an example further school needs beyond those now addressed have not been considered. We have also projected cost estimates on all projects based on 2003 dollars. Increases will occur over the planning period and this simply provides a necessary contingency.

As with the other features of this comprehensive plan, we encourage and recommend continued review and updates to these proposals and feel confident that with a capital financing plan in place and with thorough community review and understanding these goals are obtainable.

In recent months we have raised the bar in Enid. We're challenged to maintain the momentum this has provided, for in doing so, we will insure our communities quality of life in a way that will set us apart and allow us to truly be the “CITY VISION 2025 PROPOSES.”

45 Enid Metropolitan Area Comprehensive Plan 2000-2025

Table 7. Enid Vision 2025 Comprehensive Plan Proposed Funds Available By Source

Funding Source Year 0-5 Year 5-10 Year 10-15 Year 15-20 Year 20-25 Total Funded Un-Funded GO Bonds $9.70 $33.75 $23.00 $23.00 $213.00 $112.45 $112.45 GO Schools $15.51 $3.35 $- $- $- $18.85 $18.85 $- Sales Tax Schools $3.38 $4.73 $6.75 $- $- $14.86 $14.86 $- Sales Tax Roads $3.38 $2.03 $- $6.75 $6.75 $18.90 $5.40 $13.50 Sales Tax Jail $6.75 $6.75 $6.75 $- $- $20.25 $20.25 $- Sales Tax (.25% unrestricted) $- $- $- $6.75 $6.75 $13.50 $13.50 Sales Tax Water (1% restricted) $6.32 $12.78 $8.15 $- $- $27.25 $27.25 Sales Tax (1% Un-restricted) $- $- $- $27.00 $27.00 $54.00 $54.00 Utilities $11.21 $6.94 $12.66 $14.70 $18.86 $64.37 $64.37 Grants $11.96 $6.41 $5.15 $2.75 $3.65 $29.92 $29.92 General Fund $7.41 $4.98 $6.50 $1.50 $1.50 $21.88 $2.00 $19.88 Fuel Tax (Street & Alley) $2.25 $2.25 $2.25 $2.25 $2.25 $11.25 $0.45 $10.80 Total Proposed Funds $77.85 $83.96 $71.21 $84.70 $89.76 $407.48 $61.81 $345.67

Table 8. Enid Vision 2025 Comprehensive Plan Funds Required For Cip Listed Projects By Fund Source

Funding Source Year 0-5 Year 5-10 Year 10-15 Year 15-20 Year 20-25 Total Funded Un-Funded GO Bonds 24.86 33.17 18.62 2.15 1.38 80.18 80.18 GO Schools 15.51 3.35 - - - 18.85 18.85 - Sales Tax Schools 3.38 4.73 6.75 - - 14.86 14.86 - Sales Tax Roads 3.38 2.03 - 6.71 6.79 18.90 5.40 13.50 Sales Tax Jail 6.75 6.75 6.75 - - 20.25 20.25 - Sales Tax (.25% unrestricted) - - - 1.98 5.69 7.67 7.67 Sales Tax Water (1% restricted) 6.32 6.90 6.90 - - 20.12 20.12 Sales Tax (1% Un-restricted) - - - 7.92 22.76 30.68 30.68

46 Enid Metropolitan Area Comprehensive Plan 2000-2025

Funding Source Year 0-5 Year 5-10 Year 10-15 Year 15-20 Year 20-25 Total Funded Un-Funded Utilities 10.34 6.45 12.05 15.35 5.05 49.24 49.24 Grants 11.96 6.41 5.15 2.75 3.65 29.92 29.92 General Fund 7.405 4.975 6.500 1.500 1.500 21.880 2.000 19.880 Fuel Tax (Street & Alley) 2.25 2.25 2.25 2.25 2.25 11.25 0.45 10.80 Total 77.85 83.96 71.21 84.70 89.76 407.48 61.81 345.67

47 Enid Metropolitan Area Comprehensive Plan 2000-2025

Table 9. Enid Vision 2025 Comprehensive Plan CIP Funding Required And Proposed Available Source Summary

Total Total Funding Source Listed Proposed Balance Projects Funding GO Bonds $0.18 $112.45 $32.27 GO Schools $18.85 $18.85 $ - Sales Tax $14.86 $14.86 $ (Schools) Sales Tax Roads $18.90 $18.90 $ Sales Tax Jail $0.25 $20.25 $ Sales Tax (.25% $7.67 $13.50 $5.83 un-restricted) Sales Tax Water $20.12 $27.25 $7.13 (1% restricted) Sales Tax (1% Un- $30.68 $54.00 $23.32 restricted) Utilities $49.24 $64.37 $15.13 Grants $29.92 $29.92 $ General Fund $21.88 $21.88 $ Fuel Tax (Street & $11.25 $11.25 $ Alley) Total: $323.80 $407.48 $83.68

48 Enid Metropolitan Area Comprehensive Plan 2000-2025

CHAPTER 7: FUTURE LAND USE

The Land Use component of the Enid Metropolitan Area Comprehensive Plan 2025 embodies all of the plan components and is the official policy adopted by the City Commission; it is the document upon which investment decisions within the City of Enid are made. Therefore, it is essential that the Plan be durable in order to protect these investment decisions while maintaining flexibility to anticipate the dynamics of a technologically advancing economy.

The Land Use Plan should protect and strengthen Enid’s historic, cultural, and economic assets while addressing the core issue of how Enid will encourage growth in a non-sprawl manner, that enhances the quality of Enid’s existing and future neighborhoods, livability, environment, and economy. It should promote development in a desirable manner creating an evolving, progressive atmosphere in which to live and prosper.

Municipal planning, in order to be effective, should have rational and comprehensive principal characteristics. First, planning should be future oriented, establishing goals and objectives for future land use and development, which will be attained incrementally over time and be consistent with land development regulations, development approval, and municipal expenditures for capital improvements. Planning must also be continuous and flexible. The plan should be periodically reevaluated and amended to adjust to changing conditions.

It is expected that Enid will grow to approximately 52,000 persons by the year 2025, an increase of approximately 11 percent from current population. During the same time frame, it is expected that the employment in Enid will increase to approximately 25,225, an increase of approximately 22 percent from current employment. This growth of employment in excess of population is the result of new employment opportunities together with an increase in commuting employees, a large number of part-time employees, and an increase in the number of second jobs. Transportation and land use decisions will need to reflect their growth of employment and its commuting area, equally with the location of residential population within the metropolitan area.

49 Enid Metropolitan Area Comprehensive Plan 2000-2025

The expected increases in population and employment will be reflected in an increased demand for land on which to carry out these activities. In order to determine the amount of land required, several calculations and assumptions were necessary. The control of private land by private owners means that the City cannot mandate when a specific parcel of land becomes available for development. Several large parcels within the City have not been developed to date despite their close proximity to existing services and a steady development rate of surrounding properties in recent years. Because the City cannot mandate development, it is necessary to indicate in the 2025 Land Use Map (Figures 20 and 21, below), that more land than is expected to be actually needed for a given purpose to be allocated for development. A ratio of 2:00 to 1:00 of available to needed land is sufficient to maintain a non-monopoly land price situation, helping to prevent supply constraints, which have the effect of artificially increasing land prices. For all land use classes, a factor of at least one-half times the amount expected to be required for development was used in determining a minimum threshold for how many gross acres of land need to be designated on the map for development over the course of the plan. The land supply calculations used to support the plan policies are set out in APPENDIX A: LAND SUPPLY CALCULATIONS.

Community Development Policies The City’s policy is to encourage contiguous and infill growth that enhances Enid’s growth in a manner that is consistent with the traditional character of the community, and fits harmoniously into the town fabric helping to reinforce the local sense of place. Enid has an abundance of land, and its past land use policies have accommodated demands to leapfrog further and further from the central core of Enid. This leaves large gaps between developments and underutilized resources and infrastructure.

The land use policies embraced in this Plan also encourage development and land use patterns that are amenable for pedestrian and recreational uses. By contrast, the City’s current subdivision regulations require expansive streets and ignore sidewalks and greenways as alternative connectors between neighborhoods, throughout neighborhoods, between neighborhoods and services, and throughout the entire city.

A viable approach to planning for the City coordinates policy and mapping. This plan details development policies and how these policies relate to Enid’s seven Neighborhood Districts (See Figure 1) together with policy implementation and map interpretation.

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Figure 1. Neighborhood Districts

Infill/Redevelopment

As mentioned previously, Enid has supported the desires of the market over the past decades at the expense of the interior portions of our community. The 1976 Plan and the ease by which it was amended has effectively allowed infrastructure in existing neighborhoods to decay and remain underutilized while we invest our capital in new infrastructure at the edge of our community. Enid must adopt a policy to better utilize its interior land and infrastructure resources. The “market” will not choose infill locations over Greenfield locations unless given the incentive to do so. By charging reasonable and proportional infrastructure fees in newly developing areas that require major off-site infrastructure and waiving such fees for infill development because the sewer, water and road facilities are already in place, a major incentive for infill will occur. Agreements with the County to prevent “leap frog” to unincorporated areas will be required. Infill locations often pose a number of challenges to prospective developers that Greenfield locations do not. Neighborhood and community opposition, whether real or perceived, land assemblage, access, and potential infrastructure upgrades often impede infill opportunities. The Development Policy recommends the identification of some priority sites for infill and redevelopment opportunities, and Enid shall adopt policies which will remove investment and development obstacles thus enhancing the probability of infill and/or redevelopment. Further, Enid should prepare to financially invest in infill/redevelopment when private investment alone falls short. This public involvement will further ensure the viability of infill/redevelopment, and often can serve to leverage private investment. One example is the property grant involving Downtown at the Cherokee Strip Conference Center (CSCC). Many would argue that a hotel located adjacent to the CSCC would benefit not only the CSCC and the immediate Square area, but it also would be of great benefit to the medical community and all of the businesses within the Downtown area.

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Local Community Development organizations such as CDSA have the ability to assist developers or sometimes even function as developers without the need to be influenced by a profit motive, as “market” developers must. In this regard, organizations such as this are able to create viable, affordable projects by using public, private, and in-kind contributions that would otherwise not be available. Support for these types of organizations in the form of financial resources and technical assistance can ensure that public resources are used for cost efficient, civic-minded projects few profit-minded developers are willing to undertake.

As the 2025 Land Use Map indicates, Enid has classified an adequate amount of land to supply this community with enough commercially zoned acreage to meet existing and projected future needs.

Greater overall densities/Mixing of Uses

As detailed above, Enid has over the past 20 years allowed the creation of large excesses of medium and high intensity land use designations. Proper implementation of these development policies should have the effect of reversing this trend. One of the policy tools Enid should implement mixed use, higher density development. Low-density areas should have an average minimum density of three units per net acre. Medium density areas should have an average minimum density of six units per net acre. High-density areas should have an average minimum density of twelve units per net acre. Large lot zoning only increases the number of acres consumed per capita and significantly increases city, county and utility costs for infrastructure, service, operation and maintenance, including energy and personnel costs.

Past planning and zoning practices have created an environment in which the community has been divided into vast exclusive land use zones whereby commercial zones are effectively exclusively commercial, residential are residential and industrial are industrial. While this type of use segregation remains appropriate in many cases, we as a community must recognize the downside of this practice, which is the creation of commercial and residential zones that require automobile transportation for each household to reach essential services. This necessitates the development of parking areas to accommodate consumer traffic in the absence of a pedestrian friendly environment. Enid residents, with a few exceptions, are currently driving the West Owen K. Garriott retail corridor for many retail services. If our zones were small and close to each other, it would be possible for a percentage of people to seek services without the need to drive. Further compounding this situation is the instance where residential densities are as low as one to three homes per acre. Very few of these homes are within walking distance of commercial retail services and the number of automobile trips, the length of trips and the single occupancy trips all increase.

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Neighborhood Design

The Enid Metropolitan Area Comprehensive Plan 2025 contemplates future growth of the City in terms of interconnected neighborhoods with defined neighborhood centers and focal points. For the purposes of Neighborhood Design and Planning, this plan separates the city into the following neighborhood districts:

1. Downtown 2. University 3. Vance 4. Southwest 5. North Central 6. Northwest 7. East Each Neighborhood can be divided into various Sub-Neighborhoods. Characteristics, Goals and Objectives will be developed for each sub neighborhood and should be incorporated into any neighborhood specific plan.

Development Guidelines Commercial Development Guidelines

From the Land Run days until recent decades, Enid was historically characterized by heavy concentration of business and commercial activity in the Downtown area. The Downtown area was developed on a grid street pattern, and buildings were oriented to the street and for pedestrians along the street. This type of commercial development can be described as center-oriented or nodal due to the fact that it was essentially the center of the service and retail trade area and was located at the original “crossroads” of the community. This same nodal concept is carried throughout this plan and applied to arterial “crossroads” throughout Enid.

Over time, however, the pattern of commercial development underwent significant change. As the automobile became the dominant mode of transportation, and the City’s population grew and spread out, commercial development began to occur in strips along arterial roadways. This type of commercial development can best be described as linear-oriented. Numerous curb cuts and access drives from these linear-oriented commercial complexes had negative impacts on traffic and transportation facilities as cars entered and exited these developments. These strip commercial developments also increasingly competed with Downtown. In many cases, businesses left downtown to join the strip. These linear-oriented commercial developments also had visual and aesthetic impacts. Since this development was usually along our primary highway arterials, which are the main entryway corridors into the City, the visual impacts on both residents and visitors was of considerable concern.

53 Enid Metropolitan Area Comprehensive Plan 2000-2025

The Plan alters that pattern and designates most commercial areas in the 2025 Land Use Map to center-oriented, or nodal pattern and not linear-oriented. Since these new center-oriented commercial areas will be in close proximity to residential and civic uses, and should be designed to be pedestrian-friendly, it is imperative that these center-oriented commercial areas are attractive and well designed. Commercial center design require that:

1. Building and street relationships focus on the street as the preeminent form of public space. 2. Buildings define streets through “build to” lines and appropriate storefront and façade design. 3. Buildings shall be human-scaled and not automobile-scaled. 4. Buildings shall form an intimate and welcoming “outdoor room,” with a suitable “street wall” (i.e., the continuum of building facades facing the streets). 5. Shops shall be accessible from the sidewalk, and designed in a manner that attracts pedestrians from the sidewalk. 6. A pleasant transition is established through public, semipublic, and private spaces where the sidewalk is a public space and the store is a private space. Semipublic spaces include porches, verandas, arcades, and plazas.

Figure 2. Commercial Development Comparisons

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While buildings may differ in style and expression, there must be some principles of unity that pull buildings into visual alignment. Issues for consideration include the scale, rhythm, and pattern of buildings and other features that comprise the streetscape. These are some examples of scale, rhythm, and pattern considerations: Commercial buildings should (but are not required to) be multistory, and should be approximately the same height and size to create a harmonious sense of scale. Similarly, buildings shall be sized in proportion to the width of the street. Commercial buildings within one neighborhood should incorporate similar materials and design to lend a sense of pattern. Finally, buildings shall front up against the sidewalk, and not be punctuated by vacant lots or driveways. Where driveways are necessary, they should be evenly and thoughtfully spaced to maintain the streetscape’s sense of rhythm. It is a goal of the Plan to improve the appearance and urban design of development projects.

Figure 3. Commercial Corridor Building Frontage

Figure 4. Commercial Site Design

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Figure 5. Commercial Site Design

The city shall create Business Park and transportation corridor center zoning districts with permitted uses that support the city’s economic development policies. The intent of these districts is to provide for high-quality settings and facilities for the development of a wide range of compatible employment opportunities. They will be designed to encourage car- and van-pooling, transit use and have an attractive appearance allowing them to locate adjacent to residential neighborhoods and as mixed use residential, business and commercial areas.

Residential Development Guidelines

Typically, only newer subdivisions have covenants that contain architectural and design requirements for residential development; therefore, design review is currently being applied only to this select group of residential projects within the City. However, these requirements do not ensure excellence in design and are often not enforced by the property owners’ association. Some criticisms of newer homes in newer subdivisions focus on subdivision layout issues. Most of these concerns can be addressed by applying urban development design principles. The following principles describe key elements of a modern version of traditional urban development patterns:

• The neighborhood has a discernible center. This is often a square or a green, and sometimes a busy or memorable street corner. A transit stop could be located at this center. • Most of the dwelling units are within an average of roughly 2,000 feet of the center.

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• There is a variety of dwelling types–usually houses, townhouses, and apartments–so that younger and older people, singles and families, and a range of classes may find places to live. • There are shops and offices at the edge of the neighborhood, of sufficiently varied types to supply the weekly needs of a household. • A small ancillary building is permitted within the backyard of each house. It may be used as an office or workshop, for example. • An elementary school is close enough so that most children can walk from their home; public transit shall be provided otherwise. • There are small playgrounds near every dwelling–not more than a tenth of a mile away. • The streets within the neighborhood are a connected network, providing a variety of pedestrian and vehicular routes to any destination, which disperses traffic. • The streets are relatively narrow and shaded by rows of trees. This slows traffic, creating an environment suitable for pedestrians and bicycles. • Buildings in the neighborhood center are placed close to the street, creating a strong sense of place. • Parking lots and garage doors rarely front the street. Parking is relegated to the rear of the buildings, usually accessed by alleys. • Certain prominent sites at the termination of street vistas or in the neighborhood center are reserved for civic buildings. They provide sites for community meetings and educational, religious, or cultural activities. • The neighborhood is organized to be self-governing. A formal association debates and decides matters of maintenance, security, and physical change. The above outlined principles are general in nature and should be tailored to fit with the uniqueness of Enid’s neighborhoods. Enid’s Zoning Ordinance and Subdivision Regulations should be updated and revised to facilitate and promote these principles in development approvals and rezonings.

Many criticisms also focus on the design of new homes. One frequently voiced concern is the lack of character-defining features or articulation of new homes, and that homes in new subdivisions have a tendency to all look the same with the three-car garage, the dominant street facing feature. The incorporation of a variety of building elevations and rooflines/pitches would help. Location of garages to the sides of buildings would create design opportunities. Articulation could be achieved through the use of a combination of different entrances, porches, projections and recesses in the facade, colors, window treatments, dormers, and trim details. Other architectural details, such as fenestration and columns, would help. If some of these features were incorporated, the same floor plan could even be repeated in the subdivision with few visual impacts. The incorporation of these types of details need not negatively impact housing affordability. The homes in the existing Waverly and Kenwood Districts have character and visual interest, yet remain affordable.

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The preparation of architectural guidelines for new residential development should be placed within the land development regulations. These guidelines could merely be educational and informational in nature, or could be a part of a new regulatory program, depending on the desires of the elected officials. The guidelines should be required for all rezonings and major developments.

Public Use Development Guidelines

The Enid Metropolitan Area Comprehensive Plan 2025 Plan envisions public and civic buildings as neighborhood anchors or focal points. Public and civic buildings include but are not limited to schools, churches, libraries, and fire stations. As these buildings are developed in the future, careful consideration should be given to the location of these structures, as well as to the site design and building architecture. Public and civic buildings should be used as examples for excellence in landscaping design, as well as the incorporation of public spaces such as plazas or sitting areas.

The landscaping of public parks is important. The City’s older parks, such as Government Springs and Meadowlake Park, are already well landscaped with mature trees. New trees must regularly be planted in these older parks to maintain the landscape aesthetics over time.

Trees and other landscaping must be incorporated into new parks, and be allowed to develop over time. The older parts of town already feature an extensive network of mature boulevard trees. Boulevard trees should be required in newly developing areas at a rate of one large canopy tree for each fifty feet of street frontage.

The maintenance of landscaping (mowing and debris removal) within the boulevard portion of the public right-of-way, including tree trimming and removal, together with the maintenance of all other required landscaping installed in accordance with approved site plans within the public right-of-way or on other public lands should be a public responsibility.

Neighborhood Development Guidelines

Policies, which are unique to the following “Neighborhood Districts”

1. Downtown 2. University 3. Vance 4. Southwest 5. North Central 6. Northwest 7. East

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It is anticipated that sub neighborhood specific goals and objectives, and other sub neighborhood specific information shall be developed with appropriate neighborhood participation and shall be used to further complete and refine neighborhood plans.

(Downtown) City Center Neighborhood

Figure 6. Downtown

The Downtown Neighborhood District (DND) is the heart of our community. It has many of our cultural and civic assets and can be considered the “Hub” of the City with the other Neighborhood districts connected to it via connectors or transportation.

The DND has rebounded in viability after the blow it received with the opening of the 550,000 square foot Oakwood mall in the mid eighties. Downtown has been transformed from the community’s primary retail district to mainly an office, service, financial, and specialty retail district. Many of the properties have been renovated and are enjoying higher occupancy as a result of the combined efforts of the community. Of critical importance to the vitality of Downtown is maintaining a strong nucleus (court house, post office/federal building, city hall, public safety facilities, civic center, conference center, sports facilities and library) together with cultural opportunities (symphony hall, theatre, museum, churches) and other mixed uses.

59 Enid Metropolitan Area Comprehensive Plan 2000-2025

The 1976 Land Use Map designated the downtown central business district (CBD) as high intensity commercial. According to that Plan, “high intensity is reserved for those uses which generate high vehicular or pedestrian traffic volumes or other elements of noise, odor, and density.” This intensity no longer represents the desired atmosphere for the CBD. This plan reclassifies all but a portion of the high intensity in City Center, or Parks, Open Space, Recreational Lands, and Public Institution land use classifications as reflected on the map. The new City Center classification is designed to allow a variety of mixed uses. The mixed uses that would be encouraged are residential, retail, office, service, recreational, and civic/institutional. Such mixtures routinely occurred in the days before zoning instilled the doctrine of use segregation. It is anticipated that the two-block area bounded by Oklahoma, Grand, Garriott, and Independence may be acquired as a gateway to downtown to develop an amphitheater and park or plaza.

University Neighborhood

Figure 7. University Neighborhood

The University Neighborhood District is an area, which contains some of Enid’s most important assets. In order for Enid to grow and prosper, it must not only retain its youth, but must also draw youth from outside of the community. Higher education will enable Enid to accomplish this youthful presence. Northern Oklahoma College and Northwestern Oklahoma State University offer students in Enid the opportunity to obtain either a BA or BS degree here at home. The Plan encourages appropriate “Collegiate typical” or “University related” uses. One thinks of a “Campus Corner” with small specialty shops, sandwich shops, coffee shops, bookstores, pubs, etc. The Plan is designed to encourage this type of retail together with multi family housing for students and others in and around the Universities.

60 Enid Metropolitan Area Comprehensive Plan 2000-2025

Previous planning could not have anticipated the opportunities associated with the recent establishment of Northern Oklahoma College and Northwestern Oklahoma State University, which allows for high and medium intensity uses in close proximity to the University Campuses. The plan limits these intensities to only those property owners already vested in the intensity (those with improved conforming properties). Vacant properties are reclassified to a use more compatible with the desired characteristics of the neighborhood. Of concern is the presence of some deteriorated and blighted residential areas.

Connectors are transportation links- roadways, pathways, and sidewalks. The part of East Broadway (5th Street to University Avenue) connecting downtown and the University Campuses is a vital link. The previous plan had a large strip of medium intensity along this corridor also encompassing Randolph and Maine. This medium intensity area is reclassified to low intensity as shown on the map. This plan proposes creation of a “Broadway Corridor Enhancement Area” to coincide in time with public or private development. At the time an overlay similar to City Center should be developed which would specify acceptable uses along Broadway. The purpose would be to create an aesthetically pleasing streetscape connecting two primary neighborhoods. Suggestions have ranged from making Broadway into a divided landscaped parkway with bicycle lanes and no street parking together with resurrection of the trolley. Uses would range from residential to light commercial businesses catering to neighborhood residents, likely concentrated in 10-12 acre Neighborhood Commercial Nodes at intersections such as 10th and 16th.

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Vance Neighborhood

Figure 8. Vance Neighborhood

The Vance Neighborhood District is of great importance to our community. The city of Enid has over the past years passed ordinances designed to protect the public and allow expansion of the mission at Vance. These ordinances are based upon the Department of Defense's Air Installation Compatible Use Zone Study (AICUZ). The Airfield Environs District(s) (AED) restrict certain congregational and incompatible uses within many zoning and intensity districts in and around Enid. New land use statutes have been passed by the Legislature amending Title 11 relating to uses around active duty US Military Bases. Specifically, 11 O.S. Section 43-101.1 enables cities to limit land use in a five-mile radius around an active military installation.

The Vance Neighborhood contains our southern Gateway on South Van Buren. The plan reclassifies a large vacant strip of medium intensity industrial land lying between Van Buren and Vance AFB to residential. All of the adjacent uses are low intensity residential including base housing. A strip of non-conforming industrial use exists north of Fox Drive on the west side of Van Buren. Intensity and zoning was changed several years ago making the industrial uses nonconforming in the commercial zone.

Connectors are of vital importance to this neighborhood. The youthful demographic residing and working at Vance would benefit by connection to Enid’s recreational pathway system. The entire community benefits when connection with Vance is expanded.

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Southwest Neighborhood

Figure 9. Southwest Neighborhood: Garriott Road

The dominant feature of the Southwest Neighborhood District is the retail strip of West Owen K. Garriott Road. The existing Medium Intensity commercial strip along Garriott begins in the Downtown Neighborhood at the 100 Block of West Garriott and extends over five miles to the West 5800 block with a gap at Champlin Park. Much of the strip has been zoned commercial without a specific development plan. Generally medium intensity commercial uses should be clustered into nodes to counteract the prevailing problem.

Accordingly the challenge is to prevent Garriott Road from falling to the generational decline that Grand Avenue has experienced and which is occurring on Van Buren south of Chestnut (First Generation- restaurants and offices, second and third generation-used car lots, bars and high vacancy rates dominate the strip. The City needs to become proactive in its responses to this situation). Enid does not have to settle for this type of growth. All too often we have been reactive and not proactive.

The Plan, as outlined throughout, supports nodal development and opposes lineal development. Further expansion of the medium intensity district on West Owen K Garriott west of Garland should not be permitted. Reclamation and mitigation of West Owen K Garriott Road to prevent generational use erosion should be a top priority. One step recommended is to change the physical appearance of Garriott Road by grouping signs with heavy plantings of proper shade trees along each side of the roadway and, where they exist, in medians. Properly selected trees, upon maturity, will not block the sight lines between motorists and retailers; however, their canopies will help establish the feeling of a “street line” or formal roadway edge, breaking up the “sea of asphalt” effect of strip development. The “Public Use Development Guidelines” discussed above would be applied in this area, and the City should initiate a public special assessment or business improvement district funded right of way planting program which leverages direct public funding. The net result of these proactive measures together with nodal development policies will be the stabilization of property values and prevention of retail leapfrogging.

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Figure 10. Roadway Design

Another approach would involve inviting owners of shopping centers with large front parking lots to submit plans for adding rentable floor space in a number of small buildings located along the front edge of their parking areas. The expanse of asphalt in front of these buildings prevents the highway corridor from achieving a semblance of townscape. Introducing new structures along this front edge located just a few feet back from the right-of-way line easily mitigates this situation. If future road widening is contemplated, structures should be set back from the future right-of-way line.

It is not necessary to erect a continuous line of shops along this front edge to achieve the desired visual effect. Indeed, shopping center owners (and tenants) will probably be concerned about the visibility of both the parking and the older shops behind them. A reasonable compromise would be to allow a filtered view of the parking and the other shops through the gaps between the new buildings out front. (Figure 11)

Figure 11. Commercial Redesign with Existing and Liner (new) Buildings 64 Enid Metropolitan Area Comprehensive Plan 2000-2025

Requiring interconnection of parking areas would eventually reduce the amount of traffic entering and exiting the highway from multiple access points. This would connect a large number of adjacent businesses existing along a section of highway frontage. By making it possible for shoppers to visit numerous stores without having to frequently reenter (and disrupt) highway traffic, accident potential could be reduced and shopping experiences could become easier and less stressful. This is the case of Neilson Square, CiCi’s, Hollywood Video, Applebee’s, Amerihost Inn, and Chili’s. Another example of a multiple ownership shared access development is K Mart, United Supermarket, Braum’s, and Big O Tires.

Figure 12. Interconnected Parking

Merchants ultimately benefit from improved accessibility. Such an undertaking could be approached in several phases, the first involving the interconnection of access lanes and parking areas at existing retail and office buildings.

Once people park their cars, they are instantly transformed into pedestrians with completely different needs. Site development should include a number of features such as landscape accents with seasonal color, seating, separated pathways, and windows facing walking areas. Public open spaces can be located near the main entrance points to buildings so that they can take advantage of the presence of shops and cafes. In the third step, highway curb cuts could be substantially reduced in number or eliminated altogether, with customers approaching the premises by way of side streets (controlled by traffic signals) accessing the parking areas.

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Figure 13. Parking Plan

North Central Neighborhood

Figure 14. North Central Neighborhood

The North Central Neighborhood District is similar to the Southwest Neighborhood, dominated by Medium Intensity commercial development. North Van Buren, North Grand, and Willow Road are all stripped with commercial designations and uses. Other dominant features are the blighted and declining residential neighborhoods.

The residential areas of this neighborhood must see some proactive measures in order to abate the deterioration that is prevalent in this area.

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Northwest Neighborhood

Figure 15. Northwest Neighborhood

The Northwest Neighborhood District lying west of the North Van Buren Commercial district and north of West Chestnut Avenue is comprised of the majority of newer residential subdivisions. It has been the recipient of most of Enid’s population shift from east to west over the past two decades. It is expected that residential growth will continue in this area, as there are over 1500 acres of land classified for low intensity residential development. This is more than adequate to supply the total forecasted low intensity dwelling unit need of 1005 units to the year 2025 as shown in Appendix A.

Developers should be encouraged to apply the Residential Development Guidelines suggested earlier in this plan, which allow for a traditional neighborhood setting and create a more efficient use of land and infrastructure.

Enid should consider annexation of the 480 acres of land lying along the north side of West Willow Road and on either side of North Garland (SW/4 34-23-7 WIM and the SE/4 of 33-23-7 WIM) and the property located at the Northeast corner of Wheatridge Road and Willow Road (SW/4 of 33-23-7 WIM). These properties are in direct line of Enid’s growth and should be included as a part of this plan. Preliminary to annexation, the Plan should adopt guidelines for extraterritorial expansion to include school, utility and infrastructure phasing, and coordination of zoning and subdivision approvals with the County.

Community Commercial nodes are applied at the arterial intersections in this area as appropriate in order to facilitate “center oriented” neighborhood development.

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East Neighborhood

Figure 16. East Neighborhood

Enid’s East Neighborhood District is that area primarily east of 16th and north of the BNSF (St. L. & S.F. R.R.) railroad and east of 42nd Street. Land use in this area consists of primarily agriculture and industry.

Enid Energy Center and Woodring Municipal Airport together with many of Enid’s major employers are located here. Due to the nature of existing land uses, it is not anticipated that residential or commercial uses will apply in this area.

Land Use Classification Descriptions The urban development concept presented in the plan is based on the preparation of a land use map. The concept requires the development and designation of a series of classifications based on the location and capacity of the community’s present and projected public infrastructure and a given location’s ability to support the density and intensity of a particular land use classification. A land use classification is a broad and inclusive description of a general range of activity deemed appropriate in a given area. It does not determine whether a specific project is permitted, nor does it determine when a given parcel should be developed. Those development approval decisions must be made with guidance from the goals and objectives established by the plan and implementation policies such as subdivision review, zoning, and capital facilities programming.

The Enid Metropolitan Area Comprehensive Plan 2025 plan has 12 land use classifications, which are described below. The categories are broad designations, which will be implemented by a variety of zoning districts within Enid. Table 1 indicates the zoning districts that are consistent with the land use categories and zoning districts. This does not preclude the mapping of a zoning district outside of the preferred land use category where it is justified by exceptional circumstances, unique topography, or economic hardship. This Table will be updated periodically as names of districts or other particulars of the zoning ordinance may be modified. Unless specifically stated otherwise, City policy is that all development within one of the categories described below will proceed within the boundaries of the City of Enid. The authority to deny or approve development in county areas remains with the Garfield County Commission. However, the Metropolitan Area Planning Commission shall hear all proposed amendments and make recommendations to the governing body of the appropriate jurisdiction.

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Table 10. Zoning Compatibility Table (Advisory Only)

Table of Correspondence Between Enid Vision 2025 Land Use Plan and the City of Enid Zoning Ordinance Zoning Districts A 11 12 13 R1 R2 R3 R4 R5 R6 R7 C1 C2 C3 C4 BP CO PLI Land Use Classification R4a Public Institutions O Parks, Open Space and Recreation O O Agriculture O Low Intensity-Residential / Commercial Residential OOOO OO O Commercial OOOO OO O O Medium Intensity-Commercial / Residential Community Commercial 1 OOOOOOOOO O Community Commercial 2 OOOOOOOOO O Neighborhood Commercial OOOOOOO Lineal Commercial OOOOOOOOO O Residential O O OOO High Intensity-City Center/Industrial City Center O O O OOOOOO Industrial OOOO

O Zoning District is in accordance with the Plan Classification Zoning District may be found in accordance with the Plan Classification per a Use By Review

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Public Institutions (Institutional, Civic, Public Uses)

A variety of activities are undertaken in this land use classification. Schools are a dominant use, as are libraries, fire stations, and quasi publicly operated utilities. Institutions such as hospitals are also included in this classification, along with all public buildings.

Zoning Districts which are in accordance with this Classification:

PLI- Public Lands and Institutions

Parks, Open Space, and Recreational Lands (Schools, Public Facilities)

All publicly owned land, including parks, fall within this category. Some private lands are included in this category. Private land in this category may be developed for any use permitted in the underlying zoning district. These areas are typically open in character and may or may not be developed for active recreational purposes. An official map of potential areas is attached to the Plan and development within the open space, park and recreation overlays will be considered for variances and cluster development to facilitate preservation of the open space, schools, public facilities, park or recreational uses without restricting private land use. These areas may also be subject to an overlay district.

This classification does not apply to neighborhood playground areas. Neighborhood playground areas may be found in any land use classification.

Zoning Districts which are in accordance with this Classification:

A- Agricultural

PLI- Public Lands and Institutions

Low Intensity Commercial/Residential/Agricultural

This classification designates places where the primary activity is urban density residential. Uses, which complement residences, are also acceptable such as parks; low intensity home based occupations, fire stations, churches, and schools. The dwelling unit density expected within this classification varies. It is expected that areas of higher density housing would be likely located in proximity to commercial nodes to facilitate the broadest range of feasible transportation options for the greatest number of individuals and support businesses within commercial centers. A variety of housing types should be blended to achieve the desired density with large areas of single type housing being discouraged. In limited instances the strong presence of constraints and natural features such as floodplains may cause an area to be designated for development at a lower density than normally expected within this classification.

All residential housing should be arranged with consideration given to the existing character of adjacent development, any natural constraints such as streams, creeks and floodways, and in a fashion, which advances the overall goals of the Plan. The Low Intensity residential classification is intended to provide the principal locations for additional housing within these Planning Areas. 70 Enid Metropolitan Area Comprehensive Plan 2000-2025

The city of Enid is comprised of 75.43 square miles of which approximately 37 square miles is considered rural and is classified as rural agriculture. These areas are primarily farmed in some manner and are generally not supported by the municipal infrastructure system. As themed throughout this plan, the goal is to efficiently use Enid’s land and infrastructure, maximizing the return on Enid’s capital investment while minimizing the creation of inefficient infrastructure.

A large portion of the Metropolitan Planning Area, which lies outside the limits of the City of Enid, is designated low intensity rural agriculture. Most of it is rural residential or agricultural in nature. This category lying generally outside of City limits but within the MAPC jurisdiction is where the land development pattern has in some cases been set by rural subdivisions. Subdivisions in this area are generally characterized by lots two acres in size or less. Portions of this area are suitable for annexation within the next twenty-five years, and subdivision approval in this area should be conducted jointly by the City and County pursuant to mutually consistent standards and adopted prioritized and funded capital improvement programs. Conservation and cluster subdivision will be required to preserve environmental and agricultural lands by allowing higher densities on portions of sites with the balance of the land reserved until future sewer and water public systems are available.

Zoning Districts which are in accordance with the Low Intensity Commercial Classification:

R1- Estate Residential

R2- Single Family Residential

R3- Mobile or Modular Home Residential

R4- Two Family Residential

R4a- Four Family Residential

R-5- Town House Residential

CO- Commercial Office

C1- Light Commercial

A- Agricultural

PLI – Public Lands and Institutions

Zoning Districts which are in accordance with the Low Intensity Residential Classification:

R1- Estate Residential

R2- Single Family Residential

R3- Mobile or Modular Home Residential

71 Enid Metropolitan Area Comprehensive Plan 2000-2025

R4- Two Family Residential

R4a- Four Family Residential

R-5- Town House Residential

CO- Commercial Office

Zoning Districts which may be found in accordance with the Low Intensity Residential Classification:

A- Agricultural

PLI – Public Lands and Institutions

C1- Light Commercial

Zoning Districts which are in accordance with the Low Intensity Agriculture Classification:

Agricultural

Zoning Districts which may be found in accordance with the Low Intensity Agriculture Classification:

R1- Residential Estate

PLI – Public Lands and Institutions

The same requirements for conservation and cluster subdivisions should be applicable in these districts.

Medium Intensity Commercial/Residential

Enid is a retail, educational, and medical/health services, hub for North central Oklahoma It provides opportunities for these activities for a multi-county region. Often the scale of these services is larger than would be required for just Enid. St Mary’s Regional Medical Center, Integris Bass Baptist Hospital, and Oakwood Mall are examples of facilities with regional impact.

Because of the draw from outside consumers of these services, it is necessary that these types of facilities be located in proximity to significant transportation routes. Since these are large and prominent facilities within the community and region, it is appropriate that design guidelines be established to ensure compatibility with the remainder of the community.

72 Enid Metropolitan Area Comprehensive Plan 2000-2025

Community Commercial Node 1

Activities within this land use category are the basic employment and services necessary for a vibrant community. Establishments located within these categories draw from the community as a whole for their employee and customer base and are sized accordingly. A broad range of functions including retail, education, professional and personal services, offices, residences, and general service activities typify this designation. In the nodal land use pattern, medium Intensity areas are integrated with significant transportation corridors, including transit and non-automotive routes, to facilitate efficient travel opportunities. Community Commercial 1 Nodes areas are generally 40 acres in size. Many areas along West Owen K Garriott Road formerly intended to be “A Nodes” were allowed to expand. These exceptions are noted in the Plan Map and shall be treated in the same manner as described below with the exception that the actual node acreage is shown on the map. These areas are activity centers for an area of several square miles surrounding them. The density of development is expected to be higher than currently seen in most commercial areas in Enid and should include multi-story buildings. It is considered desirable to have residences on upper floors in some circumstances.

Community Commercial 1 Nodes are designed to be located at the intersection of two primary arterial streets, and are referenced on the Land Use Map. Community Commercial 1 Nodes shall be restricted to not more than 40 acres total with 10 acres allocated on each corner of the intersection. Each 10-acre tract is an approximate square measuring 660 feet by 660 feet net of maximum anticipated street right of way. This boundary is measured without regard to ownership boundaries, fence lines, or topography. Increases in the size of the node, or linear development forms, are discouraged. The maximum aggregate increase of any node should be limited to seventy-five percent of its original 40 acres. An expansion would be considered linear when the depth is less than 90% of the frontage. These policies should be weighed against any proposed increase in node size.

Zoning Districts which are in accordance with this Classification:

R4- Two Family Residential

R4a- Four Family Residential

R-5- Town House Residential

R6- Mobile Home Park

R7- Multi Family Residential

CO- Commercial Office

C1- Light Commercial

C2- Planned Business Center

C3-General Commercial

BP – Business Park 73 Enid Metropolitan Area Comprehensive Plan 2000-2025

Zoning districts which may be found in accordance with this Classification:

PLI – Public Lands and Institutions

A - Agriculture

Community Commercial Node 2

Community Commercial Node 2 is similar in nature to Community Commercial Node 1 except that it encompasses a total of 30 acres and is located at the intersection of primary and secondary arterial streets. Each corner of the node has 7 ½ acres measuring 570 feet by 570 feet from the centerline of the roadway. This boundary is measured without regard to ownership boundaries, fence lines, or topography. Node size may be increased by affirmative recommendation from the MAPC and approval of the City Commission. Increases in node size and linear forms of development are discouraged. The maximum aggregate increase of any node should not exceed seventy-five percent of its original 30 acres. An expansion would be considered linear when the depth is less than 90% of the frontage. These policies should be weighed against any proposed increase in node size.

Zoning Districts which are in accordance with this Classification:

R4- Two Family Residential

R4a- Four Family Residential

R-5- Town House Residential

R6- Mobile Home Park

R7- Multi Family Residential

CO- Commercial Office

C1- Light Commercial

C2- Planned Business Center

C3-General Commercial

BP - Business Park

Zoning districts which may be found in accordance with this Classification:

PLI – Public Lands and Institutions

A – Agriculture

74 Enid Metropolitan Area Comprehensive Plan 2000-2025

Neighborhood Commercial Node

The smallest scale of the commercial land use designations is, as its name implies, oriented at serving the needs of neighborhoods. Smaller scale shops and services and a high level of pedestrian, bicycle, and transit opportunities typify this category. Neighborhood Commercial nodes are intended to support and help give identity to individual neighborhoods by providing a visible and distinctive focal point. High- density residential areas should be in close proximity to facilitate the provision of services and opportunities to persons without requiring the use of an automobile. Activities commonly expected in this classification are daycares, smaller scale grocery, bakeries, retail stores, offices, small restaurants, and residences. Multiple story buildings are encouraged to establish a unique visual character to these areas. A conceptual layout showing the integration of commercial and residential activities in a Neighborhood Commercial area is shown in Figure 17.

Figure 17. Nodes

Neighborhood Commercial Nodes are located at the intersection of two secondary arterial streets and in some cases, at a secondary arterial and collector streets. The maximum total land allocated to this node is 20 acres, with five acres on each corner measured from the centerline of the street a distance of approximately 467 feet by 467 feet. Expansion of this node type is not considered to be compatible with the surrounding neighborhoods.

75 Enid Metropolitan Area Comprehensive Plan 2000-2025

Additional nodes will be added by the MAPC and mapped in appropriate sizes (Community Commercial 1, Community Commercial 2, or Neighborhood nodes) and at appropriate locations and at such time as the transportation infrastructure is upgraded to City of Enid traffic engineering standards. For example: In the event that Phillips Road and Cleveland Road are improved to the standard whereby Cleveland is a primary arterial and Phillips is a minor arterial at their intersection, the MAPC shall cause the map to show a Community Commercial 2 node at this intersection. This would be considered and addition to the map and not an amendment to the Plan. Nodes and their respective sizes are indicated on the Land Use Map, and unless so indicated, no node shall exist regardless of intersection classification.

Zoning Districts which are in accordance with this Classification:

R4- Two Family Residential

R4a- Four Family Residential

R-5- Town House Residential

R6- Mobile Home Park

R7- Multi Family Residential

CO- Commercial Office

C1- Light Commercial

Zoning Districts which may be found in accordance with this Classification:

PLI – Public Lands and Institutions

A- Agriculture

C2- Planned Business Center

C3-General Commercial

Lineal Commercial

This Classification recognizes existing areas of lineal commercial applications, which are not a part of the nodal system. These areas should not expand beyond their current boundaries.

Zoning Districts which are in accordance with the Lineal Commercial Classification:

R4- Two Family Residential

R4a- Four Family Residential

R-5- Town House Residential

R6- Mobile Home Park

76 Enid Metropolitan Area Comprehensive Plan 2000-2025

R7- Multi Family Residential

CO- Commercial Office

C1- Light Commercial

C2- Planned Business Center

C3-General Commercial

BP – Business Park

Zoning districts which may be found in accordance with this Classification:

PLI – Public Lands and Institutions

A - Agriculture

Residential

This Classification provides for additional areas where high-density urban housing is expected or exists.

Zoning Districts which are in accordance with this Classification:

R4- Two Family Residential

R4A- Four Family Residential

R-5- Town House Residential

R6- Mobile Home Park

R7- Multi Family Residential

CO- Commercial Office

Zoning districts which may be found in accordance with this Classification:

PLI – Public Lands and Institutions

A - Agriculture

CO – Commercial Office

City Center (Downtown)

77 Enid Metropolitan Area Comprehensive Plan 2000-2025

The essence of the City Center is diversity, with a range of choice in activities and events, drawing people throughout the day and evening. The objective is to embrace the fullest possible range of human interactions, from the simple buying and selling of goods and services to providing people with the widest spectrum of cultural, educational and entertainment experiences. To provide this diversity, the City Center includes office, finance, civic, government, and entertainment functions in addition to retail shops, services and restaurants – served by a local and regional transportation system that incorporates multiple modes of travel. To promote pedestrian activity and vitality, the City Center should be compact and walkable. Development intensity, land use, building height and urban design should establish City Center as the focal point of the community.

Figure 18. City Center

Basic land use activities should be clustered in distinct and compact sub-districts located to promote the movement of pedestrians between areas and to efficiently use public services and facilities, while preserving the historical buildings and character of the area. A mix of complementary and supportive land uses will be encouraged in each sub-district.

Uses that expand the range of activities, such as entertainment (cinema, music and live theater), restaurants, art galleries, antique shops, boutiques, hotel/convention facilities and residential uses, will be encouraged for all segments of the population, including families, students, retirees, couples, and singles. By incorporating a mix of uses within the City Center, a more active environment will be created during working hours and at night.

78 Enid Metropolitan Area Comprehensive Plan 2000-2025

Quality hotels, bed and breakfast establishments, health clubs, restaurants, cultural/entertainment facilities and multi-family housing shall be permitted to add diversity and activity beyond the working day. Other uses that are supportive of the principal office uses will be permitted including day care facilities, personal service shops, and business service uses. Uses that generate high pedestrian activity are encouraged on the street level. City Center shall continue to be the focus for government administration and service functions. Other civic facilities, such as a library, performing arts center, urban parks or plazas, and outdoor entertainment, are encouraged.

High density, multi-family residential uses are allowed within the City Center. Housing is encouraged to locate in mixed-use buildings. A mix of single-family and multi-family is permitted at the fringe of the district.

Figure 19. Mixed Use

A mix of uses will provide a buffer between the more intensive, business-oriented areas in City Center and adjacent residential neighborhoods. In the residential sub- district, the principal uses include residential, bed and breakfast inns, low-intensity professional offices, neighborhood service businesses, churches, childcare centers, group homes, schools, and uses of similar character.

Human-scale design and architectural elements are encouraged in City Center and throughout the City Center classification. Such elements may include signage, awnings, storefronts, and proportional windows and other human scale building details. Mixed-use buildings, interesting street-edge facades, and windows facing the street will be encouraged. New buildings will enhance and enliven streets and create safe, pleasant public environments. Blank walls should be avoided along streets, plazas and parks. Existing building facades lacking windows, and/or other architectural details facing or visible from these public spaces should be screened by landscaping to buffer the impacts of building mass, or designed to have architectural details that add visual interest to large walls.

Substantial implementation of the 1983 Central Business District Improvement Plan (Downing & Leach Plan) has occurred in the City Center and Downtown. The design guidelines and development guidelines contained in the 1983 CBD Plan remain in force and are in conformance with this Plan.

Zoning Districts which are in accordance with this Classification:

PLI- Public Lands and Institutions

79 Enid Metropolitan Area Comprehensive Plan 2000-2025

R2- Single Family Residential

R5- Town House Residential

R7- Multi Family Residential

CO- Commercial Office

C1- Light Commercial

C2- Planned Business Center

C3- General Commercial

C4- Central Business District

Zoning Districts which may be found in accordance with this Classification:

R4- Two Family Residential

R4A Four Family Residential

I1- Planned Industrial

High Intensity Industrial

This classification provides areas for the heavy uses, which support an urban environment such as manufacturing, warehousing, and transportation hubs. Development within these areas is intensive and is connected to significant transportation corridors. In order to protect the economic base represented by industry, uses, which would be detrimentally impacted by industrial activities, are discouraged.

Although use in these areas is intensive, these areas are part of the larger community and should meet basic standards for landscaping and other site design issues and be integrated with the larger community. In some circumstances, uses other than those typically considered industrial have been present in these areas. Careful consideration should be given to public policies to allow these mixed uses to coexist in harmony.

Zoning Districts which are in accordance with this Classification:

I1- Planned Industrial

I2- Light Industrial

I3- Heavy Industrial

BP- Business Park

Zoning districts which may be found in accordance with this Classification:

PLI – Public Lands and Institutions 80 Enid Metropolitan Area Comprehensive Plan 2000-2025

A – Agriculture

Overlay Districts An overlay district is a special regulation or set of principles which applies in certain defined circumstances supplementing the standards and requirements found in a given land use or zoning designation. Overlay districts may be created to reflect natural resources concerns such as floodplains, airfield base environs, historic preservation concerns such as neighborhoods with historical significance, or areas of special community concern such as an economic development area or desired infill development area.

Historic Districts

Currently Enid has two designated Historic Districts: Kenwood, and Waverley. Each has adopted its own set of guidelines and regulations. These guidelines should be carefully reviewed and updated to conform to the spirit and intent of this Plan. Additional neighborhoods, which have been studied for historical importance, include: Buena Vista, Kisner, Weatherly, McKinley, East Hill, and Southern Heights. These studies should provide the catalyst to the creation of additional Historic Districts when supported by neighborhood property owners and residents.

Airfield Environs District

The March 2003 Air Installation Compatible Use Zone Study (AICUZ) states: “…the purpose of the AICUZ program is to promote compatible land development in areas subject to aircraft noise and accident potential. As the surrounding city and county prepare to modify their land use development plans, recommendations from this updated AICUZ Study should be considered. Accident potential and aircraft noise should be primary considerations in their planning processes.

Land use guidelines set forth in the USAF AICUZ program reflect land use recommendations for clear zones (CZs), accident potential zones (APZs) I and II, and four noise zones (NZs). These guidelines have been established on the basis of studies prepared and sponsored by USAF, United States (U.S.) Department of Housing and Urban Development, Environmental Protection Agency, Federal Aviation Administration (FAA), Federal Housing Authority, and state and local agencies. The guidelines recommend land uses that are compatible with airfield operations while allowing maximum beneficial use of adjacent properties. This AICUZ Study contains recommendations developed to assist local governments in determining land uses that are compatible with airport environs.”

The City of Enid has enacted the Airfield Environs Overlay District (AED) to comply with the spirit and intent of the AICUZ study. This plan recommends further cooperation and periodic review of the AED ordinance to ensure compliance with the intent of the AICUZ study.

81 Enid Metropolitan Area Comprehensive Plan 2000-2025

City Center Overlay District

The City Center District will provide for a variety of opportunities for citizens to enjoy and access retail trade, professional services, public services, facilities, housing facilities, entertainment and cultural opportunities. Mixed uses in this district will increase activity not only during business hours but also after business hours. The purpose and intent of the City Center District will promote flexibility and diversity specifically with mixed uses. While providing for enhanced pedestrian movement by increasing landscaping and streetscape, this will also promote the appearance of the downtown area plus, the City Center will also be distinguished from other parts of community. The City Center district will facilitate Main Street efforts and provide community comfort and safety.

Commercial Incentive Overlay (CIO) District

The Commercial Incentive Overlay (CIO) permits more intensive development of all or portions of commercially zoned parcels in order to promote land use patterns, site design and building forms that are consistent with the City’s land use policies. The district can also be used to minimize hardships resulting from the application of other land use regulations, such as the “AED” Airport Environs Overlay zoning regulations. This section encourages the redevelopment of existing shopping centers, big-box retail sites, and other sites characterized by large expanses of surface parking into a development pattern which is pedestrian friendly, compatible with surrounding development, provides a visually attractive site design, and which reduces reliance on the automobile for vehicular trips. City policy is not to approve a rezoning to CIO unless the applicant transfers development rights pursuant to this Ordinance.

Parks, Open Space And Recreational Overlay District (Schools, Public Facilities)

The Official Map or an adopted overlay district shall indicate those areas where parks, schools, public facilities, open space, and recreational uses are considered for location.

82 Enid Metropolitan Area Comprehensive Plan 2000-2025

Land Use Map

Figure 20 and Figure 21 are reprints of the 2025 Land Use Map for the Enid Metropolitan Area Comprehensive Plan 20251. The Land Use Map is a synthesis of many different ideas, public input, existing conditions, and desired land use patterns for the future. The map is the visual representation of the land use patterns and ideas discussed throughout this document. The map shows in a broad manner acceptable uses and locations throughout the community. It does not represent a commitment by the City to approve every development proposed within each category. The map and other elements of this plan must be weighed and evaluated in conjunction with the specific details of a proposed project, which are beyond the scope of this plan but will be addressed through the land use policies discussed below.

The boundaries shown on the map are of necessity at a large scale. As a result, interpretation will be required. It is the intent of the map to follow visible boundaries such as right-of-ways where possible. Within developed areas and except as noted otherwise herein, boundaries generally follow parcel boundaries established by recorded plats or certificates of survey. Except in the case of Community Commercial Nodes and where such natural or legal boundaries do not exist, some minor flexibility in the interpretation of the boundary is allowed by the Planning Administrator so long as the exercise of that flexibility is not contrary to the intent, purposes, or goals of this plan and does not materially alter the desired land pattern in an area. If significant alterations or modifications are desired, an amendment to this plan shall be required.

1 The official copy of the 2025 Land Use Map is maintained in the Development Services Department of the City of Enid and is incorporated by reference.

83 Enid Metropolitan Area Comprehensive Plan 2000-2025

See inset (Figure 21)

Figure 20. Land Use Map (1)

84 Enid Metropolitan Area Comprehensive Plan 2000-2025

Figure 21. Land Use Map (2)

Future Land Use Policies 1. Encourage infill development by providing economic incentives to developers and property owners. Examples include (a) favorable lending terms through dedicated bond issues; (b) direct grants or loans through tax-increment financing or from special assessments; (c) tax abatements, credits, or waivers; (d) density bonuses or other zoning waivers; (e) expedited permitting treatment; (f) outright grants of publicly-owned land; (g), incentive packages that include land grants together with infrastructure improvements; and (h) waivers of infrastructure fees and adequate public facility requirements.

2. In order to direct growth to infill areas, future expansion of medium intensity designations and commercial uses should be restricted to infilling of existing commercial areas and designated nodes except where a need can clearly be identified.

3. A thorough review and update of Enid’s subdivision regulations and zoning ordinance shall be completed within one year after adoption of the plan. Such review shall incorporate into the regulations provisions, which are pedestrian friendly, and into the zoning ordinance the ability to mix uses without excessive processing. 85 Enid Metropolitan Area Comprehensive Plan 2000-2025

4. The zoning ordinance shall be amended to accommodate a mix of residential, commercial, and public uses in neighborhoods.

5. Prepare neighborhood plans for the Downtown, University, Vance, Southwest, North Central, Northwest, and East neighborhoods. The Guidelines in Appendix C should be consulted as a guideline for the process of preparing the neighborhood plans.

6. Prepare design guidelines for Commercial Centers along with regulatory and financial incentives for new development to incorporate the guidelines. The design guidelines should include objective criteria, as opposed to vague statements or principles.

7. Establish business park and transportation corridor center (TCC) districts with appropriate use and design standards.

8. Encourage traditional neighborhood development (TND) through overlay district, planned unit development options, or regulations that permit TND by right. Create incentives for TND design in the Northwest neighborhood.

9. Establish streetscaping standards that address boulevard trees.

10. Permit a mix of uses in the City Center.

11. Revise the zoning regulations for the University neighborhood to:

A. Permit a mix of retail uses, restaurants, entertainment and residential uses; and

B. Establish a Broadway Corridor Enhancement Area district

12. Continue to control land use around the Vance AFB through the AICUZ overlay.

13. Encourage commercial uses in the Southwest and North Central neighborhoods to cluster into mixed use and commercial nodes.

14. Continue to apply appropriate zoning regulations to the East neighborhood.

15. Areas classified, as rural agriculture should remain rural in nature. The uses permitted by the Zoning Ordinance should be those allowed in agriculture zones and by special permit. R-1 uses, if conservation or cluster subdivision, would enhance preservation of environmental and agricultural lands.

86 Enid Metropolitan Area Comprehensive Plan 2000-2025

16. Development in the low intensity rural agriculture land use category shall be clustered to preserve functional open space and allow for more advanced sewage disposal than individual septic tanks. If development is proposed at overall densities greater than one dwelling per acre, and/or the development proposal lies within the wastewater and water treatment planning boundaries, annexation to the City shall be completed prior to development.

87 Enid Metropolitan Area Comprehensive Plan 2000-2025

CHAPTER 8: IMPLEMENTATION AND ADMINISTRATION

The development of the land use pattern shown in the Land Use Map will best be accomplished through concerted efforts by private-public partnerships. The construction of buildings and conducting of commercial and residential activity is done by private individuals and companies. The willingness of the private sector to invest money and personal commitment to the development of land will have a major influence on the community’s ability to realize its goals. The public sector, especially the City of Enid, also has a significant role to play through the development of its plan and corresponding implementation tools such as annexation and development agreement zoning, subdivision, capital facility planning and finance. By ensuring that its actions further the goals of this plan, and consistently implementing those actions, the City can incentive private parties to form effective public-private partnerships to further the achievement of the identified community goals.

Consistency of implementing public regulation, financing and development with the plan benefits all property owners. Developers, in particular, benefit by being able to purchase land without fear of subsequent plan zoning or infrastructure fee changes driven by public sentiment in specific cases. Developers will be able to enter into annexation and development agreements that will vest development entitlements against subsequent changes in regulations, standards and fees.

Developers will also benefit by being able to construct mixed-use pedestrian-oriented sites within neighborhoods without fear that ad hoc opposition, based on “compatibility” will derail their efforts. Neighborhoods, on the other hand, benefit by the presumption against individual rezoning of sites that are inconsistent with the plan. Lenders will benefit by having projects that are readily marketable through development agreements and as of right market and mixed-use projects. Both NIMBYism (Not In My Back Yard syndrome) and SLAPP (Strategic Litigation Against Public Participation) will be reduced. The City, County, utilities, schools and state agencies will have a better structured document to facilitate intergovernmental cooperation, capital infrastructure prioritization, coordination and financing and most importantly, concentration on economic, downtown and neighborhood development incentives. Critical efforts will not be wasted on repetitive ad hoc rezonings that present the same issues over and over again and which exacerbate unnecessary conflict between developers, citizens and legislators. Planning is the use of man and woman's intelligence with a little bit of foresight. If this Plan is utilized with the spirit of cooperation that lies behind its formulation, everyone will have greater time, mutual consensus and area wide cooperation to achieve the real power – the power to grow the community and enhance the quality of life.

A significant task for the City is the challenge of being consistent in the face of influences which will support deviations from the chosen course described in this plan. The Enid Metropolitan Area Comprehensive Plan 2025 was prepared after a significant effort to identify community goals. Changes to the plan should also receive the same level of attention and not be driven by short-term issues or result in alterations, which do not benefit the community as a whole. The fundamental purposes and organizing principles of the plan should be a touchstone for frequent review and evaluation of activities and policies.

88 Enid Metropolitan Area Comprehensive Plan 2000-2025

Review And Amendments To The Plan Criteria for Review and Amendment

The Enid Metropolitan Area Comprehensive Plan 2025 has been prepared based on information and circumstances as of 2004. As circumstances change it will be important that the plan be reviewed, and when necessary updated, to accommodate future events. Best practices are to update a comprehensive plan every five to seven years. This periodic review, when properly done, ensures that the information regarding economic growth, population and market demand upon which the plan is based is accurate and timely and that the goals and objectives of the plan continue to reflect the desires of the community.

The review process should evaluate the existing plan text and maps. Opportunities to update information relied upon in preparation of the plan, such as Census information, should be taken and the conclusions of the plan reevaluated in light of the new information. New inventory maps should be made available for consideration during the review process if the new map would display previously unavailable data such as altered land uses or City boundaries. When updated baseline information has been prepared the review should consider the following points:

1. Are the community’s goals current and valid? 2. Have circumstances, information, assumptions, needs, or legal framework materially changed? 3. Where have problems with text or maps appeared since the last review? 4. Does the plan appear to be meeting the current needs of the community? 5. Can the plan be modified to better serve the needs and desires of the community? 6. Is there a balanced and proportionate amount of land provided for the various urban land uses expected to be required over the next planning period? Residents or developers may also amend the Plan upon application. State law governs proposed amendments of this sort. The Plan was prepared to balance a wide variety of interests. Changes to the Plan must continue the balancing effort. All amendments should be carefully evaluated to ensure that changes do not create conflicts between goals, maps, or implementation tools. If a proposed amendment would cause conflicts within the plan, additional amendments should be identified and reviewed so that any conflicts are resolved.

When considering a proposed amendment to the Plan, the Metropolitan Area Planning Commission and the City Commission may consider these questions, as well as any others that are relevant.

1. The proposed amendment is consistent with the overall intent of the plan or results in an improved plan.

2. The proposed amendment will not adversely affect the community as a whole or a significant portion of it by

89 Enid Metropolitan Area Comprehensive Plan 2000-2025

A Significantly altering acceptable existing and future land use patterns, as defined in the text and maps of this plan;

B Requiring unmitigated larger and more expensive improvements to streets, water, sewer, or other public facilities or services;

C Adversely impacting existing uses because of unmitigated greater than anticipated impacts on facilities and services;

D Adversely impacting the livability of the area or the health and safety of its residents.

Timing of Amendments

A plan must balance two important elements, consistency and responsiveness to the needs of the community. If the plan is not consistent, then it will serve little value as a planning tool, will not provide an adequate basis for consistency of implementation actions, and will not receive the confidence of the development, economic and citizen communities it was intended to serve. If the plan is not responsive, it will perpetuate policies and actions that are no longer adequate to address community needs, cause frustration among the community, and cannot provide correct guidance for future actions.

A variety of factors may cause the initiation of an amendment. This causes difficulty in anticipating the number or timing of amendments. In the past, as many as twenty Plan amendments have been received and approved in a single year. This creates a problem with consistency both within the plan itself and within its implementation tools. When changes are made frequently, persons find it difficult to keep up with the modifications. A series of minor changes may result in a major cumulative change to the plan. Multiple changes also create difficulties in keeping maps and other resources up to date. However, it is also not desirable to place severe limits on proposed amendments, which would prevent responses to changing conditions. A balance must be struck between the two needs.

The Metropolitan Area Planning Commission has the responsibility, by state law, to oversee the preparation of the Enid Metropolitan Area Comprehensive Plan 2025. The MAPC also has the responsibility to oversee the periodic reviews, identify necessary amendments to the Plan, and recommend them for adoption by the City Commission. The City Commission, after review by the Metropolitan Area Planning Commission, may by an affirmative vote of a majority of its total membership, initiate an amendment to the plan any time it feels that it is necessary in the best interests of the community.

Individuals who believe that their interests and those of the community may be better served by a modification to the plan maps or text may also propose amendments. A request to amend the Enid Metropolitan Area Comprehensive Plan 2025 may be submitted at any time to the Development Services Department. Amendment applications by private parties may be grouped and processed cumulatively every quarter beginning in January of each year. This will allow for all proposed changes to be reviewed collectively, prevent unexpected outcomes from incremental changes, and aid in the prevention of inconsistencies. Any such request must be submitted thirty days prior to such meeting to allow staff the time for review and statutory notice. 90 Enid Metropolitan Area Comprehensive Plan 2000-2025

The review and amendment process is not intended to require that a plan amendment precede an application for re-zoning. However, it is presumed that a proposed to rezoning that is inconsistent with the comprehensive plan will not be approved. The city may approve a re-zoning that does not conform to the comprehensive plan land use map where it makes extensive written findings of fact supported by established countervailing public policies. Examples include plan amendments that would facilitate non-residential and non-strip commercial economic development, employment in basic industries, or exceptional project design that is fully compatible with other neighborhood and downtown policies of the Plan. If such a plan amendment is approved, the planning commission should amend the Plan's land use map to conform to the approved re-zoning.

The Land Use Map does not the limit development on land, which is properly and consistently zoned for the proposed uses. Such development applications and zoning amendment requests may be submitted at any time and processed as staffing and other circumstances allow.

Areas on the official zoning map, which are not in conformance with the plan, should be identified and changed. It is desired that these uses, and the official zoning map be brought into conformance with the Plan as soon as feasible or as otherwise herein stated, so that the land use pattern identified herein may be completed and that the development, economic, lending and citizen communities can rely upon the Plan and implement zoning.

Implementation The City has a number of regulatory and non-regulatory tools at its disposal to implement the plan. Regulatory tools include development agreements, zoning, subdivision, official map, capital improvement programming, environmental controls and building code regulations. Financial tools include general revenues, sales taxes, developer contributions, redevelopment financing, and other tools as authorized by Oklahoma law. Institutional tools include intergovernmental agreements and annexation policies.

Zoning is the major regulatory mechanism for implementing the plan. Zoning divides the city into districts. Each district establishes permitted uses, uses permitted with discretionary review, and bulk regulations such as setbacks, minimum lot area, and maximum height. Other regulations can be added to the zoning districts to provide a better fit with the policies of the Plan. These include:

• Floor area ratios, which permitted building area relative to lot size; • Building envelope standards that control building form or shape more effectively than setback regulations; • Maximum front or side setbacks, or “build-to” lines, that bring buildings closer to the street and allow the establishment of “street walls” along building frontages;

91 Enid Metropolitan Area Comprehensive Plan 2000-2025

• Building form regulations, or the division of zoning districts by permitted building structures or forms rather than by use. This is a more flexible type of regulation that provides the landowner with a broad range of permissible uses, while providing design and scale regulations that are compatible with surrounding neighborhoods. Subdivision regulations are the principal regulatory mechanism for linking new development with infrastructure. Subdivision regulations control the division of land into lots and parcels. The regulations require on-site improvements such as streets, utilities and stormwater management controls. The regulations shall also require off- site improvements to address the impacts of new subdivisions on public infrastructure outside the boundaries of the subdivision, and to assure that adequate public facilities at established levels of service are available at time of development. Under state and federal case law, the City may require offsite improvements or fees in lieu that are proportional to the impacts of the subdivision. Such requirements minimize costs that are often borne by the taxpayers so that general funds can be utilized to meet the huge backlog of deficiencies. In addition to requiring offsite improvements, the City can control the timing of new development in different locations, or based on the availability and capacity of public improvements.

The design of new subdivisions is an important requirement. Better design produces not only better appearance, but results in cost savings for the sub-divider and homebuyers and higher property values for the development and surrounding development. Examples include narrower streets and alleys, which provide a more pedestrian friendly street and the ability to site garages and driveways away from the public street.

Subdivision regulations should require siting of park, open space and school sites. Planning, with set aside requirements and civic space design varying for different locations and situations should coordinate the standards. For example, the subdivision of a shopping area to include mixed-use buildings would focus on smaller civic spaces with more “hardscaping” (scored pavement, benches, fountains, and other non-natural improvements). By contrast, a subdivision in outlying areas could include larger natural greenways or greenbelts with few improvements.

Official mapping and capital improvements programming can be used to implement the City’s public improvements policies. Official maps delineate proposed right of way improvements and establish building lines, or create incentives, to preserve rights of way for future improvements. Through capital improvements programming, the city can control the construction, design, location and timing of a number of capital improvements and infrastructure. The City can also work with other agencies, such as the Oklahoma Department of Transportation; to control capital improvements priorities to the preferred plan locations. These improvements shape the form of development, and can be used to create economic development opportunities.

The MAPC is preparing an Implementation Element for the Plan. The Implementation Element will list and describe key regulatory mechanisms, establish priorities, assign responsibilities, and include a tentative schedule for implementation. This element will be adopted as a component to this plan.

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“Make no little plans; they have no magic to stir men’s blood and probably will not be realized. Make big plans; aim high in hope and work. Remember that a noble, logical diagram once recorded will never die, but long after we are gone will be a living thing, asserting itself with ever-growing insistency. Remember that our sons and grandsons are going to do things that would stagger us. Let your watchword be order and your beacon beauty.”

Daniel H. Burnham

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GLOSSARY OF TERMS

Adequate Public Facilities

Public facilities, including school sites that are required to be available at established levels of service identified in the Plan or an approved Capital Improvement Program.

Capital Improvement Program

A twenty-year list of projects needed to meet adequate public facility requirements for growth and to reduce existing deficiencies. The capital improvement program shall be divided into two component parts – a five-year capital improvement budget with prioritized and fully funded projects indicating the respective sources of revenue (i.e., general revenue and development fees), and a six to twenty-year capital improvement plan that addresses project needs by growth and infill sectors.

Density

The number of dwellings per net acre of land.

Development Agreement

An agreement between a developer and the City or county: (a) in which the developer obtains a vested entitlement to complete development at levels of service, fees, uses and densities specified in the agreement or reflecting current regulatory standards at the time the agreement is entered into; and (b) in which the City of county obtains assurances that the development required on and off-site infrastructure will be built in a timely, phased and sequenced manner.

Facility Plan

A public city prepared plan for a specific physical resource of the City which examines the resource's current state, future needs for the resource, and recommended means of meeting identified future needs.

Goal

A statement of general purpose or intent relating to a defined topic. A goal generally seeks an improvement in the status of some specified thing. An example is: Promote, encourage and enhance the built environment to create an aesthetically pleasing community.

Growth

An increase in population and/or area. The increase may be the result of natural population growth through births exceeding deaths, in-migration, or annexation.

Growth rate

A measure over time of the increase or decrease in City population compared to the City's population at a specified date. Growth rates are usually expressed as a percentage and applied to time increments of one, five, or ten years. 94 Enid Metropolitan Area Comprehensive Plan 2000-2025

Human Scale

The proportional relationship of a particular building, structure, or streetscape element to the human form and function. Human scale does not prohibit multi-story structures.

Infill

The development or redevelopment of vacant, abandoned, or under-utilized properties, which are within developed areas of the City, and where water, sewer, streets, and fire protection (adequate or deficient) have already been developed and are provided. Areas located on the periphery of the City limits shall generally not be considered infill sites.

Land Use Map

The map that delineates the city’s general policies for the location and distribution of future land uses. See Chapter 7, figures 20 and 21. The official land use map is maintained on file in the City’s Department of Engineering.

Level of Service

Level of Service indicates the capacity per unit of demand for a public facility. It is an indicator of the extent or degree of service provided by a facility based upon and related to the operational characteristics of the facility.

Mitigate/mitigation

Measures taken or required to avoid, minimize, compensate for, or offset the definable impacts of development on the environment or for excessive open space or agricultural land consumption per capita. Public facilities and services, or other issues of community concern defined by ordinance.

Neighborhood

An area's characteristics, often with its own names, that distinguish it from other areas and that may include distinct economic characteristics, housing types, schools, or boundaries defined by physical barriers, such as major highways and railroads or natural features, such as watercourses or ridges. Residents sharing a common identity focused around a school. Park, business center, or other features often characterize a neighborhood. As a distinct and identifiable area, neighborhoods are recognized as fostering community spirit and a sense of place, factors recognized as important in community planning.

Net acre

The area of land measured in acres, minus any dedications to the public, such as public or private streets and parks.

Objective

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A more specific statement than a goal that seeks to advance the intent of a goal. Objectives bridge the distance between goals, which are general in nature, and policies, which call for a specified and distinct action to be accomplished. An example is: Support and encourage creative site development design.

Official Map

A map designating the right-of-way for widening or establishing new highway, utility, transit, school, park, environmental or recreational site or corridor.

Open Space

Land and water areas retained for use as active or passive recreation areas, agriculture, or resource protection in an essentially undeveloped state.

Policy

A definite course or method of action selected from among alternatives and in light of given conditions to guide and determine present and future decisions. An example is: Create a park and tree maintenance district to preserve and enhance the aesthetic qualities of publicly owned lands.

Quality of Life

The personal perception of the physical, economic, and emotional well being that exists in a community.

Sprawl

A pattern of development generally characterized by a combination of 1) low population density, 2) forced reliance on individual automotive transportation, 3) distribution of land uses which require driving in order to satisfy basic needs, and 4) development which leaves large undeveloped areas surrounded by development.

Strategic Plan

A formal plan prepared for a specific service of the City which examines the current state of the service, future needs for the service, and recommended means of meeting identified future needs.

Traditional Neighborhood Development

A development that incorporates traditional development patterns that include the following:

• Neighborhood identity - compatibility of components of the neighborhood, distinctively designed streets and public spaces, entrance gateways, and natural features emphasized • Residential variety and diversity - varied residential densities, a mixture of housing types, ancillary dwellings, and home-based employment opportunities

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• Compatible planning- compatible land use relationships, incorporated open space, active uses facing public spaces, utilization of school sites as parks, and coordinated utilities placement • Central place- non-residential neighborhood serving uses at a central gathering place, with pedestrian friendly environments • Linkages- interconnection of internal neighborhood components, and interconnection to the surroundings via a basic grid network of access and open space • Movement - walkable and shaded blocks and streets with sidewalks and crosswalks, facilities for bicycles, and transit stops where appropriate • Cars and streets - streets narrow enough to discourage speeding, but with room for on-street parking on one side, encouraging cars stored toward the back of the lot, possibly accessible by alleys, allowing shared driveways and duplex or quadruplex garages at the rear lot line • Street-friendly housing - housing which is close to and faces the street, with active uses and porches on the front, and windows and doors establishing visual connection to the street - garages located to the side or rear • Social spaces - a variety of sizes and uses of open space is provided in each neighborhood, encouraging both active and passive uses and fostering interaction between neighbors • Design which is sensitive to natural, manmade, and cultural context, climate- appropriate design and materials, limited fill, water-wise landscape, preserved natural features, design features from local history and culture

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APPENDIX A: LAND SUPPLY CALCULATIONS

The first assumption for residential land is related to the number of persons who would be residing in an average household. The American household has been declining in size for several decades. This reflects nationwide aging trends as well as an increased divorce rate and increased numbers of adult unmarried persons, which creates additional households for the same numerical population. In 1990, the Census established an average household size for Enid of 2.40 persons.

The 2000 Census indicates that the average household size is 2.39 persons. It is expected that these demographic trends will continue. Therefore, a household size of 2.36 persons was selected for the use of this plan. Based on the anticipated population increase over the term of the plan and the expected household size, there is a predicted need for 2118 new dwelling units by the year 2025 to house the increasing population. The reduced household size also means that more dwellings are required to house the same population. This trend contributes to the nationwide trend of growth rates of urban geographical areas increasing faster than the growth of population.

The second assumption relates to the amount of land each dwelling unit will occupy. The expected dwelling unit density and proportion of housing allocated to that density are shown in Table 11. If development over time utilizes a larger or smaller area per dwelling, the raw land required will also vary. Table 11examines land required for new housing units. It assumes that all land is equally desirable for development. Since some land is constrained from development because of floodplains or other factors, more than the absolute minimum land area is expected to be required to actually house the City’s population. As discussed above, the 2025 Land Use Map, Figure 20, takes this into account.

Table 11. Expected Residential Land Use Demand by 2025 by Density Classification

% Of Future Gross Existing % Of Projected % Of Future Density Projected Unit Acres Units Existing Units Unit Demand Units Demand Required Low 22,372 85.9 23,377 83.0 1,005 47.5 335 Density Medium 1,223 4.7 1,408 5.0 185 8.7 31 Density High 2,452 9.4 3,380 12.0 928 43.8 77 Density TOTAL 26,047 100.0 28,165 100.0 2,118 100 443

As mentioned above, there is a trend for smaller average household sizes. Although there is a dwelling unit density increase proposed, the population density is not expected to rise, since the decreasing household size will offset the increasing density in dwellings. A change in any of these assumptions can modify the amount of land expected to be required.

The calculations for expected future commercial land requirements also required several assumptions. Rather than relying upon dwelling units as a measure of 98 Enid Metropolitan Area Comprehensive Plan 2000-2025 demand, as was used for residential land purposes, future commercial land demand was based on expected increases in employment and the amount of land required to support each new employee. As shown in Table 12, Table 13, and Table 14, the various employment sectors were placed into three groups (Group One- Agriculture, Mining, Construction, Manufacturing, Transport and Utilities, Wholesale Trade; Group Two- Commercial, F.I.R.E., Services, Prof. Scientific; Group Three- Education, Health and Public Administration), which appear to share similar general land use requirements. A land use inventory was evaluated to determine the amount of actual land utilized for each sector. This was combined with employment information from the 2000 Census to arrive at an average land area utilized per employee.

Table 12. 2010 Employment Calculations

10 Year Compounded Employment 1990 2000 2000% of Difference From % of Employment Projected Total Increase From 1 2 Sector Census Census Workforce 1990-2000 Increase 2010 Employment 2000 to 2010 Industry Agriculture & Mining 945 874 4.23% -71 Construction 879 1,379 6.67% 500 Manufacturing 1,504 2,355 11.39% 851 Transport & Utilities 2,023 1,132 5.47% -891 Information3 0 330 1.60% 330 Wholesale Trade 1,165 620 3.00% -545 Group One Total 6,516 6,690 32.4% 174 2.67% 6,868.65 178.65 Commercial Retail Trade 3,734 2,916 14.1% -818 F.I.R.E. 1,141 990 4.8% -151 Services4 1,591 3,146 15.2% 1555 Professional Scientific 1,071 1,251 6.0% 180 Group Two Total 7,537 8,303 40.1% 766 10.16% 9,146.85 843.85 Institutional Education & Health 4,001 4,517 21.8% 516 Public Administration 1,046 1,170 5.7% 124 Group Three Total 5,047 5,687 27.5% 640 12.68% 6,408.16 721.16

Grand Total 19,100 20,680 100.0% 1,580 8.43% 22,423.66 1,743.66

1) Information provided by the U.S. Census Bureau, Census 2000. 2) The 10 year percent of increase for each group and the total were calculated using the percent of increase from 1990 to 2000 compounded forward by one ten year period. 3) The Information field is new and was not a separate field in 1990. 4) Services consists of Arts, Entertainment, Recreation, Accommodation, Food Services & Other Services

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Table 13. 2020 Employment Calculations

20 Year Compounded Employment 1990 2000 2000% of Difference From % of Employment Projected Total Increase From 1 2 Sector Census Census Workforce 1990-2000 Increase 2020 Employment 2000 to 2020 Industry Agriculture & Mining 945 874 4.23% -71 Construction 879 1,379 6.67% 500 Manufacturing 1,504 2,355 11.39% 851 Transport & Utilities 2,023 1,132 5.47% -891 Information3 0 330 1.60% 330 Wholesale Trade 1,165 620 3.00% -545 Group One Total 6,516 6,690 32.4% 174 5.41% 7,052.06 362.06 Commercial Retail Trade 3,734 2,916 14.1% -818 F.I.R.E. 1,141 990 4.8% -151 Services4 1,591 3,146 15.2% 1555 Professional Scientific 1,071 1,251 6.0% 180 Group Two Total 7,537 8,303 40.1% 766 21.36% 10,076.46 1,773.46 Institutional Education & Health 4,001 4,517 21.8% 516 Public Administration 1,046 1,170 5.7% 124 Group Three Total 5,047 5,687 27.5% 640 26.97% 7,220.76 1,533.76

Grand Total 19,100 20,680 100.0% 1,580 17.74% 24,349.28 3,669.28

1) Totals provided by the U.S. Census Bureau, Census 2000. 2) The 20 year percent of increase for each group and the total were calculated using the percent of increase from 1990 to 2000 compounded forward by two ten year periods. 3) The Information field is new and was not a separate field in 1990. 4) Services consists of Arts, Entertainment, Recreation, Accommodation, Food Services & Other Services

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Table 14. 2025 Employment Calculations

25 Year Compounded Employment 1990 2000 2000% of Difference From % of Employment Projected Total Increase From 1 2 Sector Census Census Workforce 1990-2000 Increase 2025 Employment 2000 to 2025 Industry Agriculture & Mining 945 874 4.23% -71 Construction 879 1,379 6.67% 500 Manufacturing 1,504 2,355 11.39% 851 Transport & Utilities 2,023 1,132 5.47% -891 Information3 0 330 1.60% 330 Wholesale Trade 1,165 620 3.00% -545 Group One Total 6,516 6,690 32.4% 174 6.82% 7,146.22 456.22 Commercial Retail Trade 3,734 2,916 14.1% -818 F.I.R.E. 1,141 990 4.8% -151 Services4 1,591 3,146 15.2% 1555 Professional Scientific 1,071 1,251 6.0% 180 Group Two Total 7,537 8,303 40.1% 766 27.53% 10,588.51 2,285.51 Institutional Education & Health 4,001 4,517 21.8% 516 Public Administration 1,046 1,170 5.7% 124 Group Three Total 5,047 5,687 27.5% 640 35.02% 7,678.59 1,991.59

Grand Total 19,100 20,680 100.0% 1,580 22.89% 25,413.32 4,733.32

1) Information provided by the U.S. Census Bureau, Census 2000. 2) The 25 year percent of increase for each group and the total were calculated using the percent of increase from 1990 to 2000 compounded forward by two ten year periods then an additional five year period at half the rate of increase. 3) The Information field is new and was not a separate field in 1990. 4) Services consists of Arts, Entertainment, Recreation, Accommodation, Food Services & Other Services

After the amount of land needed per employee was determined for the existing employment base, future employment was evaluated to determine how many new employees are expected in each economic sector over the next 25 years. The results were combined with the per employee land requirement to create Table 8, which indicates the amount of future land required for each employment group and for all commercial and industrial uses. (See Table 16 and Table 17).

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Table 15. Employment Sector Groupings and Average Land Per Employee Requirements

2000 Exist. Land Current Average Gross Sector Employment1 Used (Acre)2 Acres Per Employee Industry Agriculture & Mining 874 Construction 1,379 Manufacturing 2,355 Transport & Utility 1,132 Information 330 Wholesale Trade 620 Group One Total 6,690 1,127 0.17 Commercial Retail Trade 2,916 F.I.R.E. 990 Services 3,146 Professional Scientific 1,251 Group Two Total 8,303 1,401 0.17 Institutional Education & Health 4,517 Public Administration 1,170 3 Group Three Total 5,687 511 0.09

Grand Total 20,680 3,039 0.15

1) From Table 12 - 2000 Census Column. 2) Area calculated from 2002 land use maps, totals shown only include developed land. 3) Does not include 300 acres of Parks

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Table 16. Future Land Area Requirements by Employment Grouping

Gross Area Required Multiplier to Adjusted Acres

New 2025 Gross Acres For Future Ensure Adequate Required For New Sector Employment1 Per Employee2 Employment Land Supply Employment Industry Agriculture & Mining Construction Manufacturing Transport & Utility Information Wholesale Trade Group One Total 456.00 0.17 77.52 2.00 155.04 Commercial Retail Trade F.I.R.E. Services Prof. Scientific Group Two Total 2,286.00 0.17 388.62 2.00 777.24 Institutional Education & Health Public Admin. Group Three Total 1,992.00 0.09 179.28 2.00 358.56

Grand Total 4,734.00 645.42 1,290.84 1) See Table 14 - Projected Total 2025 Employment 2) See Table 15 - Current Average Gross Acres Per Employee

Table 17. Land Area Requirements for Current and Future Employment Existing Acres Total Acres Total Acres Required 2025 Total Acres 2025 Total Used For Required for New For Existing and Available for Acres Left for Sector Employment Employment New Employment Employment Development Industry Total 1,127 155 1,282 Commercial Total 1,401 777 2,178 Institutional Total 511 359 870 1 Grand Total 3,039 1,291 4,330 10,166 5,836

1) See Table 12 - Employment related acres inside urban boundary

As indicated in Table 18, there is a considerable existing amount of vacant land within the City that is available for development. However, not all of the existing vacant land stock is available for development due to natural constraints such as floodplains. Improved mapping and data gathering, in combination with land inventory in this plan, will over time allow for a more finely adjusted evaluation of future land use demand and availability for commercial and industrial purposes. A careful evaluation of land availability should be an important part of each five-year review of the plan.

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Table 18. Developed Areas as of July 8, 2002

Residential Commercial Industrial Total Developed Undeveloped Total Developed Undeveloped Total Developed Undeveloped 10,594.76 6,706.81 3,887.95 2,186.35 1,400.56 785.79 3,678.21 1,126.86 2,551.35 63% 37% 64% 36% 31% 69%

Agricultural Special Use Total Developed Undeveloped Total Developed Undeveloped 10,916.36 384.1 10,532.26 1,351.66 811.1 540.56 4% 96% 60% 40%

The 2025 Land Use Map presented in Figure 20 depicts the geographic distribution of the thirteen-land use classifications established in this document. The acreage area shown for each category is presented in Table 19. The depiction of land as a future development area on the map does not indicate by itself that the City will automatically approve development within these areas. Each individual proposal must be evaluated against the goals and objectives of this plan and the implementation policies, which will be prepared.

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Table 19. Projected 2025 Land Use

Employment Percent Percent Percent 2025 Inside Urban Outside UrbanRelated Acres of Total of Urban Outside 1 Land Use Classification Area (Acre) Acres Acres Inside Urban Outside Urban Planning Area Planning Area Urban Area Buisness Park 112.81 112.81 0.00 112.81 0.00 0.23% 0.46% 0.00% Public Institutions 4,151.06 4,093.12 57.94 4,093.12 57.94 8.63% 16.63% 0.25% Parks, Open Space & Rec. 960.30 951.43 8.87 N/A N/A 2.00% 3.87% 0.04% City Center 220.94 220.94 0.00 220.94 0.00 0.46% 0.90% 0.00% Sub-Total 5,445.11 5,378.30 66.81 4,426.87 57.94 11.32% 21.85% 0.28% Low Intensity Agriculture 25,821.73 3,025.21 22,796.52 N/A N/A 53.70% 12.29% 97.10% Residential 10,109.10 9,758.93 350.17 N/A N/A 21.02% 39.65% 1.49% Commercial 18.11 12.01 6.10 12.01 6.10 0.04% 0.05% 0.03% Sub-Total 35,948.94 12,796.15 23,152.79 12.01 6.10 74.76% 51.99% 98.62% Medium Intensity Community Comm. 1 152.17 152.17 0.00 152.17 0.00 0.32% 0.62% 0.00% Community Comm. 2 510.84 510.84 0.00 510.84 0.00 1.06% 2.08% 0.00% Neighborhood Comm. 115.41 82.35 33.06 82.35 33.06 0.24% 0.33% 0.14% Lineal Commercial 1,194.01 1,151.74 42.27 1,151.74 42.27 2.48% 4.68% 0.18% Residential 711.82 711.82 0.00 N/A N/A 1.48% 2.89% 0.00% Sub-Total 2,684.25 2,608.92 75.33 1,897.10 75.33 5.58% 10.60% 0.32% High Intensity Industrial 4,008.60 3,830.39 182.34 3,830.39 182.34 8.34% 15.56% 0.78%

Grand Total 48,086.90 24,613.76 23,477.27 10,166.37 321.71

1) All acres shown were calculated from the 2025 Land Use digital map

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Desired development, for purposes here, is defined as development that enhances Enid’s growth in a manner that is consistent with the traditional character of the community, and fits harmoniously into the town fabric helping to reinforce the local sense of place. Over the past two decades, Enid has adopted a policy of “planned sprawl.” We have an abundance of land in Enid, and have for years acquiesced to a marketplace that demanded we leapfrog further and further from the central core of Enid, leaving large gaps between developments and underutilized resources and infrastructure. This type of development is due in part to society’s acceptance and now dependence on vehicular transportation and the perception that “any growth is good growth”.

Our community has simply forgotten about the pedestrian and recreational enthusiast. Subdivision regulations require expansive streets and ignore sidewalks and greenways as alternative connectors between neighborhoods, throughout neighborhoods, between neighborhoods and services, and throughout the entire city.

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APPENDIX B: CAPITAL IMPROVEMENTS PROGRAM

Discussion On completion of a thorough physical infrastructure needs assessment, in accordance with established goals and based on 2003 dollars, Three Hundred Twenty-Three Billion Million, Eight Hundred Ten Thousand dollars ($323,810,000.00) in infrastructure needs have been identified, spanning the studies of a twenty-five year planning period. These needs are projected as both short and long term, with initial needs in years (0-5) estimated at Ninety-Two Million, One Hundred Fifty Thousand dollars ($92,150,000.00). The attached spreadsheets itemized and prioritize these needs over twenty-five-year period and recognize the need for continued update and revision, especially in the out years. The needs are grouped by type and represent nine categories as follows:

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Table 20. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program Summary

Project Types Year -05 Year 5-10 Year 10-15 Year 15-20 Year 20-25 Total Funded Un-Funded Transportation (Roads) $29.72 $20.06 $22.87 $15.26 $13.57 $101.48 $7.50 $93.98 Transportation (Airport) $4.99 $2.00 $2.00 $2.00 $2.00 $12.99 $12.99 Facilities $13.25 $11.20 $6.75 $- $- $31.20 $20.25 $10.95 Parks and Recreation $4.51 $21.82 $7.65 $1.10 $- $35.08 $35.08 Education $18.89 $8.08 $6.75 $- $- $32.72 $33.71 $0.01 Solid Waste $1.65 $0.50 $- $- $- $2.15 $0.05 $2.10 Water $8.80 $6.90 $6.90 $6.90 $28.45 $57.95 $0.30 $57.65 Stormwater $2.75 $2.50 $2.50 $2.50 $2.50 $12.75 $12.75 Wastewater $7.59 $3.95 $9.55 $12.85 $2.55 $36.49 $36.49 Total: $92.15 $77.01 $64.97 $40.61 $49.07 $323.81 $61.81 $262.00

The comprehensive plan capital improvements finance committee has studied revenue resources and has developed a matrix and funding proposal to assist the community in implementing these proposed improvements.

Table 21. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program (CIP), Year 2003 through 2027(March 6, 2003)

Rev. YEAR 0 – 5 Sales Tax General Obligation Bonds Bonds SL & Un- Restr G.O. School Project Type/Name Cost Roads Jail Schools Grants Utility General Alley Restr Water Bonds GB Transportation Roads Garriott Rd., Jackson to NA Washington Randolph/Van Buren NA Intersection Garriott Rd., Johnson to 2.50 0.70 1.80 Jackson Garriott/Garland Intersection 0.72 0.00 0.12 0.60

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Rev. YEAR 0 – 5 Sales Tax General Obligation Bonds Bonds SL & Un- Restr G.O. School Project Type/Name Cost Roads Jail Schools Grants Utility General Alley Restr Water Bonds GB Garland and Randolph 3-lane 0.l2 0.12 Garland and Chestnut 3-lane 0. 23 0.23 Cleveland, Elm North ¾ mile 1.30 0.55 0.75 Oakwood and Willow 0.80 0.20 0.60 Intersection Willow Rd., Cleveland to 2.00 1.25 0.75 Oakwood Rd. Randolph, Cleveland to 1.90 1.15 0.35 0.40 Oakwood Randolph, Oakwood to Garland 1.50 0.75 0.35 0.40 64th Street, Phase III 0.60 0.30 0.30 Truck Route, Wheatridge N., (3 0.00 0.00 0.00 miles) Garland and Randolph 5-lane 0.75 0.25 0.50 Cleveland, RR to Willow 1.00 1.00 Garland, Garriott to Randolph 2.00 2.00 Randolph, Van Buren to 3.00 3.00 Cleveland Arterial St. Overlay Phase I 5.00 3.38 1.63 Signal, 30th and Randolph 0.14 0.14 Residential St. Reconst. 3.16 2.25 0.91 Phase I Transit Phase I 3.00 1.50 1.50 Transportation Airport Grade & Drain Runway Safety 0.17 0.02 0.15 Areas ARFF & Snow Removal Eq. 0.17 0.02 0.15 Bldg Install Runway – Taxiway – 0.17 0.02 0.15

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Rev. YEAR 0 – 5 Sales Tax General Obligation Bonds Bonds SL & Un- Restr G.O. School Project Type/Name Cost Roads Jail Schools Grants Utility General Alley Restr Water Bonds GB Seal Cracks Acquire ARFF Vehicle 0.35 0.04 0.32 Expand Terminal Building 0.00 0.00 0.00 Pave Access Road (Hanger, 0.25 0.03 0.23 Apron) Place electric lines Apron 0.12 0.01 0.10 Acquire land (+/- 72 acres) 0.15 0.02 0.14 Relocate Threshold & Extend 3.50 0.35 3.15 Runway Install security fencing 0.13 0.01 0.11 Facilities Acquisition, CBD to Garriott 1.50 1.50 Convention Hall Conversion 5.00 5.00 Police Department Addition NA Fire Department Addition NA Jail 6.75 6.75 Parks & Recreation Trail, Phase I 0.60 0.15 0.45 Meadowlake Dredging 1.00 1.00 Champlin Pool Redo 0.50 0.50 CBD Park Improvement 2.00 2.00 Other Park Improvements 0.41 0.41 Education Enid Schools 18.89 3.38 15.51 Solid Waste Landfill site analysis 0.05 0.05

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Rev. YEAR 0 – 5 Sales Tax General Obligation Bonds Bonds SL & Un- Restr G.O. School Project Type/Name Cost Roads Jail Schools Grants Utility General Alley Restr Water Bonds GB Residential Roll-out Container 1.60 1.60 Water Raw Water Interconnect 1.80 1.80 Waterline Replacement 6.00 3.52 2.48 Program Pump Replacement – Plant No. 0.25 0.25 1 Replacement of 15 wells 0.75 0.75 Stormwater Oxford Detention – Land 0.15 0.15 acquisition Oxford Detention – Design, 0.20 0.20 Phase I Road Closure – 3rd St., Walnut, 0.08 0.08 Oak Garriott and 6th St. bridge 0.50 0.50 Chestnut West Detention – Ph. 0.14 0.14 I Chestnut West Detention – 0.20 0.20 Phase I Cherokee Detention – Phase I 0.25 0.25 Cherokee Det. – Design of 0.05 0.05 Phase II Garland South Det. – Land 0.16 0.16 Acq. Ph. I Garland South Detention – 0.25 0.25 Phase I Rolling Oaks Detention – 0.02 0.02 Design Rolling Oaks Detention – Land 0.10 0.10

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Rev. YEAR 0 – 5 Sales Tax General Obligation Bonds Bonds SL & Un- Restr G.O. School Project Type/Name Cost Roads Jail Schools Grants Utility General Alley Restr Water Bonds GB acq. Waller Detention – Design 0.05 0.05 Bobsfarm Detention – Design 0.05 0.05 Local Drainage - #4 Woodlands 0.07 0.07 Local Drainage – Heritage Hills 0.04 0.04 Local – Boggy Creek & Lisa 0.20 0.20 Lane Other projects 0.24 0.24 Waste Water I & I Elimination Program 2.11 2.11 WPC Plant Renovation 0.03 0.03 WPC Sludge Management 2.70 2.70 Boggy Creek Basin 2.70 2.70 Construction 54th Street Pump Station 0.05 0.05 Year 0-5 Totals 92.15 2.25 0.00 3.38 6.75 6.32 3.38 24.86 15.51 11.98 10.34 7.41

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Table 22. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program (CIP), Year 2003 through 2027(March 6, 2003)

Rev. YEAR 5-10 Sales Tax General Obligation Bonds Bonds SL & Restr. School G.O. School Project Type/Name Cost Un-Restr. Roads Jail Grants Utility General Alley Water s Bonds GB Transportation Roads Randolph Downtown 1.50 0.75 0.75 Intersections Randolph and 10th 0.75 0.25 0.50 Intersection Randolph and 16th 0.75 0.25 0.50 Intersection Willow, Oakwood to 2.00 1.25 0.75 Garland Oakwood, Chestnut to 1.90 1.15 0.75 Willow Arterial St. Overlay Phase 5.00 2.03 0.00 2.98 II Residential St. Re-Const. 3.16 2.25 0.00 0.91 Phase II Transit Phase II 3.00 1.50 1.50 5-10 Unpaved St. Phase I 2.00 2.00 Transportation Airport Terminal Addition 0.75 0.08 0.68 Other Airport Projects 1.25 0.13 1.13 Facilities Service Center 0.25 0.25 Rehabilitation Jail 6.75 6.75 Library Reconstruction 3.00 3.00 5-10 Industrial Park Shell 1.20 1.20 Building Parks & Recreation

113 Enid Metropolitan Area Comprehensive Plan 2000-2025

Rev. YEAR 5-10 Sales Tax General Obligation Bonds Bonds SL & Restr. School G.O. School Project Type/Name Cost Un-Restr. Roads Jail Grants Utility General Alley Water s Bonds GB Trail, Phase II 0.60 0.15 0.45 Sport Complex 15.00 15.00 10th St. Park Conversion 0.50 0.50 Tennis Complex 3.00 3.00 New park/Golf Course 2.00 2.00 Park Improvements 0.72 0.72 Education Enid Schools 8.08 4.73 3.35 Solid Waste Land acquisition 0.50 0.50 Water Waterline Replacement 6.00 6.00 2.48 Program Pump Replacement – Plant 0.15 0.15 No. 2 Replacement of 15 wells 0.75 0.75 Stormwater Future Projects 2.50 2.50 Waste Water I & I Elimination & Pipe 2.55 2.55 Repair WPC Headworks Project 1.40 1.40 Year 5-10 Totals 77.01 2.25 0.00 2.03 6.75 8.90 4.73 33.17 3.35 6.41 6.45 4.98

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Table 23. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program (CIP), Year 2003 through 2027(March 6, 2003)

Rev. YEAR 10-15 Sales Tax General Obligation Bonds Bonds SL & Un- Road Restr. School G.O. School Project Type/Name Cost Jail Grants Utility General Alley Restr. s Water s Bonds GB Transportation Roads Signal, Cleveland & Rupe, 2.60 2.60 Improv. Unpaved St. Phase II 0.40 0.40 Chestnut, Van Buren to 2.80 1.40 1.40 Oakwood E. Broadway parkway 2.50 2.50 Randolph, Van Buren to 4th 2.00 1.25 0.75 Randolph, 4th to 18th 2.00 1.25 0.75 Garland Chestnut to Oakwood 2.00 2.00 0.00 Transit Phase III 3.00 1.50 1.50 Arterial St. Overlay Phase III 5.00 5.00 Residential St. Const. Phase 3.17 2.25 0.92 III Transportation Airport Airport Projects 2.00 0.20 1.80 Facilities Jail 6.75 6.75 Parks & Recreation Sport/Aquatic Phase II 6.50 6.50 Trail Phase III 0.60 0.15 0.45 Park projects 0.55 0.55 Education Enid Schools 6.75 6.75 3.35 Solid Waste

115 Enid Metropolitan Area Comprehensive Plan 2000-2025

Rev. YEAR 10-15 Sales Tax General Obligation Bonds Bonds SL & Un- Road Restr. School G.O. School Project Type/Name Cost Jail Grants Utility General Alley Restr. s Water s Bonds GB None 0.00 Water Waterline Replacement 6.00 6.00 Program Repaint Storage Tanks 0.15 0.15 Replacement of 15 wells 0.75 0.75 Stormwater Future Projects 2.50 2.50 Waste Water I & I Elimination & Pipe Replace 2.55 2.55 Relief Line (Basins 2G & 2F) 7.00 7.00 Year 10-15 Totals 64.97 2.25 0.00 0.00 6.75 6.90 6.75 18.62 0.00 5.15 12.05 6.50

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Table 24. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program (CIP), Year 2003 through 2027(March 6, 2003)

Rev. YEAR 15-20 Sales Tax General Obligation Bonds Bonds SL & Un- Restr. School G.O. School Project Type/Name Cost Roads Jail Grants Utility General Alley Restr. Water s Bonds GB Transportation Roads Chestnut, Oakwood to 0.70 0.20 0.00 0.50 Garland VanBuren, Kenwood Access 3.00 3.00 0.00 Truck Route, Rupe (2 mile) 0.00 0.00 0.00 Transit, Phase IV 3.00 1.50 1.50 Arterial St. Overlay Phase IV 5.00 5.00 0.00 Unpaved St. Phase IV 0.40 0.40 0.00 Residential St. Const. Phase 3.16 2.25 0.91 0.00 IV Transportation Airport Airport Projects 2.00 0.20 0.00 1.80 Facilities None 0.00 Parks & Recreation Trail, Phase IV 0.60 0.15 0.45 Softball Complex 0.50 0.50 Education Enid Schools 0.00 Solid Waste None 0.00 Water Waterline Replacement 6.00 6.00 Program Repaint Storage Tanks 0.15 0.15

117 Enid Metropolitan Area Comprehensive Plan 2000-2025

Rev. YEAR 15-20 Sales Tax General Obligation Bonds Bonds SL & Un- Restr. School G.O. School Project Type/Name Cost Roads Jail Grants Utility General Alley Restr. Water s Bonds GB Replacement of 15 wells 0.75 0.75 Stormwater Future Projects 2.50 2.50 Waste Water I & I Elimination & Pipe 2.55 2.55 Replace WPC Plant Expansion 10.30 10.30 Year 15-20 Totals 40.61 2.25 9.90 6.71 0.00 0.00 0.00 2.15 0.00 2.75 15.35 1.50

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Table 25. Enid Vision 2025 Comprehensive Plan, Capital Improvement Program (CIP), Year 2003 through 2027(March 6, 2003)

Rev. YEAR 20-25 Sales Tax General Obligation Bonds Bonds SL & Un- Restr. School G.O. School Project Type/Name Cost Roads Jail Grants Utility General Alley Restr. Water s Bonds GB Transportation Roads Randolph, 18th to 30th 2.00 1.25 0.75 Truck Route, 30th St. (1 1.30 0.54 0.11 0.65 mile) Trail Phase V 0.60 0.15 0.45 Transit Phase V 1.50 1.50 Truck Route, 0.00 Wheatridge/Rupe Arterial St. Overlay 5.00 5.00 Phase V Residential St. Const. 3.17 2.25 0.92 Phase V Transportation Airport Airport Projects 2.00 0.20 1.80 Facilities None 0.00 Parks & Recreation None 0.00 Education Enid Schools 0.00 Solid Waste None 0.00 Water Waterline Replacement 6.00 6.00 Program Replacement of 15 wells 0.75 0.75

119 Enid Metropolitan Area Comprehensive Plan 2000-2025

Rev. YEAR 20-25 Sales Tax General Obligation Bonds Bonds SL & Un- Restr. School G.O. School Project Type/Name Cost Roads Jail Grants Utility General Alley Restr. Water s Bonds GB Replacement of Ames 21.70 21.70 Water Line Stormwater Future Projects 2.50 2.50 Waste Water I & I Elimination & Pipe 2.55 2.55 Replacement Program Year 20-25 Totals 49.07 2.25 28.45 6.79 0.00 0.00 0.00 1.38 0.00 3.65 5.05 1.50 Grand Totals Year 0-25 323.81 11.25 38.35 18.90 20.25 20.12 14.86 80.18 18.86 29.92 49.24 21.88

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APPENDIX C: NEIGHBORHOOD PLAN GUIDELINES

While the Enid Metropolitan Area Comprehensive Plan 2025 is a plan for the entire City of Enid, as it exists now and in the future, the development of individual neighborhood plans would be appropriate. These plans would be area-specific plans, developed by neighborhood residents working closely with the Enid MAPC. The MAPC is responsible for preparing a plan, such as the Enid Metropolitan Area Comprehensive Plan 2025, and forwarding the plan to the City Commission for final adoption. Similarly, the Development Services Department (or Community Development) should be responsible for facilitating the preparation of any and all neighborhood plans, and forwarding MAPC recommended plans to the City Commission for final approval. The goals, objectives, and policies within the neighborhood plans must comply with goals and objectives of the Enid Metropolitan Area Comprehensive Plan 2025, but provide an opportunity for area-level detail.

Several neighborhoods have been identified, and neighborhood representatives should meet with each other and representatives from the Development Services Department. These neighborhood groups will be key to the success of any future neighborhood-planning program. However, the specific role neighborhood groups will play in planning policymaking and land use decisions must be defined by the MAPC and approved by the Enid City Commission.

The Development Services Department should facilitate a neighborhood planning effort that would likely follow these steps:

1. Establish a neighborhood group by inviting all area residents and businesses to participate. Select representatives for the neighborhood group, and establish the neighborhood and sub- neighborhood boundaries.

2. Involve neighborhood citizens, businesses, and other interest groups in preparing an inventory of the neighborhood–identifying problems, constraints, opportunities, and assets within the neighborhood and sub-neighborhood as appropriate.

3. Involve area residents and private interests, and work closely with the MAPC, to develop and refine implementation proposals and actions.

4. Involve the MAPC and agencies from several levels of government in identifying and refining strategies for action.

5. Once a Neighborhood Plan is prepared by the Development Services Department and accepted by the MAPC, it will be forwarded to the City Commission for adoption.

6. Pursue funding and other opportunities for implementing the plan.

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