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Community input and feedback was solicited in a

variety of ways during each phase of the project.
The North Tulsa citizens are extremely engaged
in this effort and in what is happening in their
community. It became clear very early in the
process that information exchange was going to be
critical to the success and support of the project.
The teams efforts to engage community members
began with the formation of a Neighborhood
Advisory Committee (NAC). The NAC included
representation from a range of stakeholders,
including business owners, residents, and
community leaders. We were fortunate to be
able to enlist members from varying age groups
and professional backgrounds, offering a diverse
perspective on the North Tulsa community. All
members had a strong and active interest in the
project and its outcome. NAC members not only
acted as a liaison between the project team and
community members, but they also played an
active role in community meetings by assisting
with exercises and facilitating discussions for
feedback.
Throughout the year-long process, a variety of
outreach tools were used to effectively provide
information to the community. Early in the project,
dedicated contact information for the project,
including a phone number and email address,
were established and widely publicized. A project
website was created to house all documentation
and information related to the project, such as
lyers, copies of presentations, maps and other
informational material developed for the AWP
project.
Six community meetings were held at key
decision points in the process, including the

property inventory step, site prioritization, and

redevelopment scenarios analysis. Prior to each of
these meetings, letters were mailed to all residents
in the Study Area from Councilor Henderson
encouraging their attendance and participation.
Email correspondence and news releases were also
used to notify interested stakeholders of upcoming
meetings and project progress. A detailed
description of the Community Outreach Plan and
Implementation is presented in Attachment B of
this document.



  

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draft of the Comprehensive Plan being presented

to the community in January 2010. Multiple public
hearings by the Tulsa Metropolitan Planning
Commission were held through the spring of 2010,
and in July 2010 the City Council unanimously
approved the PlaniTulsa Comprehensive Plan.
One important outcome of PlaniTulsa was a
Strategic Plan with six initial steps to move the City
toward the new vision for Tulsa. One of these steps
was the creation of a viable redevelopment strategy
to promote and facilitate redevelopment in Tulsa.
In addition to the need for a viable redevelopment
strategy, PlaniTulsa also suggests a Redevelopment
Tool Kit to identify inancial tools as well as speci ic
redevelopment strategies for targeted areas
throughout the City.
According to PlaniTulsa, A viable redevelopment
strategy helps the City achieve the development it
desires, to strengthen the economy, and support
a robust downtown and vibrant neighborhoods,
town centers and regional centers. An effective,
public-private redevelopment strategy in Tulsa
can revive a signi icant number of vacant,
underutilized, or poorly developed sites with
mixed-use buildings in key areas of the City.
By creating and implementing a redevelopment
strategy, the City will take a proactive approach
to revitalize these key areas and achieve desired
outcomes.
North Tulsa Study Area
The North Tulsa community is quite large and in
no shortage of the need for resources. Given the
limited time to conduct the work, the City and the
Consultant Team worked together to determine the
boundaries for the AWP that would have the most

12

impact and acheive the goals and objectives of the

project.
The inal study area was determined to include a
3.2 square mile area directly north of downtown
bound by 36th Street North on the north, Peoria
Ave on the east, N Cincinnati Ave on the west, and
I-244 on the south. The image below shows the
study area boundaries.




 



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'1 3-- *+> *14 077<13,) '1,'+. 35 10,
@011'@,'4 ,0 ,9' 5*?' +*3+3' +*3-= 935 8*@3-3,)
9*5 6+';30<5-) :''1 ,9' 907' 08 :*5>',:*--
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 4<' ,0 :<4?', +'4<@,3015 *, ,9' 3,)=

60+,5 8*@3-3,3'5 *14 6+0?+*75 *+' 'E,+'7'-)

3760+,*1, ,0 ,9' 0+,9 <-5* @077<13,)= *1)
08 ,9' @93-4+'1 31 ,935 @077<13,) ?', 31;0-;'4
31 560+,5 *, * ;'+) )0<1? *?'. :<, 8*@3-3,3'5 80+
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-<: *14 ,9' = 1 ?'1'+*-. ,9'+' 35 * -*@> 08
80+7*- 560+,5 8*@3-3,3'5 31 ,935 6*+, 08 <-5*=


9'
,<4) +'* 56*15 ,9+'' 4388'+'1, <-5* <:-3@

@900- 35,+3@,5 35,+3@, . 35,+3@, . *14 35,+3@,

= 9'+' 35 * 73E 08 6+37*+). 5'@014*+). *14 93?9'+
'4<@*,301 06,3015 80+ @93-4+'1 *14 )0<1? *4<-,5
31 ,9' 0+,9 <-5* 077<13,)= 0(';'+. ,9'+' 35 *
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9' 01-) '-'7'1,*+) 5@900- (3,931 ,9'
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" 5,<4'1,5 8+07 :3+,9 ,0 *?' = 935 35 * 6+3;*,'
8*@3-3,) 4';'-06'4 :) * 6*+,1'+5936 (3,9 ,9' '0+?'
*35'+ *73-) 0<14*,301M <-5* 4<*+'. 1@=M
'*-,9 *14 <7*1
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>-*907*M *73-) *14 93-4+'1I5
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<:-3@
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077<13,) @,301 +0C'@, 08 <-5* 0<1,)= 1
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*-50 6+0;34'5 8*73-) 5'+;3@'5 *14 7'43@*- @*+'=
(0 '-'7'1,*+) 5@900-5 ,9*, 5'+;' ,9' 0+,9 <-5*
@077<13,) *+' -0@*,'4 C<5, 0<,534' ,9' :0<14*+3'5
08 ,9'
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,9*1  5,<4'1,5 *5 08 @,0:'+ = 7'+501
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5,<4'1, 606<-*,301 08 *66+0E37*,'-) =

'@014*+) '4<@*,301 8*@3-3,3'5 -3' (3,931 *14 C<5,

0<,534' 08 ,9'
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-0@*,'4 31 ,9' 9'*+, 08 ,9'

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0,9'+ 5@900-5 31 ,9' 435,+3@,=

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,9' 
A<-5* @*76<5 (3,9 *1 '769*535 01 01-31'
435,*1@' -'*+131? *14 73137*- 01 53,' @0<+5'5=

N<5, 0<,534' ,9'

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$*5931?,01 3?9
@900- 35 * 9<: 08 *@,3;3,) 31 ,9'
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,*,'5.
3, (*5 +*1>'4 *701? ,9' ,06  93?9 5@900-5 31
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9'
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(93@9 @076+35'5 705, 08 10+,9('5, <-5* 10+,9
08 40(1,0(1= 0<1@3-0+ '14'+501 35 * -38'A
-01? <-5*1 *14 9*5 :''1 * 5,+01? 5<660+,'+ 08
'@01073@ 4';'-067'1, 313,3*,3;'5 31 ,9' 0+,9
<-5* 077<13,) *14 <-5* *5 * (90-' 80+ 7*1)
)'*+5= ' (*5 ;'+) 31;0-;'4 (3,9 ,9' +0(123'-45
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0<,+'*@9 '880+,5 *14 6<:-3@ 7'',31?5= 35 0823@' (3--
:' * ?+'*, +'50<+@' ,0 ,9' 0+,9 <-5* @077<13,)
*5 ,9'5' 6+0C'@,5 70;' 80+(*+4=

9' ,(0 93?9'+ '4<@*,301 8*@3-3,3'5 31 0+,9 <-5*

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31@' 3,5 06'131? 31 . ,9' 5,<4'1,
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A<-5*
35 * @077<,'+ @*76<5 (3,9 10 5,<4'1, 90<531?=



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9' 0+,9 <-5* @077<13,) 9*5 * ;*+3',) 08
@077<13,) 5'+;3@'5. 31@-<431? :0,9 6<:-3@ *14
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 '@+'*,301 5'@,301. ,9' <4353-- '?301*- 3:+*+) 35

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101A6+023, 0+?*13F*,3015 9*;' * 6+'5'1@' 31 0+,9
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A
<-5* @*76<5. 35 * 606<-*+ ?*,9'+31? 56*@' 80+
@077<13,) ?+0<65. @-*55'5. *14 0,9'+ 6+0?+*75 80+
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 ;*+3',) 08 9'*-,9 *14 50@3*- 5'+;3@' @'1,'+5 *+'
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31 ,9' @077<13,) *14 ,9'
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35 01' 08 ,9'5' 8*@3-3,3'5= 935 0+?*13F*,301 10, 01-)
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1 *443,301 ,0 ,935 -*+?' :<531'55 6*+>. ,9'+' *+'
D 9' 0+,9 <-5* @01073@ ';'-067'1,
* ;*+3',) 08 57*--'+ 5906631? @'1,'+5 *14 5,+36
13,3*,3;' GH
7*--5 ,9+0<?90<, ,9'
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D 9*7:'+-*31 +'* '3?9:0+5
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 *1531? -0@> 550@3*,301=  7*6 08 ,9'5'
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,,*@97'1,  08 ,935 40@<7'1,=
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31 ,9' 6*5,. 0<,+'*@9 5<++0<1431? -*13<-5*
6-*1131? '880+, :+0<?9, * +'1'('4 5'15' 08
31@-<5301 *14 6*+,3@36*,301 31 ,9' 6-*1131? 6+0@'55=
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)'*+5 *14 9*;' :'?<1 ,0 4'43@*,' +'50<+@'5 ,0
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5 7'1,301'4 *:0;'. ,9' -*13<-5* '880+,
@014<@,'4 8+07 #A (*5 ,9' 376',<5 80+
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,935 +'60+, 40@<7'1,5= 0+,9 <-5* 35 10 5,+*1?'+
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906631? '1,'+ 01
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9' 0(1,0(1 +'*
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9' 6+0C'@, @01535,5 08 57*-- +',*3- 31@<:*,0+
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EVANS FINTUBE SITE

PROPERTY BOUNDARY
MAJOR STREETS
MAJOR HIGHWAYS
MULTI USE TRAIL
RAILROAD
BUS ROUTE
PARKING

MULTI FAMILY RESIDENTIAL

CIVIC/INSTITUTIONAL

BUSINESS/INDUSTRIAL

COMMERCIAL

PARKS/OPEN SPACE

EXISTING BUILDINGS

These areas attract workers and

visitors from around the region and
are key transit hubs; station areas can
include housing, retail, entertainment,
and other amenities.

Regional Centers are mid-rise

mixed-use areas for largescale
employment, retail, and civic or
educational uses.

PlaniTulsa
FUTURE LAND USE:
REGIONAL CENTER

VACANT
INDUSTRIAL/MANUFACTURING
VACANT
TWO LARGE BUILDINGS

CURRENT LAND USE:

HISTORICAL USE:
PROPERTY CONDITION:
IMPROVEMENTS:

NONE
CITY OF TULSA AND PUBLIC MEETING

FLOODPLAIN:
TRANSPORTATION:
SOURCE:

THREATS:
Extensive environmental clean-up prior to development

OPPORTUNITIES:
Connection to Downtown, OSU Tulsa, and Langston University
Catalyst for broader investment and community amenities for North Tulsa

WEAKNESSES:
Existing buildings not fit for reuse for non-industrial uses
Limited access from all main thoroughfares

STRENGTHS:
Site size allows for a variety of uses
Close proximity and views of downtown
Visibility from major highways
No major topographical challenges

IL/IM NO

ZONING:

CITY OF TULSA

APPROX 25 ACRES

SITE SIZE:

PROPERTY OWNER:

118 & 186 N LANSING AVENUE

PROPERTY ADDRESS:

DESIRED REDEVELOPMENT OUTCOMES

LARGE SCALE RETAIL
ENTERTAINMENT DISTRICT
CONNECT TO GREENWOOD COMMUNITY
GREEN JOBS/EMPLOYMENT CENTER
HOTEL
RESTAURANTS
OFFICE SPACE
BUSINESS INCUBATOR
MULTI FAMILY RESIDENTIAL
GATEWAY DEVELOPMENT

View south from N Lansing Ave

of property and downtown Tulsa

South building from N Lansing Ave

GENERAL PROPERTY INFORMATION

South building from

Archer Street

SINGLE FAMILY RESIDENTIAL

LEGEND

North building from

N Lansing Ave

THE EVANS FINTUBE PROPERTY IS SEEN AS A MAJOR OPPORTUNITY TO BE THE

CATALYST OF REINVESTMENT AND REDEVELOPMENT IN THE NORTH TULSA
COMMUNITY. IT HAS THE OPPORTUNITY TO CREATE A CIRCLE OF ENERGY AND
ACTIVITY BETWEEN THE DOWNTOWN COMMUNITY, THE OSU-TULSA AND
LANGSTON UNIVERSITY CAMPUSES WITH EXPANDED OFFICE, RESIDENTIAL, AND
COMMERCIAL USES. KEY POINTS OF CONNECTIVITY INCLUDE A POTENTIAL
CONNECTION TO THE CAMPUSES WITH AN EXTENSION OF INDEPENDENCE STREET
OR ARCHER STREET, AND FURTHER DEFINITION OF THE ARCHER STREET
CONNECTION TO DOWNTOWN. UPON REDEVELOPMENT, THE EVANS FINTUBE SITE
HAS THE OPPORTUNITY TO PROVIDE DESTINATION RETAIL, ENTERTAINMENT, AND
DINING OPTIONS THAT SUPPORT MULTI-FAMILY RESIDENTIAL AND OFFICE.

VISION FOR EVANS FINTUBE:

CITY OF TULSA: BROWNFIELDS AREA-WIDE PLANNING STUDY

North Tulsa Planning Area

 

 

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+'534'1,3*- 90<531? 5<@9 *5 ,0(1907'5= 935 *56'@, (0<-4 :+31? 1'( +'534'1,5 ,0 ,9' *+'* ,0 5<660+,
*443,301*- +',*3- *14 @077'+@3*- 4';'-067'1, *-01? 31'
,+'',= 13,3*- 4';'-067'1, @0143,3015 *1*-)535
@01@-<4'4 ,9*, ,9' 'E35,31? +0*4(*) *14 <,3-3,) 318+*5,+<@,<+' 5<++0<1431? ,9' 53,' 35 *4'J<*,' ,0
*@@07704*,' ,9' 60,'1,3*- 4';'-067'1, *, ,9' 6+06'+,)=

 







9' 0+,01 53,' 35 *10,9'+ 93?9 6+023-' 53,'

08 ,9' 53E ')
3,'5 5'-'@,'4= '4';'-067'1,
08 ,9' 6+06'+,) 35 *-50 @-05'-) ,3'4 ,0 ,9'
3,)I5 -01? ,'+7 '@01073@ 4';'-067'1,
5,+*,'?)= 9' *+'* 5<++0<1431? ,9' 0+,01
53,' 35 ;'+) ;3:+*1, (3,9 *@,3;3,) 8+07 @3;3@K
315,3,<,301*- <5'5 *14 5<@@'558<- @077<13,)
0+3'1,'4 :<531'55'5= 935 53,' 9*5 ,9'
0660+,<13,) ,0 8''4 088 08 'E35,31? '@01073@
5,+'1?,9 *14 8<+,9'+ :005, ,9' '@0107)
08 ,935 *+'*= '@*<5' 08 ,9'5' +'*5015. ('
+'@077'14 ,9*, ,9' 3,) 08 <-5* 5', ,9'
0:C'@,3;' 08 @01073@ ';'-067'1, 80+ ,9'
+'4';'-067'1, 08 ,9' 0+,01 53,'=

5 0(1'+ 08 ,9' 6+06'+,). ,9' 3,) 35 5,+*,'?3@*--)

6053,301'4 ,0 312-<'1@' ,9' +'4';'-067'1,
6+0@'55 *14 0<,@07'5= 935 0660+,<13,) 9*5
,9' 60,'1,3*- 80+ ,9' 3,) ,0 ,*>' 01 * ;*+3',)
08 +0-'5 G,9*, *+' -3>'-) ,0 70+69 0;'+ ,37'H ,0
*@93';' ,9' ?0*- 08 +'4';'-067'1,= 9' 3,) 9*5
*-+'*4) 7*4' ?+'*, 9'*4(*) 31 ,9' 6053,30131?
08 ,935 6+06'+,) 80+ +'4';'-067'1, 31@-<431?
+'7'43*- 6-*1131? *14 376-'7'1,*,301= 0;31?
80+(*+4. ,9' 3,) 7*) 1''4 0+ (*1, ,0 ,*>'
01 *443,301*- +'560153:3-3,3'5= ';'-06'+5 80+
,935 53,' 31,'+'5,'4 31 *@93';31? ,9' ?0*- 08
+'4';'-067'1, 7*) *-50 :+31? 6-*15 ,0 ,9' 3,)
80+ +';3'(= 0(';'+. 531@' ,9' 6+0C'@, 35 93?9
6+30+3,) 80+ ,9' 3,). ,9' +0-' 80+ ,9' 3,) 7*)
@9*1?' 70;31? 80+(*+4=


*@9 08 ,9' 63'@'5 435@<55'4 *:0;'. @+'*,'5 *
+0*47*6 08 5,'65 ,0 ,*>' 31 0+4'+ ,0 5'' ,935
6+0C'@, ,0 @076-',301= 9' <-,37*,' ,37'-31' 08
@076-',301 35 4'6'14'1, 01 * ;*+3',) 08 8*@,0+5
31@-<431? 231*1@3*- 8'*53:3-3,). 3,) +'50<+@'5.
*;*3-*:-' *14 (3--31? 6*+,1'+5. 7*+>', @0143,3015.
',@= 9' 0+7'+ 0+,01 0563,*- 6+06'+,) 35 01'
08 @076-'E3,) :<, 35 -0@*,'4 31 *1 *@,3;' 104' 31
,9' @077<13,) *14 40'5 10, 9*;' ,9' 53?1323@*1,
'1;3+017'1,*- 9<+4-'5 ,0 0;'+@07' *5 507' 08 ,9'
0,9'+ 53,'5=



1;3+017'1,*- @0143,3015 01 ,9' 53,' *+' ('--
40@<7'1,'4. *14 * 6+'8'++'4 +'7'43*- 6-*1 9*5
:''1 5'-'@,'4= 9' +'7'43*- 6-*1 35 @<++'1,-)
:'31? 376-'7'1,'4 *14 590<-4 :' @076-',' :)
,9' 56+31? 08 = 1@' ,935 35 *@@076-359'4.
,9' 53,' (3-- :' +'*4) 80+ 70+' 4';'-067'1,
80@<5'4 *@,3;3,3'5 31@-<431? ,9' 50-3@3,*,301 08 *
4';'-067'1, 6*+,1'+


 
3;'1 ,9' 93?9 6+023-' 1*,<+' 08 ,9' 6+0C'@, *14
,9' 31;'5,7'1, ,9*, 9*5 :''1 7*4' ,0 4*,'. ,9'
3,) (3-- +',*31 507' -';'- 08 4'@35301 7*>31?
*<,90+3,) ,9+0<?90<, ,9' 6+0@'55 31 0+4'+ ,0
'15<+' * 5<@@'558<- 0<,@07'= -,90<?9 ,935
6+0C'@, 35 @076-'E. 3, 7*) 10, :' 1'@'55*+)
,0 @014<@, ,9' 5,'6 :) 5,'6. 7<-,3A69*5'4
K & *66+0*@9 ,0 4';'-067'1,=  531?-'
& *66+0*@9 ,0 34'1,38)31? *14 5'-'@,31?
* 4';'-067'1, 6*+,1'+ 590<-4 6+0;34' *
6-*,80+7 (9'+' ,9' ;35301 08 +'4';'-067'1,
@*1 :' 'E6+'55'4 *14 60,'1,3*- 4';'-06'+5
@*1 +'56014= 935 *66+0*@9 '15<+'5 ,9*,
,9' 3,) 5,3-- 9*5 *1 0660+,<13,) ,0 ?<34' ,9'
+'4';'-067'1, :) 5'-'@,31? * 6+'8'++'4 6*+,1'+
,0 +'*-3F' * ;35301=

FORMER MORTON
HEALTH CENTER

View north from Pine

(Morton on left)

PROPERTY BOUNDARY
MAJOR STREETS
MAJOR HIGHWAYS
MULTI USE TRAIL
RAILROAD
BUS ROUTE
PARKING

SINGLE FAMILY RESIDENTIAL

MULTI FAMILY RESIDENTIAL

CIVIC/INSTITUTIONAL

BUSINESS/INDUSTRIAL

COMMERCIAL

PARKS/OPEN SPACE

EXISTING BUILDINGS

LEGEND

VACANT
THREE BUILDINGS (ONE HISTORIC)

PROPERTY CONDITION:
IMPROVEMENTS:

NO
BUS ROUTE ON PINE STREET
CITY OF TULSA AND PUBLIC MEETING

FLOODPLAIN:
TRANSPORTATION:
SOURCE:

THREATS:
Extent of improvements to the historic building for reuse are unknown

OPPORTUNITIES:
Connection to Rudisill Library and Carver Middle School
Potential to build on education and cultural components of the community

WEAKNESSES:
Existing buildings not fit for reuse except for historic structure

STRENGTHS:
Frontage on a major active east/west collector street
Close proximity to other strong commercial and civic uses
Community interest
Site size allows for a variety of uses

CS -

ZONING:

CITY OF TULSA

HOSPITAL

HISTORICAL USE:

PROPERTY OWNER:

3.81 ACRES
VACANT

CURRENT LAND USE:

603 E PINE STREET

SITE SIZE:

PROPERTY ADDRESS:

Neighborhood Centers are small-scale, one to

three story mixed-use areas intended to serve
nearby neighborhoods with retail, dining, and
services. They can include apartments,
condominiums, and townhouses, with small
lot single family homes at the edges. These are
pedestrian-oriented places served by transit,
and visitors who drive can park once and walk
to number of destinations.

PlaniTulsa
FUTURE LAND USE:
NEIGHBORHOOD CENTER

View of parking lot from

Greenwood Ave

Historic hospital building

GENERAL PROPERTY INFORMATION

View east from Greenwood Historic hospital building

View from N Greenwood Ave east

DESIRED REDEVELOPMENT OUTCOMES

MUSEUM
CULTURAL USES
EMPLOYMENT CENTER
OUTDOOR AMPHITHEATER
EDUCATION CENTER
LIBRARY EXPANSION
MUSIC VENUE
TECHNICAL SCHOOL

THE FORMER MORTON HOSPITAL SITE IS OF SIGNIFICANT INTEREST TO THE NORTH

TULSA COMMUNITY. THE REDEVELOPMENT OF THE SITE SHOULD PAY SPECIAL
ATTENTION TO THE OPPORTUNITY OF CONNECTING TO THE HISTORY OF THE
COMMUNITY AND PROVIDE A PEDESTRIAN SCALE NEIGHBORHOOD CENTER WITH
AN EMPHASIS ON CULTURAL AND EDUCATIONAL USES. ITS PROXIMITY TO CARVER
MIDDLE SCHOOL AND THE RUDISILL LIBRARY CREATES AN OPPORTUNITY TO
CAPITALIZE ON THE EDUCATIONAL STRENGTHS OF THE AREA AND EXPAND
TOWARD TECHNICAL OR VOCATION OPPORTUNITIES IN THE HEALTH FIELDS. THE
SITE CAN BECOME A CENTRAL MEETING PLACE FOR COMMUNITY MEMBERS AND
SHOULD CONTAIN OUTDOOR PUBLIC SPACE INCLUDING OPEN AREAS THAT CAN
ACCOMODATE SMALL MUSIC AND CULTURAL EVENTS. FINALLY, THIS AREA CAN
SUPPORT ADDITIONAL LOW DENSITY, MARKET RATE MULTI-FAMILY RESIDENTIAL
HOUSING SUCH AS TOWNHOMES. THIS ASPECT WOULD BRING NEW RESIDENTS TO
THE AREA TO SUPPORT ADDITIONAL RETAIL AND COMMERCIAL DEVELOPMENT
ALONG PINE STREET.

VISION FOR MORTON

CITY OF TULSA: BROWNFIELDS AREA-WIDE PLANNING STUDY

North Tulsa Planning Area





9' 6+06'+,) *,
9*5 ,9' 0660+,<13,) ,0 :'1'23, 8+07 @-05' 6+0E373,) ,0 ,9' 7*31
10+,9K 50<,9 *+,'+3*- 5,+'', 08 '0+3* ;'1<'= '6'1431? 01 7*+>', @0143,3015 *14 4';'-067'1, 31,'+'5,.
+'4';'-067'1, 08 ,9' 6+06'+,) (0<-4 :' 5<@@'558<- (3,9 +'534'1,3*- 0+ @077'+@3*- <5'5= 9' 0+,9 <-5*
@077<13,) @01,31<'5 ,0 9*;' * 1''4 80+ :',,'+ 90<531? 5,0@> *14 ,935 6+06'+,) @0<-4 *@@07704*,' 57*--
-0, 531?-' 8*73-) 907'5 0+ * 57*-- ,0(1907'5 4';'-067'1,= 077'+@3*- +'4';'-067'1, (0<-4 -3>'-) :'
57*-- 5,*14A*-01' 0823@' 56*@' 0+ 0,9'+ 57*-- 5@*-' 4'5,31*,301 <5'+= 9' 313,3*- 4';'-067'1, @0143,3015
*1*-)535 @01@-<4'4 ,9*, ,9' 'E35,31? +0*4(*) *14 <,3-3,) 318+*5,+<@,<+' 5<++0<1431? ,9' 53,' 35 *4'J<*,' ,0
*@@07704*,' 60,'1,3*- 4';'-067'1, *, ,9' 6+06'+,)=

 







9' 80+7'+ ?*5 5,*,301 *, !  6*@9'

(*5 5'-'@,'4 :) @077<13,) 7'7:'+5 *5 *
6+06'+,) 08 31,'+'5,= '4';'-067'1, 08 ,9'
6+06'+,) 23,5 31 (3,9 ,9' 3,)I5 -01? ,'+7
'@01073@ 4';'-067'1, 5,+*,'?) *5 3, 10(
53,5 ;*@*1, *14 9*5 80+ J<3,' 507' ,37'= 9'
*+'* 5<++0<1431? ,9' 6+06'+,) 35 6+37*+3-)
531?-' 8*73-) 907'5 (3,9 507' @077<13,)
@9<+@9'5 1'*+:)= 9' 6+06'+,) 40'5 10, 605'
*1 377'43*,' ,9+'*, ,0 6<:-3@ 9'*-,9 *14 ,9'
'1;3+017'1, 08 ,9' 5<++0<1431? *+'*. 90(';'+.
+'4';'-067'1, 08 ,9' 53,' (3-- 6<, ,9' 6+06'+,)
:*@> 31,0 6+04<@,3;' <5' *14 @*1 8<-23-- 1''45
08 ,9' @077<13,)= '@*<5' 08 ,9'5' +'*5015.
(' +'@077'14 ,9*, ,9' 3,) 08 <-5* 5', ,9'
0:C'@,3;' 08 @01073@ ';'-067'1, 80+ ,9'
+'4';'-067'1, 08 ,935 80+7'+ ?*5 5,*,301=

9' 6+06'+,) 35 6+3;*,'-) 0(1'4. 90(';'+. ,9'

6+06'+,) 0(1'+5 *+' @006'+*,3;' *14 59*+' ,9'
5*7' ?0*- *5 ,9' 3,) ,0 5'' 3, +'4';'-06'4= 0+
,935 +'*501. 3, 35 +'@077'14'4 ,9*, ,9' 3,) *@,
*5 * *@3-3,*,0+ 80+ ,9' +'4';'-067'1, 08 ,9'
6+06'+,)= 935 31@-<4'5 * ;*+3',) 08 60,'1,3*-
+0-'5 31@-<431? :<, 10, -373,'4 ,0 ,9' *5535,*1@'
08 8<+,9'+ <14'+5,*1431? ,9' '1;3+017'1,*-
5,*,<5 G70+' :'-0(H 08 ,9' 6+06'+,). 8*@3-3,*,31?
43*-0?<' :',(''1 ,9' 6+06'+,) 0(1'+ *14
31,'+'5,'4 4';'-06'+5. 0+ ,9' 34'1,323@*,301 08
8<1431? 50<+@'5 ,9*, 7*) :' *;*3-*:-' 80+ ,9'
6+0C'@,=


935 6+06'+,) 35 57*--'+ *14 60,'1,3*--) -'55
@076-'E 8+07 *1 '1;3+017'1,*- 5,*146031,
,9*1 507' 08 ,9' 0,9'+ 53,'5= '@*<5' 08 ,935.
+'4';'-067'1, 08 ,9' 6+06'+,) @0<-4 :' +'*-3F'4
31 * 590+,'+ ,37'8+*7' 4'6'14'1, 01 (9*,
3180+7*,301 35 80<14 +'?*+431? ,9' '1;3+017'1,*-
@0143,3015=



9'+' 35 -3,,-' 3180+7*,301 +'?*+431? ,9'
'1;3+017'1,*- 5,*,<5 08 ,935 6+06'+,)= 9'
*:0;' ?+0<14 06'+*,3015 9*;' :''1 4'70-359'4
*14 ,9'+' 35 507' 935,0+3@ >10(-'4?' ,9*, ,9'
<14'+?+0<14 5,0+*?' ,*1>5 ('+' +'70;'4.
90(';'+. ,935 9*5 10, :''1 @0123+7'4= 9' 1'E,
5,'6 80+ ,935 6+06'+,) (0<-4 :' ,0 @014<@,
8<+,9'+ 31;'5,3?*,301 ,9+0<?9 * 9*5'  *14
60,'1,3*--) * 9*5'  53,' *55'557'1, ,0
4','+731' 38 ,*1>5 ('+' 31 8*@, +'70;'4 *14
,9'+' 35 10 *443,301*- '1;3+017'1,*- 376*@, ,0
503- 0+ ?+0<14(*,'+ 4<' ,0 ,9' 935,0+3@ <5' 08 ,9'
53,'= '?301 "  9*5 5', *534' 8<145 80+ * 9*5'
 01 ,935 53,' ,0 :' @014<@,'4 :) I5 *+?','4
+0(123'-45 55'557'1, +0?+*7=



5 7'1,301'4 *:0;'. ,9' 3,)I5 +0-' 31 ,935
6+0@'55 35 ,9*, 08 * 8*@3-3,*,0+= 1 ,9*, +0-'. ,9'
3,) @0<-4 5''> 0660+,<13,3'5 ,0 93?9-3?9,
,935 6+06'+,)I5 4';'-067'1, 60,'1,3*-= 935
@0<-4 7'*1 ,9' *++*1?'7'1, 08 6+06'+,)
,0<+5. 7*+>',31? ,9' 6+06'+,) *5 6*+, 08 *
:+0*4'+ 0+,9 <-5* 7*+>',31? '880+,. 6031,31?
31,'+'5,'4 4';'-06'+5 ,0(*+4 ,9' 6+06'+,). *14
231431? (*)5 ,0 8*@3-3,*,' +'-*,30159365 :',(''1
6+3;*,' 5'@,0+ 6*+,1'+5 *14 ,9' 6+06'+,) 0(1'+=
5 *1 'E,'15301 08 ,9' +0-' 08 *@3-3,*,0+. ,9'
3,) @*1 *5535, 31 34'1,38)31? 60,'1,3*- 8<1431?
50<+@'5 0+ 31@'1,3;'5 *5 ,9') :'@07' *;*3-*:-'
80+ ,9' 6+3;*,' 5'@,0+ 6*+,1'+5 *14 6+06'+,)
0(1'+5 ,0 <5' 31 ,9'3+ +'4';'-067'1, '880+,5=

1047 E APACHE STREET

PROPERTY BOUNDARY
MAJOR STREETS
MAJOR HIGHWAYS
MULTI USE TRAIL
RAILROAD
BUS ROUTE
PARKING

SINGLE FAMILY RESIDENTIAL

MULTI FAMILY RESIDENTIAL

CIVIC/INSTITUTIONAL

BUSINESS/INDUSTRIAL

COMMERCIAL

PARKS/OPEN SPACE

EXISTING BUILDINGS

LEGEND

View west down Apache from Site

View north from Apache and Norfolk

NO
BUS ROUTE ON PEORIA AVENUE
PUBLIC MEETING

ZONING:
FLOODPLAIN:
TRANSPORTATION:
SOURCE:

THREATS:
Unknown environmental condition
Rezone may be necessary depending on future use

OPPORTUNITIES:
Property is adjacent to vacant land that could be part of the plan
Adjacent church may benefit from redevelopment

WEAKNESSES:
Site size is small which may limit redevelopment options

STRENGTHS:
Proximity to major arterial and north/south corridor
Located on east/west corridor
Property is vacant
Cooperative property owners

PRIVATE
CS - SHOPPING CENTER DISTRICT

PROPERTY OWNER:

VACANT
ONE SMALL STORAGE SHED

GAS STATION

IMPROVEMENTS:

HISTORICAL USE:
PROPERTY CONDITION:

.51 ACRES
VACANT

CURRENT LAND USE:

1047 EAST APACHE STREET

SITE SIZE:

PROPERTY ADDRESS:

GENERAL PROPERTY INFORMATION

View from Apache and Norfolk Corner

View down Apache from west

REDEVELOPMENT
SCENARIO #1:
SMALL LOT SINGLE FAMILY REDEVELOPMENT

REDEVELOPMENT
SCENARIO #2:
SMALL TOWNHOME DEVELOPMENT
PARKING IN THE FRONT

DESIRED REDEVELOPMENT OUTCOMES

FAST FOOD
FREE STANDING OFFICE
ATM/DRIVE THROUGH
STORAGE UNIT
COMMUNITY GARDEN
TEMPORARY USES
BUSINESS INCUBATOR
RESIDENTIAL

Mixed-Use Corridors are Tulsas modern thoroughfares

that pair high capacity transportation facilities with
housing, commercial, and employment uses. Off
the main travel route, land uses include multifamily
housing, small lot, and townhouse developments,
which step down intensities to integrate with single
family neighborhoods.

PlaniTulsa
FUTURE LAND USE:
MIXED-USE CORRIDOR

REDEVELOPMENT
SCENARIO #3:
DEVELOPMENT OF A SMALL STAND ALONE OFFICE OR COMMERCIAL SPACE
PARKING PRIMARILY ON THE SIDE WITH SOME IN THE FRONT

THE NORTH TULSA COMMUNITY CONTINUES TO HAVE ANEED

FOR BETTER HOUSING STOCK AND THIS PROPERTY COULD
ACCOMODATE SMALL LOT SINGLE FAMILY HOMES OR A
SMALL TOWNHOME DEVELOPMENT. COMMERCIAL
REDEVELOPMENT IS LIKELY A SMALL STAND ALONE OFFICE
SPACE OR OTHER SMALL SCALE DESTINATION USER.

THE PROPERTY AT 1047 APACHE HAS THE OPPORTUNITY TO

BENEFIT FROM CLOSE PROXIMITY TO THE MAIN NORTH
SOUTH ARTERIAL STREET OF PEORIA AVENUE. DEPENDING ON
MARKET CONDITIONS AND DEVELOPMENT INTEREST,
REDEVELOPMENT OF THE PROPERTY WILL BE SUCCESSFUL
WITH A RESIDENTIAL OR COMMERCIAL USES.

VISION FOR 1047 APACHE

CITY OF TULSA: BROWNFIELDS AREA-WIDE PLANNING STUDY

North Tulsa Planning Area



(*5 01@' ,9' -0@*,301 08 *1 *@,3;' @077'+@3*- @'1,'+ 31@-<431? * ;*+3',) 08

+'5,*<+*1,5. 0823@'5. *14 +',*3- <5'+5= '4';'-067'1, 08 ,935 6+06'+,) 590<-4 :' 80@<5'4 01 +'5,0+31? ,9'
53,' ,0 *1 *@,3;' @'1,'+ :) +'A'1?*?31? ,9' :<531'55 @077<13,) 01 ,9' 6+056'@,5 *, ,935 <13J<' 56*@'= 9'
:<3-431? 35 34'*- 80+ * ;*+3',) 08 @077'+@3*- <5'5 31@-<431? ,9' 60,'1,3*- 80+ 0+,9 <-5*I5 5'@014 :<531'55
31@<:*,0+ 6+0C'@, 0+ * 9<: 80+ @077<13,) :*5'4 '4<@*,301 *14 101A6+023,5= '9*:3-3,*,301 08 ,9' 6+06'+,)
590<-4 31@-<4' 70+' 06,37*- <5' 08 ,9' 0<,400+ 56*@'5 *14 ,9' <13J<' +'-*,3015936 ,0 ,9' 1'3?9:0+9004
01 ,9' 10+,9 *14 ,9' 8+01,*?' 01 6*@9'
,+'',= 9' 313,3*- 4';'-067'1, @0143,3015 *1*-)535 @01@-<4'4
,9' 'E35,31? +0*4(*) *14 <,3-3,) 318+*5,+<@,<+' 5<++0<1431? ,9' 53,' 35 *4'J<*,' ,0 *@@07704*,'
+'4';'-067'1, 08 ,935 6+06'+,)=

 







9' @077'+@3*- 6+06'+,) *, *5, 6*@9' *14

0+,9 *++3501
, (*5 5'-'@,'4 :) @077<13,)
7'7:'+5 *5 * 6+06'+,) 08 31,'+'5,= , 9*5
* -01? 935,0+) 08 @077'+@3*- ;3*:3-3,) *14
9*5 :'@07' <14'+<,3-3F'4 0;'+ ,9' )'*+5=
'4';'-067'1, 08 ,9' 6+06'+,) 23,5 (3,9
,9' 3,)I5 -01? ,'+7 '@01073@ 4';'-067'1,
5,+*,'?) *5 3, 9*5 ,9' 60,'1,3*- ,0 :' * +'*- *55',=
9' *+'* 5<++0<1431? ,9' 6+06'+,) 35 * 73E 08
@077'+@3*- *14 531?-' 8*73-) 907'5 (3,9 507'
@077<13,) @9<+@9'5 1'*+:)= 9' 6+06'+,)
40'5 10, 605' *1 377'43*,' ,9+'*, ,0 ,9' 6<:-3@
9'*-,9 *14 '1;3+017'1, 08 ,9' 5<++0<1431?
*+'*M 90(';'+. +'4';'-067'1, 08 ,9' 53,' (3--
6<, ,9' 6+06'+,) :*@> 31,0 6+04<@,3;' <5' *14
+'@+'*,' *@,3;3,) ,9*, 01@' 'E35,'4= '@*<5'
08 ,9'5' +'*5015. (' +'@077'14 ,9*, ,9'
3,) 08 <-5* 5', ,9' 0:C'@,3;' 08 @01073@
';'-067'1, 80+ ,9' +'4';'-067'1, 08 ,935
80+7'+ ?*5 5,*,301=

9' 6+06'+,)I5 @<++'1, @0143,301 (0<-4 5<??'5,

,9*, 73137*- 376+0;'7'1,5 1''4 ,0 :' 7*4'
80+ ,9' 53,' ,0 :' 7*+>',*:-' 80+ * ;*+3',) 08
<5'+5= , 35 +'@077'14'4 ,9*, ,9' 3,) *@, *5
* *@3-3,*,0+= 9' ;35301 80+ ,9' 53,' 35 ,9*, 08 *
@077<13,) *55', (3,9 * 73E 08 @077'+@3*- <5'5
,9*, (3-- +'A'1'+?3F' ,9' 56*@'= 9' 6+06'+,)
0(1'+ 35 70,3;*,'4 *14 9*5 6<, * -0, 08 '880+,
31,0 ,9' +'9*:3-3,*,301 08 ,935 6+06'+,)= $3,9
5<660+, 8+07 ,9' 3,). ,9' 6+06'+,) 0(1'+5
9*;' ,9' *:3-3,) ,0 +'*-3F' ,9' ;35301 *14 @+'*,' *
@077<13,) *55',=


935 6+06'+,) 35 57*--'+ *14 60,'1,3*--) -'55
@076-'E 8+07 *1 '1;3+017'1,*- 5,*146031,
,9*1 507' 08 ,9' 0,9'+ 53,'5= '@*<5' 08 ,935.
+'4';'-067'1, 08 ,9' 6+06'+,) @0<-4 :' +'*-3F'4
31 * 590+,'+ ,37'8+*7'= 76+0;'7'1,5 ,0 ,9'
6+06'+,) ?'1'+*--) 31@-<4' ,'1*1, 376+0;'7'1,5.
5,+'',5@*631?. 53?1*?'. *14 0,9'+ @057',3@ 3,'75=



<++'1, >10(-'4?' +'?*+431? ,9' 6+06'+,) 40'5
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@+'*,'4 * 7*C0+ '1;3+017'1,*- 355<' 8+07 * 503-
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:' 507' 355<'5 31 ,9' 5,+<@,<+' 3,5'-8 ,9*, 1''4
,0 :' *44+'55'4= , 35 3760+,*1, ,0 ?*,9'+ 8<+,9'+
3180+7*,301 01 60553:-' 31,'+30+ +'?<-*,'4
:<3-431? 7*,'+3*-5 ,9*, 7*) :' 6+'5'1, G5<@9 *5
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 *14 60553:-) * 9*5'  ,0 4','+731' 38 ,9'+'
*+' *1) @01,*731*,301 355<'5 ,9*, 1''4 ,0 :'
*44+'55'4= 9' 6+06'+,) 0(1'+ 434 @014<@,
*1 5:'5,05
<+;') 6+';30<5-) ,9*, 7*) :'
*;*3-*:-' *14 @*1 :' +'A';*-<*,'4 *14 <64*,'4=
'?301 "  9*5 5', *534' 8<145 80+ * 9*5' 
01 ,935 53,' ,0 :' @014<@,'4 :) I5 *+?','4
+0(123'-45 55'557'1, +0?+*7=



5 7'1,301'4 *:0;'. ,9' 3,)I5 +0-' 31 ,935
6+0@'55 35 ,9*, 08 * 8*@3-3,*,0+= 1 ,9*, +0-'. ,9'
3,) @0<-4 5''> 0660+,<13,3'5 ,0 93?9-3?9, ,935
6+06'+,)I5 4';'-067'1, 60,'1,3*- (9'1';'+
60553:-'= 935 @0<-4 7'*1 ,9' *++*1?'7'1,
08 6+06'+,) ,0<+5. 7*+>',31? ,9' 6+06'+,)
*5 6*+, 08 * :+0*4'+ 0+,9 <-5* 7*+>',31?
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+'-*,30159365 :',(''1 ,9' 6+3;*,' 5'@,0+ *14
,9' 6+06'+,) 0(1'+= E35,31? @077<13,) ?+0<65
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31 ,9' +'4';'-067'1, 08 ,935 53,' *14 ,9'
3,) 590<-4 8*@3-3,*,' ,9*, +'-*,3015936 (9'+'
60553:-'= *+, 08 ,935 +0-' *5 * +'50<+@' @0<-4 :'
34'1,323@*,301 08 8<1431? 50<+@'5 *14 5<660+,
80+ ,9' 6+06'+,) 0(1'+5 31 6<+5<31? ,905'
50<+@'5=

531-541 N APACHE STREET

APACHE CIRCLE

PROPERTY BOUNDARY
MAJOR STREETS
MAJOR HIGHWAYS
MULTI USE TRAIL
RAILROAD
BUS ROUTE
PARKING

SINGLE FAMILY RESIDENTIAL

MULTI FAMILY RESIDENTIAL

CIVIC/INSTITUTIONAL

BUSINESS/INDUSTRIAL

COMMERCIAL

PARKS/OPEN SPACE

EXISTING BUILDINGS

Corner space on east side

View east from Apache

UNDERUTILIZED
ONE THREE STORY BUILDING

IMPROVEMENTS:

PUBLIC MEETING

SOURCE:

THREATS:
Tenant perception due to exterior condition

OPPORTUNITIES:
Property is adjacent to vacant land that fronts N 36th Street
Owner also owns parking lot directly south across Apache Street

WEAKNESSES:
Site size is small with little adjacent parking (only on street)
Some tenant improvements needed

STRENGTHS:
Frontage on a major east/west collector street
Building condition is good and needs minimal improvments
Cooperative property owners
Strong surrounding commercial uses

NO
BUS ROUTE ON PEORIA AVE

TRANSPORTATION:

CH -

FLOODPLAIN:

ZONING:

PRIVATE

PROPERTY CONDITION:
PROPERTY OWNER:

COMMERCIAL
VARIETY OF RETAIL AND OFFICE USERS

.39 ACRES

HISTORICAL USE:

531-543 N Apache Street

SITE SIZE:
CURRENT LAND USE:

PROPERTY ADDRESS:

GENERAL PROPERTY INFORMATION

View west from Apache

and Garrison

View north from Apache

LEGEND

View west down Apache

View east down Apache

THE BUILDING IS IDEAL FOR A VARIETY OF

COMMERCIAL USES INCLUDING THE POTENTIAL FOR
NORTH TULSAS SECOND BUSINESS INCUBATOR
PROJECT OR THE HUB FOR COMMUNITY BASED
EDUCATION NON-PROFITS. REHABILITATION OF THE
PROPERTY SHOULD INCLUDE MORE OPTIMAL USE OF
THE OUTDOOR SPACES AND THE UNIQUE
RELATIONSHIP TO THE NEIGHBORHOOD ON THE
NORTH AND THE FRONTAGE ON APACHE STREET.

APACHE CIRCLE WAS ONCE THE LOCATION OF AN

ACTIVE COMMERCIAL CENTER INCLUDING A VARIETY
OF RESTAURANTS, OFFICES, AND RETAIL USERS.
REDEVELOPMENT OF THIS PROPERTY SHOULD BE
FOCUSED TO RESTORING THAT ACTIVE CENTER BY
RENGAGING THE BUSINESS COMMUNITY TO FILL THIS
UNIQUE SPACE.

VISION FOR APACHE CIRCLE

CITY OF TULSA: BROWNFIELDS AREA-WIDE PLANNING STUDY

North Tulsa Planning Area

DESIRED REDEVELOPMENT OUTCOMES

COMMERCIAL KITCHEN RENTAL SPACE
BAKERY/CAFE
SIT DOWN RESTAURANT
GYM/HEALTH CENTER
KIDS ENTERTAINMENT
ICE CREAM PARLOR
BUSINESS INCUBATOR
HOTEL

Neighborhood Centers are small-scale, one to

three story mixed-use areas intended to serve
nearby neighborhoods with retail, dining, and
services. They can include apartments,
condominiums, and townhouses, with small
lot single family homes at the edges. These are
pedestrian-oriented places served by transit,
and visitors who drive can park once and walk
to number of destinations.

PlaniTulsa
FUTURE LAND USE:
NEIGHBORHOOD CENTER





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+'4';'-067'1, 31 ,9' 0+,9 <-5* @077<13,)= 5 01' 08 ,9' 8'( @0+1'+ +'4';'-067'1, 0660+,<13,3'5
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80+ ,935 6+06'+,)= 8 ,9'5' @0143,3015 @*1 :'
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5<@@'55=

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+'4';'-067'1,=


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@076-'E 8+07 *1 '1;3+017'1,*- 5,*146031, ,9*1
507' 08 ,9' 0,9'+ 53,'5= '?301 "  9*5 5', *534'
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:' ,*>'1 ,0 *44+'55 ,9' 7*31 355<'5 08 6+06'+,)
+'9*:3-3,*,301 =



<++'1, >10(-'4?' +'?*+431? ,9' 6+06'+,) 40'5
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9*;' @+'*,'4 * 7*C0+ '1;3+017'1,*- 355<' 8+07
* 503- 0+ ?+0<14(*,'+ 5,*146031,. 90(';'+. ,9'+'
7*) :' 507' 355<'5 31 ,9' 5,+<@,<+' 3,5'-8 ,9*,
1''4 ,0 :' *44+'55'4= , 35 3760+,*1, ,0 ?*,9'+
*443,301*- '1;3+017'1,*- 3180+7*,301 01 ,9' 53,'
*14 31,'+30+I5 60553:-' @01,*731*,301 ,9+0<?9
* 9*5'  *14 60553:-) * 9*5'  ,0 4','+731'
38 ,9' 53,' 35 @01,*731*,'4 *14 @01534'+'4 *
:+0(123'-45=



5 7'1,301'4 *:0;'. ,9' 3,)I5 +0-' 31 ,935
6+0@'55 35 ,9*, 08 * 8*@3-3,*,0+= 1 ,9*, +0-'. ,9'
3,) @0<-4 5''> 0660+,<13,3'5 ,0 93?9-3?9, ,935
6+06'+,)I5 4';'-067'1, 60,'1,3*- (9'1';'+
60553:-'= 935 @0<-4 7'*1 ,9' *++*1?'7'1,
08 6+06'+,) ,0<+5. 7*+>',31? ,9' 6+06'+,)
*5 6*+, 08 * :+0*4'+ 0+,9 <-5* 7*+>',31?
'880+,. 6031,31? 31,'+'5,'4 4';'-06'+5 ,0(*+4
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+'-*,30159365 :',(''1 ,9' 6+3;*,' 5'@,0+ *14
,9' 6+06'+,) 0(1'+= E35,31? @077<13,) ?+0<65
5<@9 *5  @0<-4 :' * 60,'1,3*- 6*+,1'+
31 ,9' +'4';'-067'1, 08 ,935 53,' *14 ,9'
3,) 590<-4 8*@3-3,*,' ,9*, +'-*,3015936 (9'+'
60553:-'= *+, 08 ,935 +0-' @0<-4 :' 34'1,323@*,301
08 8<1431? 50<+@'5 *14 5<660+, 80+ ,9' 6+06'+,)
0(1'+5 31 6<+5<31? ,905' 50<+@'5=

2103 N CINCINNATI AVE

PROPERTY BOUNDARY
MAJOR STREETS
MAJOR HIGHWAYS
MULTI USE TRAIL
RAILROAD
BUS ROUTE
PARKING

SINGLE FAMILY RESIDENTIAL

MULTI FAMILY RESIDENTIAL

CIVIC/INSTITUTIONAL

BUSINESS/INDUSTRIAL

COMMERCIAL

PARKS/OPEN SPACE

EXISTING BUILDINGS

LEGEND

Front views from N Cincinnati Ave

Rear view of the property

IMPROVEMENTS:

NO

THREATS:
Negative community perception regarding crime

OPPORTUNITIES:
Better utilization of the site as a whole
Major corner visibility and access

WEAKNESSES:
Building exterior in poor condition
Tenant improvements needed for rehabilitation

STRENGTHS:
Frontage on a major north/south arterial
Frontage on a major east/west collector street
Close proximity to other commercial and civic uses
Cooperative property owners

PUBLIC MEETING

TRANSPORTATION:
SOURCE:

CS BUS ROUTE ON CINCINNATI AVE AND VIRGIN ST

FLOODPLAIN:

FUTURE LAND USE:

MIXED-USE CORRIDOR

REDEVELOPMENT
SCENARIO #2:
DEMOLITION OF EXISTIING STRUCTURE
NEW CONSTRUCTION MIXED USE DEVELOPMENT

DESIRED REDEVELOPMENT OUTCOMES

CAFE OR RESTAURANT WITH OUTDOOR SPACE
FRANCHISE RETAIL
BAKERY
FRESH FOOD MARKETPLACE
MIXED USE REDEVELOPMENT
COMMUNITY GARDEN
NEIGHBORHOOD RETAIL

Mixed-Use Corridors are Tulsas modern thoroughfares

that pair high capacity transportation facilities with
housing, commercial, and employment uses. Off
the main travel route, land uses include multifamily
housing, small lot, and townhouse developments,
which step down intensities to integrate with single
family neighborhoods.

REDEVELOPMENT
SCENARIO #1:
EXTERIOR AND STREETSCAPE IMPROVEMENTS
RETENANT USES TO BE MORE NEIGHBORHOOD FOCUSED

View south from N Cincinnati Ave

ZONING:

PRIVATE

UNDERUTILIZED
ONE STORY BUILDING

PROPERTY CONDITION:
PROPERTY OWNER:

COMMERCIAL RETAIL
VARIETY OF RETAIL USERS

HISTORICAL USE:

.47 ACRES

SITE SIZE:
CURRENT LAND USE:

2103 N Cincinnati Avenue

PROPERTY ADDRESS:

GENERAL PROPERTY INFORMATION

View of front and parking

THE CINCINNATI AVENUE PROPERTY PRESENTS A UNIQUE OPPORTUNITY FOR

REDEVELOPMENT IN THE NORTH TULSA COMMUNITY. AS ONE OF THE FEW CORNER
REDEVELOPMENT OPPORTUNITIES ALONG A MAIN NORTH SOUTH CORRIDOR,
THERE IS AN OPPORTUNITY TO CREATE A GATEWAY INTO THE CENTRAL
NEIGHBHORHOOD. WITH CLOSE PROXIMITY TO THE BURROUGHS ELEMENTARY
SCHOOL, THERE IS AN OPPORTUNITY FOR FAMILY ORIENTED RETAIL TO HELP
REHABILITATE THIS DELAPIDATED SHOPPING CENTER AND CREATE A POSITIVE
ACTIVITY CENTER FOR THE FAMILIES OF CHILDREN THAT ATTEND THE SCHOOL.
REDEVELOPMENT OF THIS SHOPPING CENTER COULD TAKE MANY FORMS
INCLUDING A FACE-LIFT AND RE-TENANTING OF THE CURRENT PROPERTY, OR
DEMOLITION OF THE CURRENT STRUCTURE RESULTING IN NEW CONSTRUCTION OF
A MIXED USE COMMERCIAL BUILDING WITH NEIGHBORHOOD RETAIL AND OFFICE
SPACE.
PlaniTulsa

VISION FOR CINCINNATI

CITY OF TULSA: BROWNFIELDS AREA-WIDE PLANNING STUDY

North Tulsa Planning Area

 



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;' (*5 5'-'@,'4 :) @077<13,) 7'7:'+5
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8*73-) +'534'1,3*- *14 @077'+@3*-= 077'+@3*-
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,9' 1'( A354*-' -313@ *14 0,9'+ 7'43@*-
0+3'1,'4 :<531'55'5 4';'-0631? *5 * +'5<-, 08
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(3-- 6<, ,9' 6+06'+,) :*@> 31,0 6+04<@,3;'
<5' *14 @*1 8<-23-- 1''45 80+ ,9' 5<++0<1431?
*+'*= 0+ ,9'5' +'*5015. (' +'@077'14 ,9*,
,9' 3,) 08 <-5* 5', ,9' 0:C'@,3;' 08 @01073@
';'-067'1, 80+ ,9' +'4';'-067'1, 08 ,935
80+7'+ ?*5 5,*,301=

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6+06'+,) 0(1'+5 *+' @006'+*,3;' *14 59*+' ,9'
5*7' ?0*- *5 ,9' 3,) ,0 5'' 3, +'4';'-06'4= 0+
,9'5' +'*5015. 3, 35 +'@077'14'4 ,9*, ,9' 3,)
*@, *5 * *@3-3,*,0+ 80+ ,9' +'4';'-067'1, 08 ,9'
6+06'+,)= 935 31@-<4'5 * ;*+3',) 08 60,'1,3*-
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<14'+5,*1431? ,9' '1;3+017'1,*- 5,*,<5 08 ,9'
6+06'+,) *14 8*@3-3,*,31? 43*-0?<' :',(''1 ,9'
6+06'+,) 0(1'+ *14 31,'+'5,'4 4';'-06'+5=


935 6+06'+,) 35 57*--'+ *14 60,'1,3*--) -'55
@076-'E 8+07 *1 '1;3+017'1,*- 5,*146031,
,9*1 507' 08 ,9' 0,9'+ 53,'5= '@*<5' 08 ,935.
+'4';'-067'1, 08 ,9' 6+06'+,) @0<-4 :' +'*-3F'4
31 * 590+,'+ ,37'8+*7' 4'6'14'1, 01 (9*,
3180+7*,301 35 80<14 +'?*+431? ,9' '1;3+017'1,*-=
'?301 "  9*5 5', *534' 8<145 80+ * 9*5' 
01 ,935 53,' ,0 :' @014<@,'4 :) I5 *+?','4
+0(123'-45 55'557'1, +0?+*7=





5 7'1,301'4 *:0;'. ,9' 3,)I5 +0-' 31 ,935
6+0@'55 35 ,9*, 08 * 8*@3-3,*,0+= 1 ,9*, +0-'. ,9'
3,) @0<-4 5''> 0660+,<13,3'5 ,0 93?9-3?9, ,935
6+06'+,)I5 4';'-067'1, 60,'1,3*- (9'+';'+
60553:-'= 935 @0<-4 7'*1 ,9' *++*1?'7'1,
08 6+06'+,) ,0<+5. 6+0;3431? 3180+7*,301 ,0
31,'+'5,'4 4';'-06'+5 01 ,935 6+06'+,). *5535,
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9'+' 35 -3,,-' 3180+7*,301 +'?*+431? ,9'
'1;3+017'1,*- 5,*,<5 08 ,935 6+06'+,)= 9'
*:0;' ?+0<14 06'+*,3015 9*;' :''1 4'70-359'4
*14 ,9'+' 7*) :' 935,0+3@ >10(-'4?' ,9*,
<14'+?+0<14 5,0+*?' ,*1>5 ('+' +'70;'4.
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:''1 +'@'3;'4= 9' 1'E, 5,'6 80+ ,935 6+06'+,)
(0<-4 :' ,0 @014<@, 8<+,9'+ 31;'5,3?*,301
,9+0<?9 * 9*5'  *14 60,'1,3*--) * 9*5' 
53,' *55'557'1, ,0 4','+731' 38 ,*1>5 ('+'
31 8*@, +'70;'4 *14 38 ,9'+' 35 10 *443,301*-
'1;3+017'1,*- @01,*731*,301 31 ,9' 503- 0+
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3519 N HARTFORD AVENUE

PROPERTY BOUNDARY
MAJOR STREETS
MAJOR HIGHWAYS
MULTI USE TRAIL
RAILROAD
BUS ROUTE
PARKING

SINGLE FAMILY RESIDENTIAL

MULTI FAMILY RESIDENTIAL

CIVIC/INSTITUTIONAL

BUSINESS/INDUSTRIAL

COMMERCIAL

PARKS/OPEN SPACE

EXISTING BUILDINGS

VACANT

IMPROVEMENTS:

PUBLIC MEETING

SOURCE:

THREATS:
Unknown environmental condition
Rezone may be necessary depending on future use

OPPORTUNITIES:
Property is adjacent to vacant land that fronts N 36th Street

WEAKNESSES:
Site size is small which may limit redevelopment options
Set back from N 36th Street frontage

STRENGTHS:
Proximity to major arterial and east/west corridor
Proximity to OSU Tisdale Clinic and other redevelopment
Property is vacant
Cooperative property owners
Located within the N 36th Street Small Area Plan

NO
BUS ROUTE ON N 36TH STREET

TRANSPORTATION:

CS -

FLOODPLAIN:

ZONING:

PRIVATE

NONE

PROPERTY CONDITION:
PROPERTY OWNER:

VACANT
GAS STATION

1.05 ACRES

HISTORICAL USE:

3519 N HARTFORD AVE

SITE SIZE:
CURRENT LAND USE:

PROPERTY ADDRESS:

GENERAL PROPERTY INFORMATION

View from N 36th and Hartford Corner

View east from Hartford Ave

LEGEND

View south from N 36th St

View south from N 36th St

REDEVELOPMENT
SCENARIO #1:
DEVELOPMENT OF A RESIDENTIAL SCALE MEDICAL OFFICE CLINIC
PARKING ORIENTED AWAY FROM EXISTING SF RESIDENTIAL

THE HARTFORD PROPERTY COULD PROVIDE A SPACE

FOR A LARGE SCALE PHARMACY OR MEDICAL OFFICE
SPACE DUE TO THE FRONTAGE ALONG N 36TH
STREET. THE TOWN CENTER CONCEPT WILL DEVELOP
OVER TIME AND THE HARTFORD PROPERTY CAN BE
SEEN AS ONE OF THE FIRST DEVELOPMENTS TOWARD
THAT GOAL.

THE HARTFORD AVENUE PROPERTY HAS A UNIQUE

OPPORTUNITY TO BE A CATALYST FOR FURTHER
DEVELOPMENT ALONG THE N 36TH STREET
CORRIDOR. THIS CORRIDOR HAS BECOME THE FOCUS
OF REDEVELOPMENT AND PLANNING EFFORTS OVER
THE PAST FEW YEARS DUE TO THE NEW OU-TISDALE
CLINIC AND OTHER MEDICALLY ORIENTED
BUSINESSES AND COMMUNITY SERVICE
ORGANIZATIONS IN THE AREA.

VISION FOR HARTFORD

CITY OF TULSA: BROWNFIELDS AREA-WIDE PLANNING STUDY

North Tulsa Planning Area

POTENTIAL FOR PARTNERSHIP WITH OWNER TO

THE NORTH FOR SHARED PARKING
OR MORE OPTIMAL STREET FRONTAGE OF BUILDING

REDEVELOPMENT
SCENARIO #2:
DEVELOPMENT OF A MAIN STREAM PHARMACY AND RETAIL STORE

DESIRED REDEVELOPMENT OUTCOMES

FAST FOOD
MEDICAL SUPPLY
MEDICAL OFFICE
PHARMACY
CONVENIENCE STORE
SMALL SCALE HOSPITALITY
SIT DOWN RESTAURANT
RESIDENTIAL

Town Centers are medium-scale, one to five story

mixed-use areas intended to serve a larger area of
neighborhoods than Neighborhood centers, with
retail, dining, and services and employment. They can
include apartments, condominiums, and townhouses
with small lot single family homes at the edges. A Town
Center also may contain offices that employ nearby
residents.

PlaniTulsa FUTURE LAND USE:

TOWN CENTER


 

 

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North Tulsa Brownfields Area Wide Plan

Brownfield Redevelopment Playbook
OVERVIEW
In 2010, the City of Tulsa was awarded one of 23 grants available through the Environmental Protection
Agencys (EPA) Brownfields Area-wide Planning Pilot Program. Through this program, EPA is piloting an
area-wide planning approach to community brownfield challenges, which recognizes that revitalization
of the area surrounding the brownfields sites is as critical to the successful reuse of the property as the
assessment, cleanup, and redevelopment of the individual site. The pilot program will help further
community-based partnership efforts within underserved or economically disadvantaged
neighborhoods by confronting local environmental and public health challenges related to brownfields,
while creating a planning framework to advance economic development and job creation.
One of EPAs strategic planning goals is Cleaning Up Communities and Advancing Sustainable
Development, with the objective of promoting sustainable and livable communities. With this objective
in mind, the City of Tulsa identified an area of North Tulsa to apply this Area-wide planning exercise.
Four main goals were identified, which helped formulate the approach to the project and were the basis
for the scope of the project overall. The goals included the following:
x
x
x
x

Develop strategies for compiling an area-wide plan to target potential Brownfield sites
Create of a set of area-wide plans for assessment, clean-up, and re-use of targeted sites
Develop strategies for facilitating the reuse of existing infrastructure
Determine next steps and identify resources needed to implement completion of
redevelopment of targeted sites

In order to implement the objectives of the North Tulsa area-wide planning program for the City of Tulsa
and EPA, this document has been created to accomplish two things. First, and most important, is to
create a Playbook that the City of Tulsa can use to implement the same brownfields area-wide
planning process in other areas of the City. Through the execution of this area-wide planning project,
the Brownfields Program in the City of Tulsa has made a concerted effort to identify areas of need
within the Downtown and North Tulsa communities. Moving forward, the City has the desire to bring
similar focus and resources to other communities within Tulsa. Section One of this document is the
playbook by which the City can deploy and direct those resources in a way that maximizes the value of
the investment to the City and the communities.
The Playbook approach discussed in Section One has been implemented in the North Tulsa community.
Section Two is organized parallel to Section One, with more area specific detail of how the components
of the Playbook were implemented in the North Tulsa Community between September 2011 and
October 2012.

SECTION ONE: Brownfield Redevelopment Playbook

INTRODUCTION
The Brownfield redevelopment process is complicated because inherent real estate development risks
and complexities are compounded by the existence or perceived existence of environmental issues. This
Section One of the document is designed to outline a general Brownfield Area-Wide Planning Process
that can be implemented in areas throughout a community regardless of location. This section will begin
with a discussion of how to prioritize areas within a city or community to determine where the areawide planning process should be focused. Once this step is complete, efforts need to be focused toward
area-wide data gathering, property inventory, community outreach, and site selection. These steps can
be complex or simple depending on the size of the area; involvement and sentiment of the community
members; data available; and time allotted to the exercise.
Once sites are selected, efforts need to be focused on the reuse options and implementation strategies
for the redevelopment of the sites. These sites are often in areas where planning efforts may or may not
have been completed. If planning efforts have been conducted in the past, development ideas will likely
need to be recalibrated by the community along with market conditions as these inputs may have
changed. If planning efforts have not been completed, group work-sessions and community break-out
groups to brainstorm future redevelopment ideas can be a helpful tool to develop the future vision for
sites selected through this process. The final stage of the process is the development of an
implementation plan for the redevelopment of the selected sites into the vision that has been created.
This implementation plan should include the identification of key stakeholders, various partnerships,
financial opportunities, and an understanding of process to move the resources forward.
The following sections will go into all of the steps in greater detail to ensure that each piece of the
process is included and understood in order to properly and effectively utilize the tools.
COMMUNITY OUTREACH
Before launching into the full process, it is important to discuss the overarching practice of community
outreach in the Brownfield area-wide planning and redevelopment process. Community outreach is one
of the most important components to successful Brownfield redevelopment projects for two main
reasons:
1. Communities with large Brownfield sites are often (not always) impacted by the existence and
condition of these sites resulting in a sentiment of distrust, apprehension, and concern for
neighborhood vitality and health. Beginning a dialogue early and continuing it regularly
throughout the process ensures that community members are educated about what needs to
happen in order for the project to be successful. Early engagement also ensures that you have
as much feedback on ideas, strategies, and direction as possible for decision making.
2. Brownfield redevelopment projects are often upside down financially, meaning that the cost
to clean and prepare the property for redevelopment exceeds the market value of the property.

Upside down projects often need to rely on some form of public financing. Public financing can
be a resource if there is support for the project by the community. Elected officials are less likely
to support public financing for a project if the outcome is not considered desirable by
community members.
When beginning an area-wide planning process, the team needs to jointly identify the need for and
purpose of the scope and content of public outreach activities. This scope will be dependent on how
active community members are and how involved in the process they want to be or can be. Sometimes,
it may be an overarching goal of the project to strengthen relationships between the City or project
team and community stakeholders. In such cases, the community outreach efforts will need to take
place early and often. Once the goal for community outreach is set, an appropriate plan needs to be
created to establish and maintain communication; identify and resolve issues of concern to
stakeholders; and evaluate the success of public involvement to determine the need for further
outreach.
Throughout the process there are numerous opportunities for community outreach. At a minimum, the
following items need to be assessed and strategies put in place to address needs:
1. Identification of Stakeholders first and foremost, all the stakeholders in the project should be
identified to ensure that these groups/individuals are informed. Stakeholders may include
neighborhood groups, key community leaders, churches, major employers, political leaders, and
community service organizations.
2. Method of Communication it is important to understand the best method of communication
for a given community. For instance, communities with older populations may not rely as
heavily on email and internet content and may prefer hard copy correspondence. Other
communities function very well with information distribution through internet resources,
including social media tools and website content. Furthermore, there likely will be a variety of
communication avenues needed, depending on the information to be conveyed. It is particularly
important to ensure that meeting announcements and follow-up information gets into the
hands of community members. Identifying the avenues and laying the framework for effective
public communication early makes this task much easier later in the process.
3. Direct Contact it is important to establish a dedicated set of contact information for the project
as soon as the first communications are established. A dedicated phone number, email, mailing
address, and contact person should be provided to community members early in the project.
This approach allows for a streamlined, two-way communication channel between project staff
and the public. Sometimes a website is also helpful, or even necessary, depending on the
complexity of the project and volume of information.
Once the above mentioned items are identified, you have a strong framework for communication to the
stakeholders of the project. Looking at the project schedule you can begin to determine the frequency
and timing of communications and what that content should be. Also keep in mind needs for multilingual publications and opportunities for translation at public meetings.

In some projects, there may be a need for a Neighborhood Advisory Committee (NAC). These groups can
be very effective for two main reasons in the neighborhood planning process:
1. A cohesive and representative group of community members can act as a liaison to the broader
community by keeping people up to speed on the process between public meetings, answering
questions with accurate information, and consensus building around ideas and concepts as they
evolve.
2. This group also serves as a review body for the City and project team for project materials,
community meeting structure and format, and other ideas to make sure that the community
interests are always represented and heard during the process.
Not every project warrants this type of community advisory group, but if projects are complex and high
profile, an NAC can be a very effective tool for strengthening the process. When forming an NAC it is
important to have representation from a range of stakeholders such as business owners, residents, and
community leaders; and members with varying age and professional backgrounds. All members should
all have an active interest in the project and the outcome. Create a manageable-sized group and be sure
to lay out expectations early in the process to ensure that each person can commit the time and energy
to the project.
Each project will be different in the way that community outreach is conducted. An early evaluation of
the need and resources available for community outreach will ensure that the process is transparent
and will hopefully result in community-wide support for the project and the potential community
benefits. In Section Two of this document, a detailed description of the community outreach efforts will
paint a picture of how the recommendations above were implemented and successful.
AREA SELECTION
Across the country, every city has areas impacted by the blight that Brownfield properties have on the
quality of life and attractiveness of the communities in which they are located. With so many issues and
so many communities in need, how do cities prioritize where to put resources? Priority areas are often
identified through policy initiatives or community initiatives. Both initiatives are very effective ways of
identifying areas of need and can even sometimes coincide with each other.
Policy initiatives can take many forms and may include comprehensive planning efforts, capital
improvements planning, economic development planning, or other strategic initiatives. As cities
conduct these exercises, an evaluation of past resources and areas where those resources have been
deployed can quickly identify which areas have been underserved. Comprehensive planning efforts are
one of the main policy initiatives that position a community to be targeted for area-wide planning.
Comprehensive planning efforts often take into consideration economic development initiatives,
demographics, and existing conditions to look forward and create a broad vision for the city.
Comprehensive planning efforts also identify key planning areas where more detailed study is
necessary to move the goals and objectives of the plan forward. These areas are often the target of

Small Area Plans which can cover a neighborhood, corridor, or district, and may include as little as 10
acres or as many as 4,500 acres. Areas where small area plans are in process or have been conducted
would be good candidates for Brownfield area-wide planning efforts for a variety of reasons:
x

The area has already been identified as an area of need and priority for City resources

Much of the data gathering of demographics and existing conditions will be or has been
conducted during the planning effort

Key redevelopment opportunities may be identified through the efforts

Area-wide infrastructure and land use visions may already be contemplated near
redevelopment opportunities

The items listed above can give the Brownfield Area-wide planning process a strong jump start
depending on how much work has been completed and how far along the planning process is. These
efforts can be extremely valuable and can ensure that the Brownfield area-wide process includes all
important pieces of information moving forward.
Community led initiatives are another way of identifying key areas within a City where Brownfield areawide planning efforts can be an effective tool. In most cases, at some point in their past todays
Brownfield sites were large economic drivers for the communities in which they are located. The
operations on these sites may have once employed the majority of residents in the surrounding
community and were a hub of activity. When operations cease, jobs are eliminated, site activity is no
longer present, and a property most likely falls into a state of disrepair and blight. To improve
conditions in neighborhoods, communities surrounding Brownfield sites often develop neighborhood
groups to spearhead initiatives for improving the quality of life. These efforts may include working with
political leaders to draw attention to brownfields redevelopment efforts.
As discussed later in this section, Brownfield redevelopment projects often require public assistance
financially along with funding from regulatory bodies. If communities are vocal about their needs and
put focus and energy toward advocating for redevelopment, municipal agencies and other support
organizations can partner with communities to start moving these projects forward. If communities are
not vocal about their needs, these projects are likely to sit for many years untouched.
Once an area is identified, deciding the size of the study area becomes a key point in the process. If a
larger area is being studied, it will be important to determine the study area boundaries to ensure that
the work associated with the planning effort can be completed in the allowed time for the process. If a
community has already identified the priority properties, or a planning effort has identified key areas,
the scope of the project may be clear and this step will be fairly simple. Generally, planning efforts
ideally take one year to 18 months to complete so areas should be selected that are manageable in this
timeframe. A process that takes longer may suffer from changing conditions in political motivations,
community involvement, financial resources, and overall planning fatigue.

Finally, once the area is selected and the boundaries determined, the overall data gathering exercise can
begin. The data that you gather during this step is different than the site specific data that is gathered
later in the process. This datas intent is to provide context for the area where the project is being
conducted and will paint a broad picture of understanding of key opportunities and weaknesses of the
area. Some of the most important pieces of information are the following:
x

Demographics: Current statistics, as well as past and future trends.

Market and Economic Conditions: what are the current conditions of the MSA, the City, and the
study area; how do the statistics relate to each other; and what are the opportunities and
weaknesses of the community.

Past or Future Planning efforts: As mentioned before, past and future planning efforts can help
lay the groundwork for a Brownfield planning effort by guiding the discussion of where the City
priorities have been and potentially what the vision for the area is in the future.

Current Development Projects: Economic conditions in a community are very important to

understand in any redevelopment project. Environmental projects are impacted by economic
conditions because not only is there a market obstacle, there is an environmental obstacle as
well. All of which have cost implications that need to be managed. Ultimately, if there is
significant development activity within an area, there is a better chance of success and less risk
on the real estate side to manage.

Key Organizations and Community Groups: One of the key objectives for area wide planning is
to identify key stakeholders in the community who will maintain momentum to carry the project
forward once the planning portion of the project is complete. Identification of key stakeholders,
active organizations, and community leaders provides an opportunity to cultivate relationships
and bring those groups through the process. If they are included, they likely will have a vested
interest in the success of the project.

An understanding of the above components begins to lay a framework of understanding of the area as a
whole and will provide insight to the final components of data gathering at this early stage. A SWOT
analysis is an exercise of identifying the Strengths, Weaknesses, Opportunities, and Threats of an area.
This analysis can be conducted on any size area or site and is a very good tool to be used in the early
stages of the process to identify the major components of a community. If you can identify weaknesses
and threats early, you can begin to look for strengths and opportunities within the process and the area
to deal with some of the largest obstacles. A SWOT analysis is not intended to be completed by just the
consultant team or City agencies, but is most helpful and insightful when conducted with a large group
of stakeholders that have a vested interest in the health and future of the community. The results of the
SWOT analysis should be documented and referenced frequently throughout the process.
SITE SELECTION

Strategic selection of Key redevelopment sites is very important and will help to ensure that resources
that are leveraged are being spent on efforts that will be catalysts for broader redevelopment and
investment throughout the community. The selection of these Key catalyst redevelopment sites can
be done in many ways but all methods begin with an initial inventory of options, i.e. properties within
the study area that may be appropriate sites for redevelopment.
In the instance of a Brownfield Area-wide planning effort, there must first be a baseline definition of
what is classified as a Brownfield property. The EPA defines a Brownfield as an abandoned, idled, or
under-used industrial or commercial site where redevelopment is complicated by real or perceived
environmental contamination. Brownfield sites are not just urban issues, but can be located in suburban
or rural areas as well. It is also important to note that these sites are not just vacant sites but can be
under-utilized occupied properties. This base definition will become very important during the selection
process for the Key redevelopment sites.
A base set of data needs to be obtained in order to begin the selection process. Creating a database of
all applicable properties within the study area is a great place to begin as it will provide the broadest
picture of the options. This database is also best organized in a special manner as well as a standard
comparison table format. Ultimately the organizational mechanism is dependent on the tools available
at the time of the exercise and it is important that you create the data set in a format that interfaces
with other tools used by the agency in the event that it can be used for other planning or economic
development efforts in the future.
Property Inventory
For the initial Property Inventory, there are a number of readily available data sets to pull from as well
as public outreach exercises to develop the database. Some data sets and techniques that may be
helpful include:
1. Assessor Records of properties currently being assessed as Vacant, Commercial, or Industrial
some municipalities will even have a more detailed description for vacant properties that may
indicate the former use, i.e. Vacant residential
2. Environmental Data Report This is a report that can be run for the entire study area and will
indicate properties where past environmental issues may have existed, current environmental
permits, and other environmental data that the local, state, and federal agencies track
3. Windshield Surveys If the study area is of moderate size, simply driving through the area and
identifying properties that appear to have dilapidated conditions (overgrown weeds, abandoned
buildings, environmental storage equipment, mechanical salvage, etc.) can be a very effective
way of identifying potential Brownfield sites.
4. Public Survey stakeholders are always a wealth of knowledge. Once these stakeholders are
educated on what may be considered a Brownfield, they have the ability to quickly point out
properties within their community that they feel may fit the criteria. These properties need to

be confirmed but this step can be crucial because of the gap in information that electronic
databases sometimes have.
There may also be other sources of data that community organizations, other city departments,
foundations, research groups, and real estate companies track. An effort should be made to identify
these potential data sources and evaluate whether there is information that can be used to identify
properties and assist with the decision making process in the later stages of the exercise.
As information is gathered, attention should be paid to data that is provided to ensure that the base
information of the properties is known. This base information should include, at a minimum, the
following information:
1. Basic Property Information: address, size, APN, owner, and owner address
2. Additional Information: zoning, future land use classification (if available), and current use
As mentioned earlier in this section, this data should be organized in a fashion where the properties can
be viewed spatially, as well as in a database format where properties can easily be identified, sorted,
and compared against each other for the purposes of narrowing the options.
Once the base set of information is generated and organized, time will need to be spent cleaning the
data set to ensure that there are no duplicates, errors or gaps in information, and properties with
multiple APNs are grouped appropriately. One single data point should be selected to be the constant
organizational tool, address or APNs work well for this. If each data point has the organizational point,
then the rest of the information is easily organized.
Site Prioritization
At this point in the process, you will have a base set of information on the potential redevelopment sites
in the study area and will need to narrow the field of prospects to a manageable number. Determine
how many sites are manageable from a resources standpoint and begin to create a set of priorities by
which the list can be narrowed. Some of these priorities may include:
1. Site Size large vs small
2. Property Owner publicly or privately owned
3. Property Condition vacant, industrial, commercial
4. Future Land Use Planning designation for example, mixed use commercial or neighborhood
centers
5. Community interest Some sites may be a higher priority than others because of heightened
awareness from the community over nuisance issues, environmental justice issues, or other
interactions with the former or current user/owner

6. Existing Resources properties or projects may already have teams focused on the
redevelopment but need an extra leg up, sometimes these projects may be more desirable
because they have some traction instead of starting from scratch
These are a few of the priority measures that can be used to prioritize the sites and begin to narrow
down the long list generated through the property inventory step. Working with stakeholders during
this process may help the prioritization. Understanding the priorities of the stakeholders and selecting
projects that fit within those priorities can help to ensure that the projects have support and community
advocates. Once priorities are set, they then need to be applied to the property database for site
selection.
One way to measure each property is by assigning a value to each priority and ranking the property by
how well it fits or matches the priority. This is an effective tool if there are multiple complex priorities
that overlap one another. For instance, there may be broad categories that can be broken down into
subcategories for the purpose of providing a value that weighs toward the most desired priority. For
example, if site size is one of the measures, size can be broken up into three subcategories (small,
medium, and large) with ranges attached. Then each subcategory is assigned a value, small properties
get one point, medium properties get two points, and large properties get three points. Each property
within the property inventory is assigned points based on the size. If the priority is to target properties
that are larger, be sure to calibrate the weighting to reflect that. If there are multiple categories by
which the properties will be prioritized. Assign each priority a value similar to the example describes
above, and total the points for each property. The property with the most points or least points
(depending on how you calibrate the numbers) will be the properties of the highest priority.
SITE EVALUATION
Once the site selection process is complete and priority sites have been identified, the process of
developing site specific redevelopment strategies can begin. This is initially a two prong process in
which the development characteristics of specific sites are profiled and evaluated, while economic
characteristics of the broader study area are analyzed. The two processes are iterative and together
help to inform the recommended redevelopment strategies.
The information gathered from the steps below begins to identify the development capacity and
suitability for future uses, but it is helpful to begin thinking about those uses before and during those
steps. As is the case with most steps in the area-wide process, gaining community input on reuse
options can be very helpful in the visioning process for these sites. Community members are very in
tune to the needs of the community. Providing a brainstorming opportunity to identify desired uses is a
good place to start the dialogue on what the properties could be once transformed. Such brainstorming
can be achieved in large or small group settings, depending on the number, size, and complexity of the
sites that are being considered.
Development Analysis

In the case of the development analysis, the goal is to provide a foundation for matching the physical
and regulatory characteristics of a given site to a range of potential redevelopment concepts. The goal
is not to pre-define the development outcome but establish consensus around a range of potential
outcomes that will inform the selection of a private sector redevelopment partner and/or vision. In
order to complete this exercise, additional data gathering needs to be conducted to determine what the
physical and regulatory conditions are that may have an impact on redevelopment options.
An existing conditions analysis of each site should be conducted to include an evaluation of physical
characteristics on the site. Some of the most important characteristics include site size, site layout,
easements and dedications, access and transportation, surrounding land uses, topography, water
features, floodplains, and other prominent site features. As mentioned above, these inputs will be
important when you begin to overlap re-use opportunities with regulatory constraints and market
conditions to create the best redevelopment options for each site.
The regulatory analysis is also a key component to the development analysis. Regulatory guidelines are
the framework for what is currently allowed at the site by regulating entities and will identify additional
constraints on the development potential of the site. For each site, the regulatory framework should be
understood. The zoning of each property will identify use, setbacks, height, bulk, access, and density
requirements that will impact the development capacity of the property. Although these restrictions can
be adjusted through a process with the City, understanding the existing condition is critical for decision
making.
Economic Analysis
For economic analysis, the goal is to assess the market potential of the proposed development
outcomes and inform the potential need for gap financing. At a minimum, the analysis should include
historic and project population and household trends in order to assess the residential absorption
potential of the Study Area, as well as employment and retail sales data sufficient to assess demand for
commercial development within the study.
Because Brownfield area wide planning grants are typically implemented in low income neighborhoods
and for a limited geographical area, it is often necessary to dig deeper into real estate data in order truly
understand the economic conditions where overall real estate activity is limited; including:
x

Population by race and gender

Household income distribution

Vacancy rates by rental and ownership units

Construction (and demolition) permit data

Housing value trends

Retail void analyses

Target industry clusters

The economic analysis is broad and does not eliminate the need for a project specific market study as
part of implementing the redevelopment strategy for a given site, rather, it provides a basis for
assessing the feasibility of the proposed redevelopment concepts as well as a sense of the absorption
timing required to complete the project and the potential need for gap financing to overcome negative
market conditions.
Environmental Conditions
Presumably, properties that are being analyzed further in a Brownfield redevelopment planning process
have some real or perceived environmental impact. This may have been determined as a result of
recent or historical site uses, appearance of the property, or reports of community members. As part of
the site evaluation, however, the true environmental condition of the selected properties must be
better understood.
The first step is to determine whether there is any existing environmental information available. This
can be done by searching various online regulatory databases, or by purchasing a site- or area-specific
report from Environmental Data Resources (EDR). Current owners should be contacted to determine if
they have knowledge or access to prior records, reports or studies of the condition of their properties.
Any activities performed on the property that involves subsurface work, such as installation of wells,
utilities or geotechnical studies also may be an indirect source of environmental information.
Further information may be obtained if one has the funding and site access to perform direct
environmental studies at a property. An environmental investigation that relies solely on non-invasive
investigation techniques (such as historical aerial photography, title reports, or interviews with prior
owners, operators and tenants at the property) is called a Phase I Environmental Site Assessment.
Intrusive investigations involve collecting samples of various environmental media or building materials.
This might include taking samples of soil, groundwater (via installation of monitoring wells), soil gas,
indoor air, or suspected asbestos-containing building materials. In the absence of a responsible party
(typically a current or former owner), Phase II Environmental Site Assessment work is typically
performed only later in a redevelopment process, when there is serious interest from a buyer or user of
a property, as the studies can be expensive.
Common Environmental Conditions
While there is no hard and fast rule, there are several types of historical property uses that commonly
lead to recognized environmental contaminants and conditions. While not an exhaustive list, some of
the more common site uses and activities are listed here for reference.
Site Use
Gas Station

Activity
Underground storage of
petroleum products, including
gasoline, and diesel fuel.
Presence of underground

Possible Contaminants
Petroleum hydrocarbons;
benzene, ethylbenzene, toluene,
xylenes (BTEX); methy-tert-butyl
ether (MTBE); and lead. The

Service Station

Auto Body Shops

Dry Cleaners

Salvage Operations (including

junk yards, car salvage, etc.)

Manufacturing

Metal Plating Operations

Landfills

Petroleum Processing

Commercial Agriculture

storage tanks (USTs), which may

be in place and have to be
removed.
Similar to gas stations, but with
the added activities of car
maintenance and repair; may
include used oil storage, use of
solvents as degreasers and
hydraulic lifts

latter two are gasoline additives

that may be found based on the
age of the operations.
Same as above if underground
storage tanks are present, plus
chlorinated solvents, including
trichloroethylene (TCE); glycols

Spray paint; paint strippers;

solvents for degreasing and
cleaning.
Use of chlorinated solvents for
dry cleaning clothes

Chlorinated solvents; metals;

paints, paint strippers, and
associated chemicals
Tetrachloroethylene (also known
as perchloroethylene, Perc or
PCE)
Heavy metals, including but not
limited to chromium, nickel,
arsenic, cadmium, zinc; PCBs;
acidic soil conditions; petroleum
hydrocarbons; chlorinated
solvents; glycols

Disassembling cars or
equipment, resulting in metal
contamination; draining of
various automotive and
hydraulic fluids; use of
degreasing solvents; battery acid
leaks
General manufacturing
operations, including assembly,
machining, painting, etc.
Plating operations, cleaning and
degreasing of plated parts
Disposal of various organic and
inorganic wastes, including
hazardous materials

Refining operations, compressor

stations, bulk storage and
pipelines
Livestock farms, orchards,
processing facilities

Chlorinated solvents; processspecific chemicals; acids/bases

Chromium; chlorinated solvents;
acids
Wide range of potential
contaminants in leachate;
settlement and geotechnical
issues for redevelopment
Petroleum hydrocarbons;
odorants (mercaptans)
Pesticides, herbicides, nitrates

Once the existing environmental information is compiled, the sites will likely fall into one of three
categories:
1. Sites with Known Environmental Conditions
If there is a known environmental condition, it is likely that current or previous owners
performed investigations to evaluate the nature and extent of the environmental issues.
Reports of those investigations often are submitted to the state or local regulatory agencies, and

become a matter of public record. A public records request can be submitted to the appropriate
agencies and copies of the reports can be obtained.
2. Sites with Suspected or Likely Environmental Conditions
In some cases, the EDR reports may show a record of a historical spill or release, or report that a
facility had a permit to generate, store or transport hazardous waste, but no specific
environmental information is available. These sites should be considered to have a Suspected
environmental condition. If multiple releases are reported, such as leaks from underground
storage tanks at a former gas station, the probability is much higher that contamination exists,
and these sites may be considered Likely to have environmental conditions.
3. Sites with Unknown Environmental Condition
In some cases, there may be no specific report that indicates a suspected or likely environmental
condition, but other factors have resulted in an environmental stigma at the property. In these
cases, one may rely on local historical knowledge, visual indications of contamination (stained
soils, the presence of drums or other chemical waste storage containers, etc.), the operational
history of the facility, or other factors to arrive at a determination of unknown but possible
environmental impairments at the property.
Once the sites have been categorized, the next step is to determine whether or not additional
information is required. In the case of properties with known contamination, if the environmental
condition of the property can be documented adequately, no additional information may be required.
If, however, there is suspected or likely contamination, but no existing reports or specific data,
additional information will have to be gathered in order to evaluate impact of contamination on site
redevelopment.
In cases where the environmental condition is completely unknown, one should evaluate whether the
property is truly a Brownfield site, or if it is simply an economically-challenged, blighted property. If
sufficient anecdotal information exists to keep the site in the Brownfield process, then as with suspected
or likely contaminated sites, additional work will have to be performed to get a clear understanding of
the environmental conditions. This is done by conducting Phase I and possibly Phase II Site
Assessments, as described above.
The two goals of additional environmental investigation of a known or suspected Brownfield site are, 1)
to be able to determine, as part of the site evaluation and redevelopment planning process, whether
and how the environmental conditions present a constraint to the redevelopment of the property; and
2) to estimate the timing and cost of any necessary environmental cleanup.
Site Reuse Constraints
If a property is determined to be impacted by environmental contaminants, a further evaluation must
be made to determine the extent to which the environmental conditions will restrict the use of the
property. In many cases, the presence of contamination can be accommodated by strategic selection of

land uses, such as restricted uses to commercial or industrial, or by careful site planning. For instance,
locating parking or landscaped areas over areas of soil contamination is often an acceptable remedy, as
long as there can be no physical contact with the underlying soils. In other cases, some amount of
cleanup must take place in order for the property to be safe for any type of reuse. The most stringent
cleanup standards are applied to properties that will be used for single family residences, although often
multi-family uses can be accommodated with a lesser degree of cleanup. Greater degrees of cleanup
come at increasingly high cost, so the careful evaluation of appropriate reuse scenarios must take into
account the environmental conditions.
Risk Management
There are two major considerations for management of environmental risk associated with the reuse of
an environmentally impacted property. The first is the ability to occupy the property for its intended
use with no risk to the residents, visitors, tenants, etc. Making this determination may involve the
collection of use-specific samples, such as soil gas or indoor air samples in the case of a property with
chlorinated solvent contamination. In all cases, evaluating the acceptable degree of risk and the
allowable concentration of contaminants that may remain at a property should be done only with the
assistance of a qualified environmental consulting firm, specializing in remedial design and human
health risk assessment.
The second consideration is the degree of liability a new owner or operator will be taking on under the
environmental laws. Generally, a buyer who has no relationship to prior owners or operations that
caused the contamination originally is considered an innocent purchaser under the law and may be
eligible for significant legal and regulatory protections. Buyers must perform a Phase I Assessment on
property they plan to purchase before taking title to be eligible for innocent purchaser protection. An
environmental attorney should be consulted for site-specific advice on establishing and maintaining an
innocent purchaser status if those protections are desired. Environmental insurance products are also
available to protect buyers and developers of brownfield properties from various forms of liability claims
against them. Environmental insurance brokers are available to explain the scope of coverage and costs
for the common forms of environmental property liability insurance products.
Assistance in Evaluating Contaminated Properties
Many companies, non-profit organizations and public agencies are available to assist a community in the
evaluation of environmental conditions at a Brownfield site. The primary sources of advice, direction,
and possibly financial assistance are EPA and state environmental regulatory agencies. EPA has a robust
Brownfield program, housed under the Office of Brownfields and Land Revitalization. EPA staff from the
Land Revitalization Program, particularly at the EPAs regional offices, are available to help
municipalities with local Brownfield efforts through a variety of avenues, including advice, technical
assistance, grants and at times, temporary duty assignments of EPA regional staff to city offices.
The state environmental regulatory agency, for Oklahoma is the Oklahoma Department of
Environmental Quality (ODEQ). ODEQ also has a brownfields program and staff available to assist city,
county government, tribal government city or non-profit organization. Assistance can include advice on

appropriate regulatory programs and closure options for contaminated sites. Many states, including
Oklahoma, have voluntary cleanup programs that are particularly well suited to Brownfields
redevelopment.
In addition to these public agencies, there are a host of private environmental consulting firms, and a
handful of non-profit organizations, dedicated to the evaluation and cleanup of contaminated
properties, some of whom specialize in Brownfields. Resource lists are available from the EPA and state
agencies.
REDEVELOPMENT STRATEGIES: HOW TO GET FROM A TO Z
In order to successfully implement Brownfields redevelopment strategies that come out of the area
wide planning process, there will be a decision making process that takes place. This process starts with
determining the objective of the City in the redevelopment effort, determining their role in that effort,
identifying the next step on environmental conditions, identifying private sector partners to assist in the
redevelopment, and implementation and closure. It is important to note that depending on the Citys
role, the level of involvement from the City on environmental next steps and partner identification will
be important. The following section discusses the components for redevelopment efforts as it relates to
implementation of property specific plan recommendations.
It is important to note that not all redevelopment projects are City-led and, in fact, are more often led
by the private sector in partnership with municipalities. The redevelopment strategies laid out in this
document represent a mix of City-led, private owner-led, and developer-led initiatives. None of these
projects will be successful without the partnership of all three groups and it is incumbent upon all
involved to keep the process moving forward.
Defining and Prioritizing City Objectives
The initial impetus for considering a specific property within the study area can come from many places;
the property owner, a concerned resident, or even the City. Selecting the property as priority for
redevelopment as part of the overall brownfields planning process is in large measure a function of the
degree to which successfully redeveloping the property furthers the Citys broader goals and objectives
for the study area. Identifying what the goals are and determining the Citys main priority is critical to
developing a successful redevelopment strategy. Keep in mind that all of these objectives were not used
on the six Key Sites but may be used if this same analysis is conducted in other communities in Tulsa in
the future. Common objectives include:
x

Environmental Justice cases where the environmental condition is severe enough that
removing the threat to human health and the environment supersedes redevelopment
outcomes. In such cases, property remediation, even if it does not lead to redevelopment, will
be considered a success.

Blight Elimination cases where the environmental condition is a hurdle to redevelopment and
disinvestment has led to neglect and blight and remediation will clear the way for reinvestment
and redevelopment. In such cases, reinvestment and redevelopment will be considered a
success regardless of the specific outcome.

Economic Development cases where site redevelopment presents an opportunity to further

already defined economic development goals for a neighborhood (job creation, access to job

training, neighborhood serving retail, etc.). In such cases, success will be measured against
predefined redevelopment outcomes (jobs created, affordable units developed, area residents
gaining access to fresh food, etc.).
x

Capitalizing on Catalytic Opportunities cases where redevelopment of a specific site has the
potential to have a transformative impact on the broader region and catalyze large scale
reinvestment. In such cases, success will be measured against redevelopment outcomes as well
as the long term impact on the surrounding area (property valuation trends, retail sales, etc.).

Defining the Citys Role

The city plays an important role in any redevelopment scenario given its regulatory role overseeing new
development in the city (zoning, permitting, etc.). In the case of a project identified through the area
wide planning process however, the City may find itself developing a property specific redevelopment
strategy articulating it clearly for others. The degree of City involvement in the project is governed by
the level of participation required to achieve the citys primary objective:
x

City as Resource in cases where the property owner has agreed to the redevelopment of their
property and has identified a plan of remediation and redevelopment (or has partnered with an
experienced developer with such a plan) that meets stated City objectives, the Citys role can be
limited to being a resource for information that may help the development team overcome an
unexpected hurdle, or be able to point the team toward funding resources at the local, state, or
federal level to fill a gap in financing necessary to complete the project. In this role, the City is a
resource for information.

City as Facilitator in cases where the property owner has agreed to the redevelopment of their
property but does not have a plan for remediation and redevelopment, the city can identify this
property as a City priority and act as a facilitator. In this role, the city can make introductions to
interested developers in the area; suggest brokers, consultants, or community groups to work
with to develop a plan for redevelopment; help describe and clarify city processes and
regulatory requirements; and help usher the redevelopment through the process without
providing direct funding sources to the project. This may also be achieved through city
sponsored property tours or charettes, or place property on an inventory list for available sites
for redevelopment.

City as Advocate In cases where the redevelopment of a property is high profile and a high
priority, the City may advocate for certain development outcomes. This is a more hands on role
for the City to play and may include some level of accountability to stakeholders on the success
of the project. In such cases, the City will need to assist in structuring the plan of development,
plan of finance, or selection of the project developer to ensure that the City itself maintains a
decision making role sufficient to ensure that its objectives are met. For example, the City may
assist in development and issuance of a Request for Proposals (RFP) and may also participate in
the selection process of the preferred developer and development plan. As a Facilitator or
Resource, the City would not participate in that stage of the selection process.

City as Project Oversight in cases of large properties where the City is already the property
owner or where the desired redevelopment outcome is a civic use, the City may elect to have an
even greater role than as an advocate. In most cases, the City will make an effort to properly
position a property for sale or redevelopment through the installation of public infrastructure or
facilities and solicit developers that can develop the property and achieve the desired
redevelopment outcomes. A critical component of the redevelopment strategy is to not only
define the Citys overall role, but the role of the other agencies within the city. Involving the

targeted community is critical to an area-wide planning effort to both provide input and monitor
progress.
Environmental Next Steps
Ideally, the cleanup requirements for a site should be well understood before a final redevelopment
decision is made or the redevelopment process begins. This is because the environmental condition of a
property, and more importantly, the cleanup approach, may limit the redevelopment options. For
instance, many brownfield properties are cleaned up to a restricted use standard. This refers to a riskbased standard that allows certain amounts of contamination to remain on a property provided the
concentrations meet commercial/industrial use risk standards. But such a cleanup prohibits what are
considered sensitive uses, such as houses, schools, day care centers and hospitals.
The timing and cost of a cleanup also should be known prior to redevelopment, as there can be
unexpected delays or additional cleanup costs if the two activities are not coordinated. Conversely,
efficiencies and cost savings often can be realized when remediation and redevelopment activities are
integrated at a brownfield site
The environmental analysis of each Key Site was reviewed to determine the degree of environmental
information available. The following designations were developed to describe the stage of
environmental evaluation at the Sites:
x

MI More Information Needed: This designation is used when there is insufficient information
regarding the environmental condition of a property to make a remedial decision and/or a land
use determination.

RSU Remedy Selection, Unrestricted: This designation is used to indicate that there is
sufficient environmental information about a property to make a remedial decision, and the
cleanup either will be to unrestricted use, or is otherwise not dependent on a land use decision.
The redeveloped use will not be constrained by the environmental conditions.

RSR Remedy Selection, Restricted: This designation is used to indicate that there is sufficient
environmental information about a property to make a remedial decision, and the cleanup
either will be a restricted use standard, or is otherwise dependent on a land use decision. The
redeveloped use likely will be constrained by the environmental conditions.

EXR Execute Remedy: This designation indicates that the site has completed the
environmental assessment process. This means the environmental constraints are understood
and a remedy has been selected (for either restricted or unrestricted use) and the site is either
ready to have the remedy implemented or the remedy is being implemented.

Attracting and Selecting Private Sector Partners

Carefully executed, the Citys role will be defined to be as small as necessary to achieve the desired City
objectives for redeveloping the property. An underlying goal of any City-led redevelopment effort is to
maximize private participation; though how this is best achieved is a function of how much is known as a
result of the area wide brownfield planning effort, as informed by City objectives and the defined city
role:

Identify the Funding Toolbox in cases where the Citys role is a resource to developers, the
redevelopment strategy may only require identification of the local, state, and federal resources
available to affect remediation and/or redevelopment. Depending on Study Area economic and
demographic conditions, these may be limited to environmental resources designed to cover
the gap created by the need for remediation and/or abatement; after which a market rate
transaction is feasible. But in under resourced communities, a clean property may face other
market hurdles and thus require additional resources. The last section of this document lays out
what some of those tools are.

Request for Proposals (RFP) in cases where the City is the Advocate the redevelopment
strategy should call for an RFP process that identifies the desired development outcome. In
cases where the outcome has not been defined, the RFP may be broadened to allow
respondents to propose their own development vision. The RFP itself should be structured to
provide as much information as possible to potential respondents. In the case of privately
owned property, the City can act as a resource to help the property owner or development
partners implement this process on their own. [A sample RFP is attached as Attachment XX.]

Request for Qualifications (RFQ) in cases where the City has greater ownership or interest over
project outcomes, an RFQ is the preferred redevelopment strategy because it will allow the city
to identify the best development team, not development plan, while allowing for direct
negotiations over the Citys role in guiding the redevelopment outcomes. This strategy can also
be conducted by a private property owner to solicit private sector partners for redevelopment
projects. [A sample RFQ is attached as Attachment YY.]

Multi-Phased RFPs in cases where little information is known at the outset, but City objectives
are both specific and high priority, the redevelopment strategy should break apart the process
and issue RFPs (or RFQs) that address specific steps or hurdles to achieve outcomes required to
take the next step. For example, if too little is known about the environmental or market
conditions for a given property, an RFP for a scope of services to close these information gaps
may be a prerequisite to issuing a redevelopment RFP/RFQ. Similarly, if the identified
environmental remediation strategy is long and/or complex, issuing an RFQ for property
acquisition and remediation targeting specialized brownfields development firms, followed by
an RFP to the broader development community (for redeveloping the clean property) may be
the best way to insure success. This is a process the City may undertake if they are the owner of
the property. This process can be conducted by private property owners as well.

Implementation, Compliance, Public Process & Closure

The success of the identified redevelopment strategy depends on its implementation and the ability to
measure and report success. Defining the Citys role and the internal players and their roles are
critical to implementation of projects that can often take years to complete.
The final component of the redevelopment strategy should be to clearly define not how success will be
measured and when thus creating a predefined point of closure and an opportunity for the community
to reconvene and celebrate their collective success. The following sections will discuss the
recommended approach to redevelopment strategies for the six Key redevelopment sites. Each strategy
will contain an overview of the preferred redevelopment outcome, primary objective, City role,
environmental next step, identification of private sector partners, and potential project timeframes for
completion.

GAP FINANCING AND THE BROWNFIELD REDEVELOPMENT TOOL BOX

The redevelopment strategy for the six Key Sites identified for redevelopment by the area planning
grant may rely on non-traditional funding resources. To further the redevelopment efforts, the City may
need to assist property owners in identifying available sources of gap financing. Brownfield projects
often require two lifts from a resource standpoint to get the property to a place where redevelopment
can happen. This means that not only is there the initial lift of solving the environmental challenge, but
the market conditions in the area may not be strong enough to support development of nonenvironmentally challenged properties. This creates the need for a double lift from funding resources to
get the property to clean and sellable state, and then possibly identify additional funding sources to
close the traditional development gap to carry it to completion. In the case of North Tulsa, market
demand for residential and commercial development is severely limited within the Study Area. As such,
it is expected that all six project will need both brownfields assistance as well as economic development
assistance.
Many companies, non-profit organizations and public agencies are available to assist a community in the
evaluation of environmental conditions at a Brownfield site. The primary sources of advice, direction,
and possibly financial assistance could be The EPA and state environmental regulatory agencies. EPA
has a robust Brownfield program, housed under the Office of Brownfields and Land Revitalization. The
EPA staff from the Land Revitalization Program, particularly at the EPAs regional offices, are available to
help municipalities with local Brownfield efforts through a variety of avenues, including advice, technical
assistance, grants and at times, temporary duty assignments of EPA regional staff to City offices.
The state environmental regulatory agency, for Oklahoma is the Oklahoma Department of
Environmental Quality (ODEQ). ODEQ also has a brownfields program and staff available to assist city,
county government, tribal government or non-profit organizations. Assistance can include advice on
appropriate regulatory programs and closure options for contaminated sites. Many states, including
Oklahoma, have voluntary cleanup programs that are particularly well suited to Brownfields
redevelopment.
In addition to these public agencies, there are a host of private environmental consulting firms, and a
handful of non-profit organizations, dedicated to the evaluation and cleanup of contaminated
properties, some of whom specialize in brownfields. Resource lists are available from the EPA and state
agencies and are updated periodically with new information as funding sources change and
organizations focus their efforts.
The tables below provide a brief summary of potential local, state, and federal tools available to help
close the expected funding shortfall for the identified sites. Most projects will require leveraging more
than one tool and selecting the right mix of tools will be informed by the to-be developed project plan of
finance and the specific characteristics of the identified site developer. Finally, the Citys role in helping
to secure these resources will vary by site, as well as the Citys redevelopment objectives and defined
role. In the case of City owned property, the City may take a hands-on role of identifying and applying
for additional funding for projects. In the case of privately owned property, the City may be able to help
private property owners identify funding sources for their plans and could provide letters of support or
guidance on how to apply for funds.
It is important to note that not all of these tools are available to all sites or development projects. Each
tool has specific goals and objectives of what the funds should be spent toward and eligibility

requirements that determine a projects eligibility. Once a projects objectives and development plans
have been identified, potential funding sources will need to be evaluated closely to identify whether the
project is eligible and the funding source is a good fit.
Tulsa Tools
The following table shows existing funding sources that are available or utilized for projects within the
City of Tulsa today.
Tax Increment Financing

Enterprise Zones / Tax Incentive

Districts

Improvement Districts

CDBG / HOME Funds

Fire Suppression Grants

Tulsa Industrial Authority
Tulsa Development Authority
Tulsa Economic Development
Corporation / Creative Capital
Tulsa Preservation Commission

Locally created district that allows for up to 25 years of future

incremental new property and sales taxes created by the
redevelopment of a property to help finance redevelopment.
Provides up to six years of property tax abatement for
redevelopment projects in designated areas.
Maximum benefit of $200,000 per year.
Commonly paired with Oklahoma State tax credits (see below)
Locally created special property tax assessment districts for financing
public improvements within the area.
No part of the Study is currently included in an ID.
Federal funds awarded at the local level for economic development
and low income housing projects around the City. Awarded annually
in May.
Local grant of up to $8,000 for sprinkler connections and
appurtenances located in the public right of way.
Provides tax exempt financing for qualified development projects.
Public sector partner for blight elimination and redevelopment
projects in declining and under developed areas of Tulsa.
Non-traditional lender supporting small entrepreneurial businesses.
Not a development tool, but may be useful in cases where
property owner and business owner are one and the same.
Assists with obtaining state and federal historic tax credits for
rehabilitation of qualified historic structures.

In addition to the Citys existing toolbox targeting economic development and urban revitalization, the
City should consider creating a brownfields-specific tool box to assist with the redevelopment of sites
like those identified through the area wide planning process. Examples for consideration, based on best
practices being implemented in other cities, include:
x
x
x
x

Expanding the use of Improvement Districts for use on large scale mixed use redevelopment
projects.
Expanding the fire suppression grant program for other infrastructure improvements within the
ROW for large scale brownfields redevelopment sites.
Encouraging reinvestment through forgiveness of back taxes on brownfields sites if remediated
or redeveloped.
Creating a pool of transferable remediation tax credits as a source of equity for redevelopers of
brownfields property.

In addition to local tools, a number of brownfields and economic development related tools are
available at the state level and can be combined with local tools.
Oklahoma Tools
Oklahoma Brownfield Cleanup
Revolving Loan Fund
American Recovery &
Reinvestment Act Brownfields
Cleanup Sub-Grants

Clean Water State Revolving

Loan Fund

Oklahoma Quality Jobs Act

Additional Job Creation

Incentives

Low interest loans to private industry, local governments, and tribes

for the cleanup of properties contaminated by hazardous
substances.
Finances the cleanup of shovel-ready Brownfield projects.
Funds are available to eligible entities through ODEQs existing
Brownfield Revolving Loan Fund Program in the form of loans and
sub-grants.
Local governments and non-profit organizations are eligible for subgrants.
For-profit companies may apply for low-interest loans.
Brownfield sites located within permitted urban storm water areas
may be eligible for loans.
Proposed projects must participate in the Oklahoma Brownfields
Program.
Private entities are not eligible.
Applies to basic industries that locate their principal business
activities on contaminated properties of at least 10 acres and which
qualify as:
A federal Superfund removal site;
Listed on the National Priorities list;
A site formally deferred to the state in lieu of NPL listing; or
A site that has been determined by ODEQ to be contaminated by any
substance regulated by a federal or state statute governing
environmental conditions for real property pursuant to an order of
ODEQ.
Companies may be eligible for the Quality Jobs Program incentive
payments irrespective of their actual gross payroll or the number of
full-time-equivalent employees in new direct jobs.
Investment/New Jobs Tax Credit Package (manufacturing)
Quality Jobs + Investment Tax Credits (manufacturing)
21st Century Quality Jobs (knowledge based workforce jobs)
Economic Development Pooled Finance
Sales Tax refund on Construction Materials
5-Year Ad Valorem Tax Exemption (manufacturing)

Finally, there are number of federal programs that can assist with the redevelopment of the identified
brownfields sites. Many of these programs must be accessed through the City and are not directly
accessible by private developers. As such, the City can play a critical role in setting priorities for the use
of these tools.

Federal Tools
Loan Programs:

Grant Programs:

Economic Development Administration (EDA)

capital for local revolving loan funds
Housing & Urban Development (HUD) funds for
locally determined Community Development
Block Grant (CDBG) loans and floats
EPA capitalized revolving loan funds (see
Oklahoma Revolving Loan Fund)
Small Business Association(SBA) microloans
SBA Section 504 development company
debentures
SBA Section 7(a) programs
EPA capitalized clean water revolving loan funds
(priorities set/ programs run by each state)
HUD Section 108 loans/guarantees
USDA business, intermediary, development,
community facility loans

HUD Brownfield Economic Development Initiative

(BEDI)
HUDCDBG grants for projects (locally determined, see
Tulsa tools above)
EPA assessment, cleanup grants
EDA public works and economic adjustment
US Department of Transportation (variety of system
construction, preservation, rehabilitation programs)
Army Corps of Engineers (cost-shared services)
US Department of Agriculture(USDA) community
facility, business and industry grants

Loan Guarantee Programs:

Tax Credits & Tax Exempt Financing:

SBA Small Business Investment Cos.

SBA Section 7(a) guarantees
Department of Energy,
energy facility guarantees
USDA business/industry guarantees

Targeted expensing of cleanup costs

Historic rehabilitation tax credits
Low-income housing tax credits
New Markets Tax Credits
Industrial development bonds
Energy efficiency construction credits
Renewable energy development credits


     

Community Outreach Plan

Brownfields Strategic Action Plan
Tulsa, Oklahoma
Introduction
The City of Tulsa is working to develop a Brownfields Strategic Action Plan (BSAP) through a grant from
the U.S. Environmental Protection Agency (EPA). The BSAP will address brownfield sites within a Study
Area roughly bound by Cincinnati Avenue, 36th Street North, Peoria Avenue and I-244, encompassing
approximately four square miles. The goal of the BSAP is to facilitate redevelopment within the study
area through specific strategic initiatives to address environmental and development issues of key
sites. The City of Tulsa has contracted with the Consultant Team, led by EFG Brownfield Partners (EFG
BP), to conduct this exercise.

Project Background and Planning Context

A community-wide comprehensive planning process, PLANiTulsa, has recently been completed by the
City of Tulsa. During that planning process and in follow-up activities, significant public outreach
occurred, including numerous public workshops and informational meetings. As a result of the
PLANiTulsa efforts, a small area plan is being developed for the North Tulsa Area which overlaps the
Study Area. In addition, the University of Oklahoma Urban Design Program conducted a planning
exercise in 2011 for the Northland Area, which is centered on 36th Street North and Cincinnati and
overlaps the Study Area. The North Tulsa Economic Development Initiative (NTEDI) developed a
strategic plan for economic development efforts within the Study Area, and continues to meet regularly.
Public outreach activities associated with the current BSAP should be clear about the scope of the
current effort and how it relates to and complements other community planning initiatives.

Community Outreach Objectives

Public participation is a key component of brownfields strategic planning and strongly supports the
EPAs goals with respect to environmental justice. Implementation of this Community Outreach Plan
(COP) will result in information about stakeholder values and community desires. These community
goals will help guide selection of key redevelopment sites and identify suitable redevelopment land
uses.

The objectives of this COP are:

x to promote stakeholder awareness, understanding and participation in the decisionmaking process;
x to educate stakeholders regarding brownfields and their redevelopment;
x to gauge the level of community interest in redevelopment efforts;
x to understand the key issues impacting planning and development decisions, as seen by
the community; and
x to assist in establishing or enhancing information exchange between the City of Tulsa
and community stakeholders.

The objectives will be met by conducting a proactive public participation program to inform and involve
the community in identifying redevelopment opportunities. Opportunities for public participation will
occur early in and throughout the BSAP process.

Plan Organization
This COP provides a brief summary of the proposed activities, an explanation of the roles and
responsibilities relative to the community outreach process, the means proposed for public outreach,
and opportunities for public engagement.

Roles and Responsibilities

In keeping the objectives stated above, it is the responsibility of the EFG BP Project Manager, Deputy
Project Manager and Community Outreach Lead to jointly identify the need for and purpose of the
scope and content of public informational activities. These individuals are also responsible for
developing an appropriate plan to establish and maintain communication, identify and resolve issues of
concern to stakeholders, support the City of Tulsa in the implementation of the COP, and evaluate the
success of public involvement to determine the need for further outreach.
The City of Tulsa has identified Adrienne Russ, Brownfields Project Manager, as the information point of
contact for stakeholders. The following contact information for Ms. Russ will be distributed within each
of the public response pieces.

Adrienne Russ, Brownfields Project Manager

City of Tulsa
918-584-7880
aruss@cityoftulsa.org
EFG BP Team Members
Table 1: EFG BP Team
Name
Firm
Contact
Mary Hashem, Project Manager EFG BP
EFG Brownfield Partners
Morgan Landers, Project Planner
475 17th Street Suite 1330
Denver, CO 80202
303.205.7910
mhashem@efg-bp.com
mlanders@efg-bp.com
Michael Birkes, Community
Michael Birkes
Michael Birkes Architect
Outreach Lead
Architect
4910 South Columbia Place
Tulsa, Oklahoma 74105
918. 606 .2029
michaelbirkesarchitect@gmail.com

Mike Fitter, Service Manager

Michelle Barnett, Deputy PM
Jeff Elbert, QA/QC Manager

ENERCON

Enercon Services, Inc.

5100 E. Skelly Drive, Ste 450
Tulsa, Oklahoma 74135
918.665.7693
mfitter@enercon.com
mbarnett@enercon.com
jelbert@enercon.com

Neighborhood Advisory Committee

A Neighborhood Advisory Committee has been formed to inform and advise the Consultant Team and
City of Tulsa on community concerns and outreach. Members of the Neighborhood Advisory Committee
include community leaders who work or live within the Study Area. They were identified as people who
were not only active within the community, but also well known and well respected. The following
individuals have accepted an invitation to serve on the Neighborhood Advisory Committee:

Rocky Bright Resident and employee of the Tulsa Chamber of Commerce

Terry McGee Developer and Entrepreneur in North Tulsa
Dwain Midget Employee of the City and Resident
Philip Abode Pastor, Crossover Bible Church and Football Coach for North Mabee Boys & Girls
Club
Jane Malone Resident, Tulsa Development Authority, and leader of Chamberlain Area
Neighbors, a neighborhood group
Rev. Dr. Ray Owens Pastor, Metropolitan Baptist Church
Rose Washington Rentie Executive Director, NTEDI

In addition to these community members, the following individuals from the City of Tulsa and
the Consultant Team will participate in the Neighborhood Advisory Committee as
observers/coordinators.
Study Area Neighborhoods
City of Tulsa neighborhoods that lie within or partially within the Study Area include the following.
Where available, contact information for the neighborhood representative, obtained from the City of
Tulsa and other public sources, is shown.
x
x
x
x
x

3300 N. Lansing Block Association

o
Ms. Ann Watson, 918-425-9630
Hawthorne District Association
o
Ms. Ann Watson, 918-425-9630
2100 Owasso Block
o
Ms. Bernice Alexander, 2124 North Owasso, Tulsa, Oklahoma 74106
Chamberlain Area Neighbors
o
Ms. Jane Malone, malonja@tulsaschools.org
534 Club

o
x
x
x
x
x

Ms. Beverly Taylor, 918-576-4272, dtaylor0640@sbcglobal.net

Lacy Park Task Force
o
Ms. Esther Ogans, 918-564-5369, esther_ogans@sbcglobal.net
Heritage Hills III Neighborhood
o
Mr. William Morrison, wrmcos@cox.net
Dunbar Neighborhood
o
Ms. Dean Bullock, 784 East Queen Street, Tulsa, Oklahoma 74106
University Park Neighborhood
o
Ms. Patricia Goz, 534 East Latimer Place, Tulsa, Oklahoma 74106
North Tulsa Community Task Force
o
Mr. Michael Reed, michaelreed@sbcglobal.net

Government Officials
Local, state and national government officials will be engaged at the level appropriate to their
jurisdictions. Constituents within the Study Area are likely to reach out to their elected officials, both to
ask questions and to promote specific local interests. It is important that officials are made aware of the
BSAP and be educated regarding the analysis and redevelopment objectives. Outreach to elected
officials will give them the tools to answer their constituents questions and provide a channel of
communication to the Consultant Team and City of Tulsa. Elected government officials and their contact
information include:

Table 3: Elected Government Officials

Office

Name

Address

Phone and Email

City Councilor
District 1

Jack Henderson

One Technology Center

nd
175 East 2 Street
th
4 Floor
Tulsa, Oklahoma 74103

918-596-1990
Dist1@tulsacouncil.org

State Representative,
District 73

Jabar Shumate

2300 North Lincoln

Boulevard, Rm 510
Oklahoma City, OK 73015

405-557-7406
Jabarshumate@okhouse.gov

23300 North Lincoln Blvd.,

Rm 429
Oklahoma City, OK 73105

405-521-5598
easonmcintyre@oksenate.gov

Asst:
Linda Richardson
State Senator,
District 011

Judy Eason-McIntryre
Asst:
Roxanne Blystone

U.S. Representative,
District 001

John Sullivan

5727 South Lewis Avenue

Suite 520
Tulsa, OK 74105

918-749-0014

U.S Senator,
District 051

Jim Inhofe

1924 South Utica Avenue

Suite 50
Tulsa, OK 74104

918748-5111

U.S. Senator,
District 052

Tom Coburn

1800 South Baltimore

Suite 800
Tulsa, OK 74119

918-581-7651

Community Outreach Activities

The community outreach strategy takes into consideration existing City of Tulsa relationships with
elected officials, landowners, business, and community leaders, as well as prior and on-going planning
initiatives in the Study Area.
Based upon the experience and success of previous public participation activities conducted in the Study
Area as part of the PlaniTulsa Comprehensive Plan, public meetings will be the primary means of
community outreach. Additional public outreach methods will include a Neighborhood Advisory
Committee, Speakers Bureau, media releases and posters, and may also include a City of Tulsa-hosted
website and other social media tools among others, as described below.

Neighborhood Advisory Committee

Key to initial outreach will be the Neighborhood Advisory Committee. This committee consists of seven
individuals from the private and public sector, including government and neighborhood representatives,
and community leaders who live or work within the Study Area. Prior to beginning community outreach
activities, the Neighborhood Advisory Committee will be convened to obtain input on the best means of
conducting outreach and insight into community values, communication styles, and preferences. This
committee will meet once prior to development of outreach materials, and monthly thereafter
depending upon individual availability. The Consultant team will remain in contact with individual
Neighborhood Advisory Committee members throughout the process by email and phone. Persons who
have accepted an invitation to serve on the Neighborhood Advisory Committee are listed in the Roles
and Responsibilities section, above.

Speakers Bureau
To enhance the Citys ability to reach out through small, informal meetings and other venues, a
Speakers Bureau will be identified. Initially, this group will be made up of local members of the
Consultant Team and representatives of the City of Tulsa. Additional speakers may be identified
through the course of the project. The Speakers Bureau is intended to provide individuals to speak, as
requested, at local neighborhood, civic or other organizations meetings that are not otherwise part of
the community meetings described in this COP. The Speakers will be provided with a standard
PowerPoint presentation about the project, a map, talking points, and list of Frequently Asked Questions
(FAQs) to use as part of their presentations. These outreach materials will be developed by the
Consultant Team and held by the City of Tulsa for use as needed.

Meeting Handouts
The Consultant Team will prepare a preliminary draft of a meeting handout for review by the City of
Tulsa. The handout will include a summary of the project objectives, planning history, public meeting
schedule and locations, and contact information, as well as a basic timeline of activities.

Media Release
The Consultant Team will prepare a preliminary draft of a Media Release regarding the project. The text
of the release will include a summary of the project objectives, history, public meeting schedule and
locations, and contact information, as well as a basic timeline of activities. The release will be provided
to the City of Tulsa for review and distribution.

Project Poster
An 11x17project poster will be developed for posting in public locations in and around the Study Area.
These posting areas will include libraries, transit stops, or other appropriate venues in the Study Area.
Posters to be displayed in public libraries require review by the Central Library, a process that typically
requires 2-3 weeks. The project poster will include information such as the project title, Study Area
boundaries, public meeting times, dates and locations, and City of Tulsa contact information.
Comment Line
The City of Tulsa will provide a dedicated phone number and message recorder for questions from the
public. Messages left on the Comment Line will be returned within two (2) business days by the City of
Tulsa, if a return call is requested. Any comments or significant questions will be forwarded to the
Consultant Team for review and response, as appropriate.
Email
A project-specific email address will be established by the City of Tulsa for submission of public
questions or comments. Emails from the public will be replied to within two (2) business days by the
City of Tulsa. If no specific question is posed or response warranted, a form reply thanking the sender
for their input will be sent as a means to acknowledge the receipt of the email. Any comments or
significant questions will be forwarded to the Consultant Team for review and response, as appropriate.
Frequently Asked Questions (FAQ) List
Compilation of an FAQ document can help address many common questions the community may have.
The FAQs will be developed by the Consultant Team, in consultation with the City of Tulsa, for use as
needed. Some of the questions may include:
What is a brownfield?
Why is development of a brownfield difficult?
What is the Study Area?
When will this process be completed?
Is the City condemning or using eminent domain at brownfield properties?
How is this different from other current and recent planning efforts?
How do I make my concerns or ideas known to the City?
What will be the results of the study?
The FAQ will be a living document and will be reviewed and revised periodically based on actual
questions from the community during the outreach activities.
Public Meetings
Following the initial feedback from the Neighborhood Advisory Committee, one to two public scoping
meetings will be held within the Study Area. Many public meetings and small working groups
associated with prior planning activities have been convened within the Study Area. It has been noted
that, as a result, some area residents may be experiencing meeting fatigue. The public meetings, and
the overall brownfields planning process, will make use of previously developed information to the
greatest extent possible. Not all information previously collected, however, will be appropriate for this
scope. The purpose of these initial scoping meetings, therefore, is to obtain input from the community
regarding their values and goals related to economic development and land use within the Study Area,
and the extent to which they are open to engaging in a new planning process specifically for brownfield
sites. The initial public meetings will be educational and listening sessions, with later meetings

dedicated to communicating proposed strategies. The initial meetings should provide input as to what
the community wants to see happen within the Study Area with respect to environmentally impacted, or
blighted, commercial, industrial, or public land.
The Consultant team will prepare materials for the meetings. A meeting plan, registration forms,
comment forms, name tags, and up to eight display boards are planned to be used during the meetings.
The topics of the display boards will include project description and purpose; a diagram of the planning
process; summary of the schedule; and maps showing the Study Area.
Based on discussions with the City of Tulsa and the previous PlaniTulsa process, an Open House meeting
will be conducted. The Consultant Team Project Manager, Deputy Project Manager, and/or Community
Outreach Lead will attend and assist the City of Tulsa in the conduct of the meetings. Support from the
Consultant Team will include setting up the space and materials, providing refreshments, manning the
registration table, meeting facilitation, documenting comments, and cleaning up after the meetings.
Outreach Memorandum
After completion of the scoping process, the Consultant Team will prepare a report summarizing the
results of the initial outreach process. This memorandum will include a brief description of the project,
purpose, and community outreach activities; and a comment analysis by category of interest, location,
and issue. The purpose of this document is to inform subsequent decision-making regarding future
public meetings and outreach activities.
Key Sites Presentation
Once key sites have been identified, a second set of public notifications and meetings will be conducted.
It is anticipated that notifications will include a media release, notification poster, and meeting
handouts, as well as contacts with individuals who requested later notification in the initial outreach
meetings. One to two public meetings will be conducted at this point in the project to obtain feedback
on the key sites selected for development of reuse strategies.
Presentation of Draft Findings
Upon development of a set of draft findings, including brownfield redevelopment strategies for key
sites, a third set of public meetings is proposed. The process for conducting these meetings would
follow that described above to include an introductory media release and notification posters, as well as
follow up with those who requested notification at the previous meetings. Comments on the draft
findings, as received from the public, would be evaluated to determine if changes to the draft document
or its supporting materials should be made prior to finalization.
Community Outreach Schedule
This public participation program will be reviewed and updated regularly throughout the process to
evaluate its effectiveness and make adjustments as needed. Table 1 summarizes community outreach
activities.

Table 1: Proposed Community Outreach Activities

Activity
Recruitment of Neighborhood Advisory Committee

Schedule
October 2011, Wk 1

Activity
Convene Neighborhood Advisory Committee
Draft Meeting Notice, Poster, and FAQ List

Schedule
October 2011, Wk 3
And monthly thereafter
October 2011, Wk 3

Opening of Comment Line and Email Account

October 2011, Wk 3

Poster Submittal to Central Library

October 2011, Wk 3

Public Meetings (1 -2 meetings)

November December 2011

Recruitment of Speakers Bureau

October 2011

Development of Speakers Bureau Presentation Materials

October 2011

Availability of Speakers Bureau

Outreach Memorandum
Key Sites Presentation Notification
Presentation of Key Sites (1-2 meetings)
Draft Document Public Meeting Notification
Draft Document Public Meetings (1-2 meetings)

As needed throughout project

January 2012, Wk 2
March 2012
March-April 2012
June 2012
June July 2012

NORTH TULSA COMMUNITY OUTREACH IMPLEMENTATION

It is important to discuss the overarching practice of community outreach in the Brownfield area-wide
planning and redevelopment process. Community outreach is one of the most important components to
successful Brownfield redevelopment projects for two main reasons:
1. Communities with large Brownfield sites are often (not always) impacted by the existence and
condition of these sites resulting in a sentiment of distrust, apprehension, and concern for
neighborhood vitality and health. Beginning a dialogue early and continuing it regularly
throughout the process ensures that community members are educated about what needs to
happen in order for the project to be successful. Early engagement also ensures that you have
as much feedback on ideas, strategies, and direction as possible for decision making.
2. Brownfield redevelopment projects are often upside down financially, meaning that the cost
to clean and prepare the property for redevelopment exceeds the market value of the property.
Upside down projects often need to rely on some form of public financing. Public financing can
be a resource if there is support for the project by the community. Elected officials are less likely
to support public financing for a project if the outcome is not considered desirable by
community members.
When beginning an area-wide planning process, the team needs to jointly identify the need for and
purpose of the scope and content of public outreach activities. This scope will be dependent on how
active community members are and how involved in the process they want to be or can be. Sometimes,
it may be an overarching goal of the project to strengthen relationships between the City or project
team and community stakeholders. In such cases, the community outreach efforts will need to take
place early and often. Once the goal for community outreach is set, an appropriate plan needs to be
created to establish and maintain communication; identify and resolve issues of concern to
stakeholders; and evaluate the success of public involvement to determine the need for further
outreach.
Throughout the process there are numerous opportunities for community outreach. At a minimum, the
following items need to be assessed and strategies put in place to address needs:
1. Identification of Stakeholders first and foremost, all the stakeholders in the project should be
identified to ensure that these groups/individuals are informed. Stakeholders may include
neighborhood groups, key community leaders, churches, major employers, political leaders, and
community service organizations.
2. Method of Communication it is important to understand the best method of communication
for a given community. For instance, communities with older populations may not rely as
heavily on email and internet content and may prefer hard copy correspondence. Other
communities function very well with information distribution through internet resources,
including social media tools and website content. Furthermore, there likely will be a variety of
communication avenues needed, depending on the information to be conveyed. It is particularly
important to ensure that meeting announcements and follow-up information gets into the
hands of community members. Identifying the avenues and laying the framework for effective
public communication early makes this task much easier later in the process.
3. Direct Contact it is important to establish a dedicated set of contact information for the project
as soon as the first communications are established. A dedicated phone number, email, mailing

address, and contact person should be provided to community members early in the project.
This approach allows for a streamlined, two-way communication channel between project staff
and the public. Sometimes a website is also helpful, or even necessary, depending on the
complexity of the project and volume of information.
Once the above mentioned items are identified, you have a strong framework for communication to the
stakeholders of the project. Looking at the project schedule you can begin to determine the frequency
and timing of communications and what that content should be. Also keep in mind needs for multilingual publications and opportunities for translation at public meetings.
In some projects, there may be a need for a Neighborhood Advisory Committee (NAC). These groups can
be very effective for two main reasons in the neighborhood planning process:
1. A cohesive and representative group of community members can act as a liaison to the broader
community by keeping people up to speed on the process between public meetings, answering
questions with accurate information, and consensus building around ideas and concepts as they
evolve.
2. This group also serves as a review body for the City and project team for project materials,
community meeting structure and format, and other ideas to make sure that the community
interests are always represented and heard during the process.
Not every project warrants this type of community advisory group, but if projects are complex and high
profile, an NAC can be a very effective tool for strengthening the process. When forming an NAC it is
important to have representation from a range of stakeholders such as business owners, residents, and
community leaders; and members with varying age and professional backgrounds. All members should
all have an active interest in the project and the outcome. Create a manageable-sized group and be sure
to lay out expectations early in the process to ensure that each person can commit the time and energy
to the project.
Each project will be different in the way that community outreach is conducted. An early evaluation of
the need and resources available for community outreach will ensure that the process is transparent
and will hopefully result in community-wide support for the project and the potential community
benefits. In Section Two of this document, a detailed description of the community outreach efforts will
paint a picture of how the recommendations above were implemented and successful.
In North Tulsa, community outreach for the project provided information about stakeholder values and
community desires as well as guided the process of Key site selection and identification of suitable
redevelopment land uses.
The objectives of the projects Community Outreach were:
x to promote stakeholder awareness, understanding and participation in the decision-making
process;
x to educate stakeholders regarding brownfields and their redevelopment;
x to gauge the level of community interest in redevelopment efforts;
x to understand the key issues impacting planning and development decisions, as seen by the
community; and
x to assist in establishing or enhancing information exchange between the City of Tulsa and
community stakeholders.

The community outreach strategy took into consideration existing City relationships with elected
officials, landowners, business, and community leaders, as well as prior and on-going planning initiatives
in the Study Area. Public meetings were selected early on as the primary means of community
outreach. Additional public outreach methods included a Neighborhood Advisory Committee, media
releases and posters, a City-hosted website and City social media tools. Inclusion of Councilor
Henderson who is the Councilor for District 1 was key to the response received from the Community,
along with the assistance received from the City Communications Department.
Public Outreach Activities
To reach the maximum number of people within the Study Area, a variety of outreach and informational
tools were utilized. Prior to public meetings, outreach in the form of media releases, posters, an
invitation from the District 1 City Counselor, and email group distribution were used to contact the
community. Public meetings were the primary means of providing information to the community and a
number of opportunities were provided for feedback by email, mail, in-person, and phone. The
methods used in public outreach are further detailed in the following paragraphs.
Media Release: Media releases were distributed prior to each of the public meetings. Each
release included a summary of the upcoming meeting objectives, project history, schedule,
location, and contact information.
Social Media Sites: The City of Tulsa Communications Department distributed information
about each public meeting through their social media sites including Facebook and Twitter.
Project Poster: An 11x17project poster was developed for posting in public locations in and
around the Study Area prior to the first public meeting. Posters were placed in libraries, City of
Tulsa offices and other appropriate venues in the Study Area.
City Counselor Letter: After the initial scoping meeting, a letter to all residents within the Study
Area was sent from the offices of City Councilor Jack Henderson with a personal invitation to the
next public meeting. Each letter included information about the time, date, and location of the
next meeting as well as information about that meetings objective. Many attendees brought
their letters of invitation with them to the public meetings.
Group Email Distribution: Group emails were recognized as a way to contact a large number of
Community members. The Mayor of the City of Tulsa maintains a large email distribution list
and information regarding each public meeting was distributed in this way to the community, as
well as through the group emails to the NAC members.
Frequently Asked Questions (FAQ) List: FAQs were compiled into a summary document and
updated after each public meeting; the update FAQ list was made available at each public
meeting.
Planning Bulletin: The Consultant Team prepared a handout summarizing the project
objectives, planning history, public meeting schedule with location, and contact information, as
well as a basic timeline of activities. This was provided at the first and subsequent public
meetings.

Public Meetings: Following the initial feedback from the Neighborhood Advisory Committee, an
initial public scoping meeting was held within the Study Area. During each phase of the project,
a subsequent public meeting was convened to inform the decision making process, for a total of
six public meetings. Community members participated in identification of property,
prioritization of sites, discussion of community needs, and determination of key priority sites
and their reuse opportunities.
Materials used during the meetings included a variety of presentations, interactive surveys,
review of maps and deliverables, and input through polls. Informational materials were
provided at each public meeting and included the documents described in previous sections as
well as display boards and presentations. No meeting format was used more than once during
the process to maximize attendee engagement and a wide variety of public involvement tools
were used to solicit and obtain feedback during the process.
Comment Line: Following the initial public scoping meeting, the City of Tulsa provided a
dedicated phone number and message recorder for questions from the public. Messages left on
the Comment Line were returned within two (2) business days by City of Tulsa Brownfields Staff
or by the Consultant Team, as appropriate.
Email: A project-specific email address was established by the City of Tulsa for submission of
public questions or comments. Emails from the public were replied to within two (2) business
days by the City of Tulsa Brownfields Staff or by the Consultant Team, as appropriate.
Feedback Forms: Pre-addressed one-page feedback forms were provided at each public
meeting so that individuals could send in comments at a later date or provide to others who
were not able to attend a meeting.
In addition to conventional methods of communication, a Neighborhood Advisory Committee (NAC) was
formed to inform and advise the Consultant Team and City of Tulsa on community concerns and
outreach. Members of the NAC included community leaders who work or live within the Study Area.
They were identified as people who were not only active within the community, but also well-known
and well respected. The NAC met prior to public meetings and provided feedback on all aspects of the
project from format and content of public meetings to providing feedback on redevelopment scenarios.
This group was an integral part of the project and the success of community outreach depended on their
continued commitment.
The community outreach efforts of this project where extensive and necessary given the level of interest
from community members and the City to strengthen the relationships between each other and come
to consensus on a path forward to see redevelopment happen in the North Tulsa community. The
community outreach efforts not only created an open dialogue through a transparent process, but
substantial feedback from community members was obtained. The implementation of the plan is
dependent on the continued collaboration between the City and community members to see these
visions realized.



$ 

 

AGREE
3
10
14
2
10
3
16
8
6

COMPONENT OF
STRENGTH

Schools/EduCare/
Early Childhood

Affordable and
Available Land

Churches

Public Financing

Access and Connectivity

Strong Black Leaders

Senior Citizens

Sports

Social Services and

Community Organizations

Strengths

Need more family life centers; churches need to go out to community;

too fractured and divisive leadership; churches need to unite

Need more help for senior citizens

North Mabee Center

3
8
17

Strong leaders period; leaders need to less self centered; too few black
leaders engaging community; still need more

21

More active organizations that serve immediate needs of the community; usually
have to travel south to social services and community organizations; need more
for parenting skills; too many overlapping efforts-not effective

Through access cut off; need better buses more often on more main streets;
need more aggressive ways of staying and keeping in touch (w/ city?)

16

Most of the land is owned by the City or non-residents

Schools in N Tulsa fall behind in funding and curriculum

EduCare is a must otherwise 5 yr olds start out behind

COMMENTS

11

19

DISAGREE

1
2

5
2
5

22
20
25
15
21
19

Condition of
Homes/Businesses

Loss of Culture

Under-Employment

Lack of Community Pride

Lower Income

Transportation Options

not enough local jobs

family values, income, gang culture

Land Lords not keepin their properties in good shape

"feel like my business is under siege"; crime is related to under-employment;

meth production; crime is allowed to continue in N Tulsa

22

Crime

Don't last long, smaller retails unattractive (not clean) need affordable
chains

Media (Fox23) casts a negative light on this community regularly

COMMENTS

24

24 24

Negative Perception

DISAGREE

Lack of Grocery Store/Retail

AGREE

COMPONENT OF
WEAKNESS

Weaknesses

"There are a lot of vacant lots for new homes

Use vacant lots, not forrest for redevelopment"
There are numerous homeless people that could work to clean up properties; workforce is
available but more skilled jobs will require training; Tulsa does not retain educated black

Variety of activities offered

People need to get out and get to know their neighbors

Neg?

There hasn't been any infill in 80 years

6
1
3
3
2
3
5
2
6

15
18
18
21
17
14
7
6
11

Commercial/Retail Growth

Available Land

Available Talents/Skills
(workforce)

Young People

Good Neighbors

Visible Police

Compatible Infill

PlaniTulsa

Sports Programs/Venues

Does not lead to a good future, need stronger sports programs

Need manufacturing to create jobs

Need variety of industries for positive growth

Public Financing

13

COMMENTS

DISAGREE

AGREE

COMPONENT OF
OPPORTUNITY

Opportunities

1
3

47
47

16
24
24
22
22

Crime Perception

City of Tulsa

Community Not Financially

or Physically Supportive

Market Conditions

Property Owner Resistance

Infrastructure

DISAGREE

AGREE

COMPONENT OF
THREATS

Threats

Poor condition; not projected to get better

Neglects North Tulsa

Meth production in un-used areas

City allows the issue to move north

COMMENTS


     


1P

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N WHEEL ING AV
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N XANTHUS PL

N TR
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N LEWIS PL

N YORKTOWN AV
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N XANTHU

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N ZUNIS AV

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N VICT
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Cherokee Hts.

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N WHEELIN

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N MA

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SEMI NOL E ST

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E UT E ST

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ST

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E YO UN G ST

SERVI CE R D

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VICT ORI A ST

E 31 PL N

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Chamberlain Area Neighbors

534 Club

E 31 PL N

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N BOSTON AVE

PL
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Anderson Neighborhood

E ZION PL

Cliff

N BOSTON AV
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MOHAWK BLVD

E 26 PL N

E 32 ST N

La

E 30 PL

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TN

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AV
AA
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LVD

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KB

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A E
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Hts.

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PY

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2100 Owasso Block

26
P

5 CT

B EX

E 31 ST N

E 27 ST N

R AV
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Hawthorne Dist Assn

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SEW

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3300 N Lansing Blk Assn

3
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5P L

CR E
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E 37 ST N

T LAN TA AVE
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E 35 C T N
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TN

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A LANTA
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E 37 S

N LA

NORTH TULSA STUDY AREA

NEIGHBORHOODS AND COMMUNITY GROUPS MAP

Ke


 
 
   

Environmental Summary
118 and 186 North Lansing
Evans-Fintube Site
The Evans-Fintube property is an approximate 25 acre site located northeast of downtown Tulsa,
Oklahoma. The property is bounded on the west by a railroad easement; on the east by N. Lansing
Avenue and Highway 75; on the north by Lee Supply Company; and on the south by E. Archer Street and
Highway 244.
The property has a long and diverse railroad and industrial history dating to the early 1900s. Bethlehem
Steel operated a foundry at the property from 1936 -1962 and portions of the property were used by a
long list of manufacturing, fabrication, and commercial/industrial storage industries. The property is
currently owned and managed by the City of Tulsa.
Prior Investigations
A Phase I Environmental Site Assessment of the property was performed by ALL Consulting on behalf of
the U.S. Environmental Protection Agency (Region 6) and the U.S. Army Corps of Engineers (Tulsa
District) as a part of a Targeted Brownfields Assessment (TBA) program. The report, dated September,
2009, documented several Recognized Environmental Conditions (RECs) and recommended additional
assessment activities.
A Phase II Environmental Site Assessment of the property was performed by ALL Consulting as a part of
the same TBA program. The Phase II report, dated June, 2010, confirmed the presence of RECs at the
property.
A Phase I Environmental Site Assessment Update was prepared by ALL Consulting in July, 2011. This
Phase I ESA Update provides a summary of the previous assessment activities including assessment and
targeted remediation activities conducted at the site in 1994, 2000, and 2009.
Based upon a review of the previous assessments, the following RECs remain unaddressed at the
property:

Surface soil contamination in the form of arsenic, semi-volatile organic compounds (SVOCs),
petroleum constituents, and PCBs.
Subsurface soil contamination in the form of arsenic, SVOCs, and PCBs.
Groundwater contamination in the form of metals, chloroform, and SVOCs
Asbestos-Containing Materials (ACM) throughout the structures.
Lead-Based Paint (LBP) throughout the structures.

Current Status and Activities

The site is currently owned and managed by the City of Tulsa. Portions of the site are leased by local
construction firms for staging and storage of construction materials associated with local highway
improvement projects. No ongoing environmental monitoring, remediation, or enforcement actions are
currently underway at the property.

Future Environmental Needs

The site has been the subject of multiple Phase I and Phase II assessments since 1994. Additionally,
limited remedial actions have been performed. However, the most recent assessment (July, 2011)
indicates that environmental conditions continue to exist at the property.
With the long industrial history of the property and the known environmental conditions, full regulatory
closure of environmental conditions is important for future redevelopment efforts. The most likely path
towards regulatory closure at the property would be through the State of Oklahomas Voluntary
Cleanup Program (VCP) as administered by the ODEQ. Key components of the VCP process will include
some or all of the following:
x
x
x
x
x

Comprehensive re-assessment of the current site conditions under approved quality assurance
procedures (QAPP/SAP).
Performance of Human Health and Ecological Risk Assessments and the establishment of RiskBased or Site-Specific target cleanup concentrations.
Development and execution of a Remedial Action Plan
Establishment of institutional controls as necessary (i.e. deed restrictions or activity and use
limitations).
Application and receipt of a Certificate of Completion (COC).

The VCP process will determine the actual remedial actions that must be performed and will establish
both liability and regulatory protection for future users of the property.
Environmental Restrictions on Future Development
Apart from addressing the known recognized environmental conditions noted within the previous
investigations, there are no known environmental liens or any other Activity and Use Limitations (AUL)
affecting the property. However, the conditions of the COC achieved through the VCP process may
mandate the establishment of institutional controls which may specifically limit the uses of the site. If
residential uses are anticipated within the redevelopment strategies of the site, it will be important to
establish these possible uses early in the VCP process to allow for appropriate risk assessment and
remedial action planning.
Anticipated Environmental Costs
The Phase II ESA for the Fintube property prepared by ALL Consulting in June, 2010, contained
preliminary estimates for the removal of ACM and LBP at the property. The estimate for removal and
disposal of ACM identified during the 2010 Phase II was $8,325.00. The estimate for removal and
disposal of LBP identified during the 2010 Phase II was $108,500.00.
Additional estimates of environmental costs associated with the remaining RECs were not available at
the time of this preliminary assessment.

Environmental Summary
603 E. Pine Street
Former Morton Health
The former Morton Health Center is a vacant property located at 603 E. Pine Street within the North
Tulsa study area. The approximate 8.31 acre site is bound by E. Queen Street on the north, E. Pine
Street on the south, N. Greenwood Avenue on the west, and N. Greenwood Place on the east. The
property is located in a primarily residential neighborhood with residential properties on the north and
west, a library to the east, and Carver Middle School to the south.
The former Morton Health Center property consists of 3 vacant medical structures and associated
parking structures. The main medical building was constructed in 1921 and the additional clinics were
constructed between 1970 and 1980. The facility was vacated in 2006 with the construction of a new
Morton Health Center on Lansing Avenue. Since 2006, the facility has experienced natural decay,
vandalism and flood damage.
Prior Investigations
A Phase I Environmental Site Assessment of the property was performed by ALL Consulting on behalf of
the U.S. Environmental Protection Agency (Region 6) and the U.S. Army Corps of Engineers (Tulsa
District) as a part of a Targeted Brownfields Assessment (TBA) program. The report, dated May 20,
2010, documented several Recognized Environmental Conditions (RECs) and recommended additional
assessment activities.
A Phase II Environmental Site Assessment of the property was performed by ALL Consulting as a part of
the same TBA program. The Phase II report, dated August 16, 2010, confirmed the presence of RECs at
the property in the form of the following:

Asbestos-Containing Building Materials (ACBM) were identified in each of 3 medical buildings.

A small petroleum above-ground storage tank (AST) was identified in association with an
emergency generator at the Main Medical building.
Chemical residues containing RCRA metals were identified in the Womens Health Center.
Various regulated materials including fluorescent light fixtures and mercury-containing
thermostats were identified in each of the 3 structures.
Lead-containing paints were identified throughout the structures.

The prior investigations did not reveal the presence of current or historic off site sources of
contamination which could impact the property.
Current Status and Activities
The site remains vacant and continues to experience weather damage, basement flooding, and
vandalism. The City of Tulsa has begun the process of addressing the asbestos hazards and petroleum
AST at the property utilizing funds made available through the American Recovery and Reinvestment Act
of 2009 (ARRA) and distributed by the United States Environmental Protection Agency (USEPA) through
a Brownfield Revolving Loan Fund Subgrant administered by the Oklahoma Department of
Environmental Quality (ODEQ). The asbestos abatement and AST closure activities associated with this
effort are projected to be complete by Quarter 1, 2013 at a total cost of approximately $200,000.

Environmental Quality (ODEQ). The asbestos abatement and AST closure activities associated with this
effort are projected to be complete by Quarter 1, 2013 at a total cost of approximately $200,000.
Future Environmental Needs
The future site uses and extent of renovation efforts will significantly impact the level of effort
associated with the existing environmental conditions. The remaining regulated materials such as
fluorescent light fixtures and mercury switches will need to be addressed during future renovation
efforts. This effort will most likely be addressed under normal construction procedures with minimal
regulatory burden. Due to the age and varied history of the property, renovation activities at the site do
carry the potential to uncover additional unknown environmental hazards. These hazards, if
encountered, will need to be fully assessed, characterized, and addressed. Additionally, the Phase I ESA
documents for this property have reached their useful shelf life. Performance of a final Phase I ESA
along with associated file review and due diligence documentation should be anticipated as a part of
final redevelopment efforts.
Environmental Restrictions on Future Development
Apart from addressing the known RECs noted within the previous investigations, there are no known
environmental liens or any other Activity and Use Limitations (AUL) affecting the property. The future
development of the property is thereby only limited by the local zoning and permitting process and the
completion of the remedial activities noted above.
Anticipated Environmental Costs
The Phase II ESA for the Morton property prepared by ALL Consulting in August, 2010, contained
preliminary estimates for the removal of ACM and LBP at the property. The estimate for removal and
disposal of ACM identified during the 2010 Phase II was $38,650.00. The estimate for removal and
disposal of LBP identified during the 2010 Phase II was $15,500.00.
The City of Tulsa, under the current Brownfield Revolving Loan Fund Subgrant, has further evaluated
clean-up alternatives at the Morton property. The draft Alternative Brownfield Cleanup Alternatives
document prepared under this program has estimated the cost for full ACM abatement and removal of
the abandoned AST at the property to be on the order of $189,900. This estimate included extensive
interior exploration to uncover hidden ACM materials. If performed, this abatement approach would
reduce the costs associated with interior clean-up and debris removal.
The City of Tulsa also has preliminary budget estimates developed in 2010 during the grant application
process for the Morton property. These estimates place the cost of non-hazardous debris clean-up,
removal, and site restoration at approximately $263,000.00. This budget assumes that ACM and other
hazardous materials have been previously addressed.

Environmental Summary
1047 East Apache Street
The 1047 East Apache Street property is an approximate 0.51 acre vacant property which was formerly
used as a gas station. The property was identified by the public during community outreach as a
potential brownfield redevelopment site.
The site is located within a mixed use commercial/residential area and is bound on the south by E.
Apache Street; on the east by N. Norfolk Avenue; on the west by residential properties; and the north by
a vacant lot.
Prior Investigations
No known prior environmental investigations of the site were discovered during preliminary review.
The site does not appear in any regulatory databases and the current property owner is not aware of
any environmental records.
The property was reportedly used as a service station prior to 1995. Oklahoma Corporation Commission
(OCC) files for the property were reviewed and show basic inspection activity at the service station from
1963 to 1980. No closure or removal records for the tanks were available and the current status of the
tanks is currently unknown.
Current Status and Activities
The property is currently owned by a private party and is vacant. Portions of the former concrete
parking and drive areas are still visible at the site. No known environmental investigations or remedial
actions are currently being conducted at the property.
Future Environmental Needs
The property will require a full Phase I Environmental Assessment prior to redevelopment activities.
Additionally, the current status of the former fuel tanks at the site will need to be addressed through
Phase II Assessment activities and additional research. If present, the abandoned tanks will need to be
removed in accordance with the regulations of the OCC.
Environmental Restrictions on Future Development
There are no known environmental liens or any other Activity and Use Limitations (AUL) currently
affecting the property. However, future assessment activities may reveal the need for remedial actions
at the site which may impact the future development of the site. Based upon this preliminary
environmental review, significant AULs related to environmental conditions are not anticipated.
Anticipated Environmental Costs
No data regarding the potential environmental costs relative to redevelopment at the site was available
at the time of this preliminary review.

Environmental Summary
531-541 E. Apache Street
The 531-541 East Apache Street property is an approximate 0.39 acre vacant property which contains an
approximate 36,000 square foot commercial building. The building currently has a single tenant with
the remainder of the structure being vacant. The property was identified by the public during
community outreach as a potential brownfield redevelopment site.
Included for potential
redevelopment with this property, is an approximate 0.33 parking area immediate south of E. Apache
Street (East 26th Street North) which is owned by the same party.
The site is located within a mixed use commercial/residential area and is bound on the south by E.
Apache Street; on the east by N. Garrison Avenue; and on the west and north by East 26th Place N.
Prior Investigations
No known prior environmental investigations of the site were discovered during preliminary review.
The site does not appear in any regulatory databases.
Current Status and Activities
The property is currently owned by a private party and is occupied by a single commercial tenant with
the majority of the building space being vacant. The status and contents of the vacant portions of the
commercial structure are unknown. No known environmental investigations or remedial actions are
currently being conducted at the property. The development history of the 0.33 acre parking area to
the south is also unknown.
Future Environmental Needs
The property will require a full Phase I Environmental Assessment prior to redevelopment activities.
Additionally, the property will require an inspection for hazardous building materials such as asbestos
and lead-based paint.
Environmental Restrictions on Future Development
There are no known environmental liens or any other Activity and Use Limitations (AUL) currently
affecting the property. However, future assessment activities may reveal the need for remedial actions
at the site which may impact the future development of the site. Based upon this preliminary
environmental review, significant long term AULs related to environmental conditions are not
anticipated.
Anticipated Environmental Costs
No data regarding the potential environmental costs relative to redevelopment at the site was available
at the time of this preliminary review.

Environmental Summary
2103 N. Cincinnati Avenue
The 2103 N. Cincinnati Avenue property is an approximate 0.47 acre parcel which contains a partially
occupied strip shopping center approximately 20,500 square feet in size. The property was identified by
the public during community outreach as an underutilized and potential brownfield redevelopment site.
The site is located within a mixed use commercial/residential area and is bound on the south by E. Virgin
Street; on the east by residential properties; on the north by a vacant restaurant structure and on the
west by N. Cincinnati Avenue.
Prior Investigations
No known prior environmental investigations of the site were discovered during preliminary review.
The site does not appear in any regulatory databases.
Current Status and Activities
The property is currently owned by a private party and is partially occupied. The historical occupants
and potential environmental impact of the commercial structure are unknown. No known
environmental investigations or remedial actions are currently being conducted at the property.
Future Environmental Needs
The property will require a full Phase I Environmental Assessment prior to redevelopment activities.
Additionally, the property will require an inspection for hazardous building materials such as asbestos
and lead-based paint.
Environmental Restrictions on Future Development
There are no known environmental liens or any other Activity and Use Limitations (AUL) currently
affecting the property. However, future assessment activities may reveal the need for remedial actions
at the site which may impact the future development of the site. Based upon this preliminary
environmental review, significant AULs related to environmental conditions are not anticipated.
Anticipated Environmental Costs
No data regarding the potential environmental costs relative to redevelopment at the site was available
at the time of this preliminary review.

Environmental Summary
3519 N. Hartford Avenue
The 3519 N. Hartford Avenue property is an approximate 1.05 acre vacant property which was formerly
used as a gas station. The property was identified by the public during community outreach as a
potential brownfield redevelopment site.
The site is located within a mixed use commercial/residential area and is bound on the south and west
by residential properties and the north and east by commercial properties. The site is accessed by N.
Hartford Avenue which runs along the western boundary of the property.
The adjacent property to the north at the southeast corner of N. Hartford Avenue and E. 36th Street
North was formerly part of the historic gas station operations. This parcel has been sold and is currently
occupied by an active restaurant business.
Prior Investigations
No known prior environmental investigations of the site were discovered during preliminary review.
The site does not appear in any regulatory databases and the current property owner is not aware of
any environmental records. The property was used as a gas station prior to 1995. The property owner
does believe that the underground storage tanks (USTs) associated with the former gas station have
been removed. However, no Oklahoma Corporation Commission (OCC) files for the station or fuel tanks
were available during this preliminary review.
Current Status and Activities
The property is currently owned by a private party and is vacant. Portions of the former concrete
parking and drive areas are still visible at the site. No known environmental investigations or remedial
actions are currently being conducted at the property.
Future Environmental Needs
The property will require a full Phase I Environmental Assessment prior to redevelopment activities.
Additionally, the current status of the former fuel tanks at the site will need to be addressed through
Phase II Assessment activities and additional research. If present, the abandoned tanks will need to be
removed in accordance with the regulations of the OCC. Assessment and characterization efforts may
also need to extend north into the adjacent property.
Environmental Restrictions on Future Development
There are no known environmental liens or any other Activity and Use Limitations (AUL) currently
affecting the property. However, future assessment activities may reveal the need for remedial actions
at the site which may impact the future development of the site. Based upon this preliminary
environmental review, significant AULs related to environmental conditions are not anticipated.

Anticipated Environmental Costs

No data regarding the potential environmental costs relative to redevelopment at the site was available
at the time of this preliminary review.

Environmental Review Summary

th

36 Street North

Site Name:

th

1828 East 36 Street North

Tulsa, Oklahoma

Address:

Review Date:

1.5.2012

Reviewer and
Accreditation:

Charles M. Johnson
Registered Professional Geologist

Reviewer Firm:

Enercon Services, Inc.

Document Information
Title

Phase I Environmental Site Assessment (ESA)

Author and Firm

Charles B. McComas, P.E.; ALL Consulting, Tulsa Oklahoma

Developed under
September 2011
approved QAPP

Document Date

No

Yes

Note: If document does not check Yes for Developed Under Approved QAPP then Secondary Data Acceptance table below must provide explanation of
conditional acceptance or rejection.

Property Description
Item
Property OperationsCurrent (Incl. vacant)
Property Operations
Historic

Description

Item

Description

Undeveloped

Zoning

NA

Undeveloped; abandoned oilfield

operations

Road Access

East 36th Street North to the north

Orig. Development Date

NA

Rail Access

NA

Site Size (ac)

NA

Water

City of Tulsa

Building Size (sf)

NA

Sewer

City of Tulsa

Ownership

Ms. Mary Ann Koepp

Electricity

Public Service Company of Oklahoma

Occupancy (Owner or Lease)

NA

Natural Gas

Oklahoma Natural Gas

Undeveloped/single family dwellings

Urban Renewal/Enterprise
Zone

NA

Neighborhood

Adjacent Property Uses

Direction

Description

North

Direction

Undeveloped

Undeveloped land and single family dwellings

East

Undeveloped land and 4 single family dwellings

South

Description

West

Undeveloped

Historical Issues Tracking Table

Item Present

NFAR?

Item Present

Neighbor Site Concerns

Chemicals/Materials

Residential Adjacent

Waste Generation/Disposal

Historic Operations

Stressed Veg., Staining, Odors

Previous Reports

Surficial Disturbances

Regulatory Review

ACMs

USTs

Radon

ASTs

Lead-Based Paint

PCBs

Lead in Drinking Water

Other - NORM

Other-

NFAR?

Note: If No Further Action Required (NFAR) is not checked for an item present, then Environmental Review Summary table below must indicate issues
Noted or Outstanding Issues.

Page 1 of 2

Environmental Review Summary

No Issues of Significant Concern Noted (no further action recommended)
X

Issues Noted and Quantified (refer to recommendations below)

Outstanding Issues of Significant Concern Noted (refer to recommendations below)

Environmental Action Recommendations

Recommended Activity
X

X
X
1)
2)
3)
4)

Est. Cost

Duration

Timing

Phase II Environmental Assessment

Asbestos AbatementMold AbatementLead Based Paint Removal UST/AST Removal Remediation of Soil/Groundwater - Further Investigation
Other NORM assessment

NA = Not applicable
Est. Cost = Includes 25% administrative oversight cost.
Duration = Estimated time to complete tasks based on normal turnaround (timeframes may vary based on agency, subcontractor, access variables).
Timing = A MAY be completed after redevelopment, not considered necessary to make site suitably interesting to potential developer. B MUST be
completed before redevelopment; is considered necessary to make site suitable for developer interest.

Secondary Data Acceptance Status

X

Data Accepted
Data Conditionally Accepted
Data Rejected

Rational:
Rational:
Rational:

Performed work IAW ASTM Practices E 1527-05

The above comments have been developed by the Reviewer solely from the information referenced above. The comments are intended for
the sole use of the City of Tulsa for the strict purpose of assisting in making decisions in the course of conducting a Brownfields Strategic
Action Plan. This Review Sheet should not be incorporated into any appraisal, environmental due diligence document, nor made
available to outside parties, including the owner. No opinion as to past, present, or future environmental liability is expressed or implied.
The findings contained in this document are based solely upon secondary data and are confidential.

Page 2 of 2

Environmental Review Summary

Site Name:

Address:

Storey Wrecking TBA

Review Date:

1.3.2012

10 North Elwood
Tulsa, Oklahoma

Reviewer and
Accreditation:

Charles M. Johnson
Registered Professional Geologist

Reviewer Firm:

Enercon Services, Inc.

Document Information
Title

Phase I Environmental Site Assessment (ESA)

Author and Firm

Charles B. McComas, P.E.; ALL Consulting, Tulsa Oklahoma

Developed under
May 6, 2010
approved QAPP

Document Date

No

Yes

Note: If document does not check Yes for Developed Under Approved QAPP then Secondary Data Acceptance table below must provide explanation of
conditional acceptance or rejection.

Property Description
Item
Property OperationsCurrent (Incl. vacant)
Property Operations
Historic

Description
Operations and Maintenance and storage
for Storey Wrecking.
Dwellings, woodworking, commercial,
and manufacturing

Orig. Development Date

1907

Item

Description

Zoning

NA

Road Access

W. Archer St. north and N. Elwood Ave east

Rail Access

Site bounded by railroad tracks on south

Site Size (ac)

2 city blocks

Water

City of Tulsa

Building Size (sf)

11 steel buildings, 3 brick structures,

Sewer

City of Tulsa

Ownership

Storey Wrecking

Electricity

Public Service Company of Oklahoma

Occupancy (Owner or Lease)

Owner

Natural Gas

Oklahoma Natural Gas

Commercial/industrial

Urban Renewal/Enterprise
Zone

NA

Neighborhood

Adjacent Property Uses

Direction

Description

North

Direction

Salvation Army Day Center for Homeless

Commercial and railroad easement

South

Description

East

Jail

West

Commercial

Historical Issues Tracking Table

Item Present

NFAR?

Item Present

Neighbor Site Concerns

Chemicals/Materials

Residential Adjacent

Waste Generation/Disposal

Historic Operations

Stressed Veg., Staining, Odors

Previous Reports

Surficial Disturbances

Regulatory Review

ACMs

USTs

Radon

ASTs

Lead-Based Paint

PCBs

Lead in Drinking Water

Other - mold

Other-

NFAR?

Note: If No Further Action Required (NFAR) is not checked for an item present, then Environmental Review Summary table below must indicate issues
Noted or Outstanding Issues.

Page 1 of 2

Environmental Review Summary

No Issues of Significant Concern Noted (no further action recommended)
X

Issues Noted and Quantified (refer to recommendations below)

Outstanding Issues of Significant Concern Noted (refer to recommendations below)

Environmental Action Recommendations

Recommended Activity

Est. Cost

Timing
B

X
X
X
X

Phase II Environmental Assessment

Asbestos Abatement- survey
Mold AbatementLead Based Paint survey

X
X

UST/AST Removal Soil/Groundwater Sampling

Other Potential PCBs in fluorescence light ballast

1)
2)
3)
4)

Duration

NA = Not applicable
Est. Cost = Includes 25% administrative oversight cost.
Duration = Estimated time to complete tasks based on normal turnaround (timeframes may vary based on agency, subcontractor, access variables).
Timing = A MAY be completed after redevelopment, not considered necessary to make site suitably interesting to potential developer. B MUST be
completed before redevelopment; is considered necessary to make site suitable for developer interest.

Secondary Data Acceptance Status

X

Data Accepted
Data Conditionally Accepted
Data Rejected

Rational:
Rational:
Rational:

Performed work IAW ASTM Practices E 1527-05

The above comments have been developed by the Reviewer solely from the information referenced above. The comments are intended for
the sole use of the City of Tulsa for the strict purpose of assisting in making decisions in the course of conducting a Brownfields Strategic
Action Plan. This Review Sheet should not be incorporated into any appraisal, environmental due diligence document, nor made
available to outside parties, including the owner. No opinion as to past, present, or future environmental liability is expressed or implied.
The findings contained in this document are based solely upon secondary data and are confidential.

Page 2 of 2

Environmental Review Summary

Site Name:

Storey Wrecker

Review Date:

10 N. Elwood Avenue
Tulsa, Oklahoma

Address:

December 28, 2011

Reviewer and
Accreditation:

Charles M. Johnson
Registered Professional Geologist

Reviewer Firm:

Enercon Services, Inc

Document Information
Title

Expanded Phase II Environmental Site Assessment

Author and Firm

Prepared by ALL Consultants for the USEPA and the US Army Corps of Engineers Tulsa District
Developed under
December 2010
No
Yes
approved QAPP

Document Date

Note: If document does not check Yes for Developed Under Approved QAPP then Secondary Data Acceptance table below must provide explanation of
conditional acceptance or rejection.

Property Description
Item
Property OperationsCurrent (Incl. vacant)
Property Operations
Historic

Description

Item

Description

Operations/storage for Storey Wrecking

Zoning

NA

Residential, manufacturing, retail

Road Access

W. Archer St. north and N. Elwood Ave east

Orig. Development Date

1907

Rail Access

Site bounded by railroad tracks on south

Site Size (ac)

2 city blocks

Water

NA

Building Size (sf)

11 steel buildings, 3 brick structures,

Sewer

NA

Ownership

NA

Electricity

NA

Occupancy (Owner or Lease)

NA

Natural Gas

NA

Commercial

Urban Renewal/Enterprise
Zone

NA

Neighborhood

Adjacent Property Uses

Direction

Description

Direction

Description

North

Commercial

East

Commercial

South

BOK Center

West

Commercial

Historical Issues Tracking Table

Item Present

NFAR?

Item Present

Neighbor Site Concerns

Chemicals/Materials

Residential Adjacent

Waste Generation/Disposal

Historic Operations

Stressed Veg., Staining, Odors

Previous Reports

Surficial Disturbances

Regulatory Review

ACMs

USTs

Radon

ASTs

Lead-Based Paint

PCBs

Lead in Drinking Water

Other soil/groundwater

Other-

NFAR?

Note: If No Further Action Required (NFAR) is not checked for an item present, then Environmental Review Summary table below must indicate issues
Noted or Outstanding Issues.

Page 1 of 2

Environmental Review Summary

No Issues of Significant Concern Noted (no further action recommended)
X

Issues Noted and Quantified (refer to recommendations below)

Outstanding Issues of Significant Concern Noted (refer to recommendations below)

Environmental Action Recommendations

Recommended Activity
X
X
X

Phase II Environmental Assessment

Asbestos AbatementMold AbatementLead Based Paint Removal - repainting

X
X

UST/AST Removal Further Soil/Groundwater Investigation

Other Vapor Intrusion evaluation

1)
2)
3)
4)

Est. Cost

Duration

Timing

NA = Not applicable
Est. Cost = Includes 25% administrative oversight cost.
Duration = Estimated time to complete tasks based on normal turnaround (timeframes may vary based on agency, subcontractor, access variables).
Timing = A MAY be completed after redevelopment, not considered necessary to make site suitably interesting to potential developer. B MUST be
completed before redevelopment; is considered necessary to make site suitable for developer interest.

Secondary Data Acceptance Status

Data Accepted
Data Conditionally Accepted
Data Rejected

Rational:
Rational:
Rational:

The above comments have been developed by the Reviewer solely from the information referenced above. The comments are intended for
the sole use of the City of Tulsa for the strict purpose of assisting in making decisions in the course of conducting a Brownfields Strategic
Action Plan. This Review Sheet should not be incorporated into any appraisal, environmental due diligence document, nor made
available to outside parties, including the owner. No opinion as to past, present, or future environmental liability is expressed or implied.
The findings contained in this document are based solely upon secondary data and are confidential.

Page 2 of 2

Environmental Review Summary

Site Name:

Address:

Storey Wrecking Services

Review Date:

1.3.2012

10 North Elwood
Tulsa, Oklahoma

Reviewer and
Accreditation:

Charles M. Johnson
Registered Professional Geologist

Reviewer Firm:

Enercon Services, Inc.

Document Information
Title

Limited Phase II Report Targeted Brownfield Assessment

Author and Firm

Rachel Francks/Rita Kottke Oklahoma Department of Environmental Quality

Developed under
October 25, 2011
No
Yes
approved QAPP

Document Date

Note: If document does not check Yes for Developed Under Approved QAPP then Secondary Data Acceptance table below must provide explanation of
conditional acceptance or rejection.

Property Description
Item
Property OperationsCurrent (Incl. vacant)
Property Operations
Historic
Orig. Development Date

Description
Operations and Maintenance and storage
for Storey Wrecking.

Item

Description

Zoning

NA

Norris, Inc., offices, warehouses (oil field)

Road Access

W. Archer St. north and N. Elwood Ave east

1907

Rail Access

Site bounded by railroad tracks on south

Site Size (ac)

6.5 acres

Water

NA

Building Size (sf)

NA

Sewer

NA

Ownership

Storey Wrecking

Electricity

NA

Occupancy (Owner or Lease)

Owner

Natural Gas

NA

Commercial

Urban Renewal/Enterprise
Zone

NA

Neighborhood

Adjacent Property Uses

Direction

Description

Direction

Description

North

NA

East

NA

South

NA

West

NA

Historical Issues Tracking Table

Item Present

NFAR?

Item Present

Neighbor Site Concerns

Chemicals/Materials

Residential Adjacent

Waste Generation/Disposal

Historic Operations

Stressed Veg., Staining, Odors

Previous Reports

Surficial Disturbances

Regulatory Review

ACMs

USTs

Radon

ASTs

Lead-Based Paint

PCBs

Lead in Drinking Water

Other Vapor Intrusion

Other- Groundwater Contamination

NFAR?

Note: If No Further Action Required (NFAR) is not checked for an item present, then Environmental Review Summary table below must indicate issues
Noted or Outstanding Issues.

Page 1 of 2

Environmental Review Summary

No Issues of Significant Concern Noted (no further action recommended)
X

Issues Noted and Quantified (refer to recommendations below)

Outstanding Issues of Significant Concern Noted (refer to recommendations below)

Environmental Action Recommendations

Recommended Activity

Est. Cost

Duration

Timing

Phase II Environmental Assessment

Asbestos AbatementMold AbatementLead Based Paint Removal X
X
X
X
X
1)
2)
3)
4)

UST/AST Removal Remediation of Soil/Groundwater Other Naturally Occurring Radioactive Material (NORM)
Remediate prior to occupancy
Other - PCBs - Check transformers
Other Pentachlorophenol (PCP) contamination removal
Other Soil Vapor evaluate and utilize vapor barriers, if
required.

NA = Not applicable
Est. Cost = Includes 25% administrative oversight cost.
Duration = Estimated time to complete tasks based on normal turnaround (timeframes may vary based on agency, subcontractor, access variables).
Timing = A MAY be completed after redevelopment, not considered necessary to make site suitably interesting to potential developer. B MUST be
completed before redevelopment; is considered necessary to make site suitable for developer interest.

Secondary Data Acceptance Status

Data Accepted
Data Conditionally Accepted
Data Rejected

Rational:
Rational:
Rational:

The above comments have been developed by the Reviewer solely from the information referenced above. The comments are intended for
the sole use of the City of Tulsa for the strict purpose of assisting in making decisions in the course of conducting a Brownfields Strategic
Action Plan. This Review Sheet should not be incorporated into any appraisal, environmental due diligence document, nor made
available to outside parties, including the owner. No opinion as to past, present, or future environmental liability is expressed or implied.
The findings contained in this document are based solely upon secondary data and are confidential.

Page 2 of 2

Environmental Review Summary

Site Name:

Address:

Storey Wrecking TBA

Review Date:

1.5.2012

10 North Elwood
Tulsa, Oklahoma

Reviewer and
Accreditation:

Charles M. Johnson
Registered Professional Geologist

Reviewer Firm:

Enercon Services, Inc.

Document Information
Title

Phase II Environmental Site Assessment (ESA)

Author and Firm

ALL Consulting, Tulsa Oklahoma

Document Date

September 2010

Developed under
approved QAPP

No

Yes

Note: If document does not check Yes for Developed Under Approved QAPP then Secondary Data Acceptance table below must provide explanation of
conditional acceptance or rejection.

Property Description
Item
Property OperationsCurrent (Incl. vacant)
Property Operations
Historic

Description
Operations and Maintenance and storage
for Storey Wrecking.
Dwellings, woodworking, commercial,
and manufacturing

Orig. Development Date

Item

Description

Zoning

NA

Road Access

W. Archer St. north and N. Elwood Ave east

1907

Rail Access

Site bounded by railroad tracks on south

Site Size (ac)

2 city blocks

Water

NA

Building Size (sf)

11 steel buildings, 3 brick structures,

Sewer

NA

Ownership

Storey Wrecking

Electricity

NA

Occupancy (Owner or Lease)

Owner

Natural Gas

NA

Commercial

Urban Renewal/Enterprise
Zone

NA

Neighborhood

Adjacent Property Uses

Direction

Description

Direction

North

Commercial

East

South

BOK Center

West

Description
Commercial
commercial

Historical Issues Tracking Table

Item Present

NFAR?

Item Present

Neighbor Site Concerns

Chemicals/Materials

Residential Adjacent

Waste Generation/Disposal

Historic Operations

Stressed Veg., Staining, Odors

Previous Reports

Surficial Disturbances

Regulatory Review

ACMs

USTs

Radon

ASTs

Lead-Based Paint

PCBs

Lead in Drinking Water

Other Groundwater Contamination

Other-

NFAR?

Note: If No Further Action Required (NFAR) is not checked for an item present, then Environmental Review Summary table below must indicate issues
Noted or Outstanding Issues.

Page 1 of 2

Environmental Review Summary

No Issues of Significant Concern Noted (no further action recommended)
X

Issues Noted and Quantified (refer to recommendations below)

Outstanding Issues of Significant Concern Noted (refer to recommendations below)

Environmental Action Recommendations

Recommended Activity
X
X

Est. Cost

Timing
B

Phase II Environmental Assessment

Asbestos AbatementMold AbatementLead Based Paint Removal -

X
X

UST/AST Removal Remediation of Soil/Groundwater-Additional Investigation

Other Potential PCBs in fluorescence light ballast

1)
2)
3)
4)

Duration

B
A

NA = Not applicable
Est. Cost = Includes 25% administrative oversight cost.
Duration = Estimated time to complete tasks based on normal turnaround (timeframes may vary based on agency, subcontractor, access variables).
Timing = A MAY be completed after redevelopment, not considered necessary to make site suitably interesting to potential developer. B MUST be
completed before redevelopment; is considered necessary to make site suitable for developer interest.

Secondary Data Acceptance Status

X

Data Accepted 1.5.2012

Data Conditionally Accepted
Data Rejected

Rational:
Rational:
Rational:

Work performed under USEPA Quality Assurance Guidance for

Conducting Brownfield Site Assessments

The above comments have been developed by the Reviewer solely from the information referenced above. The comments are intended for
the sole use of the City of Tulsa for the strict purpose of assisting in making decisions in the course of conducting a Brownfields Strategic
Action Plan. This Review Sheet should not be incorporated into any appraisal, environmental due diligence document, nor made
available to outside parties, including the owner. No opinion as to past, present, or future environmental liability is expressed or implied.
The findings contained in this document are based solely upon secondary data and are confidential.

Page 2 of 2

Environmental Review Summary

Site Name:

Address:

Storey Wrecking TBA

Review Date:

1.3.2012

10 North Elwood
Tulsa, Oklahoma

Reviewer and
Accreditation:

Charles M. Johnson
Registered Professional Geologist

Reviewer Firm:

Enercon Services, Inc.

Document Information
Title

Phase II Environmental Site Assessment = NORM Screening Addendum

Author and Firm

ALL Consulting; Author not identified

Document Date

June 2011

Developed under
approved QAPP

No

Yes

Note: If document does not check Yes for Developed Under Approved QAPP then Secondary Data Acceptance table below must provide explanation of
conditional acceptance or rejection.

Property Description
Item
Property OperationsCurrent (Incl. vacant)
Property Operations
Historic

Description
Operations and Maintenance and storage
for Storey Wrecking.
Dwellings, woodworking, commercial,
and manufacturing

Orig. Development Date

1907

Item

Description

Zoning

NA

Road Access

W. Archer St. north and N. Elwood Ave east

Rail Access

Site bounded by railroad tracks on south

Site Size (ac)

2 city blocks

Water

City of Tulsa

Building Size (sf)

11 steel buildings, 3 brick structures,

Sewer

City of Tulsa

Ownership

NA

Electricity

Public Service Company of Oklahoma

Occupancy (Owner or Lease)

NA

Natural Gas

Oklahoma Natural Gas

Commercial

Urban Renewal/Enterprise
Zone

NA

Neighborhood

Adjacent Property Uses

Direction

Description

North

Commercial

Direction

BOK Center

South

Description

East

Commercial

West

Commercial

Historical Issues Tracking Table

Item Present

NFAR?

Item Present

Neighbor Site Concerns

Chemicals/Materials

Residential Adjacent

Waste Generation/Disposal

Historic Operations

Stressed Veg., Staining, Odors

Previous Reports

Surficial Disturbances

Regulatory Review

ACMs

USTs

Radon

ASTs

Lead-Based Paint

PCBs

Lead in Drinking Water

Other Naturally Occurring Radioactive Material

Other-

NFAR?

Note: If No Further Action Required (NFAR) is not checked for an item present, then Environmental Review Summary table below must indicate issues
Noted or Outstanding Issues.

Page 1 of 2

Environmental Review Summary

No Issues of Significant Concern Noted (no further action recommended)
X

Issues Noted and Quantified (refer to recommendations below)

Outstanding Issues of Significant Concern Noted (refer to recommendations below)

Environmental Action Recommendations

Recommended Activity

Est. Cost

Duration

Timing

Phase II Environmental Assessment

Asbestos AbatementMold AbatementLead Based Paint Removal X
X
1)
2)
3)
4)

UST/AST Removal Remediation of Soil/Groundwater Other Consider NORM and chlorinated solvents when
conduction remedial action and/or development

NA = Not applicable
Est. Cost = Includes 25% administrative oversight cost.
Duration = Estimated time to complete tasks based on normal turnaround (timeframes may vary based on agency, subcontractor, access variables).
Timing = A MAY be completed after redevelopment, not considered necessary to make site suitably interesting to potential developer. B MUST be
completed before redevelopment; is considered necessary to make site suitable for developer interest.

Secondary Data Acceptance Status

Data Accepted
Data Conditionally Accepted
Data Rejected

Rational:
Rational:
Rational:

The above comments have been developed by the Reviewer solely from the information referenced above. The comments are intended for
the sole use of the City of Tulsa for the strict purpose of assisting in making decisions in the course of conducting a Brownfields Strategic
Action Plan. This Review Sheet should not be incorporated into any appraisal, environmental due diligence document, nor made
available to outside parties, including the owner. No opinion as to past, present, or future environmental liability is expressed or implied.
The findings contained in this document are based solely upon secondary data and are confidential.

Page 2 of 2



 

Denver Urban Renewal Authority

Request for Proposals
Acquisition and Redevelopment of
The Former Dahlia Shopping Center

Date Issued:

June 13, 2005

Pre-bid Meeting:

June 24, 2005

Deadline for Proposals:

August 8, 2005

Table of Contents

1. Executive Summary

Page 2

2. Project Background

Page 4

3. Development Objectives

Page 5

4. Submission Requirements

Page 11

5. Selection Process and Timeline

Page 15

6. Appendices

Available for Download at:

http://www.denvergov.org/DURA/46612953template3jump.asp

Summary
The Denver Urban Renewal Authority (DURA), with the support of the City and County of
Denver (the City), requests submissions from qualified respondents for the acquisition and
redevelopment of the former Dahlia Shopping Center and an adjoining out parcel (the Dahlia
redevelopment project), located at the corner of Dahlia Street and 33rd Avenue in northeast
Denver.
Located within DURAs Northeast Park Hill Urban Renewal Area, the 8.0-acre site is currently
blighted and burdened with a number of environmental issues, most significantly the presence of
landfill materials under large portions of the site. Parkhill Community, Inc. (PCI), a non-profit
affiliate of Brownfield Partners L.L.C. who was selected by DURA in October 2004 to acquire
and remediate the property, currently owns the primary 7.8-acre parcel and is in negotiations to
acquire the adjacent northwest corner outparcel. Funding for environmental remediation of both
parcels has been identified, but not fully secured. Abatement and demolition of structures is
expected to begin this summer and will be followed by remediation of landfill materials in winter
2005 2006. At this time, the 0.29-acre outparcel in the northeast corner is not part of the
Dahlia redevelopment project.
PCI has prepared Voluntary Cleanup Program (VCUP) applications for the Colorado Department
of Public Health and Environment (CDPHE) for both sites in order to obtain a No Action
Determination (NAD) documenting that no further environmental remedial action is
necessary at the site to allow for residential and commercial development on the property.
Remediation is expected to be complete by summer 2006.
The objective of this Request for Proposals (RFP) is to solicit development proposals from
qualified candidates for the acquisition and redevelopment of Dahlia. Suggested land uses
include residential, retail, and civic, however respondents are free to propose any market feasible
uses they choose. Additionally, the existing Park Hill Family Practice Center will seek to return
to Dahlia in a newly constructed facility of approximately 12,500 square feet. To that end, all
respondents should site this use within their overall plan.
Selection will be based on a series of criteria, including quality of planned developments,
neighborhood expectations, degree of economic benefit returned to the neighborhood, financial
feasibility of project pro forma, development team qualifications, and acquisition price, among
others. A minimum bid amount of $10.35 per square foot (following completion of abatement,
demolition, and remediation) has been set by DURA.
The selected respondent should expect to enter into a contract for the purchase of the property in
fall 2005 and to close on that transaction summer 2006, following site remediation and
notification of NFA status. It is expected that the selected respondent will use the interim period
for further site planning, City approval process and permitting, neighborhood outreach, project
financing, etc. in order to minimize the delay between site remediation and site redevelopment.

Inquiries regarding this RFP should be directed in writing to cameron.bertron@ci.denver.co.us.

No verbal inquiries will be accepted and all written questions and responses will be posted on the
DURA website (http://www.denvergov.org/DURA/46612953template3jump.asp).

Project Background
Located at the northeast corner of 33rd Avenue and Dahlia Street, the Dahlia Shopping Center
(Dahlia) is a 1950s era neighborhood shopping center that once served as the commercial heart
of central Denvers Northeast Park Hill neighborhood. In subsequent decades, however, shifting
market forces concentrated the majority of area retailers in large-scale centers along major
thoroughfares and true neighborhood-serving centers such as Dahlia were unable to compete.
While many smaller neighborhood retail concentrations in central Denver have been reborn as
home to specialty niche retailers and restaurants; at more than eight acres, Dahlia remains an
anomaly too large to be recast as quaint, but lacking the traffic counts and accessibility
required to survive as a modern shopping center.
As a result of these forces, Dahlia became blighted, largely vacant, and ultimately viewed by
area residents and the City alike as a detriment to both the safety and the economic viability of
surrounding neighborhoods. Thus, redevelopment of the site into a more appropriate and viable
mix of uses is a priority.
Unfortunately, redevelopment of Dahlia has been thwarted on numerous occasions in the past.
Most recently, in 2002, plans for relocating the center along the more heavily trafficked Martin
Luther King Jr. Boulevard were abandoned following the discovery of significant landfill
materials under the current site. Since that time, the City and DURA have worked closely with
area residents to identify a feasible redevelopment plan and with local, state, and federal
environmental agencies to identify the environmental remediation necessary to accomplish the
plan.
Meetings with area residents resulted in a revised redevelopment plan focusing exclusively on
the former shopping center site as the greatest source of neighborhood concern in terms of both
blight and environmental contamination. Since that time, the community has coalesced around a
preferred development alternative that includes a mix of market rate housing types, a modest
amount of neighborhood-serving retail, and retention of the existing Denver Health and Hospital
Authority (DHHA) Park Hill Family Practice Center (the health clinic).
Subsequent environmental site assessments (ESAs) revealed that the shopping center was built
atop a former brick yard and that following its closure in the 1940s, the left over clay excavation
pits were filled with household trash and construction debris prior to the development of the
shopping center. In addition to the presence of landfill materials, ESAs of the site also identified
environmental concerns associated with former dry cleaning operations on the site and the
presence of asbestos in numerous structures.
By summer 2004 it was clear that the combined cost of acquisition, tenant relocation, and
environmental remediation would exceed the expected market value of the remediated property.
In order to keep the project moving forward, the City and DURA devised a two-phased approach
for renewal in which a contract to accomplish tenant relocation, site acquisition, and

environmental remediation on a fee for service basis would be followed by an RFP for market
rate redevelopment of the site.
The first phase of that plan is now underway. In order to address the expected financial gap, the
City and DURA worked successfully to identify alternate sources of funding, including a $1.5
million US Housing and Urban Development Economic Development Initiative Grant, $2
million in City general fund revenues, and a $200,000 Environmental Protection Agency
Brownfield Cleanup Grant, among others.
With much of the gap funding identified, DURA issued a request for qualifications (RFQ) in
September 2004 and selected the firm of Brownfield Partners L.L.C. to acquire and remediate
Dahlia. Following its selection, Brownfield Partners L.L.C. set up the non-profit affiliate PCI.
PCI now owns the majority of the site, has contracts for abatement and demolition, and a
contract and cost cap insurance for landfill remediation.
Other than the health clinic, all tenants on the site have been successfully relocated and the
health clinic has identified a temporary location within the neighborhood to which it will relocate
by November 2005. Lastly, in order to ensure that the critical services provided by the health
clinic remain available in the neighborhood, the City and DURA worked with DHHA to ensure
financing of a new permanent health clinic facility, which is expected to be constructed as part of
the redevelopment of the Dahlia site.
As a result of all of these efforts, there is now a plan in place to remediate Dahlia and deliver a
clean, developable site by summer 2006. With these plans in place, DURA now seeks to identify
a qualified development team and appropriate development plan to begin the second phase of
renewal at Dahlia.

Development Objectives
Development Objectives:
The objective of this RFP is to identify an appropriate redevelopment plan for the Dahlia site and
select a qualified respondent to acquire the site and successfully carry out the identified
redevelopment plan. Though simple in its objectives, the Dahlia project is complex with
numerous funding sources and stakeholders each with its own set of implications for
successfully achieving those objectives. The narrative that follows provides background on
various aspects of the project that, taken together, are intended to provide prospective
respondents with the information necessary to respond to the RFP.
The Dahlia Site
The approximately 8.0-acre site is made up of two parcels and comprises roughly two full
city blocks. The site is bounded on the east and west by Elm and Dahlia Streets and on the
north and south by 35th and 33rd Avenues. A property survey is available for download as an
appendix to this document. At this time, the 0.29-acre outparcel on the northeast corner is
not part of the redevelopment project.
The site is currently zoned B-3, allowing for a variety of residential and commercial uses by
right. All site plans submitted under existing or proposed zoning should comply with all
applicable City regulations, including the Inclusionary Housing Ordinance. A copy of
allowable uses under Denvers B-3 zoning is available for download as an appendix to this
document. The site is bisected north-south by a 20-foot wide storm sewer pipe easement
over which buildings may not be constructed (see below).
The parcel map on the next page shows the approximate alignment of the right-of-way along
with the surrounding land uses. The area in blue represents the property currently owned by
PCI.
New Storm Sewer
As previously stated, the site is currently bisected north-to-south by a 20-foot wide storm
sewer easement, over which regulations prohibit vertical construction. As a component of
site remediation, it is anticipated that the City Department of Public Works will contract with
DURA to effect the installation of a new 66-inch storm sewer pipe to replace the existing 42inch pipe. It should be noted that this may necessitate a wider easement. DURA and PCI
will work with the selected respondent to take advantage of the easement for locating other
utilities.

Dahlia Square and Environs:

Approximate Location of
Storm Sewer Easement

Source: Denver Urban Renewal Authority

SFD = Single-Family Detached Residential

Out Parcels
In addition to the shopping center property (shown in blue above), the two block area
includes two former gas station sites, of approximately 0.23-acres (northwest) and 0.29-acres
(northeast), which are not currently owned by PCI. PCI is in negotiations with both owners
and anticipates having assembled the full site by fall 2005. Because the owner of the
northeast parcel has not consented to inclusion in this RFP, proposals should assume
development of the 8.0-acre site, exclusive of that property. Respondents who are invited to
present to the selection committee should be prepared to discuss how their site plan could be
adapted in the event that the acquisition status of one or both out parcels changes.

Should PCI fail to come to terms with either owner before the awarding of this RFP, the
selected respondent will be free to pursue direct acquisition of the sites at that time. Potential
respondents are specifically asked not to contact either owner or make any efforts to acquire
these sites during the period that the RFP is open and may be disqualified from participation
if they do. Phase II ESAs of both sites are available for download as appendices to this
document.
Community Expectations
As with any publicly-supported neighborhood development, the selected respondent is
expected to solicit extensive community involvement.
The City and DURA have been meeting with area residents since November 2002 to reach a
common set of goals for redevelopment of the Dahlia site. In March 2004, the community
agreed on a conceptual development plan that included:
-

A mix of single-family attached, single-family detached, and senior housing, totaling

approximately 150 units.

A mixed-use commercial center comprised of neighborhood-serving retailers (small

grocery, barber shop, laundromat, etc.) totaling approximately 15,000 square feet;
residential over retail; and an approximately 10,000 square foot health clinic. (Note
that at the time this plan was created it was assumed that the existing clinic facility
would remain, hence the size discrepancy with what is proposed in this RFP.)

A copy of the illustrative site plan developed by area residents is available for download as
an appendix to this document. Respondents should not view this plan as prescriptive, but as
a representative sample of uses and densities that are acceptable to an important group of
stakeholders. To that end, respondents whose proposals are dramatically different in terms
of use or density should be prepared to re-engage area residents on this point.
The Health Clinic

As previously discussed, the one remaining tenant on the site is the health clinic. A site at
38th and Holly has been identified for temporary relocation beginning in November 2005 so
that landfill remediation at Dahlia can proceed on schedule. DHHA and the City are
committed to opening a new permanent site for the health clinic within the neighborhood by
December 2007. To forward this objective, the City and DURA have identified low interest
financing from the US Department of Housing and Urban Development (HUD) for the
construction of a new build-to-suit facility.
It is anticipated that the clinic will return to the Dahlia site and respondents are expected to
include it as a development component in their submittal. Programmatically, the clinic will
be approximately 12,500 square feet, will be open five days a week, and will serve between
35 and 45 patients in an average day, most of whom arrive by car. The clinic may be sited as
a freestanding user or as a component in a larger commercial or mixed-use area. DHHA will
own their facility.

The objective of this RFP is to facilitate the complete redevelopment of Dahlia. Recognizing
that some respondents may choose to develop vertically some (or all) portions of the site
themselves, respondents should be clear as to what portions of the proposed site plan, if any,
they intend to develop vertically. Respondents who intend to develop commercial property
as a component of their proposal and wish to also develop the clinic facility for DHHA may
propose so in their responses. Note that the amount of vertical development undertaken by a
respondent is not a selection criterion. Respondents who do not propose to undertake
development of the health clinic will not be penalized. Nevertheless, all respondents must
provide a site for the clinic at Dahlia.
Environmental Disclosures / No Action Determination
The Dahlia site will be remediated in accordance with a Voluntary Clean-Up Plan (VCUP)
under the Voluntary Clean-Up and Redevelopment Act (VCRA) (CRS 25-16-301, 1994)
administered by the Colorado Department of Public Health and Environment (CDPHE)
Hazardous Materials and Waste Management Division. Fonda Apostolopoulos is the
CDPHE case manager assigned to the site.
The main environmental condition being addressed by the VCUP is the presence of an onsite landfill. Prior to being developed as a retail shopping center in 1956, the site was owned
by Farrey Brick Company and was used to mine shallow clay to produce bricks. Between
the time clay mining ceased (approximately 1950) and the construction of the retail shopping
center, the site is believed to have been used for solid waste disposal. It is these waste
materials that will be addressed in the site clean up.
Site remediation activities scheduled under the VCUP include excavation and off-site
disposal of methane-producing solid waste materials in the landfill. In addition, the adjacent
parcel that may become part of the overall redevelopment project is the location of a former
gas stations, and at one time, a former dry cleaner. If this parcel is purchased by PCI, any
additional cleanup requirements will be addressed in the VCUP. Remedial activities on the
adjacent parcel may include removal of USTs under Colorado Department of Labor, Division
of Oil and Public Safety (OPS) closure requirements, removal of petroleum or
tetrachloroethylene (PCE) source materials in soil, and/or monitored natural attenuation of
chemicals in groundwater, if necessary.
The risk based standards applied to the clean up of the Dahlia site are for unrestricted
residential use (which, being the strictest cleanup standards, also allow for a variety of
commercial uses). Upon successful completion and reporting of the VCUP activities, the
CDPHE will issue a No Action Determination (NAD) documenting that no further
remedial action is necessary at the site. Because issuance of an NAD may be dependant on
longer-term groundwater monitoring activities on the site, property development may
proceed following completion of active remediation but in advance of an NAD. In that
eventuality, the responsibility for completing the monitoring requirements stays with the
VCUP applicant, in this case PCI, not the new landowner(s).
Beyond the environmental actions described herein, PCI has obtained a five-year pollution
legal liability insurance policy covering itself and DURA in regards to claims arising from

existing conditions on the site. At the time the selected respondent acquires the property,
PCI will attempt to add the respondent as an additional insured on this policy. There will be
no environmental indemnity beyond the actions described herein.
Site Acquisition
As previously noted, PCI currently owns the 7.8-acre shopping center property and is in
negotiations to acquire the remaining two out parcels. Per an existing Acquisition and
Remediation Agreement between PCI and DURA, DURA has an exclusive, assignable
option to purchase these three properties to the extent owned by PCI.
Respondents who are invited to make a presentation to the selection committee will be asked
to identify their proposed acquisition price at that time. By submitting a written proposal, it
is assumed that all respondents are able to pay the minimum bid amount see below. It
should be noted that a respondents proposed acquisition price is one of the criteria that will
be used in selecting the successful respondent.
The selected respondent will be required to make a $25,000 refundable good faith deposit
with DURA and to enter into negotiations with DURA to acquire the property. The goal for
having this agreement in place is November 1, 2005 and at that time the respondent will be
expected to make an additional $75,000 deposit with DURA. At the time the Purchase, Sale,
and Redevelopment Agreement (the Agreement) is signed, the full $100,000 deposited will
become non-refundable earnest money, applicable to the sale price at the time of closing,
subject to the terms of the Agreement. While closing on said contract will be contingent on
successful completion of the environmental remediations described herein, it cannot be
contingent on financing the acquisition price.
Assuming successful and timely remediation of the site and the issuance of the necessary
NFAs to move forward with site development, the selected respondent will be expected to
close on the property by summer 2006. At that time, DURA will assign its option on the
property to the respondent per the terms of the Agreement.
Minimum Bid Amount
As previously stated, the first phase of renewal at Dahlia was made possible by the
identification of numerous grant funding awards. These awards have allowed for all of the
redevelopment activities to date and will allow for the abatement and demolition of structures
on the site to get underway later this summer. In addition, the City and DURA have
identified a low interest source of loan funds to finance the remediation of the landfill this
coming winter. The expected source of funds to repay this loan is the sales proceeds from
the sale of the remediated property to the development team selected through this RFP
process.
In order to protect the public investments made to-date, DURA has set a floor of $10.35 per
square foot as the minimum bid amount it will accept for the property. A real property
appraisal valuing the entire two block site at $10.35 per square foot is available for download
as an attachment to this document.

10

Coordination with Existing Public Private Partnership

Bringing the Dahlia project to this point is the result of a great deal of effort and coordination
on the part of numerous players. In addition to DURA and PCI, the project has been carried
forward by neighborhood organizations; local, state, and federal agencies; private consulting
firms; and civic groups. This list will grow as the project moves forward into the physical
remediation and development phases and the selected respondent will be expected to work in
good faith within this public-private framework.
Economic Benefit / DURAs SBE Program / First Source
As a result of the various types of public dollars expended on the project, there are both
requirements and expectations that the redevelopment of Dahlia will result in economic
benefit to northeast Denver, as well as to minority and women owned businesses. The
selected respondent will be expected to comply with any and all applicable requirements
regarding women and minority hiring and contracting. DURA First Source and Small
Business Enterprise policies are available for download as appendices to this document. The
ability to demonstrate direct minority, women, and small business benefits is a selection
criterion of this RFP.

11

Submission Requirements
The Denver Urban Renewal Authority hereby requests submissions from qualified respondents
for the acquisition and redevelopment of the former Dahlia Shopping Center, located at the
northeast corner of Dahlia Street and 33rd Avenue in northeast Denver.
Instructions and Submission Requirements:
Preparation of Response
-

Each respondent is expected to examine the RFP and all instructions failure to do so
will be at the respondents risk.

Each respondent is expected to furnish all information required by this solicitation.

Responses for services other than those solicited by this RFP will not be considered.

Submission of Response
-

Response shall be in an envelope, sealed, and clearly labeled as follows:

Dahlia RFP Response
Name and Address of Respondent
Date

10 bound copies and one unbound copy of response must be delivered on or before:
4:00 p.m., August 8, 2005
And deliver to:
Denver Urban Renewal Authority
1555 California Street. Suite 200
Denver, Colorado 80202

Responses not received at the designated address before the specified deadline will
not be accepted.

Responses delivered by facsimile transmission, telegraph, or email will not be

accepted.

Respondents will be contacted if there is any question with respect to their response.

Inquiries should be directed in writing to:

Cameron Bertron, DURA
cameron.bertron@ci.denver.co.us

All questions and all responses will be posted on the DURA website
(http://www.denvergov.org/DURA/46612953template3jump.asp). Respondents are
encouraged to review questions posted and answered on the website before
submitting their own.

Respondents are encouraged to email DURA (at cameron.bertron@ci.denver.co.us)

with a contact email address during the RFP process.

12

Amendments to Solicitation
-

If this solicitation is amended, all terms and conditions that are not modified remain
unchanged.

Review of Existing Documentation

The following documents are available for download from the DURA website
(http://www.denvergov.org/DURA/46612953template3jump.asp):
-

Limited Phase II Environmental Site Assessment Dahlia Square, May 2003

Phase II Environmental Site Assessment and Landfill Characterization

Dahlia Square, March 2004

Additional Environmental Site Assessment Dahlia Square, February 2005

Voluntary Cleanup Program Application Dahlia Square, May 2005

Complete Appraisal of 4800 through 4990 East 35th Avenue (Dahlia)

Community Illustrative Site Plan

Property Survey

City and County of Denver B-3 Zoning Uses By Right

DURAs Small Business Enterprise Policy

DURAs First Source Policy

Limited Phase II Investigation 4800 East 35th Avenue

Limited Phase II Investigation 4990 East 35th Avenue

Pre-Submittal Meeting
-

This meeting will provide a brief overview of the RFP process and will be the
opportunity for all potential respondents to this RFP to get clarification to any
questions regarding the RFP.

Date:
Time:
Location:

Friday, June 24, 2005

1 p.m.
DURA 1555 California St., Suite 200

Waiver
-

After review of RFP submittals, DURA, in its sole discretion, may select a respondent
or may chose not to proceed with the Dahlia project at this time. DURA, in its sole
discretion may reject any or all responses to this RFP, may make its selection on
factors other than pricing and may waive any irregularities in responses.

13

Response Format / Required Information :

Person with Full Authority to Act on Behalf a Team or Individual
-

Name, Title, Contact Information

If respondent is a team, please establish clear lines of responsibility within the team
on which DURA can rely during negotiations and implementation of the project.

Conflict of Interest
-

Please identify and describe any existing and/or perceived conflict or potential
conflict and how you would propose to resolve them.

Development Proposal Site Plan /Development Mix

-

Design concept (or statement) and narrative describing approach to the project and
the rationale behind proposed site plan.

Conceptual map showing relationship to the fabric of the existing neighborhood.

Proposed site plan and land uses in sufficient detail to:

o determine pedestrian and vehicular connectivity to surrounding neighborhood
o determine acreage, floor area ratio, densities, and parking ratio for all distinct
land uses and/or product types proposed

Two illustratives demonstrating 1)site or a portion of the site and 2) how the site
concept is woven into and relates to the existing fabric of the neighborhood

Market support, if any, for the proposed land uses, product types, etc.

Timeline for achieving the complete redevelopment of the Dahlia site.

Experience & Philosophy Development Experience Urban Infill / Brownfield Development

-

Experience in working with public sector in public / private real estate projects.

Experience managing complex real estate transactions involving numerous site

constraints and parties.

Ability to implement complex redevelopment projects on time and to maximize

project outcomes.

Experience & Philosophy Community Outreach / Public Benefits

-

Willingness to engage in public outreach efforts to affected residents, property

owners, and the local business community.

Ability to create direct economic benefit for women and minority businesses, either
through team make-up or planned programmatic outreach / Experience
utilizing/complying with equal opportunity programs.

14

Local community participation in development team or commensurate programmatic

outreach.

Profile Principals and Key Staff

-

Identify and describe the composition of respondents full team. Describe company
history, ownership interest, and legal / corporate status.

Describe relationship, roles, and responsibilities of team members; providing names,

contact information, and resumes as appropriate.

If the respondent is comprised of more than a single entity, describe history of

working together as a team, other projects completed, etc.

Provide references as appropriate.

Legal and Financial Information

A single copy of the following information should be submitted in a sealed envelope marked
Confidential Commercial and Financial Information Exclusively for Review by DURA. The
information will be used solely by DURA to determine project feasibility and the respondents
ability to achieve stated project outcomes. Confidential commercial and financial information is
not subject to disclosure under the Colorado Disclosure Act. DURA will return this information
if the respondent is not selected. At the respondents request and expense, DURA will
reasonably cooperate with the respondent in protecting the confidentiality of this information.
-

Provide a preliminary project pro forma for the proposed development including
proposed acquisition price.

Provide financial statements or financing commitments demonstrating capacity to

undertake a project of this size.

Other Factors as Appropriate

15

Selection Process and Timeline

Selection Process:
Upon receipt of written proposals, on or before August 8, 2005, a selection advisory committee
identified by DURA will review all submittals. The criteria used to select those who will be
invited to be interviewed by the committee are:

Quality of Plan
Market and Financial Feasibility of Plan
Development Experience and Financial Capacity
Commitment to Community Outreach
Degree of Economic Benefit
Other Factors Deemed Appropriate by the Committee

Respondents who are selected to be interviewed will be notified by August 12 and interviews
will be held between August 22 and 25 at DURA. Respondents will be given 20 minutes to
present their proposal. Presentations will be followed by a 40 minute question and answer
period. DURA may issue a list of questions/topics to be covered in advance of the interview.
At the completion of all interviews, on or before August 26, the selection advisory committee
will make a recommendation or select a group of finalists. A second round of finalist interviews
will be held September 7 - 9. These interviews will focus on acquisition price and other terms of
acquisition, as well the respondents ability to meet the overall goal of full site development.
The goal for submitting the committees recommendation to the DURA Board of Directors is
September 12. Following notification, the selected respondent and DURA will immediately
begin negotiations to draft a Purchase, Sale, and Redevelopment Agreement. The goal for
signing this agreement is November 1, 2005.

16

Proposed Timeline:
- June 13, 2005

RFP Issued

- June 24, 2005

Pre-Submittal Meeting
(1 p.m. at DURA 1555 California St., Suite 200)

- August 8, 2005

Proposals Due

- August 19, 2005

Requests for Presentations Announced

- August 22 25, 2005

Presentations and Interviews

- August 26, 2005

Finalists Announced

- September 7 9, 2005

Finalist Interviews

- September 12, 2005

Selected Respondent Notified / $25,000 Good Faith Deposit /

Contract Negotiations Commence

- September
October, 2005

Asbestos Abatement and Pre-demolition Site Work

Proposed Site Plan Presented for Neighborhood Feedback

- October 31, 2005

Health Clinic Relocates

- November
December, 2005

Demolition

- November 1, 2005

Purchase, Sale, and Redevelopment Agreement Signed /

$100,000 Nonrefundable Earnest Money Deposit

- Winter Spring, 2006

Landfill Remediation
Site Plan Refined, Public Approvals, etc.

- Summer, 2006

Completion of VCUP / NFA Status

Close on Sale of Property

Note: Above schedule subject to change

17

Appendices

All appendices referred to herein are available for download from the DURA website:
http://www.denvergov.org/DURA/46612953template3jump.asp

18



 &

Denver Urban Renewal Authority

Request for Qualifications

Acquisition and Remediation of

the Dahlia Shopping Center

Issued September 24, 2004

Qualifications due October 25, 2004

Table of Contents

1. Summary
2. Background
3. Project Objectives / Contracted Tasks / Timeline
4. Request for Qualifications:
5. Appendices:
a. Phase II Environmental Site Assessment and Landfill Characterization
Dahlia Shopping Center
b. Limited Phase II Investigation 4800 East 35th Avenue
c. Limited Phase II Investigation 4990 East 35th Avenue

Summary
The Denver Urban Renewal Authority (DURA), with the full support of the City and County of
Denver, requests submissions from qualified respondents for the acquisition and environmental
assessment and remediation of the Dahlia Shopping Center (Dahlia), located at the northeast
corner of Dahlia Street and 33rd Avenue in northeast Denver.
Located within DURAs Northeast Parkhill Urban Renewal Area, the once vibrant shopping
center is now blighted, largely vacant, and is considered a detriment to both the safety and the
economic viability of surrounding neighborhoods. Phase 1 and Limited Phase 2 environmental
assessments indicate the presence of a methane-producing former landfill under the site, as well
as numerous underground storage tanks (USTs). Additional environmental issues include the
possible presence of asbestos and dry cleaning solvents.
The approximately 8.3-acre site comprises over two full city blocks, bounded on the east and
west by Elm and Dahlia Streets and on the north and south by 35th and 33rd Avenues. The site is
comprised of three parcels the 7.8-acre shopping center and two corner gas stations fronting
35th Avenue. Each parcel has a separate owner.
Project Objectives:
The objective of this Request for Qualifications (RFQ) is to solicit qualified candidates for the
acquisition and environmental assessment and remediation of Dahlia. Because the extent of
environmental contamination on the site is not fully understood at this time and the ultimate
course for remediation will be driven by a to-be-determined redevelopment plan, plans for site
remediation will have to unfold overtime rather than be proposed up front. As a result, DURA
is seeking an experienced partner with the ability to both steer the project through a dynamic
process and carry out the necessary acquisition and remediation objectives. The contracted
scope of work will be fee based and is expected to include, but is not limited to, performing or
contracting for the following tasks:
-

Additional environmental assessment

Costing of potential remediation scenarios
Acquisition of additional funding / Grant writing
Site acquisition / Assumption of environmental risk
Assume and service approximately $1.2 million in existing debt
Interim property management (and possible tenant relocation)
Coordinate with (to be selected) developer, community, city staff and officials to
determine optimal remediation plan
Building remediation sufficient for demolition to proceed
Demolition
Removal of USTs / Ground remediation sufficient for redevelopment to proceed
Remediation of former landfill sufficient for redevelopment to proceed
Transfer clean site for rezoning and redevelopment

The proposed budget for the above scope of work is not to exceed $3.5 million and it is expected
that the majority of the available funds will be required to for site remediation.
Selection Process and Timeline:
DURA will award its contract based on demonstrated experience in the successful assessment
and remediation of sites of comparable complexity. Emphasis will be placed on applicants
ability to implement complex remediation projects on time and at budget, their proven ability to
assume the financial and legal risks associated with the acquisition of environmentally suspect
real estate, and their experience in working with the public sector in public / private real estate
transactions. Key dates are as follows:
- September 24, 2004

RFQ Issued

- October 5, 2004

Pre-Submittal Meeting
(1 p.m. at DURA 1555 California St., Suite 200)

- October 25, 2004

Qualifications Due

- November 1 & 2, 2004

Finalists Interviews

- November 5, 2004

Finalists Notified / Contract Negotiations Commence

Background
Located at the northeast corner of 33rd Avenue and Dahlia Street, the Dahlia Shopping Center
(Dahlia) is a 1950s era neighborhood shopping center that once served as the commercial heart
of central Denvers Northeast Parkhill neighborhood. In recent decades, however, as shifting
market forces have concentrated the majority of area retailers in large-scale centers along major
thoroughfares, true neighborhood serving centers such as Dahlia have been unable to compete.
While many neighborhood retail concentrations in central Denver have been revived as home to
specialty niche-retailers and restaurants; at more than 8 acres, Dahlia remains an anomaly too
large to be recast as quaint, but lacking the traffic counts and accessibility required to survive as
a modern shopping center.
As a result of these events, Dahlia is now blighted, largely vacant, and is viewed by area
residents and the City as a detriment to both the safety and the economic viability of surrounding
neighborhoods. Thus, redevelopment of the site into a more appropriate and viable mix of uses
is a priority for the city.
Unfortunately, Phase 1 and Limited Phase 2 environmental assessments of the site indicate the
presence of a methane producing former landfill and five auto-service related underground
storage tanks (USTs). Moreover, the presence of a former dry cleaners on the site implies the
possible concentrations of dry cleaning solvents, while the age of one or more of the structures
on the site suggests the presence of asbestos is a possibility as well.
Given the level of known and unknown environmental contamination on the site, the upfront risk
and cost associated with site acquisition and remediation render a purely private sector
redevelopment effort infeasible. As a result, the city is intending to contract with DURA to
facilitate the acquisition, remediation, and redevelopment of Dahlia and will provide $3.5 million
in initial federal and local funding to support the effort.

Project Objectives / Contracted Tasks / Timeline

Project Objectives / Tasks Defined:
While DURAs long-term goal for the site is to issue a Request for Proposals (RFP) in an effort
to see the site redeveloped into a viable and more compatible land use, the initial step is to
further assess the degree of environmental concerns, acquire the site, and cost-out potential
remediation scenarios in light of potential redevelopment scenarios.
Thus the objective of this RFQ is to contract with a qualified candidate to acquire the site and
carry the project forward to the point that a clean site can be transferred to a private sector or
non-profit developer for redevelopment. The tasks defined for the proposed scope of work are as
follows:
Additional Environmental Assessment
Executive summaries of Limited Phase 2 environmental assessments of both gas stations and
the landfill are attached to this document as appendices and full copies of all Phase 1 and 2
environmental assessments on the site will be made available for review at DURA offices.
While these documents begin to verify the contents and extent of the former landfill, it is
understood that interested candidates may want to conduct additional studies before taking
ownership of the property. As a result, is expected that additional environmental assessments
may need to proceed hand in hand with efforts to acquire the properties.
Site Acquisition
The approximately 8.3-acre site comprises over two full city blocks, bounded on the east and
west by Elm and Dahlia Streets and on the north and south by 35th and 33rd Avenues. The
site is comprised of three parcels the 7.8-acre shopping center and two corner gas stations
fronting 35th Avenue. Each parcel has a separate owner. Terms for the purchase of the 7.8
shopping center have been reached; however, final price and contract negotiations of the two
gas stations are tasked to the selected candidate. Purchase terms for the shopping center will
be available for review at DURA (1555 California St., Suite 200) between 9 a.m. and 4 p.m.
starting Monday, September 27, 2004.
In acquiring the properties, the candidate assumes all financial and legal risk associated with
ownership of environmentally contaminated property.
Interim Property Management

While the shopping center is largely vacant, the two gas stations remain in operation as auto
repair shops and there are currently eight known tenants as well as a Denver Health Family
Health Center actively operating within the center. As a result, upon acquisition of the site,
the candidate will be required to manage the center rent collection, site and building
maintenance, et cetera until such time as the existing tenants are relocated.

Because existing tenant rents are an important component of the project pro forma and
because certain tenants may ultimately relocate within the redeveloped site, the timing and
nature of the expected relocations are not known at this time. DURA will provide relocation
assistance to the selected candidate and/ or contract with a separate entity to ensure
compliance with the Uniform Relocation Act.
Preliminary Costing of Potential Remediation Scenarios
The expected rate of return on the long-term redevelopment of Dahlia is not expected to justify the
required financial investment to acquire and remediate the site. As a result, understanding and
optimizing the required level of remediation is integral to successful redevelopment of the site.

The selected candidate will be expected to develop a range of viable remediation scenarios
and provide preliminary cost estimates for each. These scenarios and their related costs will
help identify any potential funding gaps in the remediation phase of the project. Any
relevant information relating to these issues will be made available to prospective developers
responding to a separate RFP for the redevelopment phase of the project.
Sources of Additional Funding / Grant Writing
At this time, DURA and the city have allocated a preliminary budget of $3.5 million to
subsidize the remediation and redevelopment of Dahlia. In the event that preliminary cost
estimates suggest that one or more of the potentially optimal remediation scenarios exceed
this amount, additional funding will need to be secured before remediation efforts can begin.
As a result, it is expected that the selected candidate will work with DURA and the city to
identify sources of and solicit funding from applicable public and private sources.
Coordination with Site Developer(s)
The ultimate remediation scenario will necessarily be a function of both the cost to remediate
and the expected rate of return on the development plan itself. To arrive at the ultimate
solution that balances the cost of remediation, the market feasibility of proposed
redevelopment options, and the expectation of a quality site plan will be a dynamic process.
As a result, the selected candidate will serve as a resource in both preparing the RFP and
assessing the feasibility of respondents proposed development plans. Once a development
plan is selected, the selected RFQ candidate will be expected to work closely with the
developer(s) to ensure complementary remediation and redevelopment efforts, as well as a
smooth transfer of ownership.
Site Remediation
Once a development plan has been selected and a preferred remediation scenario agreed
upon, the selected candidate is expected to undertake all aspects of site remediation to the
previously agreed upon satisfaction of DURA and the impending site developer. It is further
expected that the selected candidate will apply for and receive a No Further Action (NFA)
status letter for the site from the Colorado Department of Public Health and Environment.

Remediation efforts on the site are expected to include, but are not limited to:
-

Asbestos abatement of certain existing structures sufficient for demolition

Staged demolition of some or all structures on the site
Removal of USTs
Remediation of potential contamination associated with USTs
Remediation of potential contamination associated with former dry cleaner
Remediation of former landfill sufficient for the prescribed redevelopment

Limited Phase II environmental assessments providing greater detail of existing conditions

on the site are included as appendices to this document.
Transfer Clean Site for Redevelopment
Upon completion of site remediation, to the previously agreed upon satisfaction of DURA and
the impending site developer, it is expected that the selected candidate will then transfer the
property to the selected site redeveloper. Any cash consideration for the transfer will be
determined by DURA, at its sole discretion. As the services anticipated by this RFQ are fee for
service, any funds collected from the final land transaction will be paid to DURA at closing.
Proposed Timeline:
Fall / Winter 2004
- Contract for acquisition and remediation services awarded
- Additional environmental assessment undertaken
- Acquisition of shopping center
- Purchase price negotiations and site acquisition of gas stations
Winter / Spring 2005
- Remediation and demolition of vacant structures
- USTs removed
- Remediation of dry cleaning solvents and UST contamination (as necessary)
- Land fill remediation scenarios developed and costs estimated
- Site developer RFP issued and awarded
Spring / Summer 2005
- Optimal remediation scenario for proposed redevelopment plan defined and costs
itemized
- Tenant relocation
Fall / Winter 2005
- Land fill remediation
- Site transferred to land developer
Note: Above schedule subject to change

Request for Qualifications

The Denver Urban Renewal Authority hereby requests submissions from qualified respondents
for the acquisition and environmental remediation of the Dahlia Shopping Center, located at the
northeast corner of Dahlia Street and 33rd Avenue in northeast Denver.
Instructions and Submission Requirements:
Preparation of Response
-

Each respondent is expected to examine the RFQ and all instructions failure to do
so will be at the respondents risk.

Each respondent is expected to furnish all information required by this solicitation.

Responses for services other than those solicited by this RFQ will not be considered.

Submission of Response
-

Response shall be in an envelope, sealed, and clearly labeled as follows:

Dahlia RFQ Response
Name and Address of Respondent
Date

Five bound copies and one unbound copy of response should be delivered on or
before:
4:00 p.m., October 25, 2004
And deliver to:
Denver Urban Renewal Authority
1555 California Street. Suite 200
Denver, Colorado 80202

Responses not received at the designated address before the specified deadline will
not be accepted, unless the deadline is waived by DURA, in its sole discretion.

Responses delivered by facsimile transmission, telegraph, or email will not be

accepted.

Respondent will be contacted if there is any question with respect to the response.

Inquiries should be directed to:

Cameron Bertron, DURA
303-534-3872
cameron.bertron@ci.denver.co.us

Amendments to Solicitation
-

If this solicitation is amended, all terms and conditions that are not modified remain
unchanged.

Review of Environmental Assessments

-

Executive summaries of Limited Phase 2 environmental assessments of both gas

stations and the landfill are attached to this document as appendices.

Full copies of all Phase 1 and 2 environmental assessments of the site will be made
available for review at DURA offices (1555 California Street, Suite 200), between 9
a.m. and 4 p.m. starting Monday, September 27, 2004.

Pre-Submittal Meeting
-

This will be the opportunity for all potential respondents to this RFQ to have
clarifications to any questions respondents may have.

Date:
Time:
Location:

Tuesday, October 5, 2004

1 p.m.
DURA 1555 California St., Suite 200

Waiver
-

After review of RFQ submittals, DURA, in its sole discretion, may invite one or more
respondents to respond to a Request for Business Terms or may chose not to proceed
with the Dahlia project at this time. DURA, in its sole discretion may reject any or all
responses to this RFQ, may make its selection on factors other than pricing and may
waive any irregularities in responses.

Response Format / Required Information / Evaluation Criteria:

Person with Full Authority to Act on Behalf a Team or Individual
-

Name, Title, Contact Information

If respondent is a team, please establish clear lines of responsibility within the team
on which DURA can rely during negotiations and implementation of the project.

Conflict of Interest
-

If respondent or any entity that has an ownership interest in respondent has a conflict
of interest, please identify and describe perceived conflict.

Experience & Philosophy Public / Private Remediation and Redevelopment Initiatives

-

Experience in working with public sector in public / private real estate projects.

Willingness to engage in public outreach efforts to affected residents, property

owners, and the local business community.

Experience & Philosophy Project Management

-

Experience managing complex real estate transactions involving numerous site

constraints and parties.

Ability to implement complex environmental remediation projects on time and to

maximize project outcomes within a limited budget.

If respondent intends to sub-contract some or all of the identified tasks, please

indicate experience managing sub-contractors.

Experience & Philosophy Environmental Remediation

-

Experience managing complex real estate transactions involving the remediation of

environmentally contaminated sites. Emphasis should be place on the successful
remediation of contaminated sites of comparable complexity.

Capacity for researching alternative sources of funding and grant writing.

Legal and Financial Information Ability to Acquire Inherent Risk

-

Describe legal / corporate status and the resulting ability to undertake the inherent
legal and financial risks associated with acquisition and remediation of
environmentally contaminated property.

Profile Principals and Key Staff

-

Please identify and describe the composition of respondents full team. Describe
company history, ownership interest, and legal / corporate status.

Describe relationship, roles, and responsibilities of team members; providing names,

contact information, and resumes as appropriate.

Other Factors as Appropriate

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Appendices

Phase II Environmental Site Assessment and Landfill Characterization

Dahlia Shopping Center

Limited Phase II Investigation 4800 East 35th Avenue

Limited Phase II Investigation 4990 East 35th Avenue

11