Laura Bellis

The strategic plan for the City of Tulsa aims to transform the city into a globally competitive, world-class entity by fostering economic prosperity, health, and quality of life for its residents and businesses. It is built upon four core pillars: Well Being, Opportunity, The City Experience, and Inside City Hall. The plan seeks to achieve improved outcomes in public health, financial stability, education, job growth, public safety, tourism, and infrastructure, while also enhancing internal government efficiency, employee morale, and customer service.

The State of the City Address for Tulsa outlines a comprehensive strategic direction to address key challenges and foster growth. The plan prioritizes ending homelessness through initiatives like Safe Move Tulsa and establishing low-barrier shelters. It aims to increase affordable housing by 6,000 units by 2028, streamline development processes, and reduce blight. Public safety is a core focus, with efforts to staff emergency services, implement violence intervention programs, and expand mental health response teams. The city is committed to improving the lives of children, youth, and families, targeting economic mobility for 15,000 children by 2030. Economic opportunity for all is pursued through inclusive growth, Tax Increment Finance Districts, and support for local businesses. Additionally, the plan emphasizes strengthening partnerships with Tribal Nations. The overall vision is to build a safer, stronger, more compassionate, and united city.

This document, a community conversation, outlines the City of Tulsa's strategic approach to addressing homelessness and housing challenges. Key priorities include achieving functional zero homelessness by 2030, increasing affordable housing stock by 6,000 units by 2028 (part of a larger goal of 13,000 units over 10 years), and reducing problematic properties by 60% by 2028. The plan involves initiatives such as expanding shelter capacity, ending street sleeping, and eviction mitigation, supported by a $75 million investment in housing and a public-private partnership model. The strategy emphasizes rapid intervention for newly homeless individuals and comprehensive support for those with long-term needs, aiming for long-term stability and self-sufficiency.

The committee received updates from the physical investigation committee regarding the 1921 Graves Investigation. Discussions included selecting Keith Bigelow Funeral Services as a partner, the need for additional archaeological services, and DNA analysis prospects. The committee explored engaging DNA specialists to present potential analysis applications and considered privacy restrictions for DNA usage.

The meeting included updates from the physical investigation committee regarding 3D subterranean imaging and the geophysical survey at Rolling Oaks. The committee discussed a proposal for a re-internment plan at Oakland Cemetery, including scenarios for remains that are either identified or not identified as victims of the Tulsa Race Massacre. The plan includes options for DNA sampling, storage, and respectful reburial, as well as memorializing those found and those still missing.