In the context of civic engagement, public policy serves as both incentive and guide for policymakers, businesses, and ordinary individuals to come together and work closely to build more advanced communities. Public policy also creates and sustains a healthy environment in which interdependent civic habits (social connection, voting, volunteering, group leadership, etc.) are encouraged and reinforced. Though there is still a long way to go to continue to improve public policy and raise its civic engagement level, several past and current public policies in Oklahoma, either carried out in big cities such as Oklahoma City and Tulsa or in small towns of different sizes, have proved to be successful in closely connecting the different sectors of communities and attaining inspiring achievements at a large scale. They have set good examples for future public policy making and practice.

OKLAHOMA CITY
“Rarely has a community invested in itself as we have done, and never has a community been more united and inclusive in determining its direction.” 37
–Mick Cornett, the Mayor of Oklahoma City

On December 14, 1993, a temporary one–cent sales tax over ve years (a six–month extension added in 1998) was approved by 54% of 60,129 Oklahoma City voters to support Metropolitan Area Projects (MAPS) , a capital–improvement program including nine major projects for new and upgraded sports, recreation, entertainment, cultural, and convention facilities. 38 During the 66 months the tax was in effect, $363 million was raised. Appointed by the Mayor, a mandated 21–member citizen oversight board reviewed project components and made recommendations to the City Council. The MAPS office, whose staff members were all city employees, handled day–to–day operations. The MAPS projects such as the constructions of the Ford Center and the Ronald J. Norick Downtown Library and the development of a trolley transit system have not only revitalized Bricktown and the city's national image, but greatly improved the quality of city life. 39

“In every neighborhood of Oklahoma City, schools are not only renovated or rebuilt, they are full of hope and eager young minds preparing to be the future leaders of Oklahoma City and the State of Oklahoma.” 40
–Carl Edwards, the Chairman of OCMAPS Trust

On November 13, 2001, 61% of 60,855 Oklahoma City voters and 61% of 34,318 residents within the OKC Public School District approved a temporary one–cent sales tax for seven years and a school bond issue to support the MAPS for Kids program, which includes hundreds of construction, transportation, and technology projects to radically improve schools within Oklahoma City limits and benet the city's public school students. 41 The program has already raised $714 million. By the end of 2009, 18 schools have been completed, and roong and re alarm projects have started in 45 completed schools. In addition, 17 schools are in progress, with 160 new school buses, computers, telephones, network, and library technology. More than 70 new and renovated schools totaling $470 million in construction will be completed when the program draws to a close in 2012. 42 MAPS has proved to be a success in improving student achievement, creating efcient operations, providing safe and secure campuses, and overall building a bright future for the city's children and community.

“The last 10 years of this city's history were incredible, but they will not equal the next 10 years.” 43
–Mick Cornett, the Mayor of Oklahoma City

On September 17, 2009, 54% of 75,421 Oklahoma City voters with an estimated total voter turnout of 31%, signicantly higher than most local elections, approved a one–cent sales tax for seven years and nine months to support the $777 million MAPS 3 program. 44 The program includes eight projects that directly address public concerns such as a new rail–based streetcar system of ve–to–six miles downtown, 57 miles of new public bicycling and walking trails throughout the city, and state–of–the–art health and wellness aquatic centers designed for senior citizens. A citizen oversight board will be created to sustain continuous civic engagement. 45

TULSA
“I believe Tulsa County has and should continue to unite cities, towns, and cooperate with the state and the federal government and the Indian Nations to work together. There is no better example of this cooperation than Vision 2025.” 46
–Wilbert E. Collins, Sr., Tulsa County Commissioner

On September 9, 2003, approximately 60% of 128,676 Tulsa County voters approved a one penny 13–year increase (January 1, 2004–January 1, 2017) in Tulsa County sales tax to support Vision 2025, a $885 million comprehensive diverse growth package of 32 projects ranging from business, education, health care, and events facilities to community enrichment proposed by the governments of the City of Tulsa and Tulsa County. 47 By the end of August 2010, total sales tax has exceeded $343 million. It is estimated that the total sales tax will result in revenue of $707 million by 2017. Tulsa County's Board of County Commissioners is empowered by citizens and actively executes the projects. Many citizen committees are being formed to overview the Vision 2025 process and provide oversight for individual projects. A specialized website, online surveys, periodical newsletters, and other forms of media and communication also provide citizens with necessary accesses to up–to–date project information and seek their continued active involvement. Among the projects, the $188 million BOK Center, a 19,199 seat, 565,000 square–feet multipurpose, state–of–the–art sports and entertainment venue, has created hundreds of new jobs for Tulsans and is expected to generate an estimated economic impact of $92 million annually. 48

“ People forgot how pretty our buildings are when they were allowed to run down. We still have some eyesores, but now people are proud of our community.” 49
– Karen Dye, the Director of the Newkirk Main Street Authority

In 42 towns of many sizes, the Oklahoma Main Street Program, starting in 1986 under the collaboration of the Oklahoma Department of Commerce and the National Main Street Center, is enthusiastically driven by communities to preserve historic buildings and revitalize older, traditional business districts. Although direction, ideas, and training are provided by the Center, the long–term successes of the program rest on the partnership between public and private sectors and depend on the desires of local leaders and the involvement and commitment of the community. By August 2010, private and public reinvestment has totaled $755,205,14. The results are signicant: 3,753 business buildings have been rehabilitated; new businesses have expanded to 4,169; 13,070 new jobs have been created; and volunteer hours have reached 852,026. 50 The success of the program has helped nourish community pride, especially among local volunteers.

Since its founding in 1967, the Oklahoma Academy has been bringing Oklahomans together to enact effective solutions to solve the state's problems. 51 The only statewide organization of its kind in the nation, the Academy is a nonprofit, nonpartisan, membership organization that discusses problems, develops ideas, proposes solutions, and works to move those ideas into action. Membership in the Academy is open to anyone and currently includes more than 600 Oklahomans representing all parts of the state and all ideological viewpoints. The centerpiece of the Academy's efforts is its annual Town Hall conference. Each year, the Academy brings together a diverse group of 125 citizens for three days of intense deliberations to discuss a current issue and develop specic public policy recommendations. Then, at the start of each legislative session, the Academy presents these recommendations to the Governor and Legislature for action. Through the years, the efforts of the Academy and its members have shaped state and local public policy on the economy, education, workforce development, innovation, healthcare, the environment, criminal justice, tribal relations, substance abuse, water, and energy.