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2013.08.20_City Council Agenda_Addendum
RECEIVED PUBLIC NOTICE OF AN ADDENDUM TO AUG f G 2013 THE MEETING OF THE OWASSO CITY COUNCIL City Gierws Office The Owasso City Council will meet in regular session on Tuesday, August 20, 2013 at 6:30 PM at Old Central, 109 N. Birch, Owasso, Oklahoma. Notice of addendum filed in the office of the City Clerk and posted on the City Hall bulletin board at 5:00 PM on Monday, August 19, 2013. / nn M. Stevens, Duty City Clerk ADDENDUM The following is submitted as an addendum to the Owasso City Council Agenda filed on Friday, August 16, 2013. Items numbered 1 -15 shall remain the same. Items number 16 -17 shall become items numbered 17 -18. Item number 16 is as follows: 16. Discussion related to an Open Records request Councilor Ross Councilor Ross has requested an item to dispel and resolve complaints expressed by Councilor Moberly on August 6, 2013 regarding his response to records requests of July 1], 15, 17 and 18 of this year. G� -0 PUBLIC NOTICE OF THE MEETING OF THE OWASSO CITY COUNCIL TYPE OF MEETING: Regular G`�Gts DATE: August 20, 2013 TIME: 6:30 p.m. PLACE: Council Chambers, Old Central Building 109 N. Birch Notice and agenda filed in the office of the City Clerk and posted at City Hall at 6:00 p.m. on Friday, August 16, 2013. Sherry Bish , City Clerk AGENDA 1. Call to Order Mayor Doug Bonebrake 2. Invocation Reverend Linzy Slayden of Friendship Baptist Church 3. Flag Salute 4. Roll Call 5. Consideration and appropriate action relating to a request for City Council approval of the Consent Agenda. All matters listed under "Consent' are considered by the City Council to be routine and will be enacted by one motion. Any Councilor may, however, remove an item from the Consent Agenda by request. A motion to adopt the Consent Agenda is non - debatable. A. Approval of Minutes of the August 6, 2013 Regular Meeting and the August 13, 2013 Work Session Attachment #5 -A B. Approval of Claims Attachment #5 -B C. Receipt of the Monthly Budget Status Report Attachment #5 -C D. Approval of Ordinance No. 1026 annexing property located on southwest corner of E 1 16th St N and N 129th E Ave (also known as Ace Hardware) and to assign a zoning of CS (commercial shopping) to said tract Attachment #5 -D Owasso City Council August 20, 2013 Page 2 E. Acceptance of sanitary sewer infrastructure for subject property located at E 96th St N and N 129th E Ave (Willis Farms) Attachment #5 -E F. Acceptance of sanitary sewer infrastructure for Villas at Stonebridge, located at N 132nd E Avenue Attachment #5 -F G. Acceptance of "Agreements for Urban Engineering Services" for site, paving, waterline and other utilities located at 401 W 2nd Ave Attachment #5 -G 6. Consideration and appropriate action relating to items removed from the Consent Agenda 7. Consideration and appropriate action relating to a citizen request to appeal the code enforcement designation of a nuisance at 13301 E 89th Street North and subsequent abatement of such nuisance as defined in Chapter 4 of the Owasso Code of Ordinances Mr. Jeff Law Attachment #7 The City Council will conduct a hearing in order to determine whether the inoperable vehicle constitutes the existence of a nuisance on the property at 13301 E 89th Street North, and whether such nuisance must be abated. 8. Consideration and appropriate action approving the final plat for Park Place at Preston Lakes, located the north side of East 86th Street North and 'A mile west of North 161St East Avenue Bronce Stephenson Attachment #8 Staff recommends approval of the Park Place at Preston Lakes Final Plat. 9. Consideration and appropriate action approving the 2014 Street Rehabilitation Program priorities Roger Stevens Attachment #9 Staff recommends approval of the 2014 Street Rehabilitation priorities. 10. Consideration and appropriate action accepting the street infrastructure in the Villas at Stonebridge and approving a roadway maintenance agreement Roger Stevens Attachment # 10 Staff recommends accepting the street infrastructure in the Villas at Stonebridge and approving a roadway maintenance agreement. Owasso City Council August 20, 2013 Page 3 11. Consideration and appropriate action relating to the purchase of the former First Bank of Owasso building at 76th and Main Warren Lehr Attachment #I 1 Staff recommends City Council approval of a contract for the purchase of the former First Bank building (102 W 2rd Avenue) in the amount of $1.6 million, and authorization to execute the purchase contract contingent upon the receipt and review of additional environmental testing, which result in acceptable findings in relation to the presence of asbestos and /or the recommended remediation of the presence of asbestos by the current owners of the building. 12. Consideration and appropriate action relating to a proposal from Strategic Government Resources (SGR) for executive search services Attachment # 12 Mayor Bonebrake will recommend an agreement with SGR for executive search services (City Manager) in an amount not to exceed $24,000 and approving the creation of a recruitment video at a cost of $2,500, and authorizing the Mayor to execute the agreement. 13. Report from City Manager 14. Report from City Attorney 15. Report from City Councilors 16. New Business (New Business is any item of business which could not have been foreseen at the time of posting of the agenda) 17. Adjournment OWASSO CITY COUNCIL MINUTES OF REGULAR MEETING Tuesday, August 6, 2013 The Owasso City Council met in regular session on Tuesday, August 6, 2013 in the Council Chambers at Old Central per the Notice of Public Meeting and Agenda filed in the office of the City Clerk and posted on the City Hall bulletin board at 6:00 p.m. on Friday, August 2, 2013. ITEM 1 CALL TO ORDER Mayor Bonebrake called the meeting to order at 6:30 p.m. ITEM 2 INVOCATION The invocation was offered by Pastor Blake Altman of Trinity Presbyterian ITEM 3 FLAG SALUTE Councilor Ross led the flag salute ITEM 4 ROLL CALL PRESENT Doug Bonebrake, Mayor Chris Kelley, Vice Mayor Patrick Ross, Councilor Jeri Moberly, Councilor A quorum was declared present STAFF Warren Lehr, Interim City Manager Julie Lombardi, City Attorney ABSENT Charlie Brown, Councilor ITEM 5 PRESENTATION OF THE CHARACTER TRAIT OF FAITH Chad Balthrop, Character Council Member, presented "Faith," the Character Trait of the Month for August 2013. ITEM 6 CITIZEN REQUEST TO ADDRESS THE CITY COUNCIL REGARDING TRAFFIC STOP OF COUNCILOR KELLEY Dwight Schenk addressed the City Council. ITEM 7 CONSIDERATION AND APPROPRIATE ACTION RELATING TO A REQUEST FOR COUNCIL APPROVAL OF THE CONSENT AGENDA A. Approval of Minutes of the July 16, 2013 Regular Meeting B. Approval of Claims C. Approval of Ordinance No. 1024, annexing unincorporated portions of N Mingo Road between E 96th St N and E 1 16th St N D. Approval of Ordinance 1025, approving an amendment to PUD -12 -01 9inetyEight Planned Unit Development Ms. Moberly moved, seconded by Mr. Bonebrake to approve the Consent Agenda with claims totaling $448,818.14. Also included for review were the self- insurance claims report and the payroll payment reports, for 07/13/13 and 07127113. Owasso City Council August 6, 2013 YEA: Moberly, Ross, Kelley, Bonebrake NAY: None Motion carried 4 -0 ITEM 8 CONSIDERATION AND APPROPRIATE ACTION RELATING TO ITEMS REMOVED FROM THE CONSENT AGENDA No action required ITEM 9 CONSIDERATION AND APPROPRIATE ACTION RELATING TO THE ACCEPTANCE OF THE CONTRACT WORK AND AUTHORIZATION FOR FINAL PAYMENT FOR THE FY 2012 -2013 STREET REHABILITATION PROGRAM Earl Farris presented the item recommending acceptance of the contract work and authorization for final payment of $186,685.11 to Tri -Star Construction, LLC for the FY 2012 -2013 Street Rehabilitation Program. Mr. Ross moved, seconded by Dr. Kelley to accept the contract work and authorize final payment, as recommended. YEA: Ross, Moberly, Kelley, Bonebrake NAY: None Motion carried 4 -0 ITEM 10 CONSIDERATION AND APPROPRIATE ACTION AUTHORIZING THE PURCHASE OF THREE POLICE VEHICLES Scott Chambless presented the item recommending authorization to purchase three police vehicles at or below State Bid pricing. Dr. Kelley moved, seconded by Mr. Ross to authorize the purchase, as recommended. YEA: Moberly, Kelley, Ross, Bonebrake NAY: None Motion carried 4 -0 ITEM 11 PRESENTATION AND DISCUSSION RELATING TO THE POTENTIAL PURCHASE OF THE FIRST BANK OF OWASSO BUILDING AT 76TH AND MAIN Warren Lehr, Scott Chambless, John Feary and Bronce Stephenson presented information relating to the potential purchase of the former First Bank of Owasso building at 76th and Main. This item will be discussed at the August 13, 2013 Work Session. ITEM 12 CONSIDERTION OF APPROPRIATE ACTION WAIVING ATTORNEY - CLIENT PRIVILEGE TO THE LETTER DATED JULY 1, 2013 TO THE CITY COUNCIL WHICH IS THE CITY ATTORNEY'S RESPONSE TO THE LETTER DATED JUNE 11, 2013 FROM ATTORNEY CHRISTOPHER CAMP ON BEHALF OF COUNCILOR PATRICK ROSS Ms. Moberly presented this item requesting approval to waive attorney - client privilege to the letter dated July 1, 2013. 2 Owasso City Council August 6, 2013 Dr. Kelley moved, seconded by Ms. Moberly to approve waiving the attorney - client privilege as requested. YEA: Kelley, Ross, Moberly, Bonebrake NAY: None Motion carried 4 -0 ITEM 13 REPORT ON THE CITY MANAGER HIRING PROCESS Michele Dempster presented information from Strategic Government Resources (SGR) relating to conducting an internal and external process simultaneously. Ms. Dempster will arrange for a SGR representative to attend the August 13, 2013 Work Session to address Council questions. ITEM 14 REPORT FROM CITY MANAGER Roger Stevens presented the Public Works Monthly Status Report. Warren Lehr thanked the Public Works Department for their efforts in assisting the citizens with storm debris removal following the recent storm. Warren Lehr thanked the citizens and local businesses that organized The Gathering on Main. ITEM 15 REPORT FROM CITY ATTORNEY No Report ITEM 16 REPORT FROM CITY COUNCILORS Ms. Moberly thanked all who participated in The Gathering on Main. Ms. Moberly addressed the City Council and the public at large regarding the non - compliance by Councilor Ross with an open records request. ITEM 17 NEW BUSINESS None ITEM 18 ADJOURNMENT Dr. Kelley moved, seconded by Ms. Moberly to adjourn. YEA: Kelley, Ross, Moberly, Bonebrake NAY: None Motion carried 4 -0 and the meeting was adjourned at 8:15 p.m. Ashley Hickman, Minute Clerk 3 Doug Bonebrake, Mayor OWASSO CITY COUNCIL, OPWA, AND OPGA MINUTES OF JOINT REGULAR MEETING Tuesday, August 13, 2013 The Owasso City Council, Owasso Public Works Authority, and Owasso Public Golf Authority met in a joint regular meeting on Tuesday, August 13, 2013 in the Council Chambers at Old Central, 109 N. Birch Street, per the Notice of Public Meeting and Agenda posted on the City Hall bulletin board at 6:00 PM on Friday, August 9, 2013. ITEM 1: CALL TO ORDER Mayor Bonebrake called the meeting to order at 6:00 p.m. PRESENT ABSENT Doug Bonebrake, Mayor /Chairman Chris Kelley Vice Mayor /Vice Chairman Jeri Moberly, Councilor /Trustee Patrick Ross, Councilor /Trustee Charlie Brown Councilor /Trustee A quorum was declared present ITEM 2: DISCUSSION RELATING TO THE CITY MANAGER HIRING PROCESS Michele Dempster introduced Gary Holland with Strategic Government Services (SGR). Mr. Holland discussed recruitment services provided by SGR as it relates to the hiring of a city manager. ITEM 3: DISCUSSION RELATING TO OPERATIONAL ITEMS A. 2014 Street Rehabilitation Priorities B. Villas at Stonebridge - Acceptance of Streets C. Sam's Infrastructure Project Cost Update Roger Stevens presented items A and B, discussion was held. It was further explained that these items will be placed on the August 20, 2013 agenda for consideration and appropriate action. Mr. Stevens commented that staff received infrastructure project cost from the Sam's engineer and will provide the finalized project cost to the Council upon staff review. The Mayor called a recess at 7:20 p.m. and the meeting resumed at 7:30 p.m. ITEM 4: DISCUSSION RELATING TO CITY MANAGER ITEMS A. Ranch Creek Project Update and OWRB Financing B. Former First Bank Building (76th and Main) Purchase C. Golf Car Purchase D. Sales Tax Reports Linda Jones presented item A, reviewing the timeline for the Ranch Creek Sanitary Sewer Project. Warren Lehr presented item B, First Bank Building Purchase, and discussion was held. August 13, 2013 Page 2 Warren Lehr presented item C, Golf Car Purchase, and discussion was held. He further explained that an item will be included on the OPGA agenda for September 3rd for Trustee consideration and appropriate action. Sherry Bishop presented item D and reviewed the sales tax report. Mr. Lehr announced an invitation to tour the Tulsa Tech Owasso Campus has been extended to the Council, OEDA, and Planning Commission. The tour will take place at 9:00 a.m. on Wednesday, August 21, 2013. ITEM 5: DISCUSSION RELATING TO FINANCIAL DISCLOSURE POLICY Councilor Charlie Brown presented a draft policy and discussion was held. This item will be placed on the September work session agenda for further discussion. ITEM & DISCUSSION RELATING TO CITIZENS WISHING TO ADDRESS COUNCIL Warren Lehr presented the item and discussion was held. He will provide the Council with additional staff research on this topic. This item will be placed on the September work session agenda for further discussion. ITEM 7: REPORT FROM CITY COUNCILORS No Report. ITEM 8: ADJOURNMENT Mr. Ross moved for adjournment, seconded by Chris Kelley. YEA: Brown, Ross, Kelley, Moberly, Bonebrake NAY: None Motion carried 5 -0 Meeting adjourned at 8:55 p.m. Doug Bonebrake, Mayor /Chairman Juliann Stevens, Minute Clerk Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amouni GENERAL AEP IPSO STREET LIGHTS 15.06 TREASURER PETTY CASH OC FORFEITURE /PIDGEON -19.98 TREASURER PETTY CASH CC FORFEITURE /CORTER -50.00 TREASURER PETTY CASH OC REFUND /PIDGEON 250.00 TREASURER PETTY CASH CC REFUND/TIPTON 55.00 TREASURER PETTY CASH CC REFUND /HINES 50.00 TREASURER PETTY CASH CC REFUND /HIGHTOWER 50.00 TREASURER PETTY CASH REFUND ADOPTION FEE 45.00 TREASURER PETTY CASH CC REFUND /CORTER 50.00 TOTAL GENERAL 445.08 MUNICIPAL COURT IYOUTH SERVICES OF TULSA IYOUTH SERVICES 3,750.00 TOTAL MUNICIPAL COURT 3,750.00 MANAGERIAL CITY GARAGE LABOR /OVERHEAD CHGS - JUL 58.33 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 8.48 TREASURER PETTY CASH CHAMBER LUNCHEON 10.00 TREASURER PETTY CASH TOWING /HALL 149.85 TREASURER PETTY CASH NOTARY FEE/WILSON 25.00 TREASURER PETTY CASH PARKING -INCOG 4.00 TREASURER PETTY CASH PASTOR MEETING EXPENSE 11.20 TREASURER PETTY CASH GFOAO REGISTRATION /BISHOP 50.00 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 6.46 TOTAL MANAGERIAL 323.32 FINANCE JPMORGAN CHASE BANK OFFICE DEPOT- SUPPLIES 26.96 TREASURER PETTY CASH GFOAO REGISTRATION /JONES 50.00 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 26.83 JPMORGAN CHASE BANK OFFICE DEPOT- SUPPLIES 74.99 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 149.98 JPMORGAN CHASE BANK AMAZON- STRENGTH FINDER 38.43 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 33.33 GREENWOOD PERFORMANCE SYSTEMS INC ISOCIAL STYLES TRAINING 795.00 TOTAL FINANCE 1,195.52 HUMAN RESOURCES JPMORGAN CHASE BANK OFFICE DEPOT - CREDIT -8.59 AMERICANCHECKED, INC ATTN: BILLING BACKGROUND CHECKS- PRE -EM 405.70 COMMUNITYCARE EAP EMPLOYEE ASSISTANCE PROGR 227.00 COMMUNITYCARE EAP EMPLOYEE ASSISTANCE PROGR 227.00 JPMORGAN CHASE BANK BEST BUY - SUPPLIES 84.99 JPMORGAN CHASE BANK CHARACTER FIRST - BULLETINS 557.20 JPMORGAN CHASE BANK TULSA WORLD- ADVERTISING 529.00 JPMORGAN CHASE BANK CHAR FIRST - INITIATIVE 39.80 JPMORGAN CHASE BANK BARTLESVILLE EX- ADVERTISE 99.00 Page 1 Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amounl HUMAN RESOURCES... JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 13.35 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 45.48 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 13.21 TREASURER PETTY CASH CHAMBER LUNCHEON 10.00 JPMORGAN CHASE BANK OFFICE DEPOT- SUPPLIES 15.80 TOTAL HUMAN RESOURCES 2,258.94 CHARACTER SCHOOLS JPMORGAN CHASE BANK CHAR FIRST - INITIATIVE 2,665.66 JPMORGAN CHASE BANK CHAR FIRST - INITIATIVE 3,177.55 JPMORGAN CHASE BANK CHAR FIRST - INITIATIVE 2,967.58 JPMORGAN CHASE BANK CHAR FIRST - INITIATIVE 266.99 TOTAL CHARACTER SCHOOLS 9,077.78 GENERAL GOVERNMENT AEP /PSO ELECTRIC USE 4,935.21 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 10.37 JPMORGAN CHASE BANK AMERICAN WASTE- REFUSE 139.38 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 54.98 ONEOK, INC OKLAHOMA NATURAL GAS NATURAL GAS USAGE 171.49 COMMUNITY PUBLISHERS INC PUBLICATIONS 114.80 HEARTLAND CONSULTING, INC CONSULTING SERVICES FY14 10,500.00 CINTAS CORPORATION CARPET /MAT CLEANING 54.42 INCOG LEGISLATIVE CONSORTIUM 1,133.75 TULSA COFFEE SERVICE INC COFFEE SUPPLIES 109.76 TULSA COUNTY CLERK FILING FEES 283.00 RICOH USA, INC. COPIER SERVICE & SUPPLIES 199.49 NEWTON, O'CONNOR, TURNER & KETCHUM LEGAL RESEARCH 8,976.00 MCAFEE & TAFT LEGAL RESEARCH 967.50 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 54.98 AT &T LONG DISTANCE ILONG DISTANCE SERVICE 245.71 TOTAL GENERAL GOVERNMENT 27,950.84 COMMUNITY DEVELOPMENT FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 306.81 GREENWOOD PERFORMANCE SYSTEMS INC SOCIAL STYLES TRAINING 795.00 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 166.66 JPMORGAN CHASE BANK MTM- BADGES 181.55 VERIZON WIRELESS WIRELESS CONNECTION 76.02 KENNETH LIVINGSTON CODE ENFORCEMENT MOWING 150.00 JPMORGAN CHASE BANK BAILEY GOLF CLUB -MTG EXP 37.50 JPMORGAN CHASE BANK HOME DEPOT - SUPPLIES 31.06 JPMORGAN CHASE BANK USPS- STAMPS 46.00 TOTAL COMMUNITY DEVELOPMENT 1,790.61 ENGINEERING JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 24.33 IVERIZON WIRELESS WIRELESS CONNECTION 38.01 Page 2 Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amount ENGINEERING... CITY GARAGE LABOR /OVERHEAD CHGS - JUL 208.33 UNIFIRST HOLDINGS LP UNIFORM RENTAL 21.36 UNIFIRST HOLDINGS LP UNIFORM RENTAL 21.36 UNIFIRST HOLDINGS LP UNIFORM RENTAL 21.36 CITY GARAGE VEHICLE PARTS FOR RESALE 294.49 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 363.82 BLUE ENERGY FUELS, LLC CITY CNG FUEL PURCHASES - 99.68 JPMORGAN CHASE BANK TRAVEL EXPENSE - HENDERSON 12.07 JPMORGAN CHASE BANK TRAVEL EXPENSE - HENDERSON 29.46 JPMORGAN CHASE BANK TRAVEL EXPENSE - HENDERSON 38.70 JPMORGAN CHASE BANK TRAVEL EXPENSE - HENDERSON 38.36 JPMORGAN CHASE BANK TRAVEL EXPENSE - HENDERSON 26.20 JPMORGAN CHASE BANK IPARKING EXPENSE - HENDERSON 40.69 TOTAL ENGINEERING 1,278 22 INFORMATION TECHNOLOGY JPMORGAN CHASE BANK NOBEL SYSTEMS -LIC RENEWAL 4,800.00 JPMORGAN CHASE BANK WEBSCRIBBLE- HOSTING 19.99 JPMORGAN CHASE BANK COX - INTERNET SERVICE 1,550.00 JPMORGAN CHASE BANK OFFICE DPT- BATTERY BACKUP 79.99 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 39.53 CITY GARAGE VEHICLE PARTS FOR RESALE 452.97 AMERICAN ELECTRIC POWER FIBER POLE ATTACHMENT FEE 477.71 JPMORGAN CHASE BANK HOSTICA- DOMAIN RENEWAL 10.45 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 58.33 VERIZON WIRELESS WIRELESS CONNECTION 146.44 JPMORGAN CHASE BANK DELL -KACE MAINT RENEWAL 4,880.00 JPMORGAN CHASE BANK SOLARWINDS -MAINT FEE 2,348.00 TOTAL INFORMATION TECHNOLOGY 14,863.41 SUPPORT SERVICES JPMORGAN CHASE BANK EMPIRE PLUMBING -LEAK RPR 27.42 JPMORGAN CHASE BANK DALE & LEE'S -AC SERV CALL 78.00 JPMORGAN CHASE BANK PIKEPASS- PIKEPASS FEES 7.80 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 1.95 JPMORGAN CHASE BANK OFFICE DEPOT- SUPPLIES 72.48 JPMORGAN CHASE BANK SAMS- CREDIT REFUND - 677.94 JPMORGAN CHASE BANK OFFICE DEPOT - RETURNS - 147.47 JPMORGAN CHASE BANK LOWES- MAILBOX 12.99 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 7.58 JPMORGAN CHASE BANK OKLA PUBLIC SAFETY- CONFER 159.00 VERIZON WIRELESS WIRELESS CONNECTION 38.01 JPMORGAN CHASE BANK LIBERTY FLAGS -FLAGS 113.00 CITY GARAGE LABOR /OVERHEAD CHGS -JUL 291.66 OKLAHOMA DEPT OF CORRECTIONS TULSA DOC WORKER PROGRAM - JULY 930.00 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 308.31 CITY GARAGE VEHICLE PARTS FOR RESALE 316.03 Page 3 Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amounl SUPPORT SERVICES... JPMORGAN CHASE BANK PAM DISTRIB- SECURITY DOOR 853.05 SERVICE SOLUTIONS INC EMERGENCY ROOF REPAIRS 1,562.50 BLUE ENERGY FUELS, LLC CITY CNG FUEL PURCHASES - 10.08 BLUE ENERGY FUELS, LLC CITY CNG FUEL PURCHASES - 108.37 UNIFIRST HOLDINGS LP UNIFORM RENTAL FEES 17.27 UNIFIRST HOLDINGS LP UNIFORM RENTAL FEES 17.27 JPMORGAN CHASE BANK LIGHTING - BALLASTS 179.50 JPMORGAN CHASE BANK SAMS- SUPPLIES 972.56 AT &T LONG DISTANCE LONG DISTANCE SERVICE 6.22 JPMORGAN CHASE BANK TWIN CITIES - SIDEWALK CH 531.00 JPMORGAN CHASE BANK COMM'L SERWAC UNIT CH 4,795.00 JPMORGAN CHASE BANK RADIOSHACK -AUDIO SUPPLIES 3.99 JPMORGAN CHASE BANK LOWES- REPAIR SUPPLIES 15.65 JPMORGAN CHASE BANK I LOWES -WASP SPRAY 5.47 TOTAL SUPPORT SERVICES 10,616.75 CEMETERY FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 152.50 AEP /PSO ELECTRIC USE 37.16 VERDIGRIS VALLEY ELECTRIC COOP CEMETERY ELECTRIC 33.29 TOTAL CEMETERY 222,95 POLICE SERVICES JPMORGAN CHASE BANK DAVIS & STANTON -UNIF ITEM 30.00 LENOX WRECKER SERVICE INC TOWING 75.00 LENOX WRECKER SERVICE INC TOWING 375.00 CHRISTY BROWN TUITION REIMBURSEMENT 58.54 JPMORGAN CHASE BANK SOMES - UNIFORM MEDALS 203.00 JPMORGAN CHASE BANK CRITICAL INFO -PD TRAINING 2,835.00 JPMORGAN CHASE BANK CLASSIC CHEV -KEYS 128.25 JPMORGAN CHASE BANK CLASSIC CHEV -KEYS 76.95 JPMORGAN CHASE BANK AMAZON- OFFICE SUPPLIES 32.42 JPMORGAN CHASE BANK WALMART- SUPPLIES 9.36 JPMORGAN CHASE BANK JETPENS- SUPPLIES 28.00 JPMORGAN CHASE BANK USPS- POSTAGE 0.37 JPMORGAN CHASE BANK ULINE- SUPPLIES 123.62 JPMORGAN CHASE BANK UPS STORE- SHIPPING COSTS 13.08 JPMORGAN CHASE BANK UPS STORE - SHIPPING COSTS 20.92 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 4.08 JPMORGAN CHASE BANK OFFICE DEPOT- SUPPLIES 60.05 JPMORGAN CHASE BANK OFFICE DEPOT- SUPPLIES 3.28 JPMORGAN CHASE BANK SHREDDERS - SHREDDING 180.00 AEP /PSO ELECTRIC USE 2,954.15 VERIZON WIRELESS WIRELESS CONNECTION 424.77 JPMORGAN CHASE BANK MTM- BADGES 411.47 JPMORGAN CHASE BANK WALMART- SUPPLIES 43.20 ONEOK, INC OKLAHOMA NATURAL GAS NATURAL GAS USAGE 71.90 Page 4 Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amouni POLICE SERVICES... FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 10,651.16 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 5,166.66 CITY GARAGE VEHICLE PARTS FOR RESALE 7,985.95 JPMORGAN CHASE BANK DELL -PD MONITOR 138.59 JPMORGAN CHASE BANK AT SOLUTIONS -PD SOFTWARE 396.00 JPMORGAN CHASE BANK ADORAMA- DETECTIVE CAMERAS 1,621.40 AT &T LONG DISTANCE LONG DISTANCE SERVICE 245.72 JPMORGAN CHASE BANK SAMS- SUPPLIES 45.92 JPMORGAN CHASE BANK WALMART- SUPPLIES 21.88 JPMORGAN CHASE BANK TROPHY & PLAQUE - PLAQUE 64.50 JPMORGAN CHASE BANK OWASSO FITNESS -MO FEE 45.00 BLUE ENERGY FUELS, LLC CITY CNG FUEL PURCHASES - 91.13 JPMORGAN CHASE BANK PATROL TECH - UNIFORM ITEM 15.00 JPMORGAN CHASE BANK ADVANCE AUTO -PARTS 4.29 JPMORGAN CHASE BANK A- ONE- TRAINING/WELLS 200.00 JPMORGAN CHASE BANK WALMART- SUPPLIES 25.85 TOTAL POLICE SERVICES 34,881.46 POLICE COMMUNICATIONS JPMORGAN CHASE BANK PROVANTAGE- BATTERY 114.98 TREASURER PETTY CASH NOTARY FEE /LAUGHLIN 10.00 AEP /PSO ELECTRIC USE 165.05 JPMORGAN CHASE BANK CRITICAL INFO -COMM TRAIN 1,620.00 DEPARTMENT OF PUBLIC SAFETY AUGUST OLETS USER FEE 450.00 JANET M. CHAPPELL DISPATCH CPR TRAINING 152.00 RICH & CARTMILL NOTARY BOND /LAUGHLIN 30.00 URGENT CARE OF GREEN COUNTRY, P.L.L VACCINES 100.00 JPMORGAN CHASE BANK JOKLA PUBLIC SAFETY- CONFER 297.00 TOTAL POLICE COMMUNICATIONS 2,939.03 ANIMAL CONTROL JPMORGAN CHASE BANK 5.11 TACTICAL - UNIFORMS 130.97 ANNE K. KARN SPAY & NEUTER 540.00 JPMORGAN CHASE BANK CRITICAL INFO -AN TRAINING 270.00 JPMORGAN CHASE BANK OREILLY -AC SUPPLIES 29.66 JPMORGAN CHASE BANK OREILLY -AC SUPPLIES 2.00 JPMORGAN CHASE BANK LOWES -AC SUPPLIES 132.73 JPMORGAN CHASE BANK HILL'S - FEEDING SUPPLIES 106.86 JPMORGAN CHASE BANK PETSMART -AC SUPPLIES 63.33 AEP /PSO ELECTRIC USE 288.81 VERIZON WIRELESS WIRELESS CONNECTION 76.02 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 166.66 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 124.03 JPMORGAN CHASE BANK C SPECIALTIES -AC SUPPLIES 44.74 JPMORGAN CHASE BANK MEDVET- SURGICAL SUPPLIES 213.79 JPMORGAN CHASE BANK SAVON -AN CONTROL SUPPLIES 135.00 JPMORGAN CHASE BANK COMPANIONS FOREVER -CREM 630.00 Page 5 Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amouni ANIMAL CONTROL... JPMORGAN CHASE BANK SAMS- SUPPLIES 197.26 AT &T LONG DISTANCE LONG DISTANCE SERVICE 10.39 BLUE ENERGY FUELS, LLC CITY CNG FUEL PURCHASES - 53.10 JPMORGAN CHASE BANK WALMART -AC SUPPLIES 62.23 TOTAL ANIMAL CONTROL 3,277.58 FIRE SERVICES BLUE ENERGY FUELS, LLC CITY CNG FUEL PURCHASES - 358.04 JPMORGAN CHASE BANK WALMART - BATTERIES 27.88 JPMORGAN CHASE BANK OREILLY -FLOOR DRY 17.37 JPMORGAN CHASE BANK ADVANCE AUTO -PARTS 4,29 JPMORGAN CHASE BANK WALMART -CUPS 9.00 JPMORGAN CHASE BANK WALMART- CLEANING SUPPLIES 26.45 JPMORGAN CHASE BANK WALMART - BATTERIES 35.91 AT &T LONG DISTANCE LONG DISTANCE SERVICE 75.26 JPMORGAN CHASE BANK SAMS- SUPPLIES 799.54 JPMORGAN CHASE BANK ACADEMY - UNIFORM SHOES 149.98 JPMORGAN CHASE BANK MENS WAREHOUSE - UNIFORM 400.00 JPMORGAN CHASE BANK LIGHTING - BALLAST 142.00 JPMORGAN CHASE BANK FLEET DISTRIB -LIGHT BULBS 57.00 JPMORGAN CHASE BANK OFFICE EVERYTHING - SUPPLIE 37.95 JPMORGAN CHASE BANK LOCKE -LIGHT BULBS STAT #1 92.86 JPMORGAN CHASE BANK LOWES -VAPOR LIGHT BALLAST 93.98 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 3,208.51 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 1,250.00 ONEOK, INC OKLAHOMA NATURAL GAS NATURAL GAS USAGE 403.14 VERIZON WIRELESS WIRELESS CONNECTION 152.04 AEP /PSO ELECTRIC USE 3,695.70 MARK STUCKEY TUITION REIMBURSEMENT 712.98 JPMORGAN CHASE BANK LOWES -EXTEN CORD MATERIAL 69.71 CITY GARAGE VEHICLE PARTS FOR RESALE 159.41 JPMORGAN CHASE BANK FIRE ENGINEERING - MEMBRSP 142.00 JPMORGAN CHASE BANK LOWES - RACHET DRIVER 14.96 JPMORGAN CHASE BANK ONLINE BOOTS -UNIF SHOES 129.90 JPMORGAN CHASE BANK GELLCO -BOOTS 209.99 JPMORGAN CHASE BANK AMAZON- UNIFORM SHOES 129.95 JPMORGAN CHASE BANK GELLCO-UN I FORM/S HOES 287.98 JPMORGAN CHASE BANK AMAZON - UNIFORM SHOES 133.00 JPMORGAN CHASE BANK CONRAD -LIGHT BAR BULB 22,06 JPMORGAN CHASE BANK OREILLY - VEHICLE SUPPLIES 11.38 JPMORGAN CHASE BANK WALMART- BEDDING ST #1 56.83 JPMORGAN CHASE BANK TULSA RUNNER -SHOES 103.50 JPMORGAN CHASE BANK SHOE CARNIVAL -SHOES 74.98 JPMORGAN CHASE BANK SHOE CARNIVAL -SHOES 89.98 JPMORGAN CHASE BANK SHOE CARNIVAL -SHOES 157.48 JPMORGAN CHASE BANK ISHOE CARNIVAL -SHOES 100.00 Page 6 Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amount FIRE SERVICES... JPMORGAN CHASE BANK ACADEMY - UNIFORM SHOES 109.99 JPMORGAN CHASE BANK ACADEMY - UNIFORM SHOES 109.99 JPMORGAN CHASE BANK OFFICE DEPOT - RETURNS -5.55 JPMORGAN CHASE BANK NEW BALANCE -SHOES 108.00 JPMORGAN CHASE BANK OFFICE DEPOT- SUPPLIES 5.29 JPMORGAN CHASE BANK CONRAD FIRE -PUMP SQUAD 1 3,366.25 JPMORGAN CHASE BANK CONRAD FIRE - HELMETS 1,190.00 JPMORGAN CHASE BANK LOWES- REMODEL SUPPLIES 59.58 JPMORGAN CHASE BANK DIAMONDBACK TRUCK -COVER 28.29 JPMORGAN CHASE BANK LOWES -PAINT SUPPLIES 94.82 JPMORGAN CHASE BANK MAIL THIS - SHIPPING 83.57 JPMORGAN CHASE BANK LOWES- MOPHEAD 13.98 JPMORGAN CHASE BANK LOWES - OUTLET REPAIR 3.09 JPMORGAN CHASE BANK TRAINING EXPENSE 26.38 JPMORGAN CHASE BANK LOWES- OUTLET REPAIR 85.34 JPMORGAN CHASE BANK FIRE PROTECTION - MANUALS 823.08 JPMORGAN CHASE BANK PIKEPASS - PIKEPASS FEES 3.40 TOTAL FIRE SERVICES 19,748.49 EMERGENCY PREPAREDNES AEP /PSO ELECTRIC USE 110.53 VERIZON WIRELESS WIRELESS CONNECTION 38.01 VERDIGRIS VALLEY ELECTRIC COOP ELECTRIC BILL -STORM SIREN 20.60 VERDIGRIS VALLEY ELECTRIC COOP ELECTRIC BILL -STORM SIREN 21.93 VERDIGRIS VALLEY ELECTRIC COOP ELECTRIC BILL -STORM SIREN 21.57 AT &T LONG DISTANCE LONG DISTANCE SERVICE 5.68 TOTAL EMERGENCY PREPAREDNESS 218.32 STREETS JPMORGAN CHASE BANK LOWES - CHAINSAW BENCH 120.49 BLUE ENERGY FUELS, LLC CITY CNG FUEL PURCHASES - 110.17 AEP /PSO STREET LIGHTS 5,449.08 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 1,500.00 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 1,448.75 AEP /PSO ELECTRIC USE 1,297.89 CITY GARAGE VEHICLE PARTS FOR RESALE 14.87 UNIFIRST HOLDINGS LP UNIFORM RENTAL 34.08 UNIFIRST HOLDINGS LP UNIFORM RENTAL 83.68 UNIFIRST HOLDINGS LP UNIFORM RENTAL 102.30 UNIFIRST HOLDINGS LP UNIFORM RENTAL 40.38 APAC - OKLAHOMA, INC. ASPHALT COPPER MEADOWS 102.46 SIGNALTEK INC JULY MAINT/AUG RETAINER 1,150.68 AMERICAN ELECTRIC POWER MAIN STREET LIGHTING 1,000.00 AMERICAN ELECTRIC POWER SILVER CREEK LIGHTING 513.00 JPMORGAN CHASE BANK AMER PUB WRKS- MEMBERSHIP 169.00 JPMORGAN CHASE BANK TRANSCO -PPE 12.50 JPMORGAN CHASE BANK USPS- SHIPPING CHARGES 11.25 Page 7 Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amount STREETS... JPMORGAN CHASE BANK OWASSO FENCE -SIGN POLES 542.88 JPMORGAN CHASE BANK GRAINGER -PPE 29.53 JPMORGAN CHASE BANK OREILLY -PAINT 5.79 JPMORGAN CHASE BANK LOWES -KEYS 5.61 TOTAL STREETS 13,744.39 STORMWATER JPMORGAN CHASE BANK GRAINGER -PPE 29.53 JPMORGAN CHASE BANK TRANSCO -PPE 12.50 JPMORGAN CHASE BANK YELLOWHOUSE -DOZER RENTAL 1,800.00 UNIFIRST HOLDINGS LP UNIFORM RENTAL 77.28 CLINT SMITH MOVING EXPENSES - STORMWA 2,000.00 UNIFIRST HOLDINGS LP UNIFORM RENTAL 10228 UNIFIRST HOLDINGS LP UNIFORM RENTAL 172.93 UNIFIRST HOLDINGS LP UNIFORM RENTAL 24.81 CITY GARAGE VEHICLE PARTS FOR RESALE 132.67 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 1,292.09 VERIZON WIRELESS WIRELESS CONNECTION 38.01 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 1,166.66 BLUE ENERGY FUELS, LLC ICITY CNG FUEL PURCHASES - 118.51 TOTAL STORMWATER 6,967.27 PARKS AT &T LONG DISTANCE LONG DISTANCE SERVICE 6.33 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 500.00 VERIZON WIRELESS WIRELESS CONNECTION 38.01 AEP /PSO ELECTRIC USE 940.25 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 735.52 CITY GARAGE VEHICLE PARTS FOR RESALE 237.22 OLEN MASINGALE ATOR PARK MOWING 65.00 OLEN MASINGALE ATOR PARK MOWING 130.00 OLEN MASINGALE CENTENNIAL MOWING 1,950.00 OLEN MASINGALE ELM CREEK MOWING 630.00 FREDRICK COSTIN JR VETERANS PARK MOWING 165.00 FREDRICK COSTIN JR SKATE PARK MOWING 180.00 FREDRICK COSTIN JR RAYOLA MOWING 516.00 UNIFIRST HOLDINGS LP UNIFORM RENTAL 14.45 UNIFIRST HOLDINGS LP UNIFORM RENTAL 14.45 UNIFIRST HOLDINGS LP UNIFORM RENTAL 14.45 JPMORGAN CHASE BANK WORLEY'S -MULCH FOR TREES 11.30 JPMORGAN CHASE BANK ITUCKER JANITOR - SUPPLIES 2,844.15 TOTAL PARKS 8,992.13 COMMUNITY CENTER JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 2.13 JPMORGAN CHASE BANK LOWES -CHAIR REPAIR 2.72 CITY GARAGE VEHICLE PARTS FOR RESALE 9.98 Page 8 Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amouni COMMUNITY CENTER... AEP /PSO ELECTRIC USE 1,692.10 JPMORGAN CHASE BANK CHARACTER FIRST - BULLETINS 25.87 CITY GARAGE LABOR/OVERHEAD CHGS - JUL 83.33 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 271.15 ONEOK, INC OKLAHOMA NATURAL GAS NATURAL GAS USAGE 107.27 AT&T LONG DISTANCE LONG DISTANCE SERVICE 9.86 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES 25.65 TOTAL COMMUNITY CENTER 2,230.06 HISTORICAL MUSEUM ONEOK, INC OKLAHOMA NATURAL GAS NATURAL GAS USAGE 35.80 IAEP/PSO ELECTRIC USE 196.75 TOTAL HISTORICAL MUSEUM 232.55 ECONOMIC DEV FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 48.14 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 58.33 JPMORGAN CHASE BANK HOSTEK -BUY OWASSO HOSTING 83.40 JPMORGAN CHASE BANK OEDA MEETING EXPENSE 10.97 JPMORGAN CHASE BANK MEETING EXPENSE 13.39 VERIZON WIRELESS IWIRELESS CONNECTION 38,01 TOTAL ECONOMIC DEV 252.24 FUND GRAND TOTAL 167,256.9 AMBULANCE SERVICE NOVITAS SOLUTIONS AMBULANCE REFUND 267.52 ROBERT BYERS AMBULANCE REFUND 20.00 LINDA TUCKER AMBULANCE REFUND 50.00 DALE SMITH AMBULANCE REFUND 28.69 TOTAL AMBULANCE SERVICE 366.21 AMBULANCE VERIZON WIRELESS WIRELESS CONNECTION 184.45 CITY GARAGE LABOR /OVERHEAD CHGS - JUL 1,416.66 FLEETCOR TECHNOLOGIES FUELMAN, JULY 2013 2,426.40 JPMORGAN CHASE BANK ZOLL DATA -PDF FOR TABLET 3,050.00 CITY GARAGE VEHICLE PARTS FOR RESALE 134.84 JPMORGAN CHASE BANK PSI - SUPPLIES 19.25 JPMORGAN CHASE BANK PSI - SUPPLIES 68.25 JPMORGAN CHASE BANK MERCURY MED- SUPPLIES 226.76 JPMORGAN CHASE BANK STERICYCLE -1310 WASTE 305.40 JPMORGAN CHASE BANK VIDACARE- SUPPLIES 1,102.84 JPMORGAN CHASE BANK KNOX- COMMUNICATION WIRE 54.00 JPMORGAN CHASE BANK BOUND TREE - SUPPLIES 269.04 JPMORGAN CHASE BANK BOUND TREE - SUPPLIES 19.18 JPMORGAN CHASE BANK BOUND TREE- SUPPLIES 1,054.48 Page 9 Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amouni AMBULANCE... JPMORGAN CHASE BANK JPMORGAN CHASE BANK JPMORGAN CHASE BANK JPMORGAN CHASE BANK BOUND TREE - MEDICAL BOUND TREE - MEDICAL BOUND TREE- MEDICAL PSI - SUPPLIES 32.66 34.44 433.98 555.68 TOTAL AMBULANCE 11,388.31 FUND GRAND TOTAL 11,754.5 E911 COMMUNICATIONS JPMORGAN CHASE BANK IINCOG-E911 TOTAL RADIO -MO MAINT FEE ANNUAL MSAG MAINT FEES 285.00 5,457,97 TOTAL E911 COMMUNICATIONS 5,742.97 FUND GRAND TOTAL 5,742.9 HOTEL TAX JPMORGAN CHASE BANK JPMORGAN CHASE BANK DOC -3 LAKES PARK BENCHES DOC -ALERT NHOOD SIGNS 413.24 145.80 TOTAL HOTEL TAX 559.04 HOTEL TAX - ECON DEV IMETAIL ATTRACTIONS, LLC RETAIL DEVELOPMENT CONTRA 4,000.00 TOTAL HOTEL TAX - ECON DEV 4,000.00 STRONG NEIGHBORHOODS 17ITY GARAGE LABOR /OVERHEAD CHGS - JUL 58.33 TOTAL STRONG NEIGHBORHOODS 58.33 FUND GRAND TOTAL 4,617.3 STORMWATER - STORMWATI AEP/PSO MESHEK & ASSOCIATES, P.L.C. LOT MAINTENANCE OF OKLAHOMA, INC. J & R EQUIPMENT ELECTRIC USE ENGINEERING SERVICES DETENTION POND MOWING CAMERA TRANSPORTER 340.13 3,105.00 765.60 23,473.00 TOTAL STORMWATER - STORMWATER 27,683.73 FUND GRAND TOTAL 27,683.7 PUBLIC SAFETY - POLICE FORD MOTOR CREDIT COMPANY DANNY BECK CHEVROLET LEASE PAYMENT /CROWN VIC PATROL TAHOE 23,118.53 26,696.00 TOTAL PUBLIC SAFETY - POLICE 49,814.53 PUBLIC SAFETY - FIRE JJPMORGAN CHASE BANK MATHIS -BEDS 2,893.45 Page 10 Claims List 8/20/2013 Budget Unit Title I Vendor Name Payable Description jPaymen t Amount TOTAL PUBLIC SAFETY - FIRE 2,893.45 FUND GRAND TOTAL 52,707.9 CI - POLICE BLDG BURTON PROPERTY COMPANY JAPPRAISAL FORMER FBO 3,000.00 TOTAL CI -POLICE BLDG 3,000.00 CI - GARN WID 96TH -106TH PSA- DEWBERRY INC JENGINEERING SERVICES 455.00 TOTAL CI - GARN WID 96TH -106TH 455.00 CI - 106 /GARNETT INTERSEC JJPMORGAN CHASE BANK QUINTON PLB -RELOC GAS LN 2,200.00 JPMORGAN CHASE BANK ILCWES-WOOD FOR PROJ SIGN 133.33 1�7 TOTAL CI - 106 /GARNETT INTERSEC 2,333.33 FUND GRAND TOTAL 5,788.3 CITY GARAGE JPMORGAN CHASE BANK CLASSIC CHEV -PARTS RESALE 21.85 AT &T LONG DISTANCE LONG DISTANCE SERVICE 11.76 UNIFIRST HOLDINGS LP UNIFORM RENTAL FEES 53.71 UNIFIRST HOLDINGS LP UNIFORM RENTAL FEES 31.71 STEVEN E. ARBUCKLE REPLACE VEHICLE WINDSHIEL 179.00 JPMORGAN CHASE BANK LENOX- TOWING 156.00 JPMORGAN CHASE BANK LENOX- TOWING 113.00 JPMORGAN CHASE BANK B &M EXHAUST - CATALYTIC CON 419.90 JPMORGAN CHASE BANK SPEEDTECH LGTS -LIGHT BAR 824.95 JPMORGAN CHASE BANK B &M OIL -PARTS RESALE 1,231.80 JPMORGAN CHASE BANK CLASSIC CHEV - FLASHER 67.91 ONEOK, INC OKLAHOMA NATURAL GAS NATURAL GAS USAGE 88.51 JPMORGAN CHASE BANK YELLOWHOUSE - BACKHOE PRTS 696.54 JPMORGAN CHASE BANK TRUCKPRO -AIR DRYER 273.74 AEP/PSO ELECTRIC USE 422.63 JPMORGAN CHASE BANK RC AUTO - OUTSIDE REPAIR 232.40 JPMORGAN CHASE BANK T & W TIRE -PARTS RESALE 2,779.69 JPMORGAN CHASE BANK BUMPER TO BUMPER - SWITCH 23.26 JPMORGAN CHASE BANK FASTENAL- GRINDING DISCS 13.36 JPMORGAN CHASE BANK SAMS- SUPPLIES 41.86 JPMORGAN CHASE BANK UNITED FORD -PARTS RESALE 565.70 JPMORGAN CHASE BANK UNITED FORD -PARTS RESALE 1,444.16 JPMORGAN CHASE BANK UNITED FORD -PARTS RESALE 950.50 JPMORGAN CHASE BANK UNITED FORD -PARTS RESALE 43.55 JPMORGAN CHASE BANK UNITED FORD -PARTS RESALE 1,226.00 JPMORGAN CHASE BANK JUNITED FORD -PARTS RESALE 83.58 Page 11 Claims List 8/20/2013 Budget Unit Title Vendor Name Payable Description Payment Amount TOTAL CITY GARAGE 11,997.07 FUND GRAND TOTAL 11,997.0 WORKERS' COMP SELF -INS CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIMS PAYME 323.00 CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIMS PAYME 323.00 CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIMS PAYME 323.00 CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIMS PAYME 289.00 CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIMS PAYME 289.00 CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIMS PAYME 323.00 CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIMS PAYME 323.00 CITY OF OWASSO IMPREST ACCOUNT IWORKERS COMP CLAIMS PAYME 323.00 TOTAL WORKERS' COMP SELF -INS 2,516.00 WORKERS' COMP SELF -INS CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIMS PAYME 1,534.25 CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIMS PAYME 207.63 UNITED SAFETY & CLAIMS INC WC- TPA - ADMINISTRATION FEE 1,658.33 CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIM PAYMEN 45.00 CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIM PAYMEN 656.46 CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIM PAYMEN 472.92 CITY OF OWASSO IMPREST ACCOUNT IWORKERS COMP CLAIMS PAYME 1,076.94 TOTAL WORKERS' COMP SELF -INS 5,651.53 FUND GRAND TOTAL 8,167.5 GEN LIAB -PROP SELF INS NEWTON, O'CONNOR, TURNER & KETCHUM LEGAL - MAZZANTI 1,538.52 NEWTON, O'CONNOR, TURNER & KETCHUM LEGAL - DARNABY /PRUNER 4,519.63 NEWTON, O'CONNOR, TURNER & KETCHUM LEGAL - SPRADLIN 96.00 TOTAL GEN LIAB -PROP SELF INS 6,154.15 FUND GRAND TOTAL 6,154.1 CITY GRAND TOTAL $301,870.59 Page 12 CITY OF OWASSO HEALTHCARE SELF INSURANCE FUND CLAIMS PAID PER AUTHORIZATION OF ORDINANCE #789 AS OF 8120113 VENDOR DESCRIPTION AMOUNT AETNA HEALTHCARE MEDICAL SERVICE 29,549.76 HEALTHCARE MEDICAL SERVICE 21,471.19 HEALTHCARE MEDICAL SERVICE 58,869.78 HEALTHCARE MEDICAL SERVICE 10,216.50 HEALTHCARE MEDICAL SERVICE 40,629.83 HEALTHCARE DEPT TOTAL 160,737.06 DELTA DENTAL DENTAL MEDICAL SERVICE 11,206.96 DENTAL MEDICAL SERVICE 5,343.70 ADMIN FEES 2,242.54 DENTAL DEPT TOTAL 18,793.20 VSP VISION MEDICAL SERVICES 2,584.52 VISION DEPT TOTAL 2,584.52 HEALTHCARE SELF INSURANCE FUND TOTAL 182,114.78 CITY OF OWASSO GENERALFUND PAYROLL PAYMENT REPORT PAY PERIOD ENDING 08/10/13 Department Payroll Expenses Total Expenses Municipal Court 4,066.00 5,429.53 Managerial 17,490.62 25,123.25 Finance 13,342.82 20,791.58 Human Resources 6,087.18 9,573.10 Community Development 11,893.98 18,066.59 Engineering 16,246.18 23,929.40 Information Systems 10,013.08 15,159.68 Support Services 7,338.20 10,995.88 Police 102,645.44 161,741.63 Central Dispatch 15,339.27 25,759.39 Animal Control 2,399.70 3,850.89 Fire 95,229.95 142,355.98 Fire -Safer Grant 11,265.58 17,298.39 Fire - Firefighters Training Grant Emergency Preparedness 1,487.23 2,119.49 Streets 6,043.30 10,143.10 Stormwater /ROW Maint. 5,403.54 7,546.17 Park Maintenance 8,685.97 13,291.32 Community- Senior Center 2,830.50 3,993.64 Historical Museum 616.00 691.64 Economic Development 3,126.92 4,076.66 General Fund Total 341,551.46 521,937.31 Garage Fund Total 4,223.60 4,223.60 Ambulance Fund Total 25,637.33 25,637.33 Emergency 911 Fund Total Stormwater Fund 27 Total Worker's Compensation Total - Strong Neighborhoods 2,765.31 2,765.31 CITY OF OWASSO GENERALFUND FISCAL YEAR 2012 -2013 Statement of Revenues & Expenditures Budgetary Basis As of July 31, 2013 REVENUES: Taxes Licenses & permits Intergovernmental Charges for services Fines & forfeits Other TOTALREVENUES EXPENDITURES: Personal services Materials & supplies Other services Capital outlay TOTAL EXPENDITURES REVENUES OVER EXPENDITURES TRANSFERS IN (OUT): Transfers in Transfers out TOTALTRANSFERS NET CHANGE IN FUND BALANCE FUND BALANCE (Budgetary Basis) Beginning Balance Ending Balance Unaudited 1,945,564 1,945,564 $ 1,769,536 $ 1,801,564 MONTH YEAR PERCENT TO -DATE TO -DATE BUDGET OF BUDGET $ 1,829,435 $ 1,829,435 $ 22,700,000 8.06% 21,866 21,866 273,500 7.99% 47,066 47,066 645,306 7.29% 36,451 36,451 564,560 6.46% 51,105 51,105 724,000 7.06% 48,307 48,307 128,200 37.68% $ 2,034,230 $ 2,034,230 8.13% $ 25,035,566 $ 1,271,370 $ 1,271,370 $ 14,476,420 8.78% 68,270 68,270 784,310 8.70% 218,469 218,469 1,651,900 13.23% 10,865 10,865 591,936 1.84% $ 1,568,974 $ 1,568,974 17,504,566 8.96% $ $ 465,256 $ 465,256 7,531,000 6.18% $ $ 1,063,700 $ 1,063,700 $ 13,575,000 7.84% (1,704,985) (1,704,985) (21,250,000) 8.02% $ (641,285) $ (641,285) $ (7,675,000) 8.36% $ (176,028) T_(1 76,028) (144,000) $ 1,945,564 1,945,564 $ 1,769,536 $ 1,801,564 The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Karl A. Fritschen, AICP, RLA Chief Urban and Long Range Planner SUBJECT: Ordinance No. 1026, Annexation (OA- 12 -03) DATE: August 16, 2013 BACKGROUND: The attached ordinance references a tract of land approximately 6.5 acres in size located at the southwest corner of E 1 16th Street North and N 129th E Avenue. A portion of the property contains a recently constructed Ace Hardware Store. ANNEXATION COMMITTEE: The Annexation Committee met on December 27, 2012 and recommended approval of the annexation request. PLANNING COMMISSION: The Owasso Planning Commission reviewed this item at their regular meeting on July 8, 2013 and voted unanimously to recommend approval to the City Council. CITY COUNCIL: On July 16, 2013, City Council considered this item and voted unanimously to approve annexation request OA -12 -03 for the subject property. This ordinance affirms the action taken by the City Council. RECOMMENDATION: Staff recommends approval of Ordinance No. 1026 for the annexation of the subject property located on southwest corner of E 1 16th Street North and N 129th E Avenue and to assign a zoning of CS (commercial shopping) to said tract. ATTACHMENT: Ordinance No. 1026 CITY OF OWASSO, OKLAHOMA ORDINANCE NO. 1026 AN ORDINANCE ACCEPTING, ADDING, AND ANNEXING TO THE CITY OF OWASSO, OKLAHOMA, ADDITIONAL LANDS AND TERRITORY, OF SECTION 8, TOWNSHIP 21 NORTH, RANGE 14 EAST OF THE I.B. & M, TULSA COUNTY, STATE OF OKLAHOMA, ACCORDING TO THE U.S. GOVERNMENT SURVEY THEREOF, PROVIDED THAT FROM AND AFTER THE PASSAGE AND PUBLICATION OF THIS ORDINANCE THAT ALL OF THE REAL PROPERTY WITHIN SAID TERRITORY HEREIN DESCRIBED SHALL BE A PART OF THE CITY OF OWASSO, OKLAHOMA, AND FURTHER DECLARING THAT ALL PERSONS RESIDING THEREIN SHALL BE SUBJECT TO THE JURISDICTION, CONTROL, LAWS, AND ORDINANCES OF THE CITY OF OWASSO, OKLAHOMA ESTABLISHING THE SAME AS PART OF WARD ONE OF SAID CITY AND DIRECTING THE FILING OF THIS ORDINANCE, AND REPEALING ALL ORDINANCES OR PARTS OF ORDINANCES IN CONFLICT HEREWITH. WHEREAS, public hearings have been held regarding the request for annexation of the property herein described, and WHEREAS, the Owasso City Council has considered the recommendation of the Owasso Annexation Committee, the Owasso Planning Commission and all statements for or against the requested annexation the property referenced in application OA- 12 -03. NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF OWASSO, OKLAHOMA, THAT TO WIT: Part of the Northeast Quarter of the Northeast Quarter (NE /4 NE /4) of Section Eight (8), Township Twenty -one (21) North, Range Fourteen (14) East of the Indian Base and Meridian, Tulsa County, State of Oklahoma, according to the U.S. Government Survey thereof, described as follows: Beginning at the Northeast corner of the NE /4 NE /4; Thence S 010 10'39" E along East line of said NE /4 NE /4 a distance of 630.00 feet; Thence S 88 °45'28" W a distance of 519.00 feet; Thence N 01 °10'39" W a distance of 210 feet; Thence N 88 °45'28" E a distance of 99.00 feet; Thence N 01 010'39" W a distance of 420.00 feet to a point on the North line of said NE /4 NE /4; Thence N 88 045'28" E along said North line of NE /4 NE /4 a distance of 420.00 feet to the Point of Beginning, containing 6.55 acres of land more or less and shall be assigned a zoning of Commercial Shopping (CS). be, and the some is hereby annexed to, made a part of, and added to the City of Owasso, Oklahoma, and the corporate limits thereof be and are hereby extended to include the above described territory and real estate. Section 1. That from and after the passage and publication of this Ordinance, the real estate and territory described herein shall be a part of the City of Owasso, Oklahoma, and in Ward One thereof, and all persons residing therein, and all property situated thereon, shall be and are hereby declared to be subject to the jurisdiction, control, laws, and ordinances of the City of Owasso, Oklahoma, in all respects and particulars. Section 2. All ordinances, or parts of ordinances, in conflict with this ordinance are hereby repealed to the extent of the conflict only. Section 3. If any part or parts of this ordinance are deemed unconstitutional, invalid or ineffective, the remaining portion shall not be affected but shall remain in full force and effect. Section 4. The provisions of this ordinance shall become effective thirty (30) days from the date of final passage as provided by state law. Section 5. That there be filed in the office of the County Clerk of Tulsa County, Oklahoma, a true and correct copy of this Ordinance and correct map of the territory annexed. PASSED AND APPROVED this 20th day of August, 2013. Doug Bonebrake, Mayor ATTEST: Sherry Bishop, City Clerk (SEAL) APPROVED AS TO FORM: Julie Lombardi, City Attorney OA -12-03 1 " = 376 ft 07/12/2013 map represents a visual display of related geographic Information Data provided hereon is not a guarantee of actual field conditions To be sure of complete accuracy se contact Owasso staff for the most up-to -date information. 0 V 90 The city Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Earl Farris Project Administrator SUBJECT: Acceptance of Willis Farms Sanitary Sewer (Offsite) E 96th St N and N 129th E Ave DATE: August 16, 2013 BACKGROUND: The subject property is located on the southeast corner of E 96th Street and N 129th East Avenue. The sanitary sewer improvements run beneath E 96th Street to the northeast corner of the intersection. Improvements include 682 linear feet of 8 -inch PVC sanitary sewer line and 3 manholes. FINAL INSPECTIONS: Final inspections for the above infrastructure component were completed in August 2013 by the Public Works Department. The contractor has supplied the necessary two year maintenance bond. Additionally, the construction contractor and design engineer have provided the required as- built drawings. RECOMMENDATION: Staff recommends Council acceptance of Willis Farms offsite sanitary sewer improvements. ATTACHMENT: A. Location Map B. City Attorney bond approval letter and copy of bonds C. DEQ letters of approval OFF -SITE SANITARY SEWER EXTENSION 7/29/13 Legend N THIS MAP IS FOR INFORMATION PURPOSE ONLY AND IS NO'(' INTENDED TO REPRESENT AN ACCURATE AND TRUE SCALE. USE OF T1 -11S MAP IS WITHOUT WARRANTY OR REPRESENTATION BY CITY OF OWASSO OF ITS ACCURACY. CITY OF OWASSO 111 N. Main Street P.O. Box 180 Owasso, OK 74055 918.376.1500 Hancock, Brandon From: Lombardi, Julie Sent: Wednesday, April 24, 2013 3:57 PM To: Hancock, Brandon; Farris, Earl Subject: RE: WFSS Maintenance Bond Review Brandon, I have reviewed the Sam's offsite Sanitary Sewer Maintenance Bond at your request. The Attorney -in -Fact signature is authorized, the surety is licensed to do business in Oklahoma and the amount of the bond is well within the Surety's $7,755,000. underwriting limitation. Therefore, the bond is approved. Julie Julie Trout Lombardi / City Attorney City of Owasso 111 N. Main / Owasso, OK 74055 (918) 376 -1511 (o) / (918) 376 -1599 (fax) jlombardi@ciiyofowasso.com www.cityofowasso.com From: Hancock, Brandon Sent: Tuesday, April 23, 2013 10:55 AM To: Lombardi, Julie; Farris, Earl Subject: WFSS Maintenance Bond Review Julie- Please review the attached Maintenance Bond for Sams offsite Sanitary Sewer Project. Please respond to this email with you review comments. Thanks in advance for your assistance. Brandon Hancock, CPII Infrastructure Inspector Owasso Public Works office: 918 272 -4959 fax: 918 272 -4996 cell: 918 693 -0373 bhancock@cltvofowasso.com 0 Y 11 ,t � , Ia T �� Maintenance Bond PRIVATELY FINANCED PUBLIC EVIPJF2OVEMENTS Bond No: TXIFSU06008960 KNOW ALL MEN BY THESE PRESENTS, That we UNITED UTILITIES SPECIALSISTS, LLC as Principal (Developer and /or Contractor), and INTERNATIONAL FIDELITY INSURANCE COMPANY as Surety, are held and fuTnly bound unto the City of Owasso, Oklahoma, as Obligee, in the penal sum of One Hundred Nine Thousand Dollars and 00/100 * * * * * ** ($109,000.00) to which payment will and truly to be made, we do bind ourselves, and each of our heirs, executors, administrators, successors, and assigns jointly and severally, firmly by these presents. WHEREAS, the Principal will furnish a bond conditioned to guarantee, for the period of TWO YEARS after final approval of the WILLIS FARMS ADDITION PUBLIC SANITARY SEWER EX'T'ENSION, a privately financed public improvement, and acceptance of such by the City Council of the City of Owasso, Oklahoma, against all defects in workmanship and materials which may become apparent in such privately financed public improvement during said period. NOW, THEREFORE, THE CONDITION OF THIS OBLIGATION IS SUCH that the Principal and/or Surety shall indemiufy the Obligee for all loss that the Obligee may sustain by reason of any defective materials or workmanship in the privately financed public improvement which may become apparent dieing the said period. SIGNED, SEALED, AND DATED: MARCH 12, 2013 tJNITED UTILITIES'SPECIALISTS, LLC, Principal BY: -INTERNATIONAL FIDELITY INSURANCE COMPANY, Surety BY: .s ,� Attorney-in-Fact VICKY J IS October 2, 2012 Mr. Roger Stevens, Public Works Director City of Owasso 301 West 2nd Ave Owasso, Oklahoma 74055 Re: Permit No. SL000072120819 Willis Farms Addition Sanitary Sewer Extension Facility No. 5 -21310 Dear Mr. Stevens: Enclosed is Permit No. SL000072120819 for the construction of 682 linear feet of eight (8) inch sanitary sewer line and all appurtenances to serve the Willis Farms Addition Sanitary Sewer Extension, Tulsa County, Oklahoma. The project authorized by this permit should be constructed in accordance with the plans approved by this Department on October 2, 2012. Any deviations from the approved plans and specifications affecting capacity, flow or operation of units must be approved, in writing, by the Department before changes are made. Receipt of this permit should be noted in the minutes of the next regular meeting of the City of Owasso, after which it should be made a matter of permanent record. We are returning one (1) set of the approved plans to you, one (1) set to your engineer and retaining one (1) set for our files. Respectfully, Qusay Kabariti, P.E. Construction Permit Section Water Quality Division QK/RC /KC/bg Enclosure c: Rick Austin, Regional Manager, DEQ Tulsa DEQ Office Terence L. Haynes, P.E., Spear & McCaleb P.C. PERMIT No. SL000072120819 SEWER LINES FACILITY No. S -21310 PERMIT TO CONSTRUCT October 2, 2012 Pursuant to O.S. 27A 2 -6 -304, the City of Owasso is hereby granted this Tier I Permit to construct 682 linear feet of eight (8) inch sanitary sewer line and all appurtenances to serve the Willis Farms Addition Sanitary Sewer Extension, located in the SW /4, SW14 of Section 16, T -21 -N, R -14 -E, Tulsa County, Oklahoma, in accordance with the plans approved October 12, 2012. By acceptance of this permit, the permittee agrees to operate and maintain the facilities in accordance with the "Oklahoma Pollutant Discharge Elimination System Standards - OPDES" (OAC 252:606) rules and to comply with the state certification laws, Title 59, Section 1101 -1116 O.S. and the rules and regulations adopted thereunder regarding the requirements for certified operators. This permit is issued subject to the following provisions and conditions. 1) That the recipient of the permit is responsible that the project receives supervision and inspection by competent and qualified personnel. 2) That construction of all phases of the project will be started within one year of the date of approval or the phases not under construction will be resubmitted for approval as a new project. 3) That no significant information necessary for a proper evaluation of the project has been omitted or no invalid information has been presented in applying for the permit. 4) That wherever water and sewer lines are constructed with spacing of 10 feet or less, sanitary protection will be provided in accordance with OAC 252:656- 5- 4(c)(3) of the standards for Water Pollution Control Facility Construction, 5) That tests will be conducted as necessary to insure that the construction of the sewer lines will prevent excessive infiltration and that the leakage will not exceed 10 gallons per inch of pipe diameter per mile per day. 6) That the Oklahoma Department of Environmental Quality shall be kept informed of occurrences which may affect the eventual performance of the works or that will unduly delay the progress of the project. 7) That the permittee will take steps to assure that the connection of house services to the sewers is done in such a manner that the functioning of the sewers will not be impaired and that earth and ground water will be excluded from the sewers when the connection is completed. 8) That any deviations from approved plans or specifications affecting capacity, flow or operation of units must be approved by the Department before any such deviations are made in the construction of this project. PERMIT No. SL000072120819 SEWER LINES FACILITY No. S -21310 PERMIT TO CONSTRUCT 9) That the recipient of the permit is responsible for the continued operation and maintenance of these facilities in accordance with rules and regulations adopted by the Environmental Quality Board, and that this Department will be notified in writing of any sale or transfer of ownership of these facilities. 10) The issuance of this permit does not relieve the responsible parties of any obligations or liabilities which the permittee may be under pursuant to prior enforcement action taken by the Department. 11) That the permittee is required to inform the developer /builder that a DEQ Storm Water Construction Permit is required for a construction site that will disturb one (1) acre or more in accordance with OPDES, 27A O.S. 2-6 -201 et. seq. For information or a copy of the GENERAL PERMIT (GP -005) FOR STORM WATER DISCHARGES FROM CONSTRUCTION ACTIVITIES, Notice of Intent (NOI) form, Notice of Termination (NOT) form, or guidance on preparation of a Pollution Prevention Plan, contact the Storm Water Unit of the Water Quality Division at P.O. Box 1677, Oklahoma City, OK 73101 -1677 or by phone at (405) 702 -8100. 12) That all manholes shall be constructed in accordance with the standards for Water Pollution Control Facility Construction (OAC 252:656 -5 -3), as adopted by the Oklahoma Department of Environmental Quality. 13) That when it is impossible to obtain proper horizontal and vertical separation as stipulated in Water Pollution Control Facility Construction OAC 252:656- 5- 4(c)(1) and OAC 252:656- 5- 4(c)(2), respectively, the sewer shall be designed and constructed equal to water pipe, and shall be pressure tested using the ASTM air test procedure with no detectable leakage prior to backfilling, in accordance with the standards for Water Pollution Control Facility Construction OAC 252:656 - 5-4(c)(3). Failure to appeal the conditions of this permit in writing within 30 days from the date of issue will constitute acceptance of the permit and all conditions and provisions. Rocky Chen, P.E., Engineering Manager, Construction Permit Section Water Quality Division A The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Earl Farris Project Administrator SUBJECT: Villas at Stonebridge - Sanitary Sewer Infrastructure Acceptance DATE: August 16, 2013 BACKGROUND: The subject residential development is located east of N 1291h East Avenue on E 76th Street North. The entrance to the subdivision is N 132nd E Avenue. Constructed improvements include 1,488 linear feet of sanitary sewer line including eight manholes. Final inspections for the infrastructure components were completed in February of 2013 by the Public Works Department. The contractor has supplied the necessary two -year maintenance bond. Additionally, the construction contractor and design engineer have supplied the required as- built drawing. RECOMMENDATION: Staff recommends Council acceptance of the Villas at Stonebridge sanitary sewer infrastructure. ATTACHMENT: A. Location Map B. City Attorney bond approval letter & copy of bond C. Rogers County Water acceptance letter D. DEQ permit letter for sanitary sewer Owasso Public Works Department Engineering Div. P.O. 180 Owasso, OK 74055 918.272.4959 www.cityofowasso.com VILLAS AT STONEBRIDGE LOCATION MAP N W-.! E S e/7A3 Hancock, Brandon From: Farris, Earl Sent: Wednesday, September 12, 2012 9:45 AM To: Hancock, Brandon Subject: FW: Bond for Villas at Stonebridge Brandon, save this email and attach when you bring this project for acceptance Earl Farris From: Lombardi, Julie Sent: Tuesday, September 11, 2012 4:43 PM To: Farris, Earl Subject: Re: Bond for Villas at Stonebridge Earl, Thank you. I do not see other issues so the bond is approved. Julie Julie Trout Lombardi Sent from my Phone On Sep 11, 2012, at 4:40 PM, "Farris, Earl" <efarris @CitvOfOwasso.com> wrote: Julie, I have confirmed with Brandon and the date is correct for the bond Sent from my iPhone On Sep 11, 2012, at 3:25 PM, "Lombardi, Julie" <JLombardi@CitvOfOwasso.com> wrote: Earl, I have reviewed the maintenance bond for the sanitary sewer at the Villas at Stonebridge at your request. The attorney -in -fact signature is authorized, the surety is licensed to do business in Oklahoma and the amount of the bond is well within the surety's $17,121,000. underwriting limitation. 1 do have one question: Is the correct date on the bond actually March 26, 2009? 1 do not see other problems with the bond but I wanted to check the correct date before approving. Thank you, Julie Julie Trout Lombardi / City Attorney City of Owasso 1 l 1 N. Main / Owasso, OK 74055 Maintenance Bond PRIVATELY FINANCED PUBLIC IMPROVEMENTS Bond No: 08992564 KNOW ALL MEN BY THESE PRESENTS, That we M &M Ditching, Inc.. as Principal (Developer and Contractor), and Fidelity and Deposit Company of Maryland. as Surety, are held and firmly bound unto the City of Owasso, Oklahoma, as Obligee, in the penal sum of Seventy Five Thousand Two Hundred Seventy Three (75,273.00) to which payment will and truly to be made, we do bind ourselves, and each of our heirs, executors, administrators, successors, and assigns jointly and severally, firmly by these presents. WHEREAS, the Principal will furnish a bond conditioned to guarantee, for the period of TWO YEAR after final approval of the Villas at Stonebridge, Sanitary Sewer at East 76 North & Villa Circle, Owasso, OK, a privately financed public improvement, and acceptance of such by the City Council of the City of Owasso, Oklahoma, against all defects in workmanship and materials which may become apparent in such privately financed public improvement during said period. NOW, THEREFORE, THE CONDITION OF THIS OBLIGATION IS SUCH that the Principal and/or Surety shall indemnify the Obligee for all loss that the Obligee may sustain by reason of any defective materials or workmanship in the privately financed public improvement which may become apparent during the said period. SIGNED, SEALED, AND DATED: March 2672009 M &M Ditching, I�nc�Principal BY: I���d Fidelity and Deposit Company of Maryland, Surety BY: &(�,��/ , Attorney -in -Fact Kyled Power of Attorney FIDELITY AND DEPOSIT COMPANY OF MARYLAND KNOW ALL MEN BY THESE PRESENTS: That the FIDELITY AND DEPOSIT COMPANY OF MARYLAND, a corporation of the State of Maryland, by WILLIAM J. MILLS, Vice President, and ERIC D. BARNES, Assistant Secretary, in pursuance of authority granted by Article VI, Section 2, of the By -Laws of said Company, are set forth on the reverse side hereof and are hereby certified to be in full force and effect on the date h e dds by nominate, constitute and appoint Kent J. BRADFORD, Kyle BRADFORD and Kathy HAA I ah ty, Oklahoma, EACH its true and lawful agent and Attorney -in -Fact, to kake. behalf as surety, and as its act and deed: any and all bonds and undert o ec or undertakings in pursuance of these presents, shall be as binding upon 1 d l eats and purposes, as if they had been duly executed and acknowled epr��y ele ompany at its office in Baltimore, Md., in their own proper persons er rn a on behalf of Kent J. BRADFORD, Kyle BRADFORD, P P P "� Kathy TURK, dated 14, The said Assistantq�' ° es e eby certify that the extract set forth on the reverse side hereof is a true copy of Article V1, Section 2, of the By- s said Company, and is now in force. IN WITNESS WHEREOF, the said Vice- President and Assistant Secretary have hereunto subscribed their names and affixed the Corporate Seal of the said FIDELITY AND DEPOSIT COMPANY OF MARYLAND, this 1 st day of September, A.D. 2005. ATTEST: )EP 0 s W State of Maryland 1ss: City of Baltimore J FIDELITY AND DEPOSIT COMPANY OF MARYLAND g,-" /_), 15-'� Eric D. Barnes Assistant Secretary By: William J. Mills Vice President On this 1st day of September, A.D. 2005, before the subscriber, a Notary Public of the State of Maryland, duly commissioned and qualified, came WILLIAM J. MILLS, Vice President, and ERIC D. BARNES, Assistant Secretary of the FIDELITY AND DEPOSIT COMPANY OF MARYLAND, to me personally known to be the individuals and officers described in and who executed the preceding instrument, and they each acknowledged the execution of the same, and being by me duly sworn, severally and each for himself deposeth and saith, that they are the said officers of the Company aforesaid, and that the seal affixed to the preceding instrument is the Corporate Seal of said Company, and that the said Corporate Seal and their signatures as such officers were duly affixed and subscribed to the said instrument by the authority and direction of the said Corporation_ IN TESTIMONY WHEREOF, I have hereunto set my hand and affixed my Official Seal the day and year first above written. POA -F 076 -0910A Maria D. Adamski Notary Public My Commission Expires: July 8, 2011 POA -F 076 -0910A RURAL WATER DISTRICT #3 12377 S Ash St Claremore, OK 74017 RECEIVED 918 - 341 -0851 SEP 7 2012 CITY OF OwASSO PUBLIC WORKS September 7, 2012 To whom it may concern: RWD #3, Rogers County has accepted the development" Villas at Stonebridge" as a finished development and will service with water meters and water as needed and purchased by Sooner Traditions. rI 7 0 K l A R 0 M TA DEIARTMENt Or tNVIROMMENUL OUAIIIY STEVEN A. THOMPSON OKLAHOMA DEPARTMENT OF ENVIRONMENTAL QUALITY Executive Director September 30, 2008 Mr. Roger Stevens, Public Works Director City of Owasso 301 West 2nd Avenue Owasso, Oklahoma 74055 Re: Permit No. SL000072080821 Villas at Stonebridge Facility No. s -21310 Dear Mr. Stevens: BRAD HENRY Governor Enclosed is Permit No. SL000072080821 for the construction of 1,488 linear feet of eight (8) inch PVC sanitary sewer to serve the Villas at Stonebridge, Tulsa County, Oklahoma. The project authorized by this permit should be constructed in accordance with the plans approved by this Department on September 30, 2008. Any deviations from the approved plans and specifications affecting capacity, flow or operation of units must be approved, in writing, by the Department before changes are made. Receipt of this permit should be noted in the minutes of the next regular meeting of the City of Owasso, after which it should be made a matter of permanent record. We are returning one (1) set of the approved plans to you, one (1) set to your engineer and retaining one (1) set for our files. Sincer teve ggard, P.E. Constr ction Permit Section Water Quality Division SH /RC /ab Enclosure C.' Rick Austin, Regional Manager, DEQ Regional Office at Tulsa Clyde J. Wilkens, P.E., Coon Engineering Inc. Gene Doussett, Planning & Management Division, OWRB 707 NORTH ROBINSON, P.O. BOX 1677, OKLAHOMA CITY, OKLAHOMA 73101 -1677 printed on recycled paper with soy Ink C I., The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Daniel Dearing Sr. Civil Engineer SUBJECT: Acceptance of Urban Engineering Agreements DATE: Aug 16, 2013 BACKGROUND: On May 17, 2005, the Engineering Design Criteria, Construction Standards and Standard Details for any and all developments, projects, and infrastructure improvements within the City of Owasso were adopted by the City Council. Documents required as a result of that adoption include two different agreements, one which must be submitted by the developer and one which must be submitted by the developer's engineer. The agreements are as follows: ENGINEER AGREEMENT: The agreement required to be submitted by the developer's engineer is titled "Agreement for Urban Engineering Services" (Section 01 14.1(6)). This agreement requires the engineer to list all improvements associated with the proposed development, attest that all designs will be in compliance with City standards (outlined in the design criteria), pay all fees associated with the plan review, attest that he /she is a Registered Professional Engineer in the State of Oklahoma, and attest that he /she maintains Professional Liability Insurance in limits directly correlated to the cost of the project specified in the attached agreement. The liability insurance to project cost ratio schedule is as follows: Project Cost Less than $500,000 $500,000 - $1,000,000 Greater than $1,000,000 DEVELOPER AGREEMENT: Professional Liability Insurance $250,000 $500,000 $1,000,000 The agreement required to be submitted by the developer is titled "Agreement Guaranteeing Installation of Improvements" (Section 01 14.1(Q. This agreement requires the developer to submit engineering drawings for the proposed improvements, provide oversight of his /her construction contractor to assure compliance with the approved plans, and submit "as- built" drawings upon completion of the construction of improvements. The Mayor's signature is required on the "Agreement for Urban Engineering Services'' (Engineer Agreement), and therefore Council authorization is needed. RECOMMENDATION: Staff recommends Council authorization for the Mayor to execute the following "Agreements for Urban Engineering Services" (Engineers Agreement): 1. Ash Grove Cement Terminal: Site, paving, Water Line and other utilities ATTACHMENT: A. "Agreements for Urban Engineering Services" - Casement Engineering, LLC for Ash Grove Cement Terminal AGREEMENT FOR URBAN ENGINEERING SERVICES THIS AGREEMENT, entered into by and between die CITY OF OWASSO, OKLAHOMA, a municipal corporation, hereinafter called "City" and hereinafter called "Design Engineer ". WITNESSETH: WHEREAS, the Design Engineer has been employed by the Owner /Developer /Subdivider of the herein described real property to prepare all project plans and specifications and to provide certain engineering services during the construction of the hereinafter sometimes referred to as the "Project ", upon easements and rights -of -ways to be owned or controlled by the City; and WHEREAS, the Design Engineer is desirous of obtaining the review (and approval) of the plans and specifications for said project by the City of Owasso Public Works Department; and WHEREAS, the City is willing to review the plans and specifications prepared by the Design Engineer under the hereinafter described terms and conditions. NOW, THEREFORE, in consideration of the foregoing and in consideration of the hereinafter set forth promises and covenants, the parties hereto mutually agree as follows, to- wit; 1. The Improvements to be designed by the Design Engineer (pursuant to this Contract) shall generally consist of the following types of improvements which shall be located on the following described tract of land: Ank j" o- Z_ Of /�. /O� F , �iYte�6i� %`lRzt-otc 3 29 2. The Design Engineer shall, in conformity with the provisions of the City's Standard Specifications for Urban Engineering Services, including the City's current Design Criteria, which are hereby incorporated and made a part of this Contract by reference, prepare project plans, specifications, and other engineering documents as may be necessary for the proper construction of the project improvement, and shall perform all construction layout surveys, and staking and periodic general construction supervision on the project improvements as they are constructed by the Owner and his Contractor. 3. The City shall review (and approve) the project plans, specifications, and other engineering documents for the construction of the project improvements prepared and submitted to the City by the Design Engineer. 4. The Design Engineer shall compensate the City for reviewing (and approving) plans and specifications for the project at the rate of One Hundred Dollars ($100.00) for each plan sheet submitted (other than plan sheet Standard Drawings of the City of Owasso or of the Oklahoma Department of Transportation), except that the minimum charge for each project shall be One Hundred -fifty Dollars ($150.00). Payment shall be due and payable upon presentation of the plans and specifications for the project for review by the City. PFPI plan review and permit fees are waived for governmental entities. No fees shall be collected by the City of Owasso on any public work or improvement performed by or for any city, county, state, or federal governmental entity; provided however, that this exemption shall not constitute waiver of any ordinance requiring the issuance of such permits, and it shall apply only to such permits issued directly to the governmental entity involved. 5. The Design Engineer hereby covenants that he /she is a Registered Professional Engineer in the State of Oklahoma at the time of execution of this Contract, and should the Design Engineer cease to be a Registered Professional Engineer prior to completing performance of the terms and conditions of this Contract, the Design Engineer shall immediately notify the City and shall engage a Registered Professional Engineer acceptable to the City to complete performance of the promises and covenants contained herein. 6. The Design Engineer further covenants and agrees that he /she maintains and is covered by Professional Liability Insurance in limits of not less than those indicated in the following schedule: Pzoiect Cost Professional Liability Insurance Less than $500,000 $250,000 $500,000 - $1,000,000 $500,000 Greater than $1,000,000 $1,000,000 (Project Costs to be as defined in Section I of the attached Specifications for Urban Engineering Services) and that he /she will maintain same in continuous force and effect for a period of not less than three years from and after final acceptance of the project herein. 7. The Design Engineer further covenants and agrees to comply with Section I, Section II and Section III of the attached Standard Specifications for Urban Engineering Services and that these specifications become a part this contract. IN TESTIMONY WHEREOF, the parties hereto have caused this Agreement to be executed by their duly authorized officers or representatives on the dates set for the below. Executed by the City of Owasso, Oklahoma, on the day of , 20� Executed by the Design Engineer on the __'day of 20 CITY OF OWASSO, OKLAHOMA a municipal corporation BY Mayor ATTEST: City Clerk APPROVED AS TO FORM: City Attorney APPROVED: Public Works Director DESIGN ENGINEER p� Design Engineer BY Title ATTEST: Secretary OThe City Wit out Limits TO: The Honorable Mayor and City Council City of Owasso FROM: Bronce Stephenson Community Development Director SUBJECT: Appeal to a Code Enforcement Finding DATE: August 16, 2013 BACKGROUND: Mr. Jeff Law, property owner of a residential lot located at 13301 E 89th Street North, has submitted a request to appeal a Code Enforcement finding of nuisance on his property to the Owasso City Council. The nuisance that is the subject of the appeal is a violation of Section 8, Chapter 4 of the City Code - Abandoned, Wrecked Autos. An inoperable vehicle (license plate 929 DWP) is located upon the property. The "48 hour" notice comes with a provision that the recipient can appeal to the City Council if the recipient provides the Code Enforcement officer with a written request within forty -eight hours of receiving the notice. In correspondence received August 7, 2013, Mr. Law did request a hearing before the City Council. A certified letter was mailed to Mr. Law on August 8, 2013 to confirm receipt of his request to appeal the code violation to the City Council and to advise that his appeal will be heard during the August 20, 2013 City Council meeting. CODE ENFORCEMENT ACTION: Shortly prior to August 5, 2013, the Code Enforcement Division received a nuisance complaint of vehicles in various stages of repair at the residence locate at 13301 E 89th Street North. Upon observation of the subject area, the Code Enforcement Officer issued a Code Violation Notice to remove all inoperable vehicles within forty -eight hours. CITY COUNCIL HEARING: Chapter 4, Section 8 -406, of the Owasso Code of Ordinances, explains the procedure for removing inoperable vehicles located on private property, as well as the appeal process, a copy of which is attached for your review. At the August 20, 2013 meeting, the City Council will conduct a hearing in order to determine whether the inoperable vehicle constitutes the existence of a nuisance on the property at 13301 E 891h Street North, and whether such nuisance must be abated. ATTACHMENTS: 1. Correspondence from Mr. Law 2. Correspondence from the staff 3. City Code - Abandoned, Wrecked Autos Jeff J. Law 13301 E 89th St North Owasso, OK 74055 City of Owasso Code Enforcement Office 111 N Main Owasso OK 74055 RE: Code Violation Warning To the Code Enforcement Officer of Owasso, RECEIVED AUG 07 2013 City Clerk's OW August 7, 2013 I am submitting this letter, within the 48 hour provided, requesting a hearing before the City Council of the City of Owasso for in said Notice for Removal. Regards�_.� Jeff J. Law Enclosures (2) CERTIFICATE OF DELEVERY I hereby certify that on this —gi— day of August 2013, a true and correct copy of the said Notice for Removal request a hearing was personally delivered by hand, to: City of Owasso Attn: Code Enforcement Office iii N Main Owasso OK 74055 OWASSO CODE ENFORCEMENT OFFICE Code Violation Warning Make of Car C M Lic. No. I G Z b A jp Date 8' S - ) 3 Time T30 A-4 This tag is not a traffic summons, but serves to notify other officers that this vehicle has been checked. The vehicle should be removed immediately to prevent damage to your property by accident or vandalism and to remove a hazard which-diverts the attention of other motorists from their driving. In any event should the vehicle not be moved before 48 hours have elapsed, the vehicle will be towed away under authority of Owasso City Code Sections 8-401 8-402, towing and storage will be at the expense of the owner. You may within the 48 hour peri. d provided for in said Notice for Removal, request, in writing, directed to the Code Enforcement Officer of the City, a hearing before the City Council of the City of Owasso, Oklahoma. Comments: Officer S-rA c y No. Go raoZ V T out Limits. — removing obstacles standing in the way of people celebrating their lives. ,J 4 r` August 8, 2013 Jeff J. Law 13301 E 89th Street North Owasso, OK 74055 RE: Code Violation Dear Mr. Law, The purpose of this correspondence is to confirm that the City of Owasso has received your request for a hearing before the Owasso City Council to appeal a violation of Section 8 -402 of the Owasso City code of Ordinances, Abandoned, Junked Vehicles Prohibited and Notice of Removal. An item will be included on the August 20, 2013 City Council agenda for the purpose of your appeal. The City Council meets at 109 N Birch (directly east of city hall) and the meeting will begin at 6:30pm. I have included a copy of Chapter 4, Abandoned Autos, for your review. If you have questions or are unable to attend on August 20th, please do not hesitate to contact me. (IC CI CI y, wV hDI iann M. Stevens eputy City Clerk (918) 376.1502 111 N. Main I P.O. Box 180 Owasso, Oklahoma 74055 Postal Service,. CERTIFIED MAIL,,, RECEIPT C3 a Er O•F0 �0AL U .E M m r--3 r•l Postage $ O Certified Fee 7stmark O M O O Return Receipt Fee (Endorsement Required) Here C3 O E3 r3 Rest icted Delivery Fee (Endorsement Required) it O ' r-1 v" U a Total Postage & Fees ear o .�....���. p r O M1 Street, Apt. IVo.; --------- or POt3oxNo. �9 -------------------------------------------- i t--- C� lV 'mot - -- - -- - City, State, IP +4 (��/ - "' °' \ °-�-° -�---•�•-"--•- ^- - - - - =- �/l -- PS Form :00 Aunust 2006 See Reverse for Instructior, Ilealth and Sanitation CHAPTER 4 ABANDONED, WRECKED AUTOS Section 8 -401 Definitions Section 8 -402 Abandoned, Wrecked Autos Prohibited Section 8 -403 Nuisance Section 8 -404 Immediate Removal of Vehicle Obstructing Traffic Section 8 -405 Removal of Dismantled, Junked, Abandoned or Inoperable Vehicles from Public Property Section 8 -406 Removal of Dismantled, Junked, Abandoned or Inoperable Vehicles Located on Private Property Section 8 -407 Owner May Regain Section 8 -408 Penalty SECTION 8 -401 DEFINITIONS The following definitions shall apply in the interpretation and enforcement of this chapter: 1. "Dismantled, junked, abandoned or inoperable vehicles" shall be deemed and means to include the major parts thereof including bodies, an engine, transmissions, frames, rear ends and old tires, wheels and upholstering; 2. "Person" means any person, firm, partnership, association, corporation, company or organization of any kind; "Private Property" means any real property in the city which is not public property; 4. "Public Property" means any property owned or controlled in the city limits by the city, Tulsa County, the state or United States Government, and shall include all streets and highways; and 5. "Vehicle" means any machine propelled by owner other than by muscle and shall include without limitation any automobile, truck, trailer, motorcycle, tractor, buggy, wagon, or self - propelled farm or construction equipment. (Prior Code Sec. 13 -49) State Law Reference: Removal of abandoned vehicles on private property, state procedure, 47 O.S. Section 954A. SECTION 8 -402 ABANDONED, JUNKED VEHICLES PROHIBITED No person shall deposit, store, keep or permit to be deposited, stored or kept in the open upon public or private property a dismantled, unserviceable, inoperable, junked or abandoned vehicle or parts thereof or any vehicle legally or physically incapable of being operated, for a period exceeding forty -eight (48) hours unless such vehicle, or parts thereof, is completely enclosed within a building, or stored in connection with a business lawfully established pursuant to the zoning ordinances of the city, or stored on property lawfully designated under the zoning ordinances of the city as a place where such vehicles may be stored. Page 8 -25 Health and Sanitation SECTION 8 -403 NUISANCE The accumulation or storage of one or more vehicles or parts thereof as described in Sections 8 -401 and 8402 of this code shall constitute a nuisance detrimental to the health, safety and welfare of the inhabitants of the city. It is the duty of the owner of such vehicles or parts thereof, or the owner of the private property, lessee or other person in possession or control of the property upon which such vehicle is located to remove the vehicle from such property or have the vehicle housed in a building where it will not be visible from the street or other private property. (Prior Code, Sec. 13 -52) SECTION 8 -404 IMMEDIATE REMOVAL OF VEHICLE OBSTRUCTING TRAFFIC A. If a police officer of the city or the code enforcement officer of the city, has reasonable cause to believe that a vehicle has been abandoned in a location which would be hazardous to the free flow of traffic, such officer shall have the authority to remove or direct the removal of the vehicle immediately. At the time of ordering the removal of the abandoned vehicle, the authorizing officer shall also determine the sale value of the vehicle and certify that amount on the removal order. B. If the value of the abandoned vehicle is certified as One Hundred Dollars ($100.00) or less, then within ten (10) days of the elate of the certification of sale value, written notice shall be sent by the certifying officer or an authorized member of his agency, to the last known registered owner of the vehicle, stating the location where the abandoned vehicle was found, the certified sale value, the physical description of the vehicle, the license registration number, and the location where the vehicle is being stored. If the abandoned vehicle has not been recovered by the owner by payment of all costs of Impounding, towing, storage and other related charges, then thirty (30) clays from the date of the certification of value, the certifying officer, or an authorized member of his agency, shall then authorize disposal, by selling for salvage or in some other manner, of the abandoned vehicle without further notice. All proceeds realized from the disposal of the abandoned vehicle shall, after payment of any costs involved, be deposited with the appropriate depository of the city. C. If the abandoned vehicle is valued at sale for more than One I- Iundred Dollars ($100.00), the procedures prescribed by Sections 903 through 911 of Title 47 Oklahoma Statutes shall be applicable. (Ord. No. 375, 11/3/87) SECTION 8 -405 REMOVAL OF DISMANTLED JUNKED ABANDONED OR INOPERABLE VEHICLES FROM PUBLIC PROPERTY A. Any police officer of the city or code enforcement officer of the city, shall have the authority to remove or direct the removal of a dismantled, junked, abandoned or inoperable vehicle when same is found upon any portion of the highway, shoulder, right-of-way, or other public property, if after a period of forty -eight (48) hours from the time of posting of notification on the vehicle directing removal of same, there is no evidence of an apparent owner who intends to remove same. B. The notice provided for above shall be in writing and contain the request for removal within the time specified in this chapter, to -wit, forty -eight (48) hours. The notice shall advise that upon a failure to comply with the notice to remove, the city, or its designee, will undertake such removal with the cost of the removal to be levied against the owner of the property. Such notice shall further provide that the owner or such owner's authorized representative, may, within the time specified in the notice, contact the city manager of the city, for the purposes of challenging whether or not such vehicle constitutes a nuisance, as defined herein and whether same should be removed. If the vehicle has not been removed within the forty -eight (48) hour period provided for in the notice, or a hearing, as above provided for with the city manager, is not requested within such time, the vehicle shall at the expiration of the forty -eight (48) hour period be removed, impounded and stored filr violation of this chapter. Subsequent to such removal, the code enforcement officer shall give notice to the owner of the location where the vehicle is Page 8 -2C Health and Sanitation stored and the cost incurred by the city for the removal; whereupon, the vehicle shall be re- delivered to the owner, or sold, under the conditions as provided for in Section 8 -407. (Ord. No. 375, 11/3/87) SECTION 8 -406 REMOVAL OF DISMANTLED, JUNKED ABANDONED OR INOPERABLE VEHICLES LOCATED ON PRIVATE PROPERTY A. Any police officer of the city or code enforcement officer of the city, shall, under the circumstances hereinafter set forth, have the authority to remove or direct the removal of a dismantled, junked, abandoned or inoperable vehicle when same is found upon private property within the corporate limits of tile city. B. The police officer or' code enforcement officer, as may be designated by the city manager, shall notify the owner, as evidenced by the records of the State Department of Public Safety, of such abandoned, junked, unserviceable, inoperable or dismantled vehicle, either by certified mail, return receipt requested, or by personal service, or by attaching a copy of the notice in a conspicuous place on the property to be removed, and if there be a building located on the property, by attaching a copy of the notice to the main entranceway of the building in a conspicuous place thereon. Notice may also be given by service of same on a person in possession or control of the property as owner, lessee, custodian or licensee over the age of fifteen (15) years or upon the member of any household fifteen (15) years of age or older. The notice shall contain the following information: 1. The nuisance must be abated within forty -eight (48) hours after receipt of notice by certified mail or within forty -eight (48) hours of posting of notice or upon personal service as hereinbefore provided; 2. The owner or person having control of the property upon which the nuisance is located may, within the forty-eight (48) hour period provided for in the notice for removal, request, in writing, directed to the code enforcement officer of the city, a hearing before the city council of the city; 3. The failure to request a hearing within the time period shall cause an abatement order to be issued and the same shall be removed by the proper city authorities and all charges incidental and necessary to the removal thereof shall be charged to the owner or the person having control of the property; 4. If a hearing as above provided is requested within the time provided a hearing shall be set before the city council not less than five (5) days nor more than fifteen (15) days from the request. At such hearing the owner may appear and protest and show cause why such abatement order should not be issued; and 5. If the city council determines a nuisance exists and if th.e city council orders an abatement after the hearing provided herein, the same shall be removed by the city at the cost of the owner or the person having control of the properly upon which the nuisance is located; provided, the city shall allow the owner or person having control thereof seventy -two (72) hours after such order within which to abate the nuisance. C. Upon failure of the owner of the vehicle or the owner, lessee or person having control of the property on which the vehicle is located to request a hearing within the time provided as provided in the preceding subsection, or to remove the vehicle or to place it in an enclosed building, the city shall have the right to abate the nuisance forthwith without further notice or time being given. D. If such owner, lessee or person in control of the property requests a hearing within the time provided and appears to protest at the hearing provided and is ordered to abate such nuisance at the Page 8 -27 Health and Sanitation hearing, then such owner, lessee or person having control of the property shall abate same within seventy - two (72) hours of the ruling. E. The city manager, if same is not abated within seventy -two (72) hours of the order of abatement, shall direct the code enforcement officer, to cause the removal and abatement of such nuisance and reasonable costs and charges for the removal of the nuisance shall be charged to the owner, lessee or person in control of the property upon which the vehicle is located in the manner as provided for in Section 8 -407. SECTION 8 -407 OWNER MAY RPGAIN The owner of any vehicle so removed may regain possession thereof by making application to the code enforcement officer, within thirty (30) days after removal and upon payment to the city all reasonable costs of removal and storage which shall have accrued to such vehicle. If the vehicle is not so reclaimed within thirty (30) days, it may be sold without further notice in a reasonably commercial manner. After payment of towing and storage costs, all funds remaining shall become the property of the City. SECTION 8 -408 PENALTY Any person, firm or corporation violating any of the provisions of this chapter shall, upon conviction thereof, be punished as provided in Section 1 -108 of this code. Page 8 -28 V nTkity Wit out Limits. TO: Honorable Mayor and Members of the City Council FROM: Karl Fritschen, AICP, RLA Chief Urban and Long Range Planner SUBJECT: Park Place at Preston Lakes Final Plat DATE: August 16, 2013 BACKGROUND: The City of Owasso received an application for review and approval of a final plat for Park Place at Preston Lakes. The property is located on the north side of East 86th Street North and mile west of North 161 It East Avenue. SURROUNDING ZONING: Direction Zoning Use Land Use Plan Jurisdiction North RS -3 Residential Park Residential City of Within PUD? OPUD 15 Within Overlay District? None Owasso Rogers County Rural Water District #3 Large Lots Storm siren fee of $35 /acre Elm Creek fee of $1,580 /ac Streets (public or private) Public Streets South (single - family Residential Residential Rogers residential ) County East AG (Agriculture) Undeveloped Residential Rogers Count RS -3 (Small lot West single - family Residential Residential City of residential Owasso SUBJECT PROPERTY /PROJECT DATA: Property Size 29.6819 acres Current Zoning RS -3 Pro osed Use Single-family residential Lots /Blocks 93 lots in 4 blocks Number of Reserve Areas 2 drainage reserve areas Within PUD? OPUD 15 Within Overlay District? None Water Provider Rogers County Rural Water District #3 Applicable Paybacks Storm siren fee of $35 /acre Elm Creek fee of $1,580 /ac Streets (public or private) Public Streets ANALYSIS: The final plat for Park Place at Preston Lakes proposes a new single - family addition that will be along the southern perimeter of Centennial Park. This plat was approved by the Planning Commission and City Council in 2007, but was never filed. The design concept remains the same and the infrastructure is being developed per approved civil plans. Perimeter and interior utility easements will provide utility companies adequate access to provide service and maintain service to the proposed development. Any development that occurs on the subject property must adhere to all subdivision, zoning, and engineering requirements including but not limited to paved streets, landscaping, and sidewalks. The City of Owasso will provide sanitary sewer service, with water provided by Rogers County Rural Water District #3. The plat dedicates right of way along East 86th Street North. As a part of this development, a pond at the northeast corner will be dedicated to the City of Owasso for use as a part of Centennial Park. Easements in the form of reserve areas will provide residents with access to Centennial Park and common areas are provided within the development for planned amenities. TECHNICAL ADVISORY COMMITTEE (TAC): The Technical Advisory Committee reviewed the final plat for Park Place at Preston Lakes at their regularly scheduled meeting on July 24, 2013, All TAC comments have been addressed by the applicant. PLANNING COMMISSION: The Planning Commission took action on this item at the August 12, 2013 Planning Commission meeting and voted unanimously to recommend approval the Final Plat for Park Place at Preston Lakes. RECOMMENDATION: Staff recommends City Council approval of the Final Plat for Park Place at Preston Lakes. ATTACHMENTS: A. Area Map B. Aerial Map C. Final Plat for Park Place at Preston Lakes Park Place at Preston Lakes 1" = 752 it Final Plat 08/12/2013 his map represents a visual display of related geographic information Data provided hereon is not a guarantee of actual Feld conditions To be sure of complete accuracy please contact Owasso staff for the most up-to-date information Park Place at Preston Lakes 1" = 752 ft Final Plat 08/12/2013 his map represents a visual display of related geographic information Data prodded hereon is not a guarantee of actual field conditions To he sure of complete accuracy lease contact Owasso staff for the most up-to -date information on Location Map R -11 -E •N S,SFEi WSi., H 21 ,SFFi,M`'iN epdan 22 RepPn: Counly W L-- N.11M A.. M N Planned Unit Development No. OPUD 15 .cn.,F,rnwx.l Park Place at Preston Lakes s- a��.vF„rF S1S� 'y A subdivision in the City of Owasso, being a part of the SE/4 Section 22, T -21 -N, R -14 -E, of the Indian Meridian, Rogers County, State of Oklahoma DEVELOPER ENGINEER /SURVEYOR K 6 5 Development, Inc., Tulsa Engineering a Planning Associates, Inc. P-9— P.... � ! ]00 MIFEuISIHShsISMF,SVM IF2 IilEV E. w Sl NwN. 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P.vch W.,O, PpktxW PmlaubMlI.SM Salrveya OYNMma hb. 1511 sSSI«yt yy �I .p a 5N1a of cltl.harn. 1 )ee Cwpyd TUlw ) lee%,,PwV Ce k-ol5wwry was a,FPwbdgd bdae me*k .1 2613,bYJ.P -M ply Jaet T.b . Nbnry Pw :*Yeoman is 12063192 IMcwmr:.o .spires May]I. 26th CeNbaN a Fwd PId MofkYd 1 HnbYGeray IM11ka pbl wa ^. arwm'W W M Ow,cw C'N C«<ci.n pi: ay et.zela. BY Davp Rpxbnke. Mq.r 6ia appwd kveid NtH Bees. aiT4na11e it Mt erd.rad by IM dN dxY, at Glv Clad Park Place At Preston Lakes D.I. 01 Preparation Augln112. 2013 Sheet 2 012 c rpNaNEM1200k.a1i..tol -666. sp. PrXPY<sw ensNnuYx.seY The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Roger Stevens Public Works Director SUBJECT: FY 2013 -2014 Street Rehabilitation Program Proposed Project Listing DATE: August 16, 2013 BACKGROUND: Annually, the Capital Improvements Fund allows for the expenditure of funds to repair and /or resurface residential and non - residential roadways. Street rehabilitation sites are evaluated and selected based on a comprehensive assessment of roadway conditions. The selection process is aimed at maximizing the taxpayer's return on investment by increasing roadway lifecycle and minimizing future maintenance costs while enhancing overall roadway driving conditions and public safety. As in previous years, the City of Owasso desires to further maximize cost savings by partnering with Tulsa County to complete various asphalt overlay portions of the rehabilitation project. A formal request, via an Interlocal Agreement, for the use of County labor and equipment for roadway segments receiving a 2" asphalt overlay will be submitted for City Council consideration and appropriate action subsequent to approval of the FY 2013 -2014 rehabilitation priorities. PRIORITY STREET REPAIRS /MAINTENANCE IDENTIFIED: In July 2013, the Public Works staff completed an update to the city's street inventory. The data collected for the model was adjusted to reflect changes in segment conditions and a new priority listing was generated. A map depicting the location of the proposed priority sites is attached for review. The anticipated cost for the proposed street rehabilitation priorities is approximately $1,006,000 which includes 7% contingency funding. PROJECT FUNDING: Funding for this project in the amount of $1 million is proposed in the FY 2013 -2014 Capital Improvements Fund budget. RECCOMENDATION: The staff recommends approval of the FY 2013 -2014 Street Rehabilitation Program priority sites. ATTACHMENTS: A. Recommended FY 2013 -2014 Street Repair Location Map B. Priority Site List C. Preventive Maintenance Guidelines and Options F-7 106th STN 96t N i A 1w 0 C9 it /* 46 86W&T N JT. ,, le ZT. r i 76th STN FY 2013 -14 Pavement Repair Project STREET FROM TO SUBDIVISION REPAIR TYPE 1. W 6" ST N ATLANTA MAIN ST RAYOLA BASE REPAIR, OVERLAY 2. W 7TH ST N ATLANTA MAIN ST RAYOLA BASE REPAIR, OVERLAY 3. E 7TH ST N MAIN ST ASH ST RAYWOOD II BASE REPAIR, OVERLAY 4. E 7TH ST N ASH ST BIRCH ST RAYWOOD II BASE REPAIR, OVERLAY 5. ASH ST E 6TH ST N E 7TH ST N RAYWOOD II BASE REPAIR, OVERLAY 6. W 9TH ST N ATLANTA MAIN ST SHERRIL ESTATES BASE REPAIR, OVERLAY 7. W 11TH ST N ATLANTA MAIN ST SHERRIL ESTATES BASE REPAIR, OVERLAY 8. E16 TH ST N CEDAR ST DOGWOOD ATOR HEIGHTS III BASE REPAIR, OVERLAY 9. E 16TH ST N DOGWOOD ELM ST ATOR HEIGHTS III BASE REPAIR, OVERLAY 10. DOGWOOD E 16TH ST N CUL -DE -SAC ATOR HEIGHTS III BASE REPAIR, OVERLAY 11. E 19TH ST N BIRCH ST CEDAR ST ATOR HEIGHTS III BASE REPAIR, OVERLAY 12. E 19TH ST N CEDAR ST DOGWOOD ATOR HEIGHTS III BASE REPAIR, OVERLAY 13. E 19TH ST N DOGWOOD ELM ST ATOR HEIGHTS III BASE REPAIR, OVERLAY 14. E 19TH ST N ELM ST GARNETT RD ATOR HEIGHTS III BASE REPAIR, OVERLAY 15. E 109TH ST N GARNETT RD N 110TH E AVE MEADOWCREST CRACK SEAL, FOG SEAL 16. N 110TH E AVE E 109TH ST N E 109TH PL N MEADOWCREST CRACK SEAL, FOG SEAL 17. N 110TH E AVE E 109TH PL N E 110TH ST N MEADOWCREST CRACK SEAL, FOG SEAL 18. E 110TH ST N N 108TH E AVE END MEADOWCREST CRACK SEAL, FOG SEAL 19. E 110TH ST N N 108TH E AVE N 110TH E AVE MEADOWCREST CRACK SEAL, FOG SEAL 20. E 110TH ST N N 110TH E AVE CUL -DE -SAC MEADOWCREST CRACK SEAL, FOG SEAL 21. N 108TH E AVE E 110TH ST N E 109TH PL N MEADOWCREST CRACK SEAL, FOG SEAL 22. N 108TH E AVE E 109TH PL N END MEADOWCREST CRACK SEAL, FOG SEAL 23. E 109TH PL N N 108TH E AVE N 110TH E AVE MEADOWCREST CRACK SEAL, FOG SEAL 24. OWASSO EXPY E E 106TH ST N E 103RD ST N RURAL BASE REPAIR OVERLAY 25. OWASSO EXPY E E 103RD ST N E 99TH ST N RURAL BASE REPAIR OVERLAY PREVENTIVE MAINTENANCE GUIDELINES AND OPTIONS Preventive Maintenance Types Pavement maintenance services are provided under two programs designed to preserve and repair roadways: Preventive Maintenance, which includes o Fog Seal o Crack Seal o Micropave /Slurry Seal o Resurfacing /Overlay 2. Pavement Reconstruction Preventive Maintenance Preventive maintenance, if performed before the road begins to break up, is the most cost - effective of the two programs. Its purpose is to extend the life of the road and to keep it looking and riding, as much as possible, in like -new condition. The work performed under a preventive maintenance program could include fog sealing, micropave /slurry sealing, and resurfacing /overlay. The purpose of any type of preventive maintenance is to stop water from seeping into the roadway material, which causes early break -up of the road surface. The useful life of roadways can be extended from 20 to as much as 100 years if, on a regularly scheduled basis, small breaks are fixed and a seal coat or resurfacing is performed before severe damage occurs. This is the reason why maintenance work is sometimes performed on streets that appear to be in good addition. Fog Sealing - A method of applying an asphalt emulsion to an existing pavement surface to improve sealing or waterproofing and prevent further stone loss by holding the aggregate in place. Typically, this method is recommended once the pavement life has reached five to seven years. By performing such maintenance, the pavement life is expected to be extended by five years. Crack Sealina - A method of applying a long lasting, resilient sealant in cracks and joints which is flexible and expandable in varying and extreme pavement temperatures. The sealant will prevent the invasion of surface water between the layers of asphalt and sub - grade rock, thus preventing premature failures, deterioration, and potholes. By performing such maintenance, the pavement life is expected to be extended by three to five years. Micropave - Application of a mixture of fine aggregate with asphalt emulsion. Micropave is utilized on streets with higher traffic volumes. Depending on the traffic volume, this method is recommended once the pavement life has reached five to eight years. By performing such maintenance, the pavement is expected to be extended for an additional 10 years. Resurface /Overlay - Asphalt overlay is a road - resurfacing method where a lift of asphalt is placed on top of the existing roadway surface. Asphalt overlays are designed to extend the life of a road's driving surface and keep roads in good condition by preventing potholes and preserving the underlying road bed structure. With preventive maintenance measures in place, the pavement life is expected to be extended for an additional 15 -20 years. Pavement Reconstruction When the condition of a roadway reaches the point where preventive maintenance is no longer cost - effective, the entire roadway must be removed and replaced. 94 c? The City Wit oui Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Roger Stevens Public Works Director SUBJECT: Villas at Stonebridge - Street Acceptance DATE: August 16, 2013 BACKGROUND: The subject residential development is located on the south side of E 76th St N between N 129th E Avenue and N 145 E Avenue. In September 2009, construction of the streets, sanitary sewer, and stormwater drainage system commenced and the infrastructure was completed in May 2012. The City of Owasso construction standards for streets are detailed and list multiple criteria for preparation and installation of asphalt and /or concrete. With the exception of meeting the subgrade plasticity index, the streets constructed in the Villas at Stonebridge met or exceed construction specifications. The Plasticity Index is the numerical difference between the liquid limit and the plastic limit for a particular material and indicates the magnitude of the range of moisture content over which the soil remains plastic. It is a measure of the cohesive qualities of the binder resulting from the clay content. Also, it gives some indication of the amount of swelling and shrinkage that will result in the wetting and drying of the material. If some soils do not have sufficient mechanical interlock, they require amounts of cohesive materials to give a satisfactory performance. In accordance with the City of Owasso construction standards, the subgrade material shall be modified to produce a plasticity of 10 or less. In June 2011, multiple soil samples within the development were analyzed with plasticity index ranging from 1 1 to 18. In addition, City staff requested additional subgrade testing in October 2012 with plasticity index ranging from 10 to 23. As a result, City staff and the developer, Sooner Traditions, have met on several occasions to discuss these findings and determine a proper course of action. THIRD PARTY OPINION: In the fall of 2012, City staff and Gene Daniel, a specialist in concrete paving for over 30 years, met onsite to observe the road construction and obtain a third party opinion. Based on his observation, Mr. Daniel's professional opinion was the concrete road would last its expected life. Mr. Daniel did not have a concern with the plasticity index. In July 2013, Sooner Traditions hired Standard Testing to provide observation services as a third party for project. Standard Testing documented the current conditions by way of pictures, notes, reports and sketches. In August 2013, City staff requested a written report from Mr. Daniel providing his professional opinion concerning the integrity of the concrete roadway within the Villas at Stonebridge subdivision. Mr. Daniels does not believe the plasticity index greater than 10 will necessarily cause a measurable decrease in the expected life of this pavement. However, Mr. Daniels does have a concern with a frozen expansion joint in the northbound traffic lane, approximately 286 feet south of the accelerating lane of E 76th Street North. As a result, this particular issue would be addressed during the maintenance period, if necessary. ROADWAY MAINTENANCE AGREEMENT: Following a thorough review of the third party findings and additional discussions with the project developer, City staff agreed to propose a roadway maintenance agreement in lieu of the two - year maintenance bond as required in the City's construction standards for Council review and consideration. The highlights of the agreement include: • Sooner Traditions will create a maintenance fund by producing a Letter of Credit in the amount of two- hundred fifty thousand dollars ($250,000); • The maintenance agreement shall have a term of five years; • Routine inspection of the roadway by City of Owasso and Standard Testing throughout the term of the agreement. RECOMMENDATION: Staff recommends the acceptance of streets at the Villas at Stonebridge and approval of a roadway maintenance agreement. ATTACHMENTS: A. Roadway Maintenance Agreement B. Report from Gene Daniels C. Cost Estimate - Full Concrete Replacement ROADWAY MAINTENANCE AGREEMENT This Roadway Maintenance Agreement ( "Agreement ") is entered into this day of 2013 by and between Sooner Traditions, L.L.C., an Oklahoma limited liability company ( "Sooner "); Hunter Miller ( "Miller ") and the City of Owasso, Tulsa County, Oklahoma ( "Owasso "). RECITALS WHEREAS Sooner Traditions is developing a residential community in Owasso known as the Villas at Stonebridge in the Northwest Quarter of Section Thirty -Three (33), Township Twenty -One (21) North, Range Fourteen (14) East of the Indian Meridian, Tulsa County, Oklahoma according to the Final Plat recorded as Document Number 6427 on May 26, 2012 in the Tulsa County Clerk's Office and being more particular described on Exhibit "A" attached hereto and incorporated herein by reference ( "Villas at Stonebridge "). WHEREAS the Villas at Stonebridge contains a public roadway named North 132nd East Avenue ( "Roadway ") and being more particularly described and depicted in Exhibit `B" attached hereto and incorporated herein by reference. WHEREAS to ensure the integrity and condition of the Roadway is maintained during a limited five year period, Owasso has asked Sooner to create a maintenance fund capable of paying the sum of Two- Hundred Fifty Thousand Dollars ($250,000) ( "Maintenance Fund ") to be used to repair and /or replace the Roadway or any portion of the Roadway. WHEREAS Sooner has agreed to create the Maintenance Fund to be used for the purposes stated and agreed to herein. WHEREAS upon the acceptance of all City of Owasso public infrastructure by City Council, Owasso has agreed to issue all permits necessary to allow Sooner to commence construction of all residential, common area, and other related structures for the complete and full development of the Villas at Stonebridge, including but not limited to, all roadway, building and construction permits and all completion and occupancy permits.. NOW THEREFORE, in consideration of the foregoing and the mutual covenants set forth herein and for other good and valuable consideration the adequacy and sufficiency of which are hereby acknowledged, the parties hereby agree as follows: COVENANTS 1. CREATION OF THE MAINTENANCE FUND. Simultaneously with the execution of this Agreement, Sooner and its principal, Hunter Miller, shall cause the creation of the Maintenance Fund by causing a Letter of Credit in the amount of two- hundred fifty thousand dollars ($250,000) to issue payable to Owasso upon the occurrence of a Trigger Event in accordance with Paragraphs 7 and 8 herein below. The Letter of Credit shall issue from Republic Bank & Trust. The maximum value of the Maintenance Fund shall be $250,000. Neither Sooner nor Hunter Miller will not have any obligation to replenish the Maintenance Fund in the event there is a partial or full withdrawal from the Maintenance Fund. Roadway Maintenance Agreement Page 1 of 6 2. INSPECTION TO DETERMINE CURRENT OF ROADWAY. Upon the execution of this Agreement, Sooner and Owasso will cause: Standard Testing and Engineering Company ( "Standard Testing "), to inspect the Roadway and provide a written report discussing the findings of its inspection ( "Standard Testing Report"). The Standard Testing Report shall be attached to this Agreement upon receipt as Exhibit "C" and shall be incorporated herein and made a part hereto. The Standard Testing Report, when read in its entirety, shall be deemed to be the current condition of the Roadway as of the date of this Agreement ( "Current Condition of the Roadway "). 3. FUTURE INSPECTION OF THE ROADWAY. Owasso and Standard Testing have permission to inspect the Roadway from time to time. In the event the Roadway or any portion thereof, after inspection, appears to have materially changed in its condition ( "Material Change ") from the Current Condition of the Roadway, Owasso shall notify Sooner in writing about the Material Change and provide Sooner with a written report prepared by Standard Testing ( "Report of Material Change "). The Report of Material Change shall at a minimum include (1) the location on the Roadway of the Material Change, (ii) a detailed description of the Material Change, (iii) a detailed explanation as to why the Material Change is encompassed within the meaning of "Material Change in Condition of the Roadway" as that term is defined in Paragraph 4 below herein; and (iv) proposed remedial solutions to repair and /or replace the Material Change. 4. MATERIAL CHANGE IN CONDITION OF THE ROADWAY. The term "Material Change in the Condition of the Roadway" shall mean (i) a change in the Current Condition of the Roadway that causes a material negative effect to the structural integrity of the Roadway; and (ii) the change is not a change (a) that occurs from the age of the Roadway; or (b) that occurs from any natural disaster, act of god or weather related event or any vandalism, destruction or damage to the Roadway by a party other than Sooner. 5. 6. OPPORTUNITY TO CURE. In the event there is a Material Change in the Condition of the Roadway, Sooner shall have the opportunity to cure the Material Change in the Condition of the Roadway by performing the remedial services recommended in the Report of Material Change or as otherwise agreed by the parties in writing (collectively "The Work "). If Sooner or Miller elect to cure the Material Change in the Condition of the Roadway, it shall notify Owasso in writing of its intent to cure ( "Notice of Intent to Cure ") and shall commence the work to cure the Material Change in the Condition of the Roadway within thirty (30) Business Days of the Determination of a Material Change in Condition of the Roadway. 7. TRIGGER EVENT. In the event Sooner or Miller fails to deliver the Notice of Intent to Cure to Owasso and commence The Work within the time required in Paragraph 6 above, such failure shall constitute a Trigger Event. 8. RIGHTS OF OWASSO UPON THE OCCURRENCE OF A TRIGGER EVENT. Upon the occurrence of a Trigger Event, Owasso may make written demand ( "Notice of Trigger Event ") for payment from the Maintenance Fund. The Notice of Trigger Roadway Maintenance Agreement Page 2 of 6 Event shall be delivered to Sooner or Miller and Republic Bank & Trust in the manner set forth in Paragraph 22 below and shall contain (i) the dollar amount Owasso seeks to receive from the Maintenance Fund; and (ii) the supporting bid from the third party contractor whom Owasso has hired to perform The Work. Within 5 Business Days of receipt of the Notice of Trigger Event, Sooner or Miller shall either pay directly to Owasso the sum stated in the Notice of Trigger Event, or, if no action is taken by Sooner or Miller, then Republic Bank & Trust shall fund the Letter of Credit in the exact amount contained within the Notice of Trigger Event and deliver the proceeds to Owasso without further notice or consent to or from Sooner or Miller. 9. TERMINATION OF THE MAINTENANCE FUND. The Maintenance Fund shall terminate upon the earlier of (i) the full depletion of the Maintenance Fund; or (ii) the Expiration Date of this Agreement; or (iii) the early termination of this Agreement. 10. TERM OF AGREEMENT. This Agreement shall have a term commencing on June 19, 2013 and ending on June 19, 2018 ( "Expiration Date "). Upon the Expiration Date, the parties shall be released of (i) all performance and other obligations contained in this Agreement; (ii) all claims which arose or could have arisen from this Agreement; and (iii) all claims which arose or could have arose from the Roadway and any services performed by either party on the Roadway. At the time of the Expiration Date, this Agreement shall become null and void and shall no longer have any force or affect against or upon the parties. 11. EARLY TERMINATION. This Agreement shall terminate ( "Early Termination ") prior to the Expiration Date upon the occurrence of one of the following (i) the full depletion of the Maintenance Fund; or (ii) upon the written agreement of the parties. In the event of Early Termination, the parties shall be released of (i) all performance and other obligations contained in this Agreement; (ii) all claims which arose or could have arisen from this Agreement; and (iii) all claims which arose or could have arose from the Roadway and any services performed by either party on the Roadway. At the time of Early Termination, this Agreement shall become null and void and shall no longer have any force or affect against or upon the parties. 12. ISSUANCE OF PERMITS. Upon the approval of all City of Owasso public infrastructure by City Council, Owasso shall cause the issuance of all permits to Sooner or Miller necessary to commence the construction of all residential, common area and other related structures and infrastructures for the complete and full development of the Villas at Stonebridge. Further, to the extent any certificates of completion or occupancy and /or permits are currently being withheld related to any structure, roadway or improvement currently built in the Villas of Stonebridge, Owasso shall cause the release of such certificates and /or permits simultaneously with the execution of this Agreement by all parties. 13. RIGHT TO CONDUCT REMEDIAL WORK. Upon execution of this Agreement, Sooner or Miller shall have the right, at their own expense, to perform any and all work, which in its discretion, would cease and /or prevent any material or cosmetic change currently appearing or occurring on the Roadway. Owasso shall allow this work to occur unfettered and shall have the right to approve or reject the repairs or replacements at Sooner's or Miller's expense. Roadway Maintenance Agreement Page 3 of 6 GENERAL CONDITIONS 14. ASSIGNMENT. Neither party shall have the right to assign any of their rights or delegate any of their duties, responsibilities or obligations arising under this Agreement, in whole or in part, by operation of law or otherwise, without the prior written consent of the other party. . 15. BINDING AFFECT. This Agreement shall inure to the benefit of, and shall be binding upon, the Parties and their respective successors and permitted assigns. This Agreement shall not confer any rights or remedies upon any person or entity other than the Parties and their respective successors and permitted assigns. 16. HEADINGS. The section headings contained in this Agreement are for reference and convenience only and shall not in any way affect the meaning or interpretation of this Agreement. 17. CONSTRUCTION. In the event an ambiguity or question of intent or interpretation arises, this Agreement shall be construed as if drafted jointly by the Parties, and no presumption or burden of proof shall arise favoring or disfavoring either party by virtue of the authorship of any of the provisions of this Agreement. 18. GOVERNING LAW; VENUE; JURISDICTION. The Parties agree that this Agreement shall be interpreted and enforced under the laws of the State of Oklahoma, excluding any choice of law rules, which may direct the application of laws of any other jurisdiction. The Parties further agree that any dispute arising out of this Agreement shall be decided by either a state or federal court in Rogers County, Oklahoma. The Parties agree to submit to the jurisdiction of those courts and agree that service of process by certified mail, return receipt requested, shall be sufficient to confer those courts with in personam jurisdiction. 19. SEVERABILITY. This Agreement, to the greatest extent possible, shall be construed so as to give validity to all of the provisions contained in this Agreement. Any provisions of this Agreement found to be invalid, illegal, unenforceable or otherwise prohibited by law shall be ineffective to the extent of that provision without invalidating any other part of this Agreement. 20. ENTIRE AGREEMENT. This Agreement sets forth the entire agreement and understanding of the Parties with respect to the subject matter of this Agreement and supersedes any and all prior agreements, arrangements and understandings, whether oral or written, of this Agreement between the Parties, relating to the subject matter of this Agreement. 21. MODIFICATION. This Agreement may be amended, modified or superseded only by a written instrument executed by the Parties. 22. NOTICES. All notices required or permitted under this Agreement shall be in writing and shall be deemed to be received by the party entitled to the notice: (i) three (3) Business Days after the notice is deposited, with all freight or other charges prepaid, with a recognized carrier of overnight packages; (ii) five (5) Business Days after the notice is mailed by Roadway Maintenance Agreement Page 4 of 6 registered or certified mail with postage prepaid; or (iii) on the same day the notice is sent by facsimile with the receipt of a confirmation of the transmission, and the notice being addressed as follows, or to such other address as may be designated from time to time by one party to the other in a written notice given in a like manner: If to Sooner, to: Sooner Traditions, LLC C/O Hunter Miller, Manager 2221 West Lindsey, Suite 201 Norman, Oklahoma 73069 405- 307 -9908 — Telephone 405- 307 -9941 - Facsimile With copy to: Armando Rosell, Esquire Mulinix Ogden Hall & Ludlam, PLLC 3030 Oklahoma Tower 210 Park Avenue Oklahoma City, Oklahoma 73102 405- 232 -3800 - Telephone 405- 232 -8999 _ Facsimile rosell cr,lawokc.com If to the City of Owasso, to: City of Owasso 111 North Main Street P.O. Box 180 Owasso, Oklahoma 74055 918- 376 -1500 — Telephone 918 - 376 -1599 - Facsimile With copy to: Julie Trout Lombardi City Attorney /General Counsel City of Owasso 111 North. Main Street P.O. Box 180 Owasso, Oklahoma 74055 918 - 3761511 —Telephone 918 - 376 -1599 -- Facsimile ilombardiP,cityofowasso cam 23. PREVAILING PARTY. In the event any dispute between the Parties results in litigation to enforce this Agreement, the prevailing party in the litigation shall be entitled, in addition to all other remedies provided under this Agreement or by law, to recover from the non - prevailing party any and all costs and expenses, including without limitation, reasonable attorney's fees, related to, associated with or arising from the litigation. 24. MULTIPLE COUNTERPARTS. This Agreement may be executed in one or more identical counterparts, each of which for all purposes shall be deemed an original, and all of which collectively shall constitute one complete agreement. 25. BUSINESS DAYS. The term "Business Days" shall mean all days of week excluding Saturdays and Sundays and all legal holidays. [SIGNATURE PAGE TO FOLLOW] Roadway Maintenance Agreement Page 5 of 6 IN WITNESS WHEREOF, the parties hereto have set their hands effective as of the day of ,2013. SOONER TRADITIONS, L.L.C., an Oklahoma CITY OF OWASSO limited liability company M. HUNTER MILLER, MANAGER DOUG BONEBRAKE, MAYOR HUNTER MILLER, Individually Roadway Maintenance Agreement Page 6 of 6 411 H 4Mi'fw.LlwpFl]gYn• I L! MIa kl I IMp �� 1 i gt r- Y I W Y i Ito.. WI NF:rilff'rIft" lMrp1YM XY L 1••KLa FINAL PLAT of VILLAS AT ST4NEBRIDGE BEING A PART OF THE NW14, SEC. 33, T2tN, RUE. OF THE UYL AN ADDITION TO —HE CITY OF OWASSO, TULSA COUNTY. OKLAHOMA 'f•� gCYkCI rlfli rMi Iii iLLLML stt N 1}IM •14. %N a Ltr --•� , eE " i ,� -• •r EAST-T6+h3;(REEPNOFm! - - 7"y _NOTE 9 Miii+lrar „eLii:Ni oic.+wLr«wLSrA.awa �Jl :r,{ AKi,•p i{ {NIMW(yl6 -N U,"tr MptWiaYL ff gLwKiNelMlpnftle x I'IOSli+3uL iiWifN Na31,U+e9PH+elllllq C iG"IM .4_,.Yw.fi+TicpyRfr(Nft t +ifWpi tlMi?teL}✓'ilArt 7 'sf wilm .rtr•(lvil:i I^ I„ /odicflricsi u � iwca�roiarYLS¢ 0 LV.4 rOM'MGla Y: t:nl1Q4lpf UY • U:rrn IMfMFUT m' • oMi+la!l....et lnA etaaiiQ XJALCl1S •cs:LV.ra•)u wl;nrtlsa i o1,¢nraaYSie LeG Ifli ati • }iMf,t/T RNrfm'LLA:•P'wlisa ea�spitsuh etrivavww a� aivrca•owau 0iW11•MSlipip iw.iµL�f�•i irLWpli .raver! u %r�iw a E AI )�� .4 t -Ij i1iDt'Yf'R ' ixLM(l•eM _ISLenro`nwa•� tl ° j ' emoeyu'e_.tai -- . - —_�..— �_-- -_— -._._ { °_ . - .—I__ T. _r _� _! ' � ? ; `..i._..�._ f.. _ is -• i :• I I: . L i � �• ...Y � I [ i IL R � ii �j [ T aM'fCii�r:i•rr EXHIBIT "A" Um Table LipsI LWA U- (r(CIL! �1 , xe' ;Ilflilfri j if Xfl {sipafb'ry as j xx , au•I•an I { 4 { Le Ir1t'aerly { � u I u�uiwiJl t ar i I s4if i C— �SN•H'i^M { Ls a1 LY j WLr<:w oral fig a rwlroswi+.fiw+s.er>.,rcoa•n . rnfrrrwu �yr ,L•rw�•rw....a•r.w•r..r.w...+r r s wnwwvtn....•. rrnwl+.uF,.•a(.er....1 rFLµ1:ASAL 3ilMlRax vWNMi••I••NigdM /rvnvO+rnH+lr �nL rWYra. i:rt+9erallww: MYltr•+r riVA•�WMaWYn•••Y}r Ir,nsvd.iriw,•I fL'wsnLr.•t•dfe. rw r..1L A.a rr (•Mlris'rw.www•.wwniW dawWNV.nrr VILLAS AT STONEBRIDGE EXHIBIT "B" EAST 76th STREET NORTH m � w w Q GpM00'P 4 t~n PREA N W a 'a c c @N7 M r r a � z z GPR N GPI P�C: VILLAS AT STONEB1RIDGE PAVEMENT CITY OF OWASSO t 818/ Legend 111 N. Main Street 0 P.O. Box ISO North Owasso, OK 74055 � 918.376.1500 "'MIS NIA, IS FOR IN1- O}UNATI ON Pl111108 H CIN LY AND IS NOT INTNNOUD TO REPRESENTAN ACCURATL AND TRUE SCALE. USE OF THIS MAP IS WITFTOT_TT W',' AN'1'Y OR RF.PRES .NTATION t3Y C17-Y OF OWASSO OF ITS ACCURACY. $TANDARD tTESTING4 AND ENGINEERING COMPANY - siltee 19 5 July 12, 2013 TULSA OFFICE EXHIBIT "C" 10816 E. Newton St., suite 110 • Tulsa, OK 74: (918) 439 -9539 • (800) 725 -4592 - (918) 437 -085-a rnA -- - 902 Trails West Loop 202 SE 'T' Ave 3400 N Lincoln Blvd Enid, OK 73703 -6336 Lawton, OK 73501 -2481 Oklahoma Clty, OK 73105 -5493 (580) 237 -3130 (580) 353 -0872 (405) 528 -0541 (800) 725 -3130 (800) 725 -0872 (800) 725 -0541 (580) 237 -3211 FAX (580) 353 -1263 FAX (405) 528 -0559 FAX SUBJECT: Observation Services for Roadway Conditions at the Villas of Stonebrdige Project in Owasso, Oldahoma To whom it may concern: Andrew Towles with Sooner Traditions has contracted us to provide observation services as a third party for the Villas of Stonebridge project in Owasso, OK. The purpose of our services is to document the current condition of the concrete driving lanes of the project. We have documented the conditions by way of pictures, notes, reports and sketches. In five years' time we will return to the jobsite to assess and compare the condition then to our findings from this week. Brief description of current condition is as follows; The majority of the cracks in the concrete run down the middle of the pavement North and South. There are cracks in the two EastAVest paved portions; cracks are in approximately the middle. No cracks were observed in the radius at the South end of the project. All current cracks in the concrete have been sealed. No crowning or unplanned sloping of the concrete paving is apparent. Aside from the cracks, there were no other visible deteriorations of the concrete. Some portions of the paving have been sawcut. The contractor has scheduled them to be cleaned, grouted and sealed. This will be documented once performed. LIMITATIONS It is our intention to perform our services in a manner consistent with the level of care and skill ordinarily exercised by firms of our type practicing in the same locality under similar conditions. However, we do not undertake the guarantee of construction nor do we relieve the contractor of his primary responsibility to produce a completed project conforming to the project plans and specifications or for repairing defects, deficiencies or omissions regardless of when they are found. No warranty is express or implied. We appreciate the opportunity to work with you on this project. If you have any questions regarding the work discussed above or the test results attached, please contact our Tulsa office. Respectfully submitted, STANDARD TESTING AND ENGINEERING COMPANY P ick elly Tulsa Branch Manager File # Page 1 of I July 12, 2013 Copyright 2013 STFC (1). Gene (Danief Consulting Engineer 1902 Oak Ridge Drive Claremore, OK 74017 August 8 cc DDearing @CityOfOwasso.com , 2013 Attn: Mr. Dwayne Henderson City Engineer City of Owasso, Oklahoma dhenderson@CityOfOwasso.com Owasso, Oklahoma RE: Street for Villas at Stonebridge City of Owasso Dear Dwayne, ATTACHMENT B Ph. (918) 283 -1856 Fax (918) 283 -1856 gd.a n i e172 (��r sb cal olla 1. n e t In accordance with your request I have examined the pavement at the Villas at Stonebridge, City of Owasso, plus soil and concrete information related to this concrete pavement. It is my understanding that because of a subgrade soil modification not reaching City of Owasso standards and because of some cracking of the in place concrete, there is concern about the life of the concrete paving, particularly the short term life. I first viewed this pavement on November 1, 2012. My next viewing took place on August 6, 2013, some nine (9) months later. Based on a review of concrete cylinder test reports furnished by your office it appears that the last of the concrete paving was completed in January, 2012. The concrete appears to have now been in place a minimum of 19 months and over two summer seasons. The basic paving section was to be a 6 inch thick 4000 psi concrete. The subgrade was to consist of 8 inches of treated and compacted subgrade with a Plasticity Index (PI) of less than ten (10) and compacted to not less than 95% of Standard Density. I have viewed these issues as two different and separate problems because they are unrelated with regard to cause and the expected life expectancy of the pavement, except as they may strengthen or weaken one another. First the cracking issue is very straight forward. Much of the single lane pavement (17.5 ft b/b of curb) does not have a centerline joint. While the pavement was placed as three separate units (curb, paving, curb) and transverse joints at approximately 12 feet the paving lane acted as though it was 17.5 ft wide, not 13.5 ft. Nothing was done to prevent the curb and gutter sections from bonding to the paving. The pavement then acted as a 17.5 foot wide placement and needed a centerline joint. Note that all cracks are along the pavement centerline. There are not other cracks except at one expansion joint in the eastern (Northbound lane). The actual working dimension of each basic slab where cracking has occurred is 17.5 ft x 12 ft, which is an unacceptable ratio. Hence the cracks. Note that there are areas that have a centerline joint and these areas are crack free. Note that the length to width ratio of parking lot slabs approach 1:1 and there are no cracks in the parking areas. Note that the E -W slab, added by this project, to 76`x' St. does not have cracks. This is because it is only 12 to 13 ft wide providing an acceptable ratio of 1 :1. The omission of the centerline joint caused all cracks with the exception of the transverse joint in the eastern lane, approximately 286 feet south of the acceleration lane added to 76"' street. The above described location is an expansion joint that extends across the complete pavement lane. I do not have a copy of the expansion joint detail used, but I expect it contains steel dowel bars with provisions to prevent bonding and thus allow longitudinal .movement of the pavement at the joint. What appears to be happening here is that the dowel bars were not lubricated properly or were not aligned properly to permit free longitudinal movement. The transverse cracks near the ends of the dowels are typical for frozen dowels (movement prevented). The situation is made worse by the lack of a centerline joint so there are also longitudinal cracks intermixed with the transverse cracks at this joint. There are no other cracks, so all cracks are related to the absence of a centerline joint or non- moving (frozen) dowels at the one identified expansion joint. The soil subgrade compactive effort nor the PI of the subgrade have created nor caused any cracking. Soils with high PI's can. cause movement of pavements as the underlying soils expand or contract. The potential for such movement is often measured by a soil characteristic named the Plasticity Index (PI). The greater the numerical value of the PI the greater the probability of volume changes of the soil and subsequent damage to a pavement. The City of Owasso therefore has a special requirement for several inches of low PI material (soil) beneath a concrete pavement. The maximum permitted PI is less than ten ( <10). It has been reported to me that the original PI values were above the permissible value and that a stabilization process using fly ash was used to help the situation. It is presumed, although not known, that the fly ash stabilization process was accomplished for a minimum depth of 8 inches. Subsequent to the pavement placement, Terracon cored the pavement in ten locations to obtain soil samples that were checked for PI values. Only one often tests met the Owasso specification of <10 for the PI. The other nine tests ranged from 12 to 23, with 7 values below 18 and 2 above 21. The average was a PI of 16 including a 23 and 22 under the 76«' street deceleration and acceleration lane. Without question the City of Owasso requirements were not met. The question is how detrimental is this non - compliance to the longevity of the pavement. My approach to this question is a study of design systems for concrete pavements and their reliance on subgrade PI's to assist in determining the slab thickness. There are available design methods, but some are excluded because this is a city street and not a highway. The traffic loads are very different depending upon intended use. I chose the American Concrete Institute, ACI 325.1211 Guide for Design of Jointed Concrete Pavements for Streets and Local Roads as a design comparison method. This guide includes an approximate relationship between soil plasticity and expansion (swelling). The rule of thumb is non - expansive description for soils from non - plastic up to a PI of 15 and expansive if the PI is greater than 15. The treated soils, in this case, straddle the 15 value, thus indicating that some expansion is possible, but not necessarily a large amount. All of the treated soils as tested by Terracon, except one, are classified as CL, which is described as a low - compressibility lean clay. A clayey soil with a PI of 10 is also classified as CL (Uniform Classification System). The exception was classified as non - plastic indicating zero swelling potential. The overall statistics of the potential for soil expansion and reduced potential pavement life due to a PI greater than 10 is something less than 20 %. After pavements cover an area the subgrade moisture increases, because of the concrete cover disrupting the evaporation process. The subject pavement has now been in place 19 months and should be reaching its stability point regarding moisture of the underlying soil, thus reducing the amount of fixture expansion changes. There are no visible signs of distress or cracks due to subgrade expansion so the future threat is now lower than 19 months ago. There are many considerations beyond soil conditions in the prediction of a pavement life. The actual number of vehicles will vary fiom the number predicted for design. The actual weights of the vehicles will also vary. Weather pattern changes will affect the pavement system. Will vehicles be heavier or lighter in weight in the next 10 to 40 years. Look at the change in the typical pickup in the last 10 years with extended cabs and 4 door units. The concrete pavement was to have a minimum strength of 4000 psi at 28 days of age. The average test strength was 5266 psi so this above strength concrete will lower the potential for damage to the pavement due to volume changes within the subgrade. All such factors must influence any predictions of pavement life. With the development of a specific life expectancy not possible, we must deal in probabilities. Based on the 19 month history of this pavement, the post construction PI tests, the post construction concrete strengths, the lack of any current signs of soil induced pavement movements, a consideration of the increased potential for soil expansion due to subgrade soils with a PI >10, and the overall history of concrete pavements performing beyond. their expected design life cycle, I see no reason to expect this pavement to underperforrn more than marginally due to the excessive PI issue. The pavement cracks due to lack of a centerline joint are a problem aesthetically because the cracks are crooked and wiggly. Consequently they catch the eye and are not a pleasing site. The cracks are in fact a centerline joint made by the concrete itself and will act in the same capacity as a man -made joint would have acted. The only detriment of the cracked joint is that it presents the possibility for raveling of the edge, which would not be the case with a man - formed joint. Raveling of the edge cannot of itself be considered a reason for a shortening of the expected pavement life. 4 The most serious pavement defect that could affect overall integrity of the pavement and require extreme extra maintenance, in my opinion is the frozen expansion joint in the northbound traffic lane, approximately 286 feet south of the accelerating lane of 76`x' street. This area of the pavement may continue to deteriorate under traffic conditions and may need reconstruction during the 5 year period following the start of dwelling construction at this development site. Where required, the repairs can be accomplished by replacement of a full slab section on each side of the joint and a properly constructed joint placed. An alternative would be to saw out approximately 3 or 4 feet of slab on each side of the expansion joint and reconstruct only 6 to 8 feet of the pavement including dowels to the existing pavement at the sawn locations to prevent rocking of the shortened slab. The need for this type of pavement repair may come within 5 years or it may not be needed until a longer time period has passed. Because of the scarifying of the entire subgrade, mixing in of the fly ash followed by recompaction the subgrade may now be more uniform in density than usual. This uniformity may have extended the pavement life by removing the non - uniformities often present in pavement subgrades. In summary, I do not believe the Plasticity Index greater than 10 will necessarily cause a measurable decrease in the expected life of this pavement. It is also my opinion that the centerline cracking of the pavement, where a centerline joint was not provided, will not necessarily shorten the life of the pavement. What it will do is increase the required maintenance to prevent the joint from having excessive raveling. The largest single concern of mine is the deteriorating expansion joint in the northbound lane near the south end of the street. This joint is the most likely location for a major repair during the pavement life and it is certainly possible that this repair could be needed within 5 years. If you have any questions please contact me and I will attempt to answer- them Very truly yours, D. Gene Daniel, P.E. FACI cc DDeariiag@CityOfOwasso.com CityOfOwasso.com cc RStevens@CilyOfOwasso.com CityOfOwasso.com ATTACHMENT C Office: 405- 373 -2801 I�'ax: X105- 373 -291 � T C COI1S1t'LICiiOII CUltlj)dlly, Inc. 15130 NW Fxpressway. Piedmont, Ok 73078 t` Division of the Meckienbtirg Companies July 23, 2013 To: Mr, Hunter Miller At: Villa's at Stonebridge Owasso, OK Sir, In order to clarify the actual public paving quantities on the project I completely redid the take -offs as if I were actually bidding a job. It is my belief that these quantities are true and accurate. I have also applied more current unit pricing in order to reflect current market values. This would not however reflect your out of pocket expense as that would be done on a true cost basis in an effort to be a team player. This also reflects pouring back a more conventional paving section with a monolithic integral barrier curb and a centerline saw mark. See Addendum "A" attached. Respectfully, Mike M-eeckkntsi`Fg`'""" Vice President TMC Construction Company, Inc. Construction Management Consulting- Professional Gencral Contractors "40 Years of, Professional Services" Office: 405 -373 -2801 0 Fax:,105-373-2912 * T IC Construction Company, Inc. 15130 NW L-;xpressway, Piedtnont, Ol: 73078 * DiVision of the Mecklenburg Companies Addemdum "A" Remove existing curb and gutter: 2004 lin. ft. @ 10.00 $ 20,040.00 Remove 6" PC. Paving: 2952 sq. yds. @ 14.00 41,328.00 Restabilize Existing Sub - Grade: 3397 sq/ yds. @ 8.00 27,176.00 6" 4000 psi Concrete Paving: 2952 sq. yds. @ 31.00 91,512.00 6" Integral Barrier Curb: 2004 lin. ft. @ 5.00 10,020.00 Total Cost $ 190,076.00 Construction Alanaacntcnt Consulting- Professional General Contractors ,'40 Years of professional Services" V The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Warren Lehr Interim City Manager SUBJECT: First Bank Building Purchase DATE: August 16, 2013 BACKGROUND: Acquisition of the former First Bank building located at 102 W 2nd Avenue has been the subject of discussion among city staff, City Council, and other committees for the past year. Original discussions focused, primarily, on acquiring the building for the Main Police Station. However, as discussions progressed, the idea surfaced that the building may be better suited for a City Hall than a Police Headquarters. The expense of moving the jail and communications center would be very costly as compared to keeping them in their current location. Additionally, the International Building Code would likely require extensive engineering and structural modifications to the First Bank Building if it were to be used as a Police Headquarters. Police buildings have unique code requirements that traditional office buildings do not have. The progression of the discussions led to a more focused effort to acquire the vacant building for use as City Hall, thus, freeing the space currently housing City Hall for expansion of Police Headquarters. NEEDS ASSESSMENT: On November 6, 2012, City Council approved an Agreement for Architectural Services with Wilson Estes Police Architects for a Needs Assessment Study for City Hall and Police Headquarters. On May 14, 2013, Mr. James Estes with the Wilson Estes firm presented the Needs Assessment Study to the City Council. In summary, the study acknowledged that expanding our police station into the current City Hall building would be more cost effective than moving the department to a different location. The goal of increasing space for the police department would effectively be realized by moving City Hall and allowing the Police Department to expand into the vacated space. DISCUSSION: During the August 6, 2013 Council meeting, city staff presented historical information and accumulated data relative to the proposed purchase of the former First Bank building located 102 W 2nd Avenue. Additional discussion was held during the August 13 Council work session. During the discussion, Councilor Ross commented that he is not convinced of the non - presence of asbestos in the building; despite the environmental testing performed by Cox Environmental and SanAir Technologies on June 19, 2012 (they reported that no asbestos was detected). Following the work session, staff contacted Blackshare Environmental Solutions, a second certified environmental consulting and engineering firm, and arranged for additional asbestos sampling to be conducted in the specific areas that are of concern to Councilor Ross and any other areas that Blackshare inspectors deemed necessary to sample and test. The cost for the additional testing is estimated at $2,000 and staff expects the laboratory findings report to be delivered by August 22, 2013. RECOMMENDATION: Staff recommends City Council approval of a contract for the purchase of the former First Bank building (102 W 2nd Avenue) in the amount of $1.6 million, and authorization to execute the purchase contract contingent upon the receipt and review of additional environmental testing, which result in acceptable findings in relation to the presence of asbestos and /or the recommended remediation of the presence of asbestos by the current owners of the building. ATTACHMENTS: 1. Contract for Purchase and Sale of Real Property. 2. Staff memorandum dated August 2, 2013 3. PowerPoint presentation made August 6, 2013 4. SanAir Technologies Laboratory Analysis Report CONTRACT FOR PURCHASE AND SALE OF REAL PROPERTY THIS CONTRACT is made and entered into by and between FIRST BANK OF OWASSO, an Oklahoma banking corporation ( "Seller "), whose address is 8601 N. Garnett Rd., Owasso, Oklahoma 74055 and CITY OF OWASSO /OWASSO PUBLIC WORKS AUTHORITY ( "Purchaser "), whose address is 111 N. Main, Owasso, OK 74055. WHEREAS, Seller holds record title to the following described real property (the "Property "); A TRACT OF LAND LOCATED IN LOTS ONE THROUGH SEVEN (1 -7) OF BLOCK TWENTY -SEVEN (27) AND IN LOT ONE (1) OF BLOCK THIRTY -SEVEN (37) OF THE ORIGINAL TOWNSITE OF OWASSO, ACCORDING TO THE RECORDED PLAT THEREOF; IN SECTION THIRTY -ONE (31) OF TOWNSHIP TWENTY -ONE (21) NORTH AND RANGE FOURTEEN (14) EAST OF THE INDIAN BASE AND MERIDIAN (I.B. &M.), ACCORDING TO THE U.S. GOVERNMENT SURVEY THEREOF, TULSA COUNTY, STATE OF OKLAHOMA, BEING MORE PARTICULARLY DESCRIBED AS FOLLOWS: BEGINNING AT THE NE CORNER OF LOT 1 OF SAID BLOCK 27; THENCE S 01 °05'51" E A DISTANCE OF 300.00 FEET TO THE SE CORNER OF LOT 7 OF SAID BLOCK 27; THENCE S 88 °58'23" W ALONG THE SOUTH BOUNDARY OF SAID BLOCK 27 A DISTANCE OF 169.00 FEET; THENCE N 01'05'51" W A DISTANCE OF 49.00 FEET; THENCE S 88 °58'23" W A DISTANCE OF 252.69 FEET TO THE PRESENT EASTERLY RAILROAD RIGHT -OF -WAY BEING THE WESTERLY BOUNDARY OF SAID BLOCK THIRTY- SEVEN; THENCE ALONG A CURVE TO THE LEFT BEING ON SAID PRESENT EASTERLY RAILROAD RIGHT -OF -WAY HAVING A RADIUS OF 3,487.87 FEET, WITH A CENTRAL ANGLE OF 2 030'49", A CHORD BEARING OF N 12 049'10" W, A CHORD LENGTH OF 153.00 FEET, FOR A DISTANCE OF 153.01 FEET; THENCE ALONG A CURVE TO THE LEFT BEING ON SAID PRESENT EASTERLY RAILROAD RIGHT -OF -WAY HAVING A RADIUS OF 634.70 FEET, WITH A CENTRAL ANGLE OF 9 °07'35 ", A CHORD BEARING OF N 06 °29'50" W, A CHORD LENGTH OF 100.99 FEET, FOR A DISTANCE OF 101.10 FEET TO THE PRESENT SOUTHERLY RIGHT -OF -WAY OF WEST 2ND AVENUE SOUTH; THENCE N 88 °53'10" E ALONG SAID PRESENT SOUTHERLY RIGHT -OF- WAY OF WEST 2ND AVENUE SOUTH BEING THE NORTH BOUNDARY OF SAID BLOCK 27 A DISTANCE OF 462.28 FEET TO THE POINT OF BEGINNING, AND CONTAINING 2.748 ACRES, MORE OR LESS. Together with all improvements thereon in their present condition. And reserving unto Seller a utility easement and access to sewer serving the property described as Tract No. 2 on that Plat of Survey dated June 23, 2010, prepared by Benchmark Surveying and Land Service, Inc., the exact location of such easement to be determined by the mutual agreement of the parties. WHEREAS, Seller desires to sell and convey the Property to the Purchaser, and the Purchaser desires to acquire the Property from Seller; NOW, THEREFORE, in consideration of the mutual promises and agreements herein contained, and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the parties agree as follows: 1. Sale and Purchase. Subject to the terms and conditions hereinafter set forth, Seller agrees to sell and convey to Purchaser, and Purchaser agrees to buy and acquire, the Property. 2. Purchase Price. The total purchase price of the Property is $1,600,000, to be paid by Purchaser to Seller as hereinafter provided. 3. Title. Within twenty (20) days after the execution of this Contract, Seller shall provide Purchaser an abstract of title certified to within twenty days of delivery thereof showing a marketable title to the Property, subject only to reserved or previously severed mineral interests, easements, mineral leases, rights -of -way and building and use restrictions of record. Purchaser shall have ten (10) days after receipt of such abstract in which to have the abstract examined and furnish Seller notice in writing of any objections thereto. No matter shall be construed as a valid objection to title under this Contract unless it is so construed under the "Real Estate Title Examination Standards" of the Oklahoma Bar Association, where applicable. In case of valid objections to the title, Seller shall have ninety (90) days or such additional time as may be agreed to in writing by both parties to satisfy such objections. In the event the title cannot be perfected and is not insurable, or the Seller is unwilling to satisfy any objections to title, this Contract shall be of no further force and effect; provided, however, Purchaser may elect to purchase the Property with any defects in title, without further liability on the part of Seller. 4. Taxes and Prorations. Seller shall pay in full: (i) all special assessments against the Property upon the date of closing, whether or not payable in installments, and (ii) all taxes other than general ad valorem taxes for the current year, which are a lien on the Property on the Closing Date. General ad valorem taxes for the calendar year in which the closing occurs shall be prorated between Seller and Purchaser as of the Closing Date provided that, if the amount of such taxes has not then been fixed, the proration shall be based upon the rate of levy for the previous calendar year. Each party shall pay one -half of any closing fee. Purchaser shall pay for its own title examination and any title insurance. Any commission due any real estate agent shall be the sole responsibility of the party retaining such Realtor. 5. Risk of Loss. Until the Closing Date, risk of loss to the Property, ordinary wear and tear excepted, shall be upon Seller; after the Closing Date, all risk of loss with respect to the Property shall be upon Purchaser. 6. Closing. If Seller's title to the Property is found to be good and marketable as provided above, or if all defects in said title are timely cured by Seller, a closing of the purchase and sale herein provided shall be held on such date as the parties may mutually agree within 30 days of the date hereof (the "Closing Date "). The closing will be held at the principal office of Seller or at a mutually agreeable closing company. 7. Payment. The purchase price for the Property shall be paid by Purchaser to Seller as follows: (a) $10,000 deposit in cash paid to Seller contemporaneously herewith; and (b) The balance (after prorations) to be paid in cash by Purchaser to Seiler on the Closing Date. 8. Deliveries at Closing. At the closing: (a) Seller will deliver a special warranty deed conveying the Property to the Purchaser; (b) Purchaser will make the cash payment due to Seller described in paragraph 7 above; and (c) The parties will execute and deliver (1) a closing statement evidencing their agreement with the computations of and adjustments to the purchase price and make any payments in accordance therewith, and (2) such other and further documents as may be necessary to effect the transaction contemplated herein. 9. Documentary Stamps. Seller will pay all Oklahoma documentary stamps which are due and payable in connection with the transaction provided for herein. 10. Possession. The sale and purchase provided for herein shall be effective as of, and possession of the Property, shall be surrendered by Seller to Purchaser on the Closing Date after the closing. 11. Default. If, while Seller is not in default with respect to any of its obligations hereunder, Purchaser fails or defaults in performance of any of its obligations hereunder and such failure or default continues for more than five (5) days after notice thereof by Seller to the Purchaser, Seller may, at its sole option, cancel and terminate this Contract by written notice to the Purchaser, in which event Seller shall be entitled to retain the escrow deposit as liquidated damage for such breach of this Contract. The parties hereto agree and stipulate that due to the nature of the subject matter of this Contract it would be impractical or extremely difficult to fix the amount of actual damages arising from any such breach, and that the sum deposited is reasonable under the circumstances. 12. Notice. All notices given hereunder will be in writing and will be delivered or mailed by first class mail, return receipt requested, proper postage prepaid, addressed to the respective addresses set forth herein. The address of any party hereto may be changed by written notice to the other party in the manner hereinabove described. Except as otherwise provided herein, all such notices will be deemed to have been given when delivered or mailed as aforesaid by return receipt. 13. No Modification. This Contract may not be altered, changed or amended except by an instrument in writing signed by the parties hereto. This instrument contains the entire agreement of the parties hereto with respect to the transactions covered hereby and supersedes all other agreements between the parties, oral or written, relating to the subject matter hereof. 14. Governing Law. This Contract and all of its provisions shall be construed in accordance with and governed by the laws of the State of Oklahoma. 15. Binding Effect. This Contract shall be binding upon the heirs, administrators, executors, successors and assigns of the parties hereto and the beneficiaries of the Seller's trust. 16. Headings. The descriptive headings of the paragraphs in this Contract are solely for convenience and shall not be relied upon in construing any provisions hereof. 17. Non - Waiver. The failure of any party hereto in any one or more instances to insist upon strict performance of any of the terms of this Contract shall not be construed as a waiver or relinquishment of the right to assert or rely upon such terms on any future occasion. IN WITNESS WHEREOF, the parties hereto have executed and delivered this Contract for Purchase and Sale of Real Property. CITY OF OWASSO AND OWASSO PUBLIC WORKS AUTHORITY By: Warren Lehr, City and OPWA Manager "Purchaser" Date: Approved as to legality and form: Julie Trout Lambardi, City and OPWA Attorney FIRST BANK OF OWASSO, an Oklahoma banking corporation By: Dominic Sokolosky, President "Seller" Date: V nTh.ity Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Warren Lehr Interim City Manager SUBJECT: First Bank Building Purchase DATE: August 2, 2013 BACKGROUND: In November of 2001, construction of the current City Hall and Police Headquarters was completed and the building was occupied. At the time of initial occupancy, the Police Department had 42 employees and City Hall staff numbered 20. In total, 62 employees occupied the building. Staffing increases have resulted in significant strain to both City Hall and Police Headquarters, with employees being housed in file rooms, storage rooms, and conference rooms. It is projected that in the next 20 years, staffing for City Hall may reach over 70 and staffing for the Police Department may reach over 130, identifying a need for facility expansion. On March 19, 2012, the Capital Improvements Committee met in accordance with the Oklahoma Open Meeting Act and City Council Resolution 2003 -14 to consider a recommendation to the City Council amending the list of projects funded through the Capital Improvements Fund. At the conclusion of their meeting, the Capital Improvements Committee voted unanimously to submit a recommendation to City Council amending the priority determination. On April 17, 2012, the City Council approved Resolution No. 2012 -04, amending the list of projects eligible to receive funding from the Capital Improvements Fund to include, among other projects, funding for a Main Police Station, as recommended by the Capital Improvements Committee. MAIN POLICE STATION: The First Bank Building located at 102 W. 2nd Street is approximately 28,000 square feet and has been appraised for $1,425,000. Original discussions focused, primarily, on acquiring the building for the Main Police Station. As discussions progressed, the idea surfaced that the First Bank building may be better suited for a City Hall than a Police Headquarters. The expense of moving the jail and communications center would be very costly as compared to keeping them in their current location. Additionally, the International Building Code would likely require extensive engineering and structural modifications to the First Bank Building if it were to be used as a Police Headquarters. Police buildings have unique code requirements that traditional office buildings do not have. The progression of the discussions led to a more focused effort to procure the vacant First Bank building for use as City Hall, thus, freeing the space currently housing City Hall for expansion of Police Headquarters. During evaluation of the potential acquisition of the First Bank building, staff determined that an experienced architectural firm was needed to assess whether or not the existing City Hall is suitable for expansion of Police Headquarters and whether the First Bank building is suitable for City Hall. NEEDS ASSESSMENT: On November 6, 2012, City Council approved an Agreement for Architectural Services with Wilson Estes Police Architects for a Needs Assessment Study for City Hall and Police Headquarters. On May 14, 2013, Mr. James Estes with Wilson Estes Architectural Firm presented the Needs Assessment Study to the City Council. In summary, the study acknowledged that expanding our police station into the current City Hall building would be more cost effective than moving the department to a different location. The goal of increasing space for the police department would effectively be realized by moving City Hall and allowing the Police Department to expand into the vacated space. However, the purchase of a building for City Hall was not the listed priority project eligible for funding through the Capital Improvements Fund. Resolution No. 2012 -04 listed Main Police Station as the eligible project. AMENDING THE LISTING OF CAPITAL PROJECTS ELIGIBLE FOR FUNDING: On June 20, 2013, the Capital Improvements Committee held a meeting in accordance with the Oklahoma Open Meeting Act and City Council Resolution 2003 -14. CIP Committee members discussed the needs assessment study prepared by Wilson Estes Architectural Firm. At the conclusion of their meeting, the Capital Improvements Committee voted unanimously to submit a recommendation to the Owasso City Council to amend the priority determination of Main Police Station to Main Police Station /City Hall. In accordance with the procedure for amending the priority determination of capital improvement projects, the City Council conducted a public hearing in order to receive and consider citizen input relevant to the recommendation made by the Capital Improvements Committee. The Public Hearing was held on Tuesday, July 2, 203 with five people addressing the City Council. On July 161h, City Council approved Resolution No. 2013 -13, amending the Main Police Station Project name to Main Police Station /City Hall. UPCOMING ACTION: On the August 2, 2013 agenda, staff has included an item to allow for additional discussion of the purchase of the First Bank building. MAIN POLICE STATION / CITY HALL BACKGROUND • Owasso Progress 7 articles May 2012 — July 2013 • Owasso Reporter 8 articles June 2012 — July 2013 • Tulsa World 3 articles 2013 Discussed in at least 10 public meetings between March 2012 & August 2013 2 public hearings 8/15/2013 1 CURRENT POLICE FACILITIES • No juvenile holding areas • No forensic processin area for vehicles or lai items • Lack of space for interviewing criminal suspects • Lack of space for interviewing crime CURRENT POLICE FACILITIES • 6 Detectives sharing two offices • 1 Sergeant storage roo equipment 8/15/2013 2 CURRENT POLICE FACILITIES • Limited storage space requiring equipment in trailers • Off -site property room & records storage CURRENT POLICE FACILITIES • Training room is too small for current training needs • Inadequate locker space for employees • No sleep center • No briefing room • No break room for employee breaks /meals • No fitness room or equipment • No dedicated work space or offices for volunteers 8/15/2013 3 IDENTIFIED SOLUTIONS • Purchase First Bank building and renovate for use as Police Station • Cost prohibitive due to International Building Code requirements and relocation of jail & communications center IDENTIFIED SOLUTIONS • Acquire land, design, engineer, construct and furnish new Police Department • Estimated cost of $12.5 - $16 million • 38,369 sq ft building $10.7 million • 3 acre parcel $1.2 - $2.3 million • Financing $750,000 - $3 million 8/15/2013 4 IDENTIFIED SOLUTIONS • Construct a new City Hall / Reconfigure vacated City Hall to support Police needs • Estimated cost $9.5 - $12.6 million • 25,582 sq ft building $6.4 million • 3 acre parcel $1.2 - $2.3 million • Financing $500,000 - $2.5 million • Renovate existing City Hall - $1.4 million IDENTIFIED SOLUTIONS • Purchase First Bank building and relocate City Hall / Reconfigure vacated City Hall to support Police needs • Estimated cost $4.6 million • Building purchase $1.6 million • Police remodel $1.4 million • City Hall remodel $1.6 million 8/15/2013 5 BENEFIT TO CITIZENS • Quality • Customer Service • Efficiency • Effectiveness Relocating City Hall • An analysis was performed on the available commercial land in Owasso. Please note that costs are for the land only & each site has its own additional costs and difficulties (sewer & water line extension, infrastructure, site design, detention, floodplain) 8/15/2013 C1 Available Land for City Hall Relocation • Approximately 3 acres needed for City Hall & public parking • Available tracts found were mostly in core retail areas of town & along US -169 • $9 -18 average price per sq ft = $393,000 — $785,000 per acre • A 3 acre parcel = $1.2 - $2.3 million OLD CENTRAL -use space for police station • Purchased May 2003 • Current uses: • Rented - Owasso Business Incubator & Owasso Community Resources • Community Rental Space for multiple uses • Public Meeting Space (City Council, various boards /committees) • Municipal Court & Youth Court • Employee trainings and meetings • Storage Demolition Costs Cost associated with relocating current uses 8/15/2013 IDENTIFIED SOLUTION • First Bank Building — 2 story, office setting • SW corner of E 76th St N and S Main Street • $1.545 million asking price (Tulsa County FMV $1.82 million) • Property = 2.748 acres = 121,096 sq ft • Building = 26,866 sq ft FIRST BANK BUILDING • Land - $1.545 million / 121,096 sq ft = $12.75 per sq ft • Building - $1.545 million / 26,866 sq ft = $57.50 per sq ft *Owasso's prime highway frontage land (undeveloped) averages $12 -18 per sq ft 8/15/2013 0 Evaluatinq the First Bank Building • March 15, 2009 -Appraisal valued building at $2.4 million (Gregory company, Tulsa, OK) • October 2009 - Building is vacated • June 15, 2012 - Mitigation /repair estimate by ESPO Fire & Water Restoration, Tulsa, OK • June 15, 2012 - Plumbing Inspection by J. Quinton Plumbing, Owasso, OK Evaluatinq the First Bank Buiiding • June 15, 2012- • Electrical Inspection by Classic Electric Co. Owasso, OK • HVAC inspection by Dale & Lee's, Owasso, Ok • Environmental inspection by Cox Environmental, Tulsa Ok (asbestos, mold, fungus, lead paint, etc) • June 18, 2012 - Roof inspection by Service Solutions, Miami, OK • June 20, 2012 -Appraisal valued building at $1.4 million (The Burton Group, Jenks, OK) 8/15/2013 E Evaluating the First Bank Building • Feb —Apr, 2013 — Entire roof replacement (25 year Firestone warranty on upper roof, 20 year Firestone warranty on lower roof). Four (4) skylights replaced & refilled with new Vulkem joint caulking. (A -Best Roofing, Tulsa, OK) Replaced east facing 2nd floor windows with insulated glass, re- caulked & resealed storefront. (Whitaker Glass Works, Tulsa, OK) Replaced drywall & ceiling tiles discolored or stained from previous water damage. • July 16, 2013 - Appraisal Update letter of engagement sent to The Burton Group, Jenks, OK • July 25, 2013 — Appraiser re- inspected physical nature of building • August 9, 2013 - Appraisal to be presented to City Staff by The Burton Group Merits of Keeping City Hall & Police in Original Town Area • Buildings will `bookend' the Main Street area • Planning principle to keep core City functions in the downtown areas to maintain stability and prevent citizens from feeling abandoned • Promotes confidence in the revitalization of the downtown area • Maintain property values for businesses and residents • Advances the City's Go Greenl Initiative 8/15/2013 10 Merits of Keeping City Hall & Police in Oriainal Town Area • Supports community policing initiative by keeping main police headquarters in the downtown area • Would provide public parking for Main Street activities /cyclists /farmers markets and more • Strategic location at major intersection • Gateway into Owasso • Will encourage mixed -use development 8/15/2013 11 SanAi:r Technologies Laboratory Analysis Report prepared for Cox Environmental Report Date: 6119/2012 Project Name: Owasso 1st Bank Project #: 10111 -12 SanAir IDM 12011665 ac (:`jj V n � aw►ur' uc w l..r( a � J ACCREDREA lA80MOM" Virginia `j 'wie+tae�mv SBE MatIMSHaIs SanAir w.ao „sy.mr LaOOrahry NVLAP LAB CODE 200870.0#' wr ms: CeAMca8on11�852631 LiCCnlC 1LAB0186 Technologies laboratory • www.,tanair.com ssA'�r SanAir Technologies Laboratory, Inc. 1551 Oakbridge Drive, Suite B, Powhatan, VA 23139 804.897.1177 Toll Free: 888.895.1177 Fax: 804.897.0070 Web: http: / /www.sanair.com E -mail: iaq @sanair.com Cox Environmental 10026 -A S Mingo Rd Ste 397 Tulsa, OK 74133 June 19, 2012 SanAir ID # 12011665 Project Name: Owasso 1st Bank Project Number: 10111 -12 Dear Jim Cox, We at SanAir would like to thank you for the work you recently submitted. The 3 sample(s) were received on Monday, June 18, 2012 via Fed Ex. The final report(s) is enclosed for the following sample(s): B -1, B -2, B -3. These results only pertain to this job and should not be used in the interpretation of any other job This report is only complete in its entirety. Refer to the listing below of the pages included in a complete final report. Sincerely, Sandra Sobrino Asbestos & Materials Laboratory Manager SanAir Technologies Laboratory Final Report Includes: - Cover Letter - Analysis Pages - Disclaimers and Additional Information sample conditions: 3 sample(s) in Good condition s ;r SanAir Technologies Laboratory, Inc. sanAir ID tee= 1551 Oakbridge Drive, Suite B, Powhatan, VA 23139 804.897.1177 Toll Free: 888.895.1177 Fax: 804.897.0070 12011665 Web: http: / /www.sanair.Gom E -mail: iaq @sanair.com FINAL REPORT Name: Cox Environmental Address: 10026 -A S Mingo Rd Project Number: 10111 -12 Ste 397 P.O. Number: ESPO Tulsa, OK 74133 Project Name: Owasso 1 St Bank Collected Date: 6/15/2012 Received Date: 6/18/2012 8:40:00 AM Report Date: 6/19/2012 9:22:40 AM Analyst: Vaughan, Nathaniel Asbestos Bulk PLM EPA 600 /6- 93/116 Stereoscopic Description Appearance Components Non-Fibrous B -1 / 12011665 -001 Be Beige Safe Floor Tile Non- Fibrous 100 Other None Detected Heterogeneous Stereoscopic SanAir ID / Description Appearance • , % Fibrous % Non-Fibrous B -2 / 12011665 -002 White Fibers SE Down Wall Non - Fibrous 100$ Other None Detected Heterogeneous Stereoscopic SanAir ID / Description Appearance % Fibrous Cornpqrjent, Non-Fibrous Asbestos B -3 / 12011665 -003 White Lobby Ceiling Tile F 45% Cellulose 8$ Other None Detected Fibrous 35t Glass Heterogeneous 12% Min. Wool Signature: n}�pu Reviewed: Date: 6 /18/2012 Date: 6/19/2012 Page 1 of 1 Disclaimer The final report cannot be reproduced, except in full, without written authorization from SanAir. Fibers smaller than 5 microns cannot be seen with this method due to scope limitations. The accuracy of the results is dependent upon the client's sampling procedure and information provided to the laboratory by the client. SanAir assumes no responsibility for the sampling procedure and will provide evaluation reports based solely on the sample and information provided by the client. This report may not be used by the client to claim product endorsement by NVLAP, A1HA or any other agency of the U.S. government; and may not be certified by every local, state and federal regulatory agencies. Revision Date 1/17/2011 Page 1 of 1 �.--- 1551 Qakbridge Drive Suite B SanAir ID Number Powhatan, VA 23139 Sanhir 804 -897 -1 i 77 / 888 -895 -1177 �Sbestas Fax 804 -897-0070 Chi in of Custody � ` Technologies Laboratory www•sanair.Corn 1 I tj �0 Company: COX ]Environmental Pro'ec #Collected b : Jlm COX Address: 1002Mingo Rd., Ste.397 pro ect Name: kSSn sr� Phone #: Ci . sc, zi : TU 74133 hate coneaed: is 1S — IL Fax #: State of CollectioAccount#: P.O. Number: v Email, Bulk Water ABHE EPA 100.2 --" - 1 3 HR (4 HR TEM) ❑ Times 2 pays ❑ :ial Instructions Sample # Sample Identi MR a- 4) 6 HR (8HH TEM) ❑ 3 Da TS —0— Soil /Vermiculite ABSE I PLM EPA 600 /R- 931118 (Quaff.) ❑ ABSP PLM CARB 435 (LOD 0 %) ABSP1 PLM CARB 435 (LOD 0.25 %) ABSP2 PLM CARB 435 (LOD 0.1 %) Dust ABWA TEM Wipe ASTM �fiu ❑ ABDMV TEM Microvac AS ❑ Matrix Other 12 HR ❑ _ 24 NR r� 4 Days ❑ 5 Days ❑ Volume Sample Flow Time` or Area Type Rate" j Start — S1 Reli qui Air CM NIOSH Received by SHA w! 11N q EM AHERA tum around rime fn. sn rte.,.. i— .,.,._:.._A M NIOSH M Level ll New York PLM NY PLM EPA 60 it ABEPA2 NY 19 .1 ABENY ABBNY NY 19 .6 7ELLA NY P 19 A --" - 1 3 HR (4 HR TEM) ❑ Times 2 pays ❑ :ial Instructions Sample # Sample Identi MR a- 4) 6 HR (8HH TEM) ❑ 3 Da TS —0— Soil /Vermiculite ABSE I PLM EPA 600 /R- 931118 (Quaff.) ❑ ABSP PLM CARB 435 (LOD 0 %) ABSP1 PLM CARB 435 (LOD 0.25 %) ABSP2 PLM CARB 435 (LOD 0.1 %) Dust ABWA TEM Wipe ASTM �fiu ❑ ABDMV TEM Microvac AS ❑ Matrix Other 12 HR ❑ _ 24 NR r� 4 Days ❑ 5 Days ❑ Volume Sample Flow Time` or Area Type Rate" j Start — S1 Reli qui Date I Time Received by Date Time V s scheduled. the tum around rime fn. sn rte.,.. i— .,.,._:.._A -777- mdrning. Weekend or Holiday work must be scheduled ahead of ti a and,is charged for rusheurn around onciay Work with standard turn around time sent Priority Overnight and I led to Recipient will be charged a $10 shipping fee. Page I of L Amber Powers From: Stacy Price [stacy @coxenvironmental.com] Sent: Monday, June 18, 2012 1:04 PM To: Amber Powers Cc: Jim Cox Subject: RE: Owasso 1st Bank Amber, Yes, just the abb testing for the asbestos. Thanks! Stacy M. Price Cox Environmental 918- 740.5551 cell 918- 970 -6606 office 4www.coxenvironmental.com -- - -- - -- Original Message -- - - - - -- Subject: Owasso 1st Bank From: Amber Powers <apowersOd sanair.com> Date: Mon, June 18, 2012 11:47 am To: Stacy Price <stacyacoxenvironmental com Pate 1 of I i ices Hey Stacy! We received some bulk samples on an asbest s COC, but there is no analysis type listed. Did you just want standard PLM EPA 60 for these samples? Feel free to give me a call if you have any questions. Thanks!! -Amber SanAir Technologies Laboratory, Inc. 1551 Oakbridge Drive, Ste. B Powhatan, VA 23139 Phone: 804-897-1177 Fax: 804- 897 -0070 "The Identification Specialists" 6/18/2012 The City Wit out Limits. TO: Honorable Mayor and City Council FROM: Michele Dempster Human Resources Director SUBJECT: City Manager Hiring Process DATE: August 16, 2013 BACKGROUND: Proposals from Strategic Government Resources (SGR) were provided to the City Council at the July 161h Council meeting. A SGR representative provided the City Council with an overview of their Executive Search process at the August 13th work session, The Mayor asked Councilors to provide feedback to Ms. Lombardi by August 16th, with the expectation that an agreement with SGR could be placed on the August 20th agenda for consideration. COSTS: If approved, the cost of the Executive Search services would be $17,500, with an additional $6,500 set as the not to exceed cost for expenses. Expenses covered by the not to exceed amount are the creation of a recruiting brochure, advertisements, printing of documents and materials, online interviews, psychometric assessments, media reports, background investigations, and travel related costs for the project manager. The total maximum cost for SGR's Executive Search services is $24,000. This maximum does not include candidate travel, stakeholder engagement, recruitment video, site visits to the communities of finalist candidates, unusual out of pocket expenses, or supplemental services request. Council discussed potential benefits of the optional recruitment video. Since work session, SGR staff has reviewed the video footage that was recently obtained for Economic Development. By using clips from that video, SGR has reduced the cost of creating a recruitment video from $3,000 to $2,500. COUNCIL ACTION: The SGR Executive Search Services Proposal is attached for City Council consideration. The Proposal is for an amount not to exceed $24,000 with the option of an additional $2,500 to create a recruitment video. As listed on the agenda, this item would accept the Proposal and authorize the Mayor to execute the agreement. ATTACHMENT: SGR Executive Search Services Proposal Proposal for Executive Search Services City Manager City of Owasso, Oklahoma July 2013 Strategic Government Resources Ron Holifield, Principal PO Box 1642 Keller, Texas 76244 214 - 676 -1691 Ron @GovernmentResource.com Ta SGR July 15, 2013 Michele Dempster HR Director /Character Coordinator City of Owasso, Oklahoma Dear Ms. Dempster: Thank you for the opportunity to submit this full service proposal to assist the City of Owasso in your search for a new City Manager. SGR is widely recognized as one of the leading local government executive search firms, and many of our clients have used our services for multiple key positions, reflecting the quality of our work and the long -term nature of our relationships. SGR has the unique ability to provide personalized and comprehensive search services to meet your needs. I would like to draw your attention to a few key items that distinguish SGR from other search firms: • SGR's website, where this position would be posted, receives over 23,000 local government officials visiting it each month, with over 210,000 page hits per month — more than any other local government search firm website in the nation. • SGR's job board (separate website), where this job will also be posted, is the largest local government job board in the nation, with over 16,000 local government job seekers visiting each month, and over 1,200 jobs listed at any given time. • My "10 in 10 Leadership and Innovation Update" reaches over 60,000 of the most innovative and leading edge thinkers in local government in the nation each week. This position would also be posted in that newsletter and no other search firm has anything similar to reach the real opinion leaders in all 50 states. • SGR has formal collaborative training partnerships with the Maryland Municipal League, the Ohio City /County Management Association, the Missouri Municipal League, the Oklahoma Municipal League, and the National Public Employers Labor Relations Association. • I speak at an average of one state or national conference 3 -4 weeks, providing higher visibility and a stronger network among leading financial and municipal officials than any other firm comes close to. P 0 Box 1642 Keller, Texas 76244 817- 337 -8581 www.GovernmentResource.com SGR trains approximately 800 local government employees each month in live training classes. • SGR has almost 300 local government clients in 40 states for our recruitment, training, and leadership development business lines combined. Of course with all of that... only one thing matters... results! We are so confident of our ability to deliver exceptional results that SGR offers the strongest guarantee in the search industry. If a candidate selected in our process leaves in less than two years, for any reason whatsoever, we will conduct the search again for no additional professional fee, no questions asked. This proposal lists all of our clients, and we welcome you to call any of them blind. The simple fact is that no other firm can touch our reputation for being trusted by both clients and candidates, and for successful long term placements. We are truly excited about the prospect of doing this search for the City of Owasso. We look forward to discussing in more detail how we can help you select an exceptional City Manager, and we are available to visit in person with you at your convenience. Respectfully submitted, 941 _ Ron Holifield Chief Executive Officer SGR Executive Search Ron @GovernmentResource.com 214 - 676 -1691 Table of Contents Tab 1 Company Profile Tab 2 Unique Qualifications Tab 3 Key Personnel for this Project (Bios and Resumes) Tab 4 Project Methodology Tab 5 Proposed Timeline Tab 6 Project Cost Tab 7 Provision of Service Guarantee Tab 8 References Tab 9 City Manager Searches 2010 to Date Tab 10 Client List Tab 11 Unsolicited Feedback Tab 12 Sample Position Profile Brochure Tab 13 Sample Comprehensive Background Screening Report Tab 14 Sample DiSC Management Profile Report 1 � ^� .«� 2 � \ � � / � j q § \%� � � � \ \�\� =� 7 - � � � � » �: \� G � 6• � � � «� z c� � Company Profile Background Strategic Government Resources (SGR) was founded in 1999 and is fully owned by former City Manager Ron Holifield. Ron spent two high profile decades in city management, which included service as City Manager in several Texas cities. He left city management in 1996 and purchased Government Relations Specialists, a small company that specialized in representing companies that do business with government at all levels. In a little over three years, he doubled the size of the company, growing it into one of the 50 largest lobby firms in Texas. However, Ron missed the sense of making a difference that city management had provided. In response, he sold that company in 1999 and founded SGR for the express purpose of helping to transform local government through employee recruitment, selection, assessment, training, development, coaching, and career path planning. SGR is organized into three primary business lines, Executive Recruitment, Employee Development, and Consulting. Office Locations SGR's corporate headquarters is in the Dallas /Fort Worth Metro area in Keller, Texas. SGR also has satellite offices in Austin, Texas; Fort Myers, Florida; Kissimmee, Florida; Norman, Oklahoma; Stillwater, Oklahoma; and Pleasant Grove, Utah. SGR Executive Search Team • Ron Holifield, Chief Executive Officer • Cindy Hanna, Executive Director, Executive Search • Cyndy Brown, Manager of Operations, Executive Search • Gary Holland, Senior Vice President, Executive Search • Tommy Ingram, Senior Vice President, Executive Search • Tom Muehlenbeck, Senior Vice President, Executive Search • Chester Nolen, Senior Vice President, Executive Search • Bill Peterson, Senior Vice President, Executive Search • Ron Robinson, Senior Vice President, Executive Search • Tom Steele, Senior Vice President, Executive Search 3 � C '. �� ' �t V f -_ �t I y / .�W(i ��� 1 i� �a�.+` � . ✓ � � .. t, „' -r,' � � � __ _, 2,__. __�_ -- -�,�. Unique Qualifications Marketing and Networking • SGR's 10 in 10 Leadership and Innovation e- newsletter, where this position will be announced, reaches over 60,000 subscribers. • SGR has a database of over 5,000 city and county senior management professionals. • SGR has formal collaborative training partnerships with the Maryland Municipal League, the Ohio City /County Management Association, the Missouri Municipal League, the Oklahoma Municipal League, and the National Public Employers Labor Relations Association. • SGR trains approximately 800 local government employees each month in live training classes. • SGR has almost 300 local government clients in 40 states for our recruitment, training, and leadership development business lines combined. Comprehensive Needs Assessment SGR's executive recruiting services are unequaled. Our role is to find the person who is the very best possible match for you. SGR devotes a tremendous amount of energy to understanding your organization's unique culture, environment, and local issues to ensure a great "fit" from values, philosophy, and management style perspectives. Finding "qualified" candidates is not very difficult ... the hard part is finding qualified candidates who are the right "fit" for your organization. A "leading edge" candidate and a "safe harbor" candidate often look the same on paper but will have profoundly different impacts on your organization. The Network SGR maintains one of the most extensive networks of local government professionals in the nation. For instance, CEO Ron Holifield sends out a weekly e- newsletter that reaches of 60,000 local government professionals. In addition, each executive search project manager has years of experience in local government and a national network of relationships. The entire group works as a team to leverage their networks to assist with each search. SGR team members are active on a national basis, in both local government organization and professional associations. Many SGR staff members frequently speak and write on issues of interest to local government executives. Only SGR can work all of the relevant networks as a peer and insider, resulting in better recruitment, better investigation, better intelligence, better information, and better final decisions. 5 Accessibility Your search will be handled directly by Gary Holland, Senior Vice President. Gary is accessible at all times throughout the search process and can be reached by candidates or clients, even at night and on weekends, on cell phone, home phone, or via email. Trust of Candidates SGR has a track record of remarkable confidentiality and providing wise counsel to candidates and next generation leaders; we have earned their trust. As a result, SGR is typically able to get exceptional prospects to become candidates, even if they have declined to become involved in other search processes, merely because candidates trust SGR to assess the situation well, to communicate honestly and bluntly, and to maintain their confidentiality. Responsive to You When a problem arises or you have questions, you can count on SGR staff to be available, to be prepared, and to respond promptly. Listening to Your Unique Needs SGR is more interested in listening than in talking. Some firms depend on their tried and true stable of reliable candidates. These firms do not really need to listen to the client because the search will result in the same list of finalists, no matter what type of information they receive from the client. SGR devotes tremendous energy to actively listening to you and helping you define and articulate your needs. SGR does not just go through the motions and then provide you with a list of qualified names from a stable of regulars. We work hard to conduct a comprehensive search that is unique to you. No Surprises One of the worst things that can happen for you is to get surprised with undisclosed information about a finalist, especially if the surprise comes in the form of a newspaper article that you find out about from your critics. SGR does thorough background work on candidates to minimize the chance for surprises and has never had one single client embarrassed by surprises about one of our candidates. Recruitment Videos SGR offers the option of developing a custom video recruitment ad for posting on YouTube and linking to the video in other media sources. A sample SGR recruitment video for the City of Plano, Texas, can be viewed at http: / /tinyuri com /PlanoFC. Comprehensive Background Investigation Reports SGR provides the most comprehensive background investigations in the industry, and we are the only search firm to use a licensed private investigation firm for these services. 6 Recorded Online Interviews with Candidates SGR offers the option of recording short videos of candidates answering 3 -6 questions. This allows the search committee to see candidates in an interview situation prior to the finalist stage of the search process and without having to pay for travel expenses. Comprehensive Media Reports SGR produces a comprehensive media search report on each finalist candidate. Each Media Report is compiled from information gathered using our proprietary online search process. This is not an automated process, and produces far superior results than a standard media or simple Google search. The report length may be as long as 350 pages per candidate and may include news articles, links to video interviews, blog posts by residents, etc. No other firm provides such comprehensive media reports. Psychometric Assessments SGR uses the DiSC Management psychometric assessment to provide a detailed understanding of how candidates will lead and manage an organization. The psychometric assessment report also provides valuable information regarding candidates' strengths and weaknesses. Equal Opportunity Commitment SGR strongly believes in equal opportunity. SGR does not discriminate and is careful to follow both the letter and the spirit of laws regarding equal employment opportunities and non - discrimination. More importantly, however, SGR believes that equal opportunity is an ethical issue. SGR quite simply will not enter into an engagement with an entity or organization that directs, or expects, that bias should, or will be, demonstrated on any basis other than those factors that have a bearing on the ability of the candidate to do the job. You can anticipate that SGR will make a serious and sincere effort to include qualified women and minority candidates in the finalist pool. Although SGR obviously cannot, and would not, guarantee the makeup of the finalist group, SGR does have relationships and contacts nationwide to encourage the meaningful participation of women and minority candidates. Superior Experience and Track Record SGR has an reputation for excellence among both candidates and clients. Many of our clients have used our services for multiple key positions, reflecting the high quality of our work and the long -term nature of our relationships. For example, when we conducted the Amarillo City Manager search, the local newspaper editorialized that our search process "approached perfection" and praised the elected officials for conducting such a rigorous process. Practicing the Golden Rule Because of our years of experience in local government, SGR understands what you are experiencing, how as executive search consultants we can make your life easier, and what will frustrate you. In short, SGR believes in the Golden Rule as a matter of philosophy, but SGR is able to practice the Golden Rule as a matter of experience. 7 Cost For a variety of reasons that are detailed in this proposal, SGR will provide the most cost - effective executive search for your city. Some firms low ball their price, and make up for it by reducing the amount of time they commit, or charging extra for additional time required. SGR give you a fixed price, and we are with you until the end of the process regardless of how many hours are required. Emerging Leaders SGR has a unique and unparalleled reputation of engaging and mentoring emerging leaders and young professionals. We will utilize our frequent personal interaction with emerging leaders, as well as our entire team's social media networks, to market this position and to identify potential applicants. A few examples of our interaction with emerging leaders: • Ron Holifield recently spoke at the Colorado City & County Management Association and the National Public Employer Labor Relations Association (NPELRA) on how to build leadership development programs. • In 2012, Ron was invited to speak at the Oregon Emerging Leaders group. • SGR collaborated with the City of Colleyville, Texas, in developing a highly successful emerging leader program that was recognized by TML for its success. • SGR has also assisted the City of Arlington, Texas, and the North Central Texas Council of Governments in creating leadership development programs. Five Way Guarantee SGR provides the strongest guarantee in the industry. 1. Our price is our price. You will never be charged an additional professional fee because we need to come to another meeting or spend extra time. 2. You always have 24/7 cell and home contact access to both the recruiter and the company CEO. 3. If you do not find the right candidate, we will start the process over from scratch at no additional cost to you. 4. If we place a candidate who stays less than two years, we will conduct the search again at no cost. 5. if we place a candidate with you, we will not solicit them for another job for at least five years. 8 I ± _ _ ,; Key Personnel for this Project Gary Holland, Senior Vice President Gary Holland previously served for six years as Senior Vice President with the Mercer Group providing executive search and management consulting for local governments across the nation. Prior to that, he served over 17 years with the City of Kissimmee, Florida, as Assistant to the City Manager, Assistant City Manager and finally Deputy City Manager. Before his distinguished career in City Management, Gary had also served as a Local Government Specialist with Oklahoma State University focusing on technology transfer and community development. in that role, he participated with Public Technology Inc. in a three year program as the technology transfer agent in a four state region. He was also a charter member of the County Government Training Program established by the Oklahoma Legislature to develop and present educational programs to elected county officials throughout the State. Gary has authored a wide variety of publications on local government topics and has presented at numerous state and national conferences on local government management topics with a particular emphasis on innovative technologies. Gary holds a Bachelor's of Business Administration in Marketing and Management from the University of Oklahoma and a Master's of Business Administration in Management and Finance from Oklahoma State University. Ron Holifield, CEO Ron Holifield spent 17 high profile years in city management before entering the private sector. He served as Assistant City Manager in Plano, Texas, City Manager in Garland, Texas, and City Manager in three other mid -size and smaller cities. Ron is a frequent speaker at city management conferences nationwide. In addition, he has written numerous articles and was a periodic contributor to Texas City Manager Magazine on Innovations That Make a Difference. Ron has served on numerous state and national committees and is an active member of the International City /County Management Association (ICMA), the Texas City Management Association (TCMA), Urban Management Assistants of North Texas (UMANT), and several other regional organizations. He holds a BA from Abilene Christian University, and an MPA from Texas Tech. Ron brings strength to the executive recruitment profession with his extensive experience as a city manager. Numerous professionals around the nation have worked with Ron over his long career, giving SGR a network among municipal management professionals that is unequaled. Ron also brings a unique ability to evaluate candidates from the perspective of a city manager and assist city officials in effectively understanding not just qualifications, but issues of management style, reputation, and philosophical compatibility. 10 Gary W. Holland 2603 South Oxford Drive Stillwater, Oklahoma 74074 405 -269 -3445 Gholland73 @hotmail.com SUMMARY OF QUALIFICATIONS • Management consulting services for Federal, state, and local government • 17+ years executive level management experience in a rapid growth municipal government • 10 years university -based experience in technology transfer and educational programming for local government • 3 years collegiate public relations and small business education • MBA — Oklahoma State University, 1985 • BBA — University of Oklahoma, 1974 EXPERIENCE Strategic Government Resources 01/13 to Present Senior Vice President RESPONSIBILITIES • Perform executive search services for local governments The Mercer Group, Inc. 07/07 to 01/13 Senior Vice- President RESPONSIBILITIES • Provide management consulting services to local governments • Perform executive search services for local government (city /deputy city manager, department directors) • Conduct management studies for units of local governments including compensation and classification studies, public safety analysis, organizational analysis, and more City of Kissimmee, Florida Population: 58,000 05/01 — 11/06 Deputy City Manager (Retired in 2006) 10/92 — 05/01 Assistant City Manager 05/89 - 10/92 Assistant to the City Manager 11 RESPONSIBILITIES AND ACCOMPLISHMENTS • Served as a member of the budget development/review committee. • Supervised department directors responsible for the Airport, Finance, Personnel, Information Technology, Parks and Recreation, Development Services, Central Services /Purchasing, and Community Redevelopment. • Supervised the Assistant to the City Manager and the Public Information Officer. • Supported the City Manager in supervising the Police Chief, Fire Chief, Public Works Director, and Water /Sewer Director. • Represented the city on the Operating Committee of the local government and education television channel. • Awarded grants totaling approximately $1 million to develop transitional resident facilities for homeless women with children. • Created and implemented an interdisciplinary plan to proactively address problems associated with the homeless population in the Kissimmee area. • Charter member of the governing board of HOME (Helping Others Make the Effort). • Awarded grants from the Florida Bureau of Historic Preservation for a survey of historic properties in Kissimmee and to develop nominations for listing of properties on the National Register of Historic Places. • Represented the City Manager's office with the Kissimmee /Osceola Chamber of Commerce, the Community Redevelopment Agency, Osceola County, the Central Florida Regional Transit Authority, MetroPlan Orlando, and other external agencies. • Created and implemented a long -range plan for information technology utilization throughout the city organization including local area networks, geographic information systems, and e- government solutions for citizens. • Developed and implemented a plan for downtown redevelopment which did not require a tax increase. • Served as executive construction project manager for a $10 million charter elementary school sponsored by the City of Kissimmee. • Lead contract negotiator for private management of the charter school. • Facilitated a variety of improvements to the Kissimmee Gateway Airport designed to enhance the economic vitality of the area. Improvements include an air traffic control tower, instrument landing system, and improved ramp and road access to fixed base operators. • Oversaw a number of capital improvement projects including a $3 million civic center, $5 million Central Services facility, and various parks and recreation facilities. • Managed the creation and implementation of an emergency management plan for the City of Kissimmee in concert with City public safety departments and the Osceola County Emergency Management Department. 12 Oklahoma State University Stillwater, Oklahoma 6/79 to 5/89 Local Government Specialist — Technology Transfer, Community and Rural Development RESPONSIBILITIES AND ACCOMPLISHMENTS • Participated in a 3 -year project with Public Technology, Inc. as the technology transfer agent in a four -state area. PTI is an organization of the International City/County Managers Association responsible for innovative technology for local government. Interacted with members of the Federal Laboratory Consortium, industry trade associations, and various entrepreneurial groups in advancing innovative technology. Publications include: Alternatives for Utility Meter Reading Asphalt Pavement Recycling Alternatives Compressed Natural Gas as a Fleet Vehicle Fuel • Served as editor of the Federal Laboratory Consortium newsletter. • Awarded a $500,000 grant from the Kellogg Foundation to develop a national educational program on risk management in local government. Educational materials were developed for use by Cooperative Extension educators nationwide. • Developed and presented educational programs for elected and appointed local government officials on their statutory and management duties and responsibilities. • Presented educational programs throughout Oklahoma on trends in county government finance. • Authored handbooks and other publications for use by Oklahoma local government officials in the execution of their duties including: County Treasurers Handbook County Excise /Equalization Board Handbook District Court Clerk Handbook Municipal Bond Issues: Understanding the Basics A Guide to the County Financial Statement in Oklahoma 13 Selected Presentations • Compressed Natural Gas For Municipal Fleet Vehicles; National Conference of Mayors, Atlanta, Georgia • Facilitating Technology Transfer Through the ORTA System; Federal Laboratory Consortium, Washington, D.C. • Report on CNG Demonstration; American Gas Association, Washington, D.C. Northern Oklahoma College Tonkawa, Oklahoma 6/76 to 6/79 Director of Public Relations and Alumni Affairs RESPONSIBILITIES AND ACCOMPLISHMENTS • Created and published information regarding the college and the various degree programs available. • Developed radio and television promotions for the college. • Implemented a student recruitment program throughout the state of Oklahoma resulting in an increase in enrollment three consecutive years. • Authored an alumni newsletter and quarterly alumni newspaper. • Responsible for coordinating the college development campaign. • Classroom instructor for courses in Marketing and Small Business Management. EDUCATION University of Oklahoma Oklahoma State University Bachelor of Business Administration Marketing and Management Master of Business Administration Management and Finance National Dean's List — 3.95 GPA 14 Ronald Mack Holifield Strategic Government Resources, P.O. Box 1642, Keller, Texas 76248 Cell: 214 - 676 -1691, Ron @GovernmentResource.com PROFESSIONAL HISTORY Strategic Government Resources — Owner & CEO January 1999 to Present • Owner and CEO of this strategic management firm, helping local governments recruit, assess and develop innovative leaders. Clients have included over 350 local governments as well as NASA, TXU, Oncor, Accountability International, SportsCenter, Pro Players Foundation, HVJ Engineers, Waste Management and others. • SGR is the largest provider of live and online training in the nation designed specifically for local government, training over 1,000 local government employees every month in 41 states. • As CEO of Strategic Government Resources, I have been interviewed and /or quoted by various news publications and media outlets on issues related to local government. These publications include: National Public Radio, Texas City Manager Magazine, Texas Town and City, Government Technology Magazine, GovWire Online Magazine, Federal Computer Week Magazine, CIO Magazine, Dallas Morning News, Dallas Business Journal, Plano Star Courier, DFW Tech Biz, Today Newspapers, Focus on the News, D Magazine, International Association of Chiefs of Police Journal, WOAI TV and KRLD and KTET Radio, as well as the ABC and NBC affiliates in Tulsa and WAMU radio in Washington, DC. Government Relations Specialists — Owner & CEO August 1996 to September 2001 • Owner and CEO of this 20 year old governmental consulting firm, specializing in representing businesses doing business with government and in legislative advocacy efforts. • During my tenure as owner and CEO, the business doubled in size, becoming the 49Th largest lobby firm in Texas, after which I sold it to one of my employees so that I could focus more of my efforts on the launch of SGR. • Major clients included American Express, Aramark, Automated Licensing Systems, Children's Comprehensive Services, IBM, Quorum Health Group, Library Systems and Services, PeopleSoft, SCT, Space Imaging, TXI, Verizon, and Xerox as well as many other Fortune 500 firms. 15 Ronald Mack Holifield City of DeSoto, Texas - City Manager October 1994 to August 1996 Page 2of7 • City Manager of this highly diverse suburban community, located 20 minutes south of downtown Dallas. • 1 was hired to lead a rapid cultural change at City Hall, with a specific challenge to transform the organization from one known for being highly bureaucratic, stagnant, and ineffective in economic development, into one known for being aggressively customer service driven, highly successful in the economic development arena, and operating in a very cost effective manner. • Significant accomplishments in Economic Development: - Named by Texas Business Magazine as a top 20 Texas city to relocate a business. - Named by Texas Business Magazine as one of the "Best Run Cities in Texas." - Named by Texas Outlook Magazine as atop 25 city for economic development. • Other significant achievements: Dramatic improvements in all financial operating systems. Complete overhaul of the city's personnel systems. - Implementation of the city's first comprehensive long range CIP. Substantial increases in the city's fund balances. - Increase in commercial building permits in excess of 1,000% over previous year. Lowest crime rate of any major city in the Dallas -Fort Worth Metroplex. City of Garland, Texas - City Manager November 1991 to June 1994 • City Manager of this rapidly growing city, which owns and operates an electric production and distribution system, a regional wastewater treatment system, a regional landfill, and a heliport, and offers a variety of social services and strong cultural arts. The ninth largest city in Texas, Garland's population was in excess of 220,000 with over 2,300 employees, and an annual operating and capital budget in excess of $350 million. • 1 was hired in 1991 to take this very traditional manufacturing -based community and rapidly position it as a statewide leader, transforming its one - dimensional image and reputation as a blue - collar suburb into that of a leading first tier city. • Specific City Council goals established and achieved during my tenure include: - Financial Management - Strengthen the financial position of the City, and overhaul the City's financial and budgetary systems to make them more accountable and understandable; make Garland's cost of services more competitive with area cities; minimize dependence on debt; and, operate City utilities as if they were private enterprises. - Economic Development - Reinvigorate the City's economic development program, positioning Garland as the statewide leader in demonstrating that 16 Ronald Mack Holifield Page 3of7 strong environmental policies and strong economic growth efforts are compatible; and enhance citywide housing and neighborhood standards. - Quality of Life - Provide Garland with a national profile in the Arts; dramatically improve Garland's commitment to basic infrastructure repair and replacement; make Garland the safest city in the Metroplex; and, revitalize downtown. - Organizational Excellence - Establish an organization whose diversity reflects the community; establish routine evaluation of privatization alternatives; introduce benchmarking as the basis for effective performance measurement; dramatically improve citizen communication and trust in the integrity of local government; create an innovation - minded organization, known for a results- orientation, and capable of overcoming traditional bureaucratic mind -sets and obstacles. City of Plano, Texas - Assistant City Manager, Assistant to the City Manager November 1986 to November 1991 • Served in a variety of capacities in this rapidly growing, premier city, including: Assistant City Manager of Community Services, Assistant City Manager of Administration, Acting Assistant City Manager for Development, and Assistant to the City Manager. • Significant accomplishments while with Plano include: - Designed a program that doubled mid- and upper -level management minority and female representation in four years. - Designed a Disadvantaged Business Purchasing Program that dramatically increased minority business contracts without quotas. - Served as Project Manager for a $19.5 million Civic Center Project, bringing it in $2 million under budget. - Assisted in negotiating details of the JC Penney headquarters relocation from New York City to Plano. - Created Plano's first Convention/Visitor's Bureau that exceeded year six sales and bookings projections in the first year. - Initiated Plano's first Neighborhood Integrity Program. - Creatively designed construction projects for EDS and JC Penney to achieve a $750,000 sales tax windfall for the city. - Designed an Employee Wellness Program which resulted in participant health care costs equaling only one -third those of non - participants. City of Farmersville, Texas - City Manager 1984 to 1986 • First City Manager of this full service city, which operates an electric distribution system and two city lakes. • Major achievements were in the areas of growth management, infrastructure improvements and municipal finance. 17 Ronald Mack Holifield City of Sundown, Texas — City Manager 1982 to 1984 Page 4 of 7 • City Manager of this full service city, which operates a natural gas distribution system and a municipal golf course. • Major achievements were in the areas of economic development, public /private partnerships, infrastructure improvements, and municipal finance. City of Lubbock, Texas — City Administrative Intern to the City Manager 1981 to 1982 • Administrative Intern to the City Manager of this major city, which operates a municipally owned electric utility. • Primary accomplishments were in the area of performance measurement. EDUCATION • Texas Tech University— Masters of Public Administration • Abilene Christian University— Bachelor of Arts, Government Major/ Student Association President MAJOR AWARDS for Municipal Organizations Managed • 3CMA Economic Development Marketing Campaign Savvy Award Certificate of Excellence for International Development and Local Realtor Ads - Garland • International Association of Chief's of Police, Excellence in Policing Award for Neighborhood Service Team - Garland • Finalist, Governor's Environmental Excellence Award - Garland • Texas Natural Resource Conservation Commission Award for Excellence - Garland • American Society of Landscape Architects, Texas Chapter, Environmental Stewardship Award for Garland's Spring Creek Forest Preserve - Garland • Dallas Business Journal, "Metroplex Real Estate Deal of the Year (Existing Building)," — Garland • Dallas Business Journal "Metroplex Real Estate Deal of the Year (New Construction)," - Garland • GFOA Award for Distinguished Budget Presentation, every year, 1987 -1996 • GFOA Certificate of Achievement for Excellence in Financial Reporting, 1987 -1991 18 Ronald Mack Holifield PROFESSIONAL PARTICIPATION Page 5 of 7 • Author, "the 16%" weekly blog, 2013 • Author, "Fourth Dimension Leadership ", 2010 • Member, International City /County Management Association (ICMA), 1982- present • Member, Texas City Management Association (TCMA), 1982- present • Member, Texas Municipal Human Resources Association, 2006 - present • Member, Governmental Finance Officers Association, 2010 -present PREVIOUS PROFESSIONAL PARTICIPATION • Author of a Monthly Column in Texas City Manager Magazine on "Innovations that Make a Difference" • ICMA Task Force on Employment Agreements • ICMA Management Innovations Panel • ICMA Conference Evaluation Committee • ICMA /Innovation Groups National Management Practices Panel • Author, `The Public Executive's Complete Guide to Employment Agreements ", book published by ICMA and the Innovation Groups • Texas Innovation Groups Executive Committee • Author, "Crossing Department Lines — Garland's Neighborhood Service Team ", article published in the International Association of Chiefs of Police National Journal • Author, "Redefining Thinking, Structures and the Rules of the Game in Government ", article published in Texas Town and City Magazine • Contributor, State Comptroller Bob Bullock's handbook for municipalities: "Standard Financial Management System for Texas Cities" • Texas Municipal League Advisory Committee on Legislative Affairs — Personnel Issues • TCMA Ethics and Professional Standards Committee • TCMA Annual Conference Committee SPEAKING ENGAGEMENTS • National Public Employers Labor Relations Association Annual Conference, 2013 • American Public Works Association Regional Conference, 2013 • Texas Recreation and Parks Association Annual Conference, 2013 • Colorado City County Management Association Annual Conference, 2013 • Kansas City County Management Association Annual Conference, 2012 • National Parks and Recreation Management School, 2012 is Ronald Mack Holifield Page 6 of 7 • Texas City Management Study Group, 2012 • International City County Management Association Annual Conference, 2012 • National Procurement Institute, 2012 • Missouri Municipal League Annual Conference, 2012 • Texas City Clerk's Association Annual School, 2012 • Texas County Clerk's Association Annual School, 2012 • Kansas Governmental Finance Officers Association Annual Conference, 2011 • Texas City Management Association Annual Conference, 2010 • Public Risk Management Assoc. Annual Conference, 2010 • Oklahoma City Manager's Association Annual Conference, 2010 • Northwest States City Management Association Annual Conference, 2010 • Ohio City /County Management Assoc. Annual Conference, 2009 • West Texas City Management Association Annual Training Conference, 2009 • Texas Municipal League Regional Meeting, 2009 • Texas Municipal Human Resources Association Annual Nuts and Bolts Conference, 2009 • East Texas City Management Association Annual Training Conference, 2008 • East Texas City Management Association Annual Training Conference, 2007 • International City /County Management Association Conference, 2006 • Certified Public Manager Program, 2006 • North Texas Municipal Clerks Association Management Institute, 2006 • City of Carrollton, Texas, Leadership Academy, 2006 • City of Arlington, Texas, Leadership Academy, 2005 • Urban Management Assistants of North Texas Annual One Day Conference, 2005 • Leadership Southwest, 2004, 2006, 2008 • International City /County Management Association Annual Conference, 2003 • Keynote Speaker (along with the Deputy Secretary of Defense), Government Electronics and Information Technology Association Information Technology and Defense Electronics Forecast Annual Conference — State and Local Homeland Security, 2002 • Transforming Local Government Conference, 2001 • National Association of Counties Annual Conference, 1999 • World Services Congress — Building Public Private Partnerships, 1999 • Central Texas City Management Association, 1999 • Carolinas- Virginia Hospital Trustee /Physician Conference, 1999 • Quorum Ohio CEO Conference, 1999 • Chairman of the Board In- Service Training, Quorum, 1999 • Quorum Foundations for the Future, 1999 • Quorum Chairman of the Board Training, 1998 • International City County Management Association, 1998 • Iowa Municipal Management Institute, 1997 • Quorum Foundations for the Future, 1997 • Quorum Board of Trustees Training, 1997 20 Ronald Mack Holifield Page 7 of 7 • Urban Management Assistants of North Texas, Conference of Minority Public Administrators, and National Forum for Black Public Administrators Joint Workshop — 1996 • Innovation Groups Regional Conference, 1996 • Texas City Management Association Annual Conference, 1996 • Florida City /County Management Assoc. Annual Conference, 1996 • North Carolina City /County Management Association Annual Conference, 1996 • Quorum Foundations for the Future, 1996 • International City /County Management Association Conference, 1996 • Texas City Management Association Conference, 1995 • Kansas Innovation Groups Regional Workshop, 1995 • City - County Communications & Marketing Association National Conference, 1994 • National League of Cities Innovations in Government National Conference, 1994 • Innovation Groups Regional Workshop, 1994 • Texas Foundation for the Improvement of Local Government Institute, 1994 OTHER HONORS AND ACTIVITIES • American MENSA member • Distinguished Alumni, Abilene Christian University • Abilene Christian University Public Administration Visiting Committee • Texas Tech University, Center for Public Service, Alumni of the Year 21 � �y - Project Methodology Overview SGR provides a comprehensive scope of executive search services, and each executive search service contract is tailored to meet the client's specific needs. However, a full service executive search typically entails the following: 1. Organizational Inquiry and Analysis • Outline Project Plan and Timeline • Individual Interviews with Search Committee and Key Personnel • Development of Position Profile and Production of High Quality Brochure • Search Committee Briefing to Review /Approve Position Profile Brochure 2. Advertising and Recruitment • Ad Placement • Recruitment Video {optional) • Email Distribution of Position Profile • Candidate Sourcing • Ongoing Communication with Applicants and Prospects 3. initial Screening and Review • Management of Applications • Triage and Scoring of Resumes • Search Committee Briefing to Facilitate Selection of Semifinalists *Note that an additional briefing to select quarterfinalists prior to selecting semifinalists may be added to this schedule, depending on the organization's timeline, number of applicants, and Search Committee preference. 4. Evaluation of Semifinalist Candidates • Personal Interaction with Semifinalist Candidates • Written Questionnaire • Recorded Online Interviews • Media Search Stage 1 • Search Committee Briefing to Select Finalists S. Evaluation of Finalist Candidates • Comprehensive Media Search and Report Stage 2 • Comprehensive Background Screening Report • DISC Management Assessment (optional) • Stakeholder Engagement (optional) 6. Interview Process • Assessment Center Process • Conduct Interviews • Deliberations • Reference Checks 7. Negotiations and Hiring Process • Determine the Terms of an Offer • Negotiate Terms and Conditions of Employment • Announcement /Press Release and Transition Strategy 23 Step 1: Organizational Inquiry and Analysis In the Organizational Inquiry and Analysis Stage, SGR devotes tremendous energy to understanding your unique culture, environment, and goals to ensure you get the right match for your particular needs. Outline Project Plan and Timeline SGR will meet with the client at the outset of the project to finalize the search plans and timeline. At this time, SGR will also request that the client provide additional information about the community, organization, and position. Information requested will include general information or available resources about the community, school district, economic vitality, political leadership, organization, strategic plan, governing body goals and objectives, budget information, major projects, job description, salary range, benefits package, etc. Individual Interviews with Search Committee and Key Personnel Fully understanding your needs is the most critical part of conducting a successful executive search. SGR conducts individual interviews with the Search Committee, key staff, and /or direct reports to find out more about the position, special considerations, and the political environment. These interviews last approximately 30 minutes to one hour each and identify individual issues that may affect the dynamics of the search, as well as develop a composite understanding of the organization's preferences. This process helps with organizational buy -in and will assist us in developing the profile as we look for any significant staff issues or major disconnects that may not otherwise be apparent. Development of Position Profile Brochure Following the individual interviews and internal analysis, SGR will develop a draft position profile brochure that is reviewed and revised in partnership with you until everyone agrees it accurately reflects the sought -after leadership and management characteristics. A sample brochure is included with this proposal document. Search Committee Briefing to Review /Approve Position Profile This communication with the Search Committee may be conducted in person, over the phone, or even via email, depending on the preference of the organization. This briefing is designed to report on themes or trends identified in the individual staff interviews and in particular to determine if there are any disconnects in perceptions or expectations regarding the roles and responsibilities of the position. SGR's goal is to zero in on the specific attributes you want and need, both tangible and intangible. SGR will evaluate the responsibilities, organizational and cultural demands, technical background, personality, and potential required. SGR will also develop a clear understanding of salary range, benefits, and other relevant employment expectations. Of particular importance is to identify any "litmus tests" that are absolute prerequisites to you before starting the recruitment. 24 Step 2: Advertising and Recruitment The Advertising and Recruitment stage includes ad placement, email distribution of the position profile, candidate sourcing, responding to inquiries about the position, and ongoing communication with applicants and prospects. Ad Placement /Marketing The Project Manager and the client work together to determine the best way to advertise and recruit for the position. Ads are typically placed in various state and national publications, targeting the most effective venues for reaching qualified candidates for that particular position. Recruitment Video SGR offers the option of developing a custom video recruitment ad, which can be posted on YouTube and linked to other media sources. It is estimated that job postings with video icons are viewed 12 percent more than traditional job postings, and that the job application rate increases by an average of 34 percent when video is added. A sample SGR recruitment video for the City of Plano, Texas, can be viewed at httr): / /tinyuri.com /PlanoFC. Email Distribution of Position Profile SGR's preferred strategy is to rely on email distribution of the position profile brochure to key opinion leaders and potential prospects across the country. The position will be announced in our "10 in 10" e- newsletter, which reaches over 60,000 local government professionals, in addition to a targeted email announcement to specific professional categories and /or areas of the country. By utilizing an email distribution strategy, these brochures tend to "get legs" of their own, resulting in a very high penetration rate at minimal cost. Candidate Sourcing SGR will utilized FaceBook, Twitter, personal phone calls, personal emails, and Linkedln to promote the position. This communication is both to solicit high potential candidates and to encourage key local government professional to share information within their professional circles. Ongoing Communication with Applicants and Prospects SGR communicates with all applicants on a frequent and ongoing basis to ensure applicants stay enthusiastic about the opportunity. Outstanding prospects often will not submit a resume until they have done considerable homework on the available position. A significant number of inquiries will be made, and it is essential that the executive search firm be prepared to answer those questions with fast, accurate, and complete information, and in a warm and personal manner. This is one of the first places a prospective candidate will develop an impression about organization, and it is an area in which SGR excels. 25 Step 3: Initial Screening and Review This stage of the executive search involves managing the flow of resumes, and screening and evaluating resumes. Management of Applications Handling the flow of resumes is an ongoing and significant process. On the front end, it involves tracking resumes and promptly acknowledging their receipt. It also involves timely and personal responses to any questions or inquiries. Triage and Scoring of Resumes SGR uses a triage process to identify high probability, medium probability, and low probability candidates. The triage ranking is focused on overall assessment based on interaction with the applicant, qualifications, any known issues regarding previous work experience, and evaluation of cultural fit with the organization. In contrast with the triage process described above, which focuses on subjective assessment of the resumes and how the candidates present themselves, we also evaluate each candidate to make sure that the minimum requirements of the position are met, and which of the preferred requirements are met. This sifting process assesses how well candidates' applications fulfill the recruitment criteria outlined in the position profile. Search Committee Briefing/ Selection of Semifinalist Candidates At this briefing, SGR will provide a comprehensive progress report via PowerPoint presentation and will facilitate the selection of approximately 10 -12 semifinalists. The presentation will include summary information on the process so far, the candidate pool overall, and any trends or issues that have arisen, as well as a briefing on each candidate and their credentials. No other firm offers this level of reporting detail and transparency. Note that an additional briefing to select quarterfinalists prior to selecting semifina lists may be added to this schedule, depending on the organization's timeline, number of applicants, and Search Committee preference. Step 4: Evaluation of Semifinalist Candidates Reviewing resumes is an important and valuable step in the executive search process. However, the simple fact is that resumes can be misleading. They tell you nothing about the individual's personal qualities or his /her ability to get along with other people. Resumes can also exaggerate or inflate accomplishments or experience. SGR's responsibility is to go more in -depth than the resume to ensure that those candidates who continue in the process are truly outstanding. Personal Interaction with Semifinalist Candidates SGR's goal is to have a clear understanding of the person behind the resume and what makes him /her an outstanding prospect for you. The evaluation of semifinalist candidates includes follow -up by phone when appropriate to ask any questions about 26 underlying issues. Phone interviews, and potentially even personal interviews, may be conducted by SGR at this stage. Written Questionnaire SGR will ask semifinalist candidates to complete a comprehensive written exercise designed to provide greater insight into candidate thought processes and communication styles. SGR's written instrument is custom - designed around the priorities identified by the Search Committee and usually includes about 20 questions focusing on 5 -6 key areas of particular interest to the client. This written instrument will be included with the semifinalist briefing book with the cover letters and resumes. Recorded Online Interviews SGR offers the option of recording short online videos of candidates answering pre- recorded questions. This provides a very insightful, efficient and cost effective way to gain additional insights to utilize in selecting finalists you want to come in for live interviews. The online interviews allow the Search Committee to evaluate technological competence, demeanor, verbal communication skills, and on- camera presence. Online interviews also convey to candidates that the organization is using leading edge technology in its business processes and provide an opportunity for the Search Committee to ask candidates questions on specific topics of special interest. Online interviews are emailed to the Search Committee for viewing prior to selection of finalist candidates. Media Search Stage 1 Stage 1 of our media search involves a comprehensive review of all newspaper articles on the candidate in major news outlets within the previous two years. These media reports at the semifinalist stage have proven helpful by uncovering issues that were not previously disclosed by prospective candidates. The Project Manager will communicate any "red flags" to the Search Committee immediately upon discovery. Search Committee Briefing / Selection of Finalist Candidates At this briefing, SGR will provide each member of the Search Committee with a briefing book and present a progress report on the semifinalist candidates. The progress report will include discussion of written questionnaires, online interviews, and any additional information obtained about the candidate. The purpose of this briefing is to facilitate narrowing the list to 4 -6 finalists who will be invited for personal interviews. Step 5: Evaluation of Finalist Candidates Once the finalists have been selected, SGR will coordinate with you to schedule interviews. Comprehensive Media Search and Report Stage 2 These Stage 2 Media Reports are compiled by utilizing our proprietary media search process including variations of the candidates' names and states /cities in which they 27 have lived or worked, and searches of local papers where the candidates have lived or worked. We also search social media sites. The Media Reports typically range from 20- 300 pages per candidate and may include news articles, links to video interviews, blog posts by residents, etc. The Media Reports are put into an easy -to -read format and recorded onto flash drives for the Search Committee. The candidate's name is highlighted each time it appears. These media reports have proven helpful to Search Committees by uncovering issues that were not previously disclosed by candidates and that would not have been discovered through a quick Internet search. The Media Reports also give the Search Committee an overview of the type and extent of press coverage that a candidate has experienced over the course of his /her career. Comprehensive Background Investigation Reports Through SGR's partnership with FirstCheck, a licensed private investigations company, we are able to provide our clients with comprehensive background screening reports that include detailed information such as: • Social Security number trace • Address history • Driving history/motor vehicle records • Credit report • Federal criminal search • National criminal search • Nationwide wants and warrants • Global homeland security search • Sex offender registry search • State criminal search (for current and previous states of residence) • County criminal search (for every county in which candidate has lived or worked) • County civil search (for every county in which the candidate has lived or worked) • Education verification A sample Background Screening Report is included with this proposal document. Psychometric Assessment (optional) It is critical for you to know as much as you can about your new executive before hiring him /her. Historically, employers have depended upon resumes, references, and interviews as sources of information for making hiring decisions. In practice, these sources have often proved inadequate for consistently selecting successful employees. The use of assessments has become essential for employers who want to place the right people in the right positions. SGR uses a DiSC Management assessment tool, which is among the most validated and reliable personal assessment tools available. The DISC Management Profile analyzes and reports comprehensively on the candidate's preferences in five vital areas: management style, directing and delegating, motivation, development of others, and working with his /her own manager. 28 Stakeholder Engagement (optional) At the discretion of council, we will work closely with the city and council members to engage stakeholders in the recruitment process. Our recommendation is that we design a specific stakeholder engagement process after we learn more about the organization and the community. Different approaches work best in different communities. Below is an array of options we have used in the past, but we will collaborate with the City Council to determine which option, or combination of options, will be the most effective for the unique needs of the organization. • Facilitating a Q & A series in the local newspaper with finalist candidates. This would run a week or two prior to the interviews. • Utilize a citizen committee to conduct the early stage candidate screening and then turn over a semifinalist list to the City Council. • "First Year Game Plan" process where finalist candidates are provided with elected official, key staff, and community leader contact information, and the candidates are given free rein to make contact with all of them in advance and use those insights to develop a "first year game plan" based on what they know so far. Feedback is received from the key contacts on their impressions of the finalist candidates from the interactions with the candidates prior to the interviews. • Community leader reception • Community wide reception • Council and key community leader dinner meeting • "Round Robin" forum meetings with various community groups during a multiday interview process. • Site visits by citizen committee members to the finalist candidates' communities to report back. Step 6: Interview Process Once the finalists have been selected, SGR will coordinate with you to schedule interviews. Assessment Center Process This is a proprietary assessment center process customized to your search. Our assessment center process provides the opportunity to evaluate candidates' written and interpersonal communication skills, as well as critical analysis skills. Conduct Interviews SGR will schedule interviews at a date /time convenient to the client. This process can be as simple, or as complex, as the client desires. SGR will help you determine the specifics you need. SGR will prepare sample questions and will participate throughout the process to make it smooth and efficient. 29 Deliberations At this meeting, SGR will facilitate a discussion about the finalist interviews and assist the Search Committee in making a decision on whether to bring back one or more candidates for a second interview. Reference Checks Our reference checks are the most comprehensive in the industry. We place very little confidence on the references provided by the candidates since those can be expected to be biased. Instead, we will typically talk to as many as 20 professional contacts for a given candidate including elected officials, direct supervisors, direct reports, internal organizational peers, professional peers in other organizations, civic leaders, and media representatives. We always seek out the candidate's greatest critics and greatest fans to ensure a complete, yet balanced, perspective and overview of each candidate. Step 7: Negotiations and Hiring Process Once the organization is ready to make an offer, SGR can provide additional assistance to the client in the following areas. Determine the Terms of an Offer Upon request, SGR will provide comparative data for selected organizations, appropriate employment agreement language, and other similar information to assist you in determining an appropriate offer to extend to your candidate of choice. Negotiate Terms and Conditions of Employment SGR will assist to whatever degree you deem appropriate in conducting negotiations with the chosen candidate. SGR will determine and define any special needs or concerns of the chosen candidate, including anything that could be a complicating factor. SGR is experienced and prepared to help craft win - win - solutions to negotiation "log jams." Announcement /Press Release Until you have "sealed the deal," you need to be cautious in order to avoid the embarrassment of a premature announcement that does not work out. You also want to try to notify all senior staff and unsuccessful candidates before they read about it in the newspaper. SGR will assist with this coordination and with drafting any announcements or press releases. Transition Strategy There are a variety of transition issues when hiring a new executive. SGR will brief the client on transition issues that need to be addressed and will provide a recommendation on what actions to take. Together, we will create a transition strategy that builds the foundation for a successful long -term relationship. 30 TAB 5 31 Proposed Timeline Task • Contract Executed • Outline Project Plan, Timeline • Individual Interviews with Search Committee and Key Personnel • Development of Position Profile Brochure • Search Committee Reviews and Approves Brochure • Ad Placements • Accept Applications • Email Distribution of Position Profile • Candidate Sourcing • Triage and Scoring of Resumes Weeks Weeks 1 Weeks 2 -3 Weeks 4 -7 Week 8 • Search Committee Briefing (Slide Presentation) /Select Semifinalists Week 9 *Note that an additional quarterfinalist briefing may be added, depending on the timeline and preference of the organization. • Candidates Complete Questionnaire and Online Interviews • Stage 1 Media Searches • Deliverable: Semifinalist Briefing Books • Search Committee Briefing /Select Finalist Candidates • Comprehensive Media Search Stage 2 • Comprehensive Background Screening Report • Candidates Complete DiSC Management Assessment • Deliverable: Finalist Briefing Books • Stakeholder Engagement (optional) • Conduct Interviews • Deliberations • Reference Checks • Negotiations • Announcement /Press Release Week 10 Week 11 Weeks 12 -13 Week 14 Week 15 * Each search timeline is different based on the particular needs of the organization. SGR has completed searches in as little as 45 days, although this is not the recommended approach. We have also extended searches well beyond 15 weeks, based on the preference of the client. 32 0 Project Cost All- Inclusive Maximum Price Professional Services Fee $ 17,500 Expenses Not -to- Exceed: $ 6,500 All-inclusive, Not -to- Exceed Maximum Price: $ 24,000 * Expense Items (included in Not -to- Exceed Price Above) SGR considers incidentals to be covered by the professional services fee, and we do not bill the client for any expenses except for those explicitly detailed herein. Expense items include: • Professional production of a high quality brochure. This brochure (typically four pages) is produced by SGR's graphic designer for a flat fee of $300 per page. • Ad placement in appropriate professional publications, including trade journals and websites, and related advertising to announce the position. This is billed at actual cost, with no markup for overhead. • Printing of documents and materials. Reproduction costs for reports and briefing books presented to the client at 21 cents per copy, plus the cost of binders /binding. Electronic discs are billed at $5 each. Flash drives are billed at $10 each. • Online interviews. There is an additional cost of $200 for each recorded online interview. SGR recommends conducting online interviews at the semifinalist stage (up to 12 semifinalists). • Psychometric Assessments. There is an additional cost of $150 per candidate for the DISC Management Profile (up to 6 finalists). • Comprehensive Media Reports — Stage 2. There is an additional cost of $350 per candidate. SGR recommends conducting Stage 2 media searches on the finalist candidates (up to 6 finalists). • Comprehensive Background Investigation Reports. There is a cost of $300 per candidate for comprehensive background screening reports prepared by our licensed private investigations provider. SGR recommends conducting comprehensive background investigations on the finalist candidates (up to 6 finalists). • Travel and related costs for the Project Manager incurred for the benefit of the client. Meals are billed back at $10 for breakfast, $15 for lunch, and $20 for dinner. Hotels are billed at a $150 per night per diem. Mileage will be reimbursed at the current IRS rate. All other travel - related expenses are billed back at actual cost, with no markup for overhead. 34 * Optional Services The optional services listed below are not included in the maximum price above. These include: • Candidate Travel. Candidates are typically reimbursed directly by the client for travel expenses. If the client prefers a different arrangement for candidate travel, SGR will be glad to accommodate the client's wishes. • Stakeholder Engagement. Should the City Council elect to include stakeholders in the recruitment process, all direct expenses such as meeting location, refreshments, etc. would be handled and paid for by the City. SGR's professional services rendered for a stakeholder engagement process are included in the not - to- exceed cost above. • Recruitment video. SGR offers the option of a customized recruitment video for a cost of 131,68. 'V;a.Sgb • Site Visits to Communities of Finalist Candidates. If desired, the Project Manager will travel to the communities of the finalist candidates to conduct onsite visits. Site visits will be charged at a day rate of $1,000 per day, plus travel expenses. • In the unexpected event the client shall request that unusual out of pocket expenses be incurred, said expenses will be reimbursed at the actual cost with no mark up for overhead. • If the client desires any supplemental services not mentioned in this section, an estimate of the cost and hours to be committed will be provided at that time, and no work shall be done without approval. Supplemental services will be billed out at $250 per hour. Billing Professional fees for the search are billed in three equal installments during the course of the search. The initial installment is billed after the Organizational Inquiry and Analysis is completed and the position profile has been created. The second installment is billed when semifinalists are selected. The final installment is billed at the conclusion of the search. Expense (reimbursable) items and supplemental services will be billed with each of the three installments, as appropriate. 35 TAB 7 m Provision of Service Guarantee SGR guarantees that you will be satisfied with the results of the search process, or we will repeat the entire process at no additional cost until you find a candidate that you desire. Additionally, if you select a candidate who resigns or is released within 24 months of their hire date, SGR will repeat the process at no cost to the client. We also guarantee that we will not solicit a candidate we bring to you for another job for at least five years. 37 38 References Client: City of Rockwall, Texas (pop. 38,000) Contact: Honorable David Sweet, Mayor Phone: 972 - 771 -7700 Email: davidsweet @rockwall.com Date of Service: 2012 Position: City Manager Client: City of Hot Springs, Arkansas (pop. 35,000) Contact: Honorable Ruth Carney, Mayor Phone: 501 - 321 -6811 Email: ruthcarneymayor @aol.com Date of Service: 2012 Position: City Manager Client: City of Bainbridge Island, Washington (pop. 23,000) Contact: Honorable Anne Blair, City Council Member Phone: 206 - 214 -7907 Email: ablair @bainbridgewa.gov Date of Service: 2012 Position: City Manager Client: City of Miami, Oklahoma (pop. 13,000) Contact: Honorable Kent Ketcher, Mayor Phone: 918 - 540 -3284 Email: kketcher @miamiokla.net Date of Service: 2012 Position: City Manager Client: Town of Little Elm, Texas (pop. 28,000) Contact: Matt Mueller, Town Manager Phone: 214 - 975 -0405 Email: mmueller @littleelm.org Date of Service: 2012 Position: City Manager Client: City of Wentzville, Missouri (pop. 31,000) Contact: Honorable Nick Guccione, Mayor Phone: 636- 327 -5101 Date of Service: 2013 Position: City Administrator Client: City of Pittsburg, Kansas (pop. 20,000) Contact: Daron Hall, City Manager Phone: 620 - 230 -5551 Email: daron.hall @pittks.ors Date of Service: 2012 Position: City Manager * Searches performed by Gary Holland, Senior Vice President, while employed with another search firm. 39 TAB 9 40 City and County Manager Executive Search Placements Provided 2010 to Date 2013 Sikeston, Missouri — City Manager (in process) Amarillo, Texas — Assistant City Manager (in process) College Station, Texas — City Manager (in process) Bellaire, Texas — City Manager (in process) Cape Girardeau, Missouri — Assistant City Manager, Developmt Svcs (in process, Itd service search *) Cape Girardeau, Missouri — Assistant City Manager for Admin Svcs (in process, ltd service search *) Ferris, Texas — City Manager Wills Point, Texas — City Manager McKinney, Texas — Deputy City Manager Delray Beach, Florida — City Manager (component -based services * *) Fi+) -'l Hot Springs, Arkansas — City Manager Bainbridge Island, Washington —City Manager Brentwood, Tennessee — Assistant City Manager (component -based services * *) Corpus Christi, Texas —Assistant City Manager Texarkana, Texas — City Manager San Angelo, Texas — City Manager Victoria, Texas — Assistant City Manager (limited service search *) Flower Mound, Texas —Town Manager Duncanville, Texas — City Manager Elk City, Oklahoma — City Manager La Porte, Texas — City Manager Little Elm, Texas — Town Manager Miami, Oklahoma —City Manager Paris, Texas — City Manager Rockwall, Texas —City Manager Huntsville, Texas — City Manager Guthrie, Oklahoma — City Manager Argyle, Texas — Town Manager Canton, Texas — City Manager Fate, Texas — City Manager Burkburnett, Texas — City Manager Willow Park, Texas — City Administrator Van Alstyne, Texas — City Manager Jacksboro, Texas — City Manager Piney Point Village, Texas — City Administrator (limited service search *) 41 2011 College Station, Texas — City Manager (component -based services * *) Cedar Park, Texas — Assistant City Manager Cleveland, Texas — City Manager Van Alstyne, Texas — City Manager Breckenridge, Texas — City Manager Gonzales, Texas — City Manager Kilgore, Texas — City manager Yoakum, Texas — City Manager 2010 Amarillo, Texas — City Manager Denison, Texas— City Manager Midland, Texas — Assistant City Manager (limited service search *) Burkburnett, Texas — City Manager * Limited service searches include marketing, sourcing of candidates, management of applicant submittals, triage level review of applicants, and any additional services requested. ** Some examples of component based search services include marketing, psychometric assessments, background investigation reports, media search reports, reference checks, and resume evaluations. Notes Applicable to all Projects All projects came in within budget. In some cases we exceeded planned expenses (on the SGR side) because of our tendency to go above and beyond, but in every full service search we had a guaranteed not to exceed contract, so the city's expenses were within budget. All planned timelines were either met or beat. Timelines ranged from about 60 days to about 150 days depending upon the particular search dynamics and needs. 42 TAB 10 Q Client List for Executive Search Services Abilene, Texas Freeport, Texas Midlothian, Texas EDC Addison, Texas Gainesville, Texas Mount Pleasant, Texas Alice, Texas Gonzales, Texas Mustang, Oklahoma Amarillo, Texas Grand Prairie, Texas Orange County, North Carolina Argyle, Texas Grapevine, Texas Owasso, Oklahoma Arlington, Texas Greenville, Texas Palestine, Texas Atlanta, Texas Guthrie, Oklahoma Paris, Texas Bainbridge Island, Washington Hancock County Port & Harbor Pearland, Texas Bellaire, Texas Commission, Mississippi Piney Point Village, Texas Big Spring, Texas Harris County ESD No. 48, Texas Plano, Texas Breckenridge, Texas Hewitt, Texas Prosper, Texas Brentwood, Tennessee Highland Park, Texas Red Oak, Texas Burkburnett, Texas HJV Associates Richland, Washington Burnet, Texas Hot Springs, Arkansas Richland Hills, Texas Canton, Texas Hudson Oaks, Texas Riverbend Water District, Texas Cape Girardeau, Missouri Huntsville, Texas Rockwall, Texas Cedar Hill, Texas Hutto EDC, Texas Rowlett, Texas Cedar Park, Texas Irving, Texas Royse City, Texas Cleveland, Texas Jacksboro, Texas San Angelo, Texas College Station, Texas Keller, Texas San Marcos /Hays County EMS Colleyville, Texas Kilgore, Texas Seabrook, Texas Colorado River Municipal Water Kyle, Texas Seagoville, Texas District La Porte, Texas Shoreline, Washington Commerce, Texas Lakeway, Texas Socorro, Texas Copper Canyon, Texas Lancaster, Texas Southlake, Texas Corpus Christi, Texas Las Vegas, Nevada St. Charles, Missouri Dalhart, Texas Lawton, Oklahoma Sunny Isles Beach, Florida Delray Beach, Florida League City, Texas Terrell, Texas Denison, Texas Lenexa, Kansas Texarkana, Texas Denton, Texas Little Elm, Texas Tomball, Texas Duncanville, Texas Longview, Texas Van Alstyne, Texas EI Paso, Texas Lorena, Texas Victoria, Texas El Paso MPO, Texas Los Lunas, New Mexico Waxahachie, Texas Elk City, Oklahoma Lufkin, Texas Weatherford, Texas Farmers Branch, Texas Manhattan, Kansas Westlake, Texas Farmersville, Texas McKinney, Texas Willow Park, Texas Fate, Texas McKinney EDC, Texas Wills Point, Texas Ferris, Texas Memorial Villages PD, Texas WMI Flower Mound, Texas Miami, Oklahoma Yoakum, Texas Forney, Texas Midland, Texas 44 Positions Administration City Manager Deputy City Manager Assistant City Manager Assistant County Manager City Secretary Administrative Services /Internal Services Administrative Services Director Finance Director Finance Manager Fleet Equipment Services Manager Assistant Municipal Garage Superintendent Human Resources Director IT Director IT Manager IT Developer Animal Services Animal Services Manager Development Services Community Development Director Development Services Director Building Official New Urbanist Economic Development, CVB CVB Executive Director Downtown Development Director Economic Development Director Economic Development Executive Director Executive Director of Port & Harbor Commission Legal City Attorney First Assistant City Attorney Lib_ rare Library Director 45 Marketing and Community Engagement Community Relations Manager Community Services Director Public Information Officer Metropolitan Planning Organization Director of Metropolitan Planning Organization Museum Museum Director Parks and Recreation Parks and Recreation Director Park Superintendent Program Area Manager (Parks) Recreation Superintendent Public Safety, EMS, Emergency Management Emergency Management Coordinator EMS Executive Director Police Chief Assistant Police Chief Fire Chief Assistant Fire Chief Public Works, Utilities, Engineering City Engineer Public Works Director Public Works Assistant Director Water District Executive Director Planning & Engineering Director Assistant Utilities Director Engineering Services Manager for Water District Assistant General Manager for Water District Private Sector Business Development Manager Municipal Service Representative Public Sector Marketing Manager � � , y� y� � a. � � / 2c � � � � y `� ' � � � � > � a, � �� � � : � ' +»� . « -� � ` \ % � « � � � » \': 2 �� ^/ .�� � / � � w © = Unsolicited Feedback Regarding SGR's Performance Quotes from Emails Following are a few unsolicited quotes from emails we have received. This unsolicited feedback demonstrates that our practice of using the Golden Rule to determine how we treat everyone leaves no doubt in the minds of both clients and candidates that we are truly superior to the competition. We have not included names to avoid the suggestion of an endorsement, which is prohibited under the ICMA Code of Ethics. June 2013: "I am impressed with the technology, thoroughness and professionalism of SGR in the selection process you're conducting for [client]." May 2013: "THANK YOU FOR ALL YOUR ASSISTANCE! What an AMAZING team at SGR... I'm loving this experience working with you all." May 2013: "Just wanted to pass along my sincere THANKS to you and [Project Manager]. [SGR's] efforts to support our search for [position] were extremely professional and meshed well with our constrained timeline. We feel confidence that the candidate selected will perform to our high level of expectation. Thanks again." April 2013: "It has been a pleasure being considered for the position [with client]. Although not chosen for the position, I feel I am better prepared for future interviews (live or recorded) due to my interaction with Strategic Government Resources. The level of professionalism shown by your entire staff at SGR has been exemplary. Throughout the entire process phone messages and emails were returned promptly, enabling me to become more prepared for the interview process. If I can be of any assistance to you in the future, please do not hesitate to call upon me." April 2013: "...I would also like to say that I am very impressed with SGR. You have been prompt and professional and have kept me informed during the process. I will utilize your website and the information it provides." March 2013: "...having been part of a few national searches over the past year, I sincerely appreciate the prompt and meaningful communication you and your firm embraced in this process. It made it a refreshing experience." February 2013: "[Project Manager] and SGR deserve significant credit for not only helping us find the best fit for our community but moreover for being an integral component in ensuring the [client] has vital human resources necessary to meet [department] challenges ahead and excel beyond the goals set before us. For your guidance and expertise, we are truly appreciative." February 2013: "Just a short note to tell you how happy we are here in [community] with [city manager]. It has been a joy and fun to work with him. It was such a change to have someone who actually wants your input, easy to get used to. Thanks again for your help." 47 January 2013: "Thank you. The fact that you have continually taken the initiative to keep me up to date speaks volumes to your ethics and professionalism. Quite honestly, both of these qualities have become less evident in the field." December 2012: "Your firm and employees have a level of caring and customer service our organization aspires to. You have made excellence of product and service the standard for your firm. You guys are one of very few firms (maybe the only one I know of) that has made superior customer service its everyday standard to the point where even great customer service would be a letdown." November 2012: "Thanks for the simple and continuous communications throughout the process. I have submitted over 20 applications and you are the only one that has provided communication throughout. I truly appreciate the communication in a tough process to find employment." November 2012: "I wanted to thank you for an outstanding experience regardless of eventual outcome. [The search] was very well done, head and shoulders above any past experience that I have had ... well done and thanks!" October 2012: "I have been working with [SGR staff] on the [client] posting. They are a class act and have been nothing but a pleasure to work with thus far." October 2012: "Just wanted to thank you for providing the information about the [client] to us. It is the first time I have received additional information during a process as this and felt compelled to let you know how much it is appreciated." September 2012: "Thanks so much for your kind and generous email. I also appreciate your phone call this afternoon. There are very few folks these days that take the time to actually make a personal contact and I thank you for that." September 2012: "Thank you, Thank you, Thank you. -This was a great experience and I really enjoyed working with you." September 2012: "I have really enjoyed being able to participate in the recruitment process to date. I was especially intrigued with the use of online interview technology...I also really like the way you've organized the First Year Game Plan exercise. It's a really neat way for the candidates, city staff and council members to get to know one another better before the formal interviews take place." September 2012: "Like many in the city manager profession, I have experienced and participated in a number of different search processes as a candidate as well as employer. The search process for the [client] City Manager position was my first experience with a search conducted by SGR. Without question, your process was the most thorough search I have experienced in 25 years and dozens of searches. As a candidate, I felt the process challenged me to be extremely well- informed about the position and the community. In addition, all 56R representatives provided me with accurate, timely and complete information throughout the search process. Congratulations and thank you!" 48 July 2012: "I have received this type of message dozens of times, and this was the best in its courtesy and sensitivity. Thank you for your response. I will be sure to consider your company for any future executive search needs." June 2012: "Again, I want to THANK YOU and your staff I have had the pleasure to work with. There definitely is a reason you are swamped with searches. The "Golden Rule" is serving SGR well. Please know that [staff members] have all been great and they have certainly helped me through this transition." June 2012: "Our organization continues to be delighted with our search results. When we made the commitment to take [the department] to the next level we only hope our search would equip us with the tools ... man, did we get what we were looking for!" June 2012: "I will have to say you all are the first firm that I have ever had that keeps candidates updated! That is excellent business in my book! Thank you for being so good!" May 2012: 'How refreshing to receive a personal email in response to my application for the [position]. I am impressed with your efforts to make me feel comfortable with the process. Thank you for your gracious efforts and your personal touch." May 2012: "I appreciate the information you provided me with. Hardly anyone handles matters this way and your good work really shows." April 2012: "Just a short note to let you know that although I did not make the finalist list, I found your customer service approach 150% above other headhunters I have dealt with. Your company made me feel like a valuable customer and communicated the hiring process in a timely, fair and open manner." April 2012: "A short while ago I applied for the [client] vacancy, and while I was of course a bit disappointed not to advance, I have to tell you I greatly appreciated your response email. Most headhunters send a perfunctory "lots of applications, wish you the best" email; yours indicated you had actually read my resume. Such small things are important in time like these." March 2012: "...I'd like to think you for a job very well done in helping our [organization] recruit its new [Position]. Thanks to you and SGR, this executive search was strong both in design and execution. ...everyone involved was impressed with the full process, ranging from the strategic needs assessment to the candidate evaluation process." March 2012. "Thanks for all you do - your personal touch in staying in contact with applicants is light -years above any of the other firms I have gone through in the past. It means a lot." March 2012: "Thank you for your timely communication and professionalism. As Tm in the process on a few other positions you should know that other recruiting firms have not provided candidates a very respectful and professional experience." 49 TAB 12 KII eINKIM The Town of Little Elm is located on the eastern shores of Lewisville Lake in Denton County. Thirty miles to the south of Little Elm is Dallas and an equal distance to the southwest is Fort Worth. Major highway service to Little Elm includes US 380, FM 720 and FM 423. Little Elm has seen significant growth since 2000, when the Town registered 3,600 residents. Current population figures estimate 28,000 residents call Little Elm home, which has earned the Town recognition as one of the fastest growing communities in the United States. Over the last decade, Little Elm has experienced a 610% growth rate and issued 488 building permits in 2011. The expected population build -out is over 90,000 residents. The Peters Colony and Little Elm were chartered in 1841 as part of the Republic of Texas. The area was inhabited mostly by Indian tribes who lived along the several creeks that traversed the area, providing abundant water for springs and associated wildlife for food. As settlers discovered, the area also had a rich source of timber which provided fuel in the harsh winters and fertile soil for crops. Named for a nearby creek, Little Elm was formed by the consolidation of several small settlements. The creation of Lake Dallas in 1925 and the Garza -Little Elm Reservoir in the mid- 1950's (both water bodies are now encompassed in Lewisville Lake) encouraged further growth of the community. Little Elm was incorporated in June 1966 and remained a quiet lakeside community until growth by surrounding communities began to have a profound effect on the Town. As the growth discovered Little Elm in the late 1990'x, residents began to prepare for the flood of new residents that were learning about the beautiful lakeside residential setting. In 2001, Little Elm adopted the Council/Manager form of government and its Home Rule Charter and currently has approximately 9,012 acres or 14.08 square miles within its corporate limits. Along with the multitude of opportunities, the enormous growth also brought growing pains to the community, mostly in the way of traffic congestion and delayed commercial development. Eldorado Parkway, which runs through the heart of Little Elm, is being widened and there are plans to develop a streetscape program along Eldorado Parkway to uniquely identify Little Elm. A large portion of the original downtown is currently below the waters of Lewisville Lake Elm as a result of raising the lake level, which replaced and covered an earlier lake known as the Garza -Little Elm Reservoir. Plans exist to create a new Town Center to become a gathering place for citizens and visitors within a multi -use development that will IV encompass urban -style living as well as shopping, restaurants, and professional office ■ space. The Town of Little Elm resides on several peninsulas of Lewisville Lake, which is a 23,280 acre reservoir operated by the U.S. Army Corps of Engineers. Little Elm's unique water vistas and miles of shoreline provide wonderful recreational opportunities for relaxation, water sports, fishing, camping, and swimming venues. The Town's pride in the lake amenities and its ability to retain small -town ,arm gives the community its LITTLE ELM nickname, The Town with Lake Attitude. -&&a& The Town continues to develop and improve the park system to enhance the lakeside and outdoor opportunities for visitors and residents. Little Elm Park is a large community park with a sandy swim beach, boat ramps, athletic facilities, playground equipment, and walking trails. It is also home to the Annual Autumn Fest and the Arts and Sounds by the Lake event. Beard Park is a shaded recreation facility which includes playground equipment for small children and picnic areas. Beard Park also showcases interesting local historic structures including the original Little Elm post office and a prairie cabin. Cottonwood Park hosts the Cottonwood Creek Marina, a walking trail, and the Little Elm Ballfield Complex. The largest manufacturer in Little Elm is Retractable Technologies, Inc, which manufactures a medical device and similar technologies; and Lowe's Home Center and Hobby Lobby are the largest retail employers. Kroger Marketplace, only the fourth in the DFW metroplex, opened in Little Elm in the fall of 2011 with a 123,000 square foot store. Public education within the Town of Little Elm is principally within the Little Elm Independent School District with an enrollment of 6,340 students. Also within Little Elm are the Frisco ISD, Denton ISD, Aubrey ISD, and Prosper ISD. The Texas Education Agency (TEA) has rated the Little Elm Independent School District as Academically Recognized for the past three years through the State Accountability Ratings, which academically places the district among the top third of districts in the state. Additionally, in 2011, four of the district's elementary schools earned the title of Academically Exemplary and three schools were named Academically Recognized. This Little Elm ISD maintains over $132 million in school facilities and the majority of the schools and facilities have been built or completely renovated within the last five years. In athletic and academic competition, Little Elm students compete in a 4A classification in the University Interscholastic League (UIL). For advanced education, Little Elm is within close proximity to Collin County Community College, Texas Women's University, University of North Texas, and North Texas Central College. The Town of Little Elm has received the Government Finance Officers Association's Certificate for Achievement for Excellence in Financial Reporting. The Little Elm Economic Development Corporation received the Certificate of Achievement for Economic Excellence from the Texas Economic Development Council in 2010. The estimated household income is $80,794 and the average home value is $154,516. The Town of Little Elm is a home rule city with a Council- Manager form of government. The Little Elm Town Council consists of seven council members, including the mayor, four district positions, and two at -large positions. Each council member serves a three -year, staggered term. The Town Council appoints a professional Town Manager, who is responsible for the day -to -day operation of all town departments. The Town Manager supervises the Town Manager's office and all department heads, including Human Resources/Risk Management, Fire and EMS, Parks and Recreation (Library, Facility Maintenance), Finance (Information Technology, Court, Billing and Collections), Public Works, Development Services /Engineering, and Police (Animal Control), Assistant Town Manager, and Senior Administrative Assistant. The Town Council appoints the Town Secretary, Town Attorney, and Municipal Court Judge. The Little Elm Economic Development Corporation operates as a separate entity and the Town participates in a 4A Sales Tax Corporation. The Town also has limited partnership agreements with Denton County Fresh Water Supply Districts and two Tax Increment Reinvestment Zones (TIRZ 1 and TIRZ 2). The Town of Little Elm has 174 employees and an annual operating budget of $33.2 Million. The rapid growth has made careful long -term planning and a focus on commercial development a priority. The Town currently has $80 Million in local Capital Improvement Projects and over $200 Million in state- funded projects within the Town limits. Eldorado Parkway, which runs through the heart of the community, was a two -lane asphalt road. The Texas Department of Transportation (NDOT) is expanding the roadway to a six -lane divided thoroughfare, in which the Town has coordinated a ■ streetscape plan to uniquely identify Little Elm along the roadway. In 2006, community leaders and property owners began discussing an opportunity to create a Town Center where residents and visitors could meet, dine, shop, and live. In 2008, the Town Council adopted the Town Center Concept Plan, which was developed with community input, for a mixed -use, pedestrian oriented development. In May 2011, the Town re-zoned the property and applied form - based code developed for the project. The Town has a modem comprehensive plan, adopted in 2008. Recently, the Town has completed the construction of a Public Safety Center, Community Center, and Senior Center. Additionally, Little Elm has recently welcomed Kroger Marketplace ancbAldi to the community. The Town Manager is a visible position within the community and should demonstrate the utmost personal and professional honesty, integrity, and high ethical standards. The Town Manager should have the ability to build consensus among different viewpoints and be politically astute, but apolitical. The ability to clearly communicate with the community is a top priority. The Town Manager should be a strong relationship builder and develop a solid working relationship with the multiple different entities within the Town, including Town officials, federal and state officials, the school districts, and the business community. The successful candidate will demonstrate a personable style and effective communication ability. Experience with process improvement and innovation is desired. The successful candidate will be capable of developing use of social media and other innovative communication tools to improve citizen communications and be open to future webcasting of Town Council meetings. The successful candidate will be able to analyze problems and give the Town Council a complete analysis along with various options for a solution. Strong financial and budgeting skills are required. The successful candidate will demonstrate the skills needed to build cost efficiency throughout the organization and create an atmosphere of transparency in all financial matters. The Town Manager should have knowledge of development strategies, programs, issues, and resources. The ideal candidate will have a thorough understanding of the principles and practices of local economic development and revitalization. Building a deep commitment to customer service throughout the organization is a must. Proven leadership skills In development of a high - functioning organization with accountability standards and clear expectations built for all employees are desired. The successful candidate will have experience in coaching and mentoring of employees that creates an environment where employees can perform at their highest level. The successful candidate should have a Bachelor degree in public administration or a closely related field with a minimum of five (5) years of progressively responsible experience as a town manager, assistant town manager, or equivalent experience as determined by the Town Council. A Master's degree in Public Administration or related field is preferred. The successful candidate will be politically astute and possess a thorough understanding of the operations of a full- service municipal organization. The successful candidate will have experience with economic development, specifically growth management; public finance and budgetary controls; and the ability to analyze a variety of municipal issues and make sound policy and procedural recommendations. The candidate should have solid leadership skills, a clear ago consistent communication style, and the ability to build a future- focused team of senior staff members. The Town of Little Elm offers a competitive starting salary, depending on qualifications and experience. The Town participates in the Texas Municipal Retirement System (TMRS) at the seven percent employee deposit rate with a municipal matching ratio of 2 -1. A full range of leave and insurance benefits is also provided. To apply for this position, please email cover letter and resume to: Tom Muehienbeck, Senior Vice President Strategic Government Resources TomOGovern mentRes o urce. com 972 -740 -4468 Applications are preferred electronically. Please insert "Little Elm Town Manager" in the subject line. Kindly use PDF format, if possible. Should you have any questions regarding this opportunity, or a recommendation of a colleague, please contact SGR Executive Search. This position is open until filled. Please visit our website at www.GovemmentResource.com for the review status of this position. The Town of Little Elm is an Equal Opportunity Employer and values diversity In its workforce. Applicants selected as finalists for this position will be subject to a comprehensive background check. TAB 13 56 "F� Phone: 817 -410 -8383 / 888 - 588 -2525 Fax: 888 -213 -9341 FILE NUMBER 1023 REPORT DATE 02 -27 -2009 LM REPORTTO STRATEGIC GOVERNMENT RESOURCES ORDER DATE 02 -26 -2009 (20002) REFERENCE CITY OF BEDROCK 1117 Bourland Rd TYPE EXECUTIVE SEARCH - BACKGROUND Keller, TX 76248 Phone: 817 - 337 -8581 CHECK Fax: - Application Information APPLICANT FLINTSTONE, FREDERICK SSN123 -44 -5678 DDB 09- 29 -XXXX ADDRESS(ES) 480 SLATE RD CITY 1 STATE / ZIP BEDROCK, TX 75189 Credit Summary TOTAL TRADELINES Identity Development 30 DAYS LATE 0 Person Search - SSN TRACE/ ADDRESS VERIF 40 RESULTS Records Found 0 CURRENTLY DELINQUENT SSN SEARCHED 123 -44 -5678 90 DAYS LATE SEARCH DATE 02 -26 -2009 8:46 AM PREVIOUSLY DELINQUENT n Applicant Information nQ /n1 /nR FULL NAME I SSN DOB ADDRESS PHONE REPORTED DATE(S) FRED FLINTSTONE XXXX -00 480 HOWELL RD (888)636 -2459 First: 1993 -04 123 -44 -5678 Age: 49 BEDROCK TX 75189 Last: 2009 -02 County: ROCK FREDERICK FLINTSTONE 480 HOWELL RD (888)636 -2459 First: 1993 -04 123 -44 -5678 BEDROCK, TX 75189 Last: 2007 County: ROCK FRED FLINTSTONE XXXX -00 1006 COLUMBINE DR First: 1996 -08 123 -44 -5678 Age: 49 SUGAR, TX 75043 Last: 2004 -06 County: TILE FRED FLINTSTONE 306 W VISTA DR First: 2002 -04 123 -44 -5678 SUGAR, TX 75041 Last: 2002 -06 County: TILE FRED R FLINTSTONE XXXX -09 -29 1824 DEVON First: 1990 -12 123 -44 -5678 Age: 49 SUGAR, TX 75041 Last: 1990 -12 County: TILE FRED FLINTSTONE XXXX -00 1518 COLONEL DR 123 -44 -5678 Age: 49 CREEK, AR 71839 County: MILLER FREDDY FLINTSTONE XXXX -00 1824 DEVONSHIRE DR 123 -44 -5678 Age: 49 GARLAND CITY, AR 71839 County: MILLER FRED R FLINTSTONE 1518 COLONEL DR 123 -44 -5678 CREEK, TX 75043 County: DALLAS SSN Information SSN VALID ISSUED LOCATION ISSUED DATE RANGE 123-44 -5678 SSN is valid. Issued in Texas 1974 WARNING: This search may not be used as the basis for an adverse action on an applicant It should only be used to verify or correct an applicant's information, or as a tool to further research of public records or other verifications. Credit Credit Summary TOTAL TRADELINES 40 30 DAYS LATE 0 CURRENTLY SATISFACTORY 40 60 DAYS LATE 0 CURRENTLY DELINQUENT 0 90 DAYS LATE 0 PREVIOUSLY DELINQUENT n NEWEST TRADE nQ /n1 /nR OTHER D $0 $0 $0 40 $2108 $129142 $0 Warning; Use careful judgment the past due column of this financial summary may possibly combine amounts of an original creditor with amounts from a collection agency collecting for the original creditor. A single debt could be included as a trade amount and with the collection agency. In a few cases, this single debt can appear as a judgment in the public records section, as wen. Variations Personal Information Comparison NAME SOC SEC we AIUI APPLICANT FLINTSTONE, FRED 12344 -5678 09/29/1959 XP FLINTSTONE, FREDERICK MATCH 09/29/59 FRED FLINTSTONE MATCH Address Comparison ADDRESS REPORTED 480 HOWELL ROAD, BEDROCK, TX 75189 02/27/09 APPLICANT XP 480 HOWELL RD, BEDROCK, TX 75189 10 -2008 APPLICANT XP ROYSE CITY TX , BEDROCK, TX 75189 01 -2001 APPLICANT XP 1006 COLUMBINE DR, SUGAR TX 75043 10 -1999 Employment Comparison COMPANY POSITION REPORTED APPLICANT XP BEDROCK POLICE 09 -1994 APPLICANT XP SLATE GRAVEL CO 08 -1995 Credit Bureau Report Credit History HISTORICAL E CREDITOR REPORTED HIGH BALANCE PAST DUE OPENNO DATE MONTHS CREDIT AMOUNT PAST TDDUE TYPE PRESENT STATUS C 0 REVIEWED DLA 30 60 80+ TERMS A COUNTRYWIDE 08/01/02 01/01/09 $125000 $80157 $0 0 0 0 MTG AS AGREED J HOME LOANS 75 01 -2009 180 $1458 Remarks: CONVENTIONAL REAL ESTATE LOAN, INCLUDING PURCHASE MONEY FIRST NISSAN MOTOR 02/01/07 01/01/09 $32086 $20338 $0 0 0 0 AUTO AS AGREED B ACCEPTANC 24 01 -2009 060 $575 SALLIE MAE 08/01/05 01/01/09 $11475 $14118 $0 0 0 0 EDU AS AGREED J 42 01 -2006 UN K $0 Remarks: STUDENT LOAN- PAYMENT DEFERRED SALLIE MAE 08/01/06 01/01/09 $11210 $12840 $0 0 0 0 EDU AS AGREED J 30 UNK $0 Remarks: STUDENT LOAN - PAYMENT DEFERRED CITI 01/01/97 02/01/09 $0 $996 $0 0 0 0 REV AS AGREED B 99 02 -2009 $20 CIT BANK/DFS 02/01/04 01/01/09 $5000 $291 $0 0 0 0 REV AS AGREED B 60 01 -2009 $15 EXXMBLCITI 01/01/05 02/01/09 $1900 $196 $0 0 0 0 REV AS AGREED B 23 02 -2009 $10 MCYDSNB 10/01/83 02/01/09 $2000 $97 $0 0 0 0 REV AS AGREED J 30 12 -2008 $5 GEMB /JCP 02/01/83 02/01/09 $1200 $73 $0 0 0 0 REV AS AGREED J 99 01 -2009 $15 GEMB /DILLARDS 01/01/83 02/01/09 $4000 $36 $0 0 0 0 REV AS AGREED J 99 02 -2009 $10 AMERICAN HONDA 03/01/00 11/01/00 $15056 $0 $0 0 0 0 AUTO AS AGREED B FINANCE 8 060 $0 BALLY TOTAL 01/01/88 02/01/03 $1102 $0 $0 0 0 0 INST AS AGREED B $0 BANK OF AMERICA 12/01/99 11 /01 /01 $4478 $0 $0 0 0 0 INST AS AGREED 3 24 036 $0 Remarks: INSTALLMENT LOAN CHASE 12/01/01 06/01/02 $8122 $0 $0 0 0 0 AUTO AS AGREED B 6 048 $0 CHASE 05/01/99 03/01/00 $20891 $0 $0 0 0 0 AUTO AS AGREED B 11 060 $0 CHASE 09/01/94 02/01/09 $21000 $0 $0 0 0 0 REV AS AGREED B 79 02 -2007 $0 CITI /SHELL 09/01/83 02/01/09 $800 $0 $0 0 0 0 REV AS AGREED 3 88 01 -2009 $0 CITIFINANCIAL 03/01/01 12/01/03 $1688 $0 $0 0 0 0 REV AS AGREED B RETAIL S 35 $0 COMPASS BANK 07/01/04 04/01/07 $33949 $0 $0 0 0 0 AUTO AS AGREED B 34 03 -2007 066 $0 CREDIT UNION OF 01/01/02 04/01/06 $5000 $0 $0 0 0 0 REV AS AGREED 3 TEXAS 51 07 -2005 $0 Remarks: ACCOUNT CLOSED DUE TO TRANSFER OR REFINANCE; ACCOUNT CLOSED DUE TO TRANSFER CREDIT UNION OF 01/01/02 09/01/07 $1797 $0 $0 0 0 0 REV AS AGREED J TEXAS 43 01 -2006 $0 Remarks: ACCOUNT CLOSED AT CONSUMER'S REQUEST DISCOVER FIN 04/01/86 02/01109 $11900 $0 $0 0 0 0 REV AS AGREED 3 SVCS LLC 99 06 -2004 $0 FIRST USA BANK N 09/01/94 10/01/04 $21000 $0 $0 0 0 0 REV AS AGREED B A 99 $0 Remarks: ACCOUNT CLOSED AT CONSUMER'S REQUEST FORD CRED 10/01/00 04/01102 $29758 $0 $0 0 0 0 AUTO AS AGREED B 19 060 $0 GDYR/CBSD 03/01/88 02/01/09 $4750 $0 $0 0 0 0 REV AS AGREED B 80 12 -2008 $0 GMAC 10/01/04 02/01/07 $18088 $0 $0 0 0 0 AUTO AS AGREED B 28 01 -2007 060 $0 GMAC 04 /01/02 01/01/04 $28851 $0 $0 0 0 0 AUTO AS AGREED B 21 066 $0 GNB /BEALLS 03/01/98 08/01/03 $2400 $0 $0 0 0 0 REV AS AGREED P 66 $0 Remarks: TRANSFERRED TO ANOTHER LENDER; PURCHASED BY ANOTHER LENDER SEARS /CBSD 12/01/79 02/01/09 $20000 $0 $0 0 0 0 REV AS AGREED B 99 03 -2000 $0 TEXANS CREDIT 04 /01/05 09101/08 $15000 $0 $0 0 0 0 REV AS AGREED B UNION 42 08 -2008 $0 Remarks: CHECK CREDIT OR LINE OF CREDIT TEXANS CREDIT 08/01/95 01/01/04 $26005 $0 $0 0 0 0 AUTO AS AGREED B UNION 99 045 $0 THE AMERICAN 12/01/96 09/01/02 $127400 $0 $0 0 0 0 MTG AS AGREED P NATL BANK 1 030 $0 Ramar{ra- rnkw;wnnuai PFaJ FcTeTF i nau Turi i inytic of mruecc Mnre�v rtocr ECOA KEY: B = BORROWER; C = CO-BORROWER; S - SHARED; J = JOINT; U = UNDESIGNATED; A = AUTHORIZED USER Public Records NO PUBLIC RECORDS DEVELOPED Prior Inquiries CREDITOR INQUIRY TYPE DATE SRC ECOA NO PRIOR INQUIRIES DEVELOPED Repository Remarks XP CONSUMER STATEMENT: 27& 11 -11 -08 2499947 ID SECURITY ALERT: FRAUDULENT APPLICATIONS MAY BE SUBMITTED IN MY NAME OR MY IDENTITY MAY HAVE BEEN USED WITHOUT MY CONSENT TO FRAUDULENTLY OBTAIN GOODS OR SERVICES. DO NOT EXTEND CREDIT WITHOUT FIRST VERIFYING THE IDENTITY OF THE APPLICANT. I CAN BE REACHED AT 972 - 977 -7184. THIS SECURITY ALERT WILL BE MAINTAINED FOR 90 DAYS BEGINNING 11- 11 -08. XP CONSUMER STATEMENT; USER ACKNOWLEDGES RECEIPT OF A COPY OF THE SUMMARY OF THE CONSUMER'S RIGHTS PRESCRIBED BY THE FEDERAL TRADE COMMISSION UNDER SECTION 609 (c) (3) OF THE FCRA ( "CONSUMER'S RIGHTS "). BY ACCEPTING THIS REPORT, THE USER HEREBY CERTIFIES AND CONFIRMS THAT HE OR SHE WILL ATTACH A COPY OF THE CONSUMER'S RIGHTS TO THE REPORT AS REQUIRED BY SECTION 604 (b) (1) (B) OF THE FCRA. Source Information CREDITOR AMERICAN HONDA FINANCE BALLY TOTAL FITNESS BANK OF AMERICA CHASE CITI CC CITIFINANCIAL RETAIL S COMPASS BANK COUNTRYWIDE HOME LOANS CREDIT UNION OF TEXAS DELL FINANCIAL SVCS /CI DISCOVER FINANCIAL SVC EXXMBLCITI FIRST USA BANK N A FIRSTAR FORD CRED GEMB /DILLARDS GEMB /JCP GMAC GNB /BEALLS MCYDSNB NISSAN MOTOR ACCEPTANC SALLIE MAE 3RD PTY LSC SEARS /CBSD T=VAAIC I- Orr%TT I IAIMR1 Creditors SUB CODE 9 PHONE 3600888 3625 W ROYAL LN STE 200, IRVING, TX 214 -277 -5200 75063 066 7755 CENTER AVE STE 440, HUNTINGTON 562 -484 -2980 BEACH, CA 92647 1198830 201 N TRYON ST, CHARLOTTE, NC 28255 BYMAILONLY 1101969 201 N WALNUT ST # DE1-10, WILMINGTON, $0 US BANK/NA ND 09/01/08 01/01/09 $1000 $0 $0 0 0 0 REV AS AGREED J 3991532 5 12 -2008 93065 3240147 PO BOX 515169, DALLAS, TX 75251 972 - 669 -9166 $0 3500A WADLEY PL, AUSTIN, TX 78727 USAA FEDERAL 04/01/91 02/01/09 $17500 $0 $0 0 0 0 REV AS AGREED J SAVINGS B 99 01 -2009 PO BOX BOX 542000, OMAHA, NE 68154 800- 727 -7000 1355850 PO BOX 981400, EL PASO, TX 79998 BYMAILONLY 3321860 $0 800 -542 -0800 WFNNB /BEALLS 03/01/98 02/01/09 $2400 $0 $0 0 0 0 REV AS AGREED J 800- 458 -6229 85 03 -2008 800 -950 -6622 1993837 1002 ARTHUR AVE, PANAMA CITY, FL 32401 900 - 555 -7562 1230730 PO BOX 6189, SIOUX FALLS, SD 57117 $0 77cnnAO WFNNB/VICTORIAS 12/01/93 02/01/09 $1250 $0 $0 0 0 0 REV AS AGREED B SECRET 38 02 -2009 $0 CREDIT UNION OF 01 /01/02 09/01/07 $5000 $ $0 0 0 0 REV CRCDLOST J TEXAS 49 01 -2006 $0 Remarks: CREDIT CARD LOST OR STOLEN ECOA KEY: B = BORROWER; C = CO-BORROWER; S - SHARED; J = JOINT; U = UNDESIGNATED; A = AUTHORIZED USER Public Records NO PUBLIC RECORDS DEVELOPED Prior Inquiries CREDITOR INQUIRY TYPE DATE SRC ECOA NO PRIOR INQUIRIES DEVELOPED Repository Remarks XP CONSUMER STATEMENT: 27& 11 -11 -08 2499947 ID SECURITY ALERT: FRAUDULENT APPLICATIONS MAY BE SUBMITTED IN MY NAME OR MY IDENTITY MAY HAVE BEEN USED WITHOUT MY CONSENT TO FRAUDULENTLY OBTAIN GOODS OR SERVICES. DO NOT EXTEND CREDIT WITHOUT FIRST VERIFYING THE IDENTITY OF THE APPLICANT. I CAN BE REACHED AT 972 - 977 -7184. THIS SECURITY ALERT WILL BE MAINTAINED FOR 90 DAYS BEGINNING 11- 11 -08. XP CONSUMER STATEMENT; USER ACKNOWLEDGES RECEIPT OF A COPY OF THE SUMMARY OF THE CONSUMER'S RIGHTS PRESCRIBED BY THE FEDERAL TRADE COMMISSION UNDER SECTION 609 (c) (3) OF THE FCRA ( "CONSUMER'S RIGHTS "). BY ACCEPTING THIS REPORT, THE USER HEREBY CERTIFIES AND CONFIRMS THAT HE OR SHE WILL ATTACH A COPY OF THE CONSUMER'S RIGHTS TO THE REPORT AS REQUIRED BY SECTION 604 (b) (1) (B) OF THE FCRA. Source Information CREDITOR AMERICAN HONDA FINANCE BALLY TOTAL FITNESS BANK OF AMERICA CHASE CITI CC CITIFINANCIAL RETAIL S COMPASS BANK COUNTRYWIDE HOME LOANS CREDIT UNION OF TEXAS DELL FINANCIAL SVCS /CI DISCOVER FINANCIAL SVC EXXMBLCITI FIRST USA BANK N A FIRSTAR FORD CRED GEMB /DILLARDS GEMB /JCP GMAC GNB /BEALLS MCYDSNB NISSAN MOTOR ACCEPTANC SALLIE MAE 3RD PTY LSC SEARS /CBSD T=VAAIC I- Orr%TT I IAIMR1 Creditors SUB CODE ADDRESS PHONE 3600888 3625 W ROYAL LN STE 200, IRVING, TX 214 -277 -5200 75063 0300750 7755 CENTER AVE STE 440, HUNTINGTON 562 -484 -2980 BEACH, CA 92647 1198830 201 N TRYON ST, CHARLOTTE, NC 28255 BYMAILONLY 1101969 201 N WALNUT ST # DE1-10, WILMINGTON, BYMAILONLY DE 19801 1240000 PO BOX 6500, SIOUX FALLS, SD 57117 800- 843 -0777 1138180 PO BOX 6080, NEWARK DE 19714 1- 800 -643 -5607 1100940 15 20TH ST S FL 9, BIRMINGHAM, AL 35233 205- 558 -6403 3991532 400 COUNTRYWIDE WAY, SIMI VALLEY, CA 805- 520 -5100 93065 3240147 PO BOX 515169, DALLAS, TX 75251 972 - 669 -9166 1616760 3500A WADLEY PL, AUSTIN, TX 78727 800 - 955 -3355 3276502 PO BOX 15316, WILMINGTON DE 19850 800 - 347 -2683 1402260 PO BOX 6497, SIOUX FALLS, SD 57117 800- 950 -5114 1260958 1523 CONCORD PK, WILMINGTON, DE 19803 800 -955 -9900 1183670 PO BOX 2188, OSHKOSH, WI 54903 800- 934 -8849 1631440 PO BOX BOX 542000, OMAHA, NE 68154 800- 727 -7000 1355850 PO BOX 981400, EL PASO, TX 79998 BYMAILONLY 3321860 PO BOX 984100, EL PASO, TX 79998 800 -542 -0800 2611005 PO BOX 2150, GREELEY, CO 80632 800- 200 -4622 3376833 1020 WILLOWCREEK DR, JACKSONVILLE, TX SYMAILONLY 75766 1362830 9111 DUKE BLVD, MASON, OH 45040 800- 458 -6229 3696046 PO BOX 660360, DALLAS, TX 75266 800 -950 -6622 1993837 1002 ARTHUR AVE, PANAMA CITY, FL 32401 900 - 555 -7562 1230730 PO BOX 6189, SIOUX FALLS, SD 57117 BYMAILONLY 77cnnAO 777 = rAKADD=1 1 DT% DTJ LJA0nCnPJ -ry 7cno7 OVMATI nhil V RepOSITOry maTerral Experian ^� P.O. Box 2002 Allen, TX 75013 888 - 397 -3742 Comments *'* End of Credit Report "** Investigative County Criminal Records Search RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FRED SEARCH DATE 02 -27 -2009 12:29 PM DOB SEARCHED 09 -29 -XXXX SEARCH SCOPE 7 years JURISDICTION TX -HUNT RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FRED DOB SEARCHED 09- 29 -XXXX JURISDICTION TX -ROCK SEARCH DATE 02 -26 -2009 12;58 PM SEARCH SCOPE 7 years CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. COLLIN COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 DALLAS COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 DENTON COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 Nationwide Wants and Warrants NO OPEN WANTS OR WARRANTS FOUND FREDERICK FLINTSTONE 02/27/09 TARRANT COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 State Criminal Records Search RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FREDERICK SEARCH DATE 02 -26 -2009 12:59 PM DOB SEARCHED 09- 29_XXOf SEARCH SCOPE 7 years JURISDICTION TEXAS CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. JURISDICTIONS) SEARCHED The search you have selected is a search of our criminal database(s) and may not represent 100% coverage of all criminal records in all jurisdictions and /or sources. Coverage details available upon request. CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. Global Homeland Security Search RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FREDERICK SEARCH DATE 02 -26 -2009 8:46 AM SOURCES Australian Reserve Bank Sanctions List Bank of England Sanctions List Debarred Parties List (Directorate of Defense Trade Controls) Denied Persons List European Union Terrorism Sanctions List FDA Office of Regulatory Affairs Debarment List Fugitive List Health and Human Services Exclusion List Interpol Most Wanted Office of the Comptroller of Currency Enforcement Actions List OFAC (Specially Designated Nationals List) Office of Thrift Supervision (OTS) OFSI (Canadian Sanctions List) United Nations Consolidated Sanctions List Palestinian Legislative Council List US General Services Administration Excluded Parties List World Bank Listing of Ineligible Individuals CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by applicable laws. 'No Reportable Records Found' means that our researchers could not locate a record that matched. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. Sex Offender Records Search RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FREDERICK SEARCH DATE 02 -26 -2009 12:59 PM DOB SEARCHED 09- 29 -)OK SEARCH SCOPE JURISDICTION TEXAS CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by applicable laws. 'No Reportable Records Found' means that our researchers could not locate a record that matched. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. County Civil Records Search RESULTS No Reportable Records Found InstaCriminal National Search RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FREDERICK SEARCH DATE 02 -26 -2009 8:46 AM DOB SEARCHED 09- 29 -XXXX SEARCH SCOPE JURISDICTION NATIONWIDE JURISDICTIONS) SEARCHED The search you have selected is a search of our criminal database(s) and may not represent 100% coverage of all criminal records in all jurisdictions and /or sources. Coverage details available upon request. CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. Global Homeland Security Search RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FREDERICK SEARCH DATE 02 -26 -2009 8:46 AM SOURCES Australian Reserve Bank Sanctions List Bank of England Sanctions List Debarred Parties List (Directorate of Defense Trade Controls) Denied Persons List European Union Terrorism Sanctions List FDA Office of Regulatory Affairs Debarment List Fugitive List Health and Human Services Exclusion List Interpol Most Wanted Office of the Comptroller of Currency Enforcement Actions List OFAC (Specially Designated Nationals List) Office of Thrift Supervision (OTS) OFSI (Canadian Sanctions List) United Nations Consolidated Sanctions List Palestinian Legislative Council List US General Services Administration Excluded Parties List World Bank Listing of Ineligible Individuals CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by applicable laws. 'No Reportable Records Found' means that our researchers could not locate a record that matched. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. Sex Offender Records Search RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FREDERICK SEARCH DATE 02 -26 -2009 12:59 PM DOB SEARCHED 09- 29 -)OK SEARCH SCOPE JURISDICTION TEXAS CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by applicable laws. 'No Reportable Records Found' means that our researchers could not locate a record that matched. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. County Civil Records Search RESULTS No Reportable Records Found [ A- 11LC RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE,FREDERICK DOB SEARCHED 09- 29 -)000C SEARCH SCOPE 7 years JURISDICTION TX -ROCK CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for civil history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance. Credentials Instant Driving Records RESULTS License Found STATE OF ISSUE Texas SEARCH DATE 02- 26-2009 8:46 AM LICENSE NUMBER 05554441 License Number: 05554441 License State: TX Full Name: FLINTSTONE, FREDERICK DOB: XXXX -09 -29 Address: 480 HOWELL RD BEDROCK, TX 751890000 License Info Status: CLEAR Class: CM Class Description: C - Single or comb veh , not in class A or B,M - Motorcycle or moped Expiration Date: 2013 -09 -29 Original Issue Date: 1974 -10 -10 Other License Info Report Message: RECORD CONTAINS NO REPORTED CONVICTIONS OR ACCIDENTS WITH CITATIONS IN LAST 3 YEARS. MVR Status: MVR found MVR Score: 0 Messages THIS TYPE RECORD WILL NOT REFLECT COMPLETION OF A DRIVING SAFETY COURSE. THIS TYPE RECORD WILL NOT REFLECT OFFENSES OR RELATED SUSPENSIONS UNDER ALCOHOL BEVERAGE CODE 106.041 OR 106.071. WARNING: Confidential Information - To Be Used As Per State And Federal Laws. Misuse May Result In A Criminal Prosecution. Date of Birth: 9/29/1959 Age: 49 SSN: 123-44 -5678 issued in Texas between 1/1/1974 and 12/31/1974 Names Associated With Subject: FRED FLINTSTONE DOB: 1/196DAge:49 452- 27- xxxxissued in Texas between 1/111974 and 12/31/1974 FRED R FLINTSTONE DOB: 9/29/1959Age:49 452- 27- xxxxissued in Texas between 1/1/1974 and 12131/1974 Others Associated With Subjects SSN: (DOES NOT usually indicate any type of fraud or deception) [None Found] Comprehensive Report Summary: Names Associated With Subject 2 Found Others Associated With Subjects SSN None Found None Found Possible Criminal Records Sexual Offenses Motor Vehicles Registered Concealed Weapons Permit Professional Licenses FAA Aircrafts Watercraft Bankruptcies None Found 8 Found None Found None Found None Found None Found None Found None Found Liens and Judgments I Found UCC Filings 0 Found Possible PropertiesOwned Address Summary: Address 480 HOWELL RD, BEDFORD TX 75189 -6108 1006 COLUMBINE DR, SUGAR TX 75043 -1815 306 W VISTA DR, SUGAR TX 75041 -3025 1518 COLONEL DR, SUGAR TX 7 504 3 -121 9 1824 DEVONSHIRE DR, SUGAR TX 75041 -1 51 5 Active Address(es): County Dates Maps DALLAS May 1984 - Jun 2004 N/A Apr 2002 -Jun 2002 NIA WHARTON May 1984 - Nov 2000 N/A DALLAS May 1984 - Dec 1990 N/A 480 HOWELL RD, BEDFORD TX 75189 -6108, COLLIN COUNTY (Apr 1993 - Feb 2009) Current Residents at Address: FRED FLINTSTONE WILMA FLINTSTONE PEBBLE FLINTSTONE Property Ownership Information for this Address Property: Parcel Number - Name Owner: FLINTSTONE, FREDERICK Property Address: - 480 HOWELL RD, BEDFORD TX 75189 -6108, TILE COUNTY OwnerAddress: 480 HOWELL RD, BEDFORD TX 75189 -6108, TILE COUNTY Data Source - A Previous And Non - Verified Address(es): 1006 COLUMBINE DR, SUGAR TX 750431815, ROCK COUNTY (May 1984 - Jun 2004) Current Residents at Address: P GREEN DANNY GREEN Property Ownership Information for this Address Property: Parcel Number- 26- 005 - 023-0000 Book -96168 Page-1686 Name Owner: GREEN P W Name Owner 2: GREEN DANNY D PropertyAddress: -1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Land Usage - SFR Property Address: - 1006 COLUMBINE OR, SUGAR TX 75043 -1815, ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Name of Seller: FLINTSTONE, FRED & WILMA Data Source - A Property: Parcel Number - 26- 3330 -005. 023 -00 -00 Book -96168 Page -1686 Name Owner: GREEN PW & DANNY Property Address: - 1006 COLUMBINE DR, SUGAR TX 75043- 1815,ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Land Usage - SINGLE FAMILY RESIDENTIAL Total Market Value - $101,070 Land Value- $24,000 ImprovementValue - $77,070 Year Built - 1978 Data Source - B 306 W VISTA DR, SUGAR TX 75041 -3025, ROCK COUNTY (Apr 2002- Jun 2002) Current Residents at Address: BARNEY RUBBLE BETTY RUBBLE BAM BAM RUBBLE BECKY RUBBLE Property Ownership Information for this Address Property: Parcel Number- 264- 009 -0000 Name Owner: RUBBLE, BARNARD Property Address: - 306 W VISTA DR, SUGAR TX 75041- 3025,ROCK COUNTY Owner Address: 306 W VISTA DR, SUGAR TX 75041 -3025, ROCK COUNTY Total Market Value - $95,240 Land Value - $13,750 ImprovementValue - $81,490 Land Size- 9,239 Square Feet Year Built - 1959 Name of Seller: FLINTSTONE, FRED Loan Amount - $96,337 Loan Type - FEDERAL HOUSING AUTHORITY Lender Name -AMERICAN MTG CO Data Source - A 1518 COLONEL DR, SUGAR TX 750431219, WHINEY COUNTY (May 1984 - Nov 2000) Current Residents at Address: MICKEY MOUSE JR MINNE MOUNSE Property Ownership Information for this Address Property: Parcel Number - 26- 007 - 013-0000 Name Owner: MOUSE, MICKEY Property Address: - 1518 COLONEL DR, SUGAR TX 75043- 1219,ROCK COUNTY Owner Address: 1518 COLONEL DR, SUGAR TX 75043- 1219,ROCK COUNTY Total Market Value - $171,120 Land Value - $40,000 1 mprovementValue - $131,120 Land Size- 12,000 Square Feet Year Built- 1978 Data Source - A 1824 DEVONSHIRE DR, SUGAR TX 75041 -1515, ROCK COUNTY (May 1984 - Dec 1990) Current Residents at Address: SPONGEBOB SOUAREPANTS PATRICK STAR Property Ownership Information for this Address Property: Parcel Number - 26 -2- 006 -00 -00 Book -93094 Page -2306 Name Owner: CRABB FAMILY PARTNERSHIP LTD Property Address: -1824 DEVONSHIRE DR, SUGAR TX 75041- 1515,ROCK COUNTY Owner Address: 7602 MERRITT RD, OCEAN TX 75089 -2100, LIME COUNTY Land Usage - SINGLE FAMILY RESIDENTIAL Total Market Value - $27,590 Land Value - $16,000 ImprovementValue - $11,590 Year Built -1951 Data Source - B Possible Criminal Records: [None Found] Sexual Offenses: [None Found] Motor Vehicles Registered To Subject: Vehicle: new «� onne r 4fl1.. -r'TC A n—, Radio: AM /FM Cassette Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Standard Owner(s) Name: FRED FLINTSTONE Potential SSN :123-44-5678 Address: 480 HOWELL RD, BEDFORD TX 75189 -6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number: 05743132091858 Title Status: Clear Title To Vehicle Title Issue Date: 1 /7/2004 Odometer Mileage: 93 Lien Holder(s) Record Type: HISTORICAL Lien Date: 12/6/2003 Vehicle: Description: 2004 ChevroletC1500 Silverado- Pickup VIN: 1 GCEXXXXX244320 State Of Origin: TEXAS Engine:6 Cylinder262 Cubic Inch Anti Lock Brakes:4 wheel standard Air Conditioning: Standard Daytime Running Lights: Standard Power Steering: Standard Power Brakes: Standard Power Windows: Optional Security System: Pass key Roof: None / not available Price: 20215 Radio: AM /FM Cassette Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Standard Owner(s) Name: FREDERICK FLINTSTONE PotentialSSN :123 -44 -5678 Address: 480 HOWELL RD, BEDROCK TX 75189 -6108, TILE COUNTY DOB: 9/2911959 Age: 49 Title Number: 12920170092203 Title Status: Clear Title To Vehicle Title Issue Date: 11/5/2004 Odometer Mileage: 115 Lien Holder(s) Record Type: HISTORICAL Lien Date: 10/9/2004 Vehicle: Description: 2000 Honda XR80R - Dirt Motorcycle VIN: JH2XXX6YK901447 State Of Origin: TEXAS Engine:1 Cylinder 80 Cubic Inch Price: 1999 Owner(s) Name: FRED FLINTSTONE PotentialSSN :123 -44 -5678 Address: 480 HOWELL RD, BEDFORD TX 75189 -6108, TILE COUNTY DOB: 9129/1959 Age: 49 Title Number. 116001150305 Title Status: SupercededByTitle4n- Progress Title Issue Date: 1211711999 Odometer Mileage:/ Lien Ho/der(s) Record Type: HISTORICAL Lien Date: 121411999 Vehicle: Description: 2005 CadillacC/T CTS HI Feature V6 - Sedan4 Door VIN: 1 G6DP56751415 State Of Origin: TEXAS Engine: 6 Cylinder220 Cubic Inch nni� I n,J, Rra4nc-Q uiFonlcfonilnrri Owner(s) Name: FRED FLINTSTONE Potential SSN :123-44-5678 Address: 480 HOWELL RD, BEDROCK T)(75189-6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number 043133420 Title Status: Clear Title To Vehicle Title Issue Date: 8/16/2004 Odometer Mileage:7 Lien Holder(s) Record Type: HISTORICAL Lien Date: 7/23/2004 Vehicle: Description: 2002 ChevroletC1500 Tahoe - 4 Dr Wagon Sport Utility VIN: 1GNEClXXX227917 State Of Origin: TEXAS Engine:8 Cylinder293 Cubic Inch Anti Lock Brakes: 4 wheel standard Air Conditioning: Standard Daytime Running Lights: Standard Power Steering: Standard Power Brakes: Standard Power Windows: Standard Security System: Anti -theft device Roof: None/ not available Price: 32364 Radio: AM /FM CD Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Standard Owner(s) Name: FRED FLINTSTONE Potential SSN :123-44-6678 Address: 480 HOWELL RD, BEDFORD, TX 75189-6106, TILE COUNTY DOB: 9/2911959 Age: 49 Title Number: 19360083955 Title Status: Superceded By Title -In- Progress Title Issue Date: 4/30/2002 Odometer Mileage: 240 Lien Holder(s) Record Type: HISTORICAL Lien Date: 4/4/2002 Vehicle: Description: 2002 Dodge Ram 1500 - Pickup VIN: 1 XXXK72J232340 State Of Origin: TEXAS Engine: 6 Cyiinder225 Cubic Inch Restraints: Dual front air bags /active belts Anti Lock Brakes: 4 wheel standard Air Conditioning: Standard Daytime Running Lights: Not available Power Steering: Standard Power Brakes: Standard Power Windows: Optional Security System: Unknown Roof: None 1 not available Price: 16955 Radio: AM /FM Cassette Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Optional Owner(s) Name: JODY L LAY PotentialSSN :452 -27 -xxxx Address: 480 HOWELL RD, ROYSE CITY TX 75189 -6108, COLLIN COUNTY DOB: 9/29/1959 Age: 49 Title Number: 12925037394135717 Title Status: Clear Title To Vehicle Title Issue Date: 6/5/2002 Odometer Mileage: 15 Lien Holder(s) P.—A Tenn• HICTnPIrA1 PotentialSSN :123 -44 -5678 Address: 480 HOWELL RD, BEDFORD, TX 75189 -6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number: 11601150728 Tide Status: Clear Title To Vehicle Tide Issue Date: 12117/1999 Odometer Mileage: 1 Lien Holder(s) Record Type: CURRENT Lien Date: 1213/1999 Vehicle: Description: 1999 Ford F250 Super Duty - 4 Door Ext. Cab Pickup VIN: 1FTXXXlXED28242 State Of Origin: TEXAS Engine: 8 Cylinder330 Cubic Inch Restraints: Dual front air bags /active belts Anti Lock Brakes: ABS standard, wheels unknown Air Conditioning: Optional Daytime Running Lights: Optional Power Steering: Standard Power Brakes: Standard Power Windows: Optional Security System: Unknown Roof: None/ not available Price: 20820 Radio: AM /FM Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Optional Owner(s) Name: FRED FLINTSTONE PotentialSSN :123 -44 -5678 Address: 480 HOWELL RD, BEDFORD TX 75189-6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number. 0574525100 Title Status: Clear Title To Vehicle Tide Issue Date: 3/411999 Odometer Mileage: 17 Lien Holder(s) Record Type: HISTORICAL Lien Date: 2/3/1999 Concealed Weapons Permit: [None Found] Professional License(s): [None Found] FAA Aircrafts: [None Found] Watercraft: [None Found] Bankruptcies: [None Found] Liens and Judgments: [None Found] UCC Filings: Filing Agency Address: Filing State: TXD Debtor(s): Debtor Name: FREDERICK FLINTSTONE Debtor SSN /FEIN: 123 - 445678 Debtor Address: 1006 COLUMBIA DR, SUGAR TX 75043 Secured(s): Secured Name: NORTHPARK NATL BK Secured Address: DALLAS TX 75225 Filing(s): Filing Type: Filing Number: 01122298 Date Filed: Apr 19, 1990 Pages:20 Land Value- $31,950 ImprovementValue - $163,600 Year Built -1996 Data Source - B Property: Parcel Number- 26 -2- 023 -0000 Book -96168 Page -1686 Name Owner: GREEN DW Name Owner 2: GREEN P PropertyAddress: - 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Land Usage - SFR Total Market Value - $101,070 Land Value - $24,000 ImprovementValue - $77,070 Land Size - 7,183 Square Feet Year Built - 1978 Name of Seller: FLINTSTONE, FRED & WILMA A Loan Amount - $74,131 Loan Type - FEDERAL HOUSING AUTHORITY Lender Name- MTG CO Data Source - A Disclaimer This report is furnished to you pursuant to the Agreement for Service between the parties and in compliance with the Fair Credit Reporting Act, This report is furnished based upon your certification that you have a permissible purpose to obtain the report. The information contained herein was obtained in good faith from sources deemed reliable, but the completeness or accuracy is not guaranteed. * ** End Of Report *" TAB 14 (Attached as separate file) 70 MANAGEMENT PROFILE EVERYTHING 0 -- --m- -- MANAGEENT ASSESSMENT TO ACTION. Casey Tyler Wednesday, August 01, 2012 This report is provided by: Strategic Government Resources, Inc. Ron Holifield PO Box 1642 Keller, TX 76244 817 - 337 -8581 www.GovemmentResource.com S by fnscape Publishing STRATFGI i i Welcome to Everything DiSCO Everything DISC® Management Profile EVERYTHING@ Your DISC® Management Style Everything DISCO is a simple tool that offers information to help you understand yourself and others better — and this can be of tremendous use as a manager. Recently, you had the opportunity to take an assessment that asked you to describe how frequently each adjective describes you. Based on your responses, your unique data is expressed visually on the Everything DISC Management Map. On page 3, you'll discover where you fit on the map. Cornerstone Principles of Everything DISC Management • All DISC® styles are equally valuable, and a By carefully observing the behavior of other people with all styles can be effective managers. people, you can learn to recognize the DISC Your management style is also influenced by styles of colleagues, friends, and clients. other factors such as life experiences, ■ The ability to adapt your behavior to other DISC education, and maturity. styles can help you manage more effectively. ■ Understanding yourself better is the first step to ■ You can help colleagues adapt their own becoming more effective with your employees behavior by explaining your needs and and your manager. preferences more clearly. The Everything DISC Management Map shows four basic styles that describe how people approach their work and relationships. Dominance (D): Influence (i): D ; • Direct • Results- oriDominance M Outgoing Enthusiastic Domine influence • Firm ■ Optimistic Conscientiousness (C): Steadiness (S): • Analytical Even - tempered S • Reserved Accommodating • Precise Patient Conscientiousness stewirm Because there are more than four types of people in the world, the circular DISC model shows the continuous relationships among styles. Everyone is a blend of all four styles, but most people tend most strongly toward one or two styles. For instance, people who select many responses linked to the D style will fall within that region, whereas those who select mostly S and C responses have a combination style that includes some aspects of both the S and C regions. 0200E by Imupe Publishing, Inc. All rights reserved. Casey Tyler 2 Reproduction in ury form, In whole or In put, Is prohlblted. EVERYTHING � �.^ Introduction Your DISCO Management Style Everything DISC® Management Profile What Does Your Map Say about You, Casey? In order to get the most out of your Everything DISCO Management Profile, Casey, you'll need to understand how to read your personal map. Because your map will appear throughout the profile, you can refer to it as you read your feedback. Casey, the picture to the right shows your Everything ACTION DISC Management Map. The eight words around the "No map represent the priorities of the styles at work. When \�� 1 we talk about priorities, we mean the primary areas where people focus their energy. D Dominance Your Style: 1 c� Your dot location shows your Everything DISC a Management style. Because your dot is in the i region, :1 this is your primary style. Note that the map shading u also illustrates how likely you are to use each style. Conscientiousness S'kadinew Your dot's distance from the edge of the circle shows o how natural the i style is for you. Because your dot is near the edge of the circle, you probably stick closely to cT�i.,� sJea your i style and put a very high priority on Encouragement, Action, and Collaboration. Because the RELIABILITY C priorities are farthest away on the map from your dot, Objectivity, Reliability, and Challenge may be a lot less comfortable for you. Now that you know where you fall on the Everything DISC Management Map, you'll read about the management priorities and preferences associated with the i style. Using this knowledge, you'll learn how to use Everything DISC principles to improve your ability to direct, delegate, motivate, and develop others more successfully. Finally, you'll explore ways to work more effectively with your own manager. O 2006 by Inseaps Publishing, Inc. All rights moved. Reproduc lon In my rani, In whole or In part, Is proAibNed. Casey Tyler 3 Your Management Priorities Everything DiSCO Management Profile Your i style can say a great deal about how you approach your position as a manager and what aspects of the job you see as most important. Overall, you probably put a priority on encouragement, collaboration, and action. This means that you tend to be upbeat and friendly. Others might describe you as lively and sociable. Most likely, you try to connect on a personal level with the people you manage. Below is a more in -depth discussion of the priorities associated with your style. Providing Encouragement Like other managers with your i style, Casey, people's emotional needs are probably important to you, and you want members of your team to feel good about their contributions. So you may let them know what they re doing right by emphasizing the positive when discussing their work. Similarly, you take time to celebrate group victories and give public recognition. At times, however, your tendency to encourage people may keep you from delivering bad news, and you may gloss over poor performances. Therefore, you're unlikely to take a critical approach, and you probably want to ensure that people feel energized and optimistic about their work. EVERYTHING Your DISCO Management Style ACTION G� a� o¢ c� �y D Dominance O LU z LU v Conscientiousness Steadiness oQ v�cr�'Ti e- RELIABILITY Valuing Collaboration You tend to value the importance of brainstorming and group effort, making collaboration a key component of how you work. You probably include others in important activities and decisions, and you may pride yourself on your ability to get everyone involved and build a team spirit. You may find it hard to understand people who are more reserved and prefer to work alone. Most likely, in your view, teamwork not only leads to better results, but makes the job much more fun. Emphasizing Action Managers with your i style usually show a great deal of passion. They want to keep moving forward and make progress toward innovative or groundbreaking solutions. Therefore, you may avoid traditional or safe ideas in favor of more exciting proposals that ignite your enthusiasm. When you've picked an option that appeals to you, you may become so eager to get going that you skip over key details. Your pace might be too fast for some of the people you manage, and rather than slow down to meet their needs, you may encourage them to catch up to you. O 20H by Inscape Publishing, Inc. All rights reserved. Reproduction In arty farm, In whole or In part, Is prohibited. Casey Tyler 4 Your Management Preferences Everything DISCO Management Profile EVERYTHING Your DISCO Management Style What do you enjoy about managing? Different people find management rewarding for different reasons. Like other people with your i style, you may enjoy the opportunity to work with others toward a common goal, and you may strive to create a high- energy environment where people can express themselves. In addition, you likely appreciate that management allows you to help others in their professional development. You probably enjoy many of the following aspects of management: • Recognizing the good work of others • Helping people work together • Developing warm relationships with team members • Keeping things moving • Promoting creativity • Inspiring others to do their best • Getting people involved • Increasing enthusiasm • Building an optimistic mindset in others • Helping a team progress toward a goal • Creating a lively environment • Meeting new people ACTION 4o, 10 D Dominance o LU LU - - V C s o Conscientiousness Steadiness 101 RELIABILI" What drains your energy as a manager? Then there are those management responsibilities that are stressful for you. Managers with the i style often focus on maintaining friendly relationships with people so they will be well - liked. As such, you could have problems pushing people to get results, especially if doing so requires you to confront them. At the same time, you may keep up such an energetic pace that you fail to allow time for analysis and accuracy, which can lead to problems down the road. Many of the following aspects of management may be draining for you: • Giving people unpleasant feedback • Undertaking detailed analyses • Performing routine or systematic tasks • Being forceful or insistent with others • Slowing down to ensure accuracy and quality • Being objective when evaluating others • Working steadily toward long -term goals • Acknowledging and addressing performance issues • Supporting your position with facts rather than enthusiasm • Making tough decisions independently • Managing challenging or skeptical people • Calculating risks ACTION -- " ENc ti �G 1OF D s� Dominance d O C S Consdentiousness Steadiness O ic Q-11 d`c,� �JQQa RELIABILITY 0 0 i • 2003 by Inscaps Publhddno, Inc. NI rt" reserved. Casey Tyler 5 RsproducWn In any forth, In whole or In part, Is prohibked. Managing Your Day Everything DISC® Management Profile Time Management It's easy to assume that everyone looks at time the same way. But the truth is we all have our own preferences and assumptions when it comes to managing time. As a manager, the way that you manage time has a significant impact on other people and the way that they can use their time. When it comes to your time management, you may • Maintain enthusiasm even when under time pressure • Make time to socialize with others • Keep an active pace • Be quite comfortable doing things spontaneously or at the last minute • Waste time getting meetings started because of too much small talk or socializing • Run late or miss deadlines • Get bored with predictable routines or overly structured schedules • Be overly optimistic when considering how much can be done in a short time • Fail to push others to be better at managing their own time EVERYTHING ,wO;x Your DISC® Management Style ACTION �Vc0& 40 c� p > ;mss Dominance n O w r r, z w Q0 O a C S t Conscientiousness Steadiness RELIABILITY Decision Making & Problem Solving As a manager, there are usually many approaches to solving problems or making decisions. Because you have an i style, you probably come at problems and decisions in ways that prioritize encouragement, action, and collaboration. In the areas of problem solving and decision making, you may • Look for exciting or new solutions • Prefer to make decisions based on your intuition or gut instinct • Fail to consider facts and data that contradict the direction you prefer • Make decisions quickly even with little information • Be overly optimistic about your chances of success • Downplay risks and obstacles • Be willing to change course rapidly • Like to include others in the decision - making process • Weigh the impact that a decision will have on people's feelings • Put off presenting unpopular decisions • Have such passion for your decisions that it comes across as rash 0 21008 by Inscape Publishing, Inc. All rights reserved. Reproduction In any form, In whole or In part, is prohlbUd. Casey Tyler 6 EVERYTHING Your Directing 81 Delegating Style Directing & Delegating Everything DISC® Management Profile As a manager, you may find that effectively directing and delegating to people is more complex than simply handing off an assignment with a "please" and "thank you." Perhaps you've noticed that certain people respond positively to different types of instruction and feedback. Some employees want specific directions and welcome objective feedback, while others want just the opposite. Based on your DISC® style, you have a natural approach to directing and delegating. However, to maximize satisfaction and productivity, it's important to consider how effective your approach may be with people of different styles. Casey, because you place a strong emphasis on encouragement and collaboration, you tend to be optimistic about people and their abilities. For this reason, you usually give individuals the benefit of the doubt when delegating tasks, and you may assign responsibilities to team members without making sure they have the skills or experience to get the job done. You enjoy being friendly with people, and the people you manage may feel empowered by your trust in their abilities. However, when situations require a a more direct, matter -of -fact approach, you may have trouble being tough and holding people accountable. Your preference for action means that you tend to be fast -paced when directing people. You probably try to get others excited about their tasks, and you may cheer them on and make it clear that you have faith in their competency. However, you may not always be clear about your expectations for their performances, and your enthusiasm may overshadow the nuts and bolts of what is to be done. Along these lines, you may occasionally be vague about the specifics or skip the details in your zeal to get people moving. Directing & Delegating Strengths • Allowing people to take on more responsibilities • Giving direction in a friendly and positive manner • Making people feel that they are important contributors • Encouraging creativity in the execution of tasks • Listening to people's concerns about assignments • Getting people moving • Encouraging people to work through problems 040M by Inscape Publishing, Inc. All d" reserved. Reproduction In any form, In whole or In park Is prohlbited. ACTION sti DomDnce �� 0 0 i� C s 'g Conscientiousness Steadiness °efi��iyr T►- RELIAe1LIT` Directing & Delegating Challenges • Missing deadlines • Assuming that people will complete their tasks • Failing to ensure that people understand their responsibilities • Overestimating the abilities or competencies of people • Being vague about the details • Neglecting to hold people accountable for their actions • Failing to check in on progress Casey Tyler 7 Directing & Delegating to the D Style Everything DISCO Management Profile How does the D style like to work? Like you, people with the D style are fast - paced. Furthermore, they are willing to take risks to achieve the bottom -line results they want, probably more so than you. They strive for ambitious goals, and they want the freedom to make their own decisions without having to ask for input from other people. Because they value their independence, they may not agree with your preference to collaborate with others and work closely as a team. Their autonomy also makes them less likely to appreciate the encouragement you frequently offer. EVERYTHING Directing & Delegating Potential problems when working together People with the D style may challenge your authority if they disagree with your decisions. They tend not to share your focus on other people's feelings, so they may be blunt or assertive when expressing their opinions to you or other team members. They may see your push for collaborative effort as unnecessary or even counterproductive, while you might have trouble understanding their desire to work independently. At the same time, because you tend to assume the best about people, you may mistake their self- assured attitude as competence, even if they don't have the skills or experience. In these cases, you may be surprised when they fail to deliver what you expected. How to be effective with the D style People with the D style want to work on exciting projects that will have a big impact. Therefore, encourage them to tackle challenging tasks. Be clear about your expectations for their performance, and remember to place reasonable limits upon their authority. As part of this process, give them freedom to decide on methods and tactics, but make sure they don't try to make decisions that exceed their qualifications. If they have exhibited sound judgment in the past, show respect for their decision - making ability and avoid reining them in unless necessary. Given your i style, you may need to focus more closely on their skill level, and make sure to check in more frequently if they lack experience. If they have less experience: • Don't confuse confidence with competence • Review their plans before they move ahead • Check in often enough to make sure they're on track • Have them check with you before any risky decisions are made • Let them know that they will be given more autonomy as they gain experience If they have more experience: • Show them the simplest, quickest, and most practical way to be productive • Be direct about the results you expect • Give a deadline and let them figure out how to proceed • Make sure they understand the consequences of their shortcuts • Specify the limits of their authority, but allow them autonomy within those limits 02WI by kawps Publishing, Inc. All rights reserved. Casey Tyler 8 Reproduction In any form, In whole or In part, Is prohibited. Directing & Delegating to the i Style Everything DISC® Management Profile How does the i style like to work? Like you, people with the i style move quickly and display enthusiasm for new or exciting projects. They enjoy spending time with other people, and they like to channel their high energy into collaborative efforts. For this reason, they may try to stay in frequent contact with you and look for as much interaction and encouragement as you're willing to provide. They may be eager to tackle creative projects, but they dislike assignments that isolate them or require them to perform routine tasks for long periods of time. They want the freedom to move at their own rapid pace while remaining connected to the team. EVERYTHING Directing & Delegating Potential problems when working together People with the i style want to work in a fun environment, and you probably also enjoy the social aspects of the job. However, at times you and the "i" people you manage may allow social needs to take precedence over the bottom line, and you may neglect to push them for practical results. Also, because you value friendly relationships, you may find it difficult to deliver negative feedback. Furthermore, because you both like to move quickly, you may fail to approach projects systematically and objectively. How to be effective with the i style People with the i style want to know that they're essential members of a team. Give them opportunities to collaborate, but provide enough guidance to make sure that they don't spend too much time socializing. Because of their energy and enthusiasm, they may enjoy any project that necessitates quick thinking or fresh approaches. Check in frequently with those who lack experience to make sure they are on track and meeting deadlines. For those who are more experienced, encourage creativity and experimentation, but make sure vital details or tasks don't slip past. Given your i style, you may need to work at providing direct feedback and holding them accountable for results. If they have less experience: • Make sure they don't lose track of details • Give them plenty of encouragement • Limit their socializing • Check their understanding of the task since their enthusiasm might hide a lack of clarity • Hold them accountable for missed deadlines or skipped steps If they have more experience: • Allow them to take the lead in group settings • Make time to go over the details with them • Encourage them to keep moving forward • Acknowledge their contributions publicly • Check in often enough to keep them on track and on schedule O 2008 by IrouP• Publishing, Ins. All rights ro"rmcf. ReprWud lon In any form, In whole or In pm% Is ProWbiled, Casey Tyler 9 Directing & Delegating to the S Style Everything DISC® Management Profile How does the S style like to work? People with the S style appreciate a methodical pace, and they like to focus on tasks in a calm and orderly environment. They may find the more fast -paced setting that you prefer to be distracting or stressful. Because of their cautious nature, they may also need more hands -on support than you naturally provide. While they share your preference to collaborate with others, they will seldom push for more authority within the group because they are much more comfortable working behind the scenes. EVERYTHING 0 Directing & Delegating Potential problems when working together People with the S style tend to make steady progress toward predictable goals, while you're more likely to rely on the power of enthusiasm and big ideas. As a result, they may become uncomfortable if you delegate high - pressure tasks to them or urge them to take risks. They dislike dealing with abrupt changes, so your tendency to make quick adjustments in the name of rapid progress may leave them disoriented. In addition, they seek well- established systems and procedures for accomplishing tasks, while you're usually willing to improvise. These individuals may look for more stability from you. In turn, you may become frustrated by their apparent hesitancy to take chances. How to be effective with the S style People with the S style want to be given clear guidance, and they like to know exactly what is required to execute their tasks well. Given your i style, you may need to make an extra effort to supply the step -by -step instruction that they like. They appreciate frequent check -ins, and they'll respond positively if you give directions in a friendly manner that shows you're genuinely interested in their needs. For those who lack experience, slow down your pace to make sure they're comfortable with a task before setting them loose. For those with more experience, give them as much responsibility as you can, but avoid rushing them for quick answers, and make it clear that you're available to advise them when needed. If they have less experience: • Give clear, step -by -step directions • Ask questions to confirm their understanding of the task • Check in with them frequently • Refrain from giving them too much responsibility too quickly • Make sure they are comfortable with their role before pushing them to move ahead If they have more experience: • Ask enough questions to elicit their concerns before giving a task to them • Give them additional responsibilities when they have mastered a task and seem ready for more challenges • Encourage them to take the initiative at times • Make yourself available as an advisor throughout the process • Ask them directly about what kind of support they want from you O2088 by hwaspe Publishing, Inc. Al rights reserved. Ra Casey Tyler '� Q producWn In any form, In whole or In put, Is prohlbksd. Directing & Delegating to the C Style Everything DISC Management Profile How does the C style like to work? People with the C style relate best to logical objectives and fact -based ideas, especially those that have high quality as the ultimate goal. They prefer to go over options and proposals carefully, which is in contrast to your tendency to move quickly and avoid worrying about the details. Unlike you, they tend to prioritize facts and data over people's emotional needs. Furthermore, they're comfortable working alone, and they may even avoid the collaboration that you prefer. Therefore, they may require minimal face time. These individuals prefer to be given an assignment and then allowed time and space to complete it. EVERYTHING Directing & Delegating Potential problems when working together People with the C style take time to analyze concepts and examine (or re- examine) solutions. They rely on logic and objectivity, so your tendency to make decisions based on gut instinct may frustrate them. They may also see your socializing as unnecessary or intrusive, while you might see them as cold or aloof. In addition, these individuals prefer to move cautiously and focus narrowly in their quest to produce the highest quality solutions, and they may become annoyed if you pressure them to multitask or rush their efforts. In turn, you may think their tendency to go over solutions repeatedly stands in the way of progress. How to be effective with the C style People with the C style want to receive clear directions that address goals, methods, and logistics. Given your i style, it may be challenging for you to give them the systematic direction they want. In addition, they respond well to tasks that require careful analysis, and they appreciate environments where they can work alone. Those with less experience may spend too much time analyzing and perfecting their work, so be sure to check in often enough to keep them on track. For those with more experience, allow more autonomy but set clear deadlines that keep them moving forward. If they have less experience: • Avoid forcing them to collaborate unless it's required by the task • Help them set standards that meet their desire for quality without putting deadlines at risk • Focus on clarity rather than enthusiasm when handing off tasks • Make sure they have the resources they need • Check in frequently to make sure they aren't getting bogged down If they have more experience: • Check in with them only when necessary to ensure forward progress • Encourage them to come to you when they want more direction • Listen to their concerns about quality • Allow them to work independently, but make sure they bring issues to the team when necessary • Give them opportunities to help solve complex issues that require logic O 2008 by Inscaps Publishing, Inc. All rights resarvad. Reproduction In any form, In whole or In part„ Is prohibRsd. Casey Tyler '� '� EVERYTHING Motivation and The Environment You Create Motivation Everything DISCO Management Profile You can't motivate people. They have to motivate themselves. As a manager, however, you can create an environment where it's easy for people to find their own natural motivation. This means building an atmosphere that addresses people's basic needs and preferences so they can do their best work. Because of your DISC® style, you may naturally create a certain type of environment for those around you. It's important to understand the nature of this environment because it has a major impact on the motivation of the people you manage. Casey, because you are enthusiastic and encourage others, the environment that you help to create is one where people feel recognized and accepted. You probably help them see that work can be fun, and as a result, they may be more upbeat and optimistic about their tasks and their contributions. In addition, your tendency to take action could help create a high - energy setting where people want to get J going and keep moving. The people you manage may be inspired by your fast pace, and your emphasis on forward momentum can help instill confidence that they are going to be part of making things happen quickly. Furthermore, your strong preference for collaboration may help strengthen the bond among team members that is often essential for reaching goals. People who feel that group efforts are appreciated are more likely to seek out opportunities to brainstorm together and improve ideas without getting caught up in who receives the most credit. ACTION PA. 0 S S RELIABILITY The Environment You Create • Because of your encouragement, people feel enthusiastic about their roles • When you put confidence in others, they may feel empowered to use creative approaches to accomplish their goals • Your passion and high energy may inspire people to move quickly • Your optimism and enthusiasm can make work more fun • When you celebrate victories, people feel more ownership in the outcomes of their work • Because you build teams, people feel a sense of camaraderie and help each other • Because you deliver positive feedback, people feel good about their contributions O 2005 by insoaps Publishing, Inc. All rights reserved. Reproduction In any form, In whole or In part, in prohibited. Casey Tyler 12 Motivation and the D Style Everything DiSCO Management Profile EVERYTHING Motivation How do your motivational needs compare to those of the D style? People with the D style share your tendency to be fast - paced, but since they're motivated by achievement and career growth, their high energy is often channeled toward bottom -line results. Because they want to have power and influence, they're driven to succeed and gain the respect of others. As such, they often thrive in competitive environments and display a strong urge to win, and they show less concern for the personal connections that you value. Because they want to be in charge, they may prefer to work autonomously rather than collaboratively. These individuals want to achieve, and they often want to pursue victory on their own terms. What demotivates them? • Routine • Foot dragging • Being under tight supervision • Having their authority questioned or overruled • Feeling like their time is being wasted • Having to wade through a lot of details How does conflict affect the motivation of the D style? • Employees with this style may embrace conflict as a way to create win -lose situations • They may be energized by the competitive aspects of conflict How can you help create a motivating environment for the D style? • Let them know the value they bring to the organization • Don't overlook opportunities to allow them to work independently • Let them control their work environment as much as possible • Orchestrate healthy competitions that will contribute to team success • Challenge them with concrete goals meant to stretch their abilities • Explain the big - picture, bottom -line purpose of new projects What's the best way to recognize and reward the D style? • Reward their top performances with more responsibility and autonomy • Compliment them directly when their initiative and drive help the organization • Give them credit for their work and ideas that lead to team success • Offer them opportunities for advancement when they seek new challenges O 2008 by Inscapa P"Ishing, Inc. AN rights reserved. Reproduetlon In any form, In whole or In part, Is prohibited. Casey Tyler 13 Motivation and the i Style Everything DISCO Management Profile EVERYTHING e Motivation How do your motivational needs compare to those of the i style? Like you, people with the i style look for high- energy environments where adventurous or groundbreaking ideas are valued. They move at a fast pace and want to collaborate with people in a fun and vibrant atmosphere. These individuals are relationship focused, and they want to stay on friendly terms with their colleagues, which is usually among your top priorities as well. They are also motivated by public recognition, and they probably appreciate the kind of warm and encouraging atmosphere you tend to create. What demotivates them? • Being isolated from others • Working in a reserved, slow -paced setting • Having their contributions go unrecognized • Performing routine or repetitive tasks • Wading through a lot of details How does conflict affect the motivation of the I style? • Conflict may make them emotional or angry, affecting their performances • They may take conflict personally, which may de- energize them • They may dwell on the conflict rather than focus on their tasks • They may feel an overwhelming need to express themselves when very upset How can you help create a motivating environment for the i style • Let them collaborate with you and others • Encourage their positive energy and give them opportunities to express themselves • Limit the predictability and routine of their tasks when possible • Reinforce their optimism with your natural enthusiasm and energy • Give them opportunities to be in the limelight • Provide chances to socialize without compromising results What's the best way to recognize and reward the i style? • Praise them in public, and make sure the whole team knows when they've accomplished something great • Let them know that others appreciate the energy and enthusiasm that they consistently bring to the table • Reward them by giving them opportunities to shine in front of key players in the organization • Recognize their contributions by recommending them for awards or advancement opportunities O 2008 by Inscps Publishing, line. All rights reserved. Reproduction In any forth, In whole or In part, Is prohibW. Casey Tyler 14 d Motivation and the S Style Everything DISC® Management Profile EVERYTHING Motivation How do your motivational needs compare to those of the S style? People with the S style are motivated to create and maintain stability, so they prefer a structured atmosphere where tension and conflict are rare. They value steady progress, so while you may find a fast - paced, high - energy environment invigorating, they may find this too unpredictable. Rather, they want time to perform their duties methodically without being rushed or stressed. Because they want to make others happy, they share your interest in collaboration, although they are more likely to do this by offering behind -the- scenes assistance or supporting others. In addition, because they value harmonious personal relationships, these individuals are often diplomatic and respectful, and they're usually most comfortable working in a friendly setting. What demotivates them? • Being in competitive environments • Having to change direction abruptly • Being rushed into quick decisions • Dealing with cold or argumentative people • Being forced to improvise • Being in chaotic situations • Having to be confrontational How does conflict affect the motivation of the S style? • They may compromise on things they care about but remain frustrated beneath the surface • They may waste energy worrying that people are mad at them • They may become fearful about making mistakes, limiting their effectiveness or ability to take chances How can you help create a motivating environment for the S style? • Avoid rushing them for results, which may require you to slow your pace at times • Let them collaborate with others, but don't push them to be more social than they want to be • Be clear about their tasks and responsibilities, and don't skip the specifics • Plan ahead to be able to give plenty of warning when changes are coming • Find ways to give them the structure and security they need to feel comfortable • Ask for their ideas, which they might not share without encouragement What's the best way to recognize and reward the S style? • Reward their steady contributions to team success by making them feel like a vital part of the team • Give them more responsibility, and let them know that you trust them to deliver reliable results • Offer sincere praise, but avoid putting them in the limelight • Encourage them to consider advancement opportunities when you feel that they're ready, since they're unlikely to ask O 2008 by Inscape Publishing, Inc. All rights reserved. Reproduction In any form, In whole or In part, is prohibl4d. Casey Tyler 15 Motivation and the C Style Everything DISC® Management Profile f' EVERYTHING e Motivation How do your motivational needs compare to those of the C style? People with the C style base their decisions on logic and objective analysis, and the factors that motivate them may seem foreign to you. Keep in mind that though you favor a fast - paced, intuitive decision- making style, they may be more motivated by maintaining a moderate pace and carefully reviewing the specifics. In addition, they are comfortable working alone for long periods of time, and they appreciate having their own space in which to master their tasks. Since you tend to prioritize collaboration and group efforts, you may need to reconsider how to better motivate these individuals by providing an environment that enables them to get absorbed in analytical projects. What demotivates them? • Being forced to work collaboratively too much of the time • Receiving vague or ambiguous directions • Having to deal with strong displays of emotion • Being forced to let errors slide • Getting rushed to make decisions • Being wrong How does conflict affect the motivation of the C style? • They may become resentful and unyielding, limiting their productivity • They may withdraw from the situation to avoid dealing with emotional reactions • Their unexpressive manner may hide a tendency to worry excessively How can you help create a motivating environment for the C style? • Explain the purpose of tasks logically rather than enthusiastically • Encourage them to help define quality standards • Listen to their insights about projects or tasks, and avoid dominating conversations • Provide opportunities for independent work rather than focusing on collaboration • Convey your expectations clearly and specifically • Give them plenty of time to process information • Avoid springing last- minute demands on them What's the best way to recognize and reward the C style? • Compliment them privately by highlighting specific aspects of their performance that stand out • Thank them for the unique contributions they make by ensuring high - quality outcomes • Reward them by providing new opportunities to complete challenging projects independently • Acknowledge their growth by offering to help them build expertise in new areas of interest O 2008 by Inscaps Publish0p, kv. All ri" rssvvsd. Rsproduatlon In arty form, In vtMIs w In part, Is prohliAed. Casey Tyler 16 EVERYTHING c Your Approach to Developing Others Developing Others Everything DiSC® Management Profile One of the most important but often overlooked areas of management is employee development. By development we don't mean day -to-day direction on current job duties. Instead, we're talking about supporting people's long -term professional growth by providing resources, environments, and opportunities that capitalize on their potential. Certainly, your employees will need to work through those limitations that are significant obstacles to their growth. Research shows, however, that you'll be most effective as a manager if you can help the people you manage identify and build on their strengths, rather than trying to fix all of their weaknesses. Each manager has a natural approach to this developing task, and your approach is described below. Casey, you usually want the best for the people you manage, and this interest in their well -being often helps you to address their development needs. You likely are optimistic about people and encourage them to reach for their loftiest goals. You probably trust people's skills, and you tend to be upbeat and enthusiastic about their abilities even if they encounter difficulties or tough challenges. In addition, you usually let people know that you are available to help them work toward achieving their goals, and the people you manage probably feel comfortable approaching you with their questions and concerns. Furthermore, you are likely to encourage people to take quick action and to be creative when looking at ways to use their strengths toward career growth. In essence, your tendency to collaborate with people in determining their development path can give them confidence to identify their own talents and find new opportunities to build on them. w 0 Z w a a s v ACTION PA. 4 c► 0 0 RELIABILITY Advantages of Your Developing Approach • Encouraging creative or daring ideas for people's development • Making yourself available for mentoring • Encouraging people to think big • Helping people boost their self - confidence by your belief in their abilities • Pushing people to move quickly in their development Dlsadvantages of Your Developing Approach • Pushing people at a pace that doesn't allow them time to develop necessary skills • Being unrealistically optimistic about some people's development options • Failing to take a long -range view of people's development needs • Neglecting to identify specifics about development plans • Failing to question development plans that don't build on people's strengths 02008 by Inscaps Publishing, Inc. NI rights reserved. Reproduction In any form, In pie or In part. Is prohibited. Casey Tyler 17 Developing the D Style Everything DiSC Management Profile Areas where they have strong potential Consider ways that these individuals and the organization can take full advantage of the following strengths: • Willingness to take risks and challenge the status quo • Comfort being in charge ■ Confidence about their opinions ■ Persistence through failure or tough feedback ■ Competitive spirit and drive for results ■ Ability to create a sense of urgency in others ■ Comfort being direct or even blunt ■ Restless motivation to take on new challenges • Ability to find effective shortcuts • Willingness to speak up about problems Obstacles and strategies in the development process EVERYTHING Developing Others Drive People with the D style are usually quite driven, so it may be important to ensure that their energy is channeled in the right direction. Otherwise, they may strive for their own goals and give less attention to the organization's needs. You may need to be more direct than is natural for you to rein them in and make sure their priorities align with the organization. • Consider development opportunities that have the potential for impressive results • Be sure that they know the difference between individual and organizational goals • Encourage their ambition and autonomy but be prepared to redirect their focus Action Like you, people with the D style tend to move fast, so they may not believe they require any structure or long- term development plan. In your mutual zeal for rapid progress, the two of you may fail to plot out the details of their long -tens growth. This is especially true if they are inexperienced or prone to make important decisions with very little information. • Remember that they may insist on moving forward even without the necessary skill set • Help them to slow down, if necessary, to think through their development path • Review the big picture and encourage them to come up with appropriate goals for the long term Challenge These individuals are more independent than you, and they may be strong -Wiled in pursuing their goals. As such, they may challenge your authority, especially if you are focused on collaborative efforts. Give them as much autonomy as you can without undermining your own authority, but don't allow them to avoid their responsibilities to the group effort. • Allow them to work independently to the degree that they don't damage team unity • Reassert your authority if necessary • Set up a system so that they know when you are suggesting and when you are telling C 200e by tneCep. Publishing, Inc . o right; reeerwd. Casey Tyler '' Rproduelan in any forth, In who]. a In pert, 4 prohibited. Developing the i Style Everything DiSC Management Profile Areas where they have strong potential Consider ways that these individuals and the organization can take full advantage of the following strengths: • Ability to build a network of contacts • Willingness to accept new ideas • Interest in working with others ■ Comfort taking the lead ■ Persistence through optimism ■ Tendency to create enthusiasm • Ability to empathize with others ■ Willingness to experiment with new methods • Tendency to give open praise and encouragement to others • Ability to rally people around an idea Obstacles and strategies in the development process EVERYTHING i Developing Others y Encouragement People with the i style want to know that they are doing a good job and are on the right development path, so they may appreciate your preference to focus on the positive while offering feedback. However, because you both tend to be optimistic, you may gloss over negative issues and ignore potential problems. As such, you may need to offer tougher feedback at times and make sure that they understand which areas need improvement. • Continue to be optimistic when giving feedback, but don't ignore problems • Point out if their developmental progress is hindered or colored by personal feelings • Check to make sure they understand your feedback Action These individuals are interested in fast -paced innovation, and they may avoid development opportunities that require in -depth analysis. Because you are equally likely to push for action, the two of you may come up with development plans that are vague or overly optimistic. It may be helpful, then, to look at promising opportunities that might require more tedious or self - controlled work. • Encourage their spontaneity when appropriate • Point out the negative consequences when they do not take time to develop skills with deliberate effort • Avoid letting your mutual enthusiasm obscure important details or potential issues Collaboration People with the i style tend to focus on people, and this can be a great source of strength in their development. However, because you also value collaboration above individual accomplishment, the two of you may focus exclusively on collective efforts and you may fail to push these individuals to set personal goals outside the team context. Remember that sometimes independent efforts are as important as team work when it comes to personal growth. • Encourage them to pursue development opportunities that let them work with others • Allow them to lead small groups • Remind them that their growth will also depend on independent work that may seem tedious or dry R zoos by Reproduction y form, In v m o In rigtdo pw ",,prod. Casey Tyler 19 Rpproductlon in pry form, In ptlglp or In part, b pnahlbMpd. Developing. the S Style Everything DISC Management Profile Areas where they have strong potential Consider ways that these individuals and the organization can take full advantage of the following strengths: • Ability to work with different types of people • Interest in maintaining steady progress • Tendency to be diplomatic ■ Willingness to support team goals ■ Ability to empathize with others • Persistence to work on routine or highly detailed projects • Tendency to follow through on commitments ■ Ability to calm upset people ■ Understanding of others' perspectives ■ Willingness to be flexible to others' needs Obstacles and strategies in the development process EVERYTHING Developing Others Support People with the S style often want to be part of the team's success more than they want to achieve great personal accomplishments. Because you focus on people's emotional needs, you may allow them to stay in this comfort zone. As a result, you may enable them to avoid pushing themselves toward their own professional development. • Help them see the depth of their skills and abilities • Remind them that they have to focus on their own needs at times • Push them gently to grow and develop Reliability They are dependable and stable. For this reason, they may feel that your development plans are too risky or adventurous. In addition, they may want more structure from you when it comes to laying out their professional future. • Encourage them to look beyond the danger in bold development plans to see the opportunities • Give them time to warm up to ideas that involve a lot of change • Work with them to create specific development plans Collaboration People with the S style may believe that groups come up with more effective answers than individuals do, so they may rely too heavily on developmental opportunities that allow them to collaborate with people. Also, since you both want friendly, harmonious relationships, you may have trouble providing tough feedback. Trying to avoid hurting their feelings may deprive them of constructive criticism that could help them down the line. • Encourage them to pursue opportunities that let them work with others while furthering their own development • Show them that they has the strength to work independently and autonomously • Offer constructive feedback when necessary 0 2004 by brae" Pubfbhing, tnc. Ni rigMs reverv.d. a.wadwation In any form, In whol■ or in part Is prohibited. Casey Tyler 20 Developing the C Style Everything DISC Management Profile Areas where they have strong potential Consider ways that these individuals and the organization can take full advantage of the following strengths: ■ Insistence on quality ■ Ability to look at ideas logically ■ Comfort with studying the specifics • Interest in maintaining error -free work ■ Ability to pinpoint potential problems ■ Persistence in analyzing solutions • Willingness to work alone ■ Tendency to avoid letting personal feelings interfere with work ■ Ability to exercise caution and manage risks ■ Interest in developing a systematic approach Obstacles and strategies in the development process EVERYTHING Developing Others Objectivity These individuals use logic to guide their actions, so they may believe that your more intuitive approach to development is misguided or sloppy. Because of their interest in progressing rationally, they may prefer to work in a "cave" when planning their development, and they may discount team unity and others' feelings. • Steer them toward development opportunities that capitalize on their objective and analytical nature • Respect their independence, but remind them of the need to fill you in on their progress • Avoid forcing them to socialize, but reinforce the importance of teamwork Reliability People with the C style want development opportunities that are clear and well planned, and they may reject your tendency to keep moving forward and work out the specifics later. They may also become inflexible once they've decided on a logical course of action. Further, they may be less interested in your daring or innovative ideas for development, even though playing it safe isn't likely to lead to growth. • As much as possible, put development opportunities into a clear, well- organized framework • Encourage them to look beyond safe and predictable development plans • Refrain from letting them get bogged down in the details Challenge These individuals are often skeptical, so they may probe ideas for flaws even after others have accepted them. Their tendency to question solutions may be frustrating as you work with them to create a development path. Their tendency to say, "no" may come across as dismissive or resistant. ■ Back up your development ideas with objective rationales to increase the likelihood of buy -in ■ Hold them accountable if they question your ideas in a combative or disrespectful way ■ Remind them that the energy they spend resisting you could be better spent brainstorming mutually agreeable development ideas 02008 by Inscape Publishing, Inc. All rights reservad. Reproduction In arty form, In whale or In part. Is prohibited. Casey Tyler 21 How Your Manager Sees You Everything DiSC® Management Profile EVERYTHING ' Working with Your Manager One of the most important but often overlooked aspects of management is sometimes called "managing up." This refers to effectively working with and influencing your own manager. Understanding how your manager sees you is important, but sometimes difficult. Most of the time, our tendencies come so naturally to us that we don't realize how we come across to others. This page provides insight into how your manager might see you. Encouraging Casey, because of your i style, you probably come across as enthusiastic and people- oriented. Your manager may appreciate your tendency to inspire people to keep a positive outlook. On the other hand, because you're sometimes overly optimistic about others' abilities, your manager may be concemed that you let your emotions cloud your judgment. In addition, some managers who focus on concrete results may be less impressed with your J emphasis on a lively work environment. a Consider that • Your manager may want you to direct more effort toward the bottom line ■ Some managers are more concerned with objectivity than passion ACTION 41,00 ati G D Dominance n I C 2 Conscientiousness Steadiness Ct 4 RELIABILITY Active Many managers will appreciate that you get going quickly on tasks and projects. Furthermore, they may like how your energetic push toward new opportunities gives the organization momentum. On the other hand, managers who prefer a more systematic and careful approach may see your speed as sloppy or reckless. Your spontaneous style could make them believe that you're more interested in excitement than quality. Consider that • Your manager may want you to take more time to analyze options • Some managers may find your more adventurous ideas to be impractical or unrealistic Collaborative Because of your emphasis on teamwork, your manager probably feels comfortable that you'll gather a lot of input to create stronger solutions. Many managers may also appreciate your openness to ideas even if they didn't originate with you. However, your consistently collaborative approach may make some managers think that you're more interested in the group process than in getting things done. Also, managers with more of a task focus might believe that you spend too much time socializing and considering tangential ideas. Consider that: • Your manager may think that you have trouble staying on task • Managers who stress independent work may want you to act decisively without involving others O pro uc ion Inscape y Publishing, whole All In pa ras prohibited. Tyler 22 R•produet{on In airy form, In whole or In part, b prohlbkad. EVERYTHING Working with "D" Managers Working with Your Manager Everything DiSC® Management Profile Most of us would like to understand our own manager a bit better. And if your manager tends toward D, here are some insights for working more effectively together. Their Priorities and Preferences Managers with the D style put a strong emphasis on drive and challenge, so they focus on bottom -line results. They tend to have a competitive nature and will do what it takes to win. Like you, they prioritize action, and they probably get restless when things move at a slow, steady pace. At the same time, they may fear being taken advantage of, so they will work hard to maintain control of their environment. Overall, they seek achievement, and they respond best to people who can quickly help them reach their goals. Advocating and Getting Buy4n Managers with the D style want to see concrete results as fast as possible, so you may get buy -in by showing how your plan will quickly affect the bottom line. They respect confidence, so use your natural self - assurance to help your ideas get serious consideration. However, they are particularly sensitive to being manipulated, so if you present your ideas enthusiastically without showing them the substance of your plan, these managers may dismiss it as frivolous. If you want their attention, lay out the big picture simply and directly. Avoid unnecessary details, but be ready with facts in case they challenge your assumptions. In addition, keep in mind their need to feel in control. Managers with the D style may dismiss an idea if they believe that you ignored their advice or sidestepped their authority. Therefore, be sure to show respect for their leadership, and offer them an ownership stake or author role in the solution. • Keep the focus on the bottom line • Project confidence in your ideas, but only when it's genuine • Avoid coming across as overly enthusiastic or passionate Dealing with Conflict Managers with the D style can become competitive in conflict, creating win -lose scenarios in which compromise is seen as a sign of weakness. They aren't inclined to gloss over differences or avoid confrontation. This is probably quite a bit different than how you handle conflict, since you prioritize friendly relationships. When working with these managers, be careful not to brush past the issues. They're likely to be more blunt than is comfortable for you, but remember not to take it personally. Try to state your points objectively without getting defensive or lashing out. • Avoid viewing their directness as a personal attack • Don't gloss over disagreements just to keep everyone friendly • Keep the discussion focused on the issue at hand rather than veering off into other areas of discontent O 2006 by hwcaps Publlshlnp, Inc. All rVds ns•rvd. Rsproducibn In any form, In whole or in part, Is prohlbitsd. Casey Tyler 23 EVERYTHING a' Working with I`i ' Managers Working with Your Manager Everything DISCO Management Profile Most of us would like to understand our own manager a bit better. And if your manager tends toward i, here are some insights for working more effectively together. Their Priorities and Preferences Managers with the i style share your strong emphasis on encouragement and collaboration. They probably prefer to work with others, and they may appreciate that you put a similar priority on teamwork and encouraging others to achieve their best. They like a warm and enthusiastic environment, and because of their focus on action, they may become bored or frustrated if things slow down too much. Also, because they care what people think of them, they may fear loss of popularity or social standing. Overall, they want to lead a fast -paced but friendly team, and they respond best to people who share their optimistic team spirit. Advocating and Getting Buy4n Managers with the i style look for enthusiasm, and they want to know how your plans will affect other people. They want to feel excited about new proposals, so they probably appreciate your passion for your ideas. To gain their buy -in, show them how the team can work together to reach your goals. Use your energetic approach to show them that your solution has the power to invigorate people. Because they are likely to catch your contagious enthusiasm, don't be afraid to show excitement about your plan's potential. At the same time, however, avoid exaggerated claims that might mask legitimate flaws. Lay out the big picture, and assure them that things can happen quickly. • Let your enthusiasm and passion show • Discuss the effect of your ideas on other people • Refrain from getting so caught up in mutual optimism that both of you overestimate the idea's true potential Dealing with Conflict Managers with the i style want to maintain friendly relationships. However, self- expression is very important to them, so in a conflict situation, they may demand to be heard. As a result, when they are forced into a confrontation, they may become emotional and lash out at others. Because you are similar in your approach, you and an "i" manager may say harsh things to one another that are difficult to take back. This is unfortunate, because both of you may have trouble letting things go later. When working with them, be careful to avoid personal attacks. Express your concern for their feelings and a desire to work through the conflict quickly but thoroughly. Let them know that a disagreement now doesn't mean a poor relationship down the road. • Avoid engaging in any personal attacks • Acknowledge the importance of everyone's feelings • Make it clear that your relationship is still strong even after tough confrontations 0 2008 by inscaps publishing. Inc. All rights reserved. Reproduction In any form, In whole or In part, Is prohibited. Casey Tyler 24 EVERYTHING M j � Working with "S" Managers Working with Your Manager Everything DISCO Management Profile Most of us would like to understand our own manager a bit better. And if your manager tends toward S, here are some insights for working more effectively together. Their Priorities and Preferences Managers with the S style put a strong emphasis on reliability and support, and they want to create a stable and friendly culture. They may particularly avoid the fast -paced and sometimes energetic environments that you prefer, since this doesn't allow them to provide the security they value. Like you, they prioritize collaboration, and they want people to work together harmoniously. They like to work systematically, and they may fear rapid change or high - pressure situations. Overall, they want to lead a team in a calm setting where tension is rare, and they respond best to people who are friendly team players. Advocating and Getting Buy -In Managers with the S style want to see how your ideas can contribute to team unity and reliable results. They are less spontaneous than you tend to be, so they need time to prepare for any major changes that you want to suggest. While they may allow you to lead the discussion, remember that excessive enthusiasm is unlikely to help you get their buy -in. Because they often weigh both sides of a decision, they may want more time to consider your proposal. If you want their attention, present your ideas as clearly and methodically as you can, and be ready with details to answer their concerns. Ask them for feedback on your proposals, and let them know that you value their opinion. Point out how aspects of your solution can have a positive impact on people. If the plan feels too disorganized, they re not likely to provide the support you need to make it happen. • Refrain from overwhelming them with your enthusiasm • Lay out your plan in a step -by -step manner • Emphasize how your idea helps people Dealing with Conflict Managers with the S style want to avoid conflict whenever possible, so they may gloss over differences or even deny that there is a problem. Because you also tend to dislike addressing issues head -on, you may need to take a more direct approach to resolve disagreements. Don't assume that their silence means that the matter is resolved. Express your concem for their feelings and a desire to work through the conflict quickly but thoroughly. If you allow them to bury their feelings, the resentment may build. • Address the situation directly rather than masking your differences • Be careful not to lash out in anger, since they will likely take it personally • Follow up to make sure that the issue is resolved 02006 by Inscaps Publishing, he, All rights reserved. Reproduction In *ny form, In whole or In pwL Is prohibited. Casey Tyler 25 EVERYTHING Working with "C" Managers Working with Your Manager Everything DISCO Management Profile Most of us would like to understand our own manager a bit better. And if your manager tends toward C, here are some insights for working more effectively together. Their Priorities and Preferences Managers with the C style put a strong emphasis on objectivity and reliability, and they want to create a logical and businesslike culture. They may particularly dislike the fast - paced, energetic environment that you prefer, since it may not allow them to provide the consistently high - quality results they value. Because of their challenging nature, they aren't afraid to show skepticism for excessive enthusiasm or ideas that aren't backed up by facts. Because they're so focused on accuracy, they may spend a lot of time performing in -depth analysis. Overall, they want to lead by setting high standards, and they will likely respond best to people who share their concern for high - quality outcomes. Advocating and Getting Buy -In Managers with the C style want to see how your ideas can lead to a high - quality solution. Because they want to anticipate potential issues or complications, they're likely to ask a lot of questions. For this reason, your big - picture may fail to get their buy -in. If you want them to act, provide the facts and data to prove that your plan is the best one. They're more interested in accuracy than speed, so you may need to slow down and show them that you've thought through all of the consequences. When you want their attention, present your ideas clearly and systematically, and be ready with the evidence that they need. They're unlikely to respond well to overly enthusiastic presentations, so don't rely on your excitement. If you come across as too passionate, in fact, they're more likely to view your efforts as sloppy or manipulative. By giving them the information that they want and the time to process it, you will be much more likely to get them on your side. • Lay out your plan clearly and avoid glossing over the specifics • Be ready to provide all the information they need to reach a decision • Refrain from overwhelming them with your enthusiasm Dealing with Conflict Managers with the C style often try to overpower people with logic when in conflict. Because they view conflict as a disagreement over who is correct, they may avoid direct aggression and remain objective. If emotions begin to run high, however, they may begin to withdraw or refuse to discuss it any more. You may also gloss over differences, but when forced to confront the situation you may become emotional or lash out. In such cases, they may not understand your need to express yourself. Therefore, you may need to focus more on facts to make sure that you hear their side of the story. Don't insist on immediate resolution, since they may need time to process. State your position factually and objectively and give them time to state their side. • Support your opinions with logic and facts • Refrain from making emotional appeals that might cause them to withdraw • Give them space to process before confronting the issues 0 200/ by krsnps Publishing, hc. NI rights nsnvsd. Casey Tyler 2 V Rsproductlon In arty form, In whoA or in put, Is prohlbtlsd.