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HomeMy WebLinkAbout2017.05.09_Worksession AgendaThis meeting is a work session for Council /Trustee discussion only. There is no opportunity for public comments at work session. PUBLIC NOTICE OF THE MEETING OF THE OW �� /�/�� ASSO CITY COUNCIL, OPWA & OP( Council Chambers, Old Central Building 109 N Birch, Owasso, OK 74055 Regular Meeting Tuesday, May 9, 2017 - 6:00 pm 1. Call to Order Mayor /Chair Lyndell Dunn 2. Discussion relating to a request for an executive session for the purpose of discussing the annual evaluation and personnel matters of the City Manager and the City Attorney as provided for in Title 25, O.S. § 307(B)(1) The City Council will meet in executive session with Greenwood Performance to discuss the annual evaluation of the City Manager and City Attorney. 3. Discussion relating to Alarm Registration, Failure to Register, and False Alarm Ordinance and Resolution Scott Chambless 4. Discussion relating to a Proposal for Professional Services for Economic Development Strategic Planning Chelsea Levo Feary 5. Discussion relating to Festival Park Larry Langford 6. Discussion relating to Addendum No. 9 and Addendum No. 10 to Master Services Agreement for E 9 -1 -1 Services Larry White 7. Discussion relating to Board & Committee Appointments and Term Lengths Julie Stevens 8. Discussion relating to Capital Improvements Project Eligibility for Public Safety Vehicles Teresa Willson 9. Presentation of the proposed FY 2017 -2018 annual operating budget Warren Lehr 10. Discussion relating to City Manager items Warren Lehr • Monthly sales tax report • City Manager report 11. City Council /Trustee comments and inquiries 12. Adjournment Notice of Public Meeting filed in the office of the City Clerk and the Agenda p sted at City Hall, 200 S Main St, at 6:00 pm on Friday, May 5, 2017. y � Wl Sherry Bisho , City Clerk Sd The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Scott Chambless Chief of Police SUBJECT: Amending the Owasso Code of Ordinances Part 10, Chapter 8, Alarms & Resolution establishing fee schedule DATE: May 5, 2017 BACKGROUND: During the City Council meeting on Tuesday, May 2, staff intended to recommend approval of Ordinance 1103 amending Chapter 8, Alarms establishing definitions, regulations, registration, and authorizing fees for residential, commercial and governmental false alarms within the Owasso city limits, as well as approval of Resolution 2017 -05 establishing fees for alarm registration, for failure to register and for false alarm responses. Several citizens attended the meeting and voiced their concerns about the proposed registration fees. Both items have been tabled to the May 16 meeting for future discussion in response to these concerns. ATTACHMENTS: Alarm memo dated April 28, 2017 Ordinance 1103 Resolution 2017 -05 nlios5c? The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Scott Chambless Chief of Police SUBJECT: Amending the Owasso Code of Ordinances Part 10, Chapter 8, Alarms & Resolution establishing fee schedule DATE: April 28, 2017 BACKGROUND: In 2007, the Owasso City Council approved Part 10, Chapter 8 of the Owasso Code of Ordinances that regulated residential and business alarms. The goal of the ordinance was to reduce the number of false alarms to which the police department responded. The current ordinance mandates that alarm providers register their business with the police department. There is no registration fee imposed under this ordinance, but failure to register a business that provides alarm services could result in a fine for that business. In the event the business does not register, the ordinance states that police alarm response Will not be provided to companies or individuals utilizing that business, absent some defined exceptions. Another provision found in the current alarm ordinance is the imposition of fines and suspension of alarm response when a business or residence has more than three false alarms within a calendar year. This provision was intended to hold the business or homeowner accountable for poorly maintained alarms or failure to properly train employees or family members on the use of alarms, ANALYSIS: For the past year, police staff has been carefully reviewing the effectiveness and practicalities of the current alarm ordinance. This review validated staff concerns. Research has shown that the false alarm problem is increasing. The rate of false alarms is outpacing the population growth of Owasso. The 2007 alarm ordinance was intended to reduce false alarms and the data shows that this goal is not being achieved. Response to false alarms is causing significant budgetary concerns. Over the past five years, false alarms are estimated to have cost the City of Owasso nearly $200,000. In 2016, the police department responded to 1,805 alarm calls; 98% were for false alarms. The calls equated to about 903 employee work hours at an estimated cost of $42,000. False alarms have a significant impact on the ability to serve customers for all other types of police calls. Alarm calls receive a priority status; therefore, an officer helping a citizen on a "non- emergency" call must leave that citizen to respond to an alarm. This results in unsolved problems, sub - standard investigations, and citizen frustration for lack of attention to their concerns. Customer service is a core value of the police department and is critical to maintaining citizen support. Compromising the quality of work performed on calls for service also impacts problem solving, which may eventually lead to more crime. Analysis of the current alarm ordinance included researching how other municipalities manage false alarms. Staff determined that Owasso is not following best practices related to false alarm reduction. The majority of cities researched require citizens and businesses to register their alarms with the local police department. Research indicates that false alarms have been reduced substantially in communities where alarm registration by the alarm owner is required, followed by a fee for excessive false alarms. In some cases, the reductions have been as high as sixty percent. PROPOSED ALARM ORDINANCE: The proposed alarm ordinance would eliminate the requirement that alarm providers register their alarm companies. The proposed change would require individual alarm owners to register their alarms and would require a fee for that registration. Registration would allow the alarm owner three false alarm police responses per calendar year. After three responses, a fee would be assessed. If an owner does not register the alarm, they would be assessed, a fee for each false alarm police response. Fees would also be assessed for failure to register an alarm. The change would result in police responding to most alarm calls regardless of registration. The current ordinance states that police will not respond if an alarm provider is not registered. The current ordinance emphasizes suspending alarm response for excessive false alarms, whereas the proposed ordinance would utilize suspensions only on a very limited basis. The proposed ordinance is a fee based system in contrast to the current ordinance, in which fines are assessed for failure to register or for excessive false alarms. The fee based system removes accountability measures from municipal court and places them in a civil collections process. Currently, failure to pay a citation could result in the arrest of an offender, whereas the proposed fee system would turn a failure to pay over to collections. The proposed ordinance also includes an administrative appeals process for fees for excessive false alarms. In summary, staff has developed a proposed alarm ordinance for City Council consideration that would: • Require registration of alarms by property owners, • Charge a fee for alarm registration, • Charge a fee for excessive false alarms, • Charge a fee for failure to register an alarm, • Provide an administrative appeal process, and • Replace municipal court citations with a collections process. IMPLEMENTATION: Timing of this initiative has been carefully evaluated by staff. The proposed ordinance includes an effective date of August 1, 2017. This effective date will allow ample time for educating the public and contracting with a third party vendor to manage the alarm registration and fee process. A variety of strategies will be utilized to educate the public including social media, NEXTdoor, Owassoisms, Owasso Reporter, utility billing flyers, television news, and door hangers. Officers will also make contact with store managers and /or business owners to ensure they are aware of the new ordinance. Registrations would begin on August 1, 2017, the effective date of the ordinance. The proposed strategy is to allow two months of registration with no fees being assessed during that time period for failure to register or for excessive false alarms. This time period would be considered a "grace" period. ALARM FEE RESOLUTION: A City Council resolution is the preferred method to establish fees. The proposed resolution establishes alarm registration fees for individuals and businesses. It is proposed that government buildings would be exempt from registration fees. Further, the resolution establishes fees for failure to register an alarm, excessive intrusion alarms, excessive holdup /panic alarms, or a combination of both types of false alarms. The fees have been established on a separate scale for residences and businesses. Of note: business fees are higher than residential fees due to the additional resources needed to respond to business alarms. Government buildings are not exempt from failure to register fees and excessive false alarm fees. The alarm fee resolution establishes that fees for registration would initiate on August 1, 2017, and fees for failure to register and excessive alarms would begin on October 1, 2017. RECOMMENDATION: Staff recommends approval of Ordinance 1 103 amending Chapter 8, Alarms establishing definitions, regulations, registration, and authorizing fees for residential, commercial and governmental false alarms within the Owasso city limits. Staff recommends approval of Resolution 2017 -05 establishing fees for alarm registration, for failure to register and for false alarm responses. ATTACHMENTS: Ordinance 1103 Resolution 2017 -05 CITY OF OWASSO, OKLAHOMA PROPOSED ORDINANCE 1103 AN ORDINANCE REPEALING PART TEN (10), OFFENSES AND CRIMES, CHAPTER EIGHT (8), ALARMS, SECTIONS 10 -801 THROUGH 10 -809, AND ENACTING SECTIONS 10 -801 THROUGH 10 -808 OF THE CODE OF ORDINANCES OF THE CITY OF OWASSO, OKLAHOMA, ESTABLISHING DEFINITIONS, REGULATIONS, REGISTRATION, AND AUTHORIZING FEES FOR RESIDENTIAL, COMMERCIAL, AND GOVERNMENTAL FALSE ALARMS WITHIN THE OWASSO CITY LIMITS. THIS ORDINANCE REPEALS PART 10, CHAPTER 8, ALARMS, SECTIONS 10 -801 THROUGH 10 -809, AND ENACTS A NEW PART 10, CHAPTER 8, ALARMS, SECTIONS 10- 801 THROUGH 10 -808, OF THE CITY OF OWASSO CODE OF ORDINANCES. BE IT ORDAINED BY THE COUNCIL OF THE CITY OF OWASSO, OKLAHOMA, THAT, TO -WIT: SECTION ONE (1): Part 10, Offenses and Crimes, Chapter 8, Alarms, Sections 10 -801 through 10- 809 of the Code of Ordinances of The City of Owasso, shall be repealed. SECTION TWO (2): A new Part 10, Chapter 8, Sections 10 -801 through 10 -808 of the Code of Ordinances of the City of Owasso, Oklahoma, shall be enacted as follows: SECTION 10 -801 LEGISLATIVE INTENT The purpose of this chapter is to reduce the frequency of false alarms and to provide the police department with current alarm user contact information by establishing standards and controls for various types of alarm devices. SECTION 10 -802 DEFINITIONS The following terms used in this chapter have the following meanings unless the context clearly indicates otherwise: "Alarm" means any activation of a police alarm device "Alarm Administrator" means the person or third party business entity designated by the chief of police to administer the alarm program and to levy fees pursuant to this chapter. "Alarm Appeals Administrator" means the person or entity designated by the chief of police to hear appeals to fees assessed against alarm users for false alarms. "Alarm Business" or "Alarm Provider' means a person or company in the business of installing, servicing, or monitoring police alarm devices at remote alarm sites owned by other persons. "Alarm Dispatch Request" means the initiation of communications to the police, via police dispatch, by an alarm business indicating that a police alarm system has been activated at an alarm site and requesting the police department to respond. "Alarm Site" (also "security alarm site ") means a structure or portion thereof served by a single security alarm system (a "fixed" alarm site). In a multi- tenant building or complex, each portion of the structure or complex having its own security alarm system is considered a separate alarm site. "Alarm User" means any person, firm, partnership, corporation or other entity who (which): 1. controls a security alarm system at an alarm site; 2. is named on the alarm registration; and 3. is financially responsible for the operation of an alarm system. As used in the chapter, the term "alarm user" may mean more than one person, if more than one person is listed on the registration and has accepted financial responsibility for operation of an alarm system. It means the Self- monitored Alarm User when the system is not connected to an Alarm System Monitoring Company. "Audible Alarm" means any police alarm device designed to produce an audible signal at the property where it is installed. "Cancellation" means a cancellation signal is received indicating a valid user has disarmed the alarm and /or voice verification has been received by the alarm provider. "Commercial" means an alarm site at any business, individual, industrial, retailer, or any other nonresidential alarm site. "Failure to Register Fee" means a fee, assessed upon an alarm user, for failure to register and pay the appropriate Annual Alarm Registration fee for an alarm site which has been subject to an alarm response. "False Alarm" means any alarm police respond to that is not triggered by criminal or suspicious activity. Alarms triggered by weather, faulty equipment, human error, animals, etc. are all considered to be false alarms for the purposes of this section. "False Alarm Fee" means a fee, assessed upon an alarm user, for a false alarm occurring from their alarm system and their alarm site. "Genuine Alarm" means any alarm which was triggered by criminal activity. "Government" means the United States Government or the State of Oklahoma or any political subdivision of the state or any agency of a political subdivision of the state. "Hold Up" or "Panic Alarm" means an alarm which is manually activated by a user an intended to signal a potentially life threatening emergency such as a robbery, home invasion or other event where a user is at the scene of the alarm. "Intrusion Alarm" means an alarm which is activated via sensors indicating entry into a secure area such as a glass break, motion detector, or contact sensor on a window, door, etc. "No -Fee Alarm" means an alarm which is determined by a police patrol supervisor to be free from false alarm fees due to exigent circumstances as determined by the responding officer. The Chief of Police or the Chief's designee may also designate that an alarm be classified as a No -Fee Alarm. "Police Alarm Device" means any device that is designed or used to signal the occurrence of a burglary, robbery, or other criminal offense. This term does not include an alarm affixed to an automobile nor does it include fire alarms or medical emergency alarms. "Registered Alarm" means an alarm site that has been duly documented and reported to the city and for which the appropriate annual fee has been paid. "Residential" means an alarm site at any property designed and used principally for single - family or multi - family purposes. SECTION 10 -803 ALARM REGISTRATION REQUIRED A. No police alarm user shall operate, or cause to be operated a police alarm device at any alarm site without a valid, registered alarm. A separate alarm registration is required for each alarm site. B. Alarm registrations must be renewed annually and will be valid for one year from the date of registration. C. The schedule of fees for Annual Alarm Registrations and Failure to Register for residential, commercial, and governmental alarm sites shall be determined by the City Council. D. Government alarm sites are exempt from registration fees. SECTION 10 -804 LENGTH OF AUDIBLE SIGNAL It shall constitute a noise violation and therefore be unlawful to operate a police alarm which fails to automatically terminate the alarm's audible signal within ten minutes from the time it is activated. Operation of an alarm that does not automatically terminate the audible signal within ten minutes shall also be a violation of the Owasso Code of Ordinances and shall be subject to penalties as provided therein. SECTION 10 -805 RESPONSIBILITIES OF POLICE ALARM USER Every police alarm owner or user shall: 1. Inspect, maintain, and repair a police alarm device to insure its proper operation. 2. Educate and train all employees and other persons who may in the course of their activities be in a position to accidentally activate a police alarm device. 3. Assure that a responsible person responds to every activation of a police alarm device within twenty minutes after being requested to respond by the City's police communications center. SECTION 10 -806 RIGHT OF INSPECTION The Chief of Police, or their designee, may inspect any police alarm device at any commercial or governmental alarm site in the presence of the property owner, following notification to the property owner no less than twenty -four (24) hours prior to the inspection, to determine whether the alarm device is being used in conformity with the provisions of this chapter. SECTION 10 -807 FALSE ALARMS A. Every false alarm response which has not been cancelled prior to the arrival of a police officer may be subject to a false alarm response fee. 3 B. Alarm sites with current alarm registrations are entitled to three (3) free false alarm responses for the registration year. C. Police patrol supervisors may, utilizing their professional good judgment, classify an alarm as a no -fee alarm based on exigent circumstances beyond the control of the alarm user, in order to prevent excessive fees for the alarm user or to prevent a strain on public safety resources. A patrol supervisor may determine that an alarm be temporarily suspended from alarm response in the event an alarm will not reset or for other repeating false alarm situations. D. False alarm responses to alarm sites that do not have a current alarm registration shall be subject to an additional fee for failure to register. E. False alarm fees shall be on an escalating fee schedule based on the number of false alarms during the registration year. F. False alarm responses to hold up or panic alarms shall be subject to a higher fee than intrusion alarms due to the heightened level of response to such alarms. G. The alarm administrator will be authorized to bill the alarm users on behalf of the city for all fees accrued due to violations of alarm ordinances. H. The schedule of fees for False Alarm Response to residential, commercial, and governmental registered and non - registered alarm sites shall be determined by the City Council. SECTION 10 -808 APPEALS PROCESS Failure to Register fees are not subject to appeal. A False Alarm Response fee may be appealed to the Alarm Appeals Administrator as follows: A. The appeal process is initiated by the alarm user sending an appeal notice to the Alarm Appeals Administrator requesting that the false alarm fees be waived, and specifying the reasons for the appeal. 1. This appeal notice must be received by the Alarm Appeals Administrator within twenty -one (21) days after the postmarked date or email date of the initial invoice to the alarm user. 2. False Alarm Response Fees may be appealed on the grounds that the incident cited as the basis for the service fee was, in fact, a genuine alarm response. 3. The false alarm fee may be waived if the appellant can provide detailed, credible evidence that supports the contention that the involved incident was a genuine alarm as described in Section 10 -802 of this ordinance. B. Appeal decisions of the Alarm Appeals Administrator are reviewed and approved by the City Manager. The official decision is final and no further appeals or remedies are available. C. If the amount of the fee is affirmed or modified, that amount becomes due and payable. C! SECTION THREE (3): REPEALER All ordinances or parts of ordinances, in conflict with this ordinance are hereby repealed to the extent of the conflict only. SECTION FOUR (4): SEVERABILITY 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 FIVE (5): DECLARING AN EFFECTIVE DATE The provisions of this ordinance shall become effective August 1, 2017. SECTION SIX (6): CODIFICATION This ordinance shall be codified in Part 10, Chapter 8, Sections 10 -801 through 10 -808. PASSED by the City Council of the City of Owasso, Oklahoma on the 2nd day of May, 2017 ATTEST: Sherry Bishop, City Clerk APPROVED as to form and legality: Lyndell Dunn, Mayor Julie Lombardi, City Attorney CITY OF OWASSO, OKLAHOMA PROPOSED RESOLUTION 2017 -05 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OWASSO, OKLAHOMA ESTABLISHING FEES FOR ALARM REGISTRATION, FAILURE TO REGISTER, AND FALSE ALARM RESPONSES WHEREAS, the City of Owasso Police Department responds to alarms when they are activated and incurs operational and administrative costs; and WHEREAS, the City of Owasso requires all persons, businesses, and governmental entities to obtain an annual registration before operating their alarm system; and WHEREAS, the City Council desires to establish Annual Alarm Registration fees, Failure to Register fees, and False Alarm Response fees for Residential, Commercial, and Governmental alarm sites. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF OWASSO, THAT. Section One: Annual Alarm Registration fees for Residential and Commercial alarm sites are hereby established as: Residential Alarms $50 per address Commercial Alarms $100 per address Government Alarms No charge Section Two: Failure to Register fees for Residential and Commercial and Government alarm sites are hereby established as: Residential Failure to Register $100 per address Commercial Failure to Register $200 per address Government Alarms $200 per address Section Three: False Alarm Response fees for Residential alarm sites are hereby established as: Registered Non- Registered Responses Panic/ Panic/ per Year Intrusion Hold -up Intrusion Hold -up 1st $0 $0 $50 $100 2nd $0 $0 $50 $100 3rd $0 $0 $50 $100 4th $50 $100 $50 $100 5th $50 $100 $50 $100 6th $100 $200 $100 $200 7th $100 $200 $100 $200 8 or more $150 $300 $150 $300 Section Four: False Alarm Response fees for Commercial and Governmental alarm sites are hereby established as: Section Five: Registered alarm users shall not be charged for the first three (3) false alarm responses per registration year. Section Six: Non - registered locations shall be charged for both the false alarm response and for failure to register for each false alarm response until the location is properly registered. Section Seven: The fees established pursuant to this Resolution for Residential and Commercial Annual Alarm Registration shall become effective August 1, 2017, Section Eight: The fees established pursuant to this Resolution for Residential and Commercial Failure to Register, Residential False Alarm Responses, and Commercial and Governmental False Alarm Responses shall become effective October 1, 2017. APPROVED AND ADOPTED this 2nd day of May, 2017, by the City Council of the City of Owasso, Oklahoma. ATTEST: Sherry Bishop, City Clerk APPROVED AS TO FORM: Lyndell Dunn, Mayor Julie Trout Lombardi, City Attorney Registered Non - Registered Responses Panic/ Panic/ per Year Intrusion Hold -up Intrusion Hold -up 1st $0 $0 $100 $200 2nd $0 $0 $100 $200 3rd $0 $0 $100 $200 4th $100 $200 $100 $200 5th $100 $200 $100 $200 6th $200 $400 $200 $400 7th $200 $400 $200 $400 8 or more $300 $600 $300 $600 Section Five: Registered alarm users shall not be charged for the first three (3) false alarm responses per registration year. Section Six: Non - registered locations shall be charged for both the false alarm response and for failure to register for each false alarm response until the location is properly registered. Section Seven: The fees established pursuant to this Resolution for Residential and Commercial Annual Alarm Registration shall become effective August 1, 2017, Section Eight: The fees established pursuant to this Resolution for Residential and Commercial Failure to Register, Residential False Alarm Responses, and Commercial and Governmental False Alarm Responses shall become effective October 1, 2017. APPROVED AND ADOPTED this 2nd day of May, 2017, by the City Council of the City of Owasso, Oklahoma. ATTEST: Sherry Bishop, City Clerk APPROVED AS TO FORM: Lyndell Dunn, Mayor Julie Trout Lombardi, City Attorney sd The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Chelsea Levo Feary Economic Development Director SUBJECT: Proposal for Professional Services: Economic Development Strategic Planning DATE: May 5, 2017 BACKGROUND: Staff is proposing a contract with TadZo Consulting for the purpose of conducting an Economic Development Strategic Planning project for Owasso in FY 2017 -18. As cities assume greater responsibility for their own economic development, the need to set clear and attainable goals and objectives and to design policies and programs to achieve them, increases in importance. Ever present fiscal constraints and competing demands for scarce resources also make it necessary to set priorities and develop more rational approaches to economic development. TadZo's goal is to help communities stand out as the location of choice for their target audiences. Success is accomplished using proven techniques for uncovering unique community offerings and arming economic developers to align those assets with business needs through industry research and effective questioning. Tadzo is an economic development and site selection consulting firm, led by Allison Larsen with over fourteen years of consulting experience and nineteen years of economic development experience. Ms. Larsen met with staff earlier this year to discuss an approach to setting a clear direction for Owasso economic development work. Based on that discussion, Ms. Larson presented the attached proposal for professional services. Ms. Larsen has worked with several cities and organizations across the country. In Oklahoma, she has conducted strategic planning with the Ada Jobs Foundation and the Muskogee City - County Port Authority. TadZo's approach to project management is to communicate and engage throughout the planning project. PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLANNING: TadZo has prepared a proposal for services to support Owasso's desired outcomes for this planning project. This approach educates, engages, and empowers all involved to effectively implement the plan created by the Owasso team. The proposed scope of work follows three phases to carry out a thoughtful and engaging planning process that is customized to Owasso's needs, challenges and opportunities: PHASE 1 PHASE 2 PHASE 3 Where are you now? Where do you want to be? How will I get there? Current Situation Strategic Priorities Strategic Plan In Phase 1, "Where are you now ?" TadZo will conduct an economic development training program customized for Owasso; a competitive assessment; an economic development program review; and research and documentation of fundamental economic indicators. At the end of this phase, a presentation will be made which comprehensively covers findings from these steps and results of Owasso's economic performance. Phase 2, "Where do you want to be ?" is a planning process to give direction on priorities for the economic development strategy. It will include stakeholder input, target industry analysis, and a strategic priorities work session. Phase 3, "How will you get there ?" is where details of developing the written strategic plan emerge from prioritized strategic initiatives from Phase 2. This phase will include a draft strategy, priority strategic initiative work sessions, accountable implementation planning, finalizing the plan, and presentation of the plan. TadZo's approach to project management is to communicate and engage throughout the planning project. This involvement ensures the project outcomes are aligned to the needs and wants of Owasso. The proposed timeline for this strategic planning project would span six to seven months, beginning in July 2017. OWASSO ECONOMIC DEVELOPMENT AUTHORITY: A formal presentation was made by Ms. Larsen to the Owasso Economic Development Authority (OEDA) during their regular meeting on April 13, 2017. Following the presentation and discussion, the Trustees voted to recommend the Economic Development Strategic Planning project to the City Council to be budgeted in the Hotel Tax Fund. FUNDING: The proposal is all- inclusive of travel expenses, data, materials, and services. A not -to- exceed price of $60,000 for the proposed scope of services is detailed in the attached proposal. PROPOSED ACTION: Staff plans to recommend approval of a contract with TaclZo Consulting for Economic Development Strategic Planning in the amount of $60,000 to be funded from the FY 2017- 18 Hotel Tax Fund. ATTACHMENT: Proposal for Professional Service: Economic Development Strategic Planning The Intersection of Site Selection & Economic Development Prepared for: City of Owasso Owasso Economic Development Authority April 8,20V Allison Larsen, Principal TadZo Office (509) 972 -0833 Mobile (509) 952 -6104 allison @TadZoConsulting.com www.TadZoConsulting.com Economic Development Strategic Planning Table of Contents I. COVER LETTER ..................................................................................... ..............................1 II. PROJECT UNDERSTANDING ................................................................ ..............................2 III. PROPOSED SCOPE OF WORK ............................................................ ............................... 3 Phase 1 - Where are we now? .......................................................... ............................... 3 Phase 2 - Where do you want to be? ............................................... ............................... 7 Phase 3 - How will you get there? .................................................... .............................11 About TadZo Facilitation Services ..................................................... .............................13 Deliverables........................................................................................ .............................14 IV. PROJECT LOGISTICS ........................................................................... .............................15 ProjectManagement .......................................................................... .............................15 ProposedTimeline .............................................................................. .............................15 PriceProposal ..................................................................................... .............................17 V. EXPERIENCE AND QUALIFICATIONS .................................................. .............................18 Allison Larsen, CEcD - Principal ......................................................... .............................19 References........................................................................................ ............................... 20 APPENDIX A. Resume for Allison Larsen, TadZo Q ci L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning I. COVER LETTER April 8, 2017 Chelsea M.E. Levo, Director of Economic Development Economic Development Department City of Owasso 111 N. Main PO Box 180 Owasso, OK 74055 Dear Ms. Levo, Thank you for your interest in TadZo working with you to foster impactful and sustaining economic growth in Owasso. I enjoyed our meeting with Warren Lehr and Sherry Bishop. Based on our discussion, I have prepared this proposal for consideration. This planning project fits within your desired timeline and will set a clear direction for Owasso economic development work. The Owasso team will have their "fingerprints" all over the plan as it will be developed through a series of work sessions. My goal is to help you and your team build capacity and ownership of the plan through an engaging process. It really excites me to have the opportunity to help you advance economic development in Owasso with this innovative approach. Please review and let me know if you have any questions or adjustments. Respectfully submitted, Allison Larsen, Principal TadZo Q LI Z-5 April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning II. PROJECT UNDERSTANDING Owasso has enjoyed growth because it is a desirable place to live in the Tulsa region. As a result of population growth, strong per capita income and active real estate developers, the retail and commercial development in Owasso has grown accordingly. However, 85% of Owasso residents commute out of the city for employment at skilled jobs while a similar level commutes into Owasso for service and lower paying jobs. Meanwhile the City has established a tax increment financing (TIF) district in the defined Redbud District. Several significant projects are planned for mixed -use housing and retail within this new TIF district. These efforts are significant in creatinga unique town center, anchored by City Hall. There is also much potential in recruiting businesses to Cherokee Extension and Cherokee Industrial Park, both located near the newly constructed Macy's Distribution Center. REDBUD DISTRICT oowxrowx ownsso With the Owasso Chamber of Commerce, JMM//� Tulsa Chamber of Commerce and many other �S organizations there is a great opportunity for x the City of Owasso and the Owasso Economic ® Development Authority to lead a community- wide economic development strategy to leverage and unite all of these economic development partners. By developing a strategic plan for economic development together Owasso benefits because there is common understanding and ownership for the direction of economic development efforts in Owasso - i.e. do more together because everyone understands their role and why the work they are doing contributes to community -wide goals. Understanding your desired outcomes for this important planning project, TadZo has prepared a proposal for services to support your planning >' efforts. This approach educates, engages (in a =' unique and very effective manner) and �; }�Otiyo; ultimately empowers all involved to —. effectively implement the plan created by the Owasso team. Engage ti Educate Q d Lo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning III. PROPOSED SCOPE OF WORK The proposed scope of work follows three phases, described below, to carry out a thoughtful and engaging planning process that is customized to Owasso's needs, challenges and opportunities. Phase 1 Phase 2 Phase 3 Where are Where do you How will you you now? want to be? get there? Phase 1- Where are we now? To understand, evaluate and document the current situation for economic development opportunities in Owasso, we propose five steps that will prime Owasso stakeholders and partners for informed strategic planning. Step 1- "Economic Development 101" Program An economic development training program will be customized for Owasso. This highly - interactive program will educate through engagement. Participants will walk away with a better understanding of target audience needs, as well as best practices of competitive communities. Participants for this program will include, but not limited to: Owasso City Council Members Owasso Economic Development Authority Trustees Related City staff Chamber of Commerce representatives Workforce development representatives Utility service providers Real estate developers Other economic development partners This program is designed to go far beyond a traditional lecture format. In order to accommodate lively discussions, hands -on learning and interaction, participants will be involved via any number of the following activities: Small group break -outs; Real -time polling; Sharing examples; Asking questions; and Graphic facilitation practices. Q d L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning TadZo will collaborate with you to customize the agenda. Suggested topics for a well- rounded program include: Why do economic development? What does it achieve? How does money flow in a local economy? Site Selection Process & Typical Timeline Site Location Factors - What's important to companies and site selectors? How competitive is Owasso? The outcome of this learning will prime partners and stakeholders for engagement in the planning process, as well as raise awareness of the comprehensive nature of economic development. Step 2 - Competitiveness Assessment The purpose or this step is to evaluate Owasso's site location factors from the perspective of a site location consultant in the context of national competitiveness. The process will involve data analysis, a community tour and interviews with key service providers as well as local employers. This analysis will provide insights for potential areas in need of improvement that should be focused on for strategic initiatives. Key factors for evaluation include: Transportation & Market Access - quality of diverse transportation resources (truck, rail, seaport, air, intermodal). Sites and Buildings - available for development. Utilities - capacity and costs for water, sewer, electricity, natural gas, telecommunications; reputation of service provider; quality of service; utility incentives. Permitting and Regulatory - speed, clarity and consistency. Business Climate - beyond incentives, the environment of working with jurisdictions and overall community tone for welcoming new businesses. Labor Force - availability of specific skills; wages and fringe benefits; major labor force competitors; management/labor relations; general work ethic. Ability to recruit talent to community - amenities; sense of place; appearance /curb appeal; cost of living. Workforce Development - available training programs that support skill development for potential target industries. Innovation and R &D Resources - available locally and at nearby institutions that would support specific industry growth. Sustainability - services and resources to support green business initiatives. Incentives - experience with accessing federal, state and local incentives for businesses. The assessment will occur via a mock site visit, including a community overview presentation, tour of available real estate and general community orientation, along with in- person meetings. Q d L o April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning The overview presentation and community tour should be handled by the City of Owasso as if you are hosting a prospect for a site visit. Meetings will be requested with: City authorities- permitting and regulatory process; sustainability initiatives and resources. Utility service providers Workforce service providers - public agencies and private staffing agencies Education and training providers - tour local facilities. Innovation and entrepreneurship resource providers - tour local facilities. Local employers will be interviewed confidentially for a deeper dive into workforce issues, regulatory environment, business climate, and any other limitations of the area. Speaking with employers provides the most authentic insights to operating a business in Owasso. What they have to say is critical to a comprehensive understanding of your community's capabilities to meet business needs. Each factor will be scored on the following criteria: A = World -class competitive advantage B = Competitive, but missing key elements C = Neutral; found in many communities D = Fundamental assets are missing F = Disadvantages so great it could be a "deal killer" Step 3 - Economic Development Program Review A work session with Economic Development Department staff will be facilitated to review program effectiveness and where there may be interest or need to creatively destruct programs and initiatives to make way for new approaches. We will also be able to categorize programs and initiatives that may be stuck in a "poverty trap" - meaning that there exists interest and great intentions but limited resources (insufficient time or funding are dedicated for implementation). Q d L0 April 8, 2017 Proposal for City of Owasso We will use the Ecocycle Planning chart (shown at right) for this assessment exercise. The outcome of this work session will assist in: Economic Development Strategic Planning Ecocyde Planning Renewal Networker Setting priorities; Balancinga PNol overty Trap investing i portfolio of strategies; Birth Identifying waste and opportunities Entrepreneur to free up resources; and Revealing the whole picture — the forest AND the trees. Step 4 - Owasso Economic Performance Maturity Manager Rigidity Trap Not telling go Creative Destruction Heretic Thisstep involves research and documentation of fundamental economic indicators to provide an understanding of how the Owasso economy is performing in the context of Oklahoma and some competitor communities. Owasso's economy will be analyzed for population change, sales tax trends, property values and property tax trends, permitting trends, employment trends, poverty rates, median earnings and earnings adjusted for cost of living. The data will be provided in a variety of formats to support a case for priority strategic initiatives of the plan. Step 5 - Presentation "Where are you now?" A presentation will be made which comprehensively covers the findings of the Competitiveness Assessment, the Economic Development Program Review and Owasso Economic Performance. This presentation will be informative and inspire thinking for Phase 2 planning elements. Q U L V April S, 2017 Proposal for City of Owasso Economic Development Strategic Planning Phase 2 - Where do you want to be? The purpose of this phase of the planning process sets direction on priorities for the economic development strategy. Step 1 - Stakeholder Input There will be a variety of efforts to engage input for the economic development strategic plan. The approach to outreach will reveal what is most important to stakeholders and partners. Business Focus Groups Four focus groups will be facilitated to involve key business stakeholders, including: CEOs and Plant Managers Human Resource Managers Retail /Commercial Businesses Real Estate Developers Community Input Session Two input sessions will be open to the community and facilitated to gather maximum input. The approach is much more productive and fun than typical public input meetings. City Council Intel vie wa All City Council Members will be interviewed to gather input as to the vision for Owasso's future economy and what success looks like. Step 2 - Target Industry Analysis A Target Industry Analysis identifies growth industries that are best fit with your community's assets and limitations. Target identification involves analysis to filter broad clusters down to specific sectors that are a good fit in Owasso. By understanding the most opportune industries for Owasso you will be able to better allocate resources for greatest impactto economic growth for Owasso. Industry rfendsResewvli & Scieening We will begin by looking at historic industry trends. This empirical analysis will set the stage for the target industry recommendations. We will look at industry growth at the six - digit NAICS level for Tulsa County and Oklahoma. City -level data is not available for NAICS data. Baseline data: Success and potential future growth - We will analyze industry trends for employment, number of establishments and earning by six -digit NAICS from 2010 to 2016 along with national projected output and employment growth. This data will allow us to determine what types of industries have been most successful in the local area in recent years, and which ones are likely to hold the best potential for future growth. State -wide data - In order to broaden the base of potential targets, we will investigate and compare similar data on industry growth trends for Oklahoma. A u L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning State and local comparison - We will compare growth industries in Oklahoma state -wide to local clusters to identify similarities and differences. We will use location quotients to identify industries that are particularly concentrated in the local area. This analysis will yield valuable information about what Tulsa County's niches are, and how the county differentiates itself in terms of economic development. We will then screen the baseline data to identify industries for which Tulsa County has particular advantages over other competing locations. The focus will be on basic industries — those industries that produce goods and services for export and bring new wealth into the local economy. We will employ a screening process to narrow the list of industries included in the economic trend information to those that have the best potential for future growth, and industries that represent appropriate targets for recruitment. Several guidelines for screening and prioritizing industries will be used. Screening guidelines: Growth industries locally and nationally; e Industries that have above average projected output and employment growth nationally; Firms that increase wealth and provide above average wages; and Industries that will help to diversify the local economy. Ca p a b i /f d e s S c i e e n T n g Secondary data, while important, is only one part of the target industry analysis. These results will need to be further screened to take into account Owasso's capabilities to meet the needs of the industry trends analysis. Results of the Competitiveness Assessment in Phase 1 will drive this screen of potential targets. This step ensures that the resulting targets are not only compatible based on industry trends, but are also a good fit with the competitive assets and limitations of Owasso, specifically. Mete &Emar ing/ndustrySecto s Industry trend data does not fully capture emerging or underdeveloped industries that represent new opportunities for Owasso. Complimentary to unique assets and strengths discovered during the Competitiveness Assessment, we will augment our research with current location trends to identify any niche or emerging industry sectors that may not come up in our analysis of business trends data. This allows for a complimentary forward - thinking approach to the target industry study and leverages current trends in site selection. —lacizO April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning Industry Intelligence Once all the targets have been identified, we will research additional industry intelligence including: Industry Intelligence - Industry overview, current issues, conversation starters for CEO, HR and CFO Executives. Key Occupations - For what occupations should local workforce agencies prepare talent and skill sets? Source Locations - Where can you find these industries to recruit? Step 3 - Strategic Priorities Work Session In this highly- interactive work session, the Economic Development Strategic Planning Steering Committee (and other partners you would like involved) will take the information gleaned from Phase 1, along with Stakeholder Input and the Target Industry Analysis, to come to agreement on priorities for Strategic Initiatives of the Owasso Economic Development Strategic Plan. Although a specific agenda will be customized for Owasso based on the findings up to this point, the following agenda will give you an idea of what to expect. The sample agenda below has been successful for other communities preparing a community -wide economic development strategy: Review Objective, Agenda, Roles & Responsibilities for Work Session "Shift & Share" exercise to bring everyone up to speed on stakeholder and partner input. O M PEDGD RETREAT .- SnVhx4 MY51� .� rue�i.YNM.s •�1>oL0 b.k AgioNA &F ... Nur up lN°Hbp . srn.. •N. y..l .f�.p •rri�r?l -a •0I?LOMES ! y ..'Lry••Mr wlebU•- �� o Lrn. Lit- Efo�onwl une f \ O 1'7t, W tltl% 0 56rbh � . •l11EASURf N •SUCCERS• fAd.Awiv.h.. , 4U1 U k „ Owbly Job G—M J «Nrvb•xua n4ne.u.s 'Y U G..Ixelnt,�;, ^. n.dr p•.wn " \,v Uw., wiM 4, ,y Dv M14 >ey.•d St cT.1i*/q V LaV\ E3' U lonlilelr fxvuvcs ib+:n. �� U Trn�.m� �anxrnr.F.<n� U4nv�h nrryl , U 8nn.• GI4b.k., j P.v01 1AWT April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning Synthesis of findings via "Mad Tea Party" exercise to get ideas flowing. This is a real fun one and very thought - provoking. Everyone is involved! Priority Strategic Initiatives will be determined through a variety of exercises. For each initiative, we will discuss and define why the initiative is important; what you are trying achieve with the initiative (metrics); what information is needed to proceed; who wants to work on the initiative; and who else should be invited to work on initiative. A discussion and review of the capacity to implement key initiatives could occur to further evaluate initiatives. This discussion helps to manage expectations considering available resources. If a solution is both needed and wanted, but resources are limited it may also identify critical funding gaps or drive a conversation about stopping other activities in favor of more important initiatives. Keep in mind it is important to stop doing some things in order to make way for more innovative approaches. ll "Min Specs" exercise for successful implementation. What will be your principles to ensure you implement and achieve your goals? Reflections and Take A -Ways The outcome of this important work session sets a clear direction for the Owasso Economic Development Strategic Plan with support for each initiative that has been prioritized. Q l I L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning Phase 3 -How will you get there? This phase is where we get into the details of developing the written strategic plan focused on prioritized strategic initiatives from Phase 2. Step 1- Draft Strategy Taking all of the information agreed upon during the Strategic Priorities Work Session, we will write up the first draft of the Owasso Economic Development Strategy. Each Strategic Initiative in the plan will be developed using the following questions as guides: What will the initiative accomplish (goals)? Why is the initiative important to the strategy (context)? What specific tactics must occur for the initiative to be successful? Who will implement? What are the resources necessary for effective implementation? What metrics will be defined for each strategic initiative to measure outcomes as well as monitor progress through implementation? This draft will be further refined through the following steps of Phase 3. Step 2 - Priority Strategic Initiative Work Sessions A work session for each Priority Strategic Initiative will be facilitated with representation from people /groups interested in working on implementation. TadZo's role in this planning process is to coach through plan development so that the strategic plan is truly "owned" by key implementers. TadZo's experience working with numerous communities across North America helps us to bring best practices to the group, as well as observations of what doesn't work well and can hold you back from success. These work sessions are very important in building excitement for plan implementation because those involved in plan development will be primed to lead and work on implementation. We will help you identify "champions" to lead the initiative and assemble resources and a team of implementers. Step 3 - Accountable Implementation Planning Sadly, across the country there are many plans in communities that sit on shelves - never to be implemented. Owasso won't be one of those communities. This step (along with the TadZo's engaging planning process) empowers implementers to stay on track for success so that your plan never collects dust or is forgotten. During yet another highly- interactive work session, the steering committee will define: a structure for managing implementation as a team; measuring and reporting on progress of implementation; and multi- faceted approach for communicating of results. Q cl L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning We will also revisit and refine principles for successful implementation so that everyone fully agrees to follow and hold others accountable. As such, your team will become stronger and more enthused to implement together. Step 4 - Finalize Plan All of the work in Steps 2 and 3 will be channeled to enhancing the draft strategy into a final version. An Executive Summary will also be prepared. Packaging of the final deliverable will include additional information to support effective implementation, i.e. budget, data, examples, worksheets, resource references. Step 5 - Presentation of Plan TadZo will coach your team for final presentation to the community and key partner organizations. At this point it will truly be Owasso's plan (not TadZo's plan). act Z-6 April 8, 2017 Proposal for City of Owasso AboutTaldZo Facilitation Services TadZo's approach to facilitating meetings will utilize graphic facilitation and Liberating Structures©. With these facilitation techniques, TadZo employs specialized skills to foster engagement and commitment while advancing conversations for big - picture thinking and creativity. The facilitated sessions will be effective for planning, team building and problem solving. Allison Larsen's skills as a graphic facilitator will enhance the visual meeting approach. Graphic facilitation marries skilled facilitation with the benefits of graphic recording: big - picture, real -time, visual displays creating a shared picture where groups literally see what they are saying, uncover previously unseen patterns of behavior, align to agreed -upon objectives and initiate action. The visual displays captured during the meeting become "storyboards ". These meeting snapshots document everything from the group's discussions and can be used in reports, presentations or other mediums. More information available on TadZo website: www.tadzoeonsulting.com/facilitation.htm] Economic Development Strategic Planning 0 KEY BENEFITS Engagement & Commitment: People's pattern- seeking brains are fascinated by unfolding drama of live recording. Most people identify with their own words and symbols. When people get visual feedback that they are heard, they feel acknowledged and contribute more fully. They feel respected. Big - picture Thinking: Graphic displays support seeing relationships and big patterns. It's a tool for systems thinking and making sense out of complex data. Visualization supports both seeing themes and seeing gaps. Displays allow groups to work both linearly and non - linearly — activating both left and right sides of the brain. Panoramas support an appreciation of context and complexity while graphic metaphors explicitly build shared meaning. Group Memory: Research shows that people retain around 65% of what they see and only 15% of what they hear, but 80% combined. A common picture enhances group alignment. Posted charts create an accessible record for review, revision and retention. Q U Lo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning Deliverables The following deliverables will be provided in electronic version and one printed copy: • "Economic Development 101" Program - presentation and charts • Owasso Competitiveness Assessment Report • Owasso Economic Development Program Ecocycle Chart • Owasso Economic Performance Data • "Where are we now?" Presentation • Stakeholder Input - charts and related materials from all meetings • Target Industry Analysis Report - data, rationale for recommended target industries, industry intelligence to support marketing to target industries • Strategic Priorities Work Session - charts • Executive Summary - Owasso Economic Development Strategic Plan • Owasso Economic Development Strategic Plan (full strategy) • Implementation Guide - budget, examples, worksheets, resource materials, etc. • PowerPoint presentation of Owasso Economic Development Strategic Plan a U Lo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning IV. PROJECT LOGISTICS Project management, a proposed timeline and pricing are presented in this section to ensure a successful project and achievement of desired outcomes. Project Management TadZo's approach to project management is to communicate and engage throughout the planning project. This involvement ensures that project outcomes are aligned to the needs and wants of your team and will involve: Steering Committee - To build support for a community -wide plan, it is important to organize an inclusive Steering Committee to advise through the planning project. Members of the Steering Committee will be actively involved in organizing meetings, inviting key stakeholders and partners, and providing input for the strategy. 1 Project Kick -off Call to review scope of work, plan specific dates for on -site visits and subsequent calls. Project Update Calls - Regularly - scheduled conference calls to report progress, request additional information, ask questions, etc. A, TadZo Teamwork is a private workspace on the internet (https ,./ /tadzo.teamworkpm.net/) will be made available for the Owasso Steering Committee (and any others you would like) to share documents and project progress. Proposed Timeline The following table presents an estimated timeline for the proposed scope of services described in this proposal. During the Project Kick -off Call we will further detail the project timeline and confirm dates of on -site work. We will do everything possible to accelerate the project while focusing on preparation of quality deliverables and exceptional engagement of stakeholders and partners. Q d zo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning Owasso City of Development Economic PROPOSED ` Scope of Work Mont Jul Aug Sept Oct Nov Dec Jan Organize Steering Committee ■ Project Kick-Off Call ■ Phase 1- Where are you now? "Economic Development 101" Program Competitiveness Assessment Economic Development Program ■ ■ ■ Review Owasso Economic Performance Presentation "Where are you now ?" Phase 2 - Where do you want to be? Stakeholder Input Target Industry Analysis ■ ■ ■ Strategic Priorities Work Session Phase 3 - How will you get there? Draft Strategy Priority Strategic Initiative Work Sessions ■ ■ ■ ■ Accountable Implementation Planning Finalize Plan Presentation of Plan Project Update Calls ■ ■ ■ ■ ■ ■ ■ This schedule encompasses extensive on -site work, as described in the six trips below: A Trip 1- "Economic Development 101" Program and in- person Steering Committee meeting • Trip 2 - Owasso Competitiveness Assessment (mock site visit, employer interviews) and Economic Development Program Review • Trip 3 - Presentation "Where are you now ?" and Target Industries; City Council Interviews; and Community Input Sessions A, Trip 4 - Business Focus Groups and Strategic Priorities Work Session A Trip 5 - Strategic Initiatives Work Sessions and Accountable Implementation Planning Session A Trip 6 - Final plan presentation and formal implementation kick -off Q U L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning The activities listed for each trip are suggested to limit travel expenses. During the Project Kick- off Call we will discuss and modify to accommodate the highest level of community engagement in this planning project. Price Proposal A not -to- exceed price proposal forthe proposed scope of services is detailed in the table below. This proposal is all- inclusive of travel expenses (maximum of 6 trips), data, materials and services. Owasso City of Development Economic PRICE PROPOSAL Phase Price Phase 1 - Where are you now? $23,500 Phase 2 - Where do you want to be? 21,000 Phase 3 - How will you get there? 15,500 Total $60,000 We are open to modifying the scope of work and pricing respectively to accommodate your available resources forthis planning project. A ci L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning V. EXPERIENCE AND QUAURCAnONS TadZo is an economic development and site selection consulting firm, led by Allison Larsen with over 14 years of consulting experience, 19 years of economic development experience and more than 10 years in international business sales and management. With experience working in over 75 communities across 23 states /provinces, TadZo tracks best practices - what works and what doesn't - to draw upon for potential solutions in each unique situation facing a community. TadZo's goal is to help communities stand out as the location of choice for their target audiences. Success is accomplished using proven techniques for uncovering unique community offerings and arming economic developers to align those assets with business needs through industry research and effective questioning. Primary economic development services include: • Competitiveness Assessments— What assets set your community apart from the competition? Where is your community falling behind the competition and stalling economic growth? What can you do to enhance your competitive position? Find out how your community stacks up to your competitors and economic development best practices. TadZo provides detailed feedback with specific recommendations to improve your community's value proposition. • Action -0rlented Strategic Planning —A plan is only good if it is implemented. Are you looking for new ways to make a positive impact with best practice solutions? You can count on TadZo to work in partnership with you for a strategy that delivers results of priority to community stakeholders, within your means, yet a stretch to achieve more than you can imagine today. • Workforce Development Strategies — Talent is the leading driver for business competitiveness today. Is your community investing in training and skill development to meet industry's rapidly changing needs? Are you doing everything possible to attract and retain talent to your community? TadZo provides innovative approaches to enhance your labor pool. • Target Industry Research and Analysis— Are your targets current? Have your assets changed and created a new value proposition? Are you curious about current industry trends in order to be more effective in your local business outreach and recruitment efforts? TadZo not only researches industry trends but also matches industries to your community's capabilities and emerging opportunities. • Business Marketing —Are you looking for tried and true approaches to market your community -but with afresh twist? Do you want to know what can bring more positive attention and serious looks at your community? TadZo focuses marketing strategies and resources on messaging and channels most relevant to your target audiences. Q cl L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning A Facilitation —Are you tired of "Death by PowerPoint" meetings? Are you seeking more effective ways to innovate and strategize as a team? Are you worried about how you will handle challenging community input meetings with many diverse and opposing views? Utilizing specialized skills and facilitation techniques such as graphic facilitation, TadZo fosters engagement and commitment while advancing conversations for big - picture thinking and creativity. The TadZo Principal, Allison Larsen, has extensive experience working with corporations and partner site consultants in evaluating communities for business locations. This perspective adds value to TadZo's economic development clients because realistic insights about community assets can be shared. Allison Larsen, CEeD - Principal With over 14 years of consulting experience, 19 years in economic development and more than 10 years in international business management and sales, Allison Larsen's core competencies include competitiveness assessments, site selection screening, action - oriented strategic planning, target industry analysis, workforce development, marketing, graphic facilitation; and teaching through engagement. Allison is keen that the client always sets the direction for where they want to go with a project. She believes her role is to ask insightful questions to explore what's possible, what's of greatest interest and, ultimately, what stakeholders find most important to commit resources for action. She employs well thought -out questions and astute listening to get to the core of issues and solutions. Her extensive experience with business leaders, community stakeholders and hard - working professionals contributes to her recognition of what is true excitement and commitment, enabling her to facilitate positive change for clients. Her diverse background - from growing up in a small rural community (less than 4,000 population) in Northern California to a national award - winning salesperson at a Fortune 100 "Most Admired" Company (Merck & Co.) has influenced her perspective to learn from every situation. Allison's entrepreneurship endeavors did not start with TadZo. She established an international distribution network for a venture capitalist, and even put herself through college by raising a herd of registered sheep. Working in front -line business recruitment at the Madera Industrial Development Corporation and the EDC serving Fresno County (both in California), she sited companies yielding more than 9,000 jobs. Allison worked 11 years as Principal at Chabin Concepts, consulting local communities, regional and state economic development organizations. Allison helped to create CompetitiveReady, a community certification program. She is a sought -after speaker and trainer for economic development best practices. She has spoken at conferences and special training events for the International Economic Development Council (IEDC), British Columbia EDA, Economic Developers of Alberta, California Academy for Economic Development, Mid - America EDC, Nebraska Public Power District, Northwest Economic Development Course, Oregon EDA, Pacific Northwest EDC, Public Service Q d LV April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning of Oklahoma, South Carolina EDA, Texas Economic Development Council, Team Texas, Washington EDA and Wisconsin EDA. Allison is a graduate of the University of California, Davis; the University of Oklahoma Economic Development Institute; and a Fellow of the California Agricultural Leadership Program. Allison earned the certified economic developer (CEcD) professional designation from IEDC and serves on the IEDC Board of Directors. Allison's complete resume is presented in the appendix. References A sampling of TadZo projects related to Owasso's proposed scope of work are described on the following pages. Muskogee City - County Port Authority- Oklahoma MUS&PIGEE Reference Eric Miller, former Director of Business & Economic Development (757) 627 -2315 emiller @hreda.com Marie Synar, Interim Director of Business & Economic Development (918) 682 -7887 "Economic Development 101" marie @muskogeeport.com A, Facilitated session for economic development training with elected officials, board members, partners and community business leaders. A This interactive learning and input session brought the community into the fold for teamwork in economic development. The interest of community stakeholders laid the foundation for additional funding to the Port for a Target Industry Analysis and strategic planning project. Competitiveness Assessment & Target Industry Analysis A Assessment of key site location factors as to current state of competitiveness producing a "Report Card" for Muskogee. A, Industry trends research and screening to identify potential target industries. • Capabilities screening of industries based on current competitiveness, • Niche and emerging industry sector identified to augment screen of industry targets. • Industry intelligence research. Economic Development Strategy and Marketing Plan A, Stakeholder interviews and Priorities Work Session. Key Message Work Sessions. A- Plan Development ♦ Implementation Guide and Work Session. A, Coaching for development of Marketing Plan and materials. April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning "I was excited about the prospects of undertaking this endeavor and the benefits that I believed it would yield for our organization and the community, alike. The past 3 days have only served to heighten my excitement about the outcomes. Your [Alison's] intellect, intuition and broad base of experiences, as well as your well -honed ability to pose the tough question, in a non - threatening off- putting manner, was wonderful to behold. There is no doubt that you [Allison] were the right choice for this undertaking in Muskogee. Thank you for the great effort that you have invested in this very important undertaking, in furtherance of the economic development growth and prosperity of Muskogee. 1 could not be more pleased." Eric Miller, former Director of Business & Economic Development Muskogee City- County Port Authority —laclZo April 8, 2017 Proposal for City of Owasso Ada Jobs Foundation - Oklahoma A Ada OKLAHOMA Economic Development Strategic Planning Reference Michael Southard, President & CEO (580) 235 -0070 msouthard @adaworks.org Strategic Plan; Target Industry Analysis & Branding Identification of target industries that fit with Ada's assets: A- Competitiveness assessment and work session; A, Industry trends research and screening; A, Compatibility screening based on Ada's assets and liabilities; Niche and emerging opportunities; and Industry intelligence research. A, Development of a unified community brand for Ada Jobs Foundation, City and Chamber: Facilitated four large focus groups to identify core values and differentiators that could be distilled into succinct and compelling key messages to drive a community - wide brand. Allison had everyone on their feet and working actively in small groups. Several props were utilized to help participants generate creative, yet provable, messages about their community. Not only did the process give every participant a voice, but also built strong consensus for key messages and the new community brand. Brand images and tag line developed and tweaked with steering committee input. A, Brand guidelines for communitywide use. A, Economic Development Strategy: Stakeholder engagement and setting priorities. A, Capacity assessment of available resources for implementation. Plan draft, review, enhancement. A, Implementation Work Session and supporting materials. A, On -going implementation coaching. "TadZo was a tremendous help to Ada in our efforts to implement the economic development elements of our community visioning process. Allison facilitated several processes that explored different ideas which ultimately ended with agreed upon concepts. The overall marketing plan laid out a series of steps with details down to an estimated budget as to who would be responsible for what element. The community branding effort included nearly 200 people in the process and the community logo is used by the Chamber, EDO, and the City." Michael Southard, President & CEO Ada Jobs Foundation I Q d L® Apri18, 2017 Proposal for City of Owasso City of Yakima - Washington Economic Development Strategic Planning Reference Kathy Coffey, Mayor (509) 910 -4758 Kathy.Coffey@yakimawa.gov Sean Hawkins, Economic Development Manager (509) 575 -6274 Sean.hawkins@yakimawa.gov The City of Yakima recently completed (December 2016) a very similar, yet smaller project, than the City of Owasso is considering undertaking. Yakima's situation was that of the City questioning why they were investing in so many disparate economic development initiatives without a clear path forward for Yakima's economic future defined. In our initial discussions, they simply wanted a facilitated discussion with partners and soon realized that a strategic plan would help them as an informed process to set a shared direction for the community- together with five valued economic development partners. Yakima's scope of work involved three phases: Where are you now? • Economic Performance research and analysis • Yakima Economic Development Inventory of Programs throughout community • Yakima Asset Inventory and Assessment Where do you want to be? • City Council Interviews • Three Community Input Sessions • Priorities Work Session with the Steering Committee of community -wide representation • Over 100 people were involved in providing input and guidance for plan development. How will you get there? • Eleven Priority Strategic Initiatives Work Sessions (eventually there were 12 Strategic Initiatives by the time of plan finalization) • Steering Committee Implementation Work Session • 2017 - 2020 Yakima Economic Development Strategic Plan and supporting materials • Communications & Launch Strategy to demonstrate to community how partners are working together in support of their common direction Q U L5 April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning "1 have been a part of many strategic planning processes. I've never worked with a more professional, yet personable, consultant in my career. Allison's ability to facilitate our team and the public work sessions were nothing less than outstanding. We are very excited and engaged in our future because of this process and we look forward to the results." The Honorable Kathy Coffey, Mayor City of Yakima Note: Mayor Coffey is the retired President & CEO of Yakima Valley Visitors and Convention Bureau and retired General Manager of the Yakima Convention Center. Q ci L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning Katy Area Economic Development Council -Texas Reference Lance LaCour, President/CEO KATY AREA (281) 396 -2200 X 256 ECONOMIC DEVELOPMENT COUNCIL lancelacour @katyedc.org ENERGY GROWS HERE The planning project for Katy Area EDC was a strategic planning update that involved only two trips, yet much engagement with stakeholders and KAEDC Board of Governors. Through a series of work sessions and a very productive board retreat, the smart and innovative community leaders of Katy created a plan they are proud and excited to implement. 64 Katy area leaders were involved in the planning process. Economic Development Strategic Plan A Review of all past economic plans and studies, etc. A, Membership and Community Survey A CEO Focus Group A- HR Managers Focus Group -Of note this focus group created anew group for HR Managers to share information and work together because of the value they received from this 1.5 -hour meeting. A� Leadership & Talent Focus Group • Utilities and Mobility Focus Group • Marketing and Business Attraction Focus Group • Staff Focus Group on KAEDC Program Review • EDC Board of Governors Retreat • Draft Strategic Plan • Metrics for plan • Final Strategic Plan "Katy Area 2020" • Presentation to Board of Governors • Staff Implementation Work Session " I wanted to take this opportunity to thank you for doing such a fantastic job on our latest strategic planning project, Katy Area 2020. Our Board of Governors is very pleased with the professional work and process which you led for the Katy area and our organization. I have been through at least ten strategic plans in my career and this was by far the best and most innovative 1 have ever been involved with. 1 would highly recommend any economic development organization to strongly consider engaging TadZo and your process when conducting a strategic plan. 1 especially appreciate your offer to "check in" with us periodically and act as a resource if we have any questions or need assistance. Your firm goes above and beyond the call of duty and your follow -up is very refreshing." Lance LaCour, President/CEO Katy Area EDC a o Lo April 8, 2017 Proposal for City of Owasso APPENDIX A. Resume for Allison Larsen, TadZo Economic Development Strategic Planning April 8, 2017 Proposal for City of Owasso PROFESSIONAL Allison Larsen, CEcD Principal TadZo TadZo Principal (2013 - present) TadZo is an economic development and site selection consulting firm. Primary services encompass competitiveness assessments, strategic planning, marketing, training and facilitation for economic development organizations; and site location analysis for corporations throughout USA and Canada. With experience working in over 76 communities across 23 states /provinces, TadZo tracks best practices - what works and what doesn't - to draw upon for potential solutions in each unique situation facing a community. Projects: • Obion County (TN) EDC - Workforce Development Initiatives • Confidential corporate client (IL) - Permitting and Incentives Advising California Plant McKinney Economic Development Corporation, TX - Industry Target Verification, Business Cases, Strategic Implementation Plan ■ City of Springfield, OR - Target Industry Analysis, Competitor Benchmarking, Economic Development Strategy, Marketing Strategy, Branding & Marketing Collateral, Website • Katy Area EDC, TX - Economic Development Strategic Plan • Confidential corporate client (QC) - Business Advising • County of Mohave, AZ - Lake Havasu Call Center Brochure • City of Yakima, WA - Economic Development Strategic Plan • South Willamette EDC, OR - Organizational Identity • McKinney Economic Development Corporation, TX - Strategic Planning Workshop Facilitation • Town of Ajax, ON - Economic Development Strategy Review & Update Muskogee City - County Port Authority, OK - Economic Development Strategy & Marketing Plan ■ Redmond Economic Development, Inc., OR - Board Retreat Facilitation • Prineville /Crook County Economic Development Council, OR - Board Retreat Facilitation • City of Coquitlam, BC - Technology Workshop Facilitation • Northern Kentucky Tri -ED - Economic Development Training & Best Practices • Enid Regional Development Alliance, OK - Board Retreat Facilitation • Muskogee City - County Port Authority, OK - Competitiveness Assessment & Target Industry Analysis • Redmond Economic Development, Inc., OR - Community Economic Development Report Card • Oakland County, MI - Economic Development Partners Facilitation for Partner Action Plan • Greater Spokane Inc., WA - Driving Competitive Change for the Spokane Region • Muskogee City - County Port Authority, OK - "Economic Development 101" for Community Leaders ■ City of Eugene, OR - Competitiveness Work Session • City of Springfield, OR - UGB Expansion Sites Assessment • Oklahoma Governor's Economic Development Marketing Team - Annual Retreat Facilitation • Martinsville -Henry County EDC, VA - Website Advisory Services • City ofAda,OK - WebsiteAdvisory Services • EugeneSpringfield -Lane County, OR -'Big Look" Regional Econ. Dev. Organization & Strategy • Martinsville -Henry County EDC, VA - Target Industry Analysis & Business Case Research • Tri- Cities, WA - TRIDEC New Economy Target Industry Study & Competitor Research • Maple Valley, WA - IEDC Economic Development Advisory Services (pro -bono) • Northern Kentucky Tri -ED - Strategic Planning Facilitation • Ada Jobs Foundation, OK - Target Industry Analysis, Branding & Economic Development Strategy • Martinsville -Henry County EDC, VA - Best Practices Assessment & Recommendations • Greater Pensacola Chamber of Commerce, FL - Implementation Retainer • Ken -Tenn Regional Alliance, KY & TN - Strategic Plan Chabin Concepts Piineipai (2002 - 2013) • Ken -Tenn Regional Alliance, KY & TN - Industry Targeting, Business Cases • City of Chula Vista, CA - Strategic Positioning, Cluster Analysis & Marketing Strategy • Greater Pensacola Chamber of Commerce, FL- Regional Econ. Dev. Strategy & Marketing Plan • Cedar Hill EDC, TX - CompetitiveReady Asset Scorecard • Oklahoma City Partnership - Rural Community Assessments & Recommendations • Public Service of Oklahoma - Economic Development Marketing Training • Nebraska Public Power District - Rural Economic Development Training • Wisconsin Economic Development Association - Competitive Proposals Training & Economic Development Sales Training • Ajax, Ontario - CompetitiveReady Asset Scorecard • Columbia County Economic Team, OR - Business Attraction Plan • City of Merced, CA - Economic Development Work Session & Plan • Porterville, CA- Strategic Plan Update • West Sacramento, CA - Business Resource & Innovation Center Study • McPherson IDC, KS - CompetitiveReady Asset Scorecard; Target Industry Study; Economic Development Strategic Plan • Brownsville EDC, TX - Comparative Benchmarking • City of Sugar Land, TX- Economic Development Strategy • City of Shasta Lake, CA- GreenTech Industrial Park • Bowling Green Area Chamber of Commerce, KY- Target Markets Analysis; updated South Central Kentucky Marketing Plan • City of Beaverton, OR - Target Industry Analysis & Implementation Plan • City of Scottsdale, AZ- Competitiveness Assessment /Target Industry Study • City of Merced, CA - Business Case Development • Frisco EDC, TX - Comprehensive Economic Development Strategy • Colusa County, CA- Economic Development Roadmap • Confederate Tribes of the Umatilla Indian Reservation, OR - Marketing Advisement & Work Session • Rio South Texas - Competitive Assessment & Market Position • Greater Yuma EDC, AZ- Marketing Plan & Business Cases • Quad City IA & IL - Logistics Industry Study; Wind Website • San Jose Redevelopment Agency, CA- Downtown Tenant Preferences Study; Organizational Plan, Marketing Plan • Grenada County EDD, MS - Economic Development Strategic Plan; Website; Business Cases • Northern Rural Training and Employment Network (NORTEC) - Designing Local Skills Strategies for STEM Occupations • Mid - Michigan Region - Location Analysis & Positioning for Photovoltaic Industry • City of Santa Rosa, CA - Economic Development Plan; Consultative Selling Work Session • Bowling Green Area Chamber of Commerce, KY- South Central KY Regional Marketing Plan & Business Cases • Northern Colorado EDC- Marketing Plan • Mariposa County, CA- Economic Vitality Plan Greater Phoenix Economic Council, AZ - Business Case & Prospecting Program Grays Harbor Public Development Authority, WA - Strategic Marketing Program • Victor Valley EDA, CA - Regional Marketing Program; Target Industry Study • State of Washington Prospecting & Marketing Program • City ofHenderson, NV - TargetIndustry Study ,CustomizedACTTraining • Prospecting Services for Oklahoma Business Roundtable, Portland Development Commission (OR), Shasta County EDC (CA), City of Victorville (CA) and Victor Valley EDA (CA) • Northwest Pennsylvania Regional Planning Commission - Regional Website Review &Training • State of Washington - Prospecting & Marketing Program • City of Castle Rock, WA - Strategic Marketing Plan City of Rio Vista, CA - Industrial Strategy • City of Madera, CA - Enterprise Zone Renewal Application • New Mexico Economic Development Partnership - Targeting& Positioning • Spokane Area EDC, WA - Strategy& Organization Re - engineering • San Diego EDC, CA- Organizational Enhancement • Oregon Economic Development Association- Targeted Industry Prospecting Campaign • Solano County EDC, CA - Perception Interviews & Client Handbook Economic Development Corporation serving Fresno County Vice President, Client Services and Interim PresidenVCEO (1999 - 2002) • Primary contact for site consultants and businesses, resulting in nearly 5,200 new and 800 retained jobs • Architect of state-of-the-art tools for enhanced responsiveness to clients - Comparative Demographics, Site Selection Core Database (IEDC standards), Real Estate Database, Comparative Operating Cost Analysis and Incentive Calculator; award winning at state and national levels Established 'Red Teams" of signature -level authorities to meet with prospects, including a specialized "EDC Workforce Red Team" Secured grants from USDA, Workforce Investment Corporation and California Technology Trade & Commerce Agency • Managed 10 employees Madera County Industrial Development Corporation Manager of Business Development and Marketing(1997 -1999) • Business attraction, marketing, public relations - yielding 2,500+ new jobs Other Sales & Marketing Experience • Universal Marketing Services, Inc. - General Manager; international marketing; set up distribution network in 20+ countries Merck & Co., Inc. - nationally recognized "League of Excellence" winner for sales performance California State Fair - supervised Counties & Agri -Fair exhibits EDUCATION University of Oklahoma, Economic Development Institute Graduate University of California, Davis B.S., Agricultural Education California Agricultural Leadership Program Fellow, Class XXIV FACILRATION TRAINING Liberating Structures' Learn the Rules; Bend the Rules Design Studio - Austin, TX Liberating Structures Workshop - Seattle, WA The Principles of Graphic Facilitation Workshop, The Grove - San Francisco, CA The Art of Facilitation, University of California - Davis, CA PROFESSIONAL AFFILIATIONS International Economic Development Council Active Member • IEDC Certified Economic Developer (CEcD) • IEDC Board Member • Past Chair, Education and Certification Committee www.TadZoConsulting.com Twitter - @allisonTadZo Linkedln - www .linkedin.com /in /allisontadzo Email - allison @TadZoConsulting.com Office - 623.233.5333 Mobile - 509.952.6104 The Intersection of Site Selection & Economic Development sd The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Larry Langford Director of Recreation and Culture SUBJECT: Festival Park DATE: May 5, 2017 BACKGROUND: On April 21, 2015, Owasso City Council approved Resolution 2015 -08 recommending projects for Owasso's share of the excess Vision 2025 funds totaling $6,882,761. A Festival Park was included in the proposed projects. The Festival Park will be located on the property adjacent to and directly south of the Police Station with capabilities to host a farmer's market, concerts, outdoor entertainment, and other similar events. An engineering agreement with GH2 of Tulsa, Oklahoma, was approved for the development and design of the Festival Park on April 5, 2016. GH2 presented a preliminary concept with phasing options and estimates for each phase with an overall budget of $5.9 million - $6.9 million at the December 13, 2016, City Council Work Session, Based on Council discussion, staff proceeded to reduce the project costs where possible without losing the scope of the project, yet still providing a complete project within the initial phase. A committee of department directors met to discuss and evaluate the project and advise GH2 with recommendations. GH2 incorporated those suggestions in the current design and project estimate. ATTACHMENTS: Proposed Festival Park Concept Design (dated May 9, 2017) Estimate of Construction Cost, dated February 22, 2017 (Proposed Festival Park Concept Design) Original Festival Park Concept Design Estimate of Construction Cost, dated September 1, 2016 (Original Festival Park Concept Design) O N 0) a--+ Q U O U a ca N 4J LL. r) W N 0 a- 0 d m I s:_ I T 4r r 44 1 1' Rug nee GH2ARCHITECTS Design. Service. Solutions. GH2 Estimate of Construction Cost Preliminary Budget Estimate Item Description Unit Quantity Unit Cost Total General Notes: • Estimate based on cost precedent using 2016 CostLink data and historical records. • Site furnishings not included. • Contact GH2 for cost escalation factors. • Hazardous materials remediation not included. • Design fee not included. This cost estimate of the Cost of Work represents the Architect's judgment as a design professional familiar with the construction industry using techniques appropriate to the phase of the design documents and the Architect's scope of services. It is recognized that the Owner or the Architect has no control over the cost of labor, materials or equipment, over the Contractors methods of determining bid prices, or over competitive bidding, market or negotiating conditions; accordingly, it is agreed that the Architect cannot and does not warrant or represent that the bids or the Cost of Work will not vary from this estimate or the Owner's budget. Page 1 of 1 PHASE 1 Infrastructure & Pavilion 1 demolition and site clearing LS 1 $ 45,000.00 $ 45,000.00 2 excavation CY 3,500 $ 15.00 $ 52,500.00 3 select fill CY 2,000 $ 30.00 $ 60,000.00 4 topsoil CY 5,000 $ 30.00 $ 150,000.00 5 grading SY 7,500 $ 4.00 $ 30,000.00 6 pavilion a. foundations, structure and roofing SF 6,300 $ 90.00 $ 567,000.00 b. toilet SF 450 $ 400.00 $ 180,000.00 d. electrical SF 6,300 $ 20.00 $ 126,000.00 7 runnnig water SF 2,845 $ 225.00 $ 640,125.00 8 stage (concrete pad) SF 2,870 $ 15.00 $ 43,050.00 9 concrete pavement at alley SF 5,500 $ 6.00 $ 33,000.00 10 plain concrete pavement SF 12,550 $ 6.00 $ 75,300.00 11 brick sidewalk SF 2,185 $ 12.00 $ 26,220.00 12 architectural concrete pavement SF 4,290 $ 12.00 $ 51,480.00 13 decomposed granite SF 1,760 $ 3.50 $ 6,160.00 14 crushed aggregate walk SF 1,300 $ 3.50 $ 4,550.00 15 concrete curb and gutter LF 1,200 $ 20.00 $ 24,000.00 16 asphalt pavement SY 1,800 $ 36.00 $ 64,800.00 17 irrigation at great lawn LS 1 $ 75,000.00 $ 75,000.00 18 trees EA 53 $ 550.00 $ 29,150.00 19 feature tree allowance EA 1 $ 10,000.00 $ 10,000.00 20 tree grates EA 21 $ 1,500.00 $ 31,500.00 21 decorative fence (north boundary only) LF 250 $ 150.00 $ 37,500.00 22 sod SY 4,350 $ 4.05 $ 17,617.50 23 boulders (provided by owner SUBTOTAL $ 2,379,952.50 CONTRACTOR'S GENERAL REQUIREMENTS, OVERHEAD 8 PROFIT 25% $ 594,988.13 TOTAL $ 2,974 940.63 CONTINGENCY 10% $ 297,494.06 TOTAL including contingency $ 3272434.69 General Notes: • Estimate based on cost precedent using 2016 CostLink data and historical records. • Site furnishings not included. • Contact GH2 for cost escalation factors. • Hazardous materials remediation not included. • Design fee not included. This cost estimate of the Cost of Work represents the Architect's judgment as a design professional familiar with the construction industry using techniques appropriate to the phase of the design documents and the Architect's scope of services. It is recognized that the Owner or the Architect has no control over the cost of labor, materials or equipment, over the Contractors methods of determining bid prices, or over competitive bidding, market or negotiating conditions; accordingly, it is agreed that the Architect cannot and does not warrant or represent that the bids or the Cost of Work will not vary from this estimate or the Owner's budget. Page 1 of 1 tuo .N N r) Q N U c O Y i c� a M U1 LL RI 0 , r m i r m GH2ARCHITECTS Design. Service. Solutions. Estimate of Construction Cost Preliminary Budget Estimate Item Description Unit Quantity Unit Cost Total 1 demolition and site clearing LS 1 $ 45,000.00 $ 45,000.00 2 excavation CY 3,500 $ 15.00 $ 52,500.00 3 topsoil CY 5,000 $ 20.00 $ 100,000.00 4 grading SY 7,500 $ 3.50 $ 26,250.00 5 concrete pavement at alley SF 5,300 $ 5.50 $ 29,150.00 6 concrete curb and gutter LF 1,000 $ 20.00 $ 20,000.00 7 asphalt pavement SY 1,500 $ 36.00 $ 54,000.00 8 sod SY 7,250 $ 4.05 $ 29,362.50 9 electrical, bury overhead utilities LF 300 $ 300.00 $ 90,000.00 10 electrical, switchgear and transformer LS 1 $ 75,000.00 $ 75,000.00 SUBTOTAL SY 1,250 $ 4.05 $ 521,262.50 CONTRACTOR'S GENERAL REQUIREMENTS, OVERHEAD & PROFIT 5 25% $ 130,315.63 TOTAL EA 20 $ 1,200.00 $ 651578.13 CONTINGENCY EA 80 10% $ 65,157.81 TOTAL, including contingency I EA 10 $ 3,500.00 $ 716,735.94 Stage PHASE 2 - Pavilion and 1 excavation CY 1,700 $ 15.00 $ 25,500.00 2 select fill CY 1,500 $ 20.00 $ 30,000.00 3 grading SY 3,500 $ 3.50 $ 12,250.00 4 topsoil CY 500 $ 20.00 $ 10,000.00 5 PAVILION SF 7,688 $ 150.00 $ 1,153,200.00 6 STAGE SF 2,700 $ 300.00 $ 810,000.00 7 plain concrete pavement SF 7,500 $ 5.50 $ 41,250.00 8 architectural concrete pavement SF 12,000 $ 12.00 $ 144,000.00 9 irrigation at great lawn LS 1 $ 30,000.00 $ 30,000.00 10 sod SY 1,250 $ 4.05 $ 5,062.50 11 bike racks EA 5 $ 1,250.00 $ 6,250.00 12 tables EA 20 $ 1,200.00 $ 24,000.00 13 chairs EA 80 $ 600.00 $ 48,000.00 14 electrical connections for mobile units I EA 10 $ 3,500.00 $ 35,000.00 SUBTOTAL $ 2,374,512.50 CONTRACTOR'S GENERAL REQUIREMENTS, OVERHEAD & PROFIT 25% $ 593,628.13 TOTAL $ 2,968,140.63 CONTINGENCY 10% $ 296,814.06 INFLATION ALLOWANCE 5% $ 163,247.73 TOTAL including continflency $ 3,428,202.42 Page 1 of 2 Item Description Landscape Unit Quantity Unit Cost Total and Water Features 1 excavation CY 2,000 $ 15.00 —!F-30,000.00 2 select fill CY 1,200 $ 20.00 $ 24,000.00 3 grading SY 3,750 $ 3.50 $ 13,125.00 4 planting soil CY 900 $ 50.00 $ 45,000.00 5 plain concrete pavement SF 12,500 $ 5.50 $ 68,750.00 6 architectural concrete pavement SF 7,500 $ 12.00 $ 90,000.00 7 seat wall LF 175 $ 300.00 $ 52,500.00 8 landscape edging LF 155 $ 20.00 $ 3,100.00 9 splash pad SF 2,500 $ 225.00 $ 562,500.00 10 water feature LS 1 $ 100,000.00 $ 100,000.00 11 sculptural play elements LS 1 $ 75,000.00 $ 75,000.00 12 decomposed granite SF 12,195 $ 2.50 $ 30,487.50 13 crushed aggregate walk SF 1,485 $ 3.50 $ 5,197.50 14 trees EA 75 $ 500.00 $ 37,500.00 15 tree grates EA 30 $ 1,500.00 $ 45,000.00 15 landscape and irrigation allowance LS 1 $ 175,000.00 $ 175,000.00 16 sod SY 1,250 $ 4.05 $ 5,062.50 17 bike racks EA 10 $ 1,250.00 $ 12,500.00 18 tables EA 10 $ 1,200.00 $ 12,000.00 19 chairs EA 40 $ 600.00 $ 24,000.00 20 electrical, lighting I LS 1 1 $ 250,000.00 $ 250,000.00 SUBTOTAL $ 1,410,722.50 CONTRACTOR'S GENERAL REQUIREMENTS, OVERHEAD & PROFIT 25% $ 352,680.63 TOTAL $ 1763,403.13 CONTINGENCY 10% $ 176,340.31 INFLATION ALLOWANCE 10% $ 193,974.34 TOTAL, including contingency $ 2,133,717.78 General Notes: • Estimate based on cost precedent using 2016 CostLink data and historical records • Contact GH2 for cost escalation factors. • Hazardous materials remediation not included. • Design fee not included. This cost estimate of the Cost of Work represents the Architect's judgment as a design professional familiar with the construction industry using techniques appropriate to the phase of the design documents and the Architect's scope of services. It is recognized that the Owner or the Architect has no control over the cost of labor, materials or equipment, over the Contractor's methods of determining bid prices, or over competitive bidding, market or negotiating conditions; accordingly, it is agreed that the Architect cannot and does not warrant or represent that the bids or the Cost of Work will not vary from this estimate or the Owner's budget. Page 2 of 2 �71 2) r �V The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Larry D. White Support Services Director SUBJECT: Addendum No.9 and Addendum No. 10 to Master Services Agreement E 9 -1 -1 Services DATE: May 5, 2017 BACKGROUND: In 2007, the Regional 9 -1 -1 Board (consisting of the cities of Claremore, Collinsville, Glenpool, Jenks, Owasso, Sand Springs, Sapulpa, and Tulsa, the Town of Skiatook, and Rogers County) negotiated a Master Services Agreement between the Regional 9 -1 -1 Board (Customers) and the Southwestern Bell Telephone, dba AT &T Oklahoma (AT &T Oklahoma) for a network hosted solution for E 9 -1 -1 services. In August, 2007, the City Council approved and the Mayor executed the Agreement for the City of Owasso. Addendum 9 The Regional 9 -1 -1 Board voted on the 7th day of September, 2016, to include the city of Broken Arrow, Oklahoma, as a full member of the Board. All jurisdictions executed the amendment to the Interlocal Agreement which added Broken Arrow as a member. Addendum 9 to the Master Services Agreement allows Broken Arrow to purchase from AT &T the identical equipment and services identified in the Master Services Agreement and Addenda 1 through 8 inclusive, to make Broken Arrow's 9 -1 -1 center identically equipped and equally functional as the other member jurisdiction call centers. Broken Arrow agrees to be bound by the terms of the Master Services Agreement and Addenda 1 through 8 inclusive at the price contained therein. Addendum 10 to the Master Services Agreement provides for the change from T -1 circuit networks to fiber networks with LTE Wireless backup for the member jurisdictions of the Regional 9 -1 -1- Board. It provides that if any Public Safety Answering Point (PSAP) chooses to consolidate answering points or to move its PSAP during the term of this agreement, AT &T Oklahoma agrees to disconnect the network and to forgo the charges for network service for the terminating PSAP. The Customer(s) and AT &T agree to negotiate changes to the network services, if any, to the consolidated or new PSAP at the then tariffed rates. Addendum 10 sets forth the itemized prices for the Network Service for a term of 60 months from final acceptance of the installation of the network. The price for subsequent terms, if any, shall be the price in AT &T Oklahoma's tariffs for such services in effect on the renewal date of this Agreement. Network requirements will be audited annually to determine if additional capacity is needed based on the previous year's usage. AT &T Oklahoma will retain ownership of all network equipment and services. PROPOSED ACTION: Staff recommends approval by Council of the Addendum No. 9 and authorization for the Mayor to sign the Addendum for the City of Owasso. Staff recommends approval by Council of the Addendum No. 10 and authorization for the Mayor to sign the Addendum for the City of Owasso. ATTACHMENTS: Addendum No. 9 to the Master Services Agreement Addendum No. 10 to the Master Services Agreement ADDENDUM NO. 9 to the MASTER SERVICES AGREEMENT BETWEEN THE REGIONAL 9 -1 -1 BOARD THE JURISDICTIONS OF BIXBY, CLAREMORE, COLLINSVILLE, GLENPOOL, JENKS, OWASSO, ROGERS COUNTY, SAND SPRINGS, SAPULPA, SKIATOOK, AND TULSA, SOUTHWESTERN BELL TELEPHONE, d /b /a AT &T OKLAHOMA (AT &T Oklahoma) Addition of Broken Arrow, Oklahoma to the Regional 9 -1 -1 Board AT &T Oklahoma Southwestern Bell Telephone, dba AT &T Oklahoma is the successor in interest to Southwestern Bell Telephone, L.P. dba AT &T Oklahoma in all respects. Inclusion of Broken Arrow The Regional 9 -1 -1 Board (Board) voted on the 7th day of September, 2016 to include the city of Broken Arrow, Oklahoma as a full member of the Board. All jurisdictions have executed the amendment to the interlocal agreement which added Broken Arrow as a member. The Board, its member jurisdictions and Broken Arrow desire to purchase from AT &T the identical equipment and services identified in the Master Services Agreement and Addenda 1 through 8 inclusive, in order to make Broken Arrow's 9 -1 -1 center identically equipped and equally functional as the other member jurisdiction call centers. AT &T Oklahoma agrees to provide the equipment and services identified in the Master Services Agreement and Addenda 1 through 8 inclusive at the price contained therein. Broken Arrow agrees to be bound fully by the terms of the Master Services Agreement and Addenda 1 through 8 inclusive at the price contained therein. Payments to AT &T for Broken Arrow shall begin upon final acceptance of the installation and continue monthly, during the term of this agreement. APPROVED this day of 2017. City of Owasso BY: Lyndell Dunn Mayor ATTEST: Sherry Bishop City Clerk ADDENDUM NO. 10 to the MASTER SERVICES AGREEMENT BETWEEN THE REGIONAL 9 -1 -1 BOARD THE CITIES OF BIXBY, BROKEN ARROW, CLAREMORE, COLLINSVILLE GLENPOOL, JENKS, OWASSO, SAND SPRINGS, SAPULPA, TULSA, SKIATOOK, AND ROGERS COUNTY (Customers) and SOUTHWESTERN BELL TELEPHONE, L.P. d /b /a AT &T OKLAHOMA (AT &T Oklahoma) FIBER NETWORK & LTE BACKUP NETWORK 1. AT &T Oklahoma agrees to provide and Customers agree to pay for network services as specifically described in Attachment 1 which is attached hereto and incorporated herein by reference. 2. Should any PSAPs choose to consolidate answering points or to move its PSAP during the term of this agreement, AT &T Oklahoma agrees to disconnect the network and to forgo the charges for network service for the terminating PSAP. The Customer(s) and ATT agree to negotiate changes to the network services, if any, to the consolidated or new PSAP at the then tariffed rates. 3. All terms, conditions, rules and regulations set forth in the "Enhanced 9 -1 -1 Universal Emergency Number Service" tariff are incorporated by reference herein. 4. The prices itemized for Network Service in Attachment 1 are good for a term of 60 months from final acceptance the installation of the network. The price for subsequent terms, if any, shall be the price in AT &T Oklahoma's tariffs for such services in effect on the renewal date of this Agreement. 5. The Parties agree that the network requirements will be audited annually to determine if additional capacity is needed based on the previous year's usage. If additional capacity is needed, the parties will execute an Addendum pursuant to the terms of this Agreement, specifying the additional capacity. The price will be the tariffed price for such services in effect on renewal date of this Agreement. 6. AT &T Oklahoma retains ownership of all network equipment and services. 7. Upon request by AT &T Oklahoma, Customers will furnish new streets or subdivisions or ESN maps to the person AT &T Oklahoma designates in order for AT &T Oklahoma to update PSAP response boundaries. Customers will cooperate with AT &T Oklahoma to provide updated geographical information as needed. 8. AT &T Oklahoma will provide network from the selective router to ILEC meet points, and end office to PSAP trunks to be handed off at the ILEC meet points. 9. The Network Service is provided solely for the benefit of Customers. The provision of such service shall not be interpreted, construed or regarded as being for the benefit of, of creating any AT &T Oklahoma obligation toward any right of action on behalf of, any third party or other legal entity. 10. AT &T Oklahoma does not undertake to answer and forward Enhanced 9 -1 -1 calls, but to furnish the use of its facilities to enable Customers to respond to such calls with Customers' personnel on Customers' premises. 11. AT &T Oklahoma shall not be liable for any loss or damages arising out of errors, interruptions, defects, failures or malfunctions of the Service, including any and all network facilities and data processing systems associated therewith. Damages arising out of such interruption, defects, failures, or malfunctions of the system after AT &T Oklahoma has been so notified and has had a reasonable time for repair shall in no event exceed an amount equivalent to the charges for the service affected for the period following notice from Customers until Service is restored. Approved this _ day of , 2017. City of Owasso By: Lyndell Dunn Mayor ATTEST: By: Sherry Bishop City Clerk (Seal) Attachment 1 (To Amendment 10 Fiber Network) Routers and Monitoring Servke All SOeS Proposed Monthly Cast: $ 3 8]2.99 Proposed Monthly Total Cost: 18 939.53 xore:I pro .d e,h..GUwe ol.ar:.. l.MOre.rnm v,wryn. u,a.., W, INCOG Enterprise Solution Site Current Solution - 4 TU Loetlbn: ABdrtu: OOP Pon: Sptt4: •m Ono M4u: nvsrnuac6 MRC: AtteBT >Pe: A4me: CIR: MRC: AT &T Most 510 S. Elgin Ave, Tulsa 74120 (CO ROOM 836) $f 3,689.00 Ethemet 16014b 100141, $ 2,529.54 AT &T Heart B 501 Court Street, Muakapee, OR 74401 Ethemet 100Mb I00146 $ 2,529.54 Broken Anpw PO (LEC - Wlndetream / Velm) 2302 South 1st Platt Broken Anew, OR 74012 x 3xT1 4.5Mb $ 39.99 $ 39.99 Ethernet 5Mb SMb $ 870.00 Tuba 801 E Oklahoma Sheet Tulsa, OK 74106 2xT1 10.SMb $ 1,386.00 S 39.99 $ 39.99 Etherm[ 2614b 20141, $ 1,285.50 e Clannoore PSAP 200 W. lot Street Claremore, OR 74017 2x1 3Mb $ 906.52 4 39.99 $ 39.99 Ethernet 5Mb 5Mb $ 601.44 Collinsville 1023 W Center Collkwvllle, UK 74021 2.T1 3Mb $ 912.74 $ 39.99 $ 39.99 Ethemet SMb 5Mb S 601.44 Glenpool 145365 Elwood Ave. Glenpool, OK 14033 2.T1 3Mb $ 794.65 $ 39.99 $ 39.99 Ethemet SMb 514b $ 601.44 Jenks 211 N. Elm Jenks, OR ]403] WI 3Mb $ 794.16 $ 39.99 $ 39.99 Ethemet SMb SMb $ 601.44 Owasso 111 N. Main Owasso, OR 74055 3xT1 4.SMb $ 844.93 4 39.99 $ 39.99 Ethemet SMb SMO $ 601.44 Send Strode 100 E Broad., Street Sand Springs, OR 74063 2xTl 3Mb $ 856.76 $ 39.99 $ 39.99 Ethemet SMb 5141, $ 601.44 Sapulpa 20 N. Walnut Street Sapulpa, OK 74066 2xT1 3Mb $ 862.98 4 39.99 $ 39.99 Ethemet SMb SMb $ 601.44 Sklataak 220 S. Bmadway, Street Skatook, OR 74070 2xT3 3Mb $ 937.62 $ 39.99 $ 39.99 Ethemet 5141, SMb $ 60144 Rogers 189305 Hwy BB ExpY Claremore, OK ]403] SxTt 7.5141, $ 1,324.06 4 39.99 $ 39.99 EtM1eme[ IDMb IOMb $ 601.44 i Baby PSAP ( Lot - Bixby Telephone Co ) 116 W. Needles Baaby, OK 74008 K 3xT1 4.SMb $ 549.00 4 39.99 $ 39.99 TI San 4.5141, $ 1,120.12 $ 2,500.00 Mobility AP CCS 20Mb $ 839.00 -' Total: s 1375 &6$ MOallseTual: $ 2,500.00 $ 429.88 ASE Total: $ 14,585.66 Nete: TRW ore nO im&llneon charPx WAVPN be, INCOG mould have nxpcowa mwciolad with plmius. or,R 6R, cup. fcililiool wch,im $ 13,758.65 Proposed Monthly Cost: $ 15,066.54 Routers and Monitoring Servke All SOeS Proposed Monthly Cast: $ 3 8]2.99 Proposed Monthly Total Cost: 18 939.53 xore:I pro .d e,h..GUwe ol.ar:.. l.MOre.rnm v,wryn. u,a.., W, 0 sd The City Wit out Limits. TO: The Honorable Mayor and City Council FROM: Juliann M. Stevens Deputy City Clerk SUBJECT: Board and Commission Appointments DATE: May 5, 2017 BACKGROUND: In order to continue citizen participation and city staff involvement on the various boards, committees, trust, and commissions, an item has been placed on the May work session agenda to begin discussion of the annual appointment process. The purpose of this memorandum is to provide background information for each board or committee and identify terms which are vacant or set to expire June 30. ANNEXATION COMMITTEE This committee is comprised of citizens, representatives from other boards and commissions, and city staff. The Annexation Committee meets as needed to review annexation requests and recommend action to the Planning Commission based on the City's annexation criteria. Appointments are for a one -year term: Lyndell Dunn (City Council Representative) Chris Kelley (City Council Representative) David Vines (Planning Commission Representative) Kevin Lane (Citizen) AUDIT COMMITTEE The purpose of the audit committee is to oversee the audit of financial statements, ensure the auditor is independent of city management and review internal controls and policies. The Audit Committee consists of five voting members and two non - voting ex- officio members (City Manager and Finance Director). With the exception of the City Council Representative who serves a one -year term, appointments are for three -year terms: VACANCY (Seat 5, Banker Representative - to fill remainder of term expiring 6/30/19) Jeri Moberly (Seat 1, City Council Representative) Kevin Cavanah (Seat 3, Business Person) John Manning (Seat 4, Non Practicing CPA) * In accordance with the City Ordinance, Seat No. I shall be held by a City Councilor who is serving the second year of their three -year term. Councilor Bonebroke is eligible for this committee. BOARD OF ADJUSTMENT This is a quasi - judicial body whose function is to hear and decide cases relating to zoning variances and appeals of the Building Inspector's interpretation of the building codes. Appeals of decisions made by this board must be taken to District Court. The Board of Adjustment contains five citizen members. Appointments are for three -year terms: Dean Knoten (Citizen Representative) Sherry Jacobs (Citizen Representative) CAPITAL IMPROVEMENTS COMMITTEE This committee reviews capital improvement requests and conducts a public meeting to discuss current projects, completed projects, and recommends additional projects proposed to be funded by the third -penny sales tax. This committee meets as necessary and is comprised of citizens, representatives of other boards and commissions, and city staff. Appointments are for one -year terms: Bill Bush (City Council Representative) Chris Kelley (City Council Representative) Paul Loving (Planning Commission Representative) Dirk Thomas (OEDA Representative) Jeff Davis (Citizen Representative) Shawn Reiss (Citizen Representative) Jason Drake (Citizen Representative) Rob Haskins (Citizen Representative) Jim Hunter (Citizen Representative) Brenda Snow (Citizen Representative) Sherry Bishop, Assistant City Manager Warren Lehr, City Manager Linda Jones, Finance Director OWASSO ECONOMIC DEVELOPMENT AUTHORITY The duties of this authority are to plan, implement, and promote projects and programs that will directly benefit the economic well being of the community. The Authority is comprised of seven Trustees: five At -Large representatives, one representative of the Chamber of Commerce, and one City Councilor. With the exception of the Chamber Representative and the City Council Representative, appointments are for five -year terms: Bryan Spriggs (At Large Representative) Gary Akin (Chamber Representative) Jeri Moberly (Council Representative) PERSONNEL BOARD This board meets when there is business to be addressed relating to appeals of personnel decisions made by the City Manager. Meetings are called by the Chairperson when a petition from a City employee is received in the Office of the City Clerk per the Personnel Policy Manual. The Personnel board contains three citizen members. Appointments are for three -year terms: Jerry Duke (Citizen Representative) PLANNING COMMISSION The purpose of this commission is to review and recommend to the City Council actions relating to zoning, platting, subdivision construction, annexation, commercial site plans, and other related planning functions. Appointments are for three -year terms: VACANCY (Citizen Representative) INCOG ENVIRONMENTAL POLICY COMMITTEE This INCOG committee works with state and federal governmental agencies to implement clean water, air quality, and energy programs for the region. Appointments are for one -year terms: Roger Stevens (Public Works) INCOG TRANSPORTATION POLICY COMMITTEE This regional transportation committee facilitates a cooperative effort with federal, state, and local governments and other transportation agencies to assess the area's transportation requirements. Appointments are for one -year terms: Doug Bonebrake (City Council Representative) Warren Lehr (City Manager,. Alternate) INCOG TRANSPORTATION TECHNICAL COMMITTEE This committee works closely with the INCOG Transportation Policy Committee to develop comprehensive, multi -modal plans that address the transportation needs and goals of the region. Appointments are for one -year terms: Roger Stevens (Public Works) Dwayne Henderson (Public Works, Alternate) REGIONAL METROPOLITAN UTILITY AUTHORITY The Authority is a joint venture of Tulsa, Broken Arrow, Owasso, Jenks, and Bixby. The purpose of the Authority is to fund regional municipality utility efforts. Appointments are for one -year terms: Sherry Bishop (Assistant City Manager) Roger Stevens (Public Works Director) (0? (ro> 5 The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Teresa Willson Information Technology Director SUBJECT: Capital Improvements Project Eligibility Public Safety Vehicles DATE: May 5, 2017 EXECUTIVE SUMMARY: The Owasso Capital Improvement Committee made a recommendation on April 25, 2017, for Council consideration. This recommendation requests adding Public Safety Vehicles to the list of projects eligible for Capital Improvement funding. BACKGROUND: In 1983, the citizens of Owasso passed a one -cent sales tax increase. In 1988, the voters restricted the use of that sales tax to fund capital projects, often referred to as the third penny of sales tax. Revenue from this sales tax has been used to fund a variety of capital projects, changing with the needs and growth of Owasso. Adopted by the City Council in September 2003, Resolution 2003 -14 defines the process to amend the list of projects eligible to be funded from the Capital Improvements Fund, also known as the permanent third -penny sales tax. The Capital Improvements Committee conducted a public meeting on April 25, 2017, to consider a proposed amendment to the list of projects to be funded by the third -penny sales tax, to include Public Safety Vehicles. The committee voted 9 -2 to recommend adding Public Safety Vehicles to the list eligible for Capital Improvement funding. PUBLIC HEARING: In accordance with Resolution 2003 -14, a public hearing will be scheduled for May 16, 2017, to receive and consider citizen input relevant to the recommendation made by the Capital Improvements Committee. Any action taken by the City Council to amend the current list of projects must be made by adopting a resolution. CURRENT ELIGIBLE PROJECTS: Adopted December 6, 2016, Resolution 2016 -23 designated projects as eligible for funding from the Capital Improvements Fund. Incomplete projects are listed below: • E 76 St N Widening Project (Hwy 169 to N 129 E Avenue) • E 76 St N and Main St Intersection Improvements • E 86 St N Widening Project (Main to Memorial) • E 106 St N and N Garnett Road Intersection Improvements • Garnett Road Widening Project (E 96 St N to E 106 St N) • Garnett Road Widening (E 106 St N to E 116 St N) • E 96 St N and N 145 E Ave Intersection Improvements • E 106St N and N 129 E Ave Intersection Improvements • E 106 St N and N 145 E Ave Intersection Improvements • E 116 St N and N 129 E Ave Intersection Improvements • E 116 St N and N 140 E Ave Intersection Traffic Signal Improvements • Annual Street Rehabilitation Program • Highway 169 East and West Service Roads (E 66 St N to E 126 St N) • Brookfield Crossing Subdivision Stormwater Improvements • Central Park /Lakeridge Subdivision Stormwater Improvements • Rayola Park and Elm Creek Tributary 5A Stormwater Improvements • South Sports Park Regional Detention Pond Project • Garrett Creek /Morrow Place Sewer Assessment Area Sanitary Sewer Improvements • Sports park • Elm Creek Park Improvements • Main Police Station /City Hall • Vehicle Maintenance Facility • Radio System Upgrade • Fire Station Number 4 with Administration and Training Center ATTACHMENT: Memorandum dated April 21, 2017, to Owasso Capital Improvement Committee sd The City Wit out Limits. TO: Capital Improvement Committee FROM: Warren Lehr City Manager SUBJECT: Public Safety Vehicles DATE: April 21, 2017 BACKGROUND: Public safety vehicles and apparatus needs are necessary and predictable expenses, similar to other infrastructure the City must plan for and address each budget year. One of the challenges the City must face is that, as personnel increase and facilities are added, to address the public safety demands of a growing community, equipment needs can be a tremendous expense associated with that growth. The funding of public safety vehicles has been a challenge for many years and has never really been addressed in a sustainable manner. Staff from Police, Fire, and Finance has been working for the past year to develop a plan to address the need for a reliable annual source of funding for vehicles and apparatus. One conclusion from this effort is that, if vehicles are not replaced on a schedule, the number of vehicles that must be replaced compounds from year to year. Prior to the passage of the Public Safety half penny sales tax; there was a Public Safety Capital Fee of $3 assessed to residents on their utility billing statement each month. The fee was originally dedicated to assist with the capital needs for fire apparatus replacements, but as the vehicle replacement needs for Police became increasingly demanding, the fee was changed from a $2 Fire Capital Fee to the $3 Public Safety Capital Fee. Though this fund was helpful, it was not able to reliably and consistently fund public safety vehicle purchases. Additionally, with the passage of the half penny sales tax, the Public Safety Capital Fee was removed from the utility billing statement to help offset the additional sales tax for Owasso residents. Sales tax reports for recent months of the Fiscal Year 2016 -2017 budget cycle have not met projections, and thus, created a strain on the General Fund and the Public Safety Half Penny sales tax fund for the utilization of purchases other than operational needs. As staff prepare for the new budget year, it is apparent that neither the General Fund nor the Public Safety Half Penny fund will be sufficient to meet the needs for additional police vehicles and fire apparatus. It is also staff's belief that the General Fund's operational two cent receipts may not be sufficient to fund these needs even in years when sales tax meets or exceeds projections. It is imperative the City address the ongoing, annual need to replace public safety fleet vehicles and apparatus, and to add new equipment as the Police and Fire departments grow and expand their operations. OWASSO POLICE DEPARTMENT VEHICLE NEEDS: The Owasso Police Department is comprised of 56 sworn personnel. There are currently 55 vehicles assigned to sworn staff. These vehicles are primarily marked patrol units with a small number of unmarked detective and administrative vehicles. In addition to assigned vehicles there are eight "fleet" vehicles that are utilized when assigned vehicles are being repaired. Fleet vehicles are high mileage vehicles that have been retired from daily patrol. Several of the fleet vehicles are retired 4X4s that are utilized during inclement weather events. There are also specialty vehicles utilized by officers and civilian staff such as a prisoner transport van, unmarked travel cars, and SWAT vehicles. The police department utilizes a take -home vehicle program for its officers. This program allows officers who live within a specific geographic area to take their vehicles home. Officers outside of this defined area are still assigned a car but the car is stored at police headquarters or one of the police substations. There are many benefits to the take -home program. Among those is the ability for officers to rapidly respond to emergencies, neighborhood crime deterrence, and enhanced care of the vehicles due to officers taking ownership of the condition of the vehicle. Research into take -home vehicle programs support the argument that vehicles assigned to one officer last much longer than vehicles that are utilized by multiple officers and driven 24 hours a day, seven days a week. Simply stated, the police vehicle take -home program is a recognized "best practice" regarding police fleet management. The vehicle replacement criteria used by the police department is based on the vehicle's age, mileage, condition, and primary use. Experience has shown that exceeding the recommended replacement practice for police vehicles creates additional maintenance costs and dependability issues, as well as a direct safety risk to the officers operating aging vehicles during emergency situations. Marked patrol units; must meet the extreme demands of high speed pursuit driving as well as the rigors of everyday patrol and call response, which impacts the operational life expectancy of these vehicles more than vehicles in other areas of service. Administrative and detective vehicles are normally operated under much less strenuous conditions and are expected to have a longer service life. Taking into account the number of vehicles that are currently expired and the number set to expire in the next fiscal year, it has been determined that at least twelve vehicles will need to be replaced. The following chart reflects the number of vehicles that will need to be replaced in FY2018, and the estimated vehicles that may need to be replaced five years beyond FY2018, not counting additional hiring or the replacement of specialty vehicles. The chart also reflects cost estimates for the vehicles and equipment. An amount of $35,000 per vehicle is used for the estimate. This cost can be higher or lower depending on the model of vehicle and type of equipment installed. The annual cost in the chart below averages $315,000 (9 vehicles /year. FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Expiring Vehicles 12 7 11 5 4 15 Estimated Cost $420,000 $245,000 $385,000 $175,000 $140,000 $525,000 OWASSO FIRE DEPARTMENT VEHICLE AND APPARATUS NEEDS: It is the practice of Owasso Fire Department administrators to routinely inspect and evaluate the motor fleet in order to determine the safety, reliability, and operational capabilities of the vehicles assigned to the department. The evaluations of the motor fleet are used as the basis for the fleet replacement program, which is used for fire department planning and budgeting. Fire department vehicles are divided into two general categories: emergency response vehicles and support vehicles. Emergency response vehicles are further divided based on their operational purpose and capability: structural fire suppression, wildland fire suppression, and medical response /patient transport. After reviewing all factors, staff has developed a fire apparatus replacement schedule. In the past, the fire department utilized the fire capital and then public safety capital fund to purchase fire apparatus. The public safety capital fund was dissolved as part of the half penny sales tax increase. The fire department has since utilized part of the half penny sales tax for department apparatus capital purchases. Fire department staff has determined that $543,000 will be needed annually to sustain fire apparatus replacement schedule costs and additional needed apparatus. The current revenue from the half penny sales tax fund needed for fire apparatus replacement will be exhausted by 2019. City staff has researched available funding and has determined that the Capital Improvement fund would be the best available funding source for fire apparatus purchases at this time. The fire department's 75 -foot aerial ladder truck, currently in service, was purchased new in the year 2000 and is rapidly approaching the end of its projected 20 -year life span. Within the past few years the vehicle has experienced numerous mechanical failures that have caused the truck to be placed out of service for extended periods of time for the repairs to be completed. This out -of- service time creates a void in the department's ability to effectively provide services to the community. The truck's 75 -foot ladder has a limited effective reach and operational capabilities. Although this apparatus has limitations, the 75 -foot aerial truck still provides stability to our ISO rating, serves as a reserve aerial /pumper, and provides some limited aerial operations. Therefore staff believes that this truck should remain in service and a new 105 -foot aerial platform truck be purchased. The new 105 -foot aerial platform truck will be the primary emergency response fire suppression vehicle housed at the new Fire Station No. 4. The order date and delivery will be coordinated in order to coincide with the opening of the new fire station. CONCLUSION: Without a stable funding source for Public Safety vehicles, the City will be challenged to meet future growth of Police and Fire operations. The stability of the Capital Improvement fund allows the City to plan for future needs in this area. It is proposed that Capital Improvement funds be utilized for Public Safety vehicles. Staff will continue a process to review as to whether viable alternative funding sources may provide for the City's public safety vehicle needs. RECOMMENDATION: Staff recommends approval to submit a recommendation to the Owasso City Council amending the Capital Improvement Project List to include Public Safety Vehicles. �'?WA 06, sd The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Linda Jones Finance Director SUBJECT: FY 2017 -2018 Annual Operating Budget DATE: May 5, 2017 BACKGROUND: Pursuant to statutory and Charter provisions, recommended annual operating budgets for the City of Owasso, Owasso Public Works Authority, and Owasso Public Golf Authority have been developed. Printed copies of the proposed budget will be made available for public viewing at City Hall, the Owasso Library, and on the City's website by May 15, 2017. The City Council is required to hold a public hearing on the proposed budget. The proposed Budget Summary must be published in the newspaper with a notice of public hearing which gives taxpayers an opportunity to give input on the budget prior to its adoption. The Public Hearing has been scheduled for June 6, 2017, with the legal notice to be published on June 1, 2017. Once the City's budget is adopted, it can only be amended by vote of the council. Adoption of the Budget has been scheduled for June 20, 2017. While trustees for the OPWA and OPGA also adopt a budget, due to fluctuations in revenues, State law does not restrict trusts to the amount adopted as the budget. ATTACHMENT: 2017 -18 Capital Requests CITY OF OWASSO GENERAL FUND PROPOSED EQUIPMENT FY 2017 -18 ACCOUNT DEPT I REASON EQUIPMENT PROPOSED 01 -10- 110 -0000-000 54460 MANAGERIAL COMPUTER EQUIPME 01 -10 -110 -0000-000 54460 MANAGERIAL COMPUTER EQUIPME 01 -10- 110 - 0000 -000 54460 MANAGERIAL COMPUTER EQUIPME 01 -10 -110 -0000 -000 54460 MANAGERIAL COMPUTER EQUIPME TOTAL MANAGERIAL 01 -10 -150- 0000 -000 54400 GENERAL GOVERNMENT MACHINERY & EQUIP TOTAL GENERAL GOVERNMENT 01 -10 -175- 0000 - 222 -54460 INFORMATION TECHNOLOGY COMPUTER EQUIP TOTAL IT 01 -10- 181 -0000 -000 54400 SUPPORT SERVICES MACHINERY TOTAL SUPPORT SERVICES 01 -30- 190 -0000-000 54460 CEMETERY COMPUTER EQUIPM TOTAL CEMETERY 01 -20 -215 -0000- 00054460 POLICE COMMUNICATIONS COMPU TOTAL POLICE COMMUNICATIONS 01 -30 -170- 0000 -000 54400 ENGINEERING MACHINERY & EQUIP 01 -30 -170 -0000 -000 54460 ENGINEERING COMPUTER EQUIPM 01 -30- 170 - 0000 - 00054460 ENGINEERING COMPUTER EQUIPM 01 -30 -170- 0000 -000 54600 ENGINEERING FURNITURE & FIX 01 -30- 170 - 0000 -000 54600 ENGINEERING FURNITURE & FIX TOTAL ENGINEERING 01 -30- 370- 0000 - 00054400 STORMWATER MACHINERY & EQUI 01 -30- 370 - 0000 - 00054400 STORMWATER MACHINERY & EQUI 01 -30- 370-0000 -000 54460 STORMWATER COMPUTER TOTAL STORMWATER 01 -50 -515 -0000 -000 54400 PARKS MACHINERY & EQUIPMENT TOTAL PARKS 01 -50 -520 -0000 -000 54500 CULTURE & RECREATION VEHICLES 01 -50- 520 - 0000 -201 54485 CULTURE & RECREATION TOTAL REC /CULTURE 110 NEW COMPUTER -ADMIN ASST $ 3,000 110 RECEPTIONIST HEADSET 500 110 VARIDESK 1.000 110 NEW MONITORS 500 $ 5,000 150 COMMUNITY ROOM PROJECTOR / SCREEN 5,000 5,000 175 EQUIP ADDITIONS AND REPLACEMENTS 50,000 50,000 181 RADIO TOWER BACKUP SYSTEM WITH 1 BATTERY 5,180 5,180 190 COMPUTER EQUIP 5,000 5,000 215 REPLACE UPS DEVICES 500 500 170 TRAFFIC COUNTERS 3,000 170 NEW UPS 500 170 REPLACE COMPUTER IN ROTATION 1,750 170 MISC CHAIRS 500 170 LEGAL FILE CABINET 250 6,000 370 REPLACEMENT TRACTOR -98 KUBOTA 4WD 33,000 370 REPLACE 910 (72") Z TURN MOWER 15,250 370 COMPUTER EQUIPMENT $ 7,000 $ 55,250 515 RIDING MOWER 10,000 10,000 520 20% OF CNG CONTRACTED VEHICLE 10,000 DONATED - TIMMY & CINDY - EXP OFFSET BY 520 DONATIONS 6,000 16,000 GRAND TOTAL $ 152,930 $ 152,930 CITY OF OWASSO PROPOSED EQUIPMENT FY 2017 -18 FIRE DEPARTMENT DEPT REASON REASON PROPOSED 37- 250 -54400 - FIRE DEPARTMENT MACHINERY & EQUIPMENT 250 LAWN MAINTENACE EQUIPMENT $ 30,000 37- 250 -54460 - FIRE DEPARTMENT COMPUTER EQUIPMENT 250 NEW COMPUTERS 15,000 37- 250 -54600 - FIRE DEPARTMENT FURNITURE & FIXTURES 250 FURNITURE REPLACEMENT 5,000 100,000 39- 300 -54550 VEHICLE EQUIPMENT TOTAL FIRE $ 50,000 STREET DEPARTMENT DEPT REASON PROPOSED 39- 300 -54400 MACHINERY & EQUIPMENT 300 TRAFFIC CONTROL DEVICES $ 3,500 39- 300 -54460 COMPUTERS 300 COMPUTERS 7,000 39- 300 -54500 VEHICLES 300 POTHOLE PATCHER UNIT 100,000 39- 300 -54550 VEHICLE EQUIPMENT 300 VEHICLES EQUIPMENT -TWO WAY RADIOS 3,650 27- 370 - 54460 - STORMWATER COMPUTER EQUIPMENT 370 TOTAL STREETS $ 114,150 OTHER FUNDS DEPT REASON PROPOSED 27- 370 - 54400- STORMWATER MACHINERY & EQUIPMENT 370 SKID STEER $ 65,000 27- 370 - 54400- STORMWATER MACHINERY & EQUIPMENT 370 BLADE ATTACHMENTS 1,050 27- 370 - 54400- STORMWATER MACHINERY & EQUIPMENT 370 GRAPPLE ATTACHMENT 1,400 27- 370 - 54400 - STORMWATER MACHINERY & EQUIPMENT 370 STUMP GRINDER 3,800 27- 370 - 54460 - STORMWATER COMPUTER EQUIPMENT 370 TABLET FOR PROGRAM MANAGER 3,500 27- 370 - 54460 - STORMWATER COMPUTER EQUIPMENT 370 DESKTOP FOR INSPECTOR 2,500 27- 370 - 54550 - STORMWATER VEHICLE EQUIPMENT 370 2 WAY RADIO FOR SKID STEER 3,650 TOTALSTORMWATER $ 80,900 31- 255 -54400 - AMBULANCE CAPITAL - MACHINERY & EQUIPMENT 31- 255 -54460 - AMBULANCE CAPITAL - COMPUTER EQUIPMENT 31- 255 -54500 - AMBULANCE CAPITAL - VEHICLES 70- 185 - 54400- CITY GARAGE MACHINERY & EQUIP 255 AMBULANCE EQUIPMENT FOR STATION #4 100,000 255 REPLACE 2 LAPTOP COMPUTERS 18,000 255 MEDIC #4 300,000 TOTAL AMBULANCE CAPITAL $ 418,000 185 FREON RECYCLING /AIR RECOVERY MACHINE 6,400 TOTAL CITY GARAGE $ 6,400 OPGA DEPT REASON PROPOSED 55 -610 -54208 GOLF COURSE MAINTENANCE GOLF COURSE IMPROV 610 IRRIGATION PANEL REPLACEMENT TO AVOID BREAKDOWN $ 40,000 TOTAL OPGA $ 40,000 CITY OF OWASSO OPWA PROPOSED EQUIPMENT FY 2017 -18 ' ACCOUNT I DEPT ' REASON I PROPOSED 61- 400 - 54100 -OPWA ADMIN- BUILDINGS 400 BACK -UP GENERATOR $ 100,000 61- 400 - 54400- OPWA ADMIN - MACHINERY & EQUIP 400 COPIER 13,500 61- 400 - 54600 - OPWA ADMIN - COMPUTER EQUIPMENT 400 COMPUTERS FOR PW TRAINING ROOM 4,500 TOTAL OPWA ADMINISTRATION 118,000 61- 420 - 54240- WATER - WATER SYSTEM IMPROVEMENTS 420 INSTALL 900 LINEAR FEE OF LINE TO CONNECT MEADOW 10,000 61- 420 - 54500- WATER - VEHICLE 420 ONE AND HALF TON TRUCK WITH DUMP BED. 70,000 TOTAL WATER 80-000 61- 450 - 54400- OPWA WASTEWATER - MACHINERY & EQUIPMENT 450 ZERO TURN LAWN MOWER 8,500 61- 450 - 54400- OPWA WASTEWATER - MACHINERY & EQUIPMENT 450 SPARE PLC PROCESSOR 6,000 61- 450 - 54400- OPWA WASTEWATER - MACHINERY & EQUIPMENT 450 REBUILD DITCH BLOWER TO HAVE AS A SPARE 15,000 61- 450 - 54600 -OPWA WASTEWATER- COMPUTER EQUIPMENT 450 UPGRADE TO THE WWTP LAB COMPUTER 1,250 TOTAL WASTEWATER 61- 455 - 54400- OPWA WASTEWATER - MACHINERY & EQUIPMENT 455 JONSON ELECTRONIC SELF LEVEL LINE LAZER 5,000 61- 455 - 54500 - WASTEWATER COLLECTIONS - VEHICLE 455 CNG 1/2 TON TRUCK FOR THE PRE TREATMENT COORD 42,000 TOTAL WASTEWATER COLLECTIONS 47,000 61- 480 - 542005 - OPWA REFUSE - IMPROV OTHER THAN BUILD 480 REPLACE GATE AND OPENER ON THE WEST GATE 8,900 61- 480 - 542005 - OPWA REFUSE - IMPROV OTHER THAN BUILD 480 REPLACE WEST GATE OPENER 5,500 61- 480 - 542005 - OPWA REFUSE - IMPROV OTHER THAN BUILD 480 YARDWASTE AREA FENCE PROJECT 7,500 61- 480- 54500 -OPWA REFUSE - VEHICLE 480 AUTOMATED REFUSE COLLECTION TRUCK - CNG 345,000 61- 480 -54500 - OPWA REFUSE - VEHICLE 480 REAR LOADER REFUSE TRUCK 175,000 TOTAL REFUSE 1T4 , 00 61- 485 - 54500- OPWA RECYCLE - VEHICLES TOTAL RECYCLE 485 REPLACEMENT FOR 1996 DODGE PICKUP TRUCK - 3/4 TON TRUCK GRAND TOTAL 44,000 44,0i70- $ 861,650