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Home My WebLink About2017.06.13_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 'GSN OWASSO CITY COUNCIL, OPWA & OPGA 'Z "&001111 Council Chambers, Old Central Building 109 N Birch, Owasso, OK 74055 010 Regular Meeting Tuesday, June 13, 2017 - 6:00 pm 1. Call to Order Mayor /Chair Lyndell Dunn 2. Discussion relating to the fire department purchase of a New Aerial Platform Truck David Hurst 3. Discussion relating to a Proposal for Professional Services for Economic Development Strategic Planning Chelsea Levo Feary 4. Discussion relating to Alarm Registration, Failure to Register, and False Alarm Ordinance and Resolution Scott Chambless 5. Discussion relating to comprehensive review of rates and fees Sherry Bishop 6. Discussion relating to Board and Committee appointments and term lengths Mayor /Chair Lyndell Dunn 7. Discussion relating FY 2017 -2018 annual operating budgets Warren Lehr 8. Discussion relating to City Manager items Warren Lehr • Monthly sales tax report • City Manager report 9. City Council /Trustee comments and inquiries 10. Consideration and appropriate action relating to a request for an executive session for the purpose of discussing negotiations with the Fraternal Order of Police, Lodge No. 149, as provided for in Title 25, O.S. § 307(B)(2) Michele Dempster 11. Adjournment Notice of Public Meeting filed in the office of the City Clerk and the Agenda posted at City Hall, 200 S Main St, at 6:00 pm on Friday, June 9, 2017. Sherry Bishdi5, City Clerk sd The City Wit out Limits. TO: Honorable Mayor and City Council City of Owasso FROM: David Hurst Fire Chief SUBJECT: New Aerial Platform Truck Purchase DATE: June 9, 2017 BACKGROUND: The operational suitability and condition of each apparatus within the vehicle fleet is routinely evaluated by staff. The evaluation included the various emergency incidents within our jurisdiction and the availability of specific types of fire apparatus within our current vehicle fleet that would be necessary to mitigate the emergency situation. After reviewing all factors, it was determined that a new 105' aerial platform truck is needed. The fire department's 75' aerial ladder truck, currently in service, was purchased new in 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 causing the truck to be out of service for extended periods of time while repairs are completed. This out -of- service time creates a void in the fire departments ability to effectively provide services to the community. Although the 75' ladder has a limited effective reach and operational capabilities, the truck still provides stability to our ISO rating, serves as a reserve aerial /pumper, and provides some limited aerial operations. Therefore, this truck should remain in service as a reserve apparatus, for as long as possible and a new 105' aerial platform truck be purchased. Aerial Platform Truck An aerial platform differs from an aerial ladder truck in that, there is a working platform attached to the top section of a 105' aerial ladder. This increases the types of operations that can be safely performed utilizing the aerial device. Platforms have two large diameter flow nozzles that are attached to the platform. This doubles the water flow capacity compared to the current ladder truck. Equipment and tools, such as axes, ropes, chain saw, pike poles, roof ladder, breathing air supply, and a patient Stokes basket are all stored on an aerial platform device. This allows the firefighters to quickly and efficiently utilize these items from the elevated platform. The truck chassis has tandem rear axles which allow for additional compartments which store equipment and accommodate the weight of the vehicle. (Example of a 105' aerial platform tandem axle truck) (Current 75' ladder single axle truck) The new 105' aerial platform truck will be the primary emergency response fire suppression vehicle housed at Fire Station No. 4. The order date and delivery will be coordinated in order to coincide with the opening of the new fire station. FUNDING: The CIP Committee recently met and voted to recommend the inclusion of Public Safety Vehicles, including fire apparatus, as a CIP authorized project. The City Council held a public hearing on May 16 and approved Resolution 2017 -05 on June 6 to include Public Safety Vehicles as a CIP project. HGAC PURCHASING PROGRAM: Cooperative purchasing, such as has been used for previous fire pumper truck purchases would reduce the overall cost and the timeline of purchasing a new aerial platform truck. The Houston - Galveston Area Council (HGAC) is a regional council of governments operating within the laws of the State of Texas and governed by a board of 35 elected officials from 13 counties. The HGAC Board awards all contracts, which then are made available to local governments nationwide through the HGAC Buy program. Participation in the program is at no cost for local governmental entities. The City of Owasso is a current member of the HGAC Buy program, which qualifies the governmental entity for purchasing through the HGAC Buy program. The HGAC Buy program is very similar to the Oklahoma State Bid program and meets the requirements of the State of Oklahoma Statutes Title 74 State Government Chapter 31 Inter -local Cooperation Act, The HGAC uses mass circulation, print media, and internet services to post legal notices and bid solicitations, which satisfy public notice and formal competitive bid processes. All products offered through the HGAC Buy program have been awarded by virtue of a public competitive bid process. Currently, no less than 57 government entities and /or public safety agencies within the State of Oklahoma are participating in the HGAC Buy program. Within the HGAC Fire service Apparatus category, 34 vendors /manufacturers of various types of fire apparatus are listed. Each vendor submits bids for various types of base or models of vehicles. Purchasers determine which of the vendor's products and the bid price meets their local needs. The purchaser then works with the vendor to determine the necessary locally required operational items to be included on the vehicle. A specification package is produced and submitted to the HGAC Buy program. A total apparatus cost is submitted by the vendor and the bid package is facilitated by the HGAC Buy program. Staff has consulted the City Attorney and a review of City Ordinance Section 7 -105.6 Bidding has been conducted. It has been determined that the HGAC Buy program meets the requirements of the City of Owasso purchasing procedures. PRE -PAY DISCOUNTS: The option to pre -pay for the new 105' platform apparatus when the order is placed would provide an interest cost savings of $54,111.60. Savings is based on a 15 to18 month total order to delivery process for a completed apparatus and a vendor interest rate of 4.5 %. Additional discounts would further reduce the overall cost of the apparatus for a total savings of $98,008.60. PURCHASING: To ensure the lowest cost possible for the purchase of a new 105' aerial platform truck, staff recommends that the City should take advantage of price discounts for pre - payment, and participate in the HGAC Buy program. 2017 model year 105' platform truck 1,270,667.00 Interest Discount 54,111.60 Chassis Discount 13,114.00 Aerial Discount 6,783.00 Other 24,000.00 Total Cost 2017, 105' platform after discounts I $ 1,172,658.40 FUTURE ACTION: Staff intends to bring the New Aerial Platform Truck Purchase to the City Council meeting on June, 20, 2017, for consideration. nTity Wit" 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: June 9. 2017 A proposal by Tadzo Consulting for Economic Development Strategic Planning was presented to the Council at the Tuesday, May 9, 2017, work session. The Council held a brief discussion and asked for more time to review the proposal. The Mayor requested the item to be placed on the June 13, 2017, work session agenda for further review. PROPOSED ACTION: Staff recommends approval of a contract with TadZo Consulting for Economic Development Strategic Planning in the amount of $60,000 to be funded from the FY 2017- 18 Hotel Tax Fund. Staff plans to place the item on the Wednesday, July 5, 2017 Council meeting agenda. ATTACHMENTS: Memo dated May 5, 2017 Proposal for Professional Services: Economic Development Strategic Planning 01_h-oc-,yW-t 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: TaclZo 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 TadZo 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 ee 40!M The City Without Limits. Proposal for Professional Services: Economic Development Strategic Planning 04ph 10, 1 FA a 0] Economic Development Strategic Planning Table of Contents I. COVER LETTER ..................................................................................... ..............................1 IL 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 a U z o 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 projectfits 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 cI L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning fl. 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 creating a 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. �W- REDBUD DISTRICT DOWNTOWN OWASSO With the Owasso Chamber of Commerce, Tulsa Chamber of Commerce and many other ik M aleis� organizations there is a great opportunity for r¢ < r the City of Owasso and the Owasso Economic Development Authority to lead a community - „u h;.a'ninn��?17if9t7 �i 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 91;99 important planning project, TadZo has prepared a proposal for services to support your planning elt7E.mpower efforts. This approach educates, engages (in a unique and very effective manner) and ultimately empowers all involved to effectively implement the plan created by the Owasso team. Engage T_11 :D :• Educate Q U Z_5 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 i - "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. I Q 1..9 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 recruittelentto community - amenities; sense of place; appearance /curb appeal; cost of living. Workforce Development- available training programs that support skill development for potential target industries. a 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. I A d L V 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 L V 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: 0 Economic Development Strategic Planning C -JJJJ&,, j � Ecocycle Planning Renewal Networker Setting priorities; Balancing a PN =TU'n p 9 portfolio of strategies; Birth Identifying waste and opportunities EnUenreneur to free up resources; and Revealing the whole picture —the forest AND the trees. __. 11!17�14 Maturity Manager Rigidity Trap Not lellmg go Creative Destruction Heretic Step 4 - Owasso Economic Performance This step 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. I A ci L V April 8, 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 inputsessions will be open to the communityand facilitated to gather maximum input. The approach is much more productive and fun than typical public input meetings. City Councillaterviews 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 impact to economic growth for Owasso. lndustryTrends Research & Screening 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. Q cI L5 April B, 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; 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. Capabilities Screening 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. Niche &EmergingindusbySWIM 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. I Q ci zo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning /nduS&YA&//igence 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, pEDW RETREAT Agenda, Roles & l *A4ENDA I 0ROGES,nrr 900144ME Responsibilities for _ �" nye°"•r�•s.M Y,. u.v An" • 9Nn. Work Session .. Sdtin #hr51 :w •�;',z "l ' "'Y ._CwrrA'S�Iwdrn Ma, v _l:q.r Nrr nmlws� � •RULES •ty,�t ei+Li "Shift & Share" exercise to bring everyone up to speed on stakeholder and partner input. •.L• —tlmn bur o L " ", r.y.'ws - — Ac' IO A%F � o l...m! h^ • RNwbnrs+, . W.+mm ¢ &rcEiwry b mex unnr`runne:�� 5'•• ^I hn.n.aa g. »::. O ttrh I t ^..� ,i 4..:s to '9g•Owak with r7 btoady ^Lh 'LF �L(n G ll.. r- It marYYh L. Pu O Trnn:IWa rrct iamn.,r.hrm UPrwJr :crb rwpgN L7 %N,, GIIaM.Ii. 41801 IkU,,i A 6vd wE c �z INPUT ryw {, .b • °iVLCE:S• J/ �IbP+ uwg-a • RNwbnrs+, . W.+mm ¢ &rcEiwry b mex unnr`runne:�� 5'•• ^I hn.n.aa g. »::. O ttrh I t ^..� ,i 4..:s to '9g•Owak with r7 btoady ^Lh 'LF �L(n G ll.. r- It marYYh L. Pu O Trnn:IWa rrct iamn.,r.hrm UPrwJr :crb rwpgN L7 %N,, GIIaM.Ii. 41801 IkU,,i 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. "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 U 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 developingthe 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 (alongwith 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 cI LD 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). I a d LO April 8, 2017 Proposal for City of Owasso AboutTadZD Facilitation Services TaclZo'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 TaclZo website: www.tadzoconsulting.com/facilitation.htmi Economic Development Strategic Planning 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. a cl Z V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning �k 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 A. Strategic Priorities Work Session - charts A Executive Sumrrtary - Owasso Economic Development Strategic Plan A Owasso Economic Development Strategic Plan (full strategy) A- Implementation Guide - budget, examples, worksheets, resource materials, etc. A PowerPoint presentation of Owasso Economic Development Strategic Plan I A d / o April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning _ I - 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. A. 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. ♦ TadZo Teamwork is a private workspace on the internet (httpsV /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 cl L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning Owasso City of Economic Development Strategic Planning 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: 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 • Trip 5 - Strategic Initiatives Work Sessions and Accountable Implementation Planning Session • Trip 6 - Final plan presentation and formal implementation kick -off QULV April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning The activities listed for each trip are suggested to limit travel expenses. Duringthe 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 for the 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. l a 6-.9 L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning V. EXPERIENCEAND QUAMICATIONS 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-oriented 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. A, Business Marketing— Are you looking for tried and true approaches to market your community - but with a fresh 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. -la coo 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, CEO - 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, Califomia Academy for Economic Development, Mid - America EDC, Nebraska Public Power District, Northwest Economic Development Course, Oregon EDA, Pacific Northwest EDC, Public Service Q d L V 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 MUSK GEE OKLAHOW. 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. 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. A Capabilities screening of industries based on current competitiveness, A Niche and emerging industry sector identified to augment screen of industry targets. A Industry intelligence research. Economic Development Strategy and Marketing Plan A Stakeholder interviews and Priorities Work Session. A Key Message Work Sessions. A Plan Development • Implementation Guide and Work Session. • Coaching for development of Marketing Plan and materials. a d L V 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 A ci Lo April 8, 2017 Proposal for City of Owasso Ada Jobs Foundation - Oklahoma Ada OKLAHOMA ,,....I 1.: . _:. 1,,. ,.II. 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; Industry trends research and screening; Compatibility screening based on Ada's assets and liabilities; A, Niche and emerging opportunities; and • Industry intelligence research. • 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. A- Brand images and tag line developed and tweaked with steering committee input. A, Brand guidelines for communitywide use. Economic Development Strategy: w Stakeholder engagement and setting priorities. A, Capacity assessment of available resources for implementation. A Plan draft, review, enhancement. Implementation Work Session and supporting materials. 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 lobs Foundation I a l..I L V April 8, 2017 Proposal for City of Owasso City of Yakima -Washington Economic Development Strategic Planning EMEMIL j 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 economicfuture defined. In our initial discussions, theysimply 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? A- 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) A, Steering Committee Implementation Work Session A, 2017 - 2020 Yakima Economic Development Strategic Plan and supporting materials A Communications & Launch Strategy to demonstrate to community how partners are working together in support of their common direction Q d L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning `I 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. act L5 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 MERE 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 • Review of all past economic plans and studies, etc. • Membership and Community Survey • CEO Focus Group • HR Managers Focus Group - Of note this focus group created a new group for HR Managers to share information and work together because of the value they received from this 1.5 -hour meeting. • 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 " 1 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. 1 have been through at least ten strategic plans in my career and this was by far the best and most innovative I have ever been involved with. 1 would highly recommend any economic development organization to strongly consider engaging TadZo and your process when conducting 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 d zo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning '' ►1011 A. Resume for Allison Larsen, TadZo a April 8, 2017 IIIAAA LLL Proposal for City of Owasso Allison Larsen, CEcD Principal TadZo PROFESSIONAL EXPERIENCE TWO Prinelpal (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 Pineville /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 of Ada, OK - Website Advisory 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 Principal (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 & Positioningfor 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 • Solaro County EDC, CA - Perception Interviews & Client Handbook Economic Development Corporation serving Fresno County Vice President, Client Services and Interim PresidenVCE0 (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+ newjobs 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 FACILITATION 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 The City Wit oui 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: June 9, 2017 BACKGROUND: During the City Council meeting on Tuesday, May 2, staff intended to recommend approval of an Ordinance 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 a Resolution 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 were tabled to the May 16 meeting for future discussion in response to these concerns. At the May 16 meeting, the City Council voted to postpone the item for future discussions. The alarm ordinance and resolution were also discussed at the May 9 work session. The council requested more information related to the benefits of alarm registration. Some of the benefits include the following: • Provides a direct line of communication from the citizen to the responders who will be arriving at their home or business • Allows citizens to provide details about their alarm site and special instructions, such as emergency contact information; alarm users may voluntarily provide as much detail beyond the basics as they wish, depending on their situation • Provides a method for the police to communicate information to the alarm user • Provides accurate contact information in case of an emergency and informs the citizen in the event that their home or business is unsecure or needs repair due to accident or criminal activity • Keeps alarm user information current through an annual process; not having up- to -date contact information and site information risks personal safety of citizens and responders and risks further damage to or loss of property • Alarm users can update their record to include temporary information, such as vacation key holders, houseguests, etc. • First responders have vital details on hazards, special conditions, warnings about pets, persons with medical conditions, disabilities, etc. • Registration allows alarm users to access their alarm & payment history The proposed fees were also discussed and it was recommended that the fees for residential registration be reduced from $50 to $30, and fees for residential failure to register be reduced from $100 to $60. PROPOSED ORDINANCE CHANGES: The discussions related to the alarm ordinance and fees have resulted in the identification of some other areas within the ordinance that could be improved. At the June 13 work session, staff will be discussing the idea of requiring that alarm users request alarm companies to contact them first, before calling police dispatch. In addition, language has been added to the proposed ordinance that clarifies who is required to register their alarms. Specifically, it has been clarified that individuals who do not have a third party company monitor their alarms and choose to self- monitor their alarm systems would not be required to register. PROPOSED FEE CHANGES: Based on citizen and City Council input, staff intends to recommend that residential alarm fee registration fees be reduced from $50 to $30, and that residential failure to register fees be reduced from $100 to $60. Since it is proposed that registration fees be reduced, it is also recommended that registered residential alarm users receive two free responses as opposed to the three free responses that were originally proposed. ATTACHMENTS: Draft Ordinance Draft Resolution CITY OF OWASSO, OKLAHOMA PROPOSED ORDINANCE 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 Devic has been activated of _.. oeletetl: system an Alarm Site and requesting the police department to respond. "Alarm Response" means police personnel were subiect to an Alarm Dispatch Request "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): t. Controls a olice Alarm_Dev}_an Alarm Site; _ Deleted: se 2. Is named on the alarm registration; and Deleted: sy 3. Is financially responsible for The operation of gPolice Alarm Devices..... ............ _.... Deleted: n As used in the chapter, the term "Alarm User" may mean more than one person, If Deleted: sy more than one person is fisted on the registration and has accepted financial responsibility for operation of Police_Alarm Device_Persons with Self- monitored —Deleted-.n ----------------------------- - ---- _ ---------------- . ------------------------------------ x. Deleted: It means the "Audible Alarm" means any Police Alarm Device designed to produce an audible signal at the `'•, Deleted: Userwhen the system Is property where it is installed. - Deleted: A "Cancellation" or "Cancelled" means a cancellation signal is received indicating a valid user Deleted: alarm System Mmonitodng ccompany has disarmed the alarm and /or voice verification has been received by the alarm provider ` Ccomd:. and communicated to the Police Deoartment prior to the arrival of police oersonnel at the Alarm Site. Cancelled alarms are not subject to a False Alarm Fee ' Commercial" means any business,_ individual,, industrial, retailer, or any_pthe�_nonresidential _�._— Deleted: an alarm site of 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 Response,thai is_not triggered by criminal or suspicious_activity.___ - - --- Deleted: police respond to Alarms triggered by faulty equipment, human error, animals etc. are all considered io be false ._.... ..... _ - - -- -_.. ........ Deleted: weather, 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 Police Alarm Device, and-their_Alarm_Site which resulted in nolice res onse and was not ---- _------ Deleted: system cancelled prior to police arrival. - "Genuine Alarm" means any Alarm Response which was triggered by criminal or suspicious 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 and 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 Ala" 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 gompellina _ circumstances_ as determ_ined._by_. -the - responding_._.. — Deleted: exigent officer. The Chief of Police or the Chief's designee may also designate that on 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 Alarm Registration Fee has been paid. " Residential" means pny property designed._ and - use d_ - principally for - single- family_ or multi Detere�: an alarm are at family purposes. SECTION 10-803 ALARM REGISTRATION REQUIRED A. No Alarrn_User shall operaTe,_or cause }o be operated_ a Police Alarm Device at any_Alarm __... -- Deleted: police .. . .. ......... .. -required 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,---' ----- Formatted: Indent: Left: 0.13 ", Hanging; Commercial, and Governmental Alarm Sites shall be determined by the City Council. 0.15" D. Government Alarm Sites are exempt from Annual Registration Fees. • - - - -- Formatted: rodent teR: 0.13 ", Hanging: 0.19 ", Tab stops: 0.31 ", leR+ Not at 0.25" SECTION 10-804 LENGTH OF AUDIBLE SIGNAL an alarm That does not automatically terminate the audible signal within ten minutes a violation of ooDlicable noise -ordinances and shall he suhiect in nennity. SECTION 10-805 RESPONSIBLITIES OF POLICE ALARM USER 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. Deleted: It shall constitute a noise violation and therefore be unlawful to operate a police alarm which tails to automatically terminate the alarm's Deleted: It Is Deleted: also Deleted: the Owosso Code of O Deleted: les as provided therein Deleted: owner or 4. Ensure that their Alarm Provider attempt to verity any Intrusion Alarm with the Alarm User -- -- Formatted: Indent: Left: 0.17, Hanging: Prior to making an Alarm Dispatch Request to the Police Department The Alarm User shall 0.19" Provide their Alarm Provider with at least two contact telephone numbers for verification SECTION 10-806 RIGHT OF INSPECTION The Chief of Police, or designee,_ rn 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 oltce.pahol_supervlsors the Chi of of Police or those designated bv the Chef of Police 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 Site be temporarily suspended from alarm response in the event an alarm will not reset or for other repeating false alarm situations. an additional fee for Failure to Register. level of response to alarm ordinances. a shall 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: the appeal processis initiated by_the__Alarm User Alarrr�Appeals__Adminisirator requestin_g___that_ the f specifying the reasons for the appeal. 1. Shis anneal notice mutt he received by the Ale twenty -one (21) days after the postmarked to the alarm user. 2. rFalse__Alarm Response_Fees may_be_appe_ cited as the basis for the service fee was, in 3. Jhe_False_Alarm Fee may be_waiyed ff the a 4 or a Genuine Alarm response. Deleted: their Deleted: A. Formatted: Indent: left: 0.06', Numbered + Level: 1 + Numbering Style: A, B, C, ... +Start at: L +Alignment: Left + Aligned at: 0.38" + Indent at: 0.63 ", Tab stops: Not at 0.31' Deleted: B. Alarm sites v lth current alamn registrations are entitled to three (3) free late alarm responses . for the registration Deleted: ¶ C. Formatted: Indent: left: 0.06', Numbered + Level: 1 + Numbering Style: A, B, C, ... +Start at: 1 + Alignment: Left+ Aligned at: 038" + Indent at: 0.63" Deleted: D. Formatted: Indent: Left: 0.06 ", Numbered + Level: 1 + Numbering Style: A, B, C, ... + Start at: I + Alignment: Left +Aligned at 0.38 "+ Indent at: 0.63" Formatted ... 1 Deleted: . Deleted: F. Deleted: Deleted: G. Formatted Deleted: H. Formatted rer Deleted: . Formatted Deleted: A. Deleted: Deleted: Formatted Formatted: Indent: Left: O.W Deleted: Formatted Formatted: Indent Left: 0.66" Deleted: Formatted rm evidence that supports the contention that the involved incident was a Genuine Alarm or can Provide documentation that the alarm was the result of a cornoellina circumstance and should be classified as a No -Fee Alarm remedies are or SECTION THREE (3):_ ,REPEALER _ _ .._ _ .. .............. . ..... ..h. 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 a tember 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_ day of 2017. ATTEST: Sherry Bishop, City Clerk APPROVED as to form and legality: Lyndell Dunn, Mayor Julie Lombardi, City Attorney y Deleted: as described in Section 10802 of this ordinance. Deleted: ed Formatted: Indent: Left: 0.13 ", Numbered + Level: 1 + Numbering Style: A, B, C, ... +Start at: 1 + Alignment: Left +Aligned at: 0.38" + Indent at: 0.63" Deleted: ad Deleted: Deleted: . Deleted: official Formatted: Indent: left: 0.13 ", Numbered + Level: 1 + Numbering Style: A, B, C, ... +Start at: 1 + Alignment: Left +Aligned at: 0.38" + Indent at: 0.63" Deleted: C. Deleted: I 9 Deleted: Auqusl CITY OF OWASSO, OKLAHOMA PROPOSED RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OWASSO, OKLAHOMA ESTABLISHING FEES FOR ALARM REGISTRATION, FAILURE TO REGISTER, AND FALSE ALARMS 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 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 ,$30 per address Deleted: $w Commercial Alarms .._._....... _._..._.._____..____.__.._.__.. $100 per address Government Alarms JNo charge .. Deleted: Section Two: Failure to Register fees for Residential and Commercial and Government alarm sites are hereby established as: Residential Failure to Register Fee 60 per, address Deleted: $too Commercial Failure to Register Fee $200 per address Government Failure to Register Fee $200 per address Secton Three: False Alarm Response fees for Residential alarm sites are hereby established as: Formatted: Right: o^ Registered Non - Registered Responses Panic/ Panic/ per Year Intrusion Hold -up Intrusion Hold -up 1st $0 $D $50 $100 2nd $0 $0 $50 $100 3rd $50 $100 $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 Fees for Commercial and Governmental Alarm Sites are hereby- - -- --- Formatted: Right: 0" established as: Section Five: Registered Residentail Alarm Users shall not be charged for the first afforded the opportunity to attend a false alarm prevention class in lieu of their first False Alarm Fee. Section Shc Non - registered locations shall be charged for both the False Alarm Zee an_d_ for a__.. -- Deleted: response Failure to Register Fee for each False Alarm until the location is property registered. Section Seven: The fees established pursuant to this Resolution for Residential and Commercial Annual Alarm Registration shall become effective Se t„ember .1,.2017, _ _ Deleted: August Section Eight., The fees established pursuant to this Resolution for Residential and Commercial Failure to Register, Residential False Alarms, and Commercial and Governmental False' Alarms shall become effective 0 �ovember 1, _ 2 .... .1..7.... ....._._.- ..- .-- .-- ..._.. .... _._........................................................ DeletM: October APPROVED AND ADOPTED this _ day of — 2017, by the City. Council of the City of Owasso, Oklahoma. 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 stn $100 $200 $100 $200 6th $200 $400 $200 $400 7th $200 $400 $200 $400 8 or more $300 $600 $300 $600 Section Five: Registered Residentail Alarm Users shall not be charged for the first afforded the opportunity to attend a false alarm prevention class in lieu of their first False Alarm Fee. Section Shc Non - registered locations shall be charged for both the False Alarm Zee an_d_ for a__.. -- Deleted: response Failure to Register Fee for each False Alarm until the location is property registered. Section Seven: The fees established pursuant to this Resolution for Residential and Commercial Annual Alarm Registration shall become effective Se t„ember .1,.2017, _ _ Deleted: August Section Eight., The fees established pursuant to this Resolution for Residential and Commercial Failure to Register, Residential False Alarms, and Commercial and Governmental False' Alarms shall become effective 0 �ovember 1, _ 2 .... .1..7.... ....._._.- ..- .-- .-- ..._.. .... _._........................................................ DeletM: October APPROVED AND ADOPTED this _ day of — 2017, by the City. Council of the City of Owasso, Oklahoma. Sherry Bishop, City Clerk APPROVED AS TO FORM: Lyndell Dunn, Mayor Julie Trout Lombardi, City Attorney Monthly 3% Sales Tax Comparisons $2,500,000 $30,000,000 - $2,000,000 _______ $25,000,000 $1,500,000 $20,000,000 - $15,000,000 $1,000,000 $10,000,000 $500,000 $- Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun —�— Actual - --o - -- Budget —i —Last Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun �— Actual 3% Budget —� —Last Year Year -to -Date 3% Sales Tax Totals $30,000,000 - $25,000,000 $20,000,000 - $15,000,000 $10,000,000 $5,000,000 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun —�— Actual - --o - -- Budget —i —Last Year City of Owasso Monthly 3% Sales Tax Revenues Last Five Fiscal Years 2016 -2017 2015 -2016 2014 -2015 2013 -2014 2012 -2013 Jul $ 2,108,777 $ 2,073,553 $ 1,865,194 $ 1,704,985 $ 1,630,957 Aug $ 2,014,531 $ 1,973,796 $ 1,820,788 $ 1,678,483 $ 1,521,846 Sep $ 1,963,590 $ 1,978,203 $ 1,832,861 $ 1,617,952 $ 1,518,488 Oct $ 1,965,220 $ 2,011,595 $ 1,896,451 $ 1,677,145 $ 1,560,824 Nov $ 1,968,688 $ 1,851,194 $ 1,808,171 $ 1,612,339 $ 1,447,596 Dec $ 1,922,362 $ 2,166,025 $ 1,862,936 $ 1,748,989 $ 1,605,740 Jan $ 2,277,666 $ 2,228,743 $ 2,125,525 $ 2,073,564 $ 1,792,034 Feb $ 2,141,203 $ 2,246,904 $ 2,004,466 $ 1,990,104 $ 1,817,864 Mar $ 1,806,429 $ 1,762,488 $ 1,780,454 $ 1,544,058 $ 1,500,014 Apr $ 1,898,005 $ 2,044,284 $ 1,781,713 $ 1,696,815 $ 1,499,708 May $ 2,090,858 $ 2,041,458 $ 1,950,586 $ 1,813,883 $ 1,629,482 Jun $ 2,011,687 $ 1,936,362 $ 1,998,314 $ 1,864,533 $ 1,643,878 $ 24,169,016 $ 24,314,606 $ 22,727,460 $ 21,022,850 $ 19,168,431 Estimated collection on 3% sales tax. Actual breakdown for half -penny collections for current month not yet available. City of Owasso 3% Sales Tax Report Budget to Actual Comparison June 9,2017 Estimated collection on 3% sales tax. Actual breakdown for half -penny collections for current month not yet available 2016 -17 2016 -17 Actual Collections Budget Projections Over (Under) Projection Amount Percent Amount Percent Amount Percent Jul $ 2,108,777 8.4% $ 2,093,447 8.4% $ 15,330 0.7% Aug 2,014,531 8.0% 2,016,825 8.1% (2,294) -0.1% Sep 1,963,590 7.8% 2,025,584 8.1% (61,994) -3.1% Oct 1,965,220 7.8% 2,077,130 8.3% (111,910) -5.4% Nov 1,968,688 7.9% 1,944,956 7.8% 23,732 1.2% Dec 1,922,362 7.7% 2,141,396 8.6% (219,034) -10.2% Jan 2,277,666 9.1% 2,314,298 9.2% (36,632) -1.6% Feb 2,141,203 8.6% 2,299,354 9.2% (158,151) -6.9% Mar 1,806,429 7.2% 1,914,913 7.6% (108,484) -5.7% Apr 1,898,005 7.6% 1,961,938 7.8% (63,933) -3.3% May 2,090,858 8.4% 2,121,489 8.5% (30,631) -1.4% Jun 2,011,687 8.0% 2,123,670 8.5% (111,983) -5.3% Totals $ 24,169,016 96.5% 100.0% -3.5% $ (865,984) $ 25,035,000 Estimated collection on 3% sales tax. Actual breakdown for half -penny collections for current month not yet available City of Owasso 3% Sales Tax Report Two Year Comparison June 9, 2017 2016 -17 Percent Amount of Budget 2015 -16 Percent Amount of Actual Increase or (Decrease) Amount Percent Jul $ 2,108,777 8.4% $ 2,073,553 8.5% $ 35,224 1.7% Aug 2,014,531 8.0% 1,973,796 8.1% 40,735 2.1% Sep 1,963,590 7.8% 1,978,203 8.1% (14,613) -0.7% Oct 1,965,220 7.8% 2,011,595 8.3% (46,376) -2.3% Nov 1,968,688 7.9% 1,851,194 7.6% 117,494 6.3% Dec 1,922,362 7.7% 2,166,025 8.9% (243,663) -11.2% Jan 2,277,666 9.1% 2,228,743 9.2% 48,923 2.2% Feb 2,141,203 8.6% 2,246,904 9.2% (105,701) -4.7% Mar 1,806,429 7.2% 1,762,488 7.2% 43,941 2.5% Apr 1,898,005 7.6% 2,044,284 8.4% (146,278) -7.2% May 2,090,858 8.4% 2,041,458 8.4% 49,400 2.4% Jun 2,011,687 8.0% 1,936,362 8.0% 75,325 3.9% Totals $ 24,169,016 96.5% $ 100.0% $ -0.6% (145,589) 24,314,606 Note: Fiscal Year 2017 Sales Tax Budget is $25.035 million; FY'16 actual was $24.315 million. City of Owasso Half -Penny Sales Tax Report Budget to Actual Comparison June 9, 2017 Estimated collection on Half -Penny sales tax. Actual breakdown for half -penny collections for current month not yet available. 2016 -17 2016 -17 Actual Collections Budget Projections Over (Under) Projection Amount Percent Amount Percent Amount Percent Jul $ 349,234 8.4% $ 348,908 8.4 % $ 326 0.1% Aug 336,391 8.1% 336,138 8.1% 254 0.1% Sep 327,065 7.8% 337,597 8.1% (10,532) -3.1% Oct 327,329 7.8% 346,188 8.3% (18,860) -5.4% Nov 328,087 7.9% 324,159 7.8% 3,927 1.2% Dec 320,386 7.7% 356,899 8.6% (36,514) -10.2% Jan 379,596 9.1% 385,716 9.2% (6,120) -1.6% Feb 356,832 8.6 % 383,226 9.2% (26,393) -6.9% Mar 301,023 7.2% 319,152 7.6% (18,129) -5.7% Apr 316,083 7.6% 326,990 7.8% (10,907) -3.3% May 346,562 8.3% 353,582 8.5% (7,020) -2.0% Jun 335,281 8.0% 353,945 8.5 % (18,664) -5.3% Totals $ 4,023,868 96.4% $ 4,172,500 100.0% -3.6% $ (148,632) Estimated collection on Half -Penny sales tax. Actual breakdown for half -penny collections for current month not yet available. City of Owasso Vision Sales Tax Report Budget to Actual Comparison June 9, 2017 Totals $ 1,414,904 98.6% $ 1,435,688 100.0% $ (20,784) -1.4% Estimated collection on Half -Penny sales tax. Actual breakdown for half -penny collections for current month not yet available 2016 -17 2016 -17 Actual Collections Budget Projections Over (Under) Projection Amount Percent Amount Percent Amount Percent Jul $ - 0.0% 0.0% $ - Aug - 0.0% 0.0% - Sep - 0.0% 0.0% - Oct - 0.0% 0.0% - Nov - 0.0% 0.0% - Dec - 0.0% 0.0% - Jan - 0.0% 0.0% - Feb - 0.0% 0.0% - Mar 328,857 22.9% 358,922 25.0% (30,065) -8.4% Apr 343,909 24.0% 358,922 25.0% (15,013) -4.2% May 373,329 26.0% 358,922 25.0% 14,407 4.0% Jun 368,809 25.7% 358,922 25.0% 9,887 2.8% Totals $ 1,414,904 98.6% $ 1,435,688 100.0% $ (20,784) -1.4% Estimated collection on Half -Penny sales tax. Actual breakdown for half -penny collections for current month not yet available City of Owasso Monthly Use Tax Revenues Last Five Fiscal Years Actual 2016 -2017 2015 -2016 2014 -2015 2013 -2014 2012 -2013 2011 -2012 Jul $ 82,565 $ 72,360 $ 50,298 $ 78,705 $ 33,565 $ 41,491 Aug 86,552 96,428 56,646 105,903 33,983 52,650 Sep 87,371 122,962 61,204 69,079 47,609 53,051 Oct 86,713 106,846 86,146 103,683 59,327 48,435 Nov 80,855 91,876 89,434 64,434 50,722 43,504 Dec 84,107 113,941 89,482 86,424 48,320 52,052 Jan 127,549 86,358 65,206 57,183 60,594 47,738 Feb 106,593 102,681 110,645 75,454 78,302 55,671 Mar`* 99,853 61,748 87,044 50,121 57,199 44,140 Apr 101,930 78,834 56,776 55,507 30,577 29,497 May 123,116 92,867 75,895 63,674 51,094 55,835 Jun" 114,846 96,434 98,093 42,884 75,139 41,989 $ 1,182,051 $ 1,123,335 $ 926,869 $ 853,050 $ 626,431 $ 566,050 ' "Increase in sales tax rate from 3.5% to 4.05% March 2017 `Increase in sales tax rate from 3% to 3.5% June 2015