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HomeMy WebLinkAbout2017.07.05_City Council AgendaPUBLIC NOTICE OF THE MEETING OF -9 ,Nj�, OWASSO CITY COUNCIL Council Chambers, Old Central Building 109 N Birch, Owasso, OK 74055 Gee Regular Meeting Wednesday, July 5, 2017 - 6:30 pm 1. Call to Order Mayor Lyndell Dunn 2. Invocation Reverend Dr. James Cinocca, Associate Pastor of First United Methodist of Owasso 3. Flag Salute 4. Roll Call 5. Presentation of the Character Trait of Alertness Randy Cowling, Owasso Community Resources 6. Consideration and appropriate action relating to a request for approval of the Consent Agenda. (All matters listed under "Consent" are considered by the City Council to be routine and will be enacted by one motion. Any Councilor may, however, remove an item from the Consent Agenda by request. A motion to adopt the Consent Agenda is non - debatable.) A. Approve minutes • June 20, 2017, Regular Meeting B. Approve claims 7. Consideration and appropriate action relating to items removed from the Consent Agenda 8. Consideration and appropriate action relating to a contract for Economic Development Strategic Planning Professional Services Chelsea Levo Feary Staff recommends approval of a contract with TadZo Consulting for Economic Development Strategic Planning in the amount of $60,000 and authorization for the City Manager to execute the contract. Consideration and appropriate action relating to right -of -way acquisition for the E 76 St N Widening Improvements from US 169 to N 129 E Ave Roger Stevens Staff recommends approval of the agreement and purchase right -of -way, easement and compensation for damages in the amount of $24,000 to the Billie Downey Revocable Living Trust. 10. Consideration and appropriate action relating to Resolution 2017 -09, implementing Tentative Agreements between the City of Owasso and the Fraternal Order of Police Lodge #149 for FY 2017 -2018 Michele Dempster Staff recommends approval of Resolution 2017 -09. Owasso City Council July 5, 2017 Page 2 11. Consideration and appropriate action relating to Ordinance Offenses and Crimes, Chapter Eight (8), Alarms, Sections enacting New Sections 10 -801 through 10 -808 of the Coc Definitions, Regulations, Registration, and Authorizing Fees for Governmental Alarms Scott Chambless Staff recommends approval of Ordinance 1103. 1103, repealing Part Ten (10), 10 -801 through 10 -809, and a of Ordinances Establishing Residential, Commercial, and 12. Consideration and appropriate action relating to Resolution 2017 -10, establishing fees for Annual Alarm Registration, Failure to Register, and False Alarm Response Scott Chambless Staff recommends approval of Resolution 2017 -10. 13. Report from City Manager • Monthly Public Works Project Status Report 14. Report from City Attorney 15. Report from City Councilors 16. Official Notices to Council (documents for acknowledgment or information only, no discussion or action will be taken) • Payroll Payment Report- Pay Period Ending Date 6/24/17 • Health Care Self- Insurance Claims - dated as of 6/29/17 17. New Business (New Business is any item of business which could not have been foreseen at the time of posting of the agenda) 18. 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 30, 2017. J i6nn M. Stevens, Depi� y City Clerk OWASSO CITY COUNCIL MINUTES OF REGULAR MEETING Tuesday, June 20, 2017 The Owasso City Council met in regular session on Tuesday, June 20, 2017, in the Council Chambers at Old Central, 109 N Birch, Owasso, Oklahoma, per the Notice of Public Meeting and Agenda filed in the office of the City Clerk and posted at City Hall, 200 S Main St, at 6:00 pm on Friday, June 16, 2017. 1. Call to Order Mayor Lyndell Dunn called the meeting to order at 6:30 pm. 2. Invocation The invocation was offered by Pastor John -David Meissner of New Heights Church. 3. Flag Salute Vice -Mayor Kelley led the flag salute. 4. Roil Call Present Mayor - Lyndell Dunn Vice -Mayor - Chris Kelley Councilor -Bill Bush A quorum was declared present. Staff: City Manager - Warren Lehr City Attorney - Julie Lombardi Absent Councilor - Doug Bonebrake Councilor - Jeri Moberly Mayor Dunn welcomed Rogers County District 2 Commissioner Steve Hendrix. 5. Consideration and appropriate action relating to a request for approval of the Consent Agenda. (All matters listed under "Consent" are considered by the City Council to be routine and will be enacted by one motion. Any Councilor may, however, remove an item from the Consent Agenda by request. A motion to adopt the Consent Agenda is non - debatable.) A. Approve minutes: • June 6, 2017, Regular Meeting • June 13, 2017, Regular Meeting B. Approve claims Mr. Bush moved, seconded by Dr. Kelley to approve the Consent Agenda with claims totaling $614,942.83. YEA: Bush, Kelley, Dunn NAY: None Motion carried: 3 -0 6. Consideration and appropriate action relating to items removed from the Consent Agenda None 7. Consideration and appropriate action relating to Board and Committee Appointments Mayor Lyndell Dunn presented the item recommending approval of: Owasso City Council June 20, 2017 Page 2 ANNEXATION COMMITTEE - Appointments are for a one -year term: Lyndell Dunn, City Council Doug Bonebrake, City Council* David Vines, Planning Commission Kevin Lane, Citizen Representative AUDIT COMMITTEE - With the exception of the City Council Representative who serves a one - year term, appointments are for a three -year term: Doug Bonebrake (Seat 1, City Council Representative) Kevin Cavanah (Seat 3, Business Person) John Manning (Seat 4, Non Practicing CPA) Todd Ward (Seat 5, Banker Representative - to fill remainder of term expiring 6/30/19) * BOARD OF ADJUSTMENT - Appointments are for a three -year term: Dean Knoten, Citizen Representative Sherry Jacobs, Citizen Representative CAPITAL IMPROVEMENTS COMMITTEE - Appointments are for a one -year term: Bill Bush, City Council Chris Kelley, City Council Paul Loving, Planning Commission Dirk Thomas, OEDA Jeff Davis, Citizen Representative Shawn Reiss, Citizen Representative Jason Drake, Citizen Representative Rob Haskins, Citizen Representative Jim Hunter, Citizen Representative Brenda Snow, Citizen Representative Sherry Bishop, Assistant City Manager Chris Garrett, Assistant City Manager Warren Lehr, City Manager Linda Jones, Finance Director OWASSO ECONOMIC DEVELOPMENT AUTHORITY - With the exception of the Chamber Representative and the City Council Representative who serve a one -year term, appointments are for a five -year term: Bryan Spriggs, Citizen Representative Gary Akin, Owasso Chamber of Commerce Jeri Moberly, City Council PERSONNEL BOARD - Appointment is for a three -year term: Jerry Duke, Citizen Representative PLANNING COMMISSION - Appointment is for a three -year term: Chad Balthrop, Citizen Representative* INCOG ENVIRONMENTAL POLICY COMMITTEE - Appointment is for a one -year term: Roger Stevens, Public Works Director Owasso Cify Council June 20, 2017 Page 3 INCOG TRANSPORTATION POLICY COMMITTEE - Appointments are for a one -year term: Doug Bonebrake, City Council Roger Stevens, Public Works Director (Alternate) INCOG TRANSPORTATION TECHNICAL COMMITTEE - Appointments are for a one -year term: Roger Stevens, Public Works Director Dwayne Henderson (Alternate) REGIONAL METROPOLITAN UTILITY AUTHORITY - Appointments are for a one -year term: Sherry Bishop, Assistant City Manager Roger Stevens, Public Works Director *Indicates new appointments There were no comments from the audience. After discussion, Dr. Kelley moved, seconded by Mr. Bush to approve the board and committee appointments, as recommended. YEA: Bush, Kelley, Dunn NAY: None Motion carried: 3 -0 8. Consideration and appropriate action relating to Resolution 2017 -08, providing for the adoption of an annual budget for Fiscal Year 2017 -2018 for the general fund and other funds as established by the Owasso City Council; establishing levels of expenditures by department and establishing budget amendment authority as provided by statute; and establishing an effective date Linda Jones presented the item recommending approval of Resolution 2017 -08. There were no comments from the audience. After discussion, Mr. Bush moved, seconded by Dr. Kelley to approve Resolution 2017 -08, as recommended. YEA: Bush, Kelley, Dunn NAY: None Motion carried: 3 -0 9. Consideration and appropriate action relating to the purchase of an Aerial Platform Fire Truck Mark Stuckey presented the item recommending approval of the purchase and payment for a new Pierce 105' aerial platform truck in the amount of $1,172,658.40 from Pierce Manufacturing INC., utilizing the Houston - Galveston Area Council (HGAC) Buy Program. There were no comments from the audience. After discussion, Mr. Bush moved, seconded by Dr. Kelley to approve the purchase of an aerial platform truck per the HGAC Buy Program and authorize payment as recommended. YEA: Bush, Kelley, Dunn NAY: None Motion carried: 3 -0 Owasso City Council June 20, 2017 Page 4 10. Consideration and appropriate action relating to acceptance of the FY 2015 -2016 Street Repair Project - Contract 2 - Asphalt and authorization for final payment Earl Farris presented the item recommending acceptance of the contract work and authorization for final payment to Lowry Construction in the amount of $74,900.91 resulting in a final contract amount of $1,470,376.85. There were no comments from the audience. After discussion, Dr. Kelley moved, seconded by Mr. Bush to accept the project and authorize final payment, as recommended. YEA: Bush, Kelley, Dunn NAY: None Motion carried: 3 -0 11. Consideration and appropriate action relating Resolution 2017 -09, implementing Tentative Agreements between the City of Owasso and the Fraternal Order of Police Lodge #149 for FY 2017 -2018 Mayor Dunn stated that the item was removed from the agenda. No action was taken. 12. Consideration and appropriate action relating to Resolution 2017 -07, authorizing execution of an engagement letter for legal representation in condemnation matters with the law firm of Doerner, Saunders, Daniel & Anderson Julie Lombardi presented the item recommending approval of Resolution 2017 -07. There were no comments from the audience. After discussion, Mr. Bush moved, seconded by Dr. Kelley to approve Resolution 2017 -07, as recommended. YEA: Bush, Kelley, Dunn NAY: None Motion carried: 3 -0 13. Report from City Manager Mr. Lehr: • Read a letter from the American Legion expressing appreciation for Public Works' efforts for preparation of the cemetery for Memorial Day; • Recognized employees, various business owners, and residents for voluntarily assisting a citizen in a crisis situation after work hours and on their own time; • Announced Red, White & Boom will be held Tuesday, July 4th at dark or approximately 9:00 pm; and • Reminded that due to the holiday, the next Council meeting will be held Wednesday, July 5th. 14. Report from City Attorney None 15. Report from City Councilors None 16. Official. Notices to Council (documents for acknowledgment or information only, no discussion or action will be taken) • Payroll Payment Report - Pay Period Ending Date 6110117 • Health Care Self- Insurance Claims - dated as of 6/15/17 • Monthly Budget Status Report - May 2017 Owasso City Council June 20, 2017 Page 5 17. New Business (New Business is any item of business which could not have been foreseen at the time of posting of the agenda) None 18. Adjournment Dr. Kelley moved, seconded by Mr. Bush to adjourn the meeting. YEA: Bush, Kelley, Dunn NAY: None Motion carried 3 -0 and the meeting adjourned at 6:50 pm. Lyndell Dunn, Mayor Lisa Wilson, Minute Clerk Claims List - 7/5/2017 Fund Vendor Name Payable Description Payment Amount 01 GENERAL JPMORGAN CHASE BANK HOME DEPOT - SUPPLIES $219.98 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES $144.98 GEN ANIMAL CONTROL -Total $364.96 OWASSO TOP SOIL DIRT $65.00 SPOK, INC. PAGER USE $8.88 UNIFIRST HOLDINGS LP UNIFORM CLEANING $22.23 GEN CEMETERY -Total MOWING $96.11 JPMORGAN CHASE BANK AMAZON -PC SUPPLIES $157.48 JPMORGAN CHASE BANK DELL- EQUIPMENT $1,359.14 JPMORGAN CHASE BANK QUIT BUGGIN -PEST CONT $95.00 JPMORGAN CHASE BANK WALMART - SUPPLIES $154.88 GEN COMMUNITY CENTER -Total $1,766.50 FELKINS ENTERPRISES, LLC BUSINESS CARDS $30.00 FELKINS ENTERPRISES, LLC STICKERS $155.00 HAROLD RANDALL PINNEY MOWING $150.00 JPMORGAN CHASE BANK DELL -TONER $142.49 JPMORGAN CHASE BANK HOBBY LOBBY- SUPPLIES $25.02 TREASURER PETTY CASH PARKING FEE $10.00 GEN COMMUNITY DEVELOPMENT -Total COFFEE SERVICE $512.51 NEIL HANCE FIREWORKS $15,000.00 GEN CULTURE & RECREATION -Total $15,000.00 JPMORGAN CHASE BANK HAM RADIO - EQUIPMENT $551.85 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES $239.98 GEN EMERG PREPAREDNESS - Total CARPET CLEANING $791.83 JPMORGAN CHASE BANK DEQ- LICENSE RENEWAL $184.00 JPMORGAN CHASE BANK OFFICE DEPOT- SUPPLIES $27.50 UNIFIRST HOLDINGS LP UNIFORM CLEANING $48.63 GEN ENGINEERING -Total $260.13 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES $10.86 GEN FINANCE -Total $10.86 CINTAS CORPORATION CARPET CLEANING $67.00 DAVID L. WEATHERFORD GENERAL MATTERS $378.00 DRAKE SYSTEMS INC COPY SUPPLIES $223.88 GRAND GATEWAY ECO. DEV. ASSC. PELIVAN TRANSIT $5,100.00 IMPERIAL LLC COFFEE SERVICE $157.60 JPMORGAN CHASE BANK ADMIRAL EXP- SUPPLIES $89.97 JPMORGAN CHASE BANK AMER WASTE -FEE $1.00 JPMORGAN CHASE BANK MAILFINANCE -LEASE $1,166.19 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES $19.38 MAILROOM FINANCE INC POSTAGE $1,000.00 1 Claims List - 7/5/2017 Fund Vendor Name Payable Description Payment Amount 01 GENERAL RICOH USA, INC. COPIER USE AND SUPPLIES $199.49 TREASURER PETTY CASH POSTAGE $200.00 GEN GENERAL GOVERNMENT -Total $8,602.51 JPMORGAN CHASE BANK CHARACTER BULLETINS' $861.12 JPMORGAN CHASE BANK COMMUNITY- ADVERT FEE $130.00 JPMORGAN CHASE BANK ICIMS- SERVICE FEE $100.00 JPMORGAN CHASE BANK MEETING EXPENSE $37.33 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES $7.63 TREASURER PETTY CASH NOTARY FEE $20.00 GEN HUMAN RESOURCES -Total CORNERSTONE -SPRAY $1,156.08 JPMORGAN CHASE BANK ENTERPRISE -CAR RENTAL $305.28 JPMORGAN CHASE BANK FASTENAL- HARDWARE $21.74 JPMORGAN CHASE BANK GRAYBAR- HARDWARE $84.66 JPMORGAN CHASE BANK HOME DEPOT - HARDWARE $7.20 JPMORGAN CHASE BANK TRAVEL EXPENSE $189.20 RAMUNDSEN SUPERIOR HOLDINGS SOFTWARE UPGRADE $1,280.00 GEN INFORMATION TECH -Total $1,888.08 JPMORGAN CHASE BANK EMPLOYEE RELATIONS $48.58 JPMORGAN CHASE BANK LODGING EXPENSE $996.16 JPMORGAN CHASE BANK MEETING EXPENSE $273.58 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES $20.39 JPMORGAN CHASE BANK OWASSO CHAMBER -FEE $30.00 JPMORGAN CHASE BANK OXHILL- TRAINING $160.00 JPMORGAN CHASE BANK REFUND -SALES TX CHRG ($3.98) JPMORGAN CHASE BANK TRAVEL EXPENSE $70.86 TREASURER PETTY CASH NOTARY FEE $20.00 GEN MANAGERIAL •Total $1,615.59 JPMORGAN CHASE BANK OFFICE DEPOT -MOUSE $33.98 GEN MUNICIPAL COURT -Total $33.98 ANDREA SMITH JANITORIAL $1,450.00 FREDRICK COSTIN JR PARK MOWINGS $1,041.00 JPMORGAN CHASE BANK C &C SUPPLY -TRASH BAGS $290.05 JPMORGAN CHASE BANK CORNERSTONE -LOCK SET $15.19 JPMORGAN CHASE BANK CORNERSTONE -SPRAY $29.99 JPMORGAN CHASE BANK CORNERSTONE- SUPPLIES $83.47 JPMORGAN CHASE BANK GRAINGER -PUMP $506.70 JPMORGAN CHASE BANK GRAINGER- RETURN ($191.93) JPMORGAN CHASE BANK LOCKE SPLY - SUPPLIES $10.75 JPMORGAN CHASE BANK LOWES- SUPPLIES $34.44 JPMORGAN CHASE BANK P &K EQUIP - WHEELS $66.35 Claims List - 7/512017 Fund Vendor Name Payable Description Payment Amount 01 GENERAL MBE ENTERPRISES, LLC PARK TREE REMOVAL $1,900.00 MURRAY WOMBLE INC DOOR REPLACEMENT $6,187.00 OLEN MASINGALE PARK MOWINGS $4,300.00 PROTECTION ONE ALARM MONITORING ALARM SERVICE $7194 INC ROGERS COUNTY RURAL WATER PARK WATER SERVICE $311.53 DISTRICT UNIFIRST HOLDINGS LP PARK STAFF UNIFORMS $23.96 WASHINGTON CO RURAL WATER WATER SERVICE $39.74 DISTRICT GEN PARKS -Total $16,172.18 DEPARTMENT OF PUBLIC SAFETY OLETS FEE $350.00 JPMORGAN CHASE BANK B BARKER - PRISON BOARD $662.56 JPMORGAN CHASE BANK KANTOLA- TRAINING $489.00 JPMORGAN CHASE BANK LOCKE -PARTS $88.57 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES $13.43 JPMORGAN CHASE BANK OFFICE DEPOT -TONER $116.99 JPMORGAN CHASE BANK WALMART- PRISON BOARD $172.59 JPMORGAN CHASE BANK WEBST- PRISON BOARD $236.33 LANGUAGE LINE SERVICES TRANSLATION SVCS $163.38 M & M MICRO SYSTEMS INC CUSTOM PROGRAMMING $750.00 THOMAS ALAN HOFFMANN MMPI $100.00 GEN POLICE COMMUNICATIONS -Total $3,142.85 ANCHOR STONE COMPANY STONE $125.01 JPMORGAN CHASE BANK ATWOODS -BOOTS $129.99 JPMORGAN CHASE BANK ATWOODS- GREASE $40.89 JPMORGAN CHASE BANK ATWOODS- SCREWS $12.27 JPMORGAN CHASE BANK ATWOODS -TRASH BAGS $51.96 JPMORGAN CHASE BANK BROWN FARMS -SOD $95.00 JPMORGAN CHASE BANK BROWNCO- BOARDS $17.43 JPMORGAN CHASE BANK BRUNDAGE- RENTAL $1,714.92 JPMORGAN CHASE BANK CORNERSTONE- CONCRETE $85.32 JPMORGAN CHASE BANK CORNERSTONE -WOOD $2.99 JPMORGAN CHASE BANK ELLIS CONST- RETURN ($41.40) JPMORGAN CHASE BANK ELLIS CONSTRUC- RENTAL $551.91 JPMORGAN CHASE BANK EQUIPMENT ONE - RENTAL $70.00 JPMORGAN CHASE BANK HD SUPPLY- FITTINGS $17.24 JPMORGAN CHASE BANK HD SUPPLY -PIPE $279.42 JPMORGAN CHASE BANK HOME DEPOT - HARDWARE $11.62 JPMORGAN CHASE BANK LOWES- BOARDS $90.60 JPMORGAN CHASE BANK LOWES - SEALANT $157.20 JPMORGAN CHASE BANK OZARK LAZER- RENTAL $255.00 3 Claims List - 7/5/2017 Fund Vendor Name Payable Description Payment Amount 01 GENERAL JPMORGAN CHASE BANK P &K EQUIP- BLADES $424.69 JPMORGAN CHASE BANK PK EQUIP- TRIMMER LINE $185.97 JPMORGAN CHASE BANK QUALITY TIRE - REPAIR $25.00 JPMORGAN CHASE BANK RED RIVER - CHEMICALS $4,200.00 JPMORGAN CHASE BANK SPEED TECH -LIGHT BAR $885.02 JPMORGAN CHASE BANK STANDARD SPLY - BLADES $293.93 JPMORGAN CHASE BANK STANDARD SPLY -EQUIP $2,564.92 JPMORGAN CHASE BANK STANDARD SPLY- FILTERS $276.53 JPMORGAN CHASE BANK TRANSCO -PPE $12.50 JPMORGAN CHASE BANK WALMART - SUPPLIES $14.88 OWASSO TOP SOIL DIRT $325.00 SPOK, INC. PAGER USE $44.40 TREASURER PETTY CASH FILING FEE $10.00 TREASURER PETTY CASH PARKING $5.00 TWIN CITIES READY MIX, INC CONCRETE $2,231.00 UNIFIRST HOLDINGS LP UNIFORM CLEANING $96.39 GEN STORMWATER -Total $15,262.60 COPY WORLD BUSINESS SOLUTIONS, LLC COPIER MAINTENANCE $115.50 JPMORGAN CHASE BANK BA LIGHTING -BULBS $56.39 JPMORGAN CHASE BANK INTERSTATE - SUPPLIES $12.30 JPMORGAN CHASE BANK LOT A- PARKING FEE $7.00 JPMORGAN CHASE BANK MOTOROLA -CABLE $52.00 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES $98.20 JPMORGAN CHASE BANK OK LIGHTING -BULBS $66.00 JPMORGAN CHASE BANK TOTAL RADIO -PARTS $311.60 JPMORGAN CHASE BANK WALMART - SUPPLIES $11.53 MOTOROLA SOLUTIONS, INC RADIO EQUIPMENT $25.00 UNIFIRST HOLDINGS LP UNIFORM RENTAL FEES $39.81 GEN SUPPORT SERVICES -Total $795.33 TREASURER PETTY CASH CC REFUND /EWTON $50.00 TREASURER PETTY CASH CC REFUNDIPERKINS $50.00 TREASURER PETTY CASH OC REFUND /ANDERSON $100.00 GENERAL •Total $200.00 GENERAL •Total $67,672.10 20 AMBULANCE SERVICE JPMORGAN CHASE BANK BOUND TREE - SUPPLIES $2,303.44 JPMORGAN CHASE BANK HENRY SCHEIN- SUPPLIES $315.24 JPMORGAN CHASE BANK IMAGENET - PRINTING $440.17 JPMORGAN CHASE BANK MTECH- EQUIPMENT $3,050.00 JPMORGAN CHASE BANK S ANESTHESIA - SUPPLIES $312.47 JPMORGAN CHASE BANK SAFE..ITE- REPAIR $356.29 JPMORGAN CHASE BANK W &B SERV- REPAIR $365.55 rd Fund Claims List - 7/512017 Vendor Name 20 AMBULANCE SERVICE MEDICLAIMS INC Payable Description Payment Amount BILLING SERVICES $11,294,36 AMS SERVICES AMBULANCE -Total $18,437.52 AMERICAN MUNICIPAL SERVICES CORP. COLLECTION SERVICES $193.24 AMBULANCE SERVICE -Total $193.24 AMBULANCE SERVICE -Total $18,630.76 21 E -911 COX COMMUNICATIONS SVC FEE T -1 CIRCUITS RADI $233.95 INCOG -E911 E911 ADMIN SVC FEES $8,104.98 E911 COMMUNICATIONS -Total $8,338.93 E -911 -Total $8,338.93 25 HOTEL TAX JPMORGAN CHASE BANK LODGING EXPENSE $1,048.27 TREASURER PETTY CASH LODGING EXPENSE 5464.00 HOTEL TAX ECON DEV- -Total $1,512.27 JPMORGAN CHASE BANK DOLLAR GEN- SUPPLIES $12.00 JPMORGAN CHASE BANK MEETING SUPPLIES HOTEL TAX STRONG NEIGHBOR -Total $6.48 $18.48 HOTELTAX -Total $1,530.75 27 STORMWATER MANAGEMENT JPMORGAN CHASE BANK AMAZON -PC SUPPLIES $157.48 JPMORGAN CHASE BANK CDW GOVT - PRINTER $825.00 JPMORGAN CHASE BANK DELL -PC EQUIPMENT $1,167.06 JPMORGAN CHASE BANK MICROSOFT -PC EQUIP $1,307.98 JPMORGAN CHASE BANK WINFIELD- CHEMICALS $2,717.50 SHI INTERNATIONAL CORP SOFTWARE LICENSING $1,398.00 STORMWATER -Total $7,573.02 KELLOGG ENGINEERING, INC ENGINEERING SERVICES - BR $5,000.00 STRMWTR BROOKFIELD -Total $5,000.00 STORMWATER MANAGEMENT Total $12,573.02 34 VISION TAX GARVER ENGINEERING SERVICES - 11 $6,754.00 JONES LANG LASALLE AMERICAS INC APPRAISAL SERVICES $3,000.00 VSN RECAP MINGO TO GARNET -Total $9,754.00 VISION TAX -Total $9,754.00 35 PARK DEVELOPMENT CARTER DOUGLAS COMPANY LLC OWASSO DOG PARK FENCING $60,839.05 A OKLAHOMA CORRECTIONAL INDUSTRIES FURNITURE $7,258.54 WILDFLOWER MEADOWS LLC EQUIPMENT $2,506.95 PARK DEV DOG PARK -Total $70,604.54 PARK DEVELOPMENT -Total $70,604.54 36 CAPITAL PROJECTS GRANT GRADE LINE CONSTRUCTION CONSTRUCTION SERVICES - E $73,658.95 MCCLELLAND CONSULTING ENGINEERS INC 5 ENGINEERING SERVICES -76 $9,830.00 Claims List - 7/5/2017 Fund Vendor Name Payable Description Payment Amount 36 CAPITAL PROJECTS GRANT VSN 2025 76THIMAIN INTERS -Total $83,488.95 GROUND LEVEL LLC SPORTS PARK PARKING $81,484.36 VSN 2025 SPORTS PARK RDS -Total $81,484.36 CAPITAL PROJECTS GRANT -Total $164,973.31 37 SALES TAX FIRE BAILEY EVENT CENTER, INC. TRAINING $300.00 JPMORGAN CHASE BANK CONRAD FIRE -PARTS $175.71 JPMORGAN CHASE BANK CORNERSTONE -TOOLS $6.70 JPMORGAN CHASE BANK CUMMINS - REPAIR PARTS $261.43 JPMORGAN CHASE BANK DALE AND LEES - REPAIR $715.00 JPMORGAN CHASE BANK LENOX- TOWING $250.00 JPMORGAN CHASE BANK LOWES -BULBS $38.73 JPMORGAN CHASE BANK LOWES- EXTINGUISHER $39.97 JPMORGAN CHASE BANK LOWES -KIT $14.98 JPMORGAN CHASE BANK LOWES- REFUND ($3.17) JPMORGAN CHASE BANK MICROSOFT - TABLET $7,379.88 JPMORGAN CHASE BANK OFFICE DEPOT -TONER $126.98 JPMORGAN CHASE BANK SAMS- REFUND ($22.30) JPMORGAN CHASE BANK SAV ON- BUSINESS CARDS $30.00 JPMORGAN CHASE BANK SIGNALTEK- REPAIR $6,185.00 JPMORGAN CHASE BANK SPECIAL OPS- UNIFORMS $608.91 JPMORGAN CHASE BANK TRAVEL EXPENSE $80.99 JPMORGAN CHASE BANK TREADMILL HERO - REPAIR $258.00 JPMORGAN CHASE BANK WALMART- SUPPLIES $77.44 JPMORGAN CHASE BANK WS DARLEY -PARTS $371.60 SHI INTERNATIONAL CORP SOFTWARE LICENSE $168.00 SALES TAX FUND -FIRE -Total $17,063.85 SALES TAX FIRE • Total $17,063.85 38 SALES TAX POLICE BOARD OF TESTS FOR ALCOHOL & DRUG ENROLLMENT FEE $62.00 COLOSSUS, INC. MAINTENANCE FEE $43.69 DRAKE SYSTEMS INC COPIER LEASE $479.11 JPMORGAN CHASE BANK ALTAMONT -GRIPS $688.10 JPMORGAN CHASE BANK ALTAMONT- REFUND ($244.80) JPMORGAN CHASE BANK AMAZON - PRINTER INK $69.99 JPMORGAN CHASE BANK AMAZON- SUPPLIES $256.42 JPMORGAN CHASE BANK AMAZON -TOOLS $175.27 JPMORGAN CHASE BANK AT YOUR SERV- RENTAL $80.00 JPMORGAN CHASE BANK ATWOODS- SUPPLIES $26.83 JPMORGAN CHASE BANK COPS- UNIFORM ITEMS $1,428.60 JPMORGAN CHASE BANK CUSTOM CRAFT- SUPPLIES $130.00 JPMORGAN CHASE BANK DASH MED- GLOVES $365.40 JPMORGAN CHASE BANK ELITE K9- SUPPLIES $91.83 11 Claims List - 7/5/2017 Fund Vendor Name Payable Description Payment Amount 38 SALES TAX POLICE JPMORGAN CHASE BANK EQUIP ONE - SUPPLIES $65.00 JPMORGAN CHASE BANK FAM ANIMAL- MEDICAL $260.73 JPMORGAN CHASE BANK FEDEX - SHIPPING $53.51 JPMORGAN CHASE BANK GT DISTRIB- SUPPLIES $626.99 JPMORGAN CHASE BANK GW ROWE- SUPPLIES $173.00 JPMORGAN CHASE BANK LAW TARGET - SUPPLIES $155.82 JPMORGAN CHASE BANK LODGING EXPENSE $350.00 JPMORGAN CHASE BANK LOWES- SUPPLIES $66.88 JPMORGAN CHASE BANK MARLOW WHITE- UNIFORM $3,040.00 JPMORGAN CHASE BANK MTM RECOG- SUPPLIES $540.00 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES $70.86 JPMORGAN CHASE BANK PRAETORIAN - TRAINING $338.10 JPMORGAN CHASE BANK RAYALLEN- EQUIPMENT $3,517.48 JPMORGAN CHASE BANK REASORS- SUPPLIES $17.94 JPMORGAN CHASE BANK REEVES - UNIFORM ITEMS $60.72 JPMORGAN CHASE BANK SAMS- SUPPLIES $230.45 JPMORGAN CHASE BANK SOUTHERN AG- SUPPLIES $227,09 JPMORGAN CHASE BANK SPECIAL OPS- UNIFORMS $269.93 JPMORGAN CHASE BANK TASER INT -TASER EQUIP $2,403.18 JPMORGAN CHASE BANK THOMSON -CLEAR ACCESS $304,30 JPMORGAN CHASE BANK TMDE CALIBR- REPAIR $538.35 JPMORGAN CHASE BANK TRACTOR SPLY- KENNEL $589.97 JPMORGAN CHASE BANK TRAINING EXPENSE $33.64 JPMORGAN CHASE BANK UPS - SHIPPING $300.81 JPMORGAN CHASE BANK USPS- POSTAGE $66.78 JPMORGAN CHASE BANK USPS- SHIPPING $14.35 PERFORMANCE K -9 LLC TRAINING $2,000.00 PRISONER BENCH LLC RESTRAINT BENCH $453.00 RON TATE AUTO SALES VEHICLE $3,400.00 SPOK, INC. PAGER USE $35.52 THOMAS ALAN HOFFMANN MMPI $100.00 TREASURER PETTY CASH CLEET REINSTATEMENT $150.00 TREASURER PETTY CASH CLEET TESTING $25.00 VIEVU, LLC STRAIGHT SHOOTER PLAN $250.00 SALES TAX FUND - POLICE -Total $24,381.84 SALES TAX POLICE • Total $24,381.84 39 SALES TAX STREETS JPMORGAN CHASE BANK D.E.Q- CERTIFICATION $92.00 JPMORGAN CHASE BANK EQUIPMENT ONE - RENTAL $62.00 JPMORGAN CHASE BANK FIESTA- REFUND TAX CRG ($4.98) JPMORGAN CHASE BANK GALLS- SUPPLIES $32.95 JPMORGAN CHASE BANK LODGING EXPENSE $665.46 7 Claims List - 7/5/2017 Fund Vendor Name Payable Description Payment Amount 39 SALES TAX STREETS JPMORGAN CHASE BANK LOWES -BITS $22.71 JPMORGAN CHASE BANK LOWES- HARDWARE $0.92 JPMORGAN CHASE BANK LOWES -ROPE $8.78 JPMORGAN CHASE BANK SHELL -FUEL $48.75 JPMORGAN CHASE BANK TRANSCO -PPE $12.50 PINKLEY SALES SOFTWARE $3,500.00 SIGNALTEK INC TRAFFIC SIGNAL REPAIR PAR $949.00 SPOK, INC. PAGER USE $119.94 TULSA ASPHALT, LLC ASPHALT $393.15 TULSA COUNTY HIGHWAY SIGNS $1,146.90 CONSTRUCTION UNIFIRST HOLDINGS LP UNIFORM CLEANING $149.73 SALES TAX FUND- STREETS -Total $7,199.81 SALES TAX STREETS • Total $7,199.81 40 CAPITAL IMPROVEMENTS WILLIAMS, SPURGEON, KUHL & PROFESSIONAL SERVICES $304,123.80 CIP FIRE STATION #4 -Total $304,123.80 EAGLE ENVIRONMENTAL CONSULTING, BIOLOGICAL ASSESSMENT - S $7,000.00 INC CIP SPORTS PARK DET POND -Total $7,000.00 CAPITAL IMPROVEMENTS -Total $311,123.80 70 CITY GARAGE AT &T MOBILITY WIRELESS SERVICE $57.92 JPMORGAN CHASE BANK AMERIFLEX- FITTINGS $138.80 JPMORGAN CHASE BANK B &M -PARTS RESALE $962.50 JPMORGAN CHASE BANK BUMP2BUMP -PART RESALE $424.47 JPMORGAN CHASE BANK CUMMINS -PARTS $378.85 JPMORGAN CHASE BANK FULLERTON- SUPPLIES $122.60 JPMORGAN CHASE BANK GOODYEAR -TIRES $4,218.61 JPMORGAN CHASE BANK HERITAGE -OIL PICKUP $155.80 JPMORGAN CHASE BANK HESSELBEIN -PARTS $0.09 JPMORGAN CHASE BANK HESSELBEIN -TIRES $443.72 JPMORGAN CHASE BANK JIM GLOVER - CALIPERS $144.33 JPMORGAN CHASE BANK JIM GLOVER -PARTS $36.50 JPMORGAN CHASE BANK LENOX- TOWING $210.00 JPMORGAN CHASE BANK NAPA -LIGHT ASSEMBLY $11.99 JPMORGAN CHASE BANK NEW HOLLAND- GEARBOX $1,457.14 JPMORGAN CHASE BANK OFFICE DEPOT - SUPPLIES $59.99 JPMORGAN CHASE BANK OREILLY -PARTS RESALE $1,754.05 JPMORGAN CHASE BANK OREILLY - SUPPLIES $23.98 JPMORGAN CHASE BANK SUMMIT TRUCK -PARTS $44.18 JPMORGAN CHASE BANK TOOL & EQUIP -PARTS $43.84 JPMORGAN CHASE BANK TULSA CLEAN SYS -SOAP $235.00 r', Fund 70 CITY GARAGE Claims List - 7/5/2017 Vendor Name JPMORGAN CHASE BANK JPMORGAN CHASE BANK UNIFIRST HOLDINGS LP CITY GARAGE -Total Payable Description Payment Amount UNITED FORD -PARTS $59.59 YELLOWHOUSE -PARTS $86.73 UNIFORM RENTAL FEES $102.03 $11,172.71 CITY GARAGE -Total $11,172.71 76 WORKERS' COMP SELF -INS CITY OF OWASSO IMPREST ACCOUNT WORKERS COMP CLAIMS $7,525.81 EXPEN WORKERS' COMP SELF -INS -Total $7,525.81 WORKERS' COMP SELF -INS -Total $7,525.81 City Grand Total $732,545.23 4 Claims List Addendum 5- Jul -17 I Budget Unit Title I Vendor Name I Payable Description I Payment Amount I Home Depot Gift Card Grant Strong Neighborhoods Home Depot Gift Card Grant Various Supplies $41.18 1 1 :4 1 Total Strong Neighborhoods Grant $41.18 QACLAIMS LISTW.wns List Addendum -Home Depot Gant The City Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Chelsea Levo Feary Economic Development Director SUBJECT: Proposal for Professional Services: Economic Development Strategic Planning DATE: June 30, 2017 A proposal by TadZo Consulting for Economic Development Strategic Planning was presented to the Council at the Tuesday, May 9, 2017, work session. After further review, the proposal was discussed a second time during the June 13, 2017, work session. The attached memorandum dated May 5, 2017, details the proposed professional services and how the Economic Development Strategic Planning would benefit the city. Funding for the contract is included in the FY 2017 -18 Hotel Tax Fund. RECOMMENDATION: Staff recommends approval of a contract with TadZo Consulting for Economic Development Strategic Planning in the amount of $60,000 and authorization for the City Manager to execute the contract. ATTACHMENTS: Memo dated May 5, 2017 Proposal for Professional Services: Economic Development Strategic Planning Agreement for Professional Services s� nTity Wit out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Chelsea Levo Feary Economic Development Director SUBJECT: Proposal for Professional Services: Economic Development Strategic Planning DATE: May 5, 2017 BACKGROUND: Staff is proposing a contract with TadZo Consulting for the purpose of conducting an Economic Development Strategic Planning project for Owasso in FY 2017 -18. As cities assume greater responsibility for their own economic development, the need to set clear and attainable goals and objectives and to design policies and programs to achieve them, increases in importance. Ever present fiscal constraints and competing demands for scarce resources also make it necessary to set priorities and develop more rational approaches to economic development. TadZo's goal is to help communities stand out as the location of choice for their target audiences. Success is accomplished using proven techniques for uncovering unique community offerings and arming economic developers to align those assets with business needs through industry research and effective questioning. Tadzo is an economic development and site selection consulting firm, led by Allison Larsen with over fourteen years of consulting experience and nineteen years of economic development experience. Ms. Larsen met with staff earlier this year to discuss an approach to setting a clear direction for Owasso economic development work. Based on that discussion, Ms. Larson presented the attached proposal for professional services. Ms. Larsen has worked with several cities and organizations across the country. In Oklahoma, she has conducted strategic planning with the Ada Jobs Foundation and the Muskogee City - County Port Authority. TadZo's approach to project management is to communicate and engage throughout the planning project. PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLANNING: TadZo has prepared a proposal for services to support Owasso's desired outcomes for this planning project. This approach educates, engages, and empowers all involved to effectively implement the plan created by the Owasso team. The proposed scope of work follows three phases to carry out a thoughtful and engaging planning process that is customized to Owasso's needs, challenges and opportunities: PHASE 1 PHASE 2 PHASE 3 Where are you now? Where do you want to be? How will I get there? Current Situation Strategic Priorities Strategic Plan In Phase 1, "Where are you now ?" TadZo will conduct an economic development training program customized for Owasso; a competitive assessment; an economic development program review; and research and documentation of fundamental economic indicators. At the end of this phase, a presentation will be made which comprehensively covers findings from these steps and results of Owasso's economic performance. Phase 2, "Where do you want to be ?" is a planning process to give direction on priorities for the economic development strategy. It will include stakeholder input, target industry analysis, and a strategic priorities work session. Phase 3, "How will you get there ?" is where details of developing the written strategic plan emerge from prioritized strategic initiatives from Phase 2. This phase will include a draft strategy, priority strategic initiative work sessions, accountable implementation planning, finalizing the plan, and presentation of the plan. TadZo's approach to project management is to communicate and engage throughout the planning project. This involvement ensures the project outcomes are aligned to the needs and wants of Owasso. The proposed timeline for this strategic planning project would span six to seven months, beginning in July 2017. OWASSO ECONOMIC DEVELOPMENT AUTHORITY: A formal presentation was made by Ms. Larsen to the Owasso Economic Development Authority (OEDA) during their regular meeting on April 13, 2017. Following the presentation and discussion, the Trustees voted to recommend the Economic Development Strategic Planning project to the City Council to be budgeted in the Hotel Tax Fund. FUNDING: The proposal is all- inclusive of travel expenses, data, materials, and services. A not -to- exceed price of $60,000 for the proposed scope of services is detailed in the attached proposal. PROPOSED ACTION: Staff plans to recommend approval of a contract with 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 AGREEMENT FOR PROFESSIONAL SERVICES THIS AGREEMENT FOR PROFESSIONAL SERVICES is made and entered into in the County of Tulsa, State of Oklahoma, by and between the City of Owasso ( "Client'), an Oklahoma municipal corporation, and TadZo L.L.C., ( "TadZo "), an Arizona single- member I.I.C. WHEREAS, Client desires to engage TadZo for project titled: Economic Development Strategic Planning WHEREAS, the principal of TadZo is fully qualified and desire to accept such engagement; NOW, THEREFORE, the parties agree as follows: I. Parties and Representatives of this Agreement The parties to and representatives of the parties who are primarily responsible for the administration of this agreement and to whom formal notices, demands, and communications shall be given are as follows: A. Chelsea Levo Feary, Director of Economic Development City of Owasso 200 S. Main Street, Owasso, OK 74055 Phone: 918.376.1518 Federal Tax I.D. B. Allison Larsen, Principal TadZo L.L.C. 20801 W. Main Street, Buckeye, AZ 85396 Phone: 623.233.5333 Federal Tax I.D. 559 -77 -6239 Formal notices, demands and communications to be given hereunder by either party shall be made in writing and may be affected by personal delivery or by first - class, postage - prepaid mail. If the name of the principal representative designated to receive notices, demands, or communications or the address of such person is changed; written notice shall be given within ten working days of said change. II. Term of Contract This agreement shall be effective as of July 10, 2017 (the "Effective Date ") and shall continue until January 30, 2018 unless terminated by either party as outlined Section XI: "Termination." Professional Service Agreement — Page 1 AGREEMENT FOR PROFESSIONAL SERVICES III. Description of Work The Client hereby engages TadZo and TaclZo accepts such engagement to provide services as detailed in TadZo's proposal dated April 8, 2017, attached hereto as Exhibit "A" and incorporated herein by reference. TadZo and Client both acknowledge and agree that the description of services provided for in Exhibit "A" are the product of a request for proposal ( "RFP ") pursuant to a bidding process; and that, as such, the nature, scope, and required steps for the performance of the services may differ during execution and performance from the RFP without sacrificing, mitigating, or otherwise limiting the quality of the Services provided or the successful completion of the underlying project. TaclZo may, from time -to -time, amend the description of work accordingly. TaclZo shall submit such changes to Client in writing or via e-mail. Such changes will be deemed to have been accepted and consented to by Client if, within five (5) business days of receipt, the Client does not object. The parties agree to negotiate in good faith regarding such changes. IV. Completion of Work TaclZo shall complete the services described no later than January 30, 2018 If, at any time, the work is delayed by the Client or due to any other cause which is unforeseeable and beyond the control and not attributable to the fault or negligence of TadZo, TaclZo may request of the Client a reasonable extension of time to complete the project if the project could be completed with such extension. Such request shall not be unreasonably denied. If the project cannot be completed due to such circumstances, TadZo may terminate the agreement immediately, and Client shall pay to TadZo an amount equal to the percentage of the task(s), satisfactorily completed, that TadZo is then currently undertaking. If the tasks outlined are altered by the Client following execution of this agreement, Client must request an approval in writing from TadZo for such changes. Such request shall not be unreasonably denied. TadZo reserves the right to extend the time to complete the project when approving such changes. TadZo reserves the right to charge Client for additional compensation as reasonably determined by TadZo and pursuant to this Agreement in the event that Client requests additional tasks and /or alterations or changes in the project that shall require the performance of additional work by TadZo. V. Data Provided to TadZo The Client shall provide to TadZo, without charge, all information such as; data, reports, lists, records, maps, photographs, and other information now existing, available, or which can be created within a reasonable period of time which may facilitate the timely performance of the work described (the "Data "). The Client shall cooperate in a reasonable manner with TadZo in the carrying out of the work prescribed by this agreement. The Client shall provide the requested data within ten days of TadZo's request. All Data provided to TaclZo by Client shall at all times remain the sole and exclusive property of Client or its licensors, which shall retain all intellectual property rights therein. TaclZo shall use the Data only for the purpose of this Agreement, and shall make no use of the Data, in whole or in part, for any other purpose. TadZo will not discuss data with any other party unless authorized by Professional Service Agreement — Page 2 AGREEMENT FOR PROFESSIONAL SERVICES client. TadZo further agrees to keep confidential all of the Data and to take all reasonable steps to preserve the confidential and proprietary nature of the Data. Nothing contained in this Agreement shall be construed as granting or conferring any rights, by license or otherwise, express or implied, in or to any patents, copyrights, trademarks, know -how, the Data, or other proprietary rights of either Party acquired before or after the date of this Agreement. VI. Ownership of Documents a. OWNERSHIP OF TADZO'S REUSABLE PROPRIETARY INTELLECTUAL PROPERTY. TadZo shall retain all ownership and intellectual property rights over TadZo's proprietary intellectual property materials, which includes, but is not limited to, any and all code, applications, and designs that Company has already developed or that Company independently develops or licenses from a third party. Company's proprietary intellectual property is that intellectual property that Company reuses or intends to reuse for other Clients, tasks, and projects. b. OWNERSHIP OF FINAL WORK PRODUCT. All brochures, forms, surveys, reports, studies, plans, maps, and other documents and materials prepared by TadZo in the course of performing the work required by this agreement shall be the property of the Client. TadZo may make and retain copies of documents prepared or obtained pursuant to this agreement; provided however that any such documents designated as confidential by the Client shall not be disclosed to any person without the Client's prior consent. VII. Independent Contractor In performing the services provided herein, TadZo is an independent contractor and not an employee of the Client. TadZo shall determine the manner in which it performs the services provided herein and shall be solely responsible for reporting the compensation it receives for State and Federal Income Tax purposes. TaclZo shall have no power or authority to incur any debt, obligation, or liability on behalf of the Client. VIII. Personnel All services required under this agreement will be performed by TadZo or under TaclZo's direct supervision and all personnel shall possess the qualifications, permits, and licenses required by the applicable state law to perform such services. TadZo shall be responsible for the satisfactory work performance of all personnel engaged in performing services required by this agreement and compliance with all reasonable performance standards established by the Client. TaclZo shall be responsible for payment of all employees' and subcontractors' wages and benefits, and shall comply with all requirements pertaining to employer's liability, workers compensation, unemployment, and Social Security insurances. Client shall not be liable for any acts committed by TaclZo or its employees. Professional Service Agreement — Page 3 AGREEMENT FOR PROFESSIONAL SERVICES IX. Compensation The Client shall pay to TadZo for all services performed pursuant to this Agreement an amount not to exceed $60,000 [sixty thousand dollars]. Any additional compensation as provided for in Section IV, "Completion of Work ", shall be based on an hourly rate for staff time plus expenses. Additional services would only be undertaken at the written request and approval of the Client. The Client agrees that invoices are due and payable upon receipt and satisfactory completion of the invoiced task(s). , Any invoices remaining unpaid after thirty days may be charged interest at the rate of 1.5 percent per month on the unpaid amount. X. Indemnity and Insurance TaclZo shall maintain in effect appropriate levels of liability insurance Each Party shall indemnify, hold harmless, and defend the Other Party, its elected or appointed officials, employees, agents, and volunteers, from and against any and all claims, demands, actions, damages, injuries, and liability, direct or indirect arising out of the performance of this Agreement or its failure to comply with any of its obligations contained in this agreement, except for any such claim arising out of the sole negligence or willful misconduct of the Other Party, its officers, agents, employees or volunteers. NEITHER PARTY SHALL BE HELD LIABLE FOR ANY INDIRECT, SPECIAL, OR CONSEQUENTIAL DAMAGES XI. Termination Parties of this agreement may terminate this agreement at any time without cause by giving thirty (30) days written notice to the other party of such termination and by specifying the effective date thereof. In the event this Agreement is terminated, the Client shall pay to TadZo an amount equal to the percentage of the task(s), satisfactorily completed, that TadZo is then currently undertaking. XII. Non - Discrimination and Equal Employment Opportunity In the performance of this agreement, TaclZo shall not discriminate against any employee, subcontractor, or applicant for employment because of race, color, religion, ancestry, sex, national origin, handicap, or age. XIII. Delegation and Assignment TadZo shall not delegate or assign its responsibilities or rights hereunder, either in whole or in part, without the prior consent of the Client; provided, however, that claims for money due or to become due to TadZo from the Client under this agreement may be assigned to a bank, trust company, or other financial institution without such approval. XIV. Resolution of Disputes Disputes regarding the interpretation or application of any provisions of this agreement shall, to the extent reasonably feasible, be resolved through good faith negotiations between the parties. Professional Service Agreement —Page 4 AGREEMENT FOR PROFESSIONAL SERVICES If the Parties are unable to resolve a dispute through informal negotiations, either Party may elect to have the dispute finally and exclusively resolved by binding arbitration. Any election to arbitrate by one party shall be final and binding on the other. PARTIES ACKNOWLEDGE THAT ABSENT THIS SECTION, PARTIES WOULD HAVE THE RIGHT TO SUE IN COURT AND HAVE A JURY TRIAL. The presiding judge of the District Court of Tulsa County will provide the name of the arbitrator. The case will be decided by the arbitrator and such arbitration is binding. The prevailing party in any action under this agreement shall be entitled to recover reasonable attorney fees from the other party. XV. General Provisions a. FURTHER ASSURANCES. From time to time, each party shall execute and deliver such instruments as may be reasonably necessary to carry out the purposes and intent of this Agreement. b. SURVIVAL. Any terms of this Agreement that expressly extend or by their nature should extend beyond termination or expiration of this Agreement, shall survive and continue in full force and effect after any termination or expiration of this Agreement. C. ENTIRE AGREEMENT. This Agreement, along with any and all exhibits, contains the entire agreement and understanding of the parties with respect to the subject matter of this Agreement, and merges and supersedes all prior agreements, discussions, and writings with respect to that subject matter. No modification or alteration of this Agreement shall be effective unless made in writing and signed by both Parties. d. COUNTERPARTS. This Agreement may be executed in multiple counterparts, each of which shall constitute an original and all of which together shall constitute one instrument. e. SEVERABILITY. If any term or provision of this Agreement, or the application thereof to any person or circumstance, shall to any extent be found to be invalid, void, or unenforceable, the remaining provisions of this Agreement and any application thereof shall, nevertheless, continue in full force and effect without being impaired or invalidated in any way. f. WAIVER. No waiver of any term, provision, or condition of this Agreement, whether by conduct or otherwise, in any one or more instances, shall be deemed to be or be construed as a further or continuing waiver of any such term, provision, or condition or as a waiver of any other term, provision, or condition of this Agreement. g. GOVERNING LAW. The laws of the State of Oklahoma shall govern this agreement. Sole jurisdiction and venue for any legal action arising out of this contract shall be in the District Court of Tulsa County, State of Oklahoma. This Agreement, along with any and all exhibits, contains the entire agreement and understanding of the parties with respect to the subject matter of this Agreement, and merges and supersedes all prior agreements, discussions, and writings with respect to that subject matter. No modification or alteration of this Agreement shall be effective unless made in writing and signed by both Parties. Professional Service Agreement —Page 5 AGREEMENT FOR PROFESSIONAL SERVICES IN WITNESS THEREOF, the parties have executed this Agreement as of the Effective Date first written above. Authorized Signature of Client Warren Lehr, City Manager TADZO: Date Allison E. Larsen, Principal Date Professional Service Agreement — Page 6 Y, The Cit IM Wilhout Limits. Proposal for Professional Services: Economic Development Strategic Planning :It ILA Economic Development Strategic Planning Table of Contents I. COVER LETTER .......................................................... ............................... II. PROJECT UNDERSTANDING ..................................... ............................... III. PROPOSED SCOPE OF WORK .................................. ............................... Phase 1 - Where are we now? ................................ ............................... Phase 2 - Where do you want to be? ..................... ............................... Phase 3 - How will you get there? .......................... ............................... About TaclZo Facilitation Services ........................... ............................... Deliverables.............................................................. ............................... IV. PROJECT LOGISTICS ................................................. ............................... ProjectManagement ................................................ ............................... ProposedTimeline .................................................... ............................... PriceProposal ........................................................... ............................... V. EXPERIENCE AND QUALIFICATIONS ........................ ............................... Allison Larsen, CEcD - Principal ................................ ............................... References................................................................ ............................... APPENDIX A. Resume for Allison Larsen, TadZo =I .................... 2 .................... 3 .................... 3 .................... 7 ..................11 ..................13 ..................14 ..................15 ..................15 ..................15 ..................17 ..................18 ..................19 .................20 Q d Lo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning I. COVER LETTER April 8, 2017 Chelsea M.E. Levo, Director of Economic Development Economic Development Department City of Owasso 111 N. Main PO Box 180 Owasso, OK 74055 Dear Ms. Levo, Thank you for your interest in TadZo working with you to foster impactful and sustaining economic growth in Owasso. I enjoyed our meeting with Warren Lehr and Sherry Bishop. Based on our discussion, I have prepared this proposal for consideration. This planning project fits within your desired timeline and will set a clear direction for Owasso economic development work. The Owasso team will have their "fingerprints" all over the plan as it will be developed through a series of work sessions. My goal is to help you and your team build capacity and ownership of the plan through an engaging process. It really excites me to have the opportunity to help you advance economic development in Owasso with this innovative approach. Please review and let me know if you have any questions or adjustments. Respectfully submitted, Allison Larsen, Principal TadZo Q ci L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning 11. 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. -° - With the Owasso Chamber of Commerce, Tulsa Chamber of Commerce and many other organizations there is a great opportunity for the City of Owasso and the Owasso Economic Development Authority to lead a community - wide economic development strategy to leverage and unite all of these economic development partners. By developing a strategic plan for economic development together Owasso benefits because there is common understanding and ownership for the direction of economic development efforts in Owasso - i.e. do more together because everyone understands their role and why the work they are doing contributes to community -wide goals. Understanding your desired outcomes for this •�l�� important planning project, TadZo has prepared a proposal for services to support your planning efforts. This approach educates, engages (in a CtEmpower unique and very effective manner) and ultimately empowers all involved to - - -- - - effectively implement the plan created by the Owasso team. Engage i Educate Q cl Zo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning Ill. 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 r you now? want to be? get there? Phase 1- When; 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. A U Lo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning TadZo will collaborate with you to customize the agenda. Suggested topics for a well- rounded program include: Why do economic development? What does it achieve? How does money flow in a local economy? Site Selection Process & Typical Timeline Site Location Factors - What's important to companies and site selectors? How competitive is Owasso? The outcome of this learning will prime partners and stakeholders for engagement in the planning process, as well as raise awareness of the comprehensive nature of economic development. Step 2 - Competitiveness Assessment The purpose or this step is to evaluate Owasso's site location factors from the perspective of a site location consultant in the context of national competitiveness. The process will involve data analysis, a community tour and interviews with key service providers as well as local employers. This analysis will provide insights for potential areas in need of improvement that should be focused on for strategic initiatives. Key factors for evaluation include: Transportation & Market Access - quality of diverse transportation resources (truck, rail, seaport, air, intermodal). Sites and Buildings - available for development. Utilities - capacity and costs for water, sewer, electricity, natural gas, telecommunications; reputation of service provider; quality of service; utility incentives. Permitting and Regulatory - speed, clarity and consistency. Business Climate - beyond incentives, the environment of working with jurisdictions and overall community tone for welcoming new businesses. Labor Force - availability of specific skills; wages and fringe benefits; major labor force competitors; management/labor relations; general work ethic. Ability to recruit talent to community - amenities; sense of place; appearance /curb appeal; cost of living. Workforce Development - available training programs that support skill development for potential target industries. Innovation and R &D Resources - available locally and at nearby institutions that would support specific industry growth. Sustainability - services and resources to support green business initiatives. Incentives - experience with accessing federal, state and local incentives for businesses. The assessment will occur via a mock site visit, including a community overview presentation, tour of available real estate and general community orientation, along with in- person meetings. Q 1..1 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 zo 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: Setting priorities; Balancing a portfolio of strategies; Identifying waste and opportunities to free up Economic Development Strategic Planning Ecocycle Plaruiing Renewal Maturity Networker Manager Poverty Trap I Rigidity Trap. Not investing Nol letting ga Birth Creative Destruction Entrepreneur Heretic resources; and - Revealingthe whole picture —the forest AND the trees. 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. A U L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning Phase 2 -Where do you want to bet The purpose of this phase of the planning process sets direction on priorities for the economic development strategy. Step 1- Stakeholder Input There will be a variety of efforts to engage input for the economic development strategic plan. The approach to outreach will reveal what is most important to stakeholders and partners. Business focus Groups Four focus groups will be facilitated to involve key business stakeholders, including: CEOs and Plant Managers Human Resource Managers Retail /Commercial Businesses Real Estate Developers Community Input Session Two input sessions will be open to the community and facilitated to gather maximum input. The approach is much more productive and fun than typical public input meetings. City Couneil Interviews All City Council Members will be interviewed to gather input as to the vision for Owasso's future economy and what success looks like. Step 2 - Target Industry Analysis A Target Industry Analysis identifies growth industries that are best fit with your community's assets and limitations. Target identification involves analysis to filter broad clusters down to specific sectors that are a good fit in Owasso. By understanding the most opportune industries for Owasso you will be able to better allocate resources for greatest impactto economic growth for Owasso. IndustyTiendsResearch & 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 d Lo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning State and local comparison - We will compare growth industries in Oklahoma state -wide to local clusters to identify similarities and differences. We will use location quotients to identify industries that are particularly concentrated in the local area. This analysis will yield valuable information about what Tulsa County's niches are, and how the county differentiates itself in terms of economic development. We will then screen the baseline data to identify industries for which Tulsa County has particular advantages over other competing locations. The focus will be on basic industries — those industries that produce goods and services for export and bring new wealth into the local economy. We will employ a screening process to narrow the list of industries included in the economic trend information to those that have the best potential for future growth, and industries that represent appropriate targets for recruitment. Several guidelines for screening and prioritizing industries will be used. Screening guidelines: Growth industries locally and nationally; 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 & Eme1g*ng1ndusby Sectors 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 A l..! L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning industry /nteiiigence Once all the targets have been identified, we will research additional industry intelligence including: Industry Intelligence - Industry overview, current issues, conversation starters for CEO, HR and CFO Executives. Key Occupations - For what occupations should local workforce agencies prepare talent and skill sets? Source Locations - Where can you find these industries to recruit? Step 3 - Strategic Priorities Work Session In this highly- interactive work session, the Economic Development Strategic Planning Steering Committee (and other partners you would like involved) will take the information gleaned from Phase 1, along with Stakeholder Input and the Target Industry Analysis, to come to agreement on priorities for Strategic Initiatives of the Owasso Economic Development Strategic Plan. Although a specific agenda will be customized for Owasso based on the findings up to this point, the following agenda will give you an idea of what to expect. The sample agenda below has been successful for other communities preparing a community -wide economic development strategy: Review Objective, Agenda, Roles & Responsibilities for Work Session "Shift & Share" exercise to bring everyone up to speed on stakeholder and partner input. • • PEDLD MREAT xllini NkSi.jc ..• T .�.i .{n5r,�zy o GA' II[1 MNAELF roe.. -1 iovrzonrES ,l -� �'Jo.•c P.eM1U v J , t,.w.+......k.. , _ tY +O••YI EFCT \c O Sb.MT V :'A AKt MA UI V, _ Q AcAalx Y}a INYUI •SUU:E ;; lsAn.m. C.0 s21c;4 ^wy, OM1rtnuM1.e.' � v. WA ks —y..n S,� OW4If VAI41 r/ � +� 11% NSi }e P^.a S1 NnI�I' qLI {f(E(O Oe +len; nrol merYr6iy P 16.� r{ .4 oP. U.ir��`. 13 "T19 O K.1n.. GIIab.Ilm 1 auJJ 1411.. 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. I A U / o April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning =11 j Phase 3 -How Will you get there? This phase is where we get into the details of developing the written strategic plan focused on prioritized strategic initiatives from Phase 2. Step 1- Draft Strategy Taking all of the information agreed upon during the Strategic Priorities Work Session, we will write up the first draft of the Owasso Economic Development Strategy. Each Strategic Initiative in the plan will be developed using the following questions as guides: What will the initiative accomplish (goals)? Why is the initiative important to the strategy (context)? What specific tactics must occur for the initiative to be successful? Who will implement? What are the resources necessary for effective implementation? What metrics will be defined for each strategic initiative to measure outcomes as well as monitor progress through implementation? This draft will be further refined through the following steps of Phase 3. Step 2 - Priority Strategic Initiative Work Sessions A work session for each Priority Strategic Initiative will be facilitated with representation from people /groups interested in working on implementation. TadZo's role in this planning process is to coach through plan development so that the strategic plan is truly "owned" by key implementers. TadZo's experience working with numerous communities across North America helps us to bring best practices to the group, as well as observations of what doesn't work well and can hold you back from success. These work sessions are very important in building excitement for plan implementation because those involved in plan development will be primed to lead and work on implementation. We will help you identify "champions" to lead the initiative and assemble resources and a team of implementers. Step 3 - Accountable Implementation Planning Sadly, across the country there are many plans in communities that sit on shelves - never to be implemented. Owasso won'tbe 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. I A d L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning We will also revisit and refine principles for successful implementation so that everyone fully agrees to follow and hold others accountable. As such, your team will become stronger and more enthused to implement together. Step 4 - Finalize Plan All of the work in Steps 2 and 3 will be channeled to enhancing the draft strategy into a final version. An Executive Summary will also be prepared. Packaging of the final deliverable will include additional information to support effective implementation, i.e. budget, data, examples, worksheets, resource references. Step 5 - Presentation of Plan TadZo will coach your team for final presentation to the community and key partner organizations. At this point it will truly be Owasso's plan (not TadZo's plan). Q to L5 April 8, 2017 Proposal for City of Owasso AboutTadb 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 TadZo website: www.tadzoconsultina.com/facilitation.htm] 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 l,1 L® April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning Deliverables The following deliverables will be provided in electronic version and one printed copy: A- "Economic Development 101" Program - presentation and charts Owasso Competitiveness Assessment Report A Owasso Economic Development Program Ecocycle Chart A, Owasso Economic Performance Data A, "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 Executive Summary - Owasso Economic Development Strategic Plan Owasso Economic Development Strategic Plan (full strategy) • Implementation Guide - budget, examples, worksheets, resource materials, etc. • PowerPoint presentation of Owasso Economic Development Strategic Plan Q ci Lo April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning [� ] IV. PROJECT LOGISTICS Project management, a proposed timeline and pricing are presented in this section to ensure a successful project and achievement of desired outcomes. Project Management TaclZo'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. • Project Kick-off Call to review scope of work, plan specific dates for on -site visits and subsequent calls. A, Project Update Calls - Regularly - scheduled conference calls to report progress, request additional information, ask questions, etc. TaclZo Teamwork is a private workspace on the internet (https ,./ /tadzo.teamworkpm.neV) 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. ra d L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning o IE e no hi i t ® - 019pinferit - e e ' O O Scope of Work Mont Jul Aug Sept Oct Nov Dec Jan Organize Steering Committee ■ Project Kick -Off Call ■ Phase 1- Where are you now? "Economic Development 101" Program Competitiveness Assessment Economic Development Program ■ ■ ■ Review Owasso Economic Performance Presentation "Where are you now ?" Phase 2 - Where do you want to be? Stakeholder Input ■ ■ ■ Target Industry Analysis Strategic Priorities Work Session Phase 3 - How will you get there? Draft Strategy Priority Strategic Initiative Work Sessions ■ ■ ■ ■ Accountable Implementation Planning Finalize Plan Presentation of Plan Project Update Calls ■ ■ ■ ■ ■ ■ ■ This schedule encompasses extensive on -site work, as described in the six trips below: A, Trip 1- "Economic Development 101" Program and in- person Steering Committee meeting Trip 2 - Owasso Competitiveness Assessment (mock site visit, employer interviews) and Economic Development Program Review A, Trip 3 - Presentation "Where are you now ?" and Target Industries; City Council Interviews; and Community Input Sessions Trip 4 - Business Focus Groups and Strategic Priorities Work Session A Trip 5 - Strategic Initiatives Work Sessions and Accountable Implementation Planning Session A� Trip 6 - Final plan presentation and formal implementation kick -off Q u L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning The activities listed for each trip are suggested to limit travel expenses. During the Project Kick- off Call we will discuss and modify to accommodate the highest level of community engagement in this planning project. Price Proposal A not -to- exceed price proposal 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 for this planning project. I Q 1..1 L V April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning V. EXPERIENCE AND QUALIFICATIONS 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, TaclZo 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 TaclZo 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. A- 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 afresh twist? Do you want to know what can bring more positive attention and serious looks at your community? TadZo focuses marketing strategies and resources on messaging and channels most relevant to your target audiences. O April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning 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, CEcD - 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 fora venture capitalist, and even put herself through college by raising a herd of registered sheep. Working in front -line business recruitment at the Madera Industrial Development Corporation and the EDC serving Fresno County (both in California), she sited companies yielding more than 9,000 jobs. Allison worked 11 years as Principal at Chabin Concepts, consulting local communities, regional and state economic development organizations. Allison helped to create CompetitiveReady, a community certification program. She is a sought -after speaker and trainer for economic development best practices. She has spoken at conferences and special training events for the International Economic Development Council (IEDC), British Columbia EDA, Economic Developers of Alberta, California Academy for Economic Development, Mid - America EDC, Nebraska Public Power District, Northwest Economic Development Course, Oregon EDA, Pacific Northwest EDC, Public Service A tr1 L0 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 PortAuthority - Oklahoma MUSK�'GEE 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 Facilitated session for economic development training with elected officials, board members, partners and community business leaders. A, This interactive learning and input session brought the community into the fold for teamwork in economic development. The interest of community stakeholders laid the foundation for additional funding to the Port for a Target Industry Analysis and strategic planning project. Competitiveness Assessment & Target Industry Analysis Assessment of key site location factors as to current state of competitiveness producing a "Report Card" for Muskogee. A� Industry trends research and screening to identify potential target industries. Capabilities screening of industries based on current competitiveness, Niche and emerging industry sector identified to augment screen of industry targets. A Industry intelligence research. Economic Development Strategy and Marketing Plan A Stakeholder interviews and Priorities Work Session. 0 Key Message Work Sessions. A- Plan Development A Implementation Guide and Work Session. A, Coaching for development of Marketing Plan and materials. Q ci 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. I could not be more pleased." Eric Miller, former Director of Business & Economic Development Muskogee City- County Port Authority Q d L V April 8, 2017 Proposal for City of Owasso Ada Jobs Foundation - Oklahoma A Ada OKLAHOMA Economic Development Strategic Planning E; Reference Michael Southard, President & CEO (580) 235 -0070 msouthard @adaworks.org Strategic Plan; Target Industry Analysis & Branding A- Identification of target industries that fit with Ada's assets: Competitiveness assessment and work session; Industry trends research and screening; Compatibility screening based on Ada's assets and liabilities; Niche and emerging opportunities; and A- 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. • Brand images and tag line developed and tweaked with steering committee input. • Brand guidelines for communitywide use. • Economic Development Strategy: Stakeholder engagement and setting priorities. • Capacity assessment of available resources for implementation. • 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 Jobs Foundation April 8, 2017 Proposal for City of Owasso City of Yakima - Washington Economic Development Strategic Planning Reference Kathy Coffey, Mayor (509) 910 -4758 Kathy.Coffey@yakimawa.gov Sean Hawkins, Economic Development Manager (509) 575 -6274 Sea n.hawkins@yakimawa.gov The City of Yakima recently completed (December 2016) a very similar, yet smaller project, than the City of Owasso is considering undertaking. Yakima's situation was that of the City questioning why they were investing in so many disparate economic development initiatives without a clear path forward for Yakima's economic future defined. In our initial discussions, they simply wanted a facilitated discussion with partners and soon realized that a strategic plan would help them as an informed process to set a shared direction for the community - together with five valued economic development partners. Yakima's scope of work involved three phases: Where are you nowt • 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? A 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 I A d L5 April 8, 2017 Proposal for City of Owasso Economic Development Strategic Planning "1 have been a part of many strategic planning processes. I've never worked with a more professional, yet personable, consultant in my career. Allison's ability to facilitate our team and the public work sessions were nothing less than outstanding. We are very excited and engaged in our future because of this process and we look forward to the results." The Honorable Kathy Coffey, Mayor City of Yakima Note: Mayor Coffey is the retired President & CEO of Yakima Valley Visitors and Convention Bureau and retired General Manager of the Yakima Convention Center. Q d LD 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 dc.or e ECONOMIC DEVELOPMENT COUNCIL lancelacour@katyedc.org g ENERGY GROWS HERE The planning project for Katy Area EDC was a strategic planning update that involved onlytwo trips, yet much engagement with stakeholders and KAEDC Board of Governors. Through a series of work sessions and a very productive board retreat, the smart and innovative community leaders of Katy created a plan they are proud and excited to implement. 64 Katy area leaders were involved in the planning process. Economic Development Strategic Plan A, Review of all past economic plans and studies, etc. • Membership and Community Survey • CEO Focus Group HR Managers Focus Group -Of note this focus group created anew group for HR Managers to share information and work together because of the value they received from this 1.5 -hour meeting. A Leadership & Talent Focus Group A Utilities and Mobility Focus Group A, Marketing and Business Attraction Focus Group Staff Focus Group on KAEDC Program Review EDC Board of Governors Retreat � Draft Strategic Plan A- Metrics for plan Final Strategic Plan "Katy Area 2020" Presentation to Board of Governors A, Staff Implementation Work Session "I wanted to take this opportunity to thank you for doing such a fantastic job on our latest strategic planning project, Katy Area 2020. Our Board of Governors is very pleased with the professional work and process which you led for the Katy area and our organization. I have been through at least ten strategic plans in my career and this was by far the best and most innovative 1 have ever been involved with. 1 would highly recommend any economic development organization to strongly consider engaging TadZo and your process when conducting a strategic plan. I 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 a Lo April 8, 2017 Proposal for City of Owasso A. Resume for Allison Larsen, TadZo • O Economic Development Strategic Planning April 8, 2017 Proposal for City of Owasso PROFESSIONAL Allison Larsen, CEcD Principal TadZo TadZ0 Principal (2013 - present) TadZo is an economic development and site selection consulting firm. Primary services encompass competitiveness assessments, strategic planning, marketing, training and facilitation for economic development organizations; and site location analysis for corporations throughout USA and Canada. With experience working in over 76 communities across 23 states /provinces, TadZo tracks best practices - what works and what doesn't - to draw upon for potential solutions in each unique situation facing a community. Projects: • Obion County (TN) EDC - Workforce Development Initiatives • Confidential corporate client (IL) - Permitting and Incentives Advising California Plant • McKinney Economic Development Corporation, TX - Industry Target Verification, Business Cases, Strategic Implementation Plan • City of Springfield, OR -Target Industry Analysis, Competitor Benchmarking, Economic Development Strategy, Marketing Strategy, Branding& Marketing Collateral, Website • Katy Area EDC, TX - Economic Development Strategic Plan • Confidential corporate client (QC) - Business Advising • County of Mohave, AZ - Lake Havasu Call Center Brochure • City of Yakima, WA - Economic Development Strategic Plan • South Willamette EDC, OR.- Organizational Identity • McKinney Economic Development Corporation, TX - Strategic Planning Workshop Facilitation • Town of Ajax, ON - Economic Development Strategy Review & Update • Muskogee City - County Port Authority, OK - Economic Development Strategy & Marketing Plan Redmond Economic Development, Inc., OR - Board Retreat Facilitation Prineville /Crook County Economic Development Council, OR - Board Retreat Facilitation City of Coquitlam, BC - Technology Workshop Facilitation • Northern Kentucky Tri -ED - Economic Development Training & Best Practices • Enid Regional Development Alliance, OK - Board Retreat Facilitation • Muskogee City - County Port Authority, OK - Competitiveness Assessment & Target Industry Analysis • Redmond Economic Development, Inc., OR - Community Economic Development Report Card • Oakland County, MI - Economic Development Partners Facilitation for Partner Action Plan • Greater Spokane Inc., WA - Driving Competitive Change for the Spokane Region • Muskogee City - County Port Authority, OK - "Economic Development 101" for Community Leaders City of Eugene, OR - Competitiveness Work Session • City of Springfield, OR - UGB Expansion Sites Assessment • Oklahoma Governor's Economic Development Marketing Team - Annual Retreat Facilitation • Martinsville -Henry County EDC, VA - Website Advisory Services • City of Ada, OK - Website Advisory Services • Eugene-Springfield-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 ShastaLake ,CA - GreenTechIndustrialPark • Bowling Green Area Chamber of Commerce, KY- Target Markets Analysis; updated South Central Kentucky Marketing Plan • City of Beaverton, OR - Target Industry Analysis & Implementation Plan • City of Scottsdale, AZ - Competitiveness Assessment/Target Industry Study • City of Merced, CA - Business Case Development • Frisco EDC, TX- Comprehensive Economic Development Strategy • Colusa County, CA - Economic Development Roadmap • Confederate Tribes of the Umatilla Indian Reservation, OR - Marketing Advisement & Work Session • Rio South Texas - Competitive Assessment & Market Position Greater Yuma EDC, AZ - Marketing Plan & Business Cases Quad City IA & IL - Logistics Industry Study; Wind Website San Jose Redevelopment Agency, CA- Downtown Tenant Preferences Study; Organizational Plan, Marketing Plan Grenada County EDD, MS - Economic Development Strategic Plan; Website; Business Cases Northern Rural Training and Employment Network (NORTEC) - Designing Local Skills Strategies for STEM Occupations • Mid - Michigan Region - Location Analysis & Positioning for Photovoltaic Industry City of Santa Rosa, CA - Economic Development Plan; Consultative Selling Work Session • Bowling Green Area Chamber of Commerce, KY -South Central KY Regional Marketing Plan & Business Cases • Northern Colorado EDC - Marketing Plan • Mariposa County, CA- Economic Vitality Plan • Greater Phoenix Economic Council, AZ - Business Case & Prospecting Program Grays Harbor Public Development Authority, WA- Strategic Marketing Program • Victor Valley EDA, CA - Regional Marketing Program; Target Industry Study • State of Washington Prospecting & Marketing Program • City of Henderson, NV- Target Industry Study, Customized ACT Training • Prospecting Services for Oklahoma Business Roundtable, Portland Development Commission (OR), Shasta County EDC (CA), City of Victorville (CA) and Victor Valley EDA (CA) • Northwest Pennsylvania Regional Planning Commission - Regional Website Review &Training • State of Washington - Prospecting & Marketing Program • City of Castle Rock, WA -Strategic Marketing Plan • City of Rio Vista, CA - Industrial Strategy • City of Madera, CA- Enterprise Zone Renewal Application • New Mexico Economic Development Partnership - Targeting & Positioning • Spokane Area EDC, WA - Strategy & Organization Re-engineering • San Diego EDC, CA- Organizational Enhancement • Oregon Economic Development Association - Targeted Industry Prospecting Campaign • Solano County EDC, CA - Perception Interviews & Client Handbook Economic Development Corporation serving Fresno County Vice President, Client Services and Interim PresidenVCEO (1999 -2002) Primary contact for site consultants and businesses, resulting in nearly 5,200 new and 800 retained jobs • Architect of state -of- the -art tools for enhanced responsiveness to clients - Comparative Demographics, Site Selection Core Database (IEDC standards), Real Estate Database, Comparative Operating Cost Analysis and Incentive Calculator; award winning at state and national levels • Established "Red Teams" of signature -level authorities to meet with prospects, including a specialized "EDC Workforce Red Team" • Secured grants from USDA, Workforce Investment Corporation and California Technology Trade & Commerce Agency • Managed 10 employees Madera County Industrial Development Corporation Manager of Business Development andMarketing(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 out Limits. TO: The Honorable Mayor and City Council City of Owasso FROM: Roger Stevens Public Works Director SUBJECT: Right of Way Acquisition for the E 76 St N Widening Improvements from US 169 to N 129 E Ave DATE: June 30, 2017 BACKGROUND: In March 2016, City Council approved a finance agreement with ODOT for the right -of -way acquisition and utility easement with an invoice for associated payment for 20% or $320,000 of the estimated cost. Per the agreement, ODOT is responsible for 80% of eligible cost and the City of Owasso is responsible for 20% of the eligible costs. Non - eligible costs, such as a dollar amount agreed upon by the City more than the amount approved by ODOT, would be the responsibility of the City of Owasso. In May 2016, City Council approved a right -of -way consultant agreement with Meshek and Associates Inc. Currently, Meshek and City of Owasso are in the final stages of land acquisition for the E 76 St N Road Improvements project. As a part of those acquisitions, negotiations for the right -of -way and easement from the Billie Downey Revocable Living Trust have been successfully completed. DESCRIPTION /PURCHASE PRICE: Billie Downey Revocable Living Trust - The appraised value of the right of way is $2.00 per square foot, for a purchase price of $32,884. Compensation for damages and permanent easement in the amount of $14,116 was included in addition to the right -of -way cost, for a total offer of $47,000. The Downey family rejected the offer and provided a counter in the amount of $250,000. After several discussions with the family, the Downey family accepted a second offer in the amount of $71,000 - which calculates to be $3.45 per square foot for right -of -way. The cost breakdown per the agreement with ODOT is as follows: ODOT (80 %) _ $37,600 City (20 %) _ $ 9,400 City Additional $24,000 Total = $71,000 In addition to the monetary agreement, the Downey family requested the following conditions to be included within the agreement: With the exception of utility poles, all above ground utility structures will be relocated to the property line, if possible; existing access point will be realigned to match up with N 120 E Ave; and signage will be installed on the east and west sides of the bridge in remembrance of Jim and Billie Downey -see Attachment. FUNDING: Funding is available from the Capital Improvements Fund. RECOMMENDATION: Staff recommends approval of the agreement and purchase right of way, easement and compensation for damages in the amount of $24,000 to the Billie Downey Revocable Living Trust. ATTACHMENT: Agreement Letter- Billie Downey Revocable Living Trust 06/30/2017 08:12 FAX 818 664 8800 @001/001 rho City Wit oil Lfmits. AGREEMENT LETTER .,.removing obstacles June 26,2017 Donita Boom 12020 E 76 St N standing Owasso, Ok 74055 Billie Downey Revocable Living Trust: In the way Over the past 10 months, City of Owasso and Meshek and Associates have been working to acquire the necessary right of way and easements for improving the E 76 St i3 roadway and drainage in the area, of people I In March 2017, family members of the Billie Downey Revocable Living Trust and City of Owasso come to an agreement with the purchase price of the right of way and easements. The cost breakdo finance agreement with ODOT, is as follows; wn per the cetebr.�ting ODOT (60%) _ S 37,600 City (20 %) = S 9,400 their lives. City Additiouai 2400D Total S 71,000 In addition to the monetary agreement, City of Owasso staff agreed to following conditions requested by the Downey family. The requested conditions are as follows: • With the exception of utility poles, all above ground utility structures need to be relocated to the property line, if possible; • Existing access point needs to be realigned by the City contractor to match up withN 1201; Ave; • Signage Installed on the east Enid west side of the bridge in memory of Tim and Billie Downey. If this offer meets with your approval, I would request that you acknowledge with your signature below, I will need to obtain this signed letter and the enclosed W -9 so the check can be processed. If approved by City Council, the cheek is anticipated to be delivered to you by mid -July 2017. If you have any questions, please feel tree 10 contact me. Stnearely, Agreed to; Billie Downey Revocable Living Trust Member 44Z5 LL (.31 Roger Stevens, Public Works Director Date I 301 West eAvenue P.O. Box 160 City of Owasso (918) 272 A959 OV /8380, Oktahorna 74058 A City or Cherecter FA)t 1918) 27Z•49ae www.cityotowasso.cam Sd The City Wit out Limits. TO: Honorable Mayor and City Council City of Owasso FROM: Michele Dempster Human Resources Director SUBJECT: Fraternal Order of Police Fiscal Year 2017 -2018 Contract DATE: June 30, 2017 BACKGROUND: Last February, the City and the Fraternal Order of Police (FOP) negotiating teams began meeting regarding the FY 2017 -18 contract. After several sessions, tentative agreements have been reached on all contract articles except Grievance Procedure. Without City Council action, the current contract with the FOP will expire June 30, 2017. The City Council has the option to approve a resolution implementing the portions of the contract that have tentative agreements. Approving a resolution continuing the agreed upon portions of the contract, and implementing the agreed upon changes, shows good faith on the City's part, and reiterates the focus on the Grievance Procedure article. Changes that would be implemented with adoption of the proposed Resolution are: • Step and longevity increases will continue as scheduled, and employees not eligible for a step increase will receive a $500 one -time pay on their anniversary date. • Detective "On -Call" Pay will increase from $25 per day to $26 per day. • Employees With a disciplinary suspensions- without -pay exceeding sixty consecutive hours will not be eligible to apply for a promotion for one year from the date of discipline. Employees with a disciplinary demotion will not be eligible to apply for a promotion for two years from the date of discipline. • Employees with less than five years of experience with the Owasso Police Department will not be able to act in a temporary supervisory position. • Employees with a disciplinary suspensions - without -pay exceeding sixty consecutive hours will not be eligible to act in a temporary supervisory position for one year, and employees with a disciplinary demotion will not be eligible to act in a temporary supervisory position for two years from the date of discipline. • The method of compensation (overtime or comp time) for voluntary assignments and voluntary training outside of normal working hours will be determined by the Chief. • The number of Honor Guard members may be increased at the Chief's discretion without committing to maintaining more than the current seven members. • Threat Level III and higher vests will be the sole property of the City of Owasso and will not become the property of the employee under any circumstance. • Dates changes and other miscellaneous language clarifications. The increase in contract cost for the monetary changes is $75,000. MOT0711,04ILM-W Mot Staff recommends approval of Resolution 2017 -09 implementing contract articles with tentative agreements between the City and the Fraternal Order of Police Lodge # 149. ATTACHMENTS: Resolution 2017 -09 Tentative Agreements CITY OF OWASSO RESOLUTION 2017 -09 A RESOLUTION TO IMPLEMENT TENTATIVE AGREEMENTS BETWEEN THE CITY OF OWASSO AND THE FRATERNAL ORDER OF POLICE LODGE #149 WHEREAS, the City of Owasso and the FOP Lodge #149 are engaged in bargaining for a Collective Bargaining Agreement for FY 2017 -2018, which will be a successor agreement to the FY 2016 -2017 Collective Bargaining Agreement; and WHEREAS, the parties have not yet completed a successor agreement to the FY 2016 -2017 Collective Bargaining Agreement; and WHEREAS, the City of Owasso desires to implement articles of the contract with tentative agreements through June 30, 2018, which does not include Article 13 Grievance Procedures, unless prior to that date the agreement is legally modified by a successor agreement through collective bargaining and /or arbitration as set forth within Oklahoma Statutes Title 11, §51 -101 seq. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF OWASSO, OKLAHOMA, that, to -wit the provisions of the tentative agreements for FY 2017 -2018, which does not include Article 13 Grievance Procedures, as signed by the parties from February 2017, through June 30, 2017, as permissible within the confines of Oklahoma law, will continue to be observed by the City until June 30, 2018 unless a successor agreement is placed into effect through collective bargaining and /or arbitration as set forth within Oklahoma Statutes Title 11, §51 -101 seq.; and NOW, BE IT FURTHER RESOLVED, this agreement shall expire on June 30, 2018, unless prior to that date the Collective Bargaining Agreement is legally modified by a successor agreement through collective bargaining and /or arbitration as set forth within Oklahoma Statutes Title 11, §51 -101 seq., or unless extended in writing by the parties. ATTEST: Sherry Bishop, City Clerk APPROVED AS TO FORM: DATED this 5th day of July, 2017. Mayor Lyndell Dunn Julie Lombardi, City Attorney 1 CITY NO CHANGE ARTICLES Article 1 Purpose of Agreement Article 4 Gender Clause Article 5 Mutual Responsibility to Avoid Discrimination Article 6 Prevailing Rights Article 7 Management Rights and Responsibilities Article 8 Bargaining Units Rights and Security Article 9 Prohibition of Strikes Article 10 Successors and Assigns Article 11 Recognition Article 12 Publication and Distribution Article 14 Personnel Files Article 15 Officer Bill of Rights Article 16 Safety and Health Committee Article 18 Dues Check Off Article 21 Holiday Pay Article 22 Sick Leave Article 25 Retirement and Pension Article 28 Personal Property Artieie -29 T mperaFy- sigmgent_— l i Article 30 Education Incentive Article 31 Longevity Pay Ilk Article 34 Drug and Alcohol Testing Article 35 Wellness Program Article 36 Shift Differential City of Owasso Date F P Lodge #149 Date W" CITY NO CHANGE ARTICLES Article 20 Vacation Article 24 Seniority Article 26 Insurance City of -a—w-asso Date FO Lodge #149 We, ARTICLE 2 AUTHORITY AND TERM Section 1. The Employer and Lodge have, by these presents, reduced to writing the collective bargaining agreement resulting from negotiations entered into by the Employer and the Lodge. Section 2. This Agreement shall become effective on the 1st day of July, 281-3 2017 and shall remain in full force and effect until midnight, June 30, 281 -6 -2017. The Effiple er and Ledge agree that en or befere june 30, 2016 eaeh shall rutify all affieles ef this agreeffleiA to previde fer a eentinuatien of this agreemei4 fer fiseal year julyl, 2016 te june 30, 2017 er u Section 3. Whenever wages, rates of pay, or any other matters requiring appropriation of monies by the Employer are included as a matter of collective bargaining, it is understood by the parties hereto that this agreement shall serve as notice to collectively bargain for all issues and compensation for the following fiscal year, in lieu of written notice, pursuant to O.S.A. 11, (1994) 51 -101, et eq. Section 4. It shall be the obligation of the Employer and the Lodge to meet the first business day of March or within ten (10) days thereof to negotiate in good faith with representatives of the Lodge and Employer. Section 5. In the event the Lodge and the Employer are unable to reach an agreement within thirty (30) days from and including the date of the first meeting, any and all unresolved arbitrable issues may be submitted for mediation before arbitration at the request of either party. .5 r s /361 C4 of Owasso n �n Date FOP L ge #149 Date r ARTICLE 3 SAVINGS CLAUSE Section 1. If any provision of this Agreement or the applications thereof to any person or circumstances is held invalid, the invalidity shall not affect other provisions or applications of this Agreement which can be given effect without the invalid provision or applications and, to this end, the provisions of this Agreement are severable. Section 2. It is understood that the articles included herein constitute a complete understanding of all the terms and conditions of employment to be governed by this Agreement during the contract period and it cannot be altered in any manner save by the complete written concurrence of the parties subscribing hereto. Section 3. Any appendices to this Agreement shall be numbered, dated and signed by the Employer and the Lodge and shall be subject to the provisions of this Agreement, and all appendices shall become a part of this Agreement as is specifically set forth herein. Section 4. It is understood that all time limits found in this Agreement may be extended by mutual concurrence. Section 5. In the event an Agreement is not made for the fiscal year 2016 .2017 2017 -2018 this Agreement will remain in effect until such time as one is made in succession. r ?oodge City of Owasso Date Date ARTICLE 17 HONOR GUARD An Honor Guard consisting of Seven (7) Officers shall be selected by the Lodge. The composite of the Honor Guard shall be subject to approval of the Chief of Police. All necessary attire and equipment shall be furnished by the City. The function of the Honor Guard shall be to serve at official gatherings, such as the arrival of Dignitaries, Police Officer Funerals, State Memorial Service and any other special events as approved by the Chief of Police. Members of the Honor Guard may be allowed time off with pay for each event, subject to approval of the Chief of Police. At the discretion of the Chief of the PAUrP rha ,,.,MhPr commitment to a continuation of the increased number into the future —L-�" /%,-..n) _ �. City of Owasso 311 I Date FOP P41 ARTICLE 19 CLASSIFICATIONS & PROMOTIONS C Section 1. Classification and Promotions Process within the Owasso Police Department shall be as follows: A. Classifications 1. Senior Patrolman: Must be a certified police officer with at least five (5) years experience with the Owasso Police Department who has obtained the achievement of intermediate certification through (CLEET) the Oklahoma Council on Law Enforcement Education Training. 2. Master Patrolman: Must be a certified police officer with at least seven (7) years of experience with the Owasso Police Department, who has obtained the achievement of advanced certification through (CLEET) the Oklahoma Council on Law Enforcement Education Training. B. Promotions Employees with disciplinary suspensions without pay exceeding sixty (64) consecutive hours shall not be eligible to apply for a promotion for one (1) year from the date of discipline. Employees with disciplinary demotion shall not be eligible to apply for a promotion for two (2) years from the date of discipline. 1. Sergeant: Must be a certified police officer with at least five (5) years experience as a police officer with the City of Owasso immediately prior to testing. 2. Lieutenant: Must be a Sergeant with at least one (1) year experience in the rank with the City of Owasso immediately prior to testing. An officer meeting the criteria for Master Patrolman with twelve (12) years of experience as a police officer with the City of Owasso immediately prior to testing may test for Lieutenant. Captain: Must have at least two (2) years of supervisory experience with the City of Owasso prior to testing. The City may, at its discretion, advertise for this position providing that all advertising for this position shall occur seven (7) days after the internal posting. 29 f ARTICLE 19 CLASSIFICATIONS & PROMOTIONS (continued) Section 2. Eligible applicants for the promotional examination shall participate in an Assessment Center and an interview with the Chief of Police. A. The Assessment Center Process shall measure the knowledge, skills, and abilities specific to the Owasso Police Department, and shall be mutually agreed upon by the City and the Lodge. Assessors will be chosen by the assessment eente through the assessment center process and under no circumstances will an assessor be a current or past employee of the City of Owasso. B. For the rank of Sergeant and Lieutenant ranking shall be weighted 90% final Assessment Center score and 10 % Chief's Interview score. C. For the rank of Captain, ranking shall be weighted 90% final Assessment Center score and 10% Chief's Interview score. Section 3. Upon completion of all testing it is agreed that the promotions shall be offered in the following manner for the listed position: A. Sergeant: The candidate with the highest score at the completion of testing. B. Lieutenant: The candidate with the highest score at the completion of testing. C. Captain: The Chief of Police will select the Captain from the top two candidates. Section 4. Promotional Test will be valid for one (1) year from the date the eligibility list is posted. Any vacancies occurring during that year will be filled from qualified applicants on the promotional list. Section 5. One representative from the Bargaining Unit and one representative from the Owasso City Management shall be present throughout each testing portion of the process to evaluate the process and recommend any future changes to the process. City of Owasso ate' �� ge ri149 Date 30 ARTICLE 23 WORK SCHEDULE Section 1. There is hereby designated by the employer a regular fourteen- (14) day work period for all employees which will consist of eighty -five and one half hours (85 '/2). Section 2. The Patrol Division of the Owasso Police Department will be organized into two squads and each squad into two shifts to work scheduled hours each work period as follows: Squad One / Shift One (Day Shift) Week 1: Scheduled Work Hours 0700 to 1900 Sunday, Monday, Tuesday, Wednesday Scheduled Days Off Thursday, Friday, Saturday Week 2: Scheduled Work Hours 0700 to 1900 Sunday, Monday, Tuesday Scheduled Days Off Wednesday, Thursday, Friday, Saturday Squad One / Shift Two (Night Shift) Week 1: Scheduled Work Hours 1900 to 0700 Sunday, Monday, Tuesday, Saturday Scheduled Days Off Wednesday, Thursday, Friday Week 2: Scheduled Work Hours 1900 to 0700 Sunday, Monday, Tuesday Scheduled Days Off Wednesday, Thursday, Friday, Saturday Squad Two / Shift One (Day Shift) Week 1: Scheduled Work Hours 0700 to 1900 Thursday, Friday, Saturday Scheduled Days Off Sunday, Monday, Tuesday, Wednesday Week 2: Scheduled Work Hours 0700 to 1900 Wednesday, Thursday, Friday, Saturday Scheduled Days Off Sunday, Monday, Tuesday Squad Two / Shift Two (Night Shift) Week 1: Scheduled Work Hours 1900 to 0700 Wednesday, Thursday, Friday Scheduled Days Off Sunday, Monday, Tuesday, Saturday Week 2: Scheduled Work Hours 1900 to 0700 Wednesday, Thursday, Friday, Saturday Scheduled Days Off Sunday, Monday, Tuesday Section 3. There shall be one and one half (1.5) hours per fourteen (14) day work period that may be utilized as briefing time for the Patrol Division. Said briefing time shall be contiguous with the regular scheduled work hours, as scheduled by the Chief of Police. If the one and one half (1.5) hours per fourteen (14) day work period is not utilized for shift briefings, it is the responsibility of each officer to work the one and one half (1.5) hours during the two week work period contiguous with the regular schedule work hours. The one and one half (1.5) are to be recorded on the date(s) actually worked. 33 ARTICLE 23 WORK SCHEDULE (continued) Section 3. The following exemptions shall apply to the work period criteria provided for in this article. Under no circumstances are any exemptions, other than those specifically designated in this section of this article, allowable under this agreement. A. Employees, upon approval by the Chief of Police, shall be allowed to trade a shift or partial shift with another employee as provided for by F.L.S.A. B. Any employee requesting training opportunities may request and be granted, by the Chief of Police, a change in their regular days off and /or work hours in order to attend such training opportunities. C. Detectives may, solely at their request, alter their work hours and /or work days, upon approval by the Chief of Police, due specifically to case load and /or investigative necessity. This does not include coverage for absent officers. D. Trainees, while in Field Training Program, may be required to change shift hours and days off to accommodate such training schedule. E. Captains may, solely at their request, alter their work hours and /or work days, upon approval by the Chief of Police, due to assigned case load or operational demands of the department 'as determined by the Chief of Police. This does not include coverage for absent officers. F. Members assigned to the Street Crimes Unit on a full -time basis, are expected to alter their work hours, and /or workdays to meet the needs of their investigation, with the approval of their Supervisor. G. Members not assigned to the Street Crimes Unit on a full -time basis may, solely at their request, alter their work hours, and /or workdays upon approval by their Supervisor. H. School Resource Officers /Sergeants will work a schedule that begins seven (7) days before the first day of the school year through seven (7) days past the last day of the school year as established by the Owasso Public Schools. During the Summer, when school is not in session, School Resource Officers /Sergeants will be assigned to a shift at the discretion of the Chief. Once assigned, the School Resource Officer's Sergeants shift will not change during the summer break. - 14 ARTICLE 23 WORK SCHEDULE (continued) Section 4. Any hours worked in excess of eighty-five and one half (85 1/2) hours per work period or any time worked in excess of the herein designated work week shall be compensated at the rate equal to one and one -half (1 1/2) times the employee's regular hourly rate of pay or compensatory time at the same rate. It is agreed that an employee will not be required to take off from the regular working hours to avoid overtime compensation or compensatory time. A. Other than exceptions noted in B and C the type of compensation will be at the sole discretion of the Officer. B. If an Officer accrues more than 240 hours of compensatory time, the manner of compensation shall be at the discretion of the Chief of Police until such time that the Officer's accrued compensatory time balance falls below 240 hours. C. For voluntary fait assignments and voluntary trainins the manner of-comnensatioi Section 5. If an employee is called back from scheduled time off, hours worked will be compensated at one and one -half (1 1/2) times the employee's regular hourly rate of pay or compensatory time at the same rate. The type of compensation will be at the sole discretion of the Officer. Employees shall be guaranteed a minimum of two (2) hours pay at a rate of one and one -half (1 1 /2) times their regular hourly rate of pay anytime the employee is called in to work other than regularly scheduled work hours, as well as, any officer being placed in an "on -call" status by the courts. However, should an officer be required to report to court such officer shall be compensated according to the above, and would not be eligible for the two hours "on -call" compensation. If an officer accrues more than 240 hours of compensatory time, the manner of compensation shall be at the discretion of the Chief of Police until such time that the Officer's accrued compensatory time balance falls below 240 hours. Section 6. For computation of employee work hours, all vacation leave and compensatory time will be considered time actually worked. `"I � 1� ���;a_nsn 3I`i117 it City of Owasso I Date F -Lo'did #T49 35 ARTICLE 22 UNIFORM AND EQUIPMENT Section 1. For the fiscal year, the Employer shall pay each uniformed member of the Lodge with one -year seniority, a uniform/equipment allowance in the amount of Eight Hundred Fifty Dollars ($850.00). Such payment shall be made on the second pay date in July. Those members who are assigned to the detective division shall receive a clothing /equipment allowance in the amount of Twelve Hundred Dollars ($1200). Payment shall be made in two equal payments of Six Hundred Dollars, the first on the first paydate in July and the second on the first paydate in December. The Employer shall pay a prorated uniform allowance to each member of the bargaining unit upon the completion of his /her one -year probationary period. Such prorated uniform allowance shall be based upon the amount of uniform allowance designated herein Section 1 and the number of months remaining until the next July payment date. Section 2. The Employer shall provide for cleaning of uniforms. The Employer shall also provide for cleaning of clothing utilized by detectives in the performance of their duties. Such cleaning shall be arranged for in such manner as to assure a local depository /pick -up in the event of servicing outside the municipality which is in the Employers discretion. Section 3. The Employer shall provide for all new members of the Police Department hired after July 1, 2013 a complete issue of new or like new uniforms, to include the following: A. four (4) uniform shirts, short sleeve: B. four (4) uniform shirts, long sleeve; C. four (4) uniform trousers; D. all leather gear; E. two (2) pairs handcuffs; F. two (2) badges; G. one (1) police style rechargeable flashlight; H. one (1) bullet resistant vest; I. one (1) all weather jacket; 1. inclement weather gear; K. one (1) box of ammunition as specified in Section 4 of this article; L. one (1) Air Force Round hat; M. one (1) expandable baton; N. one (1) canister of defensive chemical spray; O. two (2) pairs of collar brass; P. one (1) whistle chain; Q. one (1) whistle; R. two (2) metal name tags; 40 ARTICLE 27 UNIFORM AND EQUIPMENT (continued) _. S. one (1) police equipment bag; T. two (2) metal report folders; U. two (2) metal citation folders; V. all nylon duty gear; W. one (1) outer carrier for bullet resistant vest; X. and any other uniform or equipment that is required, including but not limited to special clothing and equipment necessary for K9 Officer, Motorcycle Officer and other specialized assignments. Section 4. Since employees are required to carry and use only approved ammunition, the Employer shall, during the term hereof, provide each employee fifty (50) rounds of Employer - approved hand -gun ammunition, same to be utilized only in the course of duty. Those employees who have qualified annually with department issued or department approved shotguns, such employees shall receive ten (10) rounds shot -gun shells consisting of five (5) rounds #00 buckshot and five (5) rifled deer slugs. To those employees who have qualified annually with department issued or department approved rifles, such employees shall receive fifty (50) rounds of ammunition. The Employer - approved duty ammunition shall be issued once a year to each employee, on or before December 15th. Section 5. The Employer shall provide each member of the bargaining unit a bullet- resistant vest of a design approved by the Chief with input from the Health and Safety Committee. Such vest shall be maintained by the Employer at no cost to the employee and shall be replaced in accordance with manufacturer's recommended replacement schedule. This item of safety shall be the sole property of the City of Owasso. However, upon request, the bullet - resistant vest shall become the property of the employee at retirement. In no case shall an employee be denied a replacement vest in the event the one in current use exceeds the manufacturer's suggested replacement schedule or becomes damaged. An individual employee may choose to purchase a bullet resistant vest of a make or model different from that selected by the Employer for issue. In the event such a selection is made, the Employer shall pay a portion of the cost equal to the cost of the vest issued by the Employer, provided, however, that such vest shall become the sole property of the Employer requiring no reimbursement whatsoever for a period of one year from date of purchase. However, upon request, the bullet- resistant vest shall become the property of the employee at retirement. Bullet- resistant vests that exceed the manufacturer's suggested replacement schedule shall become the property of the employee. 41 ARTICLE 27 UNIFORM AND EQUIPMENT (continued) Section 6. Once an employee completes his /her initial probationary period, the following items shall become the sole property of that individual officer: Four (4) uniform shirts, short sleeve; Four (4) uniform shirts, long sleeve; Four (4) uniform trousers; One (1) Air Force Round hat; Two (2) pairs collar brass; One (1) whistle chain; One (1) whistle Two (2) metal name tags The City shall be responsible for the repair and replacement of items not listed in Section 6. Section 7. Members of the bargaining unit with ten (10) years of service and an honorable discharge will be allowed to keep all badges that include the officer's badge number. Members with between five (5) and ten (10) years of service and an honorable discharge may request approval from the Chief of Police to keep one badge that includes the officer's badge number. ' Section 8. In consideration of the fact that ,assignment to the detective division requires the Employee to purchase clothing other than traditional uniforms, the Employer shall provide a prorated uniform allowance to officers upon initial appointment to the detective division. Such prorated uniform allowance will be based on the detective clothing allowance designated herein Article 27, however such prorated uniform allowance will be reduced by Eight Hundred Fifty Dollars ($850.00) annual uniform allowance received herein Section 1 of this Article 27. Section 9. For appearance and safety reasons members of the bargaining unit shall not wear jewelry while on duty, with the exception of a wedding ring and a watch. Jewelry worn underneath the uniform that is not visible will be allowed. City of Owasso Date 49 IVIE�-kv 31v-2 FO o g #149 Date ARTICLE 29 TEMPORARY ASSIGNMENT Section 1. Any employee assigned additional supervisory duties not consistent with the normal duties of their rank for any period of time, shall receive a temporary increase in pay for the period of time such "acting" assignment is in effect. Section 2. The amount of pay shall be consistent with the position and duties to be performed, but shall not necessarily be equal to the pay received by the absent employee. Such temporary pay increase shall be consistent with the adopted pay schedule guideline. Section 3. When a Lieutenant in charge of a shift is gone because of vacation leave or compensatory time leave, the Sergeant on the shift will assume command of the shift without being considered working under "temporary assignment" and will not receive "temporary assignment" pay. Section 4. In the event the Lieutenant in charge of a shift is gone for any reason, for a period of thirty (30) calendar days or more the Sergeant on the shift shall receive a temporary increase in pay for such time "acting" assignment is in effect beginning on the thirty -first (31) consecutive day of the Lieutenant's absence. The amount of pay shall be consistent with Lieutenant's pay and the adopted pay schedule guidelines, but shall not necessarily be equal to the pay received by the absent employee. In the event the Lieutenant in charge of a shift is on light duty and working regular shift assignment, for a period of thirty (30) calendar days or more, including consecutive days of absences, the Sergeant on the shift shall receive a five percent (5%) increase in pay on the thirty -first (3 1) consecutive day. Section 5. Employees with less than rive (5) years of experience with the Owasso Police Department shall not be eligible for "temporary assignment" Section 6. Employees with disciplinary suspensions without nay exceeding sixty (69) "temporary assignment" for two (2) Years from the date of discipline City of Owasso Dath EEO Date ARTICLE 32 DETECTIVE "ON- CALL" PAY Section 1. A minimum of one detective shall be placed on an "on- call" rotation schedule. "On- call" shall be deemed to mean the following: A. The employee is free to go or remain at any location of the employee's own choosing, so long as the employee can call -in within ten (10) minutes of receiving a call to work, and as long as the employee can respond to the requested location within one (1) hour of receiving a call to work; B. The employee is free to use the waiting time for any personal matters the employee chooses; C. The employee must remain sober while on -call; D. The employee must carry a working pager, or otherwise leave a telephone number with dispatch, where the employee who is on -call can be reached if needed. E. The Chief of Police will establish a bi- annual on -call rotation schedule. Section 2. Detectives shall receive "on call" compensation in the amount of W $26 per day. If an "on- call" detective fails to respond to the requested location within one hour of being called, on more than one occasion during a contract year, the "on -call" compensation shall be forfeited for that day. "On call" pay will be payable with normal payroll cycles. 513 I ►� City of Owasso Date FOP Lodge #149 Date 50 ARTICLE 33 COMPENSATION Section 1. There is created for pay purposes, a standard "Police Department Pay Plan." For the purpose of this Labor Agreement, effective July 1, ?913 2017 each employee of the bargaining unit shall receive compensation based on the "Police Department Pay Plank" included in this agreement according to the employee's range and step as of June 30,249 2017. Employees hired under experienced based pay will be placed in the appropriate pay plan according to the years of service compensation is based on. A. New hires shall begin at Entry Level except when the new Officer is already a State Certified Peace Officer with prior law enforcement experience as a State Certified Peace Officer at another law enforcement agency within this State or otherwise. Should a State Certified Peace Officer with experience at another law enforcement agency be hired, the Chief of Police shall conduct a review of the individual's qualifications and experience and determine the appropriate entry-level salary within Range 1. No Officer shall be brought in at a step higher than Step E. New hire placement at a step other than entry level will only affect the employee's advancement on the Police Department Pay Plan. B. Pay Plan Advancement for current Officers and Officers hired at Entry Level. Upon completion of the initial employment probation period of service, all Police Officers shall advance to Range I, Step A. Thereafter Officers shall advance one step each year of service effective on the employment anniversary date of the employee. Step advancements will automatic throughout the term of this agreement. C. Pay Plan Advancement for Officers hired at a Step other than Entry Level. Officers shall advance one step per year of service effective on the employment anniversary date of the employee. Step advancements will be automatic throughout the term of this agreement. 51 '- - 9007, .. ._ Employees hired under experienced based pay will be placed in the appropriate pay plan according to the years of service compensation is based on. A. New hires shall begin at Entry Level except when the new Officer is already a State Certified Peace Officer with prior law enforcement experience as a State Certified Peace Officer at another law enforcement agency within this State or otherwise. Should a State Certified Peace Officer with experience at another law enforcement agency be hired, the Chief of Police shall conduct a review of the individual's qualifications and experience and determine the appropriate entry-level salary within Range 1. No Officer shall be brought in at a step higher than Step E. New hire placement at a step other than entry level will only affect the employee's advancement on the Police Department Pay Plan. B. Pay Plan Advancement for current Officers and Officers hired at Entry Level. Upon completion of the initial employment probation period of service, all Police Officers shall advance to Range I, Step A. Thereafter Officers shall advance one step each year of service effective on the employment anniversary date of the employee. Step advancements will automatic throughout the term of this agreement. C. Pay Plan Advancement for Officers hired at a Step other than Entry Level. Officers shall advance one step per year of service effective on the employment anniversary date of the employee. Step advancements will be automatic throughout the term of this agreement. 51 '- Employees hired under experienced based pay will be placed in the appropriate pay plan according to the years of service compensation is based on. A. New hires shall begin at Entry Level except when the new Officer is already a State Certified Peace Officer with prior law enforcement experience as a State Certified Peace Officer at another law enforcement agency within this State or otherwise. Should a State Certified Peace Officer with experience at another law enforcement agency be hired, the Chief of Police shall conduct a review of the individual's qualifications and experience and determine the appropriate entry-level salary within Range 1. No Officer shall be brought in at a step higher than Step E. New hire placement at a step other than entry level will only affect the employee's advancement on the Police Department Pay Plan. B. Pay Plan Advancement for current Officers and Officers hired at Entry Level. Upon completion of the initial employment probation period of service, all Police Officers shall advance to Range I, Step A. Thereafter Officers shall advance one step each year of service effective on the employment anniversary date of the employee. Step advancements will automatic throughout the term of this agreement. C. Pay Plan Advancement for Officers hired at a Step other than Entry Level. Officers shall advance one step per year of service effective on the employment anniversary date of the employee. Step advancements will be automatic throughout the term of this agreement. 51 ARTICLE 33 COMPENSATION (continued) Section 2. In cases of transfer and /or promotion, the employee will advance to the same pay step in the appropriate range for his new job classification after which the employee shall continue to advance in the Pay Plan, according to Section B and Section C, effective on the employment anniversary date of the employee. Section 3. The following job classifications shall be compensated at the rate specified in the "Police Department Pay Plan" as follows: Officer Range 1 Sergeant Range 2 Lieutenant Range 3 Captain Range 4 Section 4. Employees of the bargaining union not eligible for a step increase shall be paid a one -time pay of Five Hundred Dollars ($500.00) on their fiscal year 2017 -2018 anniversary date. City of Owasso Daie F odge #149 52 i ..__ ������ , _ - ���� ' -' �y i ..__ Owasso Police Department Pay Plan G Effective July 1, 2046 2017 Entry A B C D Level 1 ear' 2 ear' 3 ear' 4 ear' E IS ear' F t6 warr G 7 ear' H 8 ar' I 9 veer)- J 10 ear' K III war)- Patrol 18.45 19.15 19.88 20.62 21.40 22.21 23.04 23.92 24.83 25.47 26.75 27.79 Sgt 22.61 23.47 Lt 25.74 Ca t 24.36 25.28 26.24 27.24 28.28 29.35 30.49 26.73 27.73 28.80 29.89 31.04 32.22 33.48 29.33 30.43 31.60 3204 . 34.08 35.36 36.75 City Owasso Date FOP todge #149 Date 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 30, 2017 BACKGROUND: In 2007, the Owasso City Council approved Part 10, Chapter 8 of the Owasso Code of Ordinances that regulated residential and business alarms. The goal of the ordinance was to reduce the number of false alarms to which the police department responded. The current ordinance mandates that alarm providers register their business with the police department. There is no registration fee imposed under this ordinance, but failure to register a business that provides alarm services could result in a fine for that business. In the event the business does not register, the ordinance states that police alarm response will not be provided to companies or individuals utilizing that business, absent some defined exceptions. Another provision found in the current alarm ordinance is the imposition of fines and suspension of alarm response when a business or residence has more than three false alarms within a calendar year. This provision was intended to hold the business or homeowner accountable for poorly maintained alarms or failure to properly train employees or family members on the use of alarms. ANALYSIS: For the past year, police staff has been carefully reviewing the effectiveness and practicalities of the current alarm ordinance. This review validated staff concerns. Research has shown that the false alarm problem is increasing. The rate of false alarms is outpacing the population growth of Owasso. The 2007 alarm ordinance was intended to reduce false alarms and the data shows that this goal is not being achieved. Staff argues that alarm companies are essentially selling police services to their customers. The expectation of an alarm owner is that when their alarm goes off, there will be a police response. Arguably, this expectation is what makes the presence an alarm system marketable to consumers, thus the ability to market a police response results in increased profit for alarm companies. FALSE ALARMS: Responding to alarms accounts for almost 11 % of all calls for police service with over 98% of those being false. In 2016, the police department responded to 1,805 alarm calls. Response to false alarms is causing significant budgetary concerns. Over the past five years, false alarms are estimated to have cost the City of Owasso over $200,000. In addition to budgetary impact, false alarms have a significant impact on the ability to serve customers for all other types of police calls. Alarm calls receive a priority status; therefore, an officer helping a citizen on a "non- emergency" call must leave that citizen to respond to an alarm. This results in unsolved problems, sub - standard investigations, . and citizen frustration for lack of attention to their concerns. Customer service is a core value of the police department and is critical to maintaining citizen support. Compromising the quality of work performed on calls for service also impacts problem solving, which may eventually lead to more crime. Analysis of the current alarm ordinance included researching how other municipalities manage false alarms. Staff determined that Owasso is not following best practices related to false alarm reduction. The majority of cities researched require citizens and businesses to register their alarms with the local police department. Research indicates that false alarms have been reduced substantially in communities where alarm registration by the alarm owner is required, followed by a fee for excessive false alarms. In some cases, the reductions have been as high as sixty percent. PROPOSED ALARM ORDINANCE: The proposed alarm ordinance would eliminate the requirement that alarm providers register their alarm companies. The proposed change would require individual alarm owners to register their alarms and would require a fee for that registration. Registration would allow the residential alarm owner two false alarm police responses per calendar year and three free responses for commercial alarms. After the free responses have been exhausted, a fee would be assessed. If an owner does not register the alarm, they would be assessed a fee for each false alarm police response. Fees would also be assessed for failure to register an alarm. The change would result in police responding to most alarm calls regardless of registration. The current ordinance states that police will not respond if an alarm provider is not registered. The current ordinance emphasizes suspending alarm response for excessive false alarms, whereas the proposed ordinance would utilize suspensions only on a very limited basis. The proposed ordinance is a fee based system in contrast to the current ordinance, in which fines are assessed for failure to register or for excessive false alarms. The fee based system removes accountability measures from municipal court and places them in a civil collections process. Currently, failure to pay a citation could result in the arrest of an offender, whereas the proposed fee system would turn a failure to pay over to collections. The proposed ordinance also includes an administrative appeals process for fees for excessive false alarms. In summary, staff has developed a proposed alarm ordinance for City Council consideration that has as its primary objective to reduce false alarms and secondly, to recuperate the cost of managing the alarm program and the cost of responding to alarms. The proposed ordinance and resolution would do the following: • Require registration of monitored alarms by property owners, • Charge a fee for alarm registration, • Charge a fee for excessive false alarms, • Charge a fee for failure to register an alarm, • Provide an administrative appeal process, and • Replace municipal court citations with a collections process. IMPLEMENTATION: The proposed ordinance includes an effective date of October 1, 2017. This effective date will allow ample time for educating the public and contracting with a third party vendor to manage the alarm registration and fee process. A variety of strategies will be utilized to educate the public including social media, NEXTdoor, Owassoisms, Owasso Reporter, utility billing flyers, television news, and door hangers. Officers will also make contact with store managers and /or business owners to ensure they are aware of the new ordinance. Registrations would begin on October 1, 2017, the effective date of the ordinance. The proposed strategy is to allow two months of registration with no fees being assessed during that time period for failure to register or for excessive false alarms. This time period would be considered a "grace" period. ALARM FEE RESOLUTION: A City Council resolution is the preferred method to establish fees. The proposed resolution establishes alarm registration fees for individuals and businesses. It is proposed that government buildings would be exempt from registration fees. Further, the resolution establishes fees for failure to register an alarm, excessive intrusion alarms, excessive holdup /panic alarms, or a combination of both types of false alarms. The fees have been established on a separate scale for residences and businesses. Of note: business fees are higher than residential fees due to the additional resources needed to respond to business alarms. The resolution also allows a waiver of the first false alarm fee if the alarm owner takes a false alarm reduction course. Government buildings are not exempt from failure to register fees and excessive false alarm fees. The alarm fee resolution establishes that fees for registration would initiate on October 1, 2017, and fees for failure to register and excessive alarms would begin on December 1, 2017. RECOMMENDATION Staff recommends approval of Ordinance 1 103 amending Chapter 8, Alarms establishing definitions, regulations, registration, and authorizing fees for residential, commercial and governmental alarms within the Owasso city limits. Staff recommends approval of Resolution 2017 -10 establishing fees for alarm registration, for failure to register and for false alarm responses. ATTACHMENTS: Ordinance 1103 Resolution 2017 -10 CITY OF OWASSO, OKLAHOMA ORDINANCE 1103 AN ORDINANCE REPEALING PART TEN (10), OFFENSES AND CRIMES, CHAPTER EIGHT (8), ALARMS, SECTIONS 10 -801 THROUGH 10 -809, AND ENACTING SECTIONS 10 -801 THROUGH 10 -808 OF THE CODE OF ORDINANCES OF THE CITY OF OWASSO, OKLAHOMA, ESTABLISHING DEFINITIONS, REGULATIONS, REGISTRATION, AND AUTHORIZING FEES FOR RESIDENTIAL, COMMERCIAL, AND GOVERNMENTAL 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 Device has been activated at an Alarm Site and requesting the police department to respond. "Alarm Response" means police personnel were subject 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 Police Alarm Device at an Alarm Site; 2. Is named on the alarm registration; and 3. Is financially responsible for the operation of a Police Alarm Device. As used in this chapter, the term "Alarm User" may mean more than one person, if more than one person is listed on the registration and has accepted financial responsibility for operation of a Police Alarm Device. Persons with Self- monitored Police Alarm Devices, not connected to an Alarm Business, are not considered Alarm Users and are not subject to registration. "Audible Alarm" means any Police Alarm Device designed to produce an audible signal at the property where it is installed. "Cancellation" or "Cancelled" means a cancellation signal is received indicating a valid user has disarmed the alarm and /or voice verification has been received by the Alarm Provider and communicated to the Police Department prior to the arrival of police personnel at the Alarm Site. Cancelled alarms are not subject to a False Alarm Fee. "Commercial" means any business, individual, industrial, retailer, or any other nonresidential Alarm Site. "Failure to Register Fee" means a fee, assessed upon an Alarm User, for failure to register and pay the appropriate Annual Alarm Registration Fee for an Alarm Site which has been subject to an Alarm Response. "False Alarm" means any Alarm Response that is not triggered by criminal or suspicious activity. Alarms triggered by faulty equipment, human error, animals, etc. are all considered to be false alarms for the purposes of this section. "False Alarm Fee" means a fee, assessed upon an Alarm User, for a False Alarm occurring from their Police Alarm Device and their Alarm Site which resulted in police response and was not 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 Alarm which is activated via sensors indicating entry into a secure area such as a glass break, motion detector, or contact sensor on a window, door, etc. "No -Fee Alarm" means an Alarm which is determined by a police patrol supervisor to be free from False Alarm Fees due to compelling circumstances as determined by the responding officer. The Chief of Police or the Chief's designee may also designate that an alarm be classified as a No -Fee Alarm. "Police Alarm Device" means any device that is designed or used to signal the occurrence of a burglary, robbery, or other criminal offense. This term does not include an alarm affixed to an automobile nor does it include fire alarms or medical emergency alarms. "Registered Alarm" means an Alarm Site that has been duly documented and reported to the city and for which the appropriate Annual Alarm Registration Fee has been paid. "Residential" means any property designed and used principally for single - family or multi- family purposes. SECTION 10 -803 ALARM REGISTRATION REQUIRED A. No Alarm User shall operate, or cause to be operated a Police Alarm Device at any Alarm Site without a valid, Registered Alarm. A separate alarm registration is required for each Alarm Site. B. Alarm registrations must be renewed annually and will be valid for one year from the date of registration. C. The schedule of fees for Annual Alarm Registrations and Failure to Register for Residential, Commercial, and Governmental Alarm Sites shall be determined by the City Council. D. Government Alarm Sites are exempt from Annual Registration Fees. SECTION 10 -804 LENGTH OF AUDIBLE SIGNAL Audible Alarm signals must terminate within ten minutes from the time activated. Operation of an alarm that does not automatically terminate the audible signal within ten minutes shall be a violation of applicable noise ordinances and shall be subject to penalty. SECTION 10 -805 RESPONSIBLITIES OF POLICE ALARM USER Every Alarm User shall: 1. Inspect, maintain, and repair a Police Alarm Device to insure its proper operation. 2. Educate and train all employees and other persons who may in the course of their activities be in a position to accidentally activate a Police Alarm Device. 3. Assure that a responsible person responds to every activation of a Police Alarm Device within twenty minutes after being requested to respond by the City's police communications center. 4. Ensure that their Alarm Provider attempts to verify any Intrusion Alarm with the Alarm User prior to making an Alarm Dispatch Request to the Police Department. The Alarm User shall 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, may inspect any Police Alarm Device at any Commercial or Governmental Alarm Site in the presence of the property owner, following notification to the 3 property owner no less than twenty -four (24) hours prior to the inspection, to determine whether the alarm device is being used in conformity with the provisions of this chapter. SECTION 10 -807 FALSE ALARMS A. Every False Alarm response which has not been Cancelled prior to the arrival of a police officer may be subject to a False Alarm Fee. B. Police patrol supervisors, the Chief of Police or those designated by the Chief 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. C. False Alarm responses to Alarm Sites that do not have a current alarm registration shall be subject to an additional fee for Failure to Register. D. False Alarm Fees shall be on an escalating fee schedule based on the number of False Alarms during the registration year. E. False Alarm responses to Hold Up or Panic Alarms shall be subject to a fee greater than Intrusion Alarms due to the heightened level of response to such alarms. F. The Alarm Administrator will be authorized to bill the Alarm Users on behalf of the city for all fees accrued due to violations of alarm ordinances. G. The schedule of fees for False Alarm Response to Residential, Commercial, and Governmental registered and non - registered Alarm Sites shall be determined by the City Council. SECTION 10 -808 APPEALS PROCESS Failure to Register Fees are not subject to appeal. A False Alarm Response Fee may be appealed to the Alarm Appeals Administrator as follows: A. The appeal process is initiated by the Alarm User sending an appeal notice to the Alarm Appeals Administrator requesting that the False Alarm Fees be waived, and specifying the reasons for the appeal. 1. This appeal notice must be received by the Alarm Appeals Administrator within twenty -one (21) days after the postmarked date or email date of the initial invoice to the alarm user. 2. False Alarm Response Fees may be appealed on the grounds that the incident cited as the basis for the service fee was, in fact, a Genuine Alarm response. 3. The False Alarm Fee may be waived if the appellant can provide detailed, credible evidence that supports the contention that the involved incident was a Genuine Alarm or can provide documentation that the alarm was the result of a compelling circumstance and should be classified as a No -Fee Alarm. Appeal decisions of the Alarm Appeals Administrator are subject to review and approval by the City Manager. The City Manager's decision is final and no further appeals or remedies are available. C. If the amount of the fee is affirmed or modified, that amount becomes due and payable SECTION THREE (3): REPEALER All ordinances or parts of ordinances, in conflict with this ordinance are hereby repealed to the extent of the conflict only. SECTION FOUR (4): SEVERABILITY If any part or parts of this ordinance are deemed unconstitutional, invalid or ineffective, the remaining portion shall not be affected but shall remain in full force and effect. SECTION FIVE (5): DECLARING AN EFFECTIVE DATE The provisions of this ordinance shall become effective October 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 51h day of July, 2017 ATTEST: Sherry Bishop, City Clerk APPROVED as to form and legality: Lyndell Dunn, Mayor Julie Lombardi, City Attorney CITY OF OWASSO, OKLAHOMA RESOLUTION 2017 -10 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OWASSO, OKLAHOMA ESTABLISHING FEES FOR ANNUAL ALARM REGISTRATION, FAILURE TO REGISTER, AND FALSE ALARM RESPONSE WHEREAS, the City of Owasso Police Department responds to alarms when they are activated and incurs operational and administrative costs; and WHEREAS, the City of Owasso requires all persons, businesses, and governmental entities to obtain an annual registration before operating their alarm system; and WHEREAS, the City Council desires to establish Annual Alarm Registration Fees, Failure to Register Fees, and False Alarm Response Fees for Residential, Commercial, and Governmental Alarm Sites. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF OWASSO, THAT: Section One: Annual Alarm Registration Fees for Residential, Commercial and Governmental Alarm Sites are hereby established as: Residential Alarms Commercial Alarms Governmental Alarms $30 per address $100 per address No charge 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 Commercial Failure to Register Fee $200 per address Governmental Failure to Register Fee $200 per address Section Three: False Alarm Response fees for Residential alarm sites are hereby established as: Registered Non - Registered Responses Panic/ Panic/ per Year Intrusion Hold -up Intrusion Hold -up 1st $0 $0 $50 $100 2nd $0 $0 $50 $100 3rd $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 Response Fees for Commercial and Governmental Alarm Sites are hereby established as: Section Five: Registered Residential Alarm Users shall not be charged for the first two (2) False Alarm Responses per registration year. Registered Commercial and Governmental Alarm Users shall not be charged for the first three (3) False Alarm Responses per registration year. An Alarm User may be afforded the opportunity to attend a false alarm prevention class in lieu of the first False Alarm Fee. Section Six: Non - registered locations shall be charged for both the False Alarm Response Fee and for a Failure to Register Fee for each False Alarm until the location is properly registered. Section Seven: The fees established pursuant to this Resolution for Annual Alarm Registration shall become effective October 1, 2017. Section Eight: The fees established pursuant to this Resolution for Failure to Register and for False Alarm Response shall become effective December 1, 2017. APPROVED AND ADOPTED this 5th day of July 2017, by the City Council of the City of Owasso, Oklahoma. A Sherry Bishop, City Clerk Lyndell Dunn, Mayor APPROVED AS TO FORM: Julie Trout Lombardi, City Attorney Registered Non- Registered Responses Panic/ Panic/ per Year Intrusion Hold -up Intrusion Hold -up 1st $0 $0 $100 $200 2nd $0 $0 $100 $200 3rd $0 $0 $100 $200 4th $100 $200 $100 $200 5th $100 $200 $100 $200 6th $200 $400 $200 $400 7th $200 $400 $200 $400 8 or more $300 $600 $300 $600 Section Five: Registered Residential Alarm Users shall not be charged for the first two (2) False Alarm Responses per registration year. Registered Commercial and Governmental Alarm Users shall not be charged for the first three (3) False Alarm Responses per registration year. An Alarm User may be afforded the opportunity to attend a false alarm prevention class in lieu of the first False Alarm Fee. Section Six: Non - registered locations shall be charged for both the False Alarm Response Fee and for a Failure to Register Fee for each False Alarm until the location is properly registered. Section Seven: The fees established pursuant to this Resolution for Annual Alarm Registration shall become effective October 1, 2017. Section Eight: The fees established pursuant to this Resolution for Failure to Register and for False Alarm Response shall become effective December 1, 2017. APPROVED AND ADOPTED this 5th day of July 2017, by the City Council of the City of Owasso, Oklahoma. A Sherry Bishop, City Clerk Lyndell Dunn, Mayor APPROVED AS TO FORM: Julie Trout Lombardi, City Attorney CITY OF OWASSO GENERALFUND PAYROLL PAYMENT REPORT PAY PERIOD ENDING 06/24/17 Department Payroll Expenses Total Expenses Municipal Court 5,85421 6,795.52 Managerial 24,317.71 29,007.53 Finance 17,660.88 20,934.14 Human Resources 9,255.97 11,037.91 Community Development 17,446.34 20,738.14 Engineering 18,345.98 21,743.49 Information Systems 14,368.21 17,154.19 Support Services 8,675.47 10,240.02 Cemetery 3,086.65 3,632.40 Police Grant Overtime 2,031.07 2,058.51 Central Dispatch 20,301.52 24,120.75 Animal Control 3,801.60 4,449.71 Emergency Preparedness - Stormwater /ROW Maint. 14,084.18 16,512.46 Park Maintenance 9,149.35 10,848.93 Culture /Recreation 5,266.76 6,300.55 Community- Senior Center 4,629.00 5,309.01 Historical Museum 664.40 745.98 Economic Development 3,446.85 4,115.19 General Fund Total 182,386.15 215,744.43 Garage Fund Total 7,261.56 7,261.56 Ambulance Fund Total 553.85 621.86 Fire Fund 37 Total 154,124.60 183,123.34 Police Fund 38 Total 143,329.84 169,120.55 Streets Fund 39 Total 14,428.53 17,254.82 Stormwater Fund 27 Total Worker's Compensation Total 5,337.75 6,379.04 Strong Neighborhoods Total 3,891.76 4,593.55 CITY OF OWASSO HEALTHCARE SELF INSURANCE FUND CLAIMS PAID PER AUTHORIZATION OF ORDINANCE #789 AS OF 6129117 VENDOR AETNA HEALTHCARE MEDICAL SERVICE HEALTHCARE MEDICAL SERVICE HEALTHCARE MEDICAL SERVICE HEALTHCARE MEDICAL SERVICE ADMIN FEES STOP LOSS FEES HEALTHCARE DEPT TOTAL DELTA DENTAL DENTAL MEDICAL SERVICE DENTAL MEDICAL SERVICE DENTAL DEPT TOTAL VSP ADMIN FEES VISION DEPT TOTAL HEALTHCARE SELF INSURANCE FUND TOTAL U Ti.�LLolyilk 36,119.55 69,344.42 39,271.31 36,677.86 13,744.16 47,566.40 242,723.70 6,495.07 3,743.83 10,238.90 1,144.30 1,144.30 254,106.90