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HomeMy WebLinkAbout2005.02.08_City Council Agenda_SpecialTYPE OF MEETING: Special DATE: February 8, 2005 TIME: 6:00 p.m. PLACE: Old Central, Council Chambers 109 N. Birch Notice and agenda filed in the office of the City Clerk and posted on the City Hall bulletin board at 4:00 PM on Friday, February 4, 2005. Juli�rin M. Stevens,' Administ ar t vi e Assistant I. Call to Order Mayor Kimball 2. Discussion relating to Community Development Department items Mr. Rooney Attachment #2 A. Final Plats (2) 3. Discussion relating to vehicle purchases for the Fire and Police Department Mr. Rooney Attachment #3 Owasso City Council February 8, 2005 Page 2 4. Discussion relating to City Manager Items Mr. Ray Attachment #4 A. Bailey Ranch Golf Course Capital Improvement Plan B. Public Works Refuse Vehicle Purchase C. FY 2005-06 budget Adj ournment TOo THE HONORABLE MAYOR AND COUNCIL CITY OF OASSO OM® CHIP MCCIILLEY CITY PLANNED SUBJECT- FINAL PLAT (Tyann Plaza II) DATE- February 7, 2005 Tyann Plaza, LLC has submitted an application to the Planning Commission for approval of a final plat for Tyann Plaza II, located south of E. 96th St. N. on the cast side of the Owasso Expressway on the north side of the service road. The applicant wishes to create one lot on 1.15 acres for commercial use. A general area map is attached. The property is approximately 1.15 acres in size and is zoned CS (Shopping Center District). The subject property is undeveloped. The property to the north is zoned CS and is undeveloped. Property to the east and to the south is zoned OM (Medium Intensity Office) and is also undeveloped. The Owasso Expressway runs along the western border of the property. The Waterford Plaza, Walgreen Drug Store, and Home Depot border the development to the east. An off site stormwater detention center is adjacent to the southeast. The four primary steps in the development of commercial property in Owasso include annexation, zoning, platting, and site planning. The third step in the development of property is platting. A preliminary plat is required for any development that proposes to divide land into two or more lots. Plats illustrate the development concept for the property, and are often modified significantly after being reviewed by the Technical Advisory Committee (TAC), and the Owasso Planning Commission. Sometimes, difficult development issues such as existing utility lines, wells, or easements are brought to light at the preliminary plat stage and must be remedied prior to development. Once the property development proposal shows a division of lots that is acceptable to both the developer and the City of Owasso, a final plat application is submitted. A final plat illustrates the layout and dimension of lots included on the final plat, right-of-way widths, easements, and other physical characteristics that must be provided for review by the City. After obtaining approval from the TAC and Planning Commission, the final plat is considered by the City Council. If approved, the final plat is filed with the office of the County Clerk and governs all future development on that property. The applicant is requesting this review in order to facilitate commercial development on a 1.15 acre tract. The subject property is zoned CS Commercial Shopping Center District. According to the City of Owasso Zoning Code, uses allowed in CS districts include offices, studios, restaurants, convenience stores, shopping centers, service stations, etc. Since this is a one lot development there is no preliminary plat required. Off site storrnwater dentition has been provided for this development to the southeast in the storm water detention center behind Nome Depot. The site is within the City of Owasso's utility service district. It will be provided water and sewer services by the City of Owasso. The proposed final plat satisfactorily meets the requirements established in the Owasso Zoning Code. Necessary utility easements have been established along the parameters of the proposed plat to accommodate essential utility placement and access. The Owasso Technical Advisory Committee reviewed the final plat at the January 26, 2005 regular meeting. At that meeting, utility providers, as well as staff, are afforded the opportunity to comment on the plat and request any additions and/or concerns. The following TAC recommendation was addressed: All separate instruments shown on plat must be noted by book and page. Staff recommends approval of the Tyann Plaza II Final Plat with the following conditions: All separate instruments shown on plat must be noted by book and page. 1. Case Map Owasso Community Development Department 111 N. Main 5t. Owasso, OK 74055 918.376.1500 918.376.1597 www.cityofowasso.com TO- THE HONORABLE 1LdE MAYOE® AND COUNCIL CTI'Y OF OASSO FROM- CHIP MCCULLEY CITY PLANNER SUBJECT: FINAL PLAT (Caudle Center) DATE- February 7, 2005 The staff has received an application for the review of a final plat for Caudle Center, located at the southwest corner of E. 96th St. N and N. Garnett. The applicant wishes to create one lot on 4.06 acres for commercial use. A general area map is attached. The property is approximately 4.06 acres in size and is zoned CS (Shopping Center District). The subject property is undeveloped. The property to the north and south is zoned commercial. Property to the west is zoned RS-3 (Residential Single -Family), and agricultural to the east, across Garnett. The four primary steps in the development of commercial property in Owasso include annexation, zoning, platting, and site planning. The third step in the development of property is platting. A preliminary plat is required for any development that proposes to divide land into two or more lots. Plats illustrate the development concept for the property, and are often modified significantly after being reviewed by the Technical Advisory Committee (TAC), and the Owasso Planning Commission. Sometimes, difficult development issues such as existing utility lines, wells, or easements are brought to light at the preliminary plat stage and must be remedied prior to development. Once the property development proposal shows a division of lots that is acceptable to both the developer and the City of Owasso, a final plat application is submitted. A final plat illustrates the layout and dimension of lots included on the final plat, right-of-way widths, easements, and other physical characteristics that must be provided for review by the City. After obtaining approval from the TAC and Planning Commission, the final plat is considered by the City Council. If approved, the final plat is filed with the office of the County Clerk and governs all future development on that property. The applicant is requesting this review in order to facilitate commercial development on a 4.06 acre tract. Access to and from the site will be granted by both F 96th St. N and N. Garnett. The subject property is zoned CS Commercial Shopping Center District. According to the City of Owasso Zoning Code, uses allowed in CS districts include offices, studios, restaurants, convenience stores, shopping centers, service stations, etc. Since this is a one lot development there is no preliminary plat required. Whenever any subdivision of land is proposed, before any permit for the erection of a structure in such proposed subdivision shall be granted, the owner of the land or his agent shall apply for and secure both Planning Commission and City Council approval of a final plat for such proposed subdivision. The Caudle Center Final Plat meets all Owasso Zoning Code and Subdivision requirements. Adequate easements have been established along Right -of -Ways and shared lot lines to enable development services. The lot will be served by City of Owasso water and sewer. The bulk and area specifications for this site are more than adequate for the placement of a commercial facility. The Owasso Technical Advisory Committee reviewed the final plat at the January 26, 2005 regular meeting. At that meeting, utility providers, as well as staff, are afforded the opportunity to comment on the plat and request any additions and/or concerns. No concerns were expressed. Staff recommends approval of Caudle Center Final Plat. 1. Case Map TO: THE HONORABLE MAYOR AND COUNCIL CITY OF OWASSO FROM - ; POLICE DATE- February 3, 2005 POLICE DEPARTMENT: Currently the department's fleet has 36 vehicles to accommodate 27 patrol officers, 5 detectives and 30 reserve officers. Of those cars, eight are at least seven years old. The City of Owasso currently has assigned one vehicle per officer for crime prevention purposes, to reduce maintenance costs, and to encourage employee ownership resulting in better care and longer vehicle life. The FY 2004-2005 operating budget provides funding for the purchase of two vehicles; one police 4-door sedan for the patrol division and one sport utility vehicle for the purpose of having one four-wheel drive per shift in cases of inclement weather. In September 2004, the department purchased the police sedan and is now seeking to purchase one (1) four-wheel drive Ford Expedition Sport Utility Vehicle. If the purchase of the vehicle is approved, only two shifts will remain that will require such a vehicle to meet the goal of having one four-wheel drive vehicle on each shift. Plans to purchase the remaining two four-wheel drive vehicles will be included within the police department budget submittals over the next two years. FIRE DEPARTMENT The fire department budget provides funding for a new administrative vehicle in FY 2004-2005. This vehicle purchase will replace a 1993 Chevrolet Caprice that the department currently has in its fleet. The 12 year old vehicle was transferred to the fire department after being used by the police department for nine years as a patrol unit. Currently the vehicle has over 120,000 miles of usage. The request is for the department to purchase one (1) four-wheel drive Ford Expedition Sport Utility Vehicle for fire department administrative and operational purposes. SPORT UTILITY VEHICLE PURCHASE POLICE AND FIRE DEPARTMENTS Page 2 of 2 METHOD OF PURCHASE. Recently the police and fire department contacted support services in order to utilize the new method of purchasing that was introduced to the city in December 2004. The new method offered by Ecuity uses a form of reverse bidding which allows municipal governments to post bid specifications on the internet, invite vendors to bid, set a time frame for bidding and in the process watch vendors compete (real time) for the winning bid. SULTS In January 2005 three (3) vehicle dealerships, Danny Beck Chevrolet, Classic Chevrolet and Doenges Ford submitted documentation to participate in the reverse bid auction. On January 21, 2005 at 2:00 PM the bid process began with a total of 30 bids placed from the three noted vendors, during the 30 minute period. The final low bid noted in this reverse auction was from Doenges Ford in the amount of $25,067.00 per vehicle, approximately $500.00 per vehicle below the 2005 state bid price. Specifications set forth in the bid required the standard three- year, 36,000 mile bumper to bumper warranty. FUNDING. Adequate funding for this purchase is available within the "Capital Outlay -- Vehicles" line item of the Police and Fire Department Budgets. RED S` - This request is for approval to purchase two (2) four-wheel drive 2005 Ford Expeditions in the amount of $50,134.00 from Doenges Ford in Bartlesville, OK. If approved for purchase, the departments will place the order for these vehicles and the vehicles would then be delivered within 6-8 weeks. RIElCOMMENDATION: Staff plans to recommend Council award the bid for the purchase of two (2) four-wheel drive 2005 Ford Expeditions to Doenges Ford in Bartlesville, OK for the amount of $50,134. Please note that because this is the first time the city has utilized the reverse auction bidding opportunitysystem, this item has been placed on the work session agenda to afford the Council an tregarding process.indications beplaeed on the work i session agendas. N TO: THE HONORABLE MAYOR AnD CG'VNCIL CITY OF OWASSO FROM- TIMOTHY ROONEY ASSISTANT CITE' MANAGER CAR PUC BAILEY RANCH GOLF CLUB BACKGROUND: At the January 11, 2005 Council Work Session, Mr. Ken Campbell and Mr. Corey Burd presented the 2005 Work Flan for the Bailey Ranch Golf Club. Included as a requirement for the implementation of that plan was the development of a three year Capital Outlay Plan (See attachment). The five year plan calls for the replacement and/or purchase of various machinery and equipment in order to enhance the golf experience at Bailey Ranch Golf Club, improve customer service at the facility, and address management concerns regarding day-to-day operations. The number one priority contained within the Capital Outlay Flan is the purchase of a new fleet of golf cars in order to replace the existing fleet which has become increasingly unreliable and expensive to maintain. The current fleet has been utilized at Bailey Ranch Golf Club for over 6 years. GOLF CAR SPECIFICATIONS: Mr. Campbell and Mr. Burd have developed specifications in order to solicit bids for the purchase of new cars. The specifications call for a model of golf car that is of a higher quality than that of the existing fleet, one that staff believes will present savings in the maintenance and operating costs over the life of the fleet. Unique specifications include the following: Battery Svstem — 48 volts, four 12-volt Trojan storage batteries, heavy duty, deep cycle. The current fleet is also a 48 volt system, but utilizes 6 batteries. The reduction in the number of batteries and the accompanying cables/connectors should reduce maintenance costs of the fleet. The batteries would be guaranteed — fully — for 4 years. Car Frame — The frame of the cars would be aluminum, as opposed to steel. This allows for a lighter weight cart. Speed Re ug lator — The cars would have a programmable speed regulator. This would be accomplished through a hand-held device that allows Bailey personnel to program the acceleration and speeds of the cars between 6.8 and 14.8 miles per hour. This will result in the reduction of the amount of accidents with the golf cars by having the ability to control the speeds. Bumper System — 360' bumper protection, including 5 miles per hour front and rear bumpers, side bumpers, and wrap around protection for front body. This would prolong the life of the cars through the reduction of damage to internal components as a result of accidents. A total of 72 cars would be purchased from the successful bidder, accompanied by 1 gas powered driving range vehicle utility car. TRADE-IN OPTION: Included within the bid specifications would be the requirement for bidders to provide a discount on the bottom line costs for the new fleet of cars based on a trade-in value of the existing fleet. 'Upon obtaining that trade-in value, the cars will be offered for public purchase on e-Bay. The cars would be offered in one grouping and would not be permitted to be purchased at a cost less than what is offered by the best bid received. This allows staff and the Council to ensure that the highest possible value is retrieved from the existing fleet. The total number of cars that would be traded is also 72 cars accompanied by 1 driving range vehicle. FUNDING: The funding for the purchase of the cars is proposed to be accomplished via a Revenue Anticipation Dote. Under this proposal, the City would lend the Golf Course funds to allow for the purchase of the cars accompanied by a nominal interest rate. This rate would be significantly lower than a lease/purchase option that was utilized to purchase the existing fleet — most likely at the rate of 2%. Additionally, funding was included in the FY 2004-05 Capital Outlay budget for the Golf Course to allow for payments to begin on a new fleet of golf cars in the spring of this year. Total payment time would be spread over a four year period. COSTS® The estimated cost for the purchase of the new fleet of golf cars is $245,000, after trade- in allowances are made. QUEST If no concerns are expressed by the Council, staff would like to pursue and advertise the bidding of the golf cars in order to receive the new fleet prior to the upcoming golf season. 1. Capital Outlay Plan for Bailey Ranch 1 To- RODNEY r. SHERRY " BISHOP �" i ' rram�` ��3 x `�. ; i►a , i 1 O i TIMOTHY ROONEY ASSISTANT CITY MANAGER FROM: KE N CAM ELL E . CAPITAL The following items have been identified as Capital Outlay needs for Bailey Ranch Golf Course through the end of FY 2005-06. The items have been divided into four areas — Maintenance Equipment, Club House, Car Services, and Signage. Maintenance Equlpment Greenside Fans (FY04/05) - Fans are needed to improve air circulation to 41 and #13 greens. Large fans are needed to move large quantities of air at a slow speed to prevent drying out the greens. Good greens arc one of the most important qualities that a golfer considers when determining where to play. Jacobson AR250 Rough Mower (FY04/05) - Our current rough unit is 12 years old and is beyond its useful life and is not repairable. We are proposing the purchase of a used model to be more cost effective. Cushman Spraytek (FY04/05) - Our current chemical applicator is 12 years old and has become undependable. Effective calibration and timely applications of chemicals are the basis for quality turf conditions. Jacobson Bunker Rake (FY04/05) - We currently use 2 different machines to maintain sand traps. The new equipment would replace both of those machines and reduce labor on bunker maintenance. Jacobson Fairway Mowers (FY05/06) - Our current Fairway Mowers are 12 years old and have become undependable. Repairs have become frequent and parts and labor have been costly. During the growing season fairways require frequent mowing and we cannot afford down time with our mowers. Club House Voicemail Phone System (FY04105) - This will improve efficiency of the sales staff and reduce call volume through the golf shop. Potential customers will be able to dial the sales staff directly. Calls and messages will pass through fewer hands resulting in higher customer satisfaction. Video Surveillance (FY05106) - We feel this will reduce theft and increase employee efficiency. Car Services New Golf Car Fleet (FY04105) - Our current fleet is moving into its 7t1' season. The golf cars are cosmetically and mechanically run down. A new fleet of golf cars will help re- establish our image as "upscale" well as reduce maintenance and repair costs. This is the number one priority contained within the plan. Lange Ball .Picker (FY05106) - The current ball picker is 12 years old. Replacement parts are all discontinued. A new picker is necessary to protect our range ball inventory. Si nag_e (Misc) (FY05106) - Consistent directional signage is needed to help customers locate the clubhouse and reduce the stress of finding us. On course signage is needed to reduce public trespassing and the possibility of injury to golfers and the general public. MEMORANDUM SUBJECT: PURCHASE OF RESIDENTIAL REFUSE COLLECTION VEHICLE DATE: February 3, 2005 The FY 04-05 Public Works Department Refuse Division budget includes funds for the purchase of a new refuse collection vehicle. The vehicle will supplement the present equipment fleet consisting of two 2003 Crane Carriers, a 1998 Lodal, a 1996 International, a 1992 Lodal, and two 1986 Internationals. The 1996 International is not currently operational pending repairs scheduled in FY 05-06. Additionally, the 1986 Internationals are in need of replacement because of poor structural and mechanical condition. Currently Public Works operates seventeen (17) refuse collection routes per 5-day week — two four (4) collection routes (1 day per week) and three (3) collection routes (1 day per week) — and three (3) yardwaste collection routes (from May to October). Continued growth in residential development necessitates that at least one collection route and one yardwaste route be added in FY 04-05. To ensure an adequate amount of equipment is available in case of vehicle breakdown or extended down time for repairs, the additional refuse vehicle was included in the budget. All replaced vehicles are utilized for preventive maintenance rotations, emergency backup and seasonal yardwaste collection as long as they remain operational. VEHICLE SPECIFICATIONS: Specifications were designed by joint consensus Of personnel front both the Public Works and Vehicle Maintenance Departments. It was agreed that perforinanec-based Items would be included that account for equipment operating history. The specifications were developed so as to not exclude a variety of vendors; however, the design of the vehicle was selected to enable a one-n1,111 operation with scilli-automated side-Ioadcr (cart lifter). Page 2 Refuse Collection Vehicle Bid Award ID ANALYSIS; In September 2004, the specification packet and bid documents were mailed to prospective bidders. On October 6, 2004, a total of four (4) bids were received from vendors. Bids are summarized as follows: Vendor Base Bid Alternates Extended Price McNeilus Companies $144,179.00 $4,300.00 $148,479.00 J & R Equipment $148,673.00 $3,537.00 $152,210.00 Tulsa Freightliner $152,700.00 $3,608.00 $156,308.00 Mack Truck $169,001.59 $4,275.00 $173,276.59 As per the tabulation above, McNeilus Companies submitted the apparent load bid for $148,479.00. Vehicle Maintenance and Public Works personnel evaluated vehicle design for operational functionality and serviceability found the submittal to be acceptable. Based on the evaluation and comparisons of bids (in the opinion of the Refuse Collection Division and Vehicle Maintenance Department) the bid submitted by McNeilus Truck & Manufacturing, Co. provides a vehicle that is in conformance with established specifications and operational requirements. FUNDING SOURCE - Funding for the purchase of the refuse collection vehicle is included in the FY" 04-05 Refuse Division budget (line item 61-480-54500) in the amount of $150,000. RECOMMENDATION: Staff recommends Trustees award the purchase of a refuse (31-cubic yard) side -loader vehicle from McNeilus Truck & Manufacturing, Co., Hutchins, Texas, in the amount of $148,479 and authorization for payment. A. Bid proposals from McNeilus 02 W_ ONE SEMI -AUTOMATED SIDE -LOADER REFUSE COLLECTION VEHICLE 0 BASE BID AS SPECIFIED $ 144,179.00 ALTERNATE ffl Vehicle with 25 cubic yard capacity DEDUCT $ 2,000.00-- 26 YAM TIME OF DELIVERY: 1'5 0 calendar days from date of award. REFUSE INDUSTRY SPECIALIST Title 1101 1 45 SOUTH HUTCHINS,TEXAS 75141 TWE 116 rMMNQj. Tbad -Section I —TRUCK SPECIFICATIONS 4. 3npmie; change item a. i a. & d as follows; iL Diesel, electrohyMulic fiW system. Minimum 285 1HP ii-line 6 cylinders at 2,300 RPM. (Wet sleeve engine design). t'37-I I 1� 7111 ra r,"IMM"MOMM I IMI Dallas )SS em" \I M \ I \I dIUL.W1110 PRESENTED E-r TO xl-!�Ia 510 ME, will"ll, :�; i } 1 1 UD 101-Matinitta Vnipla-U--awnt �$J�Jcuritv T1arrcuti5,-3ian ,Jon Brock, Executive Director Represendrig Employers Afflus Hilburn, Commissioner 'ed Weber. Commissioner The Honorable Susan Kimball Mayor City of Owasso P.O. Box 180 Owasso, OK 74055 Dear Mayor Kimball: Reprpscmdng the Public Rev. VV. B. Parker, Chairman 31 January 2005 Brad Hemy, Governor- RepreseriiWig Employees David Hill, Commissioner Mike Wester, Commissioner I would like to take this opportunity to convey my gratefiA appreciate to The Staff, Owasso Community Center. Especially Jan Worley, Director arid Pat Nicholson. In my endeavor to find a location to assist the Wal-Mart Distribution Center in their search for new employees, they volunteered the Owasso Community Center for a two day Job Fair, so that the residents in the Owasso area may make application for the new center, Their willingness to assist is very commendable. I enjoy working with people who care about the residents of a community. The City of Owasso should be proud to have such fine employees. Thank you, Mike Tillotson Tulsa Area Program Manager Oklahoma Employment Security Commission Workforce Oklahoma 2 North Elgin Tulsa, OK 74120 Will Rogers Mennodal Office Building - 2401 North Lincoln BOL)IOVard - Post Office Box 52003 - Oklahoma City, Oklahoma 73152 2003 - Telephone (405) 557-0200 - FAX (405) 557-7256 Adoption of an annual budget is the single -most decisionimportant policy the City Council. ® Staff Research & Development of Issues ® Council Discussions of Polices & Issues • Final Staff Submittals of Budget Requests • City Manager Review ® Final Development ® Submission to City Council ® City Council Review & Public Hearing held ® City Council Adoption The staff has completed an initial review & evaluation of each department and developed * Personnel Requests and 5 year plan * Requests for Capital Outlay and mCompliance Issues eNew Programs ^ u1.5NEW EMPLOYEES *1.147,500 ^ CAPITAL OUTLAY COSTS ($i.147.O00) ^ CAPITAL IMPROVEMENTS ($V,1O0'OOO) ~ COMPLIANCE ISSUES ($1.175.000) The goal of a budget is to - DELIVER services °BALANCE community needs bx managing multiple priorities ° IMPLEMENT o strategic approach IN Before we begin with specific issues, there are some broad general questions that should be discussed within the context of developing a budget. Discussion of the questions will help us determine: What are our biggest challenges? Where should we focus our resources? What are our core services? What are we NOT doing that worries you? What OTHER opportunities should we be pursuing? ex. Technology, Quality of Life, Infrastructure Where are we FAILING? What are we MISSING that prevents the City's move from GOOD TO GREAT? . What are we DOING well? Significant Issues that Impact the Budget include: ® FUND RESERVE POLICY — How much is enough? ® PUBLIC INCENTIVES FOR ECONOMIC DEVELOPMENT — Does it really contribute to economic growth? ® EMPLOYEE COMPENSATION —Should we be the leader? I Significant Issues that Impact the Budget include - FUND RESERVE POLICY — Flow much is enough? A 5-15 % of Revenues OR 1-2 months of Regular Operating Expenditures © Factors to Consider Predictability / Volitility of Revenue Availability of Funds from Other Operations (OPWA) Liquidity of Funds Restricted Funds Auditors performeter tool (GAAP Basis) 10 % = Satisfactory 30% = Excellent > 12004 Audit = 3, i the Budget l d FUND RESERVE POLICY -- Flow much is enough? PUBLIC INCENTIVES FOR ECONOMIC DEVELOPMENT — Does it really contribute to economic growth? EMPLOYEE COMPENSATION —Should we be the leader? Are e bud'd'ing'f sustainabCe 11