OWASSO ECONOMIC DEVELOPMENT AUTHORITY...The Owasso Economic Development Authority met in regular...

OWASSO ECONOMIC DEVELOPMENT AUTHORITY MINUTES OF REGULAR MEETING

Thursday, February 9, 2017

The Owasso Economic Development Authority met in regular session on Thursday, February 9, 2017 at City Hall in the Community Room, 200 S Main St, 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 5:00 pm on Tuesday, February 7, 2017. 1. Call to Order

Chair David Charney called the meeting to order at 10:00 am. PRESENT ABSENT David Charney, Chair Bryan Spriggs, Trustee Gary Akin, Secretary Skip Mefford, Trustee Jeri Moberly, Trustee Dee Sokolosky, Trustee (leaves meeting at 10:50) Dirk Thomas, Trustee A quorum was declared present. Staff: Chelsea Feary Julie Lombardi Warren Lehr Sherry Bishop Linda Jones Bronce Stephenson Roger Stevens Julie Stevens

2. Consideration and appropriate action relating to a request for Trustee approval of the Consent Agenda. All matters listed under "Consent" are considered by the Trustees to be routine and will be enacted by one motion. Any Trustee may, however, remove an item from the Consent Agenda by request. A motion to adopt the Consent Agenda is non-debatable.

A. Approval of minutes of the January 12, 2017 Regular meeting B. Approval of claims C. Acceptance of the monthly financial reports

Dr. Thomas moved to approve the Consent Agenda, seconded by Ms. Moberly. YEA: Akin, Charney, Mefford, Moberly, Thomas, NAY: None ABSTAIN: Sokolosky Motion carried: 5-1

3. Consideration and appropriate action relating to items removed from the Consent Agenda

None 4. Discussion related to US Highway 169 funding and project status report

Warren Lehr presented the item and provided a status report. Discussion was held regarding methods and opportunities to ensure the continuation of the widening project remains on the Oklahoma Department of Transportation 8 Year Plan.

5. Report from OEDA Director Chelsea Feary reviewed the business development report; Bronce Stephenson provided the building permit report for January 2017; Roger Stevens presented a project status update; Mr. Sokolosky leaves the meeting; and Linda Jones presented the monthly sales tax report. Discussion was held.

OEDA February 9, 2017 Page 2 6. Report from OEDA Manager

Warren Lehr reminded attendees of the City Council election to be held February 14, 2017. 7. Report from OEDA Trustees No Report. 8. New Business (New Business is any item of business which could not have been foreseen at

the time of posting of the agenda.) None

9. Adjournment Dr. Thomas moved to adjourn the meeting, seconded by Ms. Moberly to adjourn the meeting. YEA: Akin, Charney, Mefford, Moberly, Thomas, NAY: None ABSTAIN: None Motion carried: 5-0 and the meeting adjourned at 11:23 am. ___________________________________________ Juliann M. Stevens, Minute Clerk

OWASSO ECONOMIC DEVELOPMENT AUTHORITY MINUTES OF REGULAR MEETING

Thursday, March 9, 2017

Due to a lack of quorum, the Owasso Economic Development Authority did not meet in regular session on Thursday, March 9, 2017 at City Hall in the Community Room, 200 S Main St, 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 5:00 pm on Tuesday, March 7, 2017.

___________________________________________ Juliann M. Stevens, Minute Clerk

TO: THE HONORABLE CHAIR AND TRUSTEES OWASSO ECONOMIC DEVELOPMENT AUTHORITY FROM: CHELSEA LEVO FEARY ECONOMIC DEVELOPMENT DIRECTOR SUBJECT: CLAIMS, OEDA DATE: March 9, 2017 No claims for February 2017.

TO: THE HONORABLE CHAIR AND TRUSTEES OWASSO ECONOMIC DEVELOPMENT AUTHORITY FROM: CHELSEA LEVO FEARY ECONOMIC DEVELOPMENT DIRECTOR SUBJECT: CLAIMS, OEDA DATE: April 13, 2017 No claims for March 2017.

Allison Larsen, Principal TadZo Office (509) 972-0833 Mobile (509) 952-6104 [email protected] www.TadZoConsulting.com

Proposal for Professional Services: Economic Development Strategic Planning

Prepared for: City of Owasso Owasso Economic Development Authority April 8, 2017

April 8, 2017

Proposal for City of Owasso

Economic Development Strategic Planning

Table of Contents

I. COVER LETTER ................................................................................................................... 1

II. PROJECT UNDERSTANDING .............................................................................................. 2

III. PROPOSED SCOPE OF WORK ........................................................................................... 3

Phase 1 – Where are we now? ......................................................................................... 3

Phase 2 – Where do you want to be? .............................................................................. 7

Phase 3 – How will you get there? ................................................................................. 11

About TadZo Facilitation Services .................................................................................. 13

Deliverables ..................................................................................................................... 14

IV. PROJECT LOGISTICS ........................................................................................................ 15

Project Management ....................................................................................................... 15

Proposed Timeline ........................................................................................................... 15

Price Proposal .................................................................................................................. 17

V. EXPERIENCE AND QUALIFICATIONS ............................................................................... 18

Allison Larsen, CEcD - Principal ...................................................................................... 19

References ....................................................................................................................... 20

APPENDIX

A. Résumé for Allison Larsen, TadZo

April 8, 2017


1 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

April 8, 2017



II. PROJECT UNDERSTANDING

Owasso has enjoyed growth because it is a desirable place to live in the Tulsa region. As a result of population growth, strong per capita income and active real estate developers, the retail and commercial development in Owasso has grown accordingly. However, 85% of Owasso residents commute out of the city for employment at skilled jobs while a similar level commutes into Owasso for service and lower paying jobs.

Meanwhile the City has established a tax increment financing (TIF) district in the defined Redbud District. Several significant projects are planned for mixed-use housing and retail within this new TIF district. These efforts are significant in 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 important planning project, TadZo has prepared a proposal for services to support your planning efforts. This approach educates, engages (in a unique and very effective manner) and ultimately empowers all involved to effectively implement the plan created by the Owasso team.

Educate

Engage

Empower

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III. PROPOSED SCOPE OF WORK

The proposed scope of work follows three phases, described below, to carry out a thoughtful and engaging planning process that is customized to Owasso’s needs, challenges and opportunities.

Phase 1 – Where are we now? To understand, evaluate and document the current situation for economic development opportunities in Owasso, we propose five steps that will prime Owasso stakeholders and partners for informed strategic planning.

Step 1 – “Economic Development 101” Program An economic development training program will be customized for Owasso. This highly-interactive program will educate through engagement. Participants will walk away with a better understanding of target audience needs, as well as best practices of competitive communities.

Participants for this program will include, but not limited to:

Owasso City Council Members Owasso Economic Development Authority Trustees Related City staff Chamber of Commerce representatives Workforce development representatives Utility service providers Real estate developers Other economic development partners

This program is designed to go far beyond a traditional lecture format. In order to accommodate lively discussions, hands-on learning and interaction, participants will be involved via any number of the following activities:

Small group break-outs; Real-time polling; Sharing examples; Asking questions; and Graphic facilitation practices.

Phase 1Where are you now?

Phase 2 Where do you

want to be?

Phase 3How will you

get there?

Current Situation Strategic Priorities Strategic Plan & Primed Team

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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.

April 8, 2017



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).

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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 resources; and

Revealing the 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.

April 8, 2017



Phase 2 – Where do you want to be? The purpose of this phase of the planning process sets direction on priorities for the economic development strategy.

Step 1 – Stakeholder Input There will be a variety of efforts to engage input for the economic development strategic plan. The approach to outreach will reveal what is most important to stakeholders and partners.

Business Focus Groups Four focus groups will be facilitated to involve key business stakeholders, including: CEOs and Plant Managers Human Resource Managers Retail/Commercial Businesses Real Estate Developers

Community Input Session Two input sessions will be open to the community and facilitated to gather maximum input. The approach is much more productive and fun than typical public input meetings.

City Council 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 impact to economic growth for Owasso.

Industry Trends Research & Screening We will begin by looking at historic industry trends. This empirical analysis will set the stage for the target industry recommendations. We will look at industry growth at the six-digit NAICS level for Tulsa County and Oklahoma. City-level data is not available for NAICS data.

Baseline data: Success and potential future growth – We will analyze industry trends for

employment, number of establishments and earning by six-digit NAICS from 2010 to 2016 along with national projected output and employment growth. This data will allow us to determine what types of industries have been most successful in the local area in recent years, and which ones are likely to hold the best potential for future growth.

State-wide data - In order to broaden the base of potential targets, we will investigate and compare similar data on industry growth trends for Oklahoma.

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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 & Emerging Industry 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.

April 8, 2017



Industry Intelligence Once all the targets have been identified, we will research additional industry intelligence including:

Industry Intelligence − Industry overview, current issues, conversation starters for CEO, HR and CFO Executives.

Key Occupations − For what occupations should local workforce agencies prepare talent and skill sets?

Source Locations – Where can you find these industries to recruit?

Step 3 – Strategic Priorities Work Session In this highly-interactive work session, the Economic Development Strategic Planning Steering Committee (and other partners you would like involved) will take the information gleaned from Phase 1, along with Stakeholder Input and the Target Industry Analysis, to come to agreement on priorities for Strategic Initiatives of the Owasso Economic Development Strategic Plan.

Although a specific agenda will be customized for Owasso based on the findings up to this point, the following agenda will give you an idea of what to expect. The sample agenda below has been successful for other communities preparing a community-wide economic development strategy:

Review Objective, Agenda, Roles & Responsibilities for Work Session

“Shift & Share” exercise to bring everyone up to speed on stakeholder and partner input.

April 8, 2017



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.

April 8, 2017



Phase 3 – How will you get there? This phase is where we get into the details of developing the written strategic plan focused on prioritized strategic initiatives from Phase 2.

Step 1 – Draft Strategy Taking all of the information agreed upon during the Strategic Priorities Work Session, we will write up the first draft of the Owasso Economic Development Strategy. Each Strategic Initiative in the plan will be developed using the following questions as guides:

What will the initiative accomplish (goals)? Why is the initiative important to the strategy (context)? What specific tactics must occur for the initiative to be successful? Who will implement? What are the resources necessary for effective implementation? What metrics will be defined for each strategic initiative to measure outcomes as

well as monitor progress through implementation?

This draft will be further refined through the following steps of Phase 3.

Step 2 – Priority Strategic Initiative Work Sessions A work session for each Priority Strategic Initiative will be facilitated with representation from people/groups interested in working on implementation. TadZo’s role in this planning process is to coach through plan development so that the strategic plan is truly “owned” by key implementers. TadZo’s experience working with numerous communities across North America helps us to bring best practices to the group, as well as observations of what doesn’t work well and can hold you back from success.

These work sessions are very important in building excitement for plan implementation because those involved in plan development will be primed to lead and work on implementation. We will help you identify “champions” to lead the initiative and assemble resources and a team of implementers.

Step 3 – Accountable Implementation Planning Sadly, across the country there are many plans in communities that sit on shelves – never to be implemented. Owasso won’t be one of those communities. This step (along with the TadZo’s engaging planning process) empowers implementers to stay on track for success so that your plan never collects dust or is forgotten.

During yet another highly-interactive work session, the steering committee will define:

a structure for managing implementation as a team; measuring and reporting on progress of implementation; and multi-faceted approach for communicating of results.

April 8, 2017



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).

April 8, 2017



About TadZo Facilitation Services TadZo’s approach to facilitating meetings will utilize graphic facilitation and Liberating Structures©. With these facilitation techniques, TadZo employs specialized skills to foster engagement and commitment while advancing conversations for big-picture thinking and creativity. The facilitated sessions will be effective for planning, team building and problem solving.

Allison Larsen’s skills as a graphic facilitator will enhance the visual meeting approach. Graphic facilitation marries skilled facilitation with the benefits of graphic recording: big-picture, real-time, visual displays creating a shared picture where groups literally see what they are saying, uncover previously unseen patterns of behavior, align to agreed-upon objectives and initiate action.

The visual displays captured during the meeting become "storyboards". These meeting snapshots document everything from the group's discussions and can be used in reports, presentations or other mediums.

More information available on TadZo website:

www.tadzoconsulting.com/facilitation.html

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.

April 8, 2017



Deliverables The following deliverables will be provided in electronic version and one printed copy:

“Economic Development 101” Program – presentation and charts Owasso Competitiveness Assessment Report Owasso Economic Development Program Ecocycle Chart Owasso Economic Performance Data “Where are we now?” Presentation Stakeholder Input – charts and related materials from all meetings Target Industry Analysis Report – data, rationale for recommended target industries,

industry intelligence to support marketing to target industries Strategic Priorities Work Session – charts Executive Summary - Owasso Economic Development Strategic Plan Owasso Economic Development Strategic Plan (full strategy) Implementation Guide – budget, examples, worksheets, resource materials, etc. PowerPoint presentation of Owasso Economic Development Strategic Plan

April 8, 2017



IV. PROJECT LOGISTICS

Project management, a proposed timeline and pricing are presented in this section to ensure a successful project and achievement of desired outcomes.

Project Management TadZo’s approach to project management is to communicate and engage throughout the planning project. This involvement ensures that project outcomes are aligned to the needs and wants of your team and will involve:

Steering Committee – To build support for a community-wide plan, it is important to organize an inclusive Steering Committee to advise through the planning project. Members of the Steering Committee will be actively involved in organizing meetings, inviting key stakeholders and partners, and providing input for the strategy.

Project Kick-off Call to review scope of work, plan specific dates for on-site visits and subsequent calls.

Project Update Calls - Regularly-scheduled conference calls to report progress, request additional information, ask questions, etc.

TadZo Teamwork is a private workspace on the internet (https://tadzo.teamworkpm.net/) will be made available for the Owasso Steering Committee (and any others you would like) to share documents and project progress.

Proposed Timeline The following table presents an estimated timeline for the proposed scope of services described in this proposal. During the Project Kick-off Call we will further detail the project timeline and confirm dates of on-site work. We will do everything possible to accelerate the project while focusing on preparation of quality deliverables and exceptional engagement of stakeholders and partners.

April 8, 2017



City of Owasso Economic Development Strategic Planning

PROPOSED TIMELINE

Scope of Work Month 2017 6 7 8 9 10 11 12

Organize Steering Committee

Project Kick-Off Call

Phase 1 – Where are you now? “Economic Development 101” Program Competitiveness Assessment Economic Development Program Review Owasso Economic Performance Presentation “Where are you now?”

Phase 2 – Where do you want to be? Stakeholder Input Target Industry Analysis Strategic Priorities Work Session

Phase 3 – How will you get there? Draft Strategy Priority Strategic Initiative Work Sessions Accountable Implementation Planning Finalize Plan Presentation of Plan

Project Update Calls This schedule encompasses extensive on-site work, as described in the six trips below:

Trip 1 – “Economic Development 101” Program and in-person Steering Committee meeting

Trip 2 – Owasso Competitiveness Assessment (mock site visit, employer interviews) and Economic Development Program Review

Trip 3 – Presentation “Where are you now?” and Target Industries; City Council Interviews; and Community Input Sessions

Trip 4 – Business Focus Groups and Strategic Priorities Work Session Trip 5 – Strategic Initiatives Work Sessions and Accountable Implementation

Planning Session Trip 6 – Final plan presentation and formal implementation kick-off

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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.

City of Owasso Economic Development Strategic Planning

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.

April 8, 2017



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, TadZo tracks best practices – what works and what doesn’t – to draw upon for potential solutions in each unique situation facing a community.

TadZo’s goal is to help communities stand out as the location of choice for their target audiences. Success is accomplished using proven techniques for uncovering unique community offerings and arming economic developers to align those assets with business needs through industry research and effective questioning.

Primary economic development services include:

Competitiveness Assessments — What assets set your community apart from the competition? Where is your community falling behind the competition and stalling economic growth? What can you do to enhance your competitive position? Find out how your community stacks up to your competitors and economic development best practices. TadZo provides detailed feedback with specific recommendations to improve your community’s value proposition.

Action-oriented Strategic Planning — A plan is only good if it is implemented. Are you looking for new ways to make a positive impact with best practice solutions? You can count on TadZo to work in partnership with you for a strategy that delivers results of priority to community stakeholders, within your means, yet a stretch to achieve more than you can imagine today.

Workforce Development Strategies — Talent is the leading driver for business competitiveness today. Is your community investing in training and skill development to meet industry's rapidly changing needs? Are you doing everything possible to attract and retain talent to your community? TadZo provides innovative approaches to enhance your labor pool.

Target Industry Research and Analysis — Are your targets current? Have your assets changed and created a new value proposition? Are you curious about current industry trends in order to be more effective in your local business outreach and recruitment efforts? TadZo not only researches industry trends but also matches industries to your community’s capabilities and emerging opportunities.

Business Marketing — Are you looking for tried and true approaches to market your community – but with a fresh twist? Do you want to know what can bring more positive attention and serious looks at your community? TadZo focuses marketing strategies and resources on messaging and channels most relevant to your target audiences.

April 8, 2017



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 for a venture capitalist, and even put herself through college by raising a herd of registered sheep.

Working in front-line business recruitment at the Madera Industrial Development Corporation and the EDC serving Fresno County (both in California), she sited companies yielding more than 9,000 jobs. Allison worked 11 years as Principal at Chabin Concepts, consulting local communities, regional and state economic development organizations. Allison helped to create CompetitiveReady, a community certification program.

She is a sought-after speaker and trainer for economic development best practices. She has spoken at conferences and special training events for the International Economic Development Council (IEDC), British Columbia EDA, Economic Developers of Alberta, California Academy for Economic Development, Mid-America EDC, Nebraska Public Power District, Northwest Economic Development Course, Oregon EDA, Pacific Northwest EDC, Public Service

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of Oklahoma, South Carolina EDA, Texas Economic Development Council, Team Texas, Washington EDA and Wisconsin EDA.

Allison is a graduate of the University of California, Davis; the University of Oklahoma Economic Development Institute; and a Fellow of the California Agricultural Leadership Program. Allison earned the certified economic developer (CEcD) professional designation from IEDC and serves on the IEDC Board of Directors.

Allison’s complete resume is presented in the appendix.

References A sampling of TadZo projects related to Owasso’s proposed scope of work are described on the following pages.

Muskogee City-County Port Authority - Oklahoma

“Economic Development 101”

Facilitated session for economic development training with elected officials, board members, partners and community business leaders.

This interactive learning and input session brought the community into the fold for teamwork in economic development. The interest of community stakeholders laid the foundation for additional funding to the Port for a Target Industry Analysis and strategic planning project.

Competitiveness Assessment & Target Industry Analysis Assessment of key site location factors as to current state of competitiveness

producing a “Report Card” for Muskogee. Industry trends research and screening to identify potential target industries. Capabilities screening of industries based on current competitiveness, Niche and emerging industry sector identified to augment screen of industry targets. Industry intelligence research.

Economic Development Strategy and Marketing Plan Stakeholder interviews and Priorities Work Session. Key Message Work Sessions. Plan Development Implementation Guide and Work Session. Coaching for development of Marketing Plan and materials.

Reference Eric Miller, former Director of Business & Economic Development (757) 627-2315 [email protected]

Marie Synar, Interim Director of Business & Economic Development (918) 682-7887 [email protected]

April 8, 2017



“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

April 8, 2017



Ada Jobs Foundation - Oklahoma

Strategic Plan; Target Industry Analysis & Branding

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 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.

Reference Michael Southard, President & CEO (580) 235-0070 [email protected]

"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



City of Yakima - Washington

The City of Yakima recently completed (December 2016) a very similar, yet smaller project, than the City of Owasso is considering undertaking.

Yakima’s situation was that of the City questioning why they were investing in so many disparate economic development initiatives without a clear path forward for Yakima’s economic future defined. In our initial discussions, they simply wanted a facilitated discussion with partners and soon realized that a strategic plan would help them as an informed process to set a shared direction for the community - together with five valued economic development partners.

Yakima’s scope of work involved three phases:

Where are you now? Economic Performance research and analysis Yakima Economic Development Inventory of Programs throughout community Yakima Asset Inventory and Assessment

Where do you want to be? City Council Interviews Three Community Input Sessions Priorities Work Session with the Steering Committee of community-wide

representation Over 100 people were involved in providing input and guidance for plan

development. How will you get there?

Eleven Priority Strategic Initiatives Work Sessions (eventually there were 12 Strategic Initiatives by the time of plan finalization)

Steering Committee Implementation Work Session 2017 – 2020 Yakima Economic Development Strategic Plan and supporting

materials Communications & Launch Strategy to demonstrate to community how partners are

working together in support of their common direction

Reference Kathy Coffey, Mayor (509) 910-4758 [email protected]

Sean Hawkins, Economic Development Manager (509) 575-6274 [email protected]

April 8, 2017



“I have been a part of many strategic planning processes. I've never worked with a more professional, yet personable, consultant in my career. Allison's ability to facilitate our team and the public work sessions were nothing less than outstanding. We are very excited and engaged in our future because of this process and we look forward to the results.”

The Honorable Kathy Coffey, Mayor City of Yakima

Note: Mayor Coffey is the retired President & CEO of Yakima Valley Visitors and Convention Bureau and retired General Manager of the Yakima Convention Center.

April 8, 2017



Katy Area Economic Development Council - Texas

The planning project for Katy Area EDC was a strategic planning update that involved only two trips, yet much engagement with stakeholders and KAEDC Board of Governors. Through a series of work sessions and a very productive board retreat, the smart and innovative community leaders of Katy created a plan they are proud and excited to implement. 64 Katy area leaders were involved in the planning process.

Economic Development Strategic Plan

Review of all past economic plans and studies, etc. Membership and Community Survey CEO Focus Group HR Managers Focus Group – Of note this focus group created a new group for HR

Managers to share information and work together because of the value they received from this 1.5-hour meeting.

Leadership & Talent Focus Group Utilities and Mobility Focus Group Marketing and Business Attraction Focus Group Staff Focus Group on KAEDC Program Review EDC Board of Governors Retreat Draft Strategic Plan Metrics for plan Final Strategic Plan “Katy Area 2020” Presentation to Board of Governors Staff Implementation Work Session

Reference Lance LaCour, President/CEO (281) 396-2200 X 256 [email protected]

" 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 I have ever been involved with. I 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

Economic Development Strategic Planning

April 8, 2017 Proposal for City of Owasso

APPENDIX

A. Résumé for Allison Larsen, TadZo

PROFESSIONAL EXPERIENCE

TadZo Principal (2013 – present)

TadZo is an economic development and site selection consulting firm. Primary services encompass competitiveness assessments, strategic planning, marketing, training and facilitation for economic development organizations; and site location analysis for corporations throughout USA and Canada. With experience working in over 76 communities across 23 states/provinces, TadZo tracks best practices – what works and what doesn’t – to draw upon for potential solutions in each unique situation facing a community.

Projects: Obion County (TN) EDC – Workforce Development Initiatives Confidential corporate client (IL) - Permitting and Incentives Advising California Plant McKinney Economic Development Corporation, TX – Industry Target Verification, Business Cases,

Strategic Implementation Plan City of Springfield, OR – Target Industry Analysis, Competitor Benchmarking, Economic

Development Strategy, Marketing Strategy, Branding & Marketing Collateral, Website Katy Area EDC, TX – Economic Development Strategic Plan Confidential corporate client (QC) – Business Advising County of Mohave, AZ – Lake Havasu Call Center Brochure City of Yakima, WA – Economic Development Strategic Plan South Willamette EDC, OR – Organizational Identity McKinney Economic Development Corporation, TX – Strategic Planning Workshop Facilitation Town of Ajax, ON – Economic Development Strategy Review & Update Muskogee City-County Port Authority, OK – Economic Development Strategy & Marketing Plan Redmond Economic Development, Inc., OR – Board Retreat Facilitation Prineville/Crook County Economic Development Council, OR – Board Retreat Facilitation City of Coquitlam, BC – Technology Workshop Facilitation Northern Kentucky Tri-ED – Economic Development Training & Best Practices Enid Regional Development Alliance, OK – Board Retreat Facilitation Muskogee City-County Port Authority, OK – Competitiveness Assessment & Target Industry Analysis Redmond Economic Development, Inc., OR – Community Economic Development Report Card Oakland County, MI – Economic Development Partners Facilitation for Partner Action Plan Greater Spokane Inc., WA – Driving Competitive Change for the Spokane Region Muskogee City-County Port Authority, OK – “Economic Development 101” for Community Leaders City of Eugene, OR – Competitiveness Work Session City of Springfield, OR – UGB Expansion Sites Assessment Oklahoma Governor’s Economic Development Marketing Team – Annual Retreat Facilitation Martinsville-Henry County EDC, VA – Website Advisory Services City of Ada, OK – Website Advisory Services

Allison Larsen, CEcD Principal TadZo

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 Shasta Lake, CA - GreenTech Industrial Park Bowling Green Area Chamber of Commerce, KY - Target Markets Analysis; updated South Central

Kentucky Marketing Plan City of Beaverton, OR - Target Industry Analysis & Implementation Plan City of Scottsdale, AZ - Competitiveness Assessment/Target Industry Study City of Merced, CA - Business Case Development Frisco EDC, TX - Comprehensive Economic Development Strategy Colusa County, CA - Economic Development Roadmap Confederate Tribes of the Umatilla Indian Reservation, OR - Marketing Advisement & Work Session Rio South Texas - Competitive Assessment & Market Position Greater Yuma EDC, AZ - Marketing Plan & Business Cases Quad City IA & IL - Logistics Industry Study; Wind Website San Jose Redevelopment Agency, CA - Downtown Tenant Preferences Study; Organizational Plan,

Marketing Plan Grenada County EDD, MS - Economic Development Strategic Plan; Website; Business Cases Northern Rural Training and Employment Network (NORTEC) - Designing Local Skills Strategies for

STEM Occupations Mid-Michigan Region - Location Analysis & Positioning for Photovoltaic Industry City of Santa Rosa, CA - Economic Development Plan; Consultative Selling Work Session Bowling Green Area Chamber of Commerce, KY - South Central KY Regional Marketing Plan &

Business Cases

Northern Colorado EDC - Marketing Plan Mariposa County, CA - Economic Vitality Plan Greater Phoenix Economic Council, AZ - Business Case & Prospecting Program Grays Harbor Public Development Authority, WA - Strategic Marketing Program Victor Valley EDA, CA - Regional Marketing Program; Target Industry Study State of Washington Prospecting & Marketing Program City 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 President/CEO (1999 - 2002)

Primary contact for site consultants and businesses, resulting in nearly 5,200 new and 800 retained jobs

Architect of state-of-the-art tools for enhanced responsiveness to clients - Comparative Demographics, Site Selection Core Database (IEDC standards), Real Estate Database, Comparative Operating Cost Analysis and Incentive Calculator; award winning at state and national levels

Established “Red Teams” of signature-level authorities to meet with prospects, including a specialized “EDC Workforce Red Team”

Secured grants from USDA, Workforce Investment Corporation and California Technology Trade & Commerce Agency

Managed 10 employees

Madera County Industrial Development Corporation Manager of Business Development and Marketing (1997 - 1999) Business attraction, marketing, public relations – yielding 2,500+ new jobs

Other Sales & Marketing Experience

Universal Marketing Services, Inc. – General Manager; international marketing; set up distribution network in 20+ countries

Merck & Co., Inc. – nationally recognized “League of Excellence” winner for sales performance California State Fair – supervised Counties & Agri-Fair exhibits

EDUCATION

University of Oklahoma, Economic Development Institute Graduate

University of California, Davis B.S., Agricultural Education

California Agricultural Leadership Program Fellow, Class XXIV

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

LinkedIn - www.linkedin.com/in/allisontadzo

Email - [email protected]

Office - 509.972.0833

Mobile - 509.952.6104

TO: HONORABLE CHAIR & TRUSTEES OWASSO ECONOMIC DEVELOPMENT AUTHORITY FROM: CHELSEA LEVO FEARY DIRECTOR OF ECONOMIC DEVELOPMENT SUBJECT: DIRECTOR’S REPORT DATE: April 13, 2017

NEW BUSINESS DEVELOPMENT

• The Garage Restaurant – 13303 E 96th St N o Hal Smith Restaurant Group restaurant o Last available lot in Willis Farms (Sam’s) o Site under construction

• Fairway Market II – 9538 N Garnett Rd o Redwing Shoes will occupy last vacant 1,900 sf space

• LaQuinta Inn – 8949 N Garnett Rd o Under construction

• Smith Farm Market -- 9018 N 121st E Ave #500 o Vacant 10,820 sf space

• Wheels & Thrills – NE Corner of E 106th St N and N Garnett Rd o New skating rink o Site under construction

• Eastern OK Oral Surgery Center – 12802 E 101st Pl N o Site under construction

• Owasso Industrial Park o New 10,500 sf concept building to be constructed by OLT o Construction to begin soon

• Jim Glover Coffee Creek Dealership – 10500 block of HWY 169 E Service Rd o Proposed new car dealer offering Chrysler, Jeep, Dodge, Ram and Fiat o Five acre lot o Site under construction

• Home2Suites – 8700 N Garnett Rd o Site Plan has been submitted for review and construction documents are being

reviewed o Preconstruction meeting conducted o Public Infrastructure to begin immediately

• IQ Car Wash – 8700 N Garnett Rd o Site under construction

• Summit Physical Therapy – 9455 N Owasso Exp. #H o Under construction in Tyann Plaza

• Owasso Holiday Inn Express – Tyann Plaza VII, Block 1, Lot 1 o 48,803 sf building o Site plan reviewed by TAC

• Montessori Academy of Owasso – 708 N Atlanta o Specific Use Permit approved.

REDBUD DISTRICT DEVELOPMENT

• Mowery Development – SW Corner of N Main St & W 1st Ave o Mixed use development to include restaurant, retail, office space on ground level

with loft apartments on second floor level o Construction has begun

• Coulter Development – SE Corner of Main St & E 76th St N o Property has been purchased and is now in the design phase

• The Redbud District Project Plan was approved by the Owasso City Council on December 20, 2016 creating a TIF District for the Owasso Redbud District.

• Construction for E 76th Street & Main Street improvements to begin late April/early May.

BUSINESS RETENTION & EXPANSION (BR&E)

• Ator Elementary School, 1500 N Ash o Existing gym has been demolished o Construction underway for new gym facility

• Owasso High School, 12901 E 86th St N o Mary Glass Performing Arts Center under construction for remodel o Under Construction

• 10 Gym – 509 E 2nd Ave o Relocating from Tyann Plaza o Construction permit issued

RESIDENTIAL SINGLE FAMILY NEW CONSTRUCTION MONTH END REPORT MARCH 2017

Month 2008 2009 2010 2011 2012 2013 2014 2015 2016 20171 January 25 15 17 18 19 15 22 12 15 92 February 19 23 29 17 15 26 21 19 26 153 March 35 30 46 14 27 27 31 23 18 554 April 31 36 31 19 26 26 36 27 235 May 23 27 30 20 23 19 17 15 96 June 21 34 23 19 24 19 12 11 317 July 24 28 17 20 15 27 23 20 168 August 18 28 19 12 15 18 19 33 159 September 40 20 11 12 12 28 15 13 15

10 October 15 36 13 10 21 15 19 23 1211 November 10 13 1 8 11 7 21 25 612 December 6 13 9 10 16 11 34 7 3

Totals 267 303 246 179 224 238 270 228 189 79

YTD 79 68 92 49 61 68 74 54 59 79

2013 2014 2015 2016 2017MARCH 9,299,834 10,313,885 6,737,720 8,076,930 11,034,085

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000MARCH YEAR-TO-DATE DOLLARS

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017MARCH 79 68 92 49 61 68 74 54 59 79

0

20

40

60

80

100MARCH YEAR-TO-DATE COUNT

2013 2014 2015 2016 2017TOTAL 32,426,395 36,257,454 46,969,251 25,608,860 11,034,085

-

15,000,000

30,000,000

45,000,000

60,000,000TOTAL NEW CONSTRUCTION DOLLARS FOR EACH YEAR

RESIDENTIAL MULTI-FAMILY NEW CONSTRUCTION MONTH END REPORT MARCH 2017(Initial recording began May 2016)

Month 2016 2017 2018 2019 2020 2021 2022 2023 2024 20251 January 42 February 63 March 04 April5 May 06 June 07 July 08 August 09 September 0

10 October 011 November 012 December 0

Totals 0 10 0 0 0 0 0 0 0 0

YTD 0 10 0 0 0 0 0 0 0 0

2016 2017 2018 2019 2020MARCH 0 1,007,673 0 0 0

0

500,000

1,000,000


2016 2017 2018 2019 2020 2021 2022 2023 2024 2025MARCH 0 10 0 0 0 0 0 0 0 0

0

4

8


2016 2017 2018 2019 2020TOTAL - 1,007,673 - - -

-


SUBDIVISION # OF LOTS # DEVELOPED # AVAILABLEAbbott Farms I (12/16) 65 13 52Camelot Estates (4/07) 139 130 9Carrington Pointe I (1/11) 171 167 4Carrington Pointe I Extended (10/15) 15 14 1Carrington Pointe II (11/16) 93 15 78Crescent Ridge (02/08) 101 100 1Falls at Garrett Creek (12/05) 85 84 1Keys Landing I (3/08) 131 124 7Lake Valley V (9/30) 78 74 4Lake Valley V Phase 2 82 75 7Lake Valley V Phase 3 71 69 2Nottingham Estates V (3/01) 44 43 1Nottingham Hill (6/09) 58 16 42Sawgrass Park II (04/05) 96 96 0The Summit at Southern Links (6/97) 31 29 2The Champions East (05/08) 66 51 15The Champions West (5/08) 45 40 5TOTALS 1371 1140 231

CITY OF OWASSORESIDENTIAL LOT INVENTORY STATUS

March 31, 2017

0 20 40 60 80 100 120 140 160 180

Abbott Farms I (12/16)

Camelot Estates (4/07)

Carrington Pointe I (1/11)

Carrington Pointe I Extended (10/15)

Carrington Pointe II (11/16)

Crescent Ridge (02/08)

Falls at Garrett Creek (12/05)

Keys Landing I (3/08)

Lake Valley V (9/30)

Lake Valley V Phase 2

Lake Valley V Phase 3

Nottingham Estates V (3/01)

Nottingham Hill (6/09)

Sawgrass Park II (04/05)

The Summit at Southern Links (6/97)

The Champions East (05/08)

The Champions West (5/08)

CITY OF OWASSO Residential Lot Inventory Status

Lots Developed Total Lots

COMMERCIAL NEW CONSTRUCTION MONTH END REPORT MARCH 2017

Month 2008 2009 2010 2011 2012 2013 2014 2015 2016 20171 January 4 1 1 3 1 1 1 1 2 22 February 2 0 1 3 1 1 0 2 1 03 March 0 1 3 0 0 0 1 2 0 24 April 4 1 1 1 0 4 0 2 05 May 1 2 1 2 1 0 0 0 06 June 1 2 0 0 2 1 2 3 27 July 1 0 0 0 0 1 0 0 28 August 1 0 0 2 2 0 0 0 29 September 3 0 0 0 0 0 3 2 3

10 October 1 0 0 1 0 4 0 1 211 November 1 2 2 1 0 1 3 1 112 December 1 0 1 0 0 1 2 0 0

Totals 20 9 10 13 7 14 12 14 15 4

YTD 6 2 5 6 2 2 2 5 3 4

2013 2014 2015 2016 2017MARCH 2,160,000 1,885,000 4,395,000 2,925,000 4,325,955

0

1,000,000

2,000,000

3,000,000

4,000,000


2008 2009 2010 2011 2012 2013 2014 2015 2016 2017MARCH 6 2 5 6 2 2 2 5 3 4

0

4


2013 2014 2015 2016 2017TOTAL 9,647,730 21,178,400 30,213,000 20,075,000 4,325,955

-

15,000,000

30,000,000


NAME ADDRESS DATE COMPLETE

MARCH 2017Fyzical Therapy & Balance Center 9540 North Garnett Rd #101 3/8/2017 YesBath & Body Works 12321 E 96 St N #11 3/31/2017 Yes

FEBRUARY 2017State Farm 9455 N Owasso Exp #K 2/27/2017 Yes

JANUARY 2017Summit Physical Therapy 9455 N Owasso Exp #H 1/10/2017 YesCricket Wireless 12415B E 96 St N 1/31/2017 Yes

DECEMBER 2016TLC Nails 12307 E 96 St N 12/3/2015 Yes

NOVEMBER 2016Braum's 11503 E 76 St N 11/10/2016 YesTitan Title 9455 N Owasso Exp #I 11/30/2016 YesAnother Chapter 9455 N Owasso Exp #J 11/23/2016 Yes

OCTOBER 2016The Stacy Group 8091 N Owasso Exp 10/1/2016 YesDale's Learning Academy 11570 E 83 St N 10/7/2016 YesPanera Bread 12417 E 96 St N 10/27/2016 Yes

SEPTEMBER 2016Zaxby's 12807 E 86 St N 9/7/2016 YesThe Church @ Owasso 12200 E 86 St N 9/16/2016 YesVillage Market Offices 8551 N 125 E Ave #300 & #325 9/23/2016 Yes

AUGUST 2016Luxe Fitness 12500 E 86 St N #102 8/5/2016 YesRejoice High School 13407 E 106 St N 8/23/2016 YesClinch Martial Arts 11693 N Garnett Rd 8/24/2016 YesMarsh Medi Clinic 12500 E 86 St N #105 8/10/2016 YesB & B Fitness 9220 N Garnett Rd #1040 8/5/2016 Yes

JULY 2016First Church 10100 N Garnett Rd 7/15/2016 YesDusty's Grill & Cantina 7708 N Owasso Exp 7/5/2016 YesSun Spark Foot Massage 12500 E 86 St N #105A 7/5/2016 YesPJ Bar & Grill 9500 N 129 E Ave #130 7/1/2016 Yes

JUNE 2016Starbucks 13506 E 116 St N 6/6/2016 YesBraum's 11415 E 96 St N 6/9/2016 YesThe Emerald Academy 11111 N 116 St N 6/13/2016 YesOwasso Auto Source 300 W 2 Ave 6/16/2016 YesFolds of Honor 8551 N 125 E Ave, Suite 100 6/17/2016 YesBailey Medical Center ~ Bariatrics 10512 N 110 E Ave 6/28/2016 YesSerenity Nails 9500 N 129 E Ave 5/23/2016 Yes

APRIL 2016Starbucks 9035 N 121 E Ave 4/1/2016 YesRed Robin 9017 N 121 E Ave 4/4/2016 YesCapelli Salon 12300 E 86 St N 4/8/2016 Yes

OCCUPANCY PERMITS

PERMITS APPLIED FOR IN MARCH 2017

City of Owasso 200 S. Main St. Owasso, OK 74055

ADDRESS BUILDER ADD/ZONE VALUE A.S.F. PERMIT#14515 E 114 St N Simmons Homes LVV3/RS3 105,710$ 1,922 17-0301-X7010 N 120 E Ave Homeowner KLI/RS3 7,000$ 400 17-0302-X12012 E 85 Pl N Fiesta Pools 3L/RS3 4,000$ 452 17-0303-P14499 E 86 St N TBD FV/CS 100,000$ 96 17-0304-C9540 N Garnett Rd #101 Rainbow Signs CC/CS 3,000$ 45 17-0305-S9220 N Garnett Rd #1040 Midwest Global H/CG 1,900$ 14 17-0306-S7606 N 142 E Ave Executive Homes TCW/RS3 181,390$ 3,298 17-0307-X11210 N 146 E Ave Capital Homes LVV/RS3 125,510$ 2,282 17-0308-X8102 N 75 E Ave Executive Homes CARPII/RS3 157,410$ 2,862 17-0309-X8107 N 77 E Ave Executive Homes CARPII/RS3 147,290$ 2,678 17-0310-X8115 N 77 E Ave Executive Homes CARPII/RS3 129,665$ 2,903 17-0311-X8101 N 75 E Ave Executive Homes CARPII/RS3 152,030$ 2,946 17-0312-X8101 N 74 E Ave Executive Homes CARPII/RS3 172,855$ 3,161 17-0313-X8113 N 74 E Ave Executive Homes CARPII/RS3 162,030$ 2,946 17-0314-X7403 E 82 St N Executive Homes CARPII/RS3 157,025$ 2,855 17-0315-X7405 E 82 St N Executive Homes CARPII/RS3 162,030$ 2,946 17-0316-X8114 N 74 E Ave Executive Homes CARPII/RS3 162,030$ 2,946 17-0317-X8116 N 74 E Ave Executive Homes CARPII/RS3 173,855$ 3,161 17-0318-X8104 N 74 E Ave Executive Homes CARPII/RS3 147,290$ 2,678 17-0319-X7603 E 82 St N Executive Homes CARPII/RS3 157,410$ 2,862 17-0320-X7703 E 81 Pl N Executive Homes CARPII/RS3 162,030$ 2,946 17-0321-X11314 N 114 E Pl Capital Homes LVV3/RS3 125,510$ 2,282 17-0322-X14300 E 92 St N Strategic Builders CE/RS3 172,810$ 3,142 17-0323-X7710 N 142 E Ave Executive Homes TCW/RS3 178,310$ 3,242 17-0324-X7706 N 142 E Ave Executive Homes TCW/RS3 171,060$ 3,110 17-0325-X10006 E 107 Pl N Rausch Coleman AB/RS3 102,355$ 1,861 17-0326-X10005 E 107 St N Rausch Coleman AB/RS3 87,505$ 1,591 17-0327-X10003 E 107 St N Rausch Coleman AB/RS3 103,235$ 1,877 17-0328-X10007 E 107 St N Rausch Coleman AB/RS3 110,550$ 2,010 17-0329-X10004 E 107 St N Rausch Coleman AB/RS3 90,805$ 1,651 17-0330-X10008 E 107 St N Rausch Coleman AB/RS3 110,440$ 2,008 17-0331-X10717 N 100 E Ave Rausch Coleman AB/RS3 92,675$ 1,685 17-0332-X10715 N 100 E Ave Rausch Coleman AB/RS3 114,455$ 2,081 17-0333-X10722 E 101 E Ct Rausch Coleman AB/RS3 87,505$ 1,591 17-0334-X7730 N 144 E Ave Denham Homes TCE/RSE 154,000$ 2,800 17-0335-X7607 N 144 E Ave Denham Homes TCE/RSE 154,000$ 2,800 17-0336-X7629 N 144 E Ave Denham Homes TCE/RSE 154,000$ 2,800 17-0337-X7630 N 144 E Ave Denham Homes TCE/RSE 154,000$ 2,800 17-0338-X7702 N 144 E Ave Denham Homes TCE/RSE 154,000$ 2,800 17-0339-X10505 N Owasso Exp Crossland Construction GO/CS 3,000,000$ 20,014 17-0340-C11515 N Garnett Rd Vidal Palacios BC/CG 60,000$ 3,147 17-0341-C509 E 2 St A-Max Signs 5,000$ 173 17-0342-S12601 E 79 St N Aagua Pools BH/RS3 33,300$ 509 17-0343-P

PERMITS APPLIED FOR IN MARCH 2017

City of Owasso 200 S. Main St. Owasso, OK 74055

8704 N 157 E Ave Simmons Homes PPPL/RS3 149,765$ 2,723 17-0344-X8010 N 144 E Ave Blue Haven Pools TCE/RSE 48,700$ 414 17-0345-P7402 E 83 Pl N Blue Haven Pools CARPII/RS3 61,000$ 711 17-0346-P8705 N 157 E Ave Simmons Homes PPPL/RS3 153,285$ 2,787 17-0347-X14517 E 114 St N Simmons Homes LVV3/RS3 100,760$ 1,832 17-0348-X10720 N 101 E Ct Rausch Coleman AF/RS3 110,550$ 2,010 17-0349-X11310 N 148 E Ave Capital Homes LVV3/RS3 129,745$ 2,359 17-0350-X14615 E 112 Pl N Capital Homes LVV3/RS3 125,510$ 2,282 17-0351-X8702 N Garnett Rd Integrity Signs ACII/CG 35,000$ 128 17-0352-S12412 E 86 St N Velardez Construction ECC/CG 11,000$ 1,500 17-0353-C10205 N 120 E Ave Winkley Homes SPII/RS3 142,010$ 2,582 17-0354-X10203 N 120 E Ave Winkley Homes SPII/RS3 142,010$ 2,582 17-0355-X7504 E 81 Pl N Kolt Systems CARPII/RS3 173,250$ 3,150 17-0356-X8202 N 74 E Ave Kolt Systems CARPII/RS3 173,250$ 3,150 17-0357-X8114 N 76 E Ave Kolt Systems CARPII/RS3 173,250$ 3,150 17-0358-X7404 E 81 Pl N Kolt Systems CARPII/RS3 173,250$ 3,150 17-0359-X8110 N 76 E Ave Vantage Pointe Homes CARPII/RS3 159,170$ 2,894 17-0360-X8111 N 75 E Ave Vantage Pointe Homes CARPII/RS3 160,930$ 2,926 17-0361-X8109 N 74 E Ave Vantage Pointe Homes CARPII/RS3 152,900$ 2,780 17-0362-X8106 N 76 E Ave Denham Homes CARPII/RS3 137,500$ 2,500 17-0363-X8108 N 74 E Ave Denham Homes CARPII/RS3 137,500$ 2,500 17-0364-X8106 N 74 E Ave Denham Homes CARPII/RS3 137,500$ 2,500 17-0365-X7505 E 82 St N Denham Homes CARPII/RS3 137,500$ 2,500 17-0366-X8104 N 76 E Ave Denham Homes CARPII/RS3 137,500$ 2,500 17-0367-X13303 E 96 St N Acura Neon WF/CS 10,000$ 44 17-0368-S8571 N Owasso Exp Claude Neon Fed. Sign 3L/CS 2,500$ 23 17-0369-S10718 N 101 E Ct Rausch Coleman AF/RS3 93,005$ 1,691 17-0370-X

55 Single Family 7,772,915$ 142,071 SqFt

1 Accessory 7,000$ 400 SqFt

2 New Commercial 3,100,000$ 20,110 SqFt

2 Commercial Remodel 71,000$ 4,647 SqFt

6 Signs 57,400$ 427 SqFt

4 Pool 147,000$ 2,086 SqFt

70 Total Building Permits 11,155,315$ 169,741 SqFt

NEW HOME PERMITS APPLIED FOR WITHIN OWASSO FENCELINE - MARCH 2017

ADDRESS COUNTY BUILDER TYPE VALUE1914 E 172 St Tulsa RUHL Construction New Home $280,000.006788 E 171 St Tulsa Jason Orr New Home $190,000.009020 N 67 E Ave Tulsa Executive Homes New Home $325,000.0011408 N 164 E Ave Rogers Simmons Homes New Home $525,000.0016701 E 79 St N Rogers Epic Custom Homes New Home $475,000.009819 N Stonewick Rd Rogers Hensley Custom Homes New Home $190,000.00

6 Single Family $1,985,000.00

0 Multi Family

6 Total $1,985,000.00

City of Owasso Public Work Department STATUS REPORT April 4th, 2017

• E 76 St N Widening (from U.S. Hwy169 to N 129 E Avenue) HDH - In 2010, federal funding was awarded for the engineering, right-of-way and utility

relocation phase. In 2011, federal funding was awarded for the construction phase. Through the Surface Transportation Program, the city will be required to match the costs by 20% for each phase.

- In February 2016, ODOT and Federal Highway Administration approved the environmental document.

- Engineering design is approximately 90% complete. - Right of Way and easement acquisition began in July 2016 with completion anticipated

in May 2017. - Private utility relocation is expected to begin in July 2017 with completion by April 2018. - Construction is scheduled to commence in July 2018 with completion by May 2019. - Public meeting was held March 30, 2017, @ 6:30 pm at Old Central to provide progress

report to citizens. The meeting was well attended with over 50 residents in the audience. • E 76 St N and Main Street Intersection Improvement Project HDH

- In June 2015, City Council approved an engineering agreement with McClelland Engineering. Engineering design is approximately 90% complete.

- In July 2016, City Council approved this project as eligible to receive CIP funds. - Land acquisition is complete. - Private utility relocation commenced September 2016 with completion by April 2017. - Bid opening occurred on March 7, 2017 with bid award on March 21, 2017. - Construction is scheduled to begin in April 2017 with completion in October 2017.

• Garnett Road Widening (from E 96 St N to E 106 St N) HDH

- In November 2012, Council approved an engineering agreement with Dewberry. - In November 2013, federal funds were awarded through the Surface Transportation

Program. A 20% fund match is required. - ODOT approved the environmental document in June 2015. The Federal Highway

Administration (FHWA) approved the document in July 2015. - Right of way and easement obtainment commenced in October 2015 with completion

anticipated in April 2017. - Private utility relocation is expected to begin in April 2017 with completion by April 2018. - Construction is scheduled to commence in July 2018 with completion by June 2019. - Public meeting was held March 30, 2017, @ 6:30 pm at Old Central to provide progress

report to citizens. The meeting was well attended with over 50 residents in the audience.

• Garnett Road Widening (E 106 St N to E 116 St N)HDH - In March 2016, City Council approved an engineering agreement with McClelland

Consulting Engineers. - Engineering design is approximately 85% complete. - Negotiations with property owners will commence in April 2017 with completion

expected by October 2017. - Utility relocation is expected to begin in November 2017 with completion by August 2018. - Construction is scheduled to commence in November 2018 with completion in July 2019.

• E 106 St N and N 145 E Avenue Intersection Improvements HDH

- In January 2016, Council approved an engineering agreement with Poe and Associates. - In February 2016, engineering design commenced with completion scheduled in March

2017. - Engineering design is approximately 85% complete. - Right of way and easement review commenced in January 2017 with completion by

May 2017. - Utility relocation is expected to begin in July 2017 with completion by January 2018. - Construction is scheduled to commence in April 2018 with completion in October 2018.

• E 116 St N & N 129 E Avenue Intersection Improvements HDH

- November 2014, funding for the construction phase of this project was approved to receive federal funds in the amount of $2,186,000. This “matching grant” is 80% ODOT funding, 10% Tulsa County funding and 10% City funding.

- January 2016, the environmental study was approval by Federal Highway Administration. - Engineering design is 90% complete. - Right of way and easement acquisition documents have been sent to ODOT for their

review. Staff anticipates having a release from ODOT by April 2017. Acquisition is anticipated to be complete by July 2017.

- Utility relocation is expected to begin in August 2017 with completion by December 2017. - Construction is scheduled to commence in April 2018 with completion in September

2018.

• FY 2016 Street Rehabilitation Program - In August 2015, City Council approved the project priority list.

- Preventative maintenance – Crack Sealing commenced in June 2016 with completion in August 2016.

- The remainder of the project was advertised and the bid opening occurred August 23, 2016.

- City Council approved the construction contracts on September 6, 2016. - Construction commenced in October 2016 with completion anticipated in May 2017. - All work on Atlanta except for the asphalt overlay is now complete, work on West

Broadway and 1st street is underway with completion expected in the next two weeks. - This project should be complete in the next 30-45 days.

• FY 2017 Street Rehabilitation Program HDH

- In September 2016, City Council approved the proposed project list. - Staff is preparing the design and bid documents and anticipates bidding the project in

April 2017.

• Brookfield Crossing Stormwater Improvements - In July 2016, City Council approved this project as eligible to receive CIP funds. - Engineering design was complete in December 2016. - On March 2, 2017, public meeting was held to inform citizens about the sequence of

construction and address any questions. - Construction commenced in March 2017 with completion in November 2017. - At this time, the crews are working on the off-site portions of the project, one crew is

re-sloping a creek channel in preparation for a new headwall structure, and the other crew is installing storm drainage pipe.

• Central Park / Lakeridge Stormwater Improvements HDH - In July 2015, Council approved an engineering agreement Meshek and Associates.

Engineering design and bid specifications are expected to be complete by November 2016.

- In July 2016, City Council approved this project as eligible to receive CIP funds. - United States Army Corp of Engineers (USACE) is reviewing the plans. - USACE has started the public meeting process for the permit. - Bid advertisement and construction will begin upon approval by the USACE.

• Rayola Park / Elm Creek Tributary 5A Stormwater Improvements HDH

- In July 2016, City Council approved this project as eligible to receive CIP funds. - A letter of intent will be mailed to local engineering firms requesting qualifications in

March 2017. - Projects have been surveyed. The tributary running adjacent to the Forest Creek Business

Park is being reviewed by staff at this time to determine extent of work needed.

• South Sports Park Regional Detention Facility HDH - In July 2015, Council approved an engineering agreement Meshek and Associates. - In May 2016, Capital Improvement Committee approved and recommended to City

Council to include this project to the CIP list. - In July 2016, City Council approved this project as eligible to receive CIP funds. - Engineering design is complete. Bid advertisement and construction is anticipated to

begin once US Army Corp of Engineers have approved the construction/mitigation plans.

- As requested by US Army Corp of Engineers, staff has prepared additional documentation requested by the USACE for jurisdictional determination of the onsite stream and pond.

- On April 14, 2017, City staff will be meeting with the Army Corp of Engineers to further discuss the possibility of wetland mitigation.

• Garrett Creek/Morrow Place – Lift Station, Force Main, Gravity Sewer Line Improvements HDH - In March 2016, City Council approved Garrett Creek/Morrow Place Sewer Improvement

Assessment Area. - In July 2016, City Council approved this project as eligible to receive CIP funds. - In October 2016, utility easement acquisition commenced with completion scheduled to

occur in March 2017. - In October 2016, ODEQ approved the engineering plans and provided a permit to

construct. - On February 29 2017, staff received and opened four bids for each project. Currently,

staff is reviewing the bids and anticipates a recommendation for award at March 21, 2017 OPWA meeting.

- The construction contract for the lift station was awarded on March 21st to Crossbo construction and the contract for the force main was awarded to IRA Green Construction.

- Staff is currently preparing contract documents for both projects. - Construction is anticipated to commence in late April.

• Mingo and E 116 St N Intersection/E 116 St N from Mingo to Garnett Road ImprovementsDH - In December 2016, City Council approved an engineering agreement with Garver LLC.

Garver LLC. - Engineering design is underway.

• Garnett and E 116 St N Intersection/E 116 St N from Garnett to N 129 E Ave Improvements HDH - In January 2017, City Council approved an engineering agreement with Guy

Engineering. Guy has been provided the survey and commenced with design. - Engineering design is underway.

• E 116 St N from approximately N 129 E Ave to N 135 E Ave Improvements HDH - In March 2017, City Council approved an engineering agreement with WP Moore (WPM).

WP Moore has been provided the survey and commenced with design.

• E 96 ST North from approximately N 119 E Ave to N 129 E Ave HDH - BKL, Inc has been selected to provide the study/design. Staff is working on the scope of

work and will bring an agreement to Council in early May.

• East and West Service Road Improvements - In February 2017, City Council approved an engineering agreement with Crafton Tull

(CTA). - Engineering design is underway.

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