Approved Budget - FY 2011-2012 - City of Owasso

City of OwassoApproved Budget

FY 2011-2012

city of owassoapproved budgetfiscaL year 2011 / 2012

presented toOwasso City CouncilOwasso Public Works Authority TrusteesOwasso Public Golf Authority Trustees

Doug BonebrakeBryan StovallSteve CataudellaCharlie BrownPatrick Ross

submitted byRodney RayCity Manager

t a b l e o f

i n t r o 1. Letter from the City Manager 8. Using the Budget Proposal 9. Budget Philosphy10. Organizational Structure11. Preparing the Annual Budget Proposal12. City Vision

18all funds18. Budget Summary / FY 2011-2012

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24general fund24. Budget Summary / General Fund26. Muncipal Court28. Managerial30. Finance32. Human Resources34. General Government36. Information Technology38. Support Services40. Community Development42. Police Services44. Police Communication46. Animal Control48. Fire Services50. Emergency Preparedness52. Engineering54. Streets56. Stormwater/Vegetation Control58. Cemetery60. Parks62. Community Center64. Historical Museum66. Economic Development

72oPWa fund72. Budget Summary / OPWA Fund74. Administration76. Utility Billing78. Water Distribution80. Wastewater Treatment Plant82. Wastewater Collections84. Refuse Collections86. Recycle Center

92oPga fund92. Budget Summary / OPGA Fund95. Golf Pro Shop96. Cart Operation97. Course Maintenance98. Food & Beverage99. Administration

103other funds103. Ambulance Service Fund104. Ambulance Capital Fund105. Public Safety Capital Fund106. E-911 Fund107. Cemetery Care Fund108. Emergency Siren Fund109. Juvenile Court Fund110. Hotel Tax Fund111. Strong Neighborhood Narrative112. Stormwater Management Fund113. Capital Improvement Fund114. Park Development Fund115. CDBG Fund116. City Garage Fund117. Workers’ Compensation Self-Insurance Fund118. General Liability/Property Self-Insurance Fund119. Healthcare Self-Insurance Fund120. Sinking Fund 125

a P P e n d i x125. Detail of Revenue / General Fund127. Detail of Revenue / OPWA Fund128. Detail of Revenue / OPGA Fund129. Detail of Revenue / Other Funds132. Sales Tax Narration133. Glossary

c o n t e n t s

HonorabLe mayor and city counciL — Pursuant to Charter and Statutory provisions, this correspondence is for the purpose of transmitting a budget proposal for FY 2011-2012. This proposed budget includes projected revenues and estimated expenditures for all municipal operations and all funds maintained by the City and its Trusts. The proposal incorporates a format that provides additional information relating to the accomplishments and goals of the various departments and defines the purpose of the City’s departments. Adoption of a budget is a key policy decision of the City Council and has the effect of establishing a direction for the City over the next several years. Upon completion of the City Council’s review and adoption, the budget serves as a policy statement that charges the City’s administration with the responsibility of accomplishing the goals and objectives contained within the document. For the past three years, Owasso, like almost every other city in the country, has focused on managing the impact a slowing economy has had on the delivery of services to citizens. In that effort, Owasso reacted quickly and effectively to reallocate resources and realign plans to meet reduced revenues and a less vibrant economy. Unlike other communities, Owasso did not find itself in a position that required drastic cutbacks in personnel or services. While a proactive approach did, in fact, produce the desired results, it was not without the consequences that accompany those types of decisions. Two years of reduced spending on capital outlay has left all of the City’s service providers with fewer tools with which to deliver services; from police cars to shovels, the teams that build streets, fight crime, manage finances, or maintain parks have had to do more with less in order to keep customer satisfaction levels high. Additionally, the City’s financial position, with regard to reserves, has been impacted. A reduction in reserves from fifteen percent (15%) to nine percent (9%) occurred over the past two years, leaving our ability to react to emergencies or opportunities somewhat diminished (but remaining higher than most local governments). Compared to the impact felt by other municipalities, the effect and consequences of the ongoing economic downturn on Owasso were anticipated and addressed prior to, rather than subsequent to, their realization. This prior action, taken while maintaining a confident belief in the ability of our community to rebound with strong retail and institutions, is now appearing to have been a successful strategy. In the past two year’s budgets, the City of Owasso reduced its anticipated revenues received from sales tax, reduced the reserves from 12% to 9%, and cut governmental expenses. Those budgets anticipated the impacts of the economy and moved to meet those fluid conditions. As a result of those decisions, Owasso remains one of Oklahoma’s strongest and most financially stable cities with one of the lowest tax bases in the state. Service levels have remained constant and major capital projects have continued. The City’s debt ratio continues to be considered as deserving of excellent ratings by all municipal rating services, and growth has continued to provide new investment in both residential and business sectors. Prudent financial management by the City Council and staff has allowed the City to continue to progress, reinvest in infrastructure, and continue to plan for long-term quality for future generations of Owassons. In fact, there are indications that the City’s approach to planning and investing is working. Short-term indebtedness and a strategy of funding long-term projects with public-private participation that reduces future costs are already beginning to prove their viability and soundness.

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owasso’s reputation as a progressive community with a willingness to embrace entrepreneurial and enterprising solutions

to governance issues has made the city attractive to business and investment

decision makers.

Moreover, Owasso’s reputation as a progressive community with a willingness to embrace entrepreneurial and enterprising solutions to governance issues has made the City attractive to business and investment decision makers. The City’s economic development team has experienced this positive attitude from existing businesses and prospects alike. Because of our strong financial position and reputation for innovative practices, Owasso is well positioned to aggressively meet the needs of a rebounding economy and improved investment attitude.

Nevertheless, until the anticipated recovery shows more direct results to our local economy, the City must diligently establish priorities and goals that take advantage of every opportunity to increase efficiency and productivity, re-examine priorities, and resist temptations to overreact to small gains in resources. In short, the City must continue to practice caution and begin to recover in several areas such as capital outlay, personnel levels, and financial preparedness. This will not be done in one action or one year, but rather in a deliberate, measured manner over the course of several years.

Recognizing the current economic environment, as well as the need to address concerns of the City’s department managers relative to providing consistent service levels to the citizens, the goal of this budget is to retain the delivery of high levels of service to the residents of the community while providing a safe and healthy environment for all citizens. Additionally, an objective of this budget is to avoid further reduction in the City’s reserves and increase the reserves from 9% to 11% in the City’s general fund projected ending balance. A further goal is to provide for the continued financial security of the City’s workforce. The people who deliver services to the community are the most important resource to the citizens. Keeping good people on the team and keeping their families healthy is an imperative, second only to maintaining the citizen’s trust as good stewards of their tax dollars. This budget proposes, after two years without salary increases, a one-time small stipend for all City employees.

Due to good development policies and innovative decisions relating to the creation of a strong retail base in the City, Owasso has become a destination for shopping. The City now attracts shoppers from a large regional geographic area that has encouraged additional retail investment. General retail sales have shown some growth over the past year and this budget projects additional growth in FY 2011-2012. However, there continues to be a reduction in residential building. What was once Owasso’s strongest economic component is still in a recovery mode and is not projected to see increased levels of building during this budget year. Lower building levels impact employment levels, direct and indirect sales tax revenues, and ancillary associated businesses.

This proposed budget projects an increase in sales tax and an increase in overall revenues for the General Fund. Additionally, carryover funds will be available for the coming year. This means that the budget goal to begin the process of re-establishing the City’s reserves can be realized. This budget does not request a further reduction in the City’s reserves as compared to the past two years, when a reduction in reserves was requested each year. However, the budget does propose a transfer of $300,000 from the OPWA Fund to the General Fund to cover costs associated with the City’s management of administrative functions, duties, and responsibilities. That is a reduction of $200,000 from last year’s transfer. The reduced transfer will strengthen the OPWA’s “rainy day” fund and leave the OPWA reserves at $1,880,773.

The budget contains no utility rate increases; it should be noted, however, that the City of Tulsa may choose to increase their rates for water purchased by Owasso. Should Tulsa decide to increase their water rates, the staff would also request a water rate increase to cover only the amount of the Tulsa increase. No wastewater or refuse rates increases are requested for FY 2011-2012.

A major objective of this budget is to restore funding to the Annual Street Repair and Maintenance Program. Several years ago, the City Council approved a program that had, as its goal, the expenditure of one million dollars per year allocated exclusively for street repair. Because of the economy and other capital priorities, the street repair program over the past two years has suffered cutbacks. This budget proposes to refocus on needed

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street repair, and allocates $600,000 to that program. While this recommended amount does not yet return to the pre-2009 level, it is a major increase over the past two budgets and will put the city back on track to address street problems before they require a more costly solution.

A second objective of this budget includes a request for the creation of a “Public Safety Capital Fund” which, if approved, would provide funding for capital needs for the City’s Fire and Police Departments. Items such as fire trucks, ambulances, police cars, police equipment, and training facilities for Police and Fire would be purchased from this fund. The fund would receive money from a current and a proposed source. Currently, the City has a $1.90 fee that is added to each citizen’s utility bill and is restricted for use to purchase Fire Department capital needs. This budget calls for an additional $1.00 for the purpose of expanding the fund to include both the Police and Fire Departments. If approved, the newly designated fund would be evenly split with $1.45 of the fee funding Fire Capital needs and $1.45 funding Police Capital needs.

Quite candidly, the City’s inability to adequately fund capital outlay has been the single most impactful result of the past three years’ budgets. Without taking some form of action now, all departments will become increasingly strained to achieve the quality of services expected by Owasso residents. By implementing a small twelve dollar per year assessment, the entire community can relieve some of the pressure on city operations. The additional fee collected will allow both police and fire departments to plan for long-term capital purchases, while freeing capital funds for other departments. This request is a priority goal for this budget.

An additional major objective of this budget proposal is to provide a one-time stipend for all city employees. For the past two years, there have been no increases in compensation for employees. Team members have recognized the necessity of decisions relating to compensation (due to the economic downturn), and their support of these decisions has been strong. This year, there is a unique opportunity to offer some relief to employees by combining unspent, but appropriated, funds from the General Fund along with excess funds from the Workers Compensation Fund to provide a one-time payment of $900 per employee. Here is how the proposal could work:

Worker’s Compensation Fund: This fund has experienced two years of very light claims and associated costs. In fact, FY 2010 and FY 2011 have been the lowest claim years in over seven years. This has resulted in a fund reserve that can be reduced while still remaining funded beyond our target level. The FY 12 budget proposes to reduce the cost of premiums paid into the fund by the City and transfer $86,400 to the General Fund, OPWA, and OPGA funds to provide a four hundred dollar one-time “reward” to all employees. As is evident by the current surplus, the employees’ persistent focus on workplace safety and best practices has saved the City several hundred thousand dollars over the past two years. Sharing this savings with team members both directly and indirectly could be an incentive for continued safe work habits and low claims.

RECENT CLAIMS HISTORY – WORKERS COMPENSATION SELF-INSURANCE FUNDfund year # of cLaims cLaims totaL2007 60 $484,8602008 53 $471,6082009 43 $91,3382010 48 $75,7562011 (10/26/10 - 4/30/11) 8 $16,236

fund BalanCe of $787,000

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General Fund and OPWA Fund: A merit increase, based on evaluation performance, up to a maximum of $500, would be available to all employees. The amount of the one-time pay would be dictated by the annual evaluation of employee work performance. Funding for this one-time pay would be derived from savings realized in the current year expenses and would total approximately $108,000 for all employees.

Finally, this budget proposes an increase in the employee’s share of health care coverage costs. For the past eighteen years, the City has absorbed all health care cost increases. Unfortunately, it is now necessary for cost sharing of the large increases the City is experiencing. The proposal contained in the budget is to phase in an increase in employee co-payments for office visits. Currently, the co-pay cost is ten dollars per office visit. This budget proposes an increase from ten to fifteen dollars this year, followed by an increase in five dollar increments over the next two years until the co-pay cost reaches twenty-five dollars. The savings to the City will help offset the rising cost of health care without endangering significantly the security and health of the employees and their families.

assumption

During the development of this budget, the staff has made certain assumptions and requests that are key to its successful implementation. These assumptions are a part of the normal process of budget development. It should be noted, however, that should the City Council adopt this proposed budget, these assumptions and recommendations become significant policy decisions providing the basis for the entire proposal. These assumptions and requests are listed for City Council consideration:

That Sales Tax Revenues will experience a 2.17% increase during FY 2011-2012. • That total operating revenue for the OPWA in FY 2011-2012 will be $10,096,500, an increase of over 5% • from FY 2010-2011. That the City’s General Fund reserves will be increased to $1,802,763, thus improving the City’s level of • reserves from 9% to 11% of operating revenue for FY 2011-2012.That a transfer of $300,000 from the OPWA Fund to the General Fund be authorized.• That a Public Safety Capital Fund be created and partially funded by a one dollar ($1.00) per month fee • assessed to each utility customer.

concLusions, comments, and appreciation

Indications are that the economy is improving, but that Oklahoma municipalities will face continued slow growth in revenues received. There will be growth during FY 2011-2012, but not to the extent that the City can expect to increase levels of service. In some ways, the level of difficulty managing FY 2011-2012, will be greater than the previous years. In this third year of the downturn, there are signs of improvement, but given the staff’s efforts to not further reduce reserves FY-12 will require an even closer working relationship and collaborative effort.

There will continue to be some services that will not be reinstated in areas such as mowing, watering, and landscaping, as well as discontinued travel, training, and memberships to professional organizations. The delivery of core services will continue to be given priority, as well as a focus on seeking new and innovative ways to provide services, seek strategic partners, and improve productivity. The entire staff has adopted a sense of shared responsibility in efforts to reduce the expenses of providing services. I am very proud of the effort that has gone into the preparation of this proposal. Managers, supervisors, and team members have recognized that, indeed, “this is a team effort.” The collective actions and attitude demonstrated by the City’s staff in preparing this budget and in decision making is a superb example of why Owasso continues to lead the state in resourcefulness and innovation.

I take this opportunity to express my sincere appreciation to the staff and department directors who have worked to develop this budget; all are valuable members of the Budget Team, and each has had an impact on this proposal. Special appreciation is noted for the work effort made by the City’s Assistant City Managers, Sherry Bishop and Warren Lehr, Finance Director Angela Hess, Senior Accountant/Deputy Director Janet Isaacs, and Administrative Assistant Kian Kamas in the Managerial Department, without whom the quality, format, and accuracy of this proposal would not have been possible. I also appreciate the time that each member of the City Council will spend in evaluating the recommendations contained in the proposal. I look forward to working with each of you in adopting the FY 2011-2012 budget and thank you for your continued support in implementing the strategies, goals, and services contained within the document. Please note that there are certain statutory deadlines for budget adoption. Final adoption of the budget must take place prior to June 23, 2011. A statutorily required Public Hearing on the proposed budget is scheduled for the regular meeting of the City Council on June 7, 2011. Pending your comments and review, and those received from citizens during the Public Hearing, I plan to place a request for final adoption of the budget on the agenda for the June 21, 2011 regular City Council Meeting. Respectfully submitted for your consideration,

Rodney J. RayCity of Owasso City Manager

Attachment A: Summary

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attaChMent a: Budget suMMarY

This budget contains requests for expenditures of $50,054,456 and transfers of $31,790,700, totaling $81,845,156 for all operations and all funds. Total requested expenditures represent a decrease of $1,039,510 or 2% less than the FY 2010-2011 budget. The proposed General Fund Budget includes a request for personnel cost and operations in the amount of $15,038,809 and a capital outlay request totaling $477,779. The OPWA Fund includes requests for personnel and operating expenditures of $7,070,451, capital outlay request of $7,151,450, and debt service payments of $8,805,836. The OPGA Fund includes requests for personnel and operating expenditures of $864,900, no capital outlay request, and no debt service.

fund fY 2010-2011 fY 2011-2012

General FundPersonal Services 13,189,838 13,582,793Materials and Supplies 618,980 712,085Other Services 1,483,492 1,643,931Capital Outlay 167,450 477,779

Total 15,459,760 16,416,588OPWA Fund

Personal Services 2,223,361 2,284,631Materials and Supplies 2,882,780 3,105,110Other Services 1,560,080 1,680,710Capital Outlay 12,160,842 7,151,450Debt Service 8,482,076 8,805,836

Total 27,309,139 23,027,737OPGA Fund

Personal Services 626,338 635,450Materials and Supplies 93,060 101,160Other Services 128,540 128,290Capital Outlay 0 0Debt Service 28,280 0

Total 876,218 864,900Other Funds

Personal Services 1,250,859 1,317,344Materials and Supplies 294,550 267,030Other Services 4,318,450 4,950,301Capital Outlay 1,584,990 3,091,555Debt Service 0 119,001

Total 7,448,849 9,745,231

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tHis page intentionaLLy Left bLanK

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How to use tHis budget proposaL

This document guide outlines the City of Owasso’s FY 2011-2012 Proposed Budget. Copies of the budget are available for viewing at the Owasso Public Library and the City Manager’s office in City Hall. In addition, the budget may be viewed on the City of Owasso website, www.cityofowasso.com. Information may be obtained by calling the Sherry Bishop at 918.376.1502 or emailing [email protected].

The proposed budget is organized as follows ―

INTRODUCTION ― This section includes the letter of transmittal from the City Manager to the Council and an overview of the proposed budget. In the transmittal letter, the City Manager highlights the key policy issues and programs in the budget.

SUMMARY OF ALL FUNDS ― This section provides a review of the revenue and expenditures in the City of Owasso’s budget. Detailed tables provide a break-down of the individual sources of revenue and expenditure, while corresponding charts provide an overview of the percentage of funds received and expended in different areas.

GENERAL FUND BUDGETS ― This section provides an overview of the departments’ operating budgets. Within each department is a summary of expenditures by category, for the current year and previous three fiscal years, as well as a calculation of the percent change between the proposed budget and last year’s budget.

AUTHORITY BUDGETS ― These sections include budget information for the Owasso Public Works Authority and the Owasso Public Golf Authority.

OTHER FUNDS ― This section includes budget information for specially designated funds within the City of Owasso budget. Each fund is accompanied by a description of the purpose of the fund and an accounting of expected revenues and expenditures within that fund.

APPENDIX ― An appendix detailing sources of revenue for the General Fund, Owasso Public Works Authority, and Owasso Public Golf Authority has been included in the final section of the Budget Proposal. Given that revenue sources have been grouped together in the Fund Budgets, this appendix will allow you to view a complete breakdown of the specific sources and amounts of revenue the City receives. Also included in the appendix is a Sales Tax Narrative, which provides an accounting of how the sales tax revenue received by the City of Owasso is broken down and expended, and a Glossary of budget-related terms.

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budget pHiLosopHy

The annual budget process is an opportunity for the citizens of Owasso to participate in making decisions concerning the services the City of Owasso provides for them. The budget is the management tool for City administration and defines the annual work program. The budget is also a framework for accomplishing the mission of the City of Owasso, which is removing the obstacles standing in the way of people celebrating their lives. The City of Owasso’s core values of integrity, accountability, teamwork, quality work, responsiveness, planning, and innovation and progression are reflected in this budget.

A successful annual budget preparation requires communication, citizen outreach, Council direction, and a commitment to excellence. In addition to balancing local needs with available resources, and incorporating the City of Owasso’s shared mission and values, the process should be a cooperative effort of the total community of Owasso.

Owasso is proud of its statewide reputation for adopting advanced financial planning strategies, and staff continues to accept the challenge of being economical with limited resources while searching for creative solutions to the delivery of City services. Working toward implementing efficiencies with forethought and providing a work environment conducive to teamwork will empower our city to change for the better. Ultimately, our primary goal is to provide the quality of life expected by the community over the long term at a reasonable cost.

This annual budget is based upon citizen expectations, clearly articulated Council policies and City Manager directives, maintenance of existing program levels, and expansion of quality of life initiatives to promote the growth of Owasso and its residents.

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city of owasso organiZationaL structure

City of Owasso City Council

Citizens of Owasso

City Clerk

Citizen Boards & Commissions

City Manager

Assistant City Manager Administrative Services

Parks

Davi

Golf Course

Davi

Community Center

Davi

Economic Development

Information Technology

Finance

Assistant City Manager Operations

City Attorney

Public Works

Human Resources

Fire Services

Police Services

Support Services

Museum

Court

General Counsel

Community Development

Administrative Assistant & Support

General Counsel

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preparing tHe annuaL budget proposaL

The City Manager is vested with responsibility for preparation of the annual budget by the Owasso City Charter. Development of the budget is a collaborative process between the Department Directors and the City Manager. The budget sets goals for the fiscal year and allocates resources to accomplish those goals. Once approved by the governing body, the budget becomes a major policy document establishing an agreement between the policy makers and the staff.

The budget calendar facilitates the preparation and approval of the budget in a timely manner and serves to assure compliance with the statutory deadlines of the Municipal Budget Act.

BUDGET TEAM

Angela Hess Finance Department DirectorJanet Isaacs Finance Department Deputy DirectorSherry Bishop Assistant City Manager for Administrative Services Warren Lehr Assistant City Manager for OperationsKian Kamas Administrative Support, Office of the City Manager

DEPARTMENTAL PREPARATION

Departmental budgets are prepared by Department Directors and Senior Administrative Staff.

BUDGET PREPARATION SCHEDULE

Jan 28th Preliminary Revenue Projections/Estimates Complete Feb 25th Department “Requested” Budget Entry Complete, 5-Year Outlay Plan DueMar 2nd Review of Requested BudgetsMar 16th Update Revenue Projections/EstimatesApr 12th Budget Discussion at Council Work SessionApr 13th Finalize Revenue Estimates, Fund Budgets, Department Totals, and Fund SummariesMay 9th Budget Delivered to City CouncilMay 10th Budget Presented at Council Work Session Copies of budget distributed to Department Directors, Local Library, and Community LeadersMay 31st Notice of Public Hearing Published in Local NewspaperJun 7th Public Hearing ConductedJun 21st Budget Presented to City Council for ApprovalJun 30th Budget Filed with the State Auditor and Inspector

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a cLear vision

As an organization and as individuals, we hold inherent certain values and principles. These values are set out as an acknowledgement that there exist core beliefs, developed by our life experiences, that give depth and richness to our lives and work. They can, and do, actively benefit us in developing purposeful and satisfying lives as we serve the public. Such values are recognized as critical to the everyday success of our organization. These values are not applied just when convenient, but instilled throughout our organizational process and our daily lives, so that they are naturally applied to every decision made by any individual or group within the organization.

INTEGRITY

We believe that truthfulness, openness, honesty, ethical conduct, and consistency in all actions are basic to the way we treat each other and our customers and that fair treatment to all is an organizational imperative.

ACCOUNTABILITY

We pledge, as stewards of the public’s resources, to be constantly aware of our responsibility to the public and to our work team for all we do.

TEAMWORK

We commit to a unity of purpose and harmony of action, which is a daily commitment to help create an environment of mutual respect where each individual’s contributions are valued.

QUALITY WORK

We recognize that excellence is the standard for all members of our team. We will ensure through training and professional development that each person is afforded the resources and opportunities necessary to accomplish tasks and refine work processes to that standard.

RESPONSIVENESS

We listen to all customers and respond to their concerns and requests in an efficient and timely manner.

PLANNING

We embrace a comprehensive approach to assessing the long-term effects of all decisions.

INNOVATIVE AND PROGRESSIVE

We foster a dynamic environment that inspires a willingness to change and encourages individuals to take risks in the development of new and different alternatives to create better processes and solutions.

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envisioning success

The City of Owasso envisions, therefore, an organization which:

IS INTERDEPENDENT, one which empowers and frees individuals to take risks and where every person’s work is challenging;

HAS A SENSE OF COMMON PURPOSE as to why it exists, and defines how each individual contributes to its success;

REMOVES BARRIERS TO CREATIVITY and encourages the development and use of individual skills and talents, then uses those skills and talents creatively;

CREATES AN ENVIRONMENT in which all individuals are responsible for the performance of the group;

EMBRACES CHANGE as an opportunity for organizational growth and improvement;

FOCUSES ON RESULTS and shared responsibilities;

RESPONDS TO NEEDS by rapidly identifying and acting on the opportunities to serve the customer; and

ENCOURAGES AND INSPIRES THE INDIVIDUAL to participate in process improvement and the continuous development of more effective ways to serve.

We have a vision of an organization that values the individual and recognizes that by working together we will better serve the greater cause that is public service. In this vision, we clearly see that public service is about removing the obstacles standing in the way of people celebrating their lives.

Quality seeks excellence for the organization as a whole. We recognize that efficiencies can be realized through teamwork. Process improvements and solutions are centered around creative analysis. And always, in every instance, the path to quality lies in listening to and satisfying customers.

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FY 2011-2012ALL FUNDS

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Budget Summary

Shaping a future of prosperity through proactive measures and fiscal responsibility.


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BUDGET SUMMARYFiscal Year 2011 - 2012

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Projected FY 11 │ 12 FY 11 │ 12 FY 11 │ 12 ProjectedBalance Projected Proposed Proposed Balance1-Jul-11 Revenues Expenditures Net Transfers 30-Jun-12

General Fund 2,543,051 22,040,400 16,416,588 (6,364,100) 1,802,763

Enterprise Funds OPWA 2,268,110 16,960,500 23,027,737 5,679,900 1,880,773 OPGA 0 661,300 864,900 3,600 -200,000Total Enterprise Funds 2,268,110 17,621,800 23,892,637 5,683,500 1,680,773

Special Revenue & Capital Projects Funds Ambulance Service 188,861 1,400,400 1,163,921 (226,700) 198,640 Ambulance Capital 214,686 63,700 52,800 143,320 368,906 Public Safety Capital 356,427 297,200 483,625 83,380 253,382 E-911 22,970 212,120 215,869 0 19,221 Cemetery Care 8,041 100 2,700 1,700 7,141 Emergency Siren Fund 21,456 3,200 7,500 0 17,156 Juvenile Court Fund 8,685 3,800 2,000 0 10,485 Hotel Tax Fund 406,501 259,700 130,121 400 536,480 Stormwater Management 764,357 755,500 1,098,747 (235,900) 185,210 Capital Improvements 391,022 300 1,391,322 1,000,000 0 Park Development 223,317 89,800 6,000 0 307,117 CDBG 0 108,000 108,000 0 0Total Special Revenue & Capital 2,606,323 3,193,820 4,662,605 766,200 1,903,738Projects Funds

Internal Service Funds City Garage 0 358,825 359,625 800 0 Workers' Comp. Self Insurance 787,614 406,000 506,000 (86,400) 601,214 Gen. Liab./Prop. Self Insurance 0 208,100 200,000 0 8,100 Healthcare Self Insurance 0 3,898,200 3,898,000 0 200

Total Internal Service Funds 787,614 4,871,125 4,963,625 (85,600) 609,514

Sinking Fund 0 119,001 119,001 0 0

Total - All City Funds 8,205,098 47,846,146 50,054,456 0 5,996,788

FY 2011 │ 2012 BUDGET SUMMARY

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FY 2011 │ 2012 REVENUES BY SOURCES

FY 2011 │ 2012 EXPENDITURES BY FUNCTION

General Government5.1% Public Safety

14.2%

Public Works5.4%

Utilities17.4%

Culture & Recreation2.3%Economic

Development0.3%

Debt Service10.9%

Interfund Transfers38.8%

Self-Insurance5.6%

Taxes25.0% Licenses & Permits

0.4%

Intergovernmental0.9%

Charges for Services23.7%

Fines & Forfeitures1.1%

Miscellaneous9.0%

Interfund Transfers39.9%


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FY 2011-2012GENERAL FUND

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Budget SummaryDepartment Documentation

Creating an environment in which residents and businesses thrive.

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GENERAL FUND SUMMARYFiscal Year 2011 - 2012

ProjectedActual Actual Actual Proposed Percent

FY 08 │ 09 FY 09 │ 10 FY 10│ 11 FY 11 │ 12 ChangeRevenues Taxes $19,047,851 $18,757,361 $19,158,196 $19,631,900 2.47% Licenses & Permits 237,020 241,829 171,302 201,400 17.57% Intergovernmental 886,968 629,218 1,983,326 642,300 -67.62% Charges for Service 449,537 508,281 512,693 517,600 0.96% Fines & Forfeitures 668,947 778,795 869,070 910,300 4.74% Miscellaneous 171,358 190,652 451,785 136,900 -69.70% Total Revenues 21,461,681 21,106,136 23,146,372 22,040,400 -4.78% Other Sources Transfers In - OPWA 0 0 500,000 300,000 -40.00% Transfers In - OPWA Sales Tax 11,000,018 10,810,978 11,100,000 11,234,000 1.21% Transfers in - Workers' Compensation 0 0 0 67,600 -Total Revenues & Other Sources 32,461,699 31,917,114 34,746,372 33,642,000 -3.18%

Expenditures General Government Municipal Court 178,258 208,345 211,080 216,834 2.73% Managerial 834,057 797,088 789,737 803,068 1.69% Finance 520,094 535,335 528,179 563,754 6.74% Human Resources 308,192 299,469 301,002 351,379 16.74% General Government 544,736 708,923 510,705 462,500 -9.44% Information Technology 584,670 520,438 498,730 537,106 7.69% Support Services 448,544 352,350 2,066,464 384,883 -81.37% Total General Government 3,418,551 3,421,948 4,905,897 3,319,524 -32.34% Community Development 463,592 416,585 423,882 475,305 12.13% Public Safety Police Services 4,444,904 4,641,014 4,500,922 4,640,816 3.11% Police Communications 456,635 469,108 615,921 804,540 30.62% Animal Control 130,085 119,856 127,424 139,732 9.66% Fire Services 3,678,193 3,949,273 3,888,971 3,969,137 2.06% Emergency Preparedness 134,382 134,236 133,495 139,477 4.48% Total Public Safety 8,844,199 9,313,487 9,266,733 9,693,702 4.61% Public Works 0 Engineering 512,449 548,472 529,929 580,228 9.49% Streets 706,529 778,635 804,947 1,017,461 26.40% Stormwater 498,581 493,381 404,500 444,340 9.85% Cemetery 5,394 13,179 5,680 7,900 39.08% Total Public Works 1,722,954 1,833,667 1,745,056 2,049,929 17.47% Culture & Recreation Parks 452,559 366,116 396,910 570,566 43.75% Community Center 164,846 166,425 164,225 169,067 2.95% Historical Museum 84,017 85,176 80,372 24,400 -69.64% Total Culture & Recreation 701,422 617,717 641,507 764,033 19.10% Economic Development 151,430 143,975 112,502 114,095 1.42% Total Departmental Expenditures 15,302,148 15,747,379 17,095,577 16,416,588 -3.97% Other Uses Transfers Out 17,347,142 17,268,123 17,150,000 17,965,700 4.76% Total Other Uses 17,347,142 17,268,123 17,150,000 17,965,700 4.76%Total Expenditures & Other Uses 32,649,290 33,015,502 34,245,577 34,382,288 0.40%

Change in Fund Balance ($187,591) ($1,098,388) $500,795 ($740,288) -247.82%

Projected Beginning Fund Balance 3,328,235 3,140,644 2,042,256 2,543,051 24.52%Projected Ending Fund Balance 3,140,644 2,042,256 2,543,051 1,802,763 -29.11%

GENERAL FUND SUMMARY

/ 24 / / 25 /

General Government3078692Community Development423882Public Safety 9560034Public Works 1645376Culture & Recreation639274Economic Development112502

GENERAL FUND REVENUES

GENERAL FUND EXPENDITURES

Taxes89.1%

Licenses & Permits0.9%

Intergovernmental2.9%

Charges for Service

2.3%

Fines & Forfeitures4.1% Miscellaneous

0.6%

General Government20.2%


2.9%

Public Safety59.0%

Public Works12.5%

Culture & Recreation4.7%


0.7%

MUNICIPAL COURTGeneral Government

description

The Municipal Court of Owasso is dedicated to providing adjudication of municipal ordinance violations in a prompt, impartial, and knowledgeable manner. The employees of the department strive to provide a fair administration of justice, with a high level of respect, efficiency, integrity, courtesy, sensitivity, and commitment to the public, while imposing and efficiently collecting costs, fines, and other penalties due the City of Owasso. It is the mission of the Municipal Court Clerks to consistently build public trust and confidence between the citizens of Owasso and the Municipal Court.

budget HigHLigHts

The recommended FY 2012 budget includes funding for the following:

A slight increase in funding for normal • operations of the department due to the increasing costs for bank card processing fees. The City of Owasso is currently in negotiations with a different service provider who is offering lower processing fees.An increase in the personal services budget by • $1,530. No additional personnel will be added.An increase in fees for the Youth Court Services • contract is not anticipated, nor is an increase in professional and technical services anticipated for fees related to the Court Bailiff in the FY 2012 budget. A total of 86 cases have been heard in Youth Court for FY 2011. The Municipal Court remains committed to • the Go Green! initiative through reduction in printing and saving required files in PDF format as often as possible. Printing court dockets on two sides as opposed to the traditional one-side process has resulted in a 50% reduction of paper being used for weekly dockets.

proJect status and accompLisHments

Objectives achieved during FY 2011 include:Processed 5,114 citations through the Muncipal • Court from July 2010 through March 2011, representing an average of $77,000 per month in fines paid. Reviewed the current Early Intervention Program • (EIP) format, seeking opportunities to enhance the overall effectiveness of the program through the use of impactful speakers and the gathering of input from participants. Process will continue into FY 2012Conversion has begun from the Information • Technology, Inc. (ITI) court record keeping software system to the Sheriff’s Office Management System (SOMS). Reporting opportunities and efficiency in case management, as well as system support, will be significantly improved through the conversion. Owasso’s Court Clerk is certified as a Municipal • Court Clerk through the Oklahoma Municipal Court Clerks Association. The Deputy Court Clerk is continuing to work toward receiving certification.

Hosted 142 youth through

the Early Intervention Program, which plays an

important role in working to reduce juvenile offenses and provide a valuable learning experience and life lessons

to participants.

/ 26 /

01-105

Expenditure CategoryActual

FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change

Personal Services 154,509 162,307 163,865 167,329 2.1%

Materials & Supplies 4,108 2,531 3,590 4,380 22.0%

Other Services & Charges 17,639 43,507 43,625 45,125 3.4%

Capital Outlay 2,002 - - - -

Total 178,258 208,345 211,080 216,834 2.7%

Position Title 2009 2010 2011 2012Judge - Part Time 1 1 1 1Prosecutor - Part Time 1 1 1 1Court Clerk 1 1 1 1Deputy Court Clerk 1 1 1 1

4 4 4 4

$0

$20,000

$40,000 $60,000 $80,000

$100,000 $120,000

$140,000 $160,000

$180,000

FY 09 FY 10 FY 11 FY 12

Personal Services Materials & Supplies Other Services & Charges Capital Outlay

eXpenditure by category(General Fund 01-105)

year to year eXpenditure comparison

autHoriZed personneL

/ 27 /

MANAGERIALGeneral Government

description

The City of Owasso Charter establishes the municipal government as a “council-manager government” with the City Manager as the chief administrative officer and head of the administrative branch of the City government. The City Manager’s office provides the overall administrative direction for the city organization in accordance with policies established by the City Council and its trust authorities. The City Manager is responsible for the preparation and administration of the annual budget. The managerial department includes the City Manager, Assistant City Manager for Operations, Assistant City Manager for Administrative Services/City Clerk, City Attorney/General Counsel, Administrative Assistant/Deputy City Clerk, Administrative Support, and two (2) part-time receptionists.


Objectives achieved during FY 2011 include:Worked successfully to effect change in the law to • allow cities and counties to collaborate on projects that are mutually beneficial to city and county residents. Successfully promoted and provided information • to the Oklahoma Department of Transportation that resulted in the completion of Phase I of the widening of US Highway 169 from I-244 to East 56th Street North. Completed a citizen-driven Quality of Life Planning • Document to serve as guiding principles for future development within the city.Increased presence at the State Capital due • to resignation of the City’s membership in the Oklahoma Municipal League (OML).

Initiated a comprehensive

Capital Improvements Strategic Plan in an effort to

incorporate strategic planning and rational prioritization in determining improvement

recommendations for the enhancement of

Quality of Life.

/ 28 /

/ 28 /

01-110


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 5,411 2,197 1,500 1,500 0.0%

Total 834,057 797,088 789,737 803,068 1.7%

Position Title 2009 2010 2011 2012City Manager 1 1 1 1Assistant City Manager 2 2 2 2Administrative Assistant 1 1 1 1Administrative Support 1 1 1 1Receptionist* 1 1 1 1City Attorney 1 1 1 1

7 7 7 7

*Receptionist equates to two (2) part-time positions located in the lobby of City Hall.

$0

$100,000

$200,000 $300,000 $400,000

$500,000

$600,000

$700,000 $800,000

$900,000

FY 09 FY 10 FY 11 FY 12


/ 29 /





Objectives achieved during FY 2011 include:Received an unqualified independent audit • opinion for FY 2011. No audit findings were noted. Placed continued focus on process improvements • for strengthening controls and internal policies and procedures.Provided accurate and transparent reporting of • revenue and expenditures for the Owasso City Council and citizens. Established a Debt Service Sinking Fund, which, by • state law, provides for any legal judgements to be paid through an ad valorem allocation.

FINANCE General Government

description

The department of Finance is the central manager of the City’s assets and is responsible for controlling and recording the organization’s financial activity. The office is charged with providing accurate and reliable financial information to the City Council, the City Manager, and the citizens of Owasso, as well as ensuring compliance with state and local policies and regulations.

Specifically, the Finance Department reviews and monitors financial activity of the General and Operating Funds, as well as the Public Works and Public Golf Authorities. The Finance Department initiates and records investment activity, prepares financial statements, is responsible for managing the City’s annual audit process, and for the filing of reports with State and various other governmental agencies.

budget HigHLigHts


Normal operations of the department.• The annual audit. The audit cost will not increase • the base annual auditing fees for the FY 11 audit. The base fee for FY 12 will increase to $42,750. Promoted fiscal

transparency and accountability, resulting in

an unqualified independent audit opinion for Fiscal Year

2011, demonstrating the City’s commitment to ensure

transparency in reporting financial information

to the public.

/ 30 /

01-120


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change



Other Services & Charges 49,430 43,738 49,950 49,300 -1.3%

Capital Outlay 1,911 2,420 - 1,800 -

Total 520,094 535,335 528,179 563,754 6.7%

Position Title 2009 2010 2011 2012Finance Director 1 1 1 1Deputy Director 1 1 1 1Accountant 1 1 1 3Accounting Clerk 3 3 3 1Part-time Clerical 1 1 1 1

7 7 7 7

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

FY 09 FY 10 FY 11 FY 12


/ 31 /




HUMAN RESOURCESGeneral Government

description

The Human Resources Department provides customer service to both citizens and employees by recruiting and hiring new employees; administering and reviewing insurance and benefits; planning and coordinating in-house training; developing and establishing personnel policies, procedures, and position classifications; and overseeing risk management and workers’ compensation issues. The department’s vision is to integrate the core values of character, safety, service, and development with the City’s management philosophy, generating a workforce that purposes each day to make a difference and improve the quality of life for the citizens of Owasso.

budget HigHLigHts


Normal operations of the department.• Development of an orientation curriculum for • new supervisors.Opportunity for employees to request data • changes to employee records through eAccess.Development of Sungard Employee Application • Center.Research of improved methods for tracking • COBRA Continuation Health Coverage and Family and Medical Leave Act (FMLA) usage. Continued work upgrading employee policy and • procedures manual.Continued focus on employee and community • awareness of the positive impact of purposefully focusing on good character.

Continued to advocate the

importance of character in the workplace and

community, and its relation to overall quality of life, through

increased focus on the Character Initiative.

/ 32 /


Objectives achieved during FY 2011 include:Provided character-based supervisor training • focusing on “Stress in the Workplace.”Continued process of eliminating paper files for • previous employees through utilization of the City’s electronic storage system, Laserfiche.Began process of upgrading Risk Management • Manual.Utilized the Employees Assistance Program to • provide sexual harassment training to employees.Implemented Character First! curriculum at an • additional elementary school through a donation from the Oxley Foundation.

01-130


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 1,970 - 300 2,800 833.3%

Total 308,192 299,469 301,002 351,379 16.7%

Position Title 2009 2010 2011 2012Human Resources Director 1 1 1 1HR Specialist 2 2 2 2Clerical - Share with IT 2/3 2/3 2/3 2/3Part-time/Intern 1 1 1 1

4 2/3 4 2/3 4 2/3 4 2/3

Fractions indicate split funding unless otherwise stated.

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

FY 09 FY 10 FY 11 FY 12


/ 33 /




GENERAL GOVERNMENT

General Government

description

The General Government budget encompasses funds utilized in the administration and day-to-day operations of City government, as well as coordinating intergovernmental relations that are not directly attributable to any single department.

Secured Federal funding to continue

the design and necessary environmental studies

related to the US Highway 169 widening project from East

56th Street North to East 126th Street North.

/ 34 /

budget HigHLigHts


General operations, such as telephone, utilities, • City Hall building maintenance, postage, and legal publications.Expenditures related to anticipated City • Elections.Continued services of the Pelivan Transit Public • Transportation Program.Six month contract for the Federal government • liaison to continue efforts to secure funding to complete the US Highway 169 widening project from East 56th Street North.

01-150


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change

Personal Services - - - - -



Capital Outlay 25,656 75,516 - - -

Total 544,736 708,923 510,705 462,500 -9.4%

Position Title 2009 2010 2011 2012- 0 0 0 0

0 0 0 0

No positions are funded out of this department.

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

FY 09 FY 10 FY 11 FY 12


/ 35 /




INFORMATION TECHNOLOGY

General Government

description

The purpose of the Information Technology Department is to provide expertise for the implementation, support, and maintenace of technology systems utilized by staff for internal and external functions essential to the efficient execution of services. The IT Department is also responsible for providing leadership and vision for new technology in support of the business goals of the organization. Security, reliability, and transparency are significant considerations for all technology-related decisions.

budget HigHLigHts


Normal operations of the department.• Support and maintenance of existing software • and hardware systems used by multiple users and departments. Department specific software is budgeted in the individual departments. IT budgets for SunGard, GIS, Server software, and systems that provide cross-department services.Training to keep IT staff up-to-date on software • and systems utilized by the City, as well as activities that allow staff to meet and network with other municipal IT professionals in Oklahoma.Fees related to the City’s web presence. The • City’s web presence provides vital information to residents and visitors, and is updated daily. The winter storms in February 2011 provide an example of a time when the City’s website and social media presence benefited residents by providing daily updates on services that were impacted by the extraordinary weather event.Additional storage and backup, as well as off-site • redundancy for the retrieval and protection of data vital to City operations.

Focused on enhancing the

City’s web presence by establishing a Website

Committee, with the aim of improving the availability of information and increasing the use of social media and

mobile applications.

/ 36 /


Objectives achieved during FY 2011 include:Set up mobile EMS software from Zoll for • the Fire Department, allowing staff to better track information electronically, and providing management with the ability to analyze data and improve processes that impact the delivery of ambulance services for the residents of Owasso. Began installation and set up of a new Computer • Aided Dispatch, Court, and Records application for the Police Department.Continued to increase the utilization of the • SunGard Work Order System. Highlights this year include electronic employee time entry and improving asset management for the Work Order System. Continued to develop eAccess for employees to • view pay and HR-related data.Updated all City phones to accomodate new • 10-digit dialing requirements.Began process of developing a Strategic Plan for • the IT Department.

01-175


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change

Personal Services 335,044 372,160 378,548 378,149 -0.1%



Capital Outlay 110,597 37,948 2,000 42,000 2000.0%

Total 584,670 520,438 498,730 537,106 7.7%

Position Title 2009 2010 2011 2012IT Director 1 1 1 1Network Systems Tech 2 2 1 1Desktop Support - - 1 1Project Manager 1 1 1 1Clerical - Share with HR 1/3 1/3 1/3 1/3

4 1/3 4 1/3 4 1/3 4 1/3


$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

FY 09 FY 10 FY 11 FY 12


/ 37 /




SUPPORT SERVICESGeneral Government

description

The Support Services Department provides facility maintenance services to other City departments, as well as to the public. Responsibilities include custodial care, grounds maintenance for City facilities, HVAC system maintenance, repairs and remodeling of City facilities, pick up and delivery of supplies, and City event support. Support services is also responsible for the state-wide radio system coordination, including E911 issues; pager administration; Old Central Building support and rentals; and purchasing and distribution for all departments for supplies and office furniture.

budget HigHLigHts


Normal operations of the department, including • janitorial supplies for City Hall, the Police Department, and Old Central Building. A leak proof seal coating on the City Hall roof.• Repair of the north parking lot driveway at City • Hall.Installation of radiant heat and air conditioning • for the west entryway at the Old Central Building, including electrical work. Increased cost of fuel for vehicles, as well as fuel • for generator testing.Replacement of the car wash heater unit. •

Worked to identify and recycle

all recyclable items at the Vehicle Maintenance

Center and other facilities in an effort to reduce waste and

costs, and ensure that the City minimizes its impact

on the surrounding environment.

/ 38 /


Objectives achieved during FY 2011 include:Engaged in ongoing coordination with the Indian • Nations Council of Government (INCOG) regarding E911 inter-operability issues. Completed the return of equipment to Sprint/• Nextel as part of a radio rebanding project. Continued support for the City’s • Go Green! initiative by reducing the consumption of energy by turning off lights and electronics, and researching and purchasing new office and cleaning materials which are made of recycled material or are less harmful to the environment.

01-181


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 103,314 27,471 1,701,100 62,600 -96.3%

Total 448,544 352,350 2,066,464 384,883 -81.4%

Position Title 2009 2010 2011 2012Support Services Director 1 1 1 1Administrative Assistant 1/2 1/2 1/2 1/2Supervisor 1 1 1 1Maintenance Technician 1 1 1 1Janitor - Part-time 2 0 2 2Janitor - Full-time 0 1 0 0Clerical - Part-time 1 1 0 0

6 1/2 5 1/2 5 1/2 5 1/2


$0

$200,000

$400,000

$600,000 $800,000

$1,000,000

$1,200,000

$1,400,000 $1,600,000

$1,800,000

FY 09 FY 10 FY 11 FY 12


/ 39 /





Objectives achieved during FY 2011 include:Developed process improvements designed to • assist developers and builders with plan review, inspections, and approvals. Amended the Zoning Code to update the way • special exceptions are processed. The change makes them a Specific Use Permit, with approval now required by the Planning Commission. Developed a Code Enforcement brochure to • provide information on common code issues and procedures for reporting a violation. Similar brochures will be created in the coming year relating to the building inspection and permitting process.Developed and introduced new applications for • annexations and new site plan review procedures.Prepared drafts for changes to the current • landscape ordinance, and developed a draft for an overlay district along US-169.Began mailing letters informing applicants of • actions taken by review bodies in an effort to increase communications with customers.

COMMUNITY DEVELOPMENT


description

The Community Development Department provides the citizens of Owasso with courteous, timely, and professional assistance; a comprehensive approach for guiding growth and commerce; and the assurance of safe, compliant construction of the built environment. The deparment seeks an improved quality of life with continuous code enforcement and upgrades in land development practices, and a sustainable community that excels in providing a choice of quality housing and attractive development respectful of future generations. The Department’s team is comprised of a Code Enforcement Officer/Building Inspector, City Planner, Assistant City Planner, Permit Clerk, Development Services Manager, and Department Director.

budget HigHLigHts


Normal operations of the department, such as • permits, signs, supplies, uniforms, and protective clothing.Continued utilization of the Public Works and • Parks Departments to provide assistance in the mowing of abated properties through code enforcement as a way to control cost through resource sharing. Travel and training for continuing education • mandated by the State of Oklahoma or national organizations for licenses and certifications. Utilization of in-house staff for various planning • work, such as zoning code revisions, design recommendations, and development of area plans and/or overlay districts.Assumption of higher fuel costs and increased • maintenance requirements due to vehicle fleet age, and higher costs associated with rezoning and building permit signs. Capital outlay for the eplacement of one • computer and printer.

Completed the first phase of the

Quality of Life Initiative, resulting in the adoption

of a comprehensive plan on how to improve infrastructure

and amenities available to Owasso residents and

visitors.

/ 40 /

01-160


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 2,686 1,510 - 1,400 -

Total 463,592 416,585 423,882 475,305 12.1%

Position Title 2009 2010 2011 2012Community Dev. Director 1 1 1 1Building Services Manager 2 1 1 1City Planner 1 1 1 1Assistant City Planner 1 1 1 1Code Enforcement Officer 1 1 1 1Permit Clerk 1 1 1 1

7 6 6 6

$0 $50,000

$100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000

FY 09 FY 10 FY 11 FY 12


/ 41 /





Objectives achieved during FY 2011 include:Conducted training in areas of high-risk/high-• liability issues.Procured personal video cameras for every • uniformed officer in the department. Developed critical policies and general orders • relating to Constitutional Compliance, Prisoner Booking, Internal Affairs, and Detective Callout.Utilized the Street Crimes Unit to effectively • manage specific crime trends.Utilized a new transport van that was purchased • and equipped with grant funding to transport prisoners to Tulsa and Rogers County.Hired one new officer due to attrition within the • department.Acquired a new report management software • system that provides better reporting at a significant reduction in cost as compared to the previous system.Achieved a 91% compliance rate regarding the sale • of alcohol to underage individuals.

POLICE SERVICES Public Safety

description

The Owasso Police Department is responsible for enforcing Municipal Ordinances and Oklahoma Statutory Law. Enforcement activities are complimented by proactive problem solving efforts designed to prevent and reduce crime. The mission, vision, and core values of the department all support the critical need for community partnerships. Police services include the patrol, detective, and records divisions. A multitude of specialties exist within the deparment divisions, all of which allow the department to respond to any policing need within the community. The Chief of Police is responsible for managing police services and budget preparation.

budget HigHLigHts


Normal operations of the department.• Procurement of additional patrol cars to manage • the aging vehicle fleet and ensure optimal response to calls for service.Purchase of equipment which will enhance • officer safety and increase the capability of the department to deal effectively with crime.Utilization of grant funding to achieve a 100% • compliance rate regarding the sale of alcohol to underage individuals.Utilization of grant funding to partner with • the Oklahoma Highway Safety Office and the Oklahoma Safety Council to reduce automobile collisions for drivers aged 16-24.Utilization of funding from a partnership with • the Strong Neighborhood Initiative to enhance citizen participation in neighborhood crime prevention through the Alert Neighborhood Program.Continued support of the School Resource • Officer Program.Update of the Department’s strategic plan. • Policy development to achieve State • accreditation before FY 2013. Provision of in-house training to employees • regarding high-risk/high-liability issues.

Established partnership with the

Strong Neighborhood Initiative to create

and operate the Alert Neighborhood Program in an effort to promote safe

practices and activism among Owasso

residents.

/ 42 /

01-201


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change

Personal Services 3,729,282 4,051,332 4,078,973 4,236,691 3.9%



Capital Outlay 285,729 184,165 63,776 11,725 -81.6%

Total 4,444,904 4,641,014 4,500,922 4,640,816 3.1%

Position Title 2009 2010 2011 2012Chief of Police 1 1 1 1Deputy Chief 1 1 1 1Captain 1 1 1 1Detective Lieutenant 1 1 1 1Detective Sergeant 1 1 1 1Detective Officer 4 4 4 4Patrol Lieutenant 4 4 4 4Sergeant 4 4 5 5Patrol Officer 30 31 28 28Property Specialist 1 1 1 1Clerical 3 3 3 3Clerical - Part-time 0 1 0 0

51 53 50 50

$0

$500,000

$1,000,000

$1,500,000 $2,000,000

$2,500,000 $3,000,000

$3,500,000 $4,000,000

$4,500,000

FY 09 FY 10 FY 11 FY 12


/ 43 /





Objectives achieved during FY 2011 include:Diverted funds from the existing budget to • purchase new software for communications, records, court, patrol, and criminal investigations. The new software is expected to be more functional and will result in an annual reduction of support costs of $10,000. Handled 38,000 documented calls for service, and • countless requests for information, directions, and referrals.Monitored, processed, documented, and cared • for 1,637 adult arrestees in the Owasso Jail - a 14% increase over the previous year. Certified two (2) dispatchers as Oklahoma Law • Enforcement Telecommunications Systems Operators.Nationally certified three (3) dispatchers as APCO • Emergency Telecommunicators. Achieved hiring to fully-approved manning levels.• Promoted two (2) Shift Leaders to ensure optimal • supervision at the shift level.

POLICE COMMUNICATIONS

Public Safety

description

The Police Communications division is a separate budgetary unit of the Owasso Police Department and serves as the vital link between citizens and public safety resources. The division collects and disseminates all requests for service, and is charged with the responsibility of handling all department calls for service, both emergency and non-emergency, as well as the supervision and care of prisoners housed in the lockup facility. The division is staffed by ten (10) non-commissioned emergency services Dispatchers/Jailers, two (2) Shift Leaders, and one (1) Civilian Administrator. The Civilian Administrator is responsible for managing the division and budget preparation.

budget HigHLigHts


Installation of additional audio/video devices • for jail security, employee safety, and reduced liability. Installation of additional electrical breakers in the • jail to prevent electrical overloads.Replacement of dispatch floor. • Increased funding for overtime to ensure • optimal coverage during peak call hours. Improved efficiency and a reduction of • duplicated work by customizing software applications.Completion of the Emergency Medical Dispatch • Certification for all new dispatchers. Achievement of Association of Public-Safety • Communications Officials (APCO) Emergency Telecommunications certifications for all new dispatchers.

Nationally certified three

dispatchers to ensure that emergency communicators

are able to provide the highest level of customer service and maintain a safe work environment for Police

and Fire personnel.

/ 44 /

01-215


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 37,907 1,041 4,289 5,890 37.3%

Total 456,635 469,108 615,921 804,540 30.6%

Position Title 2009 2010 2011 2012Supervisor* 1 1 1 1Shift Leader - - - 2Dispatcher* 10 10 11 10

11 11 12 13

*Positions were partially budgeted in E-911 Fund until FY 2012, and are now fully budgeted for in Police Communications.

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

FY 09 FY 10 FY 11 FY 12


/ 45 /





Objectives achieved during FY 2011 include:Worked in partnership with non-profit animal • rescue organizations in order to ensure the adoption of animals housed at the Shelter. Worked in partnership with the Town of Sperry for • the purpose of housing Sperry dogs and cats at the Owasso Animal Shelter.Implemented several budget cutting measures to • ensure sustainability of shelter operations.Implemented a program of cremating animals • euthanized at the Shelter in order to ensure euthanasia contaminants were not emitted into the environment.Co-sponsored the 3rd Annual “Barktoberfest,” • at which adoptable pets were showcased and educational material was provided regarding the sterilization and care of pets.Utilized veterinary services in conjunction with • the Shelter surgery room to sterilize all animals adopted from the Owasso Animal Shelter.

ANIMAL CONTROL Public Safety

description

The Animal Control division is a separate budgetary unit of the Owasso Police Department. Animal Control is responsible for enforcing Municipal Ordinances related to animals, and for the care of animals housed at the Owasso Animal Shelter. Animal Control employees work in partnership with local rescue organizations in an effort to find life-long homes for all adoptable pets being cared for at the shelter. There are two (2) Animal Control Officers who are supervised by the Deputy Chief of Police. The Deputy Chief is responsible for managing Animal Control operations and budget preparation.

budget HigHLigHts


Normal operations of the division.• Purchase of personal video cameras for both • Animal Control Officers.Implementation of education programs in the • Owasso Public School system regarding animal care and safety.Comprehensive review of existing animal control • ordinances.Costs associated with the 4th Annual • “Barktoberfest.”Reduction of fiscal and environmental waste in • support of the City’s Go Green! initiative. Implementation of new programs to reduce the • unwanted pet population in Owasso, such as hosting animal sterilization clinics at the Shelter and media campaigns to edcuate citizens on the importance of spaying and neutering pets. Development of programs that achieve or • exceed a 70% rate of adoption.

Hosted volunteer projects

aimed at improving animal welfare and beautifying

shelter grounds through the building and installation of

animal play facilities and the planting of trees and other

greenery.

/ 46 / / 47 /

01-221


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 7,293 3,997 - 4,260 -

Total 130,085 119,856 127,424 139,732 9.7%

Position Title 2009 2010 2011 2012Animal Control Officer 2 2 2 2Summer Intern 1 0 0 0

3 2 2 2

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000

$100,000

FY 09 FY 10 FY 11 FY 12


/ 47 /





Objectives achieved during FY 2011 include:Implemented new software program for fire and • ambulance reporting.Purchased firefighting equipment for the fire • engine at Fire Station #3. Completed construction of a new grass firefighting • vehicle for Fire Station #1. Replaced nearly one-fourth of the firefighter • protective equipment (bunker gear) for personnel.Replaced and increased overal number of • emergency communication radios.Completed city-wide assessment and grading from • the Insurance Services Office (ISO) in an attempt to lower fire insurance rates for the City of Owasso. Completed new Department of Homeland • Security training class requirements for all department personnel. Conducted biannual fire hydrant flow testing to • ensure system readiness. Implemented cost savings measures that • produced nearly $10,000 in utility savings during winter months.

FIRE SERVICES Public Safety

description

The Owasso Fire Department provides the emergency services of fire suppression, paramedic ambulance service, and rescue services to the citizens and visitors of the Owasso area. These services are provided twenty-four hours each day from three (3) fire stations located strategically throughout the Owasso area. Owasso Fire Department employees also provide non-emergency services, such as fire prevention inspections, fire code enforcement, community fire education, child car seat inspections, and other services designed to meet our citizens’ needs.

budget HigHLigHts


All emergency services provided by the • department.All non-emergency services offered to citizens, • including the Safe Kids, Owasso Police and Fire monthly car seat installation event at Fire Station #2; the smoke detector installation program; and annual Fire Prevention Week activities. Training opportunities for Fire Department • employees in a variety of disciplines, including Instructor I and II; Firefighter Level I and II; special rescue classes, including confined space and swift water rescue; and Fire Officer development training. Personal Protective Equipment replacement for • nearly one-fourth of department personnel.Funding to reduce energy consumption in the • City’s three fire stations, including improved door and window replacement and heating system improvements.

Continued the Knox-Box Key Safe

Program in an effort to ensure that Owasso senior

citizens can be safely reached in the event of a fire or medical

emergency, without delay and without damage to

personal property.

/ 48 /

01-250


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change

Personal Services 3,240,742 3,693,782 3,979,671 3,715,137 -6.6%

Materials & Supplies 160,622 122,089 133,900 112,500 -16.0%


Capital Outlay 101,222 3,241 - 4,000 -

Total 3,678,193 3,949,273 4,238,971 3,969,137 -6.4%

Position Title 2009 2010 2011 2012Fire Chief 1 1 1 1Deputy Chief 1 1 1 1Assistant Chief 1 1 1 1Fire Marshall 1 1 1 1Battalion Chief* 3 3 3 4EMS Manager* 0 1 1 0Captain* 9 9 9 9Fire Fighter/EMT* 29 30 30 30Secretary 1 1 1 1

46 48 48 48

*Partially budgeted in Ambulance Service Fund.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

FY 09 FY 10 FY 11 FY 12


/ 49 /





Objectives achieved during FY 2011 include:Coordinated the annual “McReady” storm • awareness program in partnership with the Owasso McDonald’s Restaurants. This program is designed to prepare families for emergencies and increase awareness of severe weather threats. Successfully achieved 100% compliance with • the National Incident Management System implementation requirement.Coordinanted application and meeting efforts • with Federal Emergency Management (FEMA) representatives, the Oklahoma Department of Emergency Management, and Owasso’s Public Works Department, to culminate in reimbursement for expenses incurred during the February 2011 snow storm event.

EMERGENCY PREPAREDNESS

Public Safety

description

The mission of the Emergency Preparedness Department is to provide a comprehensive emergency management program for the community of Owasso which will protect its citizens through planning and preparing for all types of emergencies, hazards, or disasters in the community. The responsibilities of the department include monitoring all storm activities, storm siren administration, Federal Emergency Management Association (FEMA) liaison, centralized command post, City compliance with National Incident Management System (NIMS) standards, and emergency pre-plans for City businesses.

budget HigHLigHts


Storm siren maintenance, including an annual • maintenance agreement.No change in the budget for materials and • supplies.A 6% decrease in the budget for other services • and charges.Capital outlay for the replacement of batteries in • storm sirens. In FY 2012, this program will include the possible replacement of up to 25% of storm siren batteries.Capital outlay for a video card and two projectors • to enhance and improve the efficiency of the use of the state-provided database management system (Web EOC). Capital outlay for the purchase of tables and • chairs for the training room at the Emergency Operations Center.

Coordinated joint emergency

management efforts relating to the January

and February 2011 snow storm events, resulting in

the submission of expense claims to Federal officials

for reimbursement.

/ 50 /

01-280


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change


Materials & Supplies 608 12,989 2,200 2,200 0.0%


Capital Outlay 4,871 70 6,500 13,854 113.1%

Total 134,382 134,236 133,495 139,477 4.5%

Position Title 2009 2010 2011 2012Emergency Mgt Director 1 1 1 1ISO Planner 1 1 1 1

2 2 2 2

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

FY 09 FY 10 FY 11 FY 12


/ 51 /





Objectives achieved during FY 2011 include:Continued the coordination of the design for the N • Garnett Rd Intersection Improvement Project, the 86th St N from Main St to Memorial Dr Project, the Santa Fe Lift Station and Force Main Upgrade, and the N 116th St drainage structure replacement.Coordinated the design, bid, and contracting of • the Meadowcrest Gravity Sewer Relief Line Project, 86th St and Garnett Rd Intersection improvements, the Garnett Regional Detention Pond, the 76th St Sanitary Sewer Interceptor, and the Sewer Treatment Plant expansion and 117th St Lift Station upgrade.Performed the in-house design for the Three Lakes • Pond Maintenance Project, oversaw the bidding, and prepared to begin construction. Performed 100 private development project plan • reviews, with 95% completed in less than ten (10) days, and 100% with an average review turnaround time frame of 5.5 working days.Continued upgrading the public Graphic • Information System (GIS) and developed new data.

ENGINEERING Public Works

description

The Engineering Division of the Owasso Public Works Department is responsible for the planning, coordination, and design of municipal improvements, including the preparation of plans and specifications, project inspection, and updating plat and utility maps. The division also provides review of privately designed public improvements, grading and drainage plans, and stormwater detention requirements for single family, multi-family, and commercial developments.

budget HigHLigHts


Continuation of in-house design services for the • Three Lakes Drainage Channel Improvements from E 80th St N to E 83 St N.In-house design of interior improvements to the • Highway 169 Water Tank.In-house design of a 12” water line from N 110th • E Ave to Mingo Rd along E 106th St N.Continuation of in-house design of a 12” water • line along the east service road in front of Classic Chevrolet.One (1) radar traffic counter, which will be • utilized to collect data for the City’s traffic calming program.In-house design for projects covered under the • Annual Street Rehabilitation Program.In-house design of the Community • Development Block Grant Project.In-house design of the Annual Oklahoma • Department of Transportation (ODOT) Tree Grant Project.Coordination of the design, bid, and • construction of the Brookfield Crossing Stormwater Improvements.Coordination of the design, bid, and • construction of the Ranch Creek Interceptor Improvements.

Completed in-house survey,

design of stream channel, concrete walkway, and lighting improvements

for Rayola Park in an effort to improve quality of life

features for Owasso residents and visitors.

/ 52 /

01-170


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 52,289 27,015 10,600 14,000 32.1%

Total 512,449 548,472 529,929 580,228 9.5%

Position Title 2009 2010 2011 2012Projects Manager 1 1 1 1Engineer 2 2 2 2Engineering Technician 2 2 2 1 1/2Infrastructure Inspector 1 1 1 1CAD Technician - - - 1/2Summer Intern 1 1 0 0

7 7 6 6


$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

FY 09 FY 10 FY 11 FY 12


/ 53 /





Objectives achieved during FY 2011 include:Ensured quality and safety of transportation • systems for vehicular and pedestrian traffic through the continuation of the Street Rehabilitation Program. Improved handicap accessibility, public safety, and • customer service by installing over 1,000 feet of replacement sidewalk.Completed the Miscellaneous Vehicle Loop • Detection project.Completed street improvement projects in Ator • Heights, Old Town, Elm Creek, and Country Estates.Completed traffic marking projects on 116th St, • Garnett Rd, 86th St, and other misc. locations.Provided proactive application of salt brine in • advance of weather events, and removed snow and ice from streets in an expeditious manner and in accordance with the Snow and Ice Control Plan.Procured and installed a salt brine production • machine to expedite the production process and storage inventory of salt brine to improve road conditions during winter snow and ice events.

STREETS Public Works

description

The Streets Division of the Public Works Department is responsible for the repair and maintenance of City streets and sidewalks, traffic markings and signalization, sign repairs and maintenance, and snow/ice removal operations. The mission of the division is to provide safe, efficient, and attractive public thoroughfares for vehicular and pedestrian traffic.

budget HigHLigHts


Normal operations of the division.• Street sign improvement projects in Ator • Heights, Camden Park, and Three Lakes.Initiation of a traffic study on N 116th St in an • effort to improve signal timing and traffic flow.Purchase of a salt brine application sprayer.• Purchase of a replacement pickup truck.• Initiation of a traffic striping project.• Continuation of a school zone flashing light joint • project with Owasso Public Schools.Capital outlay for the Annual Street • Rehabilitation Program.Capital outlay for the construction of the 86th St • from Main St to Memorial Dr widening project.Capital outlay for the 106th St and Garnett Rd • Intersection Improvement Project.Provided customer-

responsive pothole patching to achieve a 90% completion

rate of necessary roadway repairs within 48-hours of

discovery.

/ 54 /

/ 54 /

01-300


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 139,877 147,840 161,764 270,200 67.0%

Total 706,529 778,635 804,947 1,017,461 26.4%

Position Title 2009 2010 2011 2012Superintendant 1/3 1/3 1/3 1/3Supervisor 1 1 1 1Maintenance Worker 5 5 4 4

6 1/3 6 1/3 5 1/3 5 1/3

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

FY 09 FY 10 FY 11 FY 12


/ 55 /





Objectives achieved during FY 2011 include:Completed the storm sewer GIS survey.• Completed construction of the Garnett Regional • Detention Pond. Provided street sweeping services, as needed.• Restored functionality and aesthetics to City • drainage swales and ditches by providing proactive maintenance and construction of channel improvements.Performed the construction of projects in the • Barrington, Ator Heights, and Original Town Neighborhoods, as well as at Fire Station #1.Performed channel maintenance projects along • 106th St and the Garnett Regional Detention Pond.Coordinated with the Engineering Division • to ensure compliance with National Pollutant Discharge Elimination System (NPDES) Phase II general permit requirements and best practices for public education, outreach, and participation; illicit discharge detection and elimination; construction site runoff control; post-construction runoff control; and pollution prevention.

STORMWATER/VEGETATION

CONTROL Public Works

description

The Stormwater/Vegetation Control Division of the Public Works Department is responsible for the repair and maintenance of the City stormwater utility system and vegetation control operation. The mission of the division is to implement all required provisions of the National Pollutant Discharge Elimination System, Phase II Program, while providing cost-effective, quality, dependable, and courteous services that are responsive to the needs of the community.

budget HigHLigHts


Normal operations of the department.• Drainage swale improvement project in • Meadowcrest. Purchase of a street sweeper.• Initiation of the Brookfield Crossing Master Plan • drainage project.Initiation of the Three Lakes Drainage Channel • improvement project.

Enhanced the appearance of

the community through the control of vegetation

growth in City rights of way, the application of pre- and post-emergent herbicides throughout the mowing

season, and routine litter control.

/ 56 /

01-370


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 95,266 80,639 25,500 16,250 -36.3%

Total 498,581 493,381 404,500 444,340 9.8%

Position Title 2009 2010 2011 2012Superintendant 1/3 1/3 1/3 1/3Supervisor 1 1 1 1Maintenance Worker 3 3 3 3Cemetery Sexton 1 1 1 1Part-time Seasonal 2 2 2 4

7 1/3 7 1/3 7 1/3 9 1/3


$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

FY 09 FY 10 FY 11 FY 12


/ 57 /





Objectives achieved during FY 2011 include:Applied pre- and post-emergent herbicide • chemicals to improve appearance and reduce manpower requirements for grounds maintenance during the mowing season. Applied turf builder fertilizer during spring and fall • season to improve turf and color appearance while retarding growth and reducing weeds.Performed routine mowing and trimming to the • service level established by the division. Completed the construction of the cemetery • drainage improvement project.Continued employee training initiative to improve • operational flexibility and ensure timely response to work requests.Performed site marking requests within 48-hour • time frame.Performed site opening services within 48-hour • time frame.Performed 36 burials year to date.• Performed proper routine and maintenance on • equipment.

CEMETERY Public Works

description

The Cemetery Division of the Public Works Department is responsible for the care and maintenance of the cemetery grounds and for coordinating the opening and closing of burial sites. The mission of the division is to continue the orderly operation of the cemetery with respect to new burials and to provide maintenance of neat and dignified grounds and facilities.

budget HigHLigHts


Normal operations of the division.• Expenses related to preparation for the Memorial • Day event. Purchase of a leaf vacuum.• Utilization of funding from the Cemetery Care • Fund to purchase new signage.

Maintained the cemetery to a neat, uniform, and

professionally landscaped standard through regular

grounds maintenance activities.

/ 58 /

01-190


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change

Personal Services - - - - -



Capital Outlay 597 7,761 500 2,500 400.0%

Total 5,394 13,179 5,680 7,900 39.1%

Position Title 2009 2010 2011 2012- 0 0 0 0

0 0 0 0

No positions are funded out of this department. The functions of the Cemetery Sextion are performed by membersof the Stormwater/Vegetation Control Department.

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

$9,000

FY 09 FY 10 FY 11 FY 12


/ 59 /





Objectives achieved during FY 2011 include:Constructed new restroom at McCarty Park.• Constructed new restroom at Sports Park South.• Completed repairs and roof replacement at the • Elm Creek large shelter.Assisted with the planning of the Rayola Park • Improvement Project. Developed and executed youth sports user • agreements with Champions Baseball Owasso and Owasso Soccer Club.Completed field renovations to the baseball fields • at the Sports Park and managed the transition between youth baseball management groups.Developed and executed ground leases with • Future Owasso Rams (FOR) and Owasso Soccer Club.Coordinated sign-ups and event details for the • annual Harvest Festival.

PARKS Culture & Recreation

description

The purpose of the Parks Department is to plan, secure, develop, and maintain recreational areas within the City of Owasso, and ensure that Owasso will continue to have recreational amenities to compliment the quality of life available to area residents. The Parks Department maintains 264 acres of park land, 4 miles of walking trails, 16 ball fields and 13 soccer fields, 17 play areas, 9 restrooms, the Skate Park, Spray Park, and the Owasso Veterans Memorial. In addition to this, the Department is responsible for organizing and hosting seasonal activities and events such as the annual Harvest Festival, the Fishing Derby, Winter Wonderland, and disposal of holiday greenery. Regular operational responsibilities also include the maintenance of playground equipment in all passive parks.

budget HigHLigHts


Normal operations of the department, including • utilities, weed eating, mowing, and restroom supplies.General maintenance of park restrooms; ball field • lighting, fences, and backstops; playgrounds; and park shelters.Contracted services, including passive park • mowing, restroom janitorial services, and nuisance animal relocating.Support of community activities such as the • annual Harvest Festival, Fishing Derby, Kruzin for Kids Car Show, the Hog Jog, Veteran’s Day Celebration, and Winter Wonderland. Replenishment of wood chips to provide • resilient surfacing in all park playground fall zones. Replacement of one production mower for • maintaining all common and passive areas at the Sports Park.

Partnered with the Owasso YMCA to coordinate events for

Owasso residents such as the Save-a-Life First Aid Training, Fishing Derby, Kids Triathlon,

and Hog Jog.

/ 60 /

01-515


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 32,336 - 10,000 20,500 105.0%

Total 452,559 366,116 396,910 570,566 43.8%

Position Title 2009 2010 2011 2012Parks & Recreation Director - - - 1Parks/Golf Manager 1/2 1 0 0Parks Superintendent 1 1 1 1Laborer 3 3 3 3Clerical 1/2 1 1 1Part-time Seasonal 2 2 2 2

7 8 7 8


$0 $50,000

$100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000

FY 09 FY 10 FY 11 FY 12


/ 61 /





Objectives achieved during FY 2011 include:Increased the effectiveness of the Center by • engaging a team of 40-plus volunteers to strengthen multiple programs serving the Owasso community and surrounding area.Received donations for equipment such as • armchairs, tables, and bookcases. Received $8,100 grant to renovate the Eagles • Room in order to increase accessibility, install ceramic floor tiles and formica countertops, and paint and make repairs to water damaged walls.Increased participation in community classes for • personal development and learning.Continued to publish a monthly senior program • newsletter and conserve postage costs by distributing copies primarily at the Center. Successfully held paid art classes, which were well-• attended by members of the community. Increased revenue from rentals.• Participated in the Owasso Community Garden • project by providing land to the south of the center, as well as personnel support.

COMMUNITY CENTER Culture & Recreation

description

The Owasso Community Center promotes and provides quality activities and services that contribute to the physical, mental, emotional, and social well-being of the community. The Center is managed by the Director, and is also staffed by a Program Coordinator who organizes community and senior programs and coordinates rentals of Center facilities. A van driver serves the transportation and nutrition program needs of the senior program for five (5) hours Monday through Friday. Janitorial staff help clean the center for ten (10) hours each week. VFW 7180 and American Legion Post 237use the Center as their headquarters, and mutiple community support groups use the Center as a location for meetings.

budget HigHLigHts


Normal operations of the department.• Senior activities are funded through the Owasso • Senior Citizens Foundation and the Owasso Golden Agers, and are not included in the Center’s budget.Expenses for Community Center classes are • funded through class fees.Upgrade of the Center’s phone system.• Efforts to reduce wasteful use of resources by • recycling office paper; viewing files or emails on-screen, rather than printing hard copies; and turning off energy sources in unused rooms at the Center and closing off unused rooms to the public.Improvements in environmental awareness, such • as purchasing unbleached paper products and bulk products (thus eliminating unnecessary packaging and containers), and engaging in organic (non-chemical) gardening in the Center’s landscaped areas.Continued investigation of ways to eliminate • paper towel waste in the Center’s restrooms, and replace cleaning products containing volatile organic compounds (VOCs) with botanical disinfectants safer to the environment, at an economical cost to the Center.

Updated the Community Center’s

web page in order to better communicate Center activities,

resources, and programs to Owasso residents and future

customers.

/ 62 /

01-550


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 4,450 21,244 5,733 2,500 -56.4%

Total 164,846 166,425 164,225 169,067 2.9%

Position Title 2009 2010 2011 2012Director 1 1 1 1Clerical 1 1 0 0Program Coordinator - - 1 1Sr. Van Driver - Part-time 1 1 1 1

3 3 3 3

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

FY 09 FY 10 FY 11 FY 12


/ 63 /





Objectives achieved during FY 2011 include:Completed the replacement of the roof on the • Museum property to eliminate leaking problems.Gave presentations to civic clubs, school classes, • assisted living facilities, and other organizations.Provided tours and outside presentations to visitors • during the evening hours and on Saturdays to groups, organizations, class reunions, and family reunions.

HISTORICAL MUSEUM Culture & Recreation

description

The mission of the Owasso Historical Museum is to collect, preserve, and exhibit objects and material relating to the history of the City of Owasso and surrounding area, and to provide educational services for the purpose of increasing and enriching public knowledge of the history and heritage of the area. The museum is staffed with a part-time Museum Director/Coordinator.

budget HigHLigHts


Funding for normal operations.• A decrease in personal services expenses due • to the change in status of the Museum Director from full time to part time. Museum programs, tours, and presentations • will not require addition funding, only staff and volunteer time.Continue to re-use and recycle paper and • conserving power by shutting down electronics at the end of each day and only turning on the lights during regular visiting hours and as needed.

Recruited new volunteers in

an effort to ensure that the Museum is open to

the public Tuesday through Saturday, and that Owasso residents and visitors have continued opportunities

to view items on display.

/ 64 /

01-580


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change


Materials & Supplies 473 506 850 400 -52.9%


Capital Outlay 6,800 7,600 - - -

Total 84,017 85,176 80,372 24,400 -69.6%

Position Title 2009 2010 2011 2012Special Projects Director 1 1 1 0Museum Coordinator - - - 1

1 1 1 0

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

FY 09 FY 10 FY 11 FY 12


/ 65 /





Objectives achieved during FY 201 include:Construction began on the Tulsa Tech Owasso • Campus. Continued to work with key Tulsa Technology staff to move forward with the building process of the campus. Opened several restaurants, retail, and service • businesses, resulting in increased opportunity for area consumers.Worked with the Community Development • Department and other departments to initiate and promote the Quality of Life Initiative.Continued and improved the Holly Trolley service • during the holiday shopping season. Using the Old Urban Trolley for the season increased ridership and awareness, while reducing cost.Retained tenant in the Owasso Business Incubator, • with the tenant increasing their clientele and exposure to possible customers. Hosted the Third Annual Owasso Economic • Summit, with improved content and attendance.

ECONOMIC DEVELOPMENT


description

The Economic Development Department creates an environment in the City of Owasso where business and industry can invest money and receive a quality return on their investment; where every part of the workforce can find and maintain quality employment, earn a quality wage, and enjoy quality investments; where every citizen has the opportunity to grow and prosper physically, emotionally, financially, and spiritually; where every citizen and every family can find a product and/or service for every need in an efficient and convenient manner; and as a cooperative part of the City of Owasso team, participate in removing obstacles standing in the way of people celebrating their lives. These objectives are achieved through the attraction, retention, and expansion of high value jobs and businesses.

budget HigHLigHts


Normal operations of the department.• Creation of a strategic plan to support business • attraction, retention, and expansion initiatives. Increased recruting efforts to locate quality jobs • and Fortune 500 companies to Owasso.Creation of a business attraction and marketing • plan to create in-house advertising and promotional tools.Continued support for local businesses through • the Buy Owasso campaign in an effort to change the residential spending culture.Increased efforts to create entertainment • venues for events and youth sports that will consequently increase traffic to local businesses.

Promoted and expanded the City’s

Buy Owasso campaign through the use of social

media outlets in an effort to foster local shopping habits and provide support to and

increase the economic viability of Owasso

businesses.

/ 66 /

01-710


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change





Total 151,430 143,975 112,502 114,095 1.4%

Position Title 2009 2010 2011 2012Economic Dev. Director 1 1 1 1Assistant 0 1 0 0

1 2 1 1

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

FY 09 FY 10 FY 11 FY 12


/ 67 /




/ 68 /


FY 2011-2012OPWA FUND

— — —


Taking the right steps toward a future of increased opportunity for all residents, young and old.


/ 71 /

OPWA FUND SUMMARYFiscal Year 2011 - 2012

/ 72 /

Projected

Actual Actual Actual Proposed Percent

FY 08 │ 09 FY 09 │ 10 FY 10│ 11 FY 11 │ 12 ChangeRevenues Charges for Services $8,346,837 $8,755,644 $9,286,879 $9,652,700 3.94%

Other Revenues & Fees 708,946 705,873 573,126 707,800 23.50%

Proceeds from Sales Tax Notes 7,462,000 0 0 0 -

Proceeds from OWRB Loans 0 5,271,945 10,822,745 6,600,000 -39.02%

Total Charges, Fees & Other Revenues 16,517,783 14,733,462 20,682,750 16,960,500 -18.00%

Transfers In

Sales Tax from General Fund 17,343,313 17,266,692 17,582,505 17,964,000 2.17%

Capital Improvements 0 3 0 0 -

Sales Tax Payback 562,191 700,150 736,000 742,000 0.82%

Stormwater RAN 63,594 228,101 234,801 235,900 0.47%

Workers' Compensation 0 0 0 14,000 -

Total Transfers In 17,969,098 18,194,946 18,553,306 18,955,900 2.17%

Total Revenues & Other Sources 34,486,881 32,928,408 39,236,056 35,916,400 -8.46%

Expenditures

Departmental

Administration 808,418 676,528 690,105 723,733 4.87%

Utility Billing 317,897 330,275 336,678 321,513 -4.50%

Water 2,671,934 2,899,460 3,079,002 3,655,354 18.72%

Wastewater Treatment Plant 1,240,058 3,565,217 8,368,460 956,119 -88.57%

Wastewater Collections 848,643 1,823,015 4,043,923 7,343,107 81.58%

Refuse 1,253,266 1,275,869 866,414 896,476 3.47%

Recycle Center 171,881 222,377 270,163 325,599 20.52%

Total Departmental 7,312,097 10,792,741 17,654,745 14,221,901 -19.44%

Debt Service 7,033,228 7,483,338 7,749,076 8,063,836 4.06%

Payback Agreements 562,191 700,150 736,000 742,000 0.82%

Transfers Out

General Fund - Sales Tax 11,000,018 10,810,978 11,100,000 11,234,000 1.21%

General Fund 0 0 500,000 300,000 -40.00%

Capital Improvement - Sales Tax Notes 7,462,000 0 0 0 -

Capital Improvement - Sales Tax Proj. 575,000 400,000 420,000 1,000,000 138.10%

Sales Tax Sub-Account 562,191 700,150 736,000 742,000 0.82%

Stormwater RAN 11,678 0 0 0 -

Stormwater (OWRB Funds) 0 745,992 415,800 0 -100.00%

Total Transfers Out 19,610,887 12,657,120 13,171,800 13,276,000 0.79%

Total Expenditures & Other Uses 34,518,403 31,633,349 39,311,621 36,303,737 -7.65%

Change in Fund Balance ($31,522) $1,295,059 ($75,565) ($387,337) 412.59%

Projected Beginning Fund Balance 1,080,138 1,048,616 2,343,675 2,268,110 -3.22%

Projected Ending Fund Balance 1,048,616 2,343,675 2,268,110 1,880,773 -17.08%

OPWA FUND SUMMARY

/ 73 /

OPWA FUND REVENUES

OPWA FUND EXPENDITURES

Charges for Services

26.9%

Other Revenues & Fees2.0%

Proceeds from OWRB Loans

18.4%

Transfers In52.8%

Administration2.0%

Utility Billing0.9%

Water10.1%

Wastewater Treatment Plant

2.6%

Capital Projects18.2%

Wastewater Collections

2.0%

Refuse2.5%Recycle Center

0.9%Debt Service22.2%

Payback Agreements2.0%

Transfers Out36.6%


Objectives achieved during FY 2011 include:Handled over 900 phone calls per month on • average from internal and external customers.In January 2011, became the administrator of • cemetery operations, providing customer service to a new sector of businesses and citizens.Continued progress on the Public Works facility • training room, as heating and air conditioning was installed, and wiring was completed for the sound system.

ADMINISTRATION OPWA Fund

description

The main function of the Administration Division of the Owasso Public Works Authority is to provide support to the field operations divisions and serve the citizens of Owasso in a courteous and professional manner, with quality service.

budget HigHLigHts


Normal operations of the department.• Additional repairs to the Public Works • Department facility, including ceiling tile replacement throughout the main office and floor tile replacement in the copy room and hallways.Upgrade of department’s generator, allowing • Public Works to continue normal operations in emergency situations.Replacement of the existing copy machine.• Replacement of inspection vehicle, currently • unreliable for daily use, with new pickup truck.Development and implementation of a Strategic • Plan for the Public Works Department.

Established the Public Works

Department Facebook page in an effort to provide

immediate updates relating to department-related activities,

events, and information to Owasso residents and

businesses.

/ 74 /

61-400


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 323 19,407 36,300 70,700 94.8%

Total 808,418 676,528 690,105 723,733 4.9%

Position Title 2009 2010 2011 2012Director 1 1 1 1Deputy Director 1 0 0 0Process Analyst 0 1 0 0Infrastructure Inspector 1 1 1 1Secretary/Clerical 2 2 2 2Engineer 1 1 1 1/2CAD Technician - - - 1/2

6 6 5 5


$0 $50,000

$100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000

FY 09 FY 10 FY 11 FY 12


/ 75 /

eXpenditure by category(OPWA Fund 61-400)




Objectives achieved during FY 2011 include:From July 1, 2010 through March 3, 2011, the Utility • Department has set up approximately 1,300 new accounts (including transfers). Engaged in an analysis of existing rates and fees, • including a comparison to those of surrounding cities. A number of the services provided by the City are supported by rates and/or fees, with some having been implemented to offset a portion of the costs of delivering those services or to provide funding to increase the flexibility and availability of services to citizens. Staff-recommended changes were approved by the City Council, and became effective October 1, 2010. Established monthly meetings to examine water • loss reports and determine if there may be a more efficient way to identify areas of loss.

UTILITY BILLING OPWA Fund

description

The Utility Billing Department for the City of Owasso is committed to delivering superior customer service that meets the needs of our residents, business owners, and others with unsurpassed professionalism, politeness, and promptness. The Utility Billing Department exists primarily for the purpose of providing the best possible customer service to the citizens of Owasso regarding their utility billing issues. The Department is committed to providing this service with honesty, integrity, fairness, and with a commitment to excellence while complying with City ordinances and policies.

One of the many responsibilities of the Customer Service Department is managing the City’s billing for water, wastewater, stormwater, refuse, and ambulance service. Other responsibilities include establishing new accounts, finalizing customer accounts, processing of all utility bills, processing of all payments, customer inquiries, and providing information to new and existing customers.

budget HigHLigHts


An increase in funding for normal operations by • approximately $6,250 as a result of additional fees for utility billing expenses and bank card service fees.No capital outlay expenses have been requested.•

Increased ease of payment methods

for Utility Billing customers by continuing to market the

e-Gov online payment system, resulting in the processing of over 11,500 payments via the online portal and

increased customer satisfaction.

/ 76 /

61-405


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 1,444 611 - - -

Total 317,897 330,275 336,678 321,513 -4.5%

Position Title 2009 2010 2011 2012Utility Billing Clerk 4 4 4 4

4 4 4 4

$0

$50,000

$100,000

$150,000

$200,000

$250,000

FY 09 FY 10 FY 11 FY 12


/ 77 /





Objectives achieved during FY 2011 include:Repaired 278 service line water leaks.• Installed 106 new residential and commercial • service connections.Repaired seven (7) fire hydrants, and replaced five • (5) others.Initiated the engineering design for installation of • 700 feet of 12” water line for the tie in on Owasso expressway in front of Classic Chevrolet.Continued to meet the national average of 10% to • 12% annual water loss.

WATER DISTRIBUTION

OPWA Fund

description

The Water Division of the Public Works Department is responsible for the repair and maintenance of the City water distribution utility system, and provides new water service installations to residential and commercial customers. The mission of the division is to provide safe, quality, uninterrupted water service with acceptable flow and pressure. The Water Division is also dedicated to providing its customers with excellent and highly responsive service.

budget HigHLigHts


Normal operations of the department.• The material purchase and installation of a • 12” water line from the Bailey Medical Center entrance to 106th and Mingo. The installation will be performed by City personnel.The material purchase and installation of a 12” • water line along the east service road in front of Classic Chevrolet. The installation will be performed by City personnel.Interior improvements to the Highway 169 Water • Tank. A decrease in the annual water loss average to • 8%. Identification and implementation of procedures • which will reduce process costs. Increased funding for Other Services and • Charges for consulting services required for the Chloramine conversion.

Tested over 300 water samples during FY

2011 in an effort to ensure that Owasso’s residents are

provided with the safest and highest quality water as

possible.

/ 78 /

61-420


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change


Materials & Supplies 2,213,327 2,354,525 2,587,300 2,788,300 7.8%


Capital Outlay 30,715 41,033 8,000 303,500 3693.8%

Total 2,671,934 2,899,460 3,079,002 3,655,354 18.7%

Position Title 2009 2010 2011 2012Utility Superintendent 1/3 1/3 1/3 1/3Supervisor 1 1 1 1Utility Service Worker 6 6 6 6

7 1/3 7 1/3 7 1/3 7 1/3


$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

FY 09 FY 10 FY 11 FY 12


/ 79 /





Objectives achieved during FY 2011 include:Complied with Oklahoma Department of • Environmental Quality (ODEQ) water quality permit requirements for City of Owasso Wastewater Treatment Plant discharge.Purchased new incubator due to the increase • in water quality testing performed by the lab. In addition, a portable probe was purchased to increase the efficiency of testing the water quality in the discharge creek.Installed a new software program for recording • process data and calculating sensitive permit requirement data.

WASTEWATER TREATMENT PLANT

OPWA Fund

description

The Wastewater Treatment Plant Division of the Public Works Department is responsible for providing cost-effective treatment of sewage collected in the service area, using the best available technologies to produce a discharge in conformance with established regulatory criteria. The primary mission of the division is to provide a safe and efficient, high-quality, environmentally sensitive wastewater treatment system to serve the needs of the City of Owasso. The division provides wastewater treatment, equipment maintenance, and service in a cooperative, effective, professional, courteous, responsibe, and equitable manner.

budget HigHLigHts


Normal operations of the department.• Capital outlay for the purchase of a Hach DR • 2800 Spectrophotometer and Solitax Analyzers. The purchase of the Solitax Analyzers will be installed in the clarifiers to monitor sludge depth and alarm the operators before an organic matter can pollute the effluent water.Identification and implementation of procedures • which will reduce process costs. Continued

the upgrade of the Wastewater Treatment

Plant, which is on schedule and will be complete by the

summer of 2011, thus helping to ensure a quality effluent and a healthy environment

in downstream tributaries.

/ 80 /

61-450


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 113,848 12,681 20,000 28,500 42.5%

Capital Projects 281,697 2,670,807 7,490,866 - -100.0%

Total 1,240,058 3,565,217 8,368,460 956,119 -88.6%

Position Title 2009 2010 2011 2012Utility Superintendent 1/3 1/3 1/3 1/3Chief Plant Operator 1 1 1 1Plant Operator 4 4 4 4Maintenance Technician 1 1 1 1Maintenance Tech. Asst. 1 1 1 1

7 1/3 7 1/3 7 1/3 7 1/3


$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

FY 09 FY 10 FY 11 FY 12

Personal Services Materials & Supplies Other Services & Charges Capital Outlay Capital Projects

/ 81 /





Objectives achieved during FY 2011 include:Completed internal inspection of 30,295 linear feet • of sanitary sewer line located in various additions throughout the City of Owasso.Cleaned 213,395 linear feet of sanitary sewer line.• Repaired 54 manholes and 4 pinpoint repairs that • were identified during internal inspections. Began initial phase of collecting flow monitoring • data that will identify stormwater inflow and infiltration into the sanitary sewer system, as the areas of concern are corrected; an increased collection system capacity will reduce future capital and operational cost. Applied root control product to 12, 465 linear feet • of sanitary sewer line.Initiated upgrade of the 117th St lift station.• Initiated installation of the Meadowcrest relief line.• Began research for the implementation of a fats, oil, • and grease reduction program.Design of Santa Fe lift station is 95% complete. •

WASTEWATER COLLECTIONS

OPWA Fund

description

The Wastewater Collections Division of the Public Works Department is responsible for the operation and maintenance of the City gravity sewers and force mains in accordance with local, State, and Federal requirements. The mission of the division is to ensure safe, reliable, and cost effective wastewater conveyance services to residents and businesses for the protection of public health and the environment.

budget HigHLigHts


Normal operations of the department.• Continued funding for additional smoke testing • to identify inflow and infiltration of the sanitary sewer lines. Continued funding for a root control program • which will help reduce dry weather sanitary sewer overflows.Replacement of an existing manhole located on • the Elm Creek Interceptor.Wastewater system improvements include the • upgrade of the Santa Fe lift station.Initiation of the design for the upgrade of the • Ranch Creek Interceptor.Replacement of a 1995 model backhoe, currently • in need of major repairs.Identification and implementation of procedures • which will reduce process costs.Purchase of new confined space entry • equipment.

Completed 76th Street Interceptor Project, providing 3,700 acres of

developed and non-developed land with access to the City’s

gravity sewer system.

/ 82 /

61-455


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 114,465 23,031 10,000 110,500 1005.0%

Capital Projects 302,573 1,306,147 3,351,079 6,600,000 97.0%

Total 848,643 1,823,015 4,043,923 7,343,107 81.6%

Position Title 2009 2010 2011 2012Utility Superintendent 1/3 1/3 1/3 1/3Supervisor 1 1 1 1Service Worker 4 4 4 4

5 1/3 5 1/3 5 1/3 5 1/3


$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

FY 09 FY 10 FY 11 FY 12

Personal Services Materials & Supplies Other Services & Charges Capital Outlay Capital Projects

/ 83 /





Objectives achieved during FY 2011 include:Continued to refine the automated collection • system in an effort to maximize the division’s return on investment.Distributed informational flyer on cart placement • for the automated collection system.Continued to review the automated truck • collection routes and efficiency ratings.Enhanced employee skills, safety, knowledge, • and capabilities through continuous on-the-job training initiatives.Conducted observation rides with each refuse • worker to evaluate work methods and route efficiency.Continued to provide instruction and training of • the recommended safety practices and the proper operation of the refuse collection vehicles with each division employee.Continued to provide training for proper • maintenance, service, trouble-shooting, and repair of the refuse collection vehicles with staff members.

REFUSE COLLECTIONS

OPWA Fund

description

The Refuse Division of the Public Works Department is responsible for the collection and disposal of residential refuse/yardwaste materials, as well as the distribution and repair of refuse containers. The mission of the Refuse Division is to provide a comprehensive, responsive, environmentally safe, efficient, and cost-effective solid waste collection and disposal program for the citizens of Owasso.

budget HigHLigHts


Normal operations of the division.• Annual Free Landfill Day.• Bi-annual household pollutant collection event.• Two (2) neighborhood clean-up events.• Installation of a concrete slab and fencing for the • division’s container area.

Maintained 99% same-day

service delivery rate for curbside refuse and

yardwaste collection, and enhanced equipment life

and promoted prompt equipment maintenance

by emphasizing daily maintenance.

/ 84 /

61-480


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 443,506 478,699 - 8,250 -

Total 1,253,266 1,275,869 866,414 896,476 3.5%

Position Title 2009 2010 2011 2012Gen. Serv. Superintendent 1/3 1/3 1/3 1/3Supervisor 1 1 1 1Sanitation Worker 4 4 4 4Worker Assistant 1 1 1 1Cart Repair 1 1 1 1Seasonal 2 2 2 2

9 1/3 9 1/3 9 1/3 9 1/3


$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

FY 09 FY 10 FY 11 FY 12


/ 85 /





Objectives achieved during FY 2011 include:Continued to divert the highest possible volume • of materials from the waste stream through increasing accepted items and materials. Distributed educational literature to the public • promoting the benefits of recycling. Conducted public outreach activity to promote • recycling.Improved the appearance, efficiency, and • functionality of the center by completing the tire collection area and completing the purchase and installation of a cardboard compactor.Provided customer-oriented services to Owasso • residents by continuing to sponsor seasonal clean-up events. Designed and conducted a customer survey to • gather opinions on how to improve services.Created a short- and long-term planning • committee for the development of a sustainable recycle program, with the ideal planning goal of zero waste.

RECYCLE CENTER OPWA Fund

description

The Recycle Center exists to encourage and educate the public on environmental and recycling issues, conserve landfill space, and reduce unlawful roadside dumping. The mission of the Center is to provide a state-of-the-art, safe, clean, and customer-friendly waste disposal and recycling facility to the citizens of Owasso.

budget HigHLigHts


Normal operations of the department.• Development of a Recycle Master Plan and • preliminary design for a new recycling facility.Installation of an automated gate at the east • yardwaste area entrance.Staff manufacture of a recycle trailer for a remote • collection site pilot project.Refrigerant collection tools and equipment to • provide a new collection service for Recycle Center customers.

Continued to reduce the volume

of materials in the waste stream by implementing a

full-time tire collection service, additional battery collection services, and a new metals

collection service.

/ 86 /

61-485


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 1,297 49,004 59,000 30,000 -49.2%

Total 171,881 222,377 270,163 325,599 20.5%

Position Title 2009 2010 2011 2012Operator 1 1 1 1Part-time Labor 1 1 1 1

2 2 2 2

$0

$50,000

$100,000

$150,000

$200,000

$250,000

FY 09 FY 10 FY 11 FY 12


/ 87 /




/ 88 /


FY 2011-2012OPGA FUND

— — —


Providing our citizens with quality amenities and a quality lifestyle.

/ 91 /


/ 92 /

OPGA FUND SUMMARYFiscal Year 2011 - 2012

Projected

Actual Actual Actual Proposed Percent

FY 08 │ 09 FY 09 │ 10 FY 10│ 11 FY 11 │ 12 Change

Revenues Golf Operation 541,036 565,942 417,465 463,500 11.03% Merchandise (net of cost) 27,746 28,404 26,830 45,000 67.72% Food (net of cost) 86,407 49,322 42,456 113,000 166.16% Miscellaneous 10,484 3,624 2,949 39,800 1249.61% Transfer from Workers' Comp 0 0 0 3,600 - Total Revenues 665,673 647,292 489,700 664,900 35.78%

Expenditures

Golf Shop 134,628 103,870 100,822 72,710 -27.88% Golf Cart Operation 71,733 54,781 62,662 58,934 -5.95% Golf Course Maintenance 458,175 434,152 460,563 450,467 -2.19% Food & Beverage 108,852 103,081 95,837 100,117 4.47% General & Administrative 292,392 189,744 183,054 182,672 -0.21% Debt Service 50,558 28,092 28,280 0 -100.00% Total Departmental Expenditures 1,116,338 913,720 931,218 864,900 -7.12%

Change in Fund Balance ($450,665) ($266,428) ($441,518) ($200,000) -54.70%

OPGA FUND SUMMARY

/ 93 /

OPGA FUND REVENUES

OPGA FUND EXPENDITURES

Golf Shop8.4% Golf Cart

Operation6.8%

Golf Course Maintenance

52.1%

Food & Beverage11.6%

General & Administrative

21.1%

Golf Operation70.1%

Merchandise (net of cost)

6.8%

Food (net of cost)17.1%

Miscellaneous6.0%


Objectives achieved during FY 2011 include:Contracted major bunker renovations on holes • #5 and #9, funded by a $25,000 donation from the Bailey Foundation and resulting in improved aesthetics and playing conditions, and a 40% reduction in maintenance costs for those bunkers.Contracted the removal and reconditioning of the • main irrigation pump motor. Replaced 28,300 square ft of Bermuda fairway sod • due to weather-related damages from the winter.Contracted the renovation of greens #12, #13, and • #14, necessitated by weather-related damages. Refurbished and re-installed nine (9) greens fans, • and contracted electrical power supply installation to aid air flow on holes #1, #12 and #13 greens.Completed a major bridge replacement project on • hole #16 with the assistance of Public Works and a bridge donated by Tulsa County. Project included the demolition of the railroad tie retaining wall and bridge, and the reshaping and reconstruction of the bunker and cart path. In-house work and donations provided a savings of over $50,000.

BAILEY RANCH GOLF CLUB

OPGA Fund

description

The purpose of the Bailey Ranch Golf Club is to provide the City of Owasso with a championship caliber golf course and recreational opportunities for the citizens of Owasso and the surrounding Tulsa area. Understanding that a golf course can play a vital role in the decision making process of families and businesses seeking to relocate, Bailey Ranch Golf Club ensures that Owasso will continue to provide this key recreational amenity to complement Owasso’s quality of life. The goal at Bailey Ranch Golf Club is to provide high levels of customer service, offer a fun and friendly atmosphere, and strive for excellent course conditions. This is accomplished through teamwork, training, and a desire to exceed customer expectations.

budget HigHLigHts


Normal operations of the department.• Continued increase in the acreage of native • grass areas in an effort to reduce excessive mowing and emissions.

Completed in-house renovations of

bunkers on holes #7, 9, 11, and 14 at an estimated savings of $16,500, updates

which will result in a 40% reduction in maintenance

costs for those bunkers.

/ 94 /

55-600


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change



Other Services & Charges 456 3,927 5,100 4,600 -9.8%

Capital Outlay - - - - -

Total 134,628 103,870 100,822 72,710 -27.9%

Position Title 2009 2010 2011 2012Assistant Golf Pro 2 2 1 1Marketing & Events 1 0 0 0Part-time Labor* 1 1 1 1

4 3 2 2

*Represents various part-time workers.

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

FY 09 FY 10 FY 11 FY 12


/ 95 /

eXpenditure by category(OPGA Fund 55-600)



GOLF PRO SHOPOPGA Fund

55-605


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay - - 5,400 - -100.0%

Total 71,733 54,781 62,662 58,934 -5.9%

Position Title 2009 2010 2011 2012Part-time Labor* 1 1 1 1

1 1 1 1


$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

FY 09 FY 10 FY 11 FY 12


/ 96 /




CART OPERATIONOPGA Fund

55-610


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay 26,058 4,000 49,600 - -100.0%

Total 458,175 434,152 460,563 450,467 -2.2%

Position Title 2009 2010 2011 2012Superintendent 1 1 1 1Assistant Superintendent 1 1 1 1Laborer 2 2 2 2Mechanic 1 1 1 1Part-time Labor* 1 1 1 1

6 6 6 6


$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

FY 09 FY 10 FY 11 FY 12


/ 97 /




COURSE MAINTENANCE

OPGA Fund

55-670


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change




Capital Outlay - 1,795 - - -

Total 108,852 103,081 95,837 100,117 4.5%

Position Title 2009 2010 2011 2012Manager 1 1 1 1Part-time Labor* 4 4 4 4

5 5 5 5


$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000

$100,000

FY 09 FY 10 FY 11 FY 12


/ 98 /




FOOD & BEVERAGE

OPGA Fund

/ 99 /




55-690


FY 2008-2009Actual

FY 2009-2010Budget

2010-2011Proposed 2011-2012

Percent Change





Total 292,392 189,744 183,054 182,672 -0.2%

Position Title 2009 2010 2011 2012Golf/Parks Manager 1/2 0 0 0Director of Golf 1 1 1 1Part-time Janitor 0 0 1 1

1 1/2 1 2 2

*Fractions represent split funding unless otherwise stated.

$0 $20,000 $40,000 $60,000 $80,000

$100,000 $120,000 $140,000 $160,000 $180,000 $200,000

FY 09 FY 10 FY 11 FY 12


ADMINISTRATION OPGA Fund

/ 100 /


FY 2011-2012OTHER FUNDS

— — —

Special Revenue FundsCapital Projects FundsInternal Service Funds

Building a city with limitless possibilities and limitless opportunities.

/ 103 /

AMBULANCE SERVICE FUND description

The Ambulance Service Fund is established by City Ordinance to account for the operation of the City’s ambulance service. Allocated revenue is 85% of receipts for ambulance billings and 50% of receipts for ambulance subscriptions.

budget HigHLigHts

The recommended FY 2012 budget includes funding for emergency medical services provided by the Owasso Fire Department, funding for non-emergency services offered to citizens, funding for a citizen CPR instruction program, and funding for the continuation of professional services, with the anticipation of a 6% increase in emergency call volume.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Charges for Services 1,073,716 1,269,172 1,264,206 1,397,400 10.54%

Miscellaneous 2,290 2,740 3,052 3,000 -1.70%

Total Revenues 1,076,006 1,271,912 1,267,258 1,400,400 10.51%

Expenditures Personal Services 618,906 778,920 843,150 927,921 10.05%


Other Services 120,125 120,478 115,250 123,000 6.72%

Capital Outly 0 0 0 0 -

Total Departmental Exp. 856,476 1,015,366 1,068,400 1,163,921 8.94%

Other Uses Transfers Out 181,930 187,902 192,100 226,700 18.01%

Total Transfers Out 181,930 187,902 192,100 226,700 18.01%

Total Expenditures & Other Uses 1,038,406 1,203,268 1,260,500 1,390,621 10.32%

Change in Fund Balance 37,600 68,644 6,758 9,779 44.70%

Projected Beginning Balance 75,859 113,459 182,103 188,861 3.71%

Projected Ending Balance 113,459 182,103 188,861 198,640 5.18%

Personnel funded out of this fund are listed and indicated within the Fire Services Detail.

SUMMARY OF REVENUES AND EXPENDITURESAmbulance Service Fund

/ 104 /

AMBULANCE CAPITAL FUND description

The Ambulance Capital Fund is established by City Ordinance to receive 15% of the revenue from the ambulance billings and 8.6% of the revenue from ambulance subscriptions. Expenditures are for capital outlay for the ambulance service.

budget HigHLigHts

The recommended FY 2012 budget includes an allocation of $16,000 for an Autopulse device; $35,000 for a heart monitor/defibrillator that will only be purchased if an existing unit fails; and $1,800 for computer replacement.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Charges for Services 59,112 60,098 60,871 61,200 0.54%

Miscellaneous 3,991 2,817 2,500 2,500 0.00%

Total Revenues 63,103 62,915 63,371 63,700 0.52%

Other Sources Transfers In 126,056 138,558 139,400 143,320 2.81%

Total Revenues & Other Sources 189,159 201,473 202,771 207,020 2.10%

Expenditures Capital Outlay 19,858 270,592 198,500 52,800 -73.40%

Total Expenditures 19,858 270,592 198,500 52,800 -73.40%

Change in Fund Balance 169,301 (69,119) 4,271 154,220 3510.86%



Summary of Revenues and ExpendituresAmbulance Capital Fund

/ 105 /

PUBLIC SAFETY CAPITAL FUNDdescription

The Public Safety Capital Fund is established by City Ordinance to account for 41.4% of the revenue received from ambulance subscriptions. Expenditures are for capital outlay for the Fire and Police Departments.

budget HigHLigHts

The recommended FY 2012 budget includes funding for capital outlay for the Fire and Police Departments. Budgeted capital outlay for the Fire Department includes: $28,000 for emergency communications radios; $16,000 for fire hose and nozzles; $7,000 for replacement air cylinders; $12,500 for computer replacement; $225,000 for a replacement chassis for the department’s water tanker; and $70,000 for two emergency response staff vehicles.

Budgeted capital outlay for the Police Department includes: $42,625 for the procurement of additional patrol cars to manage the aging vehicle fleet and ensure optimal response to calls for service, and $82,500 for the construction of Phase I of a Firearms Range.



Miscellaneous 8,215 4,104 2,400 2,400 0.00%

Total Revenues 195,407 194,454 194,898 297,200 52.49%


Total Revenues & Other Sources 251,281 243,798 247,598 380,580 53.71%

Expenditures Capital Outlay 49,257 498,001 128,700 483,625 275.78%

Total Expenditures 49,257 498,001 128,700 483,625 275.78%

Change in Fund Balance 202,024 (254,203) 118,898 (103,045) -186.67%


Projected Ending Balance 491,732 237,529 356,427 253,382 -28.91%

Summary of Revenues and ExpendituresPublic Safety Fund

/ 106 /

E-911 FUNDdescription

The E-911 Fund is used to account for the revenue received from the emergency service fee on telephone bills. Telephone service providers collect the fee and remit it monthly to the City. Funds are used to pay monthly service charges for the 911 system. Remaining funds may be used for any other emergency communications needs.

budget HigHLigHts

The recommended FY 2012 budget includes funding for updated radio dispatch equipment necessary to meet P-25 requirements.



Miscellaneous 3,636 1,827 1,000 1,000 0.00%

Total Revenues 215,414 192,481 192,472 212,120 10.21%

Expenditures Personal Services 124,902 141,621 105,569 0 -100.00%

Services & Other Charges 113,041 82,372 109,600 114,171 4.17%

Capital Outlay 0 9,394 50,000 101,698 103.40%


Change in Fund Balance (22,529) (40,906) (72,697) (3,749) -94.84%

Projected Beginning Balance 159,102 136,573 95,667 22,970 -75.99%


Summary of Revenues and ExpendituresE-911 Fund

/ 107 /

CEMETERY CARE FUNDdescription

The Cemetery Care Fund is required by state statutes and is used to account for 12.5% of the revenue from the cemetery service fees (lot sales and interments). These funds may only be used for capital improvements to the cemetery.

budget HigHLigHts

The recommended FY 2012 budget includes funding in the amount of $2,700 to replace cemetery signage.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Revenues 435 188 220 100 -54.55%


Total Revenues & Other Sources 1,729 1,619 1,920 1,800 -6.25%



Change in Fund Balance (3,103) (657) (5,580) (900) -83.87%

Projected Beginning Balance 17,381 14,278 13,621 8,041 -40.97%


Summary of Revenues and ExpendituresCemetery Care Fund

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EMERGENCY SIREN FUNDdescription

The Emergency Siren Fund is used to account for the per-acre fees received when new subdivisions are platted, as required by subdivision regulations. Funds are used for the acquisition, repair, replacement, and purchase of emergency sirens.

budget HigHLigHts

The recommended FY 2012 budget includes contingency funding for any repairs that may arise during the year.



Miscellaneous 815 268 180 200 11.11%

Total Revenues 3,994 1,637 3,180 3,200 0.63%

Expenditures Other Services & Charges 0 0 0 7,500

Capital Outlay 24,995 0 0 0 -

Total Expenditures 24,995 0 0 7,500 -

Change in Fund Balance (21,001) 1,637 3,180 (4,300) -235.22%



Summary of Revenues and ExpendituresEmergency Siren Fund

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JUVENILE COURT FUNDdescription

The Juvenile Court Fund is used to account for fines generated as a result of the prosecution of juveniles under the “Agreement for Municipal Court Jurisdiction Concerning Juveniles.” Funds are used for local programs that address problems of juvenile crime. The Juvenile Court has jurisdiction over all cases that involve individuals under the age of 18 who have violated the City’s non-traffic ordinances.

budget HigHLigHts

The recommended FY 2012 budget includes funding for youth offender programs.



Miscellaneous 882 140 60 100 66.67%

Total Revenues 3,447 2,470 3,760 3,800 1.06%

Expenditures Other Services 37,650 11,250 1,000 2,000 100.00%


Change in Fund Balance (34,203) (8,780) 2,760 1,800 -34.78%



Summary of Revenues and ExpendituresJuvenile Court Fund

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HOTEL TAX FUNDdescription

The Hotel Tax Fund is established by City Ordinance to account for revenue received from the 5% excise tax on hotel and motel rooms. Funds are used to promote economic development, culture, and tourism. 2% of the tax is designated by City Council Resolution to fund the Owasso Strong Neighborhood Initiative.

budget HigHLigHts

The recommended FY 2012 budget includes funding for economic development and tourism programs such as the 4th of July fireworks show, the Holly Trolley, and the annual Owasso Economic Summit. The Strong Neighborhood program includes funding for neighborhood grants and clean-up days.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Hotel Tax - 3% 119,852 130,562 152,973 153,800 0.54% Hotel Tax - 2% 52,068 87,041 100,516 102,600 2.07% Interest 5,353 3,835 3,365 3,300 -1.93% Transfer from Workers' Comp 0 0 0 400 -Total Revenues 177,273 221,438 256,854 260,100 1.26%

Expenditures Historical Museum - Cap. Outlay 0 0 21,000 0 -100.00% Economic Development Other Services 14,570 65,409 74,000 35,880 -51.51% Capital Outlay 164,609 0 0 0 - Total E. Dev. Expenditures 179,179 65,409 74,000 35,880 -51.51% Strong Neighborhoods Personal Services 17,390 80,426 82,590 82,741 0.18% Materials & Supplies 226 51 500 500 0.00% Other Services & Charges 1,948 2,937 9,000 11,000 22.22% Capital Outlay 6,555 39 0 0 - Total Strong Neighborhood 26,120 83,453 92,090 94,241 2.34%Total Expenditures 205,298 148,862 187,090 130,121 -30.45%

Change in Fund Balance (28,025) 72,576 69,764 129,979 86.31%

Projected Beginning Balance 292,186 264,161 336,737 406,501 20.72%Projected Ending Balance 264,161 336,737 406,501 536,480 31.98%

Projected Strong NeighborhoodEnding Fund Balance 29,126 32,969 41,395 50,154 21.16%

Summary of Revenues and ExpendituresHotel Tax Fund

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STRONG NEIGHBORHOOD

INITIATIVEdescription

The Owasso Strong Neighborhood Initiative was established in FY 2010 to focus efforts and resources on building viable, thriving neighborhoods as the key to long-term community sustainability and stable home values. The initiative’s mission is to partner with neighborhood stakeholders to identify opportunities to preserve and improve the physical, social, and economic strength of Owasso neighborhoods; to support neighborhood self-reliance; and to enhance the quality of life for residents through community-based problem solving and public/private cooperation, so that Owasso is as attractive tomorrow as it is today.

budget HigHLigHts

The recommended FY 2012 budget will increase by approximately 2% in relation to a projected increase in Hotel revenue, and includes funding for the following:

Normal operations of the department. • Facilitating neighborhood activities such as • establishing associations, holding neighborhood meetings, assisting in self-reliance building, and helping resolve issues in neighborhoods.Continuing to improve access to information • and resources that support neighborhoods and the community.Special Block Party 2011 event to build unity and • service throughout the community.Neighborhood clean-up days.• Neighborhood Matching Grant Program.• Owasso CARES events to promote community • service.Increased utilization of electronic • communications with neighborhood groups and citizens in an effort to cut back on the use of paper and ink.


Objectives achieved during FY 2011 include:Continued efforts in the establishment of • Neighborhood Associations.Built working relationships with residents and • neighborhood groups to promote partnerships between the City and neighborhoods.Finalized set-up of the Neighborhood Matching • Grant Program.Successfully held Block Party 2010, with one of the • largest number of residents participating in this annual neighborhood event.Along with a committee of residents, formed • Owasso CARES and held initial events such as Owasso CARES Day to encourage service.Worked with the Public Works Department • and Police Department to develop the Alert Neighborhood and Street Sign Topper Program, and coordinated the first meetings with neighborhoods and the installation of signs.Coordinated the launch of the City’s Volunteer • Program.

Planned and coordinated

Owasso CARES Day and other volunteer projects

throughout the City in an effort to improve Quality of

Life throughout Owasso and create a sense of community through

service.

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STORMWATER MANAGEMENT FUNDdescription

The Stormwater Management Fund is established by City Ordinance to account for revenues derived from the stormwater utility service charge. Funds are used for expenses attributable to stormwater management services.

budget HigHLigHts

The recommended FY 2012 budget includes funding for a street sweeper, a two-way radio, the Stormwater Channel Maintenance Program, Three Lakes drainage channel improvements, Silver Creek Pond project, Brookfield Crossing drainage project, Bailey Ranch Golf Course drainage improvement project, and funds for the replacement of a storm inlet and a manhole raising project.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Charges for Service 469,264 520,550 596,538 746,100 25.07% Miscellaneous 7,870 9,150 9,400 9,400 0.00% Total Revenues 477,134 529,700 605,938 755,500 24.68% Other Sources Transfers in - RAN07 11,678 0 0 0 - Transfers in - OWRB Loan 0 745,992 925,018 0 -100.00% Total Other Sources 11,678 745,992 925,018 0 -100.00%Total Revenues & Other Sources 488,812 1,275,692 1,530,956 755,500 -50.65%

Expenditures Personal Services 0 11,867 13,000 55,387 326.05% Materials & Supplies 0 0 10,000 13,000 30.00% Other Services 28,523 16,712 275,200 89,050 -67.64% Capital Outlay 85,543 659,936 1,163,918 941,310 -19.13% Total Dept. Expenditures 114,066 688,515 1,462,118 1,098,747 -24.85% Other Uses Transfers Out 63,594 228,101 234,801 235,900 0.47%Total Expenditures & Other Uses 177,660 916,616 1,696,919 1,334,647 -21.35%

Change in Fund Balance 311,152 359,076 (165,963) (579,147) 248.96%

Projected Beginning Balance 260,092 571,244 930,320 764,357 -17.84%Projected Ending Balance 571,244 930,320 764,357 185,210 -75.77%

Summary of Revenues and ExpendituresStormwater Management Fund

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CAPITAL IMPROVEMENTS FUNDdescription

The Capital Improvements Fund is used to account for the proceeds of debt to fund capital projects and for the money remaining from the one-cent capital improvements sales tax after payment of principal and interest on debt to fund capital projects. The expenditure items in this budget are based on priorities and recommendations established by the Capital Improvements Committee and approved by the City Council.

budget HigHLigHts

The recommended FY 2012 budget includes funding for the 86th Street from Main Street to Memorial Drive widening project, the 106th and Garnett road widening project, the Annual Street Rehabilitation Program, and grant matching funds for the proposed Ranch Creek Trail.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Revenues 35,469 655 17,200 300 -98.26%

Other Sources Tran. in - OPWA Debt Proceeds 7,462,000 0 0 0 -

Tran. In - OPWA Sales Tax Acct 575,000 400,000 420,000 1,000,000 138.10%

Total Other Sources 8,037,000 400,000 420,000 1,000,000 138.10%

Total Revenues & Other Sources 8,072,469 400,655 437,200 1,000,300 128.80%

Expenditures Other Services 0 52,836 258,164 0 -100.00%

Capital Outlay 9,154,712 2,709,795 3,971,935 1,391,322 -64.97%

Total Expenditures 9,154,712 2,762,631 4,230,099 1,391,322 -67.11%

Change in Fund Balance (1,082,243) (2,361,976) (3,792,899) (391,022) -89.69%

Projected Beginning Balance 7,628,140 6,545,897 4,183,921 391,022 -90.65%

Projected Ending Balance 6,545,897 4,183,921 391,022 0 -100.00%

Summary of Revenues and ExpendituresCapital Improvements Fund

*Only new project budgets are included in the proposed expenditures listed above. The encumbrances and unexpended appropriation balances for projects in the Capital Improvements Fund for the current fiscal year will be reappropriated to the same projects for Fiscal Year 2011-2012 unless the project has been designated complete.

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PARK DEVELOPMENT FUNDdescription

The Park Development Fund is used to account for the revenue received from building permit charges required by ordinance as in-lieu-of payments in subdivisions that do not donate park property. Funds are used for improvements to and development of the park system.

budget HigHLigHts

The recommended FY 2012 budget includes funding in the amount of $6,000 for restroom lighting improvements.



Miscellaneous 2,869 2,553 1,800 1,800 0.00%

Total Revenues 88,969 96,153 63,600 89,800 41.19%



Change in Fund Balance 56,093 19,929 40,600 83,800 106.40%



Summary of Revenues and ExpendituresPark Development Fund

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CDBG FUNDdescription

The Community Development Block Grant (CDBG) Fund is used to account for revenue from state and federal grants. Funds are used for infrastructure capital improvements as specified in the grant contracts.

budget HigHLigHts

The recommended FY 2012 budget includes grant funding received through the Community Development Block Grant. A project has not been identified for the use of these funds.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues CDBG 83,066 0 416,436 108,000 -Total Revenues 83,066 0 416,436 108,000 -

Expenditures Capital Outlay 83,066 0 416,436 108,000 -Total Expenditures 83,066 0 416,436 108,000 -

Change in Fund Balance 0 0 0 0

Summary of Revenues and ExpendituresCDBG Fund

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CITY GARAGE FUNDdescription

The City Garage Fund is an internal service fund used to account for the financing of goods and services provided by one department to other departments of the City. The City Garage bills departments for vehicle parts, services, and overhead actually used for that department. The City Garage also coordinates the use of outside vendors for warranty and specialized work not feasible to do in-house.

budget HigHLigHts

The recommended FY 2012 budget includes funding for normal operations, training classes for Compressed Natural Gas vehicles, repairs to the generator, and a new freon recovery system for vehicle air conditioning units.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Charges for Services 414,293 329,233 337,000 358,825 6.48% Miscellaneous 0 807 200 0 -100.00% Transfer from Workers' Comp 0 0 0 800 - Total Revenues 414,293 330,040 337,200 359,625 6.65%

Expenditures Personal Services 155,250 162,104 159,550 172,295 7.99% Materials & Supplies 147,304 140,548 141,000 140,530 -0.33% Other Services 53,322 42,962 28,700 42,700 48.78% Capital Outlay 4,599 5,264 0 4,100 - Total Expenditures 360,475 350,878 329,250 359,625 9.23%

Change in Fund Balance 53,818 (20,838) 7,950 0 -100.00%

Position 2008-2009 2009-2010 2010-2011 2011-2012Mechanic 2 2 2 2

Clerical 1/2 1/2 1/2 1/2

City Garage FundSummary of Revenues and Expenditures

Authorized PersonnelCity Garage Fund

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WORKERS’ COMPENSATION SELF-INSURANCE FUND

description

The Workers’ Compensation Self-Insurance Fund is used to account for the fees paid to self-insure for the payment of expenses of workers’ compensation benefits for all City employees. Expenditures from this fund are approved by the Council, but, by Ordinance, are not subject to limitations on spending amounts as are other City purchases. Financing is provided through a percentage of every payroll. The fund is administered by the Human Resources Department.

budget HigHLigHts

To reduce risk and exposure to the City, the recommended FY 2012 budget includes funds which will allow Human Resources to work with a Third Party Administrator and City Departments to reduce the frequency and severity of Workers’ Compensation claims; funds to continue the process of upgrading the Risk Management Manual; and funds for improving reporting capabilities for annual excess coverage renewal.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Charges 437,850 652,793 608,000 400,000 -34.21%

Other 15,924 16,697 15,894 6,000 -62.25%

Total Revenues 453,774 669,490 623,894 406,000 -34.92%

Expenditures Personal Services 81,399 68,057 60,000 79,000 31.67%

Other Services 673,275 393,692 282,000 427,000 51.42%

Other Uses Transfers Out 0 0 0 86,400


Change in Fund Balance (300,900) 207,741 281,894 (186,400) -166.12%



Summary of Revenues and ExpendituresWorkers' Compensation Self-Insurance Fund

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GENERAL LIABILITY / PROPERTY SELF-INSURANCE FUND

description

The General Liability / Property Self-Insurance Fund is used to account for the fees paid to self-insure for general liability, property, and vehicle collision risk. Funds are used to administer and pay claims of the self-insurance program. Financing is provided through billings to the General Fund, OPWA, and OPGA. The fund is administered by the Human Resources Department

budget HigHLigHts

To reduce risk and exposure to the City, the recommended FY 2012 budget includes funding for the Human Resources Department to coordinate proactive and preventative training targeted specifically at supervisors in the area of sexual harassment, hostile work environment, and reasonable suspicion drug testing.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Charges 100,000 300,000 200,000 200,000 0.00%

Other 11,654 3,402 16,522 8,100 -50.97%

Total Revenues 111,654 303,402 216,522 208,100 -3.89%

Expenditures Other Services 206,777 509,739 200,000 200,000 0.00%


Change in Fund Balance (95,123) (206,337) 16,522 8,100 -50.97%

Summary of Revenues and ExpendituresGeneral Liability/Property Self-Insurance Fund

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HEALTHCARE SELF-INSURANCE FUND

description

The Helathcare Self-Insurance Fund is used to account for the fees paid to self-insure for employee healthcare benefits. Funds are used to administer and pay claims of the self-insurance program. Financing is provided through premiums charged to employees and departments for health, dental, and vision coverage. The fund is administered by the Human Resources Department.

budget HigHLigHts

To reduce risk and exposure to the City, the recommended FY 2012 budget includes funding for the provision of on-site Biometric screening for employees (at no cost to the employee), with participation in the Biometric screening resulting in a waiver of premium increase. The FY12 budget also includes funding for the provision of on-site flu shots to employees at no cost to the employee; and funding for programs which will allow the City to continue to educate employees on the importance of health and wellness.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Charges 2,566,517 2,992,836 3,312,000 3,898,000 17.69%

Other 3,044 1,130 200 200 0.00%

Total Revenues 2,569,561 2,993,966 3,312,200 3,898,200 17.69%

Expenditures Other Services 2,729,916 3,137,998 3,189,000 3,898,000 22.23%

Total Expenditures 2,729,916 3,137,998 3,189,000 3,898,000 22.23%

Change in Fund Balance (160,355) (144,032) 123,200 200 -99.84%

Summary of Revenues and ExpendituresHealthcare Self-Insurance Fund

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SINKING FUNDdescription

The Sinking Fund is a fund established to account for the levy of ad valorem taxes to pay the principal and interest on general obligation bonds and judgments awarded against the city.


2008-2009 2009-2010 2010-2011 2011-2012 ChangeRevenues Ad Valorem Taxes 0 0 47,500 119,001 150.53%

Total Revenues 0 0 47,500 119,001 150.53%

Expenditures Judgment Principal 0 0 47,500 119,001 150.53%

Total Expenditures 0 0 47,500 119,001 150.53%

Change in Fund Balance 0 0 0 0 -

Summary of Revenues and ExpendituresSinking Fund

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city of owasso, oKLaHoma

sinKing fundcounty eXcise boards’ appropriation of income and revenues

2011-2012 estimate of needs

1. To Finance Approved Budget in the Sum of $113,334 (From page 114, Line 25)

Appropriation Other Than 2012 Tax 0

2. Excess of Assets Over Liabilities 0

3. Other Deductions 0

4. Balance Required to Raise (Line 1, Less Line 2 and 3) $113,334

5. Add 5% for Delinquent Tax $5,667

6. Gross Balance of Requirements Appropriated from $119,001 2011 Ad Valorem Tax

Approved by the City Council of the City of Owasso on the 21st day of June, 2011.

Doug Bonebrake, Mayor

ATTEST:

(seal) City Clerk

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photo credit (opposite page): “Hay bales” by tobra avery, picture it! owasso entrant

FY 2011-2012APPENDIX

— — —

Detail of RevenuesSales Tax Narration

Glossary

Ensuring that room for growth always means room for improvement.

/ 125 /

DETAIL OF REVENUESAll Funds


FY 08 │ 09 FY 09 │ 10 FY 10 │ 11 FY 11 │ 12 Change

General Fund

Sales Tax 17,343,313 17,266,691 17,582,505 17,964,000 2.17%Use Taxes 726,094 580,128 536,062 580,000 8.20%Electric Utility (PSO) 409,603 299,296 394,134 406,000 3.01%Electric Utility (VVEC) 20,900 28,045 32,610 34,000 4.26%Natural Gas Utility (ONG) 184,415 186,111 165,235 190,000 14.99%Natural Gas Utility (Other) - - 3,400 3,500 2.94%Telephone Untility (AT&T) 53,870 47,007 41,634 38,000 -8.73%Video Service (AT&T) 15,126 45,802 67,872 80,000 17.87%Telephone (Other) 16,040 17,277 15,668 15,600 -0.43%CATV (Cox) 278,490 287,004 319,076 320,800 0.54%

Total Taxes 19,047,851 18,757,361 19,158,196 19,631,900 2.47%

Alcohol/Beer License 823 735 800 800 0.00%Solicitor License 278 920 1,000 1,000 0.00%Other License 9,310 9,560 7,000 7,500 7.14%Building Permits (Residential) 73,934 68,705 34,923 45,000 28.85%Building Permits (Commercial) - 6,219 17,956 15,000 -16.46%Building Permits Surcharge 55,107 57,970 38,623 48,000 24.28%Mechanical Permit 29,868 30,312 21,000 25,000 19.05%Electrical Permit 31,908 31,507 22,000 26,000 18.18%Plumbing Permit 31,762 32,501 23,000 27,000 17.39%Sign Permit 3,830 2,400 5,000 6,000 20.00%Other Permits 200 1,000 - 100 -

Total Licenses & Permits 237,020 241,829 171,302 201,400 17.57%

Bureau of Justice Assistance 4,517 2,604 - - -EP&R/FEMA Grant 288,420 24,556 - - -OJP Grant - 38,459 - - -Cherokee Nation Grant 3,970 5,350 - - -OK Highway Safety Office 120,227 62,751 62,000 70,000 12.90%OK Homeland Security Grant - 43,426 - - -ODOT Grant 40 - - - -ODCEM Grant 20,800 - - - -Alcoholic Beverage Tax 30,834 30,272 31,172 40,900 31.21%State Gasoline Tax 49,542 51,766 55,335 73,000 31.92%Motor Vehicle Licenses 132,031 132,031 131,536 132,000 0.35%Cigarette/Tobacco Tax 236,587 238,003 253,283 326,400 28.87%

- - 1,450,000 - -100.00%Total Intergovernmental 886,968 629,218 1,983,326 642,300 -67.62%

Zoning & BOA Fees 5,500 5,540 7,000 8,000 14.29%Mowing Fees 1,050 2,650 3,200 3,200 0.00%Engineering Review Service Fees 11,150 13,385 10,000 10,000 0.00%Early Intervention Panel 3,840 3,800 4,000 4,400 10.00%Cemetery Lots - 300 200 - -100.00%Cemetery Interments 10,350 11,150 12,000 13,600 13.33%Surcharge for Economic Development 7,631 7,494 7,721 7,800 1.02%Surcharge for Street Repairs 126,838 128,426 130,202 130,500 0.23%Administrative Overhead 150,000 150,000 150,000 150,000 0.00%

DETAIL OF REVENUESAll Funds

Taxes

Licenses & Permits

SEP ARRA CNG Grant

Intergovernmental

Charges for Service

/ 126 /


FY 08 │ 09 FY 09 │ 10 FY 10 │ 11 FY 11 │ 12 Change

Other General Government Fees 3,447 1,240 1,500 1,500 0.00%Returned Check Fees 135 135 150 - -100.00%K9 Services 12,000 10,000 10,000 10,000 0.00%Prisoner Housing 9,630 4,500 5,850 - -100.00%School Resource Officer 31,000 78,000 62,500 62,500 0.00%Animal Sterilization Fee 14,805 7,710 8,000 10,000 25.00%Rural Fire Service 1,500 2,000 2,500 3,000 20.00%Police/Fire Reports 5,194 5,919 5,800 5,800 0.00%Monthly Building Rent 21,893 26,620 32,321 34,500 6.74%Incubator Building Rent 1,800 3,300 5,500 6,600 20.00%Building User Fees 4,624 12,413 9,470 9,600 1.37%Economic Summit 2,675 3,415 2,550 3,000 17.65%Lease/Rent Other 9,600 9,600 9,600 9,600 0.00%Community Center User Fees 6,875 10,528 24,129 25,000 3.61%Community Center Classes - 2,051 - 500 -Park User Fees 8,000 8,105 8,500 8,500 0.00%

Total Charges for Service 449,537 508,281 512,693 517,600 0.96%

Municipal Court Fines 546,800 641,160 710,123 744,000 4.77%District Court Fines 4,471 3,721 5,700 5,700 0.00%Court Fines (Restricted) 19,070 18,515 17,000 17,000 0.00%Court Costs 87,170 107,531 126,997 135,600 6.77%Animal Impound Fines 8,715 6,101 8,000 8,000 0.00%Deposits Forfeited 50 65 500 - -100.00%Other Forfeitures (Criminal) 2,671 1,702 750 - -100.00%

Total Fines & Forfeitures 668,947 778,795 869,070 910,300 4.74%

Interest 80,433 46,584 29,000 29,000 0.00%Reimbursements & Refunds 16,054 5,061 7,000 4,500 -35.71%JP Morgan Rebate 51,047 50,233 23,000 25,000 8.70%Reimbursement (OGA) 5,105 7,940 6,300 6,300 0.00%Restitution - 345 - - -Property Damage 5,373 1,233 20,000 30,000 50.00%Sale of Fixed Assets 3,274 17,435 4,000 4,000 0.00%Sale of Materials 804 4,585 3,100 3,100 0.00%Sale of Books 66 119 10 - -100.00%Other 4,396 28,492 40,500 30,000 -25.93%Contributions & Donations 2,581 28,633 318,843 5,000 -98.43%Public Art Donations 2,257 - - - -Overage/Shortage (32) (8) 32 - -

Total Miscellaneous 171,358 190,652 451,785 136,900 -69.70%

Transfer from OPWA - - 500,000 300,000 -40.00%Transfer from OPWA Sales Tax Account 11,000,018 10,810,978 11,100,000 11,234,000 1.21%Transfer from Workers' Comp - - - 67,600

Total Interfund Transfers 11,000,018 10,810,978 11,600,000 11,601,600 0.01%

Total General Fund Revenues 32,461,699 31,917,114 34,746,372 33,642,000 -3.18%

Miscellaneous

Interfund Transfers

Fines & Forfeitures

/ 127 /


FY 08 │ 09 FY 09 │ 10 FY 10 │ 11 FY 11 │ 12 Change

OPWA Fund

Water 3,841,283 3,960,845 4,343,725 4,613,000 6.20%Wastewater Treatment 2,894,034 3,075,586 3,181,850 3,241,000 1.86%Industrial User Surcharge 64,285 60,123 54,305 45,600 -16.03%Refuse - Residential Polycart 1,271,844 1,357,662 1,397,278 1,414,000 1.20%Refuse - Commercial Polycart 25,972 26,570 27,361 28,000 2.34%Yardwaste Polycart 110,753 132,060 132,184 154,000 16.50%Yardwaste Bag Sales 11,263 10,966 10,467 11,500 9.87%Convenience Station-Open Container 82,440 79,422 79,409 85,000 7.04%Recycle Sales-Aluminum 32,363 35,196 36,000 36,000 0.00%Recycle Sales-Batteries 161 159 100 100 0.00%Recycle Sales-Glass 2,240 2,629 1,700 2,000 17.65%Recycle Sales-Plastics 2,459 3,706 3,500 3,500 0.00%Recycle Sales-Newspaper 7,625 10,720 19,000 19,000 0.00%Recycle Sales-Other 115 - - - -

Total Charges for Services 8,346,837 8,755,644 9,286,879 9,652,700 3.94%

Water Connections Fee 106,550 66,274 29,000 52,500 81.03%Wastewater Connections Fee 148,465 134,436 61,000 88,000 44.26%Assessment Fees - - 22,000 100,000 354.55%Reconnect Fees 24,075 18,900 29,000 34,000 17.24%Late Fees 148,882 177,022 188,000 188,000 0.00%Returned Check Fees 2,284 1,998 2,000 2,000 0.00%Interest 44,379 31,625 31,600 31,600 0.00%Restricted Interest 15,955 835 330 100 -69.70%Reimbursements & Refunds 19,062 69,209 2,700 - -100.00%Other - 6,386 8,600 13,200 53.49%Overage/Shortage (1) (5) 2 - -100.00%Promissory Note Revenue (Ator) 199,295 199,193 198,894 198,400 -0.25%

Total Other Revenues & Fees 708,946 705,873 573,126 707,800 23.50%

Proceeds Of Debt - Sales Tax Note 7,462,000 - - - -Proceeds Of Debt - OWRB Note - 5,271,945 10,822,745 6,600,000 -39.02%

Total Proceeds of Debt 7,462,000 5,271,945 10,822,745 6,600,000 -39.02%

Transfer From General (Sales Tax) 17,343,313 17,266,692 17,582,505 17,964,000 2.17%Transfer from Capital Improvements - 3 - - -Transfer From Sales Tax Payback 562,191 700,150 736,000 742,000 0.82%Transfer From Stormwater (RAN) 63,594 228,101 234,801 235,900 0.47%Transfer From Workers Comp - - - 14,000 -

Total Transfers In 17,969,098 18,194,946 18,553,306 18,955,900 2.17%

Total OPWA Fund Revenues 34,486,881 32,928,408 39,236,056 35,916,400 -8.46%

Proceeds of Debt

Transfers In

Charges for Services

Other Revenues & Fees

/ 128 /


FY 08 │ 09 FY 09 │ 10 FY 10 │ 11 FY 11 │ 12 Change

OPGA Fund

Green Fees 180,855 177,462 152,341 160,000 5.03%Memberships & Patron Card 125,292 123,791 103,866 110,000 5.91%Tournament Fees 104,164 71,537 43,626 70,000 60.45%Cart Rentals 79,736 85,213 73,789 95,000 28.75%Driving Range Fees 21,117 24,268 23,843 28,500 19.53%Marketing/Advertising 29,500 82,500 20,000 - -100.00%Overage/Shortage-Golf 372 1,172 - - -

Total Golf Operation 541,036 565,942 417,465 463,500 11.03%

Merchandise Sales 171,131 143,830 139,987 185,000 32.16%Cos-Merchandise (143,386) (115,426) (113,157) (140,000) 23.72%

Total Merchandise (net of cost) 27,746 28,404 26,830 45,000 67.72%

Food Sales 71,936 55,767 43,633 75,000 71.89%Food Tournament Sales 17,977 14,286 9,334 15,000 60.70%Banquet Sales-Food 7,189 - 4,973 20,000 302.17%Banquet Room Fee 5,928 10,264 8,000 15,000 87.50%Beer Sales 52,943 36,281 29,122 60,000 106.03%Cos-Food & Soft Drinks (49,227) (51,717) (40,126) (48,000) 19.62%Cos-Beer (20,340) (15,560) (12,480) (24,000) 92.31%

Total Food (net of cost) 86,407 49,322 42,456 113,000 166.16%

Reimbursements & Refunds 299 - 1,500 - -100.00%Other 10,186 3,624 1,000 1,800 80.00%Gratuities - - 449 3,000 568.15%Contributions & Donations - - - 35,000 -

Total Miscellaneous 10,484 3,624 2,949 39,800 1249.61%

Transfer from Workers' Compensation - - - 3,600 -Total OPGA Fund Revenues 665,673 647,292 489,700 664,900 35.78%

Golf Operation

Miscellaneous

Transfers

Merchandise (net of cost)

Food (net of cost)

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FY 08 │ 09 FY 09 │ 10 FY 10 │ 11 FY 11 │ 12 Change

Ambulance Service FundAmbulance Billings 722,742 773,392 816,720 840,000 2.85%Ambulance Subscriptions 9,329 13,798 12,740 15,200 19.31%UB Amb Fee 341,645 481,982 434,746 542,200 24.72%Interest & Other 2,290 2,740 3,052 3,000 -1.70%

Total Amb. Service Fund Revenues 1,076,006 1,271,912 1,267,258 1,400,400 10.51%

Ambulance Capital FundUB Amb/Fire Fee 59,112 60,098 60,871 61,200 0.54%Interest 3,991 2,817 2,500 2,500 0.00%Transfer From Ambulance 126,056 138,558 139,400 143,320 2.81%

Total Ambulance Capital Fund Rev. 189,159 201,473 202,771 207,020 2.10%

Public Safety Capital FundUB Amb/Fire Fee 187,192 190,350 192,498 294,800 53.14%Interest 8,215 4,104 2,400 2,400 0.00%Transfer From Ambulance 55,874 49,344 52,700 83,380 58.22%

Total P.S. Capital Fund Revenues 251,281 243,798 247,598 380,580 53.71%

E-911 FundE911 Phone Fees (Wired) 103,081 89,270 83,454 90,000 7.84%E911 Wireless Phone Fees 108,697 101,384 105,498 106,000 0.48%E911 Prepaid Wireless Fees - - 2,520 15,120 500.00%Interest 3,636 1,827 1,000 1,000 0.00%

Total E-911 Fund Revenues 215,414 192,481 192,472 212,120 10.21%

Cemetery Care FundInterest 330 188 120 100 -16.67%Contributions & Donations 105 - 100 - -100.00%Transfer From General 1,294 1,431 1,700 1,700 0.00%

Total Cemetery Care Fund Revenues 1,729 1,619 1,920 1,800 -6.25%

Emergency Siren FundEmergency Siren Fees 3,179 1,369 3,000 3,000 0.00%Interest 815 268 180 200 11.11%

Total Emergency Siren Fund Revenues 3,994 1,637 3,180 3,200 0.63%

Juvenile Court FundJuvenile Court Fines 2,565 2,330 3,700 3,700 0.00%Interest 882 140 60 100 66.67%

Total Juvenile Court Fund Revenues 3,447 2,470 3,760 3,800 1.06%

Hotel Tax FundHotel Tax 3% 119,852 130,562 152,973 153,800 0.54%Hotel Tax 2% 52,068 87,041 100,516 102,600 2.07%Interest & Other 5,353 3,835 3,365 3,300 -1.93%Transfer From Workers' Compensation - - - 400 -

Total Hotel Tax Fund Revenues 177,273 221,438 256,854 260,100 1.26%

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FY 08 │ 09 FY 09 │ 10 FY 10 │ 11 FY 11 │ 12 Change

Stormwater Management FundStormwater Service Fee - Residential 310,533 326,636 375,668 399,700 6.40%Stormwater Service Fee - Commercial 158,731 193,914 195,870 196,400 0.27%Stormwater Assessment Fee - - 25,000 150,000 500.00%Interest 7,870 9,150 9,400 9,400 0.00%Transfer From OPWA (RAN) 11,678 - - - -Transfer From OPWA - OWRB Loan - 745,992 925,018 - -100.00%

Total Strmwtr Mgmt Fund Revenues 488,812 1,275,692 1,530,956 755,500 -50.65%

Capital Improvements FundRestricted Interest 35,469 655 300 300 0.00%Other - - 16,900 - -100.00%Transfer From OPWA - Debt Proceeds 7,462,000 - - - -Transfer From OPWA - Sales Tax 575,000 400,000 420,000 1,000,000 138.10%

Total Cap. Imp. Fund Revenues 8,072,469 400,655 437,200 1,000,300 128.80%

Park Development FundPark Development Fees 86,100 93,600 61,800 88,000 42.39%Interest 2,869 2,553 1,800 1,800 0.00%

Total Park Dev. Fund Revenues 88,969 96,153 63,600 89,800 41.19%

CDBG FundCDBG - Urban County Grant - - 416,436 108,000 -74.07%CDBG - Small Cities Grant 83,066 - - - -

Total CDBG Fund Revenues 83,066 - 416,436 108,000 -74.07%

City Garage FundSales Of Parts & Services 158,628 137,567 148,000 157,525 6.44%City Garage Overhead 255,666 191,666 189,000 201,300 6.51%

- 619 - - -- 188 200 - -100.00%

Transfer From Workers' Compensation - - - 800 -Total City Garage Fund Revenues 414,293 330,040 337,200 359,625 6.65%

Worker's Comp Self-Insurance FundSelf-Ins Fees 437,850 652,793 608,000 400,000 -34.21%Interest 8,876 5,578 5,900 6,000 1.69%Reimbursements & Refunds 7,048 11,119 9,994 - -100.00%

Total Worker's Comp Self-Insurance 453,774 669,490 623,894 406,000 -34.92%

Fund Revenues

Gen Liab/Prop Self-Insurance FundSelf-Ins Fees 100,000 300,000 200,000 200,000 0.00%Interest 4,904 762 40 100 150.00%Reimbursements & Refunds 6,750 2,640 16,482 8,000 -51.46%

Total Gen Liab/Prop Self Insurance 111,654 303,402 216,522 208,100 -3.89%

Fund Revenues

Sale Of Fixed Assets & MaterialsReimbursements & Refunds

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FY 08 │ 09 FY 09 │ 10 FY 10 │ 11 FY 11 │ 12 Change

Healthcare Self-Ins Fees 2,352,849 2,757,817 3,110,000 3,650,000 17.36%Dental Self-Ins Fees 168,938 189,002 162,000 200,000 23.46%Vision Self-Ins Fees 44,730 46,017 40,000 48,000 20.00%Interest 3,044 1,130 200 200 0.00%

Total Health Care Self-Insurance 2,569,561 2,993,966 3,312,200 3,898,200 17.69%

Sinking FundAd Valorem Taxes - - 47,500 119,001 150.53%

Total - - 47,500 119,001 150.53%

Total Revenues - All Funds 81,815,154 73,699,040 83,633,449 79,636,846 -4.78%

Healthcare Self-Insurance Fund

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SALES TAX NARRATION

use of saLes taX

The City of Owasso receives three cents in sales tax for the funding of municipal government activities. One cent of the sales tax is restricted to funding capital projects or debt service for capital projects. The remaining two cents of sales tax funds City operations and is pledged to the OPWA for debt service. The following narration provides an accounting of how the one cent and two cent funds break down, and how the revenue is expended.

City of Owasso - Fiscal Year 2012 BudgetSales Tax - Three Cents

Use of Two-Cents Sales Tax

Three cents sales tax 17,964,000 Three cents sales tax 17,964,000 Restricted one cent sales tax 5,988,000 Two cents sales tax 11,976,000 Debt service - Sales tax notes (4,986,800) Debt service - Payback Agreements (742,000) Balance of restricted one cent 1,001,200 Balance of two cents 11,234,000 Transfer surplus to Capital Improvements (1,000,000) Transfer balance to General Fund (11,234,000) Ending balance in OPWA - Sales Tax 1,200 Ending balance in OPWA - Sales Tax -

Proposed Sales Tax Budget - Revenues, Expenditures and Transfers FY 2012General Fund (01)Sales Tax - 3 cents Revenue - 3 cents sales tax in General Fund (01) 17,964,000

Sales Tax - 3 cents Transfer out - 3 cents sales tax from General Fund (01) (17,964,000) to OPWA Sales Tax Fund (67)

Sales Tax - 2 cents less Paybacks Transfer out - balance of 2 cents to General Fund (01) 11,234,000 from OPWA Sales Tax Fund (67)

OPWA Fund (67)Sales Tax - 3 cents Transfer in - 3 cents sales tax from General Fund (01) 17,964,000

to OPWA Sales Tax Fund (67)

Sales Tax - 1 cent Expenditure - Sales Tax Notes Payable (includes fiscal agent fees) (4,986,800) Debt Service Note Series 2004, 2005, 2007 and 2008

Sales Tax - 1 cent Transfer out - from OPWA Sales Tax (67) to Capital Improvments (40) (1,000,000)

Sales Tax - 2 cents Transfer out - from OPWA Sales Tax (67) to OPWA Sub-Acct (69) (742,000) Debt Service - Payback Agreements Expenditure - Payback Agreements (742,000)

Sales Tax - 2 cents less Paybacks Transfer out - balance of 2 cents from Sales Tax Fund (67) (11,234,000) to General Fund (01)

Use of Restricted One-Cent Sales Tax

One cent of sales tax is restricted to funding capital projects or debt service for capital projectsTwo cents of sales tax funds city operations and is pledged to the OPWA for debt service

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GLOSSARYTerms & Definitions

/ A /account

An entity for recording specific revenues or expenditures, or for grouping related or similar classes of revenues and expenditures and recording them within a fund or department.

accounting system

The total set of records and procedures that are used to record, classify, and report information on the financial status and operations of the entity. (See also Accrual Basis, Modified Accrual Basis, and Cash Basis).

accruaL basis

The method of accounting under which revenues are recorded when they are earned (whether or not cash is received at the time), and expenditures are recorded when goods and services are received (whether cash disbursements are made at the time or not).

appropriation

An authorization or allocation made by the legislative body that permits officials to incur obligations against, and to make expenditures of, governmental resources (revenues).

appropriation baLance

The available appropriation remaining after expenditures, encumbrances, and commitments have been subtracted from the appropriation.

asset

Resources owned or held by a government which have monetary value.


Employee positions, which are authorized in the adopted budget, to be filled during the year.

/ B /bond

A long-term IOU or promise to pay. It is a promise to repay a specified amount of money (the face amount of the bond) on a particular date (the maturity date). Bonds are primarily used to finance capital projects.

generaL obLigation bond

A type of bond that is backed by the full faith, credit, and taxing power of the government.

revenue bond

A type of bond that is backed only by the revenues from a specific enterprise or project, such as a utility system.

bond refinancing

The payoff and re-issuance of bonds, to obtain better interest rates and/or bond conditions.

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budget

A plan of financial activity for a fiscal year indicating all planned revenues and expenditures or expenses for the budget period. The City of Owasso’s fiscal year is July 1 through June 30.

budget caLendar

The schedule of key dates which a government follows in preparation and adoption of the budget.

budget resoLution

The legal means by which the budget is adopted.

budget suppLement

The legal means by which an adopted estimated revenue or expenditure appropriation is increased or decreased.

budget transfer

Allows for the movement of appropriation funds between accounts within the same department or between departments. This action only requires City Manager approval.

budgetary basis

This refers to the basis of accounting used to estimate financing sources and uses in the budget. It is different from GAAP basis of accounting.

budgetary controL

The control or management of a governmental expenditures in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources.

/ C /capitaL assets

Assets of significant value and having a useful life of ten years. Capital assets are also called fixed assets.

capitaL improvement fund

The appropriation of other revenue for improvements to facilities and other infrastructure. The City budgets for Capital projects or new capital projects. Approval of capital projects is granted through the Capital Improvements Committee and the City Council. The Third Penny Sales Tax accounts for the majority of financing resources of capital projects.

capitaL improvement

Any significant physical acquisition, construction, replacement, or improvement to a City.

capitaL improvement program (cip)

The process of planning, monitoring, programming, and budgeting over a multi-year period used to allocate the City’s capital moneys, undertaken by the City’s Capital Improvement Committee.

capitaL outLay

One of five expenditure account categories used to account for the purchase of any item with a useful life greater than one year. Included are vehicles, heavy equipment, other equipment, personal computers, and some office furniture.

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capitaL proJect

Major construction, acquisition, or renovation activities which add value to a government’s physical assets or significantly increase their useful lives. Also called capital improvements.

carryover

Appropriated funds that are encumbered during the fiscal year and are allowed to be retained in the budget of the next fiscal year for the purpose designated.

casH basis

A basis of accounting in which transactions are recognized only when cash is increased or decreased.

cHarges for services

Revenues received for services performed or delivered by the City.

commodities

Expendable items that are consumable or have a short life span. Examples include office supplies, gasoline, minor tools, and road salt.

contingency

A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.

contractuaL services

Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services.

cost-of-Living adJustment (coLa)

An increase in salaries to offset the adverse effect of inflation or rising prices.

current budget

The original budget as approved by the City Council, along with any carryover encumbrances from the prior fiscal year, and any transfers or amendments that have been made since July 1.

/ D /debt service

The cost of paying principal and interest on borrowed money according to a predetermined payment schedule.

deficit

The excess of an entity’s liabilities over its assets or the excess of expenses over revenues during a single accounting period.

department

The basic organizational unit of government which is functionally unique in its delivery of services.

depreciation

Expiration in the service life of capital assets, attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence.

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deveLopment-reLated fees

Those fees and charges generated by building, development, and growth in the community. Included are building permits, development review fees, and zoning, platting, and subdivision fees.

disbursement

The expenditure of monies from an account.

division

A sub-unit of a department which encompasses a substantial portion of the duties assigned to a department. May consist of several activities.

/ E /empLoyee benefits

Contributions made by a government to meet commitments or obligations for employee fringe benefits. Included are the government’s share of costs for Social Security and the various pensions, medical, and life insurance plans.

encumbrance

Obligations made by a government to meet commitments or obligations.

enterprise (proprietary) funds

Established to account for revenues and expenditures generated by City functions for which customers are charged a fee. (For example: Owasso Public Works Authority)

eXpenditure

The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service, or settling a loss.

Where accounts are kept on the accrual or modified accrual basis of accounting, the cost of goods received or services rendered are recognized whether cash payments have been made or not. Where accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the above purposes are made.

eXpense

Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other charges.

/ F /fines and forfeitures

A revenue source that consists primarily of fines from the Municipal Court.

fiscaL poLicy

A government’s policies with respect to revenues, spending, and debt management as these relate to government services, programs, and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding.

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fiscaL year

A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City of Owasso’s fiscal year is July 1 through June 30.

fiXed assets

Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. Capital assets are also called fixed assets.

fuLL faitH and credit

A pledge of a government’s taxing power to repay debt obligations.

fuLL-time eQuivaLent position

A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year.

function

A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible (e.g. - public safety).

fund

An independent accounting entity with a self-balancing set of accounts for recording all revenues and all related liabilities and residual equities or balances, along with any changes to the above. In other words, each fund is separate from every other fund and maintains records of all income and expenditures for the fund. By law, expenditures cannot exceed the revenues. As an example, a fund is like an individual checking account. Income is recorded in, expenditures are recorded out, and one cannot spend more than one has available in the account.

fund baLance

The excess of assets of a fund over its liabilities, reserves, and carryover. The following fund balance distinctions are in accordance with Governmental Accounting Standards Board (GASB) #54 guidelines:

assigned fund baLance

This refers to the fund’s intended use of resources. Such intent would have to be established by the governing body itself or by a body or official delegated by the governing body.

committed fund baLance

Reflects the amount of the fund balance that is constrained by limitations that the government imposes upon itself at its highest level of decision making and that remain binding unless removed in the same manner.

non-spendabLe fund baLance

Represents resources that are not in spendable form or are legally or contractually required to be maintained intact. Non-spendable form may include, but is not limited to, supplies inventories and prepaid items, the long-term portion of loans receivable, and non-financial assets held for resale. Legal or contractual requirements may include but are not limited to the principal of an endowment or a revolving loan fund.

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restricted fund baLance

Resources of a fund that are subject to externally enforceable legal restrictions. Such restrictions can be externally imposed by creditors, grantors, contributors, or laws of other governments, or imposed by law through constitutional provisions or enabling legislation.

unassigned fund baLance

The total fund balance in the general fund in excess of the non-spendable, restricted, committed, and assigned fund balance.

/ G /gaap

Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

generaL fund

Serves as the primary operating fund for the City of Owasso. All general operations that are not accounted for otherwise are financed from this primary operating fund.

goaL

A statement of broad direction, purpose, or intent based on the needs of the community. A goal is general and timeless.

grants

A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee.

/ H /HourLy empLoyee

An employee who is paid on a per-hour basis.

/ I /infrastructure

The physical assets of a government (streets, waterlines, sewers, public buildings, parks, etc.).

interfund transfers

The movement of monies between funds of the same governmental entity.

intergovernmentaL revenue

Funds received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes.

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internaL service cHarges

The charges to user departments for internal services provided by another department of the city.

internaL service funds

Funds used to account for Internal Service charges and expenditures (e.g. - Workers’ Compensation, General Liability/Property, and Healthcare Self-Insurance Funds).

/ L /Levy

To impose taxes for the support of government activities.

Licenses and permits

Revenues that come from the City’s efforts to provide licenses to business and inspection services to enforce compliance with minimum requirements for building and operating safety.

Longevity

Employee compensation payments made in recognition of a certain minimum number of years employed full-time with the same entity.

Long-term debt

Debt with a maturity of more than one year after the date of issuance.

/ M /matcHing funds

Requirement that a grant recipient contribute resources to a program that equal or exceed a pre-determined percentage of amounts provided by the grantor.

materiaLs and suppLies

May include articles and commodities which are consumed or materially altered when used, such as office supplies, operating supplies, and repair and maintenance supplies, as well as all items of expense to any person, firm, or corporation rendering a service in connection with repair, sale, or trade of such articles or commodities.

miLL

The property tax rate which is based on the valuation of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of net assessed property valuation.

misceLLaneous revenue

A revenue category that is comprised of revenue sources that do not fit the other categories of Taxes, Licenses and Permits, Intergovernmental Revenue, Charges for Services, and Fines and Forfeitures.

modified accruaL basis

The method of accounting under which expenditures other than accrued interest on general long-term debt are recorded at the time liabilities are incurred, and revenues are recorded when received in cash, except for material and/or available revenues, which should be accrued to reflect properly the taxes levied and the revenue earned.

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/ N /net budget

The legally adopted budget, less all interfund transfers and inter-departmental charges.

/ O /obJect of eXpenditure

An expenditure classification, referring to the lowest and most detailed level of classification, such as utilities, office supplies, chemicals, or furniture.

obJective

Something to be accomplished in specific, well-defined, and measurable terms, and that is achievable within a specific time frame.

obLigations

Amounts which a government may be legally required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid.

operating budget

This sets the plan for the day-to-day operations of the City. The City budgets operating funds annually, based on historical expenditures, priorities set forth by the elected officials, and economic conditions. Sales Tax Revenues and Utility Billing Charges provide the majority of the resources available for use within the operating budget.

operating eXpenses

The cost of personnel, materials, and equipment required for a department to function.

operating revenue

Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.

originaL budget

The adopted budget, as approved by the City Council before the start of a new fiscal year.

otHer services and cHarges

One of five expenditure account categories used to account for the purchase of contractual services and other intangible products such as security, temporary employment, professional and landscaping services, leases, utilities and communications, and employee education and travel.

/ P /part-time empLoyee/position

An employee who works less than forty (40) hours per week and, generally, does not receive benefits.

personaL services

One of five expenditure account categories used to account for all costs related to compensating employees, including employee benefits such as pension, social security, uniform allowance, health insurance, workers’ compensation, etc.

prior-year encumbrances

Obligations from previous fiscal years in the form of purchase orders or contracts, which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated.

proJect number

Used to identify any special activity, especially where specific reporting requirements exist regarding the activity. These numbers are always used with capital projects and grants.

/ R /reserve

A portion of fund equity legally restricted for a specific purpose, or not available for appropriation and subsequent spending. It is normally a set aside of funds for emergencies or unforeseen expenditures not otherwise budgeted.

resources

Total amounts available for appropriation, including estimated revenues, fund transfers, and beginning balances.

revenue

The yield from sources of income (such as taxes, licenses, fines, etc.) that the City collects and receives for public use. Revenue increases the assets of a fund, while not increasing a liability, or representing a repayment of expenditure, a cancellation of a liability, or an increase in contributed capital.

revenue estimates

Projected revenue using both time series analyses and deterministic methods.

/ S /seasonaL empLoyee/position

An employee hired during a peak period at an hourly rate (e.g. - Bailey Ranch Food & Beverage workers, Stormwater & Drainage Control workers).

sHared revenue

Taxes collected by the state are distributed, in part, back to the cities within the state in proportion to their population. This apportionment is determined by the census conducted every ten years. Includes revenues such as the Alcoholic Beverage Tax, Gasoline Tax, and Tobacco Tax.

sinKing fund

A fund established to pay for General Obligation Bond debt and judgments against the City.

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site-based budgeting

A decentralized budget process, whereby budget preparation and development are based on individual departmental sites.

sources of revenue

Revenues are classified according to their source or point of origin.

suppLementaL appropriation

An additional appropriation made by the governing body after the budget year has started.

/ T /taXes

Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Examples of tax revenues to the City of Owasso are franchise, sales, and use taxes.

transfers in/out

Amounts transferred from one fund to another to comply with legal requirements or to assist in financing the services for the recipient fund.

/ U /unencumbered baLance

The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes.

user cHarges

The payment of a fee for direct receipt of a public service by the party who benefits from the service.

/ V /variabLe cost

A cost that increases/decreases with increases/decreases in the amount of service provided.

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Approved Budget - FY 2011-2012 - City of Owasso

Documents