FY 2010-2011 Budget Proposal

CITY OF OWASSO

ANNUAL BUDGET PROPOSAL 2010 │ 2011

CREATING QUALITY │ CREATING CHARACTER

THIS PAGE INTENTIONALLY LEFT BLANK

CITY OF OWASSO

ANNUAL BUDGET PROPOSAL 2010 │ 2011

PRESENTED TO OWASSO CITY COUNCIL

OWASSO PUBLIC WORKS AUTHORITY TRUSTEES

OWASSO PUBLIC GOLF AUTHORITY TRUSTEES

STEVE CATAUDELLA

DOUG BONEBRAKE

WAYNE GUEVARA

BRYAN STOVALL

JON SINEX

SUBMITTED BY

RODNEY RAY CITY MANAGER

│ I │

INTRODUCTION

LETTER FROM THE CITY MANAGER

USING THE BUDGET PROPOSAL

BUDGET PHILOSOPHY

ORGANIZATIONAL STRUCTURE

PREPARING THE ANNUAL BUDGET PROPOSAL

CITY VISION

ALL FUNDS

BUDGET SUMMARY ― FY 2010 │ 2011

GENERAL FUND

BUDGET SUMMARY ― GENERAL FUND

DEPARTMENT DOCUMENTATION

MUNICIPAL COURT

MANAGERIAL

FINANCE

HUMAN RESOURCES

GENERAL GOVERNMENT

INFORMATION TECHNOLOGY

SUPPORT SERVICES

COMMUNITY DEVELOPMENT

POLICE SERVICES

POLICE COMMUNICATION

ANIMAL CONTROL

FIRE SERVICES

EMERGENCY PREPAREDNESS

ENGINEERING

STREETS

STORMWATER/VEGETATION CONTROL

CEMETERY

PARKS

COMMUNITY CENTER

HISTORICAL MUSEUM

ECONOMIC DEVELOPMENT

OWASSO PUBLIC WORKS AUTHORITY

BUDGET SUMMARY ― OPWA


ADMINISTRATION

UTILITY BILLING

WATER DISTRIBUTION

WASTEWATER TREATMENT PLANT

IV

X

XI

XII

XIII

XIV

2

8

10

12

14

16

18

20

22

24

26

28

30

32

34

36

38

40

42

44

46

48

50

56

58

60

62

64

TABLE OF │ CONTENTS

│ II │

WASTEWATER COLLECTIONS

REFUSE COLLECTIONS

RECYLCE CENTER

OWASSO PUBLIC GOLF AUTHORITY

BUDGET SUMMARY ― OPGA


BUDGET NARRATIVE

GOLF PRO SHOP

CART OPERATION

COURSE MAINTENANCE

FOOD & BEVERAGE

ADMINISTRATION

OTHER FUNDS

AMBULANCE SERVICE FUND

AMBULANCE CAPITAL FUND

FIRE CAPITAL FUND

E-911 FUND

CEMETERY CARE FUND

EMERGENCY SIREN FUND

JUVENILE COURT FUND

HOTEL TAX FUND

STRONG NEIGHBORHOOD NARRATIVE

STORMWATER MANAGEMENT FUND

CAPITAL IMPROVEMENT FUND

PARK DEVELOPMENT FUND

CDBG FUND

CITY GARAGE FUND

WORKERS’ COMPENSATION SELF-INSURANCE FUND

GENERAL LIABILITY/PROPERTY SELF-INSURANCE FUND

HEALTHCARE SELF-INSURANCE FUND

APPENDIX

DETAIL OF REVENUE

GENERAL FUND

OPWA

OPGA

OTHER FUNDS

66

68

70

76

78

79

80

81

82

83

87

88

89

90

91

92

93

94

95

96

97

98

99

100

101

102

103

107

109

110

111

TABLE OF │ CONTENTS

│ III │

PAGE │ IV

LETTER FROM │ CITY MANAGER

│ IV │

HONORABLE MAYOR AND CITY COUNCIL —

Pursuant to Charter and statutory provisions, this correspondence is for the purpose of

transmitting a budget proposal for FY 2010-2011. This proposed budget includes projected

revenues and estimated expenditures for all municipal operations and all funds maintained by

the City and its Trusts. This year’s proposal has incorporated a new format that will provide

additional information relating to the accomplishments and goals of the various departments

and better define the purpose of the City’s departments. In the years following this budget,

additional changes will be incorporated that will continue the process of better defining how

the tax payer’s resources are achieving adopted levels of service and better allowing citizens

to measure governmental performance.

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.

Cities across the nation are facing trying economic times. As a result of declining revenues and

an overall slowing economy during 2009, most municipalities have had to take drastic

measures to maintain the integrity of their budgets. Layoffs, furloughs, across-the-board pay-

cuts, the closing of facilities, and reductions in levels of services are among actions taken in

many jurisdictions. Cities are not the only entities feeling the economic downturn - school, state,

and county governments have been forced to implement cut-backs that also impact cities by

removing the option of cost sharing partnerships once relied upon to create efficiencies and

improve productivity where there are jurisdictional overlaps.

During the current fiscal year (FY 2009-2010), Owasso cut $750,000 from projected spending in

the General Fund due to lower than anticipated revenues from sales tax and other sources. The

proposed budget for FY 2010-2011anticipates an even deeper reduction in resources available

for appropriation. Simply put, Owasso and other Oklahoma cities are experiencing the largest

budget reductions seen since 1982. However, Owasso, although not exempt from the negative

budget conditions, remains one of Oklahoma’s strongest and most financially stable cities.

Layoffs and furloughs have been avoided; service levels have remained constant; and a focus

on priorities has been maintained. Prudent financial management has allowed the City to

continue the capital projects vital to a community’s ability to grow its economy and sustain

long-term quality. Infrastructure improvements continue to be made and even more progress

will be made during the FY 2010-2011 budget year (completion of street, drainage, and

wastewater projects).

The City’s financial position is strong and has provided the community a solid foundation for the

on-going efforts to avoid deeper cuts and to be in a position to accommodate a rebounding,

robust economy when that time arrives.

PAGE │ IV


│ V │

Nevertheless, until the economy recovers, the City must be diligent to establish priorities and

commit to a more austere course of strategic allocation of resources and creative problem

solving in the delivery of municipal services.

Recognizing the potential impact that reduced revenues can have on service levels, the goal

of this budget is to deliver a consistent, high level of service to the residents of the community

that will provide a safe and healthy environment for all. An additional objective of the

proposed budget is to provide continued security for the City’s work force; to avoid personnel

cutbacks and reductions in healthcare services; and to maintain soundness of retirement plans.

While increases in compensation are not included in this proposed budget, everything possible

has been done to ensure all employees keep their jobs. The people who deliver service to the

community are the most important resource available to the citizens. Keeping their families

secure and their children healthy is an imperative, second only to maintaining the citizen’s trust

as good stewards of their tax dollars.

Owasso has become a regional center for shopping, drawing from a large geographic area

and allowing for its development as a full-service community and offering a wider range of

goods and services to the region. A large retail base has softened the economic downturn for

Owasso and has continued to bring customers and dollars from outside our boundaries.

General retail sales have not fallen below last year’s levels and this budget projects a similar

financial picture for FY 2010-2011.

However, the overall lack of growth in sales tax during the FY 2009-2010 fiscal year, as well as

the projection that FY 2010-2011 will have a slight decrease in sales tax, has dictated the City’s

proposed budget. Carryover funds normally available during growth years will not be available

for the coming year. This means that available resources for FY 2010-2011 will be less than

previous years. Fortunately, over the past twenty years the City has adopted strong fiscal

policies and practices that provide a financial cushion for times such as these. The City’s

reserve fund has been established to provide for emergencies and opportunities. The City is

facing a time of declining revenues and a growing population. It is exactly this kind of situation

for which the City’s reserve fund was established. The General Fund Reserves are $1,736,000.

This budget proposal requests a $377,675 appropriation from the Reserve Fund to help maintain

the level of services necessary to provide for the health and safety of the community.

Additionally, this budget proposes to transfer $500,000 from the OPWA to the General Fund to

cover costs associated with the City’s management of administration functions, duties, and

responsibilities. Using sound management practices that recognize the need for a solid ―rainy-

day‖ contingency fund, the OPWA Reserves, like the City’s General Fund Reserves, have been

built over the past years to a current level of $2,269,000.

This proposed budget also includes recommendations for utility rate increases and charges for

services. The City of Tulsa has notified Owasso that it plans to increase water rates by 8% ($.18

per thousand gallons).

PAGE │ IV


│ VI │

Several years ago, Owasso began reviewing our utility rates each year. The idea was to review

our rate schedule and, if necessary, increase water and wastewater rates minimally each year to

avoid large rate increases associated with failing to increase rates over a five to ten year period.

In 2007, the City increased the usage rate on a per thousand gallons basis and in 2008 increased

the base rate. There was no rate increase last year to cover the cost of business. This proposed

budget recommends a sewer base increase of $.14, an increase of $.05 per one-thousand

gallons of wastewater disposed, and an additional increase of $.12 per one-thousand gallons of

water purchased (see Attachment B) in order to maintain and efficiently operate the water and

sewer systems. Additionally, in an effort to meet stricter Federal runoff requirements and to clean

up our area rivers, streams, and groundwater sources; as well as to make improvements to our

stormwater detention and drainage facilities, the budget proposes a monthly increase of fifty-

cents to the City’s stormwater fee - the first such increase since its inception seven years ago.

Aggregately, those rate increases will cost the average Owasso water customer approximately

$2.99 per month or about $35.88 annually. The estimated net result of these rate increases will be

to pay the City of Tulsa approximately $145,000 in increased water costs, and for Owasso to

receive an additional $155,000 in utility-generated revenue from water, wastewater, and

drainage fees.

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 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 1% decrease during FY 2010-2011.

□ That total operating revenue for the OPWA in FY 2010-2011 will be $9,665,860, an

increase of over 5% from FY 2009-2010.

□ That the City’s General Fund Reserves will be decreased by $377,675, thus reducing

the City’s reserves from a level of 12% to 9% for FY 2010-2011.

□ That a transfer of $500,000 from the OPWA Fund to the General Fund be authorized,

thus reducing OPWA FY 2011 reserves from $2.9 million to $2.4 million.

CONCLUSIONS, COMMENTS, AND APPRECIATION

There is no reason to believe that the Owasso economic environment during FY 2010-2011 will be

significantly changed from that which is currently present. Sales Tax will remain at approximately

the same level of current collections, commercial building will remain slow and unpredictable,

and employment activity will see only slow improvement over the next twelve months.

Based on that lack of improved revenue, it should be noted and recognized that there will likely

be a reduction in the delivery of some public services. Priority must be given to public safety and

PAGE │ IV


│ VII │

infrastructure. Some other services - mowing, watering, landscaping, professional organization

memberships, outside training, travel and events - will be reduced in order to meet the priorities of

providing police, fire, streets, refuse, water, and wastewater.

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 preparation of this proposal.

Managers, supervisors, and team members have recognized that, indeed, ―we are all in this

together.‖ The collective actions and attitude demonstrated by the City’s staff in preparing this

budget and in cutting cost 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 2010-2011 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, 2010. A statutorily required Public Hearing on the

proposed budget is scheduled for the regular meeting of the City Council on June 1, 2010.

Pending your comments and review, and those received from citizens at the Public Hearing, I

plan to place a request for final adoption of the budget on the agenda for the June 15, 2010

Regular City Council Meeting.

Respectfully submitted for your consideration,

Rodney J. Ray

City of Owasso City Manager

Attachment A: Summary

Attachment B: Proposed Rate Increases

ATTACHMENT A: BUDGET SUMMARY

This budget contains requests for expenditures and transfers totaling $80,623,945 for all operations and

all funds. Total requested expenditures represent a decrease of $8,956,043 or 15% less than the FY 2009-

2010 budget. The proposed General Fund Budget includes a request for personnel cost and operations

in the amount of $15,292,310 and a capital outlay request totaling $167,450. The OPWA Fund includes

requests for personnel and operating expenditures of $6,666,221, capital outlay request of $12,160,842,

and debt service payments of $8,482,076. The OPGA Fund includes requests for personnel and

operating expenditures of $847,938, no capital outlay request, and debt service payments of $28,280.

PAGE │ IV


│ VIII │

FUND FY 2009-2010 FY 2010-2011

General Fund

Personal Services $12,796,898 $13,189,838

Materials and Supplies $741,845 $618,980

Other Services $1,923,696 $1,483,492

Capital Outlay $708,330 $167,450

Total $16,170,769 $15,459,760

OPWA Fund


Materials and Supplies $2,793,515 $2,882,780

Other Services $1,786,150 $1,560,080

Capital Outlay $17,621,450 $12,160,842

Debt Service $8,405,393 $8,482,076

Total $32,916,970 $27,309,139

OPGA Fund

Personal Services $619,305 $626,338


Other Services $136,300 $128,540

Capital Outlay $0 $0

Debt Service $28,335 $28,280

Total $874,000 $876,218

Other Funds



Other Services $4,062,140 $4,318,450

Capital Outlay $4,529,958 $1,584,990

Total $10,088,270 $7,448,849

PAGE │ IV


│ IX │

ATTACHMENT B: PROPOSED RATE INCREASES

Low

Usage

Average

Usage

Moderate -

High Usage

Summer

Usage

High Summer

Usage

Usage

Water 3,000 gallons 7,000 gallons 12,000 gallons 20,000 gallons 35,000 gallons

Sewer 2,000 gallons 5,000 gallons 8,000 gallons 10,000 gallons 10,000 gallons

Current Rate Billing

Water 18.48 34.36 54.21 85.97 145.52

Sewer 11.83 19.33 26.83 31.83 31.83

Refuse 13.70 13.70 13.70 13.70 13.70

Ambulance 6.00 6.00 6.00 6.00 6.00

Stomrwater 2.50 2.50 2.50 2.50 2.50

Total 52.51 75.89 103.24 140.00 199.55

Proposed Rate Billing

Water 19.38 36.46 57.81 91.97 156.02

Sewer 12.07 19.72 27.37 32.47 32.47

Refuse 13.70 13.70 13.70 13.70 13.70

Ambulance 6.00 6.00 6.00 6.00 6.00

Stormwater 3.00 3.00 3.00 3.00 3.00

Total 54.15 78.88 107.88 147.14 211.19

$52.51

$75.89

$103.24

$140.00

$199.55

$54.15

$78.88

$107.88

$147.14

$211.19

$0

$50

$100

$150

$200

$250

3,000 gals. water 7,000 gals. water 12,000 gals. water 20,000 gals. water 35,000 gals. water

Low Usage: Avg Usage: Moderate-High Usage: Summer Usage: High Summer Usage:

Total monthly bill for city single-family residential customers

Rate Change Comparison

Current Rate Proposed Rate

HOW TO USE THIS BUDGET PROPOSAL

This document guide outlines the City of Owasso’s FY 2010-2011 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 City of Owasso Finance

Department at 918.376.1509 or emailing the Finance Department at [email protected]

The proposed budget is organized as follows ―

LETTER FROM THE CITY MANAGER ― 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.

DEPARTMENT 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.

USING THE │ BUDGET PROPOSAL

│ X │

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 core City of Owasso

organizational 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.

USING THE │ BUDGET PROPOSAL

│ XI │

ORGANIZATIONAL │ STRUCTURE

│ XII │

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

CITY OF OWASSO ORGANIZATIONAL STRUCTURE

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 Director

Janet Isaacs Finance Department Deputy Director

Sherry Bishop Assistant City Manager for Administrative Services

Warren Lehr Assistant City Manager for Operations

Kian 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 26th Department “Requested” Budget Entry Complete, 5-Year Outlay Plan Due

Mar 1st Review of Requested Budgets

Mar 17th Update Revenue Projections/Estimates

Apr 13th Budget Discussion at Council Work Session

Apr 14th Finalize Revenue Estimates, Fund Budgets, Department Totals, and Fund

Summaries

May 3rd Budget Letter and Summaries Delivered to City Council

May 6th Budget Proposal Completed, Printed, and Bound

May 7th Budget Delivered to City Council

May 11th Budget Presented at Council Work Session

Copies of budget distributed to Department Directors, Local Library, and

Community Leaders

May 27th Notice of Public Hearing Published in Local Newspaper

Jun 1st Public Hearing Conducted

Jun 15th Budget Presented to City Council for Approval

Jun 30th Budget Filed with the State Auditor and Inspector

BUDGET │ TEAM

│ XIII │

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.

CITY │ VISION

│ XIV │

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.

CITY │ VISION

│ XV│


│ XVI│

BUDGET │ SUMMARY

GENERAL FUND

ENTERPRISE FUNDS

SPECIAL REVENUE &

CAPITAL PROJECTS FUNDS

INTERNAL SERVICE FUNDS

GOVERNING RESPONSIBLY │ GOVERNING PROACTIVELY

│ 1 │

BUDGET │ SUMMARY


BUDGET │ SUMMARY

│ 2 │

BUDGET │ SUMMARY

│ 3 │

Taxes23.12%

Licenses & Permits0.41%

Intergovernmental1.50%

Charges for Services21.89%

Fines & Forfeitures0.97%

Miscellaneous15.47%

Interfund Transfers36.65%

FY 2010 │ 2011 REVENUES BY SOURCES

General Government

9.71%Public Safety

13.90%

Public Works3.28%

Utilities23.35%Culture &

Recreation2.25%

Economic Development

0.33%

Debt Service10.56%

Interfund Transfers36.63%

FY 2010 │ 2011 EXPENDITURES BY CATEGORY


│ 4 │

GENERAL │ FUND

BUDGET SUMMARY


GROWING OWASSO │ GROWING OPPORTUNITY

│ 7 │

GENERAL │ FUND


PAGE │ IV

GENERAL │ FUND

│ 8 │

GENERAL │ FUND

│ 9 │

GENERAL FUND REVENUES

GENERAL FUND EXPENDITURES

Taxes87.93%

Licenses & Permits1.14%

Intergovernmental4.32%

Charges for Service2.43%

Fines & Forfeitures

3.72%Miscellaneous

0.46%

General Government

19.91%

Community Development

2.74%

Public Safety61.84%

Public Works10.64%

Culture & Recreation

4.14%

Economic Development

0.73%

PAGE │ IV

GENERAL │ FUND

│ 10 │

MUNICIPAL COURT GENERAL GOVERNMENT

DESCRIPTION

The Municipal Court of Owasso is dedicated to providing adjudication of municipal ordinance

violations in a prompt, impartial, and knowledgeable manner. We strive to provide a fair

administration of justice, with a high level of respect, efficiency, 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 build public trust and confidence

between the citizens of Owasso and the Municipal Court.

BUDGET HIGHLIGHTS

The recommended FY 2011 budget will decrease by approximately 5% and includes the following: □ Funding for normal operations of the department. No additional personnel will be

added and funding for Personal Services will remain consistent with FY 2010. □ Professional and Technical fees are primarily allocated for the Court Bailiff and

Youth Court Program. An increase in fees for the City’s contract with Youth Court

Services is not expected upon renewal of the contract in September 2010.

□ Slight increase in Bank Card Service Fees is a result of increased customer demand

to pay fines and fees with credit cards as opposed to traditional payments such as

checks and cash. The City is currently in the process of soliciting quotes from multiple

providers in order to negotiate the lowest possible rates. □ Reduction in Collection Fees in the amount of $9,850 was realized as a result of

legislation allowing municipalities to recoup collection agency fees from the

customer. □ Commitment to the Go Green initiative includes reduced 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

Approximately 5% of initial appropriations were identified and deferred in the FY 2010 budget

to meet unexpected revenue reductions. Objectives achieved during FY 2010 include: □ Total number of citations issued for the same period in FY 10 and FY 09 reflects a

minimal decrease of approximately 200 citations. Total cash receipts for this same

period indicates an increase of 13%. The increase in cash receipts is attributed to

higher allowable fines for charges related to DUI, Possession, Assault and Battery,

and Petty Larceny offenses. □ The Early Intervention Program continues to be a great success. In 2009, 195 youthful

offenders attended the EIP Program; 125 have participated in FY 2010 thus far. New

emphasis is being placed on the dangers of abusing over the counter drugs. Past

programs have focused more attention on the dangers of drinking and driving. □ Owasso Municipal Court hosted the Oklahoma Municipal Court Association

(OMCCA) District 2 workshop for the second year. The workshop is open to all court

clerks, but is primarily attended by those in the northeast portion of the state. □ Owasso’s Court Clerk has earned her certification as a Certified Municipal Court

Clerk through the Oklahoma Municipal Court Clerks Association. The Deputy Court

Clerk is currently working toward receiving her certification.

GENERAL │ FUND

│ 11 │

PAGE │ IV

GENERAL │ FUND

│ 12 │

MANAGERIAL DEPARTMENT GENERAL 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, and

Administrative Support.

BUDGET HIGHLIGHTS

The recommended FY 2011 budget will decrease by 15% and includes the following:

□ Implementation of the Go Green! strategy to reduce expenses related to general

office supplies, copying, and other consumables.

□ Reduction in capital outlay funding with funds reserved for computer parts or

equipment replacement

□ Discontinuation of memberships to various professional organizations for each

member of the department.

□ Reduction in travel and training that is not mandated by state statute and an

elimination of all out-of-state travel.

□ Reduction in printing costs associated with the quarterly newsletter by placing the

document on-line.


More than 13% of initial appropriations were identified and deferred in the FY 2010 budget to

meet unexpected revenue reductions. Objectives achieved during FY 2010 include:

□ Completed Go Green! strategy for the City.

□ Established a strategy to develop the City’s Quality of Life Plan.

□ Initiated Succession Planning and Mentoring Process.

□ The quarterly newsletter was published as planned, but only the first quarter newsletter

was printed and mailed to citizens. Subsequent newsletters were published on-line only.

□ Developed and brought to fruition a strategic partnership with Tulsa Technology and

Tulsa Community College to locate and begin construction on an Owasso Campus.

□ Secured $4 million in Federal stimulus funding.

□ Led budget reduction process that resulted in $750,000 in deferred spending in

response to revenue decline.

□ Identified alternative resources that allowed community activities such as the

Independence Day and Veteran’s Day celebrations to continue.

□ Successfully promoted and provided information to the Oklahoma Department of

Transportation that resulted in the initiation of Phase I widening of US Highway 169

from I-244 North to East 56th Street North; a $22,000,000 enhancement project.

□ Initiated a Main Street Improvement Project to build a replica gas station and use

the facility to provide CNG capabilities for the Owasso community utilizing a public-

private partnership. Project will include Federal, State, Municipal Government, and

private sector matched funding.

GENERAL │ FUND

│13│

PAGE │ IV

GENERAL │ FUND

│ 14 │

FINANCE DEPARTMENT 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; and to assure compliance with financial 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 the State and various governmental agencies.

Additionally, the Finance Department prepares payroll, processes accounts payable, and provides

information to both internal and external customers as needed.

BUDGET HIGHLIGHTS


□ Funding for normal operations of the department.

□ No additional personnel will be added.

□ Anticipated retirement of the Finance Department’s current Accountant/Controller

in December 2010 will result in a reduction of approximately $10,000 in salary and

wages. The search to fill this vacancy will begin during the second quarter of FY11. □ Auditing fees have been increased solely to cover the additional auditing requirements

of Federal programs under the American Recovery and Reinvestment Act (ARRA) for

the annual audit. Non-ARRA grants that are considered major programs will be part of

the proposed fees of $41,500. The additional incremental cost of the ARRA major

programs is estimated to be $5,000. □ Travel expenses are limited to attending SunGard’s local User Conference.

□ No capital outlay expenses.

□ Decrease in funding for materials and supplies has been realized as a result of the

departments Commitment to the Go Green initiative. Go Green initiatives include

reduction in printing costs through a systematic approach to saving financial

information, payroll and AP reports as PDF files. Staff is currently researching potential for

replacing printed time sheets with a time clock system that will interface with the City of

Owasso’s current payroll system, as well as other paperless payroll opportunities.



to meet unexpected revenue reductions. Objectives achieved during FY 2010 include: □ New Investment Policy was approved by City Council and has been implemented.

□ Received an unqualified independent audit opinion for Fiscal 2009-2010. No audit

findings were noted in the FY 2009. □ Completed the Post Employment Benefits actuarial evaluations as required by GASB 45.

□ Increased monthly spend on City purchase card program, resulting in an increase of

$5,000 for the annual rebate. □ 1099 reporting for employees/vendors and client prepared requests for auditors

were completed on or before required deadlines.

│ 15 │

GENERAL │ FUND

PAGE │ IV

GENERAL │ FUND

│ 16 │

HUMAN RESOURCES DEPARTMENT GENERAL 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 vision of the Human Resources Department is to integrate the

department’s 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


□ Funding for normal operations of the department and community’s Character

Initiative.

□ Implementation of Succession Plan and Mentoring Program.

□ Support of Go Green! initiative by increasing availability of Human Resource forms

and documents electronically.

□ Upgrade and incorporation of changes made since last publication of Employee

Policy and Procedures Manual.

□ Establish documentation of work processes and procedures for each position in the

department.

□ Implementation of Character First! Curriculum in additional elementary school,

funded through outside resource.

□ Continue to increase employee and community awareness of the positive impact

of purposefully focusing on good character.




□ Provided opportunity for employees and supervisors to participate in ―Ethics in

Government‖ workshop.

□ Provided character-based supervisor training focusing on ―Dealing with Real

People.‖

□ Procured new provider for random drug testing, reducing annual expense by

$1,000.

□ Developed a strategic plan for the department.

□ Began process of eliminating paper files for previous employees through utilization

of electronic storage system.

□ Fulfilled responsibilities of ―Host City‖ for monthly supervisor training through

Northeast Training Alliance, which involved participation of Owasso employees and

employees from surrounding communities.

│ 17 │

GENERAL │ FUND

PAGE │ IV

GENERAL │ FUND

│ 18 │

GENERAL GOVERNMENT DEPARTMENT GENERAL GOVERNMENT

DESCRIPTION

The General Government department 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.

BUDGET HIGHLIGHTS


□ General operations of City Hall to include telephone, utilities, building maintenance,

publication of legal notices, and postage for all City departments.

□ Funding for Council Elections in Wards 3 and 4.

□ Funding for the continued services of the Pelivan Transit public transportation

program.

□ No capital outlay.

□ Implementation of the Go Green! strategy will reduce expenses related to general

office supplies, paper consumables, and postage costs.

□ Discontinuation of memberships to various professional organizations, including the

Oklahoma Municipal League.

□ Reduction in Self-Insurance funding from $250,000 to $100,000.

□ Continuation of only six months of funding for Federal Government Liaison for US

Highway 169 widening project.




□ Funded Pelivan Transit as a means of public transportation and witnessed increased

ridership.

□ Provided funding for a Federal Government Liaison in order to assist in securing

federal funding necessary for US Highway 169 widening project.

│ 19 │

GENERAL │ FUND

PAGE │ IV

GENERAL │ FUND

│ 20 │

INFORMATION TECHNOLOGY DEPARTMENT GENERAL GOVERNMENT

DESCRIPTION

The Information Technology Department provides expertise for the implementation, support,

and maintenance 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



□ Support and maintenance of existing enterprise software and hardware systems. IT

budgets for SunGard, GIS, Server software, and systems that provide cross-

department services.

□ Fees for the City’s web services. The City’s website consistently receives 1,500 to

2,000 unique visitors each week.

□ The training budget has been reduced by 79%.

□ Capital outlay has been reduced by 95%, resulting in no new projects.

□ Exploration of new Go Green! policies which automate the shutdown of non-

essential computers at the end of each day in an effort to reduce the consumption

of electricity. IT staff will continue to work to implement paperless services through

document imaging and retention, or avoiding printed documents. These are no-

cost initiatives.




□ Implemented ―Work Orders‖ system within the Support Services and Public Works

departments to allow better tracking of work requests and resources needed to

complete work. Staff will continue to improve and expand Work Orders to include

other departments and establish an online service request system for residents to

report problems such as water leaks and street repairs.

□ Completed Phase 2 of the City’s fiber build-out connecting Fire Station 2 and Old

Central, which helps ensure a secure, high speed network providing greater

utilization of technology for vital services in the City.

□ Implemented eGov online bill pay for utility payments and Employee Access to

personnel information, and will be implementing additional web applications this

year.

□ Substantially increased mobile connectivity through wireless technology, allowing

staff to complete work in the field and improving efficiency.

□ Improved filtering and monitoring capabilities as well as security of data, web

content, email, and network access.

│ 21 │

GENERAL │ FUND

PAGE │ IV

GENERAL │ FUND

│ 22 │

SUPPORT SERVICES DEPARTMENT GENERAL 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, supervision of Department of Correction (DOC) workers, 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

The recommended FY 2011 budget will decrease by 24.7% and includes the following:

□ Funding for normal operations of the department, including janitorial supplies for City

Hall, the Police Department, and Old Central Building.

□ DOC Worker Program fees for the City.

□ Capital Outlay for Emergency Operations Center remodeling project to improve security.

□ Capital Outlay for repairs and replacement of poles and holiday banners damaged

in the winter storms of December, 2009 and early January, 2010.

□ Capital Outlay for leak proof seal coat of City hall roof.

□ Budget for materials and supplies reduced by 19%. Landscaping has been

significantly reduced; grounds mowing will be continued. Office supply savings have

been identified due to the recent focus on the green initiative. Painting maintenance

has been reduced to repairs only. □ Budget for services reduced by 36%. Many services previously provided by outside

contractors will be performed by staff members. Travel and training expense reduced

by using webinars and conference calls. □ Budget for capital outlay reduced by 97%. All repairs not related to security or safety

were deferred for another year. □ Continued support for the City’s Go Green! initiative by reducing the consumption of

energy by turning off lights and electronics; recycling all recyclable materials at the

City’s Vehicle Maintenance Center; and researching and purchasing new office and

cleaning materials which are made of recycled material or are less harmful to the

environment.


Approximately 2.5% of initial appropriations were identified and deferred in the FY 2010 budget to


□ Completed the coordination of leak proof seal coat for Old Central Building North

Hall and Auditorium roof area.

□ Completed repainting of Public Works Building interior walls.

□ Purchased and coordinated the installation of new carpet for the Public Works Building.

□ Replaced processor for Carrier One HVAC monitoring device for City Hall.

□ Replaced poles and repaired Holiday banners damaged during late 2008.

□ Engaged in ongoing coordination with INCOG concerning E911 interoperability issues.

□ Engaged in ongoing coordination with Motorola and Sprint/Nextel concerning the re-

banding of all City radios through replacement and the subsequent return of the

replaced equipment.

│ 23 │

GENERAL │ FUND

PAGE │ IV

GENERAL │ FUND

│ 24 │

COMMUNITY DEVELOPMENT DEPARTMENT COMMUNITY DEVELOPMENT

DESCRIPTION

The Community Development Department strives to provide the citizens of Owasso with

courteous, timely, and professional assistance; a comprehensive approach for guiding growth

and commerce; the safe, compliant construction of the built environment; and the

improvement of the quality of life with continuous code enforcement. The Community

Development team is comprised of six members: the Code Enforcement Officer/Building

Inspector, City Planner, Assistant Planner, Permit Clerk, Development Services Manager, and

Department Director.

BUDGET HIGHLIGHTS


□ Funding for normal operations.

□ Across the board reduction of materials and supplies budget.

□ Public Works and Parks Departments assistance in the mowing of abated properties

through code enforcement as a way to control cost through resource sharing. This

efficiency allows the department to maintain a normal level of service.

□ Travel and training limitations to include only continuing education requirements set

by the State of Oklahoma or national organizations for various licenses and

certifications. Staff will take advantage of webinars, video conferences, and CD

courses in order to limit traveling.

□ 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.


□ Continuing efforts to reduce use of printer ink and paper by sending Technical

Advisory Committee, Board of Adjustment, and Planning Commission agendas and

attachments electronically, as well as month-end building reports and assessment

letters.

□ Exploration of possible Landscape Ordinance changes that would reduce the ―heat

island‖ effect by providing more parking lot trees and plant material, promote the

practice of xeroscaping, and encourage the use of native plant materials that use

less water.




□ Developed process improvements for plan review and inspections designed to assist

developers and builders with plan review and approvals.

□ Created a draft construction guide for developers and builders who would like to

have their projects LEED certified.

□ Drafted Ordinances for wind energy regulations and conservation districts.

□ Initiated the first steps in upgrading the Landscape Ordinance by clarifying

language relating to maintenance.

□ Initiated cross-training of employees in the Community Development Department to

better and more efficiently serve citizens.

□ Initiated the annexation of two parcels of land into the City of Owasso.

│ 25 │

GENERAL │ FUND

PAGE │ IV

GENERAL │ FUND

│ 26 │

POLICE SERVICES DEPARTMENT 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 division, detective division, and records division. A multitude of specialties exist within

the department 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

The recommended FY 2011 budget will decrease by 5% and includes the following: □ Funding for normal operations of the department.

□ Decreased expenses for capital outlay by 96.6% by not requesting funding for any

new vehicles.

□ Continued support of the School Resource Officer Program.

□ Utilize grant funding to achieve a 100% compliance rate regarding underage

business alcohol sales. □ Provision of in-house training to employees regarding high-risk/high-liability issues.

□ Development of strategies through the Risk Management Committee for reducing

liability.

□ Reduction of the 2009 crime index of 24.1 crimes per 1,000 residents.

□ Update the Department’s strategic plan.

□ Policy development to achieve State accreditation before FY 2013.

□ Development of strategies that support the City’s Go Green! initiative and reduce

fiscal and environmental waste.

□ Utilize grant funding to partner with the Oklahoma Highway Safety Office and the

Oklahoma Safety Council to reduce automobile collisions for drivers aged 16-24. □ Utilize resources available through the Strong Neighborhood Initiative's programs to

enhance citizen participation in neighborhood crime prevention.


Approximately 2.4% of initial appropriations were identified and deferred in the FY 2010 Budget

to meet unexpected revenue reductions. Objectives achieved during FY 2010 include:

□ Reduced the crime index from 26.5 to 24.1 crimes per 1,000 residents.

□ Increased staffing in the School Resource Officer Program to three officers.

□ Developed critical policies and general orders.

□ Implemented a Street Crimes Unit for dealing with specific crime trends.

□ Transitioned to a report system that is 95% paperless.

□ Hired three new officers due to attrition within the department.

□ Developed a comprehensive in-house training program.

□ Achieved a 93% compliance rate regarding underage business alcohol sales

through the use of grant funding.

│ 27 │

GENERAL │ FUND

PAGE │ IV

GENERAL │ FUND

│ 28 │

POLICE COMMUNICATIONS DEPARTMENT PUBLIC SAFETY

DESCRIPTION

The Communications Division is a separate budgetary unit of the Owasso Police Department

and serves as the vital link between the citizens and public safety resources. The division

collects and disseminates all requests for service, and is charged with the responsibility of

handling all departmental 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

non-commissioned emergency services dispatchers/jailers and one communications supervisor.

The communication supervisor is responsible for managing the division and budget

preparation.

BUDGET HIGHLIGHTS

The recommended FY 2011 budget will increase by 20% and includes the following: □ Personnel services increased due to a reduction in available funding in the E-911

Fund and the addition of one new communications officer. Staffing increase helps

achieve the goal of meeting minimum staffing levels as recommended by national

standards.

□ Conduct weekly in-house training to promote excellence and reduce liability.

□ Completion of Emergency Medical Dispatch certifications for all dispatchers.

□ Achieve APCO Emergency Telecommunicators certification for newer dispatchers.

□ Development of strategies that support the City’s Go Green! initiative and reduce

fiscal and environmental waste.

□ Provision of a life saving emergency heart defibrillator for use in case of heart attack

by citizens, employees, or prisoners within the City’s jail.

□ Funding for replacement of malfunctioning communications center printer/copier.

□ Installation of additional video/audio devices for jail security and prisoner/officer

safety, as well as to discourage frivolous lawsuits.



meet unexpected revenue reductions. Objectives achieved during FY 2010 include: □ Handled 37,000 documented calls for service and countless requests for information,

directions, and referrals.

□ Monitored, processed, documented, and cared for 1,438 arrestees in the Owasso

Jail. □ Certified five dispatchers in National Emergency Medical Dispatch Protocols.

□ Certified two dispatchers as Oklahoma Law Enforcement Telecommunications

Systems Operators.

□ Nationally certified two dispatchers as APCO Emergency Telecommunicators.

□ Focused on personnel development by expending less than $1,000 of budgeted

funds on capital outlay items.

│ 29 │

GENERAL │ FUND

PAGE │ IV

GENERAL │ FUND

ANIMAL CONTROL DEPARTMENT 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 lifelong homes for all adoptable

pets being cared for at the shelter. There are two 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


□ Funding for normal operations of the division.

□ Implementation of education programs in the Owasso Public School system

regarding animal care and safety.

□ A comprehensive review of existing animal control ordinances.

□ Hosting of the 3rd Annual ―Barktoberfest.‖

□ Reduction of fiscal and environmental waste in support of the City’s Go Green!

initiative.

□ Implementation of a new program of cremating deceased animals for the purpose

of ensuring environmentally responsible disposal.

□ Development of programs that achieve or exceed a 70% rate of adoption.


More than 3.5% of initial appropriations were identified and deferred in the FY 2010 budget to


□ Achieved a 70% adoption/return to owner rate.

□ Developed a partnership agreement with the Town of Sperry for the purpose of

housing Sperry dogs and cats at the Owasso shelter.

□ Hosted the 2nd Annual ―Barktoberfest.‖

□ Utilized a volunteer to offset manpower shortages in Animal Control.

□ Installed a camera system at the shelter that is utilized for security and identifying

persons dumping animals after-hours.

□ Implemented several budget cutting measures to ensure sustainability of limited

financial resources.

│ 30 │

│ 31 │

GENERAL │ FUND

PAGE │ IV

GENERAL │ FUND

FIRE SERVICES DEPARTMENT 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 fire stations strategically placed

throughout the 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

The recommended FY 2011 budget will increase by 11% and includes the following:

□ Increase in expenditures due to funding for matching grant monies for an

anticipated grant that funds six (6) additional paramedic firefighters .

□ Funding for all emergency services provided by the department.

□ Funding for all non-emergency services offered to the citizens.


□ Elimination of funding for training and travel expenses.

□ Reduction of overtime budget by 75% due to anticipated hiring grant.

□ Funding to reduce energy consumption in the City’s three fire stations.




□ Implemented software program for fire and ambulance reporting.

□ Expended Assistance to Firefighters Grant monies from Department of Homeland

Security for safety equipment and public education materials.

□ Initiated Senior Citizens Knox Key Safes program to allow Owasso firefighters and

paramedics to access ill or injured citizens without breaking into the house.

□ Purchased a new fire engine for Fire Station #3 utilizing funds from the Fire Capital

Fund.

□ Purchased chassis and constructed internally a new grass firefighting vehicle for Fire

Station #1 utilizing funds from the Fire Capital Fund.

□ Replaced nearly one-fourth of the firefighter protective equipment (bunker gear) of

Owasso firefighters.

□ Created and filled two new firefighter/paramedic positions, funded by a rate

increase through the Ambulance Service Fund.

□ Completed City-wide assessment and grading from the Insurance Services Office

(ISO) in an attempt to lower fire insurance rates in the City of Owasso.

□ All employees of the Fire Department completed new training class requirements of

the Department of Homeland Security.

□ Conducted bi-annual fire hydrant flow testing to ensure system readiness.

□ Implemented cost savings measures that produced nearly $10,000 in utility savings

over the winter months.

│ 32 │

GENERAL │ FUND

│ 33 │

PAGE │ IV

GENERAL │ FUND

EMERGENCY PREPAREDNESS DEPARTMENT 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 include monitoring all storm activities, storm siren administration,

FEMA liaison, centralized command post, City compliance with NIMS, and emergency pre-

plans for City businesses.

BUDGET HIGHLIGHTS

The recommended FY 2011 budget will increase by 10.3% and includes the following:

□ Storm siren maintenance including annual maintenance agreement.

□ Capital outlay for replacement of batteries in storm sirens. Beginning in FY 2011, this

program will include the replacement of 25% of the siren batteries annually.

□ Budget for materials and supplies reduced by 42.1%.

□ Budget for services reduced by 15.7%.


Approximately 2.5% of initial appropriations were identified and deferred in the FY 2010 budget


□ Coordinated the annual ―McReady‖ storm awareness program in partnership with

the Owasso McDonalds Restaurants. This program is designed to prepare families for

emergencies and increase awareness of severe weather threats.

□ Established and maintain a Home Storm Shelter Registration program utilizing the

City’s web page.

□ Successfully achieved 100% compliance with the National Incident Management

System implementation requirement.

□ Coordinated application and meeting efforts with FEMA representatives, the

Oklahoma Department of Emergency Management, and Owasso’s Public Works

Department, culminating in a $32,741.80 reimbursement for expenses incurred

during the December 24-25 snow storm event.

│ 34 │

GENERAL │ FUND

│ 35 │

PAGE │ IV

GENERAL │ FUND

ENGINEERING DEPARTMENT PUBLIC WORKS

DESCRIPTION

The Engineering Division 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

The recommended FY 2011 budget will decrease by 4.9%, and includes the following:

□ In-house design of Three Lakes Drainage Channel Improvements from East 80th

Street North to East 83rd Street North.

□ Funding for two additional traffic counters which will enable City staff to collect

traffic count data at any given intersection in all four locations at the same time.

□ Evaluate Go Green! design options for public and private improvements and

incorporate in the City of Owasso Design Criteria.




□ Completed the 129th East Avenue 5-lane roadway from East 76th Street North to

East 96th Street North through utilization of the Capital Improvements Fund.

□ Reviewed, bid, and contracted the North 140th East Avenue 3-lane roadway

serving the TTC campus (utilizing Capital Improvements funding), the Garnett

Regional Detention Pond (utilizing American Recovery and Reinvestment Act

funding), the 76th Street Sewer Interceptor, and the Sewer Treatment Plant

expansion and 117th Street Lift Station upgrade (utilizing a loan from the Oklahoma

Water Resources Board).

□ Facilitated the ongoing review and design of an 8‖ water line to serve the south

expansion of the Sports Park and design of stream channel, concrete walkway, and

lighting improvements for Rayola Park.

□ Installed an updated AutoCAD computer software license on 5 engineering

stations.

□ Performed 121 private development project plan reviews with 78% completed in less

than 10 days and 100% completed in less than 10 days over the last 4 months.

□ Initiated water system hydraulic modeling project through the Owasso Public Works

Authority with a design engineering firm.

□ Completed roll out of the City public Graphic Information System (GIS).

│ 36 │

GENERAL │ FUND

│ 37 │

PAGE │ IV

GENERAL │ FUND

STREETS DEPARTMENT PUBLIC WORKS

DESCRIPTION

The Streets Division 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 travel by performing proactive maintenance and

progressive improvements to public streets, sidewalks, and traffic control systems.

BUDGET HIGHLIGHTS



□ Capital Improvements funding for the design of the East 116th Street and North

135th East Avenue intersection widening.

□ Capital Improvements funding for Right of Way acquisition and utility relocating on

the Main Street to Memorial Project.

□ Capital Improvements funding for utility relocation and construction costs on the

106th and Garnett intersection widening project.




□ Ensured quality and safety of transportation systems for vehicular and pedestrian

traffic:

□ Continued the Capital Street Rehabilitation Program established in FY 2006-

2007 through utilization of the Capital Improvements Fund.

□ Completed the traffic signal enhancement project for the 76th and 86th

Street corridors through utilization of the Capital Improvements Fund.

Installed master controller and radio linkage to 8 intersections and improved

signalization and timing programs on 11 additional intersections.

□ Improved handicap accessibility, public safety, and customer service by

installing over 1800 feet of new sidewalk and over 1000 feet of replacement

sidewalk.

□ Enhanced City street signs in the interest of safety and appearance by

continuing the implementation of the sign replacement program, including

seven sub-division improvement projects.

□ Completed traffic marking projects on 116th Street, Garnett Road, and other

miscellaneous locations.

□ Provided service that is proactive and responsive to customer needs:

□ Provided customer responsive pothole patching to achieve 90% of

necessary roadway repairs within 48-hours of discovery.

□ Removed snow and ice from City streets in an expeditious manner and in

accordance with the Snow and Ice Control Plan, including two emergency

disaster declarations and the state’s first blizzard in many years.

□ Constructed a spreader rack for hanging the spreaders, which significantly

reduces mounting and dismounting time of spreaders.

│ 38 │

GENERAL │ FUND

│ 39 │

PAGE │ IV

GENERAL │ FUND

STORMWATER │ VEGETATION CONTROL DEPARTMENT PUBLIC WORKS

DESCRIPTION

The Stormwater/Vegetation Control Division 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

(NPDES), Phase II Program, while providing cost-effective, quality, dependable, and courteous

services responsive to the needs of the community.

BUDGET HIGHLIGHTS



□ Completion of the storm sewer GIS atlas utilizing Stormwater Management funds.

□ Funding from the Stormwater Management Fund for improvements on the Three

Lakes drainage channel from East 80th Street North to East 83rd Street North.

□ Evaluation of the use of electric, solar-powered, and compressed natural gas lawn

care equipment. □ Request for approval of 2010 ODOT Tree Grant.




□ Enhanced the appearance of the community through planned roadside

maintenance programs:

□ Controlled vegetation growth in City rights-of-way by mowing main corridors

and thoroughfares.

□ Applied pre- and post-emergent herbicides as needed throughout the 2009-

2010 mowing season.

□ Provided routine litter control consistent with the level of service set by the

department.

□ Restored functionality and aesthetics to City drainage swales and ditches by

providing proactive maintenance and construction of channel improvements to

include grading and concrete lining.

□ Identified, assessed, and prioritized qualifying projects which can be

combined in a manner benefitting a cross-section of the community by

November 2009.

□ Performed construction projects in Barrington, Silver Creek, Three Lakes, Old

Town, El Rio Vista, Hale Acres, and the Sports Park utilizing the Stormwater

Management Fund.

□ Performed channel maintenance projects along 96th Street, 86th Street, and

106th Street utilizing the Stormwater Management Fund.

□ Coordinated with the Engineering Department to ensure compliance with NPDES

Phase II general permit requirements and best practices for the required control

measures listed:

□ Public education and outreach

□ Public participation/involvement

□ Illicit discharge detection and elimination

□ Construction site runoff control

│ 40 │

GENERAL │ FUND

│ 41 │

PAGE │ IV

GENERAL │ FUND

CEMETERY DEPARTMENT PUBLIC WORKS

DESCRIPTION

The Public Works Department Cemetery Division 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

The recommended FY2011 budget was reduced significantly by 64.7% due to the decrease in

need for equipment during FY 2011. The recommended budget includes the following:


□ Funding for Memorial Day event preparation.

□ Funding for one chemical application spreader.

□ Evaluation of the use of electric, solar-powered, and compressed natural gas lawn

care equipment.

□ Cemetery Care Fund allows for a drainage improvement project in the northeast

corner of the facility.




□ Continued the chain and post project along the main drive utilizing funds from the

Stormwater Management Fund:

□ Installed chain and post along blocks 1 and 2, the next section of the drive.

□ Maintained the cemetery to a neat, uniform, and professionally landscaped

standard of appearance:

□ Applied pre– and post-emergent herbicide chemicals to improve turf

appearance and reduce manpower requirements for grounds maintenance

during the growing season.

□ Applied turf builder fertilizer with iron in 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.

□ Provided timely and courteous service to the citizens of Owasso:

□ Continued employee training initiative to improve operational flexibility and

ensure a timely response to work requests.

□ Performed site marking requests within 48-hour time frame.

□ Performed site opening services within 48-hour time frame.

□ Ensured availability of reliable equipment to effectively maintain operating

efficiency and cemetery appearance.

□ Performed proper routine maintenance on equipment.

□ Maintained the record keeping system for equipment maintenance.

│ 42 │

GENERAL │ FUND

│ 43 │

PAGE │ IV

GENERAL │ FUND

PARKS DEPARTMENT CULTURE & RECREATION

DESCRIPTION

The purpose of the Parks Department is to plan, secure, develop, and maintain recreational

areas within the City of Owasso. These activities ensure that Owasso will continue to have

recreational amenities to compliment the quality of life our residents seek. 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, the Spray Park, and the Owasso

Veterans Memorial. In addition to this, the Parks Department is responsible for coordinating the

annual Harvest Festival and Winter Wonderland, disposing of Christmas greenery, the operation

of Owasso Sports Park, and the maintenance of playground equipment in all passive parks.

BUDGET HIGHLIGHTS



□ Funding for community activities such as the annual Harvest Festival, Kruz n For Kids

Car Show, the Hog Jog, Veterans Day Celebration, and Winter Wonderland.

□ Budget for travel and training reduced by 50%.

□ Repairs to shelter roofs at Elm Creek Park.

□ Continued support of the City’s Go Green! initiative by adopting a field lighting

policy which prohibits nighttime lighting from being used in any instance other than

for game play; observing Ozone Alert Days by not mowing or weedeating;

restricting watering to periods of dryness; and by utilizing grass-eating carp to

control the vegetation in ponds in lieu of using chemicals.

□ Hosting of a Fishing Day for local children to fish at City parks.

□ Utilization of electronic communication as sole means of communication with City

Park user groups in an effort to reduce postage costs and use of paper and ink.




□ Completed the installation of water main extension at Owasso Sports Park South. □ Hosted the annual Harvest Festival.

□ Partnered with the Owasso YMCA to supply activities for Owasso residents.

□ Increased the number of usable fields in the Owasso Sports Park Complex.

□ Consistently adapted to the needs of all Sports Associations in Owasso.

□ Hosted the first annual Disc Golf Day in Owasso, which included demonstrations by

profession disc golfers.

□ Partnered with the YMCA to host the Save-a-Life summer first-aid training for citizens

to obtain basic first-aid instruction.

│ 44 │

GENERAL │ FUND

│ 45 │

PAGE │ IV

GENERAL │ FUND

COMMUNITY CENTER CULTURE & RECREATION

DESCRIPTION

The 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, with the services of the Program Coordinator available to the public

for rentals as well as community and senior programs. A van driver serves the transportation

and nutrition program needs of the senior program for five hours Monday to Friday. VFW Post

7180 and American Legion Post 237 use the Center as their headquarters. Other community

support groups use the Center as a location for meetings.

BUDGET HIGHLIGHTS

The recommended FY 2011 budget will decrease by 8.2% as a result of capital outlay and

expense reductions, and includes the following:


□ 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.

□ Capital outlay for the 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

(VOC’s) with botanical disinfectants safer to the environment.




□ Increased the effectiveness of the Center by engaging a team of 20-plus volunteers

to strengthen multiple programs serving the community.

□ Installed digital message center on the corner of 76th and Cedar using funds

donated by the Owasso Senior Citizens Foundation.

□ Increased participation in community classes for personal development and

learning.

□ Published a monthly Senior’s Newsletter and conserved postage costs by distributing

copies primarily at the Center.

□ Held a well-attended program for veterans and seniors in November.

□ Received 50% of the funds for the scheduled replacement of the Center’s roof from

Tulsa Area Agency on Aging’s CENA funds. Grant monies are being processed.

□ Successfully held paid art classes.

│ 46 │

GENERAL │ FUND

│ 47 │

PAGE │ IV

GENERAL │ FUND

HISTORICAL MUSEUM CULTURE & RECREATION

DESCRIPTION

The mission of the Owasso Historical Museum is to collect, preserve, and exhibit objects and

materials 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.

BUDGET HIGHLIGHTS



□ Museum programs, tours, and presentations will not require additional funding, only

staff and volunteer time.

□ Other duties assigned to the Museum Director (bid documents, cemetery

administration, other projects as assigned) fall under normal operations of the

department.

□ Continued support for the City’s Go Green! initiative by seeking to re-use and

recycle paper and conserving power by shutting down electronics at the end of

each day and only turning on lights during regular visiting hours and as needed.





□ Provided historical Owasso photographs and stories for Owasso publications.

□ Conducted presentations to civic clubs, school classes, assisted living facilities, and

other organizations.

□ Performed research on early families and Owasso history.

□ Worked with local and area newspapers and travelok.com to receive more

publicity for the museum and to provide more information to the citizens about the

history of Owasso.

□ Recruited additional volunteers to assist with keeping the museum open Tuesday

through Saturday and to assist with tour groups.

□ Continued to update the facility with repairs to the west outside wall and the

addition of guttering.

□ Added awnings, donated by the Historical Society, to the building; and a tree in the

south yard was purchased and planted, utilizing Historical Society memorial funds,

as a memorial to one of the Society’s former presidents.

│ 48 │

GENERAL │ FUND

│ 49 │

PAGE │ IV

GENERAL │ FUND

ECONOMIC DEVELOPMENT DEPARTMENT ECONOMIC DEVELOPMENT

DESCRIPTION

The Economic Development Department strives to create 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 benefits; 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, do our part in removing the

obstacles standing in the way of people celebrating their lives.

BUDGET HIGHLIGHTS


□ Funding for regular operations of the department.

□ Support of the Go Green! initiative by increasing availability of City publications and

marketing and economic materials electronically.

□ Funding for special projects such as the Holly Trolley and Economic Summit have

been transferred to the Hotel Tax Fund Budget.

□ Increasing recruiting efforts to locate quality jobs and Fortune 500 companies to

Owasso.

□ Elimination of all travel relating to recruiting, which will be done virtually,

electronically, or locally.

□ Efforts to grow the retail community by creating opportunities for new trade markets

to invest through increasing electronic forms of recruiting and communication.

□ Support of local businesses and change of the residential spending culture through

the Buy Owasso campaign.

□ Efforts to create entertainment venues to increase local business through local

events and youth sports.


Objectives achieved during FY 2010 include:

□ Tulsa Tech Owasso campus submitted plans and revealed renderings to City

Council and staff members. Construction will begin in 2011.

□ Buy Owasso campaign was successfully created and implemented.

□ Several restaurants, retail and service businesses, and one new hotel opened.

□ Attended the National Business Aviation Association Convention for second year,

obtaining leads for job recreating efforts.

□ 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.

□ Obtained a new tenant in the Owasso Business Incubator. Tenant renovated and

enhanced existing infrastructure.

□ Hosted the second annual Owasso Economic Summit with reduced cost and

improved content and attendance.

□ Hosted Serbian government dignitaries from the Tulsa Global Alliance.

│ 50 │

GENERAL │ FUND

│ 51 │


│ 52 │

OPWA │ FUND

BUDGET SUMMARY


ENSURING SERVICE │ ENSURING PROSPERITY

│ 55 │


PUBLIC │ WORKS

│ 56 │

PUBLIC│ WORKS

│ 57 │

PUBLIC │ WORKS

OPWA FUND REVENUES

OPWA FUND EXPENDITURES

Charges for Service

23%

Other Revenues and Fees

2%

Proceeds from OWRB loans

30%

Interfund Transfers

45%

Administration2%

Utility Billing1%

Water8%

Wastewater Treatment Plant

20%

Wastewater Collections

14%

Refuse2%

Recycle Center1%

Debt Service19%

Interfund Transfers

33%

│ 58 │

PUBLIC│ WORKS

ADMINISTRATION OPWA

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

The recommended FY 2011 budget was decreased significantly by 26% due to the decrease in

need for equipment in FY 2011. The recommended budget includes the following:


□ Funding to replace an existing printer/fax machine.

□ Performance of an Interior and Exterior Lighting Energy Audit on all Public Works

facilities to identify upgrade opportunities to more energy efficient lighting.

□ Continue to identify and implement procedures to reduce utility costs.




□ Completed Public Works facility improvements in January, 2010. Offices throughout

the building were painted and new carpeting was installed.

□ Administrative staff handled over 900 phone calls per month on average from

internal and external customers.

│ 59 │

PUBLIC │ WORKS

│ 60 │

PUBLIC│ WORKS

UTILITY BILLING DEPARTMENT OPWA

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 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, and

compassion, 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 bills,

processing of all payments, customer inquiries, and providing information to new and existing

customers.

BUDGET HIGHLIGHTS

The recommended FY 2011 budget reflects an approximate 5% increase due to increased

costs for personal services and increased bankcard service fees. The FY 2011 budget includes

the following: □ Funding for normal operations of the department.

□ Funding for increases in Bank Card Service Fees due to the growing use of online

payments by Owasso residents. □ Reduced the repair and maintenance budget by $3,900. The City will maintain only

the basic annual maintenance agreement for repair of handheld meter reading

equipment. □ A savings of $3,000 in Utility Billing Collection Fees, now passed on to the consumer

under state legislation, HB 1800.

□ No capital outlay expenses.


Objectives achieved during FY 2010 include: □ Implemented the E-gov online payment system. Customer access to online account

information continues to move the Utility Department toward the common goals of

the Go Green! initiative. These services are offered free of charge to all utility

customers. □ Maintained a low rate of delinquency—less than 1% of the City’s 9,000 customers

are in a delinquent status or have been assigned to a collection agency—due to

convenient payment options and strict adherence to delinquent account policies

and procedures. □ Attended the annual SunGard Conference, resulting in improved processes and

procedures; resolution of outstanding billing system issues; and establishment of a

monthly conference call with our billing system provider to address new and

ongoing issues, resulting in improved communication and faster resolutions to billing

issues.

│ 61 │

PUBLIC │ WORKS

│ 62 │

PUBLIC│ WORKS

WATER DISTRIBUTION OPWA

DESCRIPTION

The Water Division 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, uninterrupted water service with

acceptable flow, pressure, and water quality. The Water Division is also dedicated to providing

its customers with excellent and highly responsive service.

BUDGET HIGHLIGHTS

The recommended Fiscal Year 2011 budget will decrease by 2% and includes the following:


□ Funding for repair material for the 30‖ water main that feeds the Bailey Ranch water

tower.

□ Evaluation of automatic water meter reading technology, with objective of

providing staff recommendation by end of the fiscal year. □ Evaluation and implementation of water conservation procedures at all public

works facilities.




□ Repaired 130 service line water leaks.

□ Installed 128 new residential and commercial service connections.

□ Repaired seven (7) fire hydrants and replaced five (5) others.

□ Purchased telemetry equipment for the 6‖ and 12‖ water meters which will reduce

the amount of overtime by approximately $5,000 per year.

□ Installed 1,980 feet of 8‖ water line for the Owasso Sports Park Expansion utilizing

Capital Improvement funds.

│ 63 │

PUBLIC │ WORKS

│ 64 │

PUBLIC│ WORKS

WASTEWATER TREATMENT PLANT OPWA

DESCRIPTION

The Wastewater Treatment Plant Division 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 will provide wastewater

treatment, equipment maintenance, and service in a cooperative, effective, professional,

courteous, responsive, and equitable manner.

BUDGET HIGHLIGHTS

The recommended FY 2011 budget includes a reduction in capital outlay expenses and will

decrease overall by 15.7%. The recommended budget includes the following:


□ Capital purchase this year will include a large incubator due to the increase in

water quality testing performed by the lab, in addition to a portable probe for creek

sampling and a new lab furnace.

□ Identification and implementation of procedures to reduce utility costs. □ Efforts to determine potential customers and their use of recycled water, and

performance of a feasibility study.

□ Wastewater Treatment personnel attendance of an activated sludge class to

increase knowledge of the wastewater treatment process.




□ Continued to meet and exceed ODEQ water quality permit requirements for City of

Owasso Wastewater Treatment Plant discharge .

□ Purchased new auto-samplers to improve the efficiency and effectiveness of water

quality testing.

□ Improved the bar screens at the head of the plant, leading to an increase of 20% to

30% in the amount of inorganic debris removed.

□ Evaluated the possibilities of composting the sludge produced at the Wastewater

Treatment Plant. Wastewater personnel toured two facilities that are successfully

composting sludge.

□ Reviewed the potential of recycling effluent water within the plant to reduce water

consumption.

│ 65 │

PUBLIC │ WORKS

│ 66 │

PUBLIC│ WORKS

WASTEWATER COLLECTIONS OPWA

DESCRIPTION

The Wastewater Collections Division is responsible for 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

The recommended FY 2011 operating budget was reduced significantly by 41% due to a

decrease in capital project expenses. The recommended budget includes the following:


□ Funding for smoke testing to identify inflow and infiltration of the sanitary sewer lines.

□ 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.

□ Design for the upgrade of the Ranch Creek interceptor.

□ Wastewater system improvements include the upgrade of the Santa Fe lift station

and the Meadow Crest relief line using funds from an Oklahoma Water Resources

Board loan.




□ Completed internal inspection of 45,000 linear feet of sanitary sewer line located in

Hale Acres, Hillside, Meadow Crest, and Steed additions.

□ Cleaned 112,000 linear feet of sanitary sewer line.

□ Repaired 28 manholes and 9 pinpoint repairs that were identified during internal

inspections.

□ Purchased Isco flow monitors to assess the capacity of the sanitary sewer system. In

addition, the flow monitors will help identify inflow and infiltration issues.

□ Three utility workers obtained their class ―C‖ Wastewater Operators License.

□ Began research for the implementation of a fats, oil, and grease reduction program.

□ Planned and developed a response to ODEQ Consent Order.

│ 67 │

PUBLIC │ WORKS

│ 68 │

PUBLIC│ WORKS

REFUSE DEPARTMENT OPWA

DESCRIPTION

The Refuse Division is responsible for collection and disposal of residential refuse/yardwaste

materials and the distribution and repair of refuse containers. The mission of the 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

The recommended FY 2011 budget was significantly decreased by 33.8% as a result of no new

refuse trucks being requested in the upcoming fiscal year. The recommended budget includes

the following:


□ Funding for the annual Free Landfill Day.

□ Reduction of the Refuse Department’s carbon footprint by using more efficient

vehicles (automotive), which will reduce the number of vehicles needed to perform

the necessary service.



□ Provided efficient, cost-effective management and operation of the Refuse

Division:

□ Continued the implementation of an automated collection system to

maximize return on investment.

□ Created and distributed automated collection cart placement flyer.

□ Established automated truck collection routes.

□ Completed the transition to an automated refuse collection system.

□ Maintained 99% same-day service delivery rate for curbside refuse and yardwaste

collection:

□ Enhanced equipment life and promoted prompt equipment maintenance

by emphasizing the responsibility of performing daily maintenance, cleaning

of vehicles, and reporting of repairs.

□ Created and implemented customer notification form, which enabled City

staff to communicate, inform, and educate customers of specific collection

issues at the customers’ collection sites.

□ Enhanced employee skills, safety, knowledge, and capabilities through continuous

on-the-job training initiatives:

□ Conducted observation rides with each route to evaluate work methods

and route efficiency.

□ Performed professional instruction and training for the proper operation of

the automated refuse collection vehicles with each division employee.

□ Conducted professional instruction and training for the proper

maintenance, service, trouble-shooting, and repair of the automated refuse

collection vehicles with appropriate staff members.

│ 69 │

PUBLIC │ WORKS

│ 70 │

PUBLIC│ WORKS

RECYCLE CENTER OPWA

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 safe, clean, customer-friendly, state-of-the-art waste disposal and

recycling facility for the citizens of Owasso.

BUDGET HIGHLIGHTS

The recommended FY 2011 budget will decrease by 13.3% due to a decrease in need of

equipment for FY 2011 and includes the following:


□ Funding for roll off containers.

□ Funding for a cardboard holding cell.

□ Support for the City’s Go Green! Initiative through tire and metal recycling

programs.




□ Diverted the highest possible volume of materials from the waste stream:

□ Distributed educational literature to the public promoting the benefits of

recycling.

□ Conducted one public outreach activity to promote recycling.

□ Improved the appearance, efficiency, and functionality of the center:

□ Completed the Recycle Center concrete lot repairs project.

□ Completed the yardwaste road improvements project.

□ Purchased and installed a storage shed.

□ Completed the signage replacement project.

□ Completed the procurement of a second plastics trailer.

□ Completed the procurement of a new office trailer.

□ Provided service that is proactive and responsive to customer needs:

□ Provided ―customer-oriented‖ services to Owasso residents by continuing to

sponsor seasonal clean-up events.

□ Designed and implemented a customer survey and rating system to

measure quality of service and patron satisfaction.

│ 71 │

PUBLIC │ WORKS


│ 72 │

OPGA │ FUND

BUDGET SUMMARY


QUALITY LIVING│ QUALITY AMENITIES

│ 75 │


PUBLIC │ GOLF

│ 76 │

PUBLIC│ GOLF

│ 77 │

PUBLIC │ GOLF

OPGA FUND REVENUES

OPGA FUND EXPENDITURES

Golf Operation75.15%

Merchandise (net of cost)

5.14%

Food (net of cost)

15.52%

Miscellaneous4.20%

Golf Shop11.51% Golf Cart

Operation6.54%

Golf Course Maintenance

46.90%

Food & Beverage

10.94%

General & Administrative

20.89%

Debt Service3.23%

│ 78 │

PUBLIC│ GOLF

BAILEY RANCH GOLF CLUB OPGA

DESCRIPTION

The purpose of 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 compliment 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 consistently excellent course conditions. This is accomplished through

teamwork, training, and a desire to exceed customer expectations.

BUDGET HIGHLIGHTS

The recommended Fiscal Year 2011 budget seeks to continue the approximate 20% overall

expense reduction enacted for FY 2010 and includes the following:



□ Increase the acreage of native grass areas in an effort to reduce excessive mowing

and emissions.

□ Increase the native buffer areas around bodies of water in an effort to reduce the

amount of fertilizer and pesticides that reach ponds and water sources. Buffers act

as a filter, preventing run-off and leaching of chemicals through the soil.



□ Developed and implemented a partnership with Green Country YMCA to promote

player development and increase rounds and revenue.

□ Introduced PGA Family Tees on the front nine holes and Kids Play Free rate program in

order to expand participation and increase rounds and revenue through family

activities.

□ Introduced Multi-Play Cards that enable golfers to play at a reduced fee when they

prepay for three, five, or ten rounds.

□ Conducted two ―Your Course Day‖ promotions, where all golf fees were waived.

These events promoted awareness of the golf course and its offerings at key times of

the year.

□ Reduced the Golf Shop staff by one full-time position and eliminated a part-time

janitorial position.

□ Maintained a flat part-time wage budget, even though minimum wage increased by

25%. The increase in minimum wage over the past two years has been largely

absorbed by reductions in staff and increased efficiency among a large segment of

golf course labor.

□ Minimized capital outlay to $4,000 in view of existing equipment needs which were

able to be postponed by the reconditioning of older, unused equipment.

□ Refurbished and re-installed old greens fans at no expense, which improved the

playability and appearance of greens number one and twelve.

□ Completed major renovations to bunker complexes through a relationship with P&K

Equipment, allowing all work to be done in-house for approximately $10,000. This

resulted in the conversion of approximately 50% of existing sand trap areas into grass

bunkers, which will save considerable labor expenses and material cost in the future.

│ 79 │

PUBLIC │ GOLF

│ 80 │

PUBLIC│ GOLF

│ 81 │

PUBLIC │ GOLF

│ 82 │

PUBLIC│ GOLF

│ 83 │

PUBLIC │ GOLF


│ 84 │

OTHER │ FUNDS

SPECIAL REVENUE FUNDS

CAPITAL PROJECTS FUNDS

INTERNAL SERVICE FUNDS

LIMITLESS POSSIBILITIES │ LIMITLESS OPPORTUNITIES

│ 87 │

OTHER │ FUNDS

│ 88 │

OTHER │ FUNDS

│ 89 │

OTHER │ FUNDS

│ 90 │

OTHER │ FUNDS

│ 91 │

OTHER │ FUNDS

│ 92 │

OTHER │ FUNDS

│ 93 │

OTHER │ FUNDS

│ 94 │

OTHER │ FUNDS

│ 95 │

OTHER │ FUNDS

STRONG NEIGHBORHOOD INITIATIVE HOTEL TAX FUND

DESCRIPTION

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 Owasso is as attractive tomorrow as it is today.

BUDGET HIGHLIGHTS

The recommended FY 2011 budget will increase by 8% in relation to projected increases in

Hotel Tax revenue, and includes the following:


□ Facilitating neighborhood activities such as establishing associations, holding

neighborhood meetings, assisting in self-reliance building, and helping to resolve

issues in the neighborhood.

□ Continuing to improve access to information and resources that support

neighborhoods and the community.

□ Funding for special Block Party 2010 event to build unity and service throughout the

community. Expense was previously in Community Development budget.

□ Funding for neighborhood clean-up days. Expense was previously in the Public

Works Budget.

□ Promoting public involvement in City projects and services such as the Go Green!

initiative, neighborhood crime prevention, and neighborhood clean-ups.

□ Increased usage of the City website and email notifications to promote Go Green!

ideas that residents can use in their own homes or businesses.

□ Increased utilization of electronic communications with neighborhood groups and

citizens in an effort to cut back on the use of paper and ink.



□ Kicked off Strong Neighborhood Initiative in 2009.

□ Successfully held Block Party 2009, with the largest number of neighborhood groups

participating.

□ Assisted in the establishment of several Neighborhood Associations. This will continue

to be the key focus of the Initiative in FY 2011.

□ Built working relationships with residents and neighborhood groups to promote

partnerships between the City and neighborhoods.

□ Began process of finalizing the Neighborhood Grant Program.

│ 96 │

OTHER │ FUNDS

│ 97 │

OTHER │ FUNDS

│ 98 │

OTHER │ FUNDS

│ 99 │

OTHER │ FUNDS

│ 100 │

OTHER │ FUNDS

│ 101 │

OTHER │ FUNDS

│ 102 │

OTHER │ FUNDS

│ 103 │

OTHER │ FUNDS

│ 104 │


REVENUE │ DETAIL

APPENDIX OF GENERAL FUND REVENUES

APPENDIX OF OPWA FUND REVENUES

APPENDIX OF OPGA FUND REVENUES

APPENDIX OF OTHER FUND REVENUES

PROVIDING INFORMATION │ PROVIDING TRANSPARENCY

│ 107 │

REVENUE │ DETAIL

│ 108 │

REVENUE │ DETAIL

│ 109 │

REVENUE │ DETAIL

│ 110 │

REVENUE │ DETAIL

│ 111 │

REVENUE │ DETAIL

│ 112 │

REVENUE │ DETAIL

│ 113 │

REVENUE │ DETAIL

FY 2010-2011 Budget Proposal

Documents

Transcript of FY 2010-2011 Budget Proposal